Annual Budget FISCAL YEAR 2024-2025 City of Goodyear, Arizona Finance Department Fiscal Year 2024 – 2025 Annual Budget Prepared by: Finance Department A special thank you to the departments and team for their contributions to the annual budget. 1900 N. Civic Square, Goodyear, AZ 85395 (623) 932-3910 or (800) 872-1749 www.goodyearaz.gov Fiscal Year 2025 Annual Budget City of Goodyear, Arizona TABLE OF CONTENTS READER’S GUIDE ......................................................................................................................................... 1 GFOA PRESENTATION AWARD .............................................................................................................. 3 INTRODUCTION TO GOODYEAR ........................................................................................................... 4 Goodyear City Council ................................................................................................................... 5 Organizational Chart ....................................................................................................................... 6 City Overview .................................................................................................................................. 7 Strategic Plan ................................................................................................................................. 24 Goodyear Vision, Mission, Values & Focus Areas & Guiding Principles....................... 24 BUDGET SUMMARY ................................................................................................................................. 37 City Manager’s Budget Message ................................................................................................ 38 Budget Process .............................................................................................................................. 45 Budget Process Overview and Calendar ......................................................................... 46 Budget Basis and Amendments ....................................................................................... 49 Financial Planning .......................................................................................................................... 51 Financial Policies ............................................................................................................... 52 Long-Term Financial Plan ................................................................................................. 59 Budget Overview........................................................................................................................... 65 Financial Organization Chart ........................................................................................... 66 All Funds Summary............................................................................................................ 67 Major & Non-Major Fund Matrix ..................................................................................... 78 Revenue Overview........................................................................................................................ 79 Revenue Summary ............................................................................................................. 80 Department Budget Overview ................................................................................................... 91 Position Additions ............................................................................................................. 92 Mayor and Council ............................................................................................................ 93 City Manager’s Office ....................................................................................................... 94 Legal Services ..................................................................................................................... 97 Municipal Court .............................................................................................................. 101 City Clerk’s Office ........................................................................................................... 104 Finance ............................................................................................................................ 107 Human Resources ........................................................................................................... 111 Information Technology ................................................................................................. 116 Digital Communications ................................................................................................ 121 Fire ................................................................................................................................... 124 Police ................................................................................................................................ 130 Development Services .................................................................................................... 136 Economic Development ................................................................................................. 141 Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Engineering Department................................................................................................ 146 Parks & Recreation ......................................................................................................... 151 Public Works ................................................................................................................... 158 Water Services……………………………………………………………………………………………….163 Non-Department……………………………………………………………………………………………168 Debt Service Overview ............................................................................................................. 169 Debt Service Summary................................................................................................... 170 Capital Improvement Program (CIP) ....................................................................................... 179 Capital Improvement Program (CIP)............................................................................. 180 Five-Year Summary by Project...................................................................................... 186 Projects Related to the Strategic Plan.......................................................................... 191 Future Year Unfunded Projects .................................................................................... 192 Project Descriptions by Program .................................................................................. 193 BUDGET DETAIL ..................................................................................................................................... 231 City Schedules ............................................................................................................................. 232 Schedule 1 – Total Sources and Uses ............................................................................ 233 Schedule 2 – Revenues .................................................................................................... 234 Schedule 3 –Total Expenditures – All Funds................................................................. 237 Schedule 4 – Debt Service .............................................................................................. 247 Schedule 5 – Authorized Position Detail by Position Title .......................................... 248 Schedule 5A – Authorized Positions by Department and by Fund ............................ 258 Schedule 6 – Interfund Transfers ................................................................................... 259 Schedule 7 – Property Tax ............................................................................................... 261 Schedule 8 – Arizona Constitutional Debt Limit ........................................................... 262 Schedule 9 – Supplemental Requests and Recommendations .................................... 263 State Schedules........................................................................................................................... 281 Schedule A – Summary Schedule of Estimated Revenues and Expenditures/Expenses .......................................................................... 282 Schedule B – Tax Levy and Tax Rate Information ...................................................... 283 Schedule C – Revenues Other than Property Tax ...................................................... 284 Schedule D – Other Financing Sources/(Uses) and Interfund Transfers .................. 286 Schedule E – Expenditures/Expenses by Fund ............................................................ 287 Schedule F – Expenditures/Expenses by Department ............................................... 289 Schedule G – Full-Time Employees and Personnel Compensation ........................... 292 APPENDIX ................................................................................................................................................. 293 Resolution .................................................................................................................................... 294 Ordinance..................................................................................................................................... 306 Acronyms ..................................................................................................................................... 308 Glossary ........................................................................................................................................ 311 Fiscal Year 2025 Annual Budget City of Goodyear, Arizona READER’S GUIDE This is an overview of the structure of the FY2025 Final Budget designed to help the reader understand the annual budget process. 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 TO GOODYEAR A brief introduction to the City Council, city management organizational chart, history of Goodyear, housing, award, education, private sector employers, quality of life, council-manager form of government, map of Goodyear, and Goodyear’s statistics at a glance. The city’s Strategic Plan, which is used to drive the city’s policy and program direction, is also outlined in this section. BUDGET SUMMARY Overview of the city’s budget process, financial policies, funding sources, department budget updates, and the five-year Capital Improvement Program (CIP). • City Manager’s Budget Message City Manager addresses the Mayor and City Council to highlight budget development priorities and any significant changes from the prior year adopted budget. • Budget Process Overview of budget process that explains development of the base budget, budget reviews, adoption, budget amendments, significant milestones and budget basics. • Financial Planning Overview of key financial policies that govern the city’s approach to debt management, revenue and expenditure classifications and practices, maintenance of fund balances, asset management, long-term financial planning and other financial responsibilities. • Budget Overview City’s financial organization chart and a summary of all major and non-major funds. • Revenue Overview Overview of revenues by sources and fund types, and a summary that explains the development of the FY2024 revenue estimates. • Department Budget Overview Overview of each department’s FY2024 budget, mission statements, division functions and services, authorized personnel, strategic goals, accomplishments, performance measures, and changes to operating and CIP budgets. • Debt Service Overview Overview of the city’s debt management with bonds by projects, outstanding debt service requirements, debt service by fund and type, bond ratings and a five-year debt payment schedule. Each debt service type and any legal or policy limitations are described in detail. • Capital Improvement Program (CIP) Overview Overview of the city’s five-year CIP plan, sources of funding, expenditures, operating impacts, and project summaries. 1 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona BUDGET DETAIL Detailed information on the City Schedules, Five-Year CIP Schedules and State Schedules. • City Schedules These schedules summarize transfers, revenues, expenditures, debt service, authorized positions, property taxes, debt capacity and supplemental requests. • Five-Year CIP Schedules A detailed overview of the five-year CIP includes project timelines and project descriptions by program, project and fund. • State Schedules Detailed schedules provide an overview of the adopted budget as required by Arizona Revised Statutes for the Auditor’s General’s Office. APPENDIX City Council resolution adopting the FY2024-2025 annual budget, the property tax levy ordinance, a list of acronyms and a glossary of terms. 2 TOC GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Goodyear Arizona For the Fiscal Year Beginning July 01, 2023 Executive Director 3 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Introduction To Goodyear 4 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona GOODYEAR CITY COUNCIL 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. Joe Pizzillo, Mayor Term 2023 – 2026 Laura Kaino, Vice Mayor Term 2019 - 2024 Sheri Lauritano, Councilmember Term 2019 - 2024 Wally Campbell, Councilmember Term 2023 - 2026 Bill Stipp, Councilmember Term 2019 - 2024 Brannon Hampton, Councilmember Term 2023 - 2026 Vicki Gillis, Councilmember Term 2023 - 2026 We represent and serve our community as responsible stewards of the public trust. We envision and shape our future by engaging citizen involvement and fostering city staff innovation. 5 TOC Organization Chart Departments (16) Effective: June 2024 Citizens Mayor & Council Municipal Judge Manuel Delgado Jr. City Manager Wynette Reed City Attorney Roric Massey Municipal Court Crystal Whelan Legal Services Deputy City Manager Justin Fair City Manager's Office Deputy City Manager Vacant Deputy City Manager Kini Knudson Economic Development Wendy Bridges Digital Communications Tammy Vo Finance Jared Askelson City Clerk Darcie McCracken Human Resources Lyman Locket Fire Paul Luizzi Development Services Katie Wilken Information Technology Lisa Faison Police (Interim) Art Miller Engineering Steve Scinto Parks & Recreation Nathan Torres Water Services Barbara Chappell Public Works Sumeet Mohan 6 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona CITY OVERVIEW HISTORY OF GOODYEAR • These views of Western Avenue at Litchfield Road in the 1950s show: • 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 city of Goodyear celebrated its 75th anniversary on November 19, 2021. 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 were like foreign sources, the company sent Litchfield to purchase land. The small community that formed because 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. 7 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona 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. 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 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. Today, the city of Goodyear is one of the fastest growing cities in the country and recognized as a top place to live. To celebrate the city’s past, present and future, local artists have painted fiberglass hearts, each one standing 5 feet tall and 6 feet wide. The hearts, which are located across Goodyear, each represent a decade of the city’s history and its future. 8 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona HOUSING Incorporated in 1946, Goodyear has seen a lot of growth, which is expected to continue. The projected buildout for Goodyear is estimated at 760,000 residents with 288,000 homes and 328,000 jobs. Currently, there are approximately 45,000 housing units, and the city is approximately 14% builtout. Goodyear offers a mix of housing options from affordable starter homes to a variety of upscale options including mountainside custom builds or equestrian estates. The city is a valley leader in master-planned communities, offering exquisite amenities such as a country club lifestyle, active community centers, golf courses, walking/jogging paths, lakes and mountain trails. 9 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona AWARD WINNING COMMUNITY Goodyear is an outstanding community for families to grow, businesses to thrive and dreams to turn to reality. The city was recently ranked by the U.S. Census Bureau as being among the fastest growing cities in the country. Goodyear enjoys more than 300 days of sunshine a year, provides diverse housing options, and a low cost of doing business with excellent access to transportation. The 2023 National Community Survey reveals that 93% of residents feel safe in their neighborhood and 85% said Goodyear is an excellent or good place to live. According to a 10-year study conducted by Your Local Security, Goodyear ranks 6th in the nation in overall safety. A NerdWallet study ranked Goodyear in the top 3 best cities in the nation for veterans. The study based its selection criteria on the level of economic opportunity for veterans; and Movoto ranked Goodyear in its top 10 for "Best Places Near Phoenix for Young Professionals" and "Best Phoenix Suburbs for Young Couples." Goodyear was honored by the Arizona Chamber of Commerce as the Best City for Business in 2020 for our business-friendly customer service and sharp acumen in attracting a wealth of industry to our city. GOODYEAR’S GOT TALENT Goodyear has one of the most educated and talented workforces in 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 for which it is known. Abundant Land for Commercial Development Goodyear is an advancing upscale market with commercial land available along the Interstate 10 corridor. This desirable land is primed for high end retail and office development. Access to Markets Goodyear is strategically located near airports, freeways, and rail, providing convenient access to national and international markets. Business Incentives & Benefits Goodyear offers attractive and creative business incentives to reduce costs, programs such as the Greater Maricopa Foreign Trade (GMPTZ), and Goodyear’s Military Reuse Zone (MRZ) and provide major savings for qualifying companies. 10 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona TOP 10 PRIVATE SECTOR EMPLOYERS Number of Employees Name Type of Business Amazon 4,900 Internet Fulfillment & Business Services UPS Regional Operations Center 2,309 Logistics Chewy 1,200 Internet Fulfillment Abrazo West Campus 1,200 Health Services Macy’s Global Supply Chain 1,085 Internet Fulfillment Sub-Zero, Wolf, and Cove 805 Advanced Manufacturing Factor (Hello Fresh) 800 Advanced Manufacturing City of Hope 508 Health Services Andersen Windows 429 Advanced Manufacturing AerSale 375 Aerospace & Aviation REI (Recreational Equipment Inc.) 371 Logistics Source: Economic Development Department – January 2024 QUALITY OF LIFE • 200+ restaurants, great shopping and entertainment options • 20,000+ acres of recreational parks • 47 miles of trails for mountain biking, hiking and horseback riding • 100+ miles of paved bike routes • Year-round events at Civic Square Park @ GSQ, Goodyear Ballpark and Goodyear Recreation Campus • MLB Spring Training home of the Cincinnati Reds and Cleveland Guardians • Over 4,000 acres of developable land • Safe neighborhoods with low crime rates • Variety of housing in master planned communities 11 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona CITY GOVERNMENT Goodyear has a Council-Manager form of government. The city's charter government provides for six councilmembers and a mayor, selected at large on a non-partisan ballot. Councilmembers serve four-year staggered terms and the mayor, a four-year term. The Vice Mayor is selected annually by the full City Council. As the local legislative body, City 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 selected officials, their responsibility is to represent the residents. Therefore, citizen participation at all levels is invited and encouraged by the City Council. The City 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, the citizen committees’ recommendations are 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, the City Manager 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, to preserve lives and protect the property of the community. The Fire Department currently has eight fire stations located throughout the city. The Police Department provides law enforcement, investigates criminal incidents and traffic accidents, provides traffic safety and enforcement and provides crime prevention and community‐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 for areas of the city south of Interstate 10. Residential weekly trash/recycling services are contracted through Waste Connections, while the city offers monthly bulk collection. The Water Services department also provides water resources, conservation initiatives, stormwater and internal services that include the management of the city-owned fleet and facilities. 12 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona GOODYEAR, AZ MAP 13 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona GOODYEAR AT A GLANCE Goodyear City Hall 1900 North Civic Square, Goodyear, AZ 85395 Phone: 623-932-3015 goodyearaz.gov | developgoodyearaz.com Current Population ........................ 111,508 Population Growth ................................. 5.1% Number of Households ...................43,650 Average Household Size ............................ 2.8 Households with Children ................ 31.2% Median Household Income ........... $100,538 Median Age (Years) .............................. 37.4 City Positions (FTE) ................................... 996 Workforce Population* ................. 1.36 M *Total population ages 15+ within a 30-minute drive time. Sources: January 2024 – ESRI Business Analyst, Maricopa Association of Government (MAG), Goodyear Economic Development, Goodyear Development Services, Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography. 14 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona FIRE DEPARTMENT Goodyear Fire Department Administration Headquarters 14455 W Van Buren St., E102 Goodyear, AZ 85338 Phone: 623-932-2300 goodyearaz.gov/fire Number of Stations Number of Positions Average Response Time 8 161.50 5:49 minutes FY2023 Fire Calls FY2023 Miscellaneous Calls FY2023 EMS Incidents 232 2,643 8,493 15 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona PARKS & RECREATION Goodyear Parks and Recreation is growing! In addition to 20 parks, the award-winning Goodyear Ballpark, pump track and skate park, the 40-acre Goodyear Recreation Campus offers a state-ofthe-art aquatics facility, recreation center, multiuse fields, and sport courts. Visit goodyearaz.gov/government/departments/parks-recreation for more information. Community Parks Neighborhood Parks Park Amenities  Falcon Park  Canada Village Park  52 Ramadas  Foothills Community Park  Estrella Vista Park North  20 Playgrounds  Goodyear Community Park  Estrella Vista Park South  16 Basketball Courts  Goodyear Recreation Campus  Loma Linda Park  10 Pickleball Courts Trails  Palmateer Park  10 Ballfields  Bullard Wash  Palm Valley Park  8 Tennis Courts  Falcon Trail  Parque De Paz  2 Swimming Pools  Maricopa Trail (Alignment Only)  Portales Park  2 Dog Parks  RID Trail  Rio Paseo Park  1 BMX Track  Pebblecreek Trail  Wildflower Park North  1 Pump Track Specialty Parks  Wildflower Park South  1 Skate Park  BMX Track Linear Parks  1 Splash Pad  Civic Square Park  Bullard Wash Park I  Goodyear Ballpark  Bullard Wash Park II  Guardians Devel/Reds Development Complexes  Roscoe Dog Park 16 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Goodyear Recreation Campus 420 S. Estrella Parkway Goodyear, AZ 85338 (623) 882-7525 grc.goodyearaz.gov The 40-acre recreation campus provides residents with a state-of-the-art recreational facility and aquatics center, complete with a community park. There’s something for everyone at Goodyear Recreation Campus with classes and activities available for youth, teens, adults, families and more!  48,000 sq. ft. Recreation and Aquatics Center  30-acre Community Park  Indoor walking track and fitness area  One-mile looped walking path  Multipurpose rooms and gymnasium  Teen activity and eGaming center 17 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Goodyear Ballpark 1933 S. Ballpark Way Goodyear, AZ 85338 (623) 882-3120 goodyearbp.com Goodyear Ballpark is most widely known for spring training, but our facility is used year-round for tournaments, graduations, and other special events! We pride ourselves on being a fan and familyfriendly venue, offering visitors special memories, whether you are here for a game or an event.     10,311 Seat Ballpark Cleveland Guardians & Cincinnati Reds Player Development Complexes 13 Major League Baseball Quality Fields 105 Acres 18 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Maricopa County Library District Georgia T. Lord Library 1900 N. Civic Square Goodyear, AZ 85395 (602) 652-3000 mcldaz.org/georgia-t-lord The Georgia T. Lord Library is a two-story 24,000 sq. ft. library boasts a treehouse themed children’s area, more than 30 public computers, eight study rooms, a dedicated teen space, and a self-service café. The new state-of-the-art library offers something for everyone of all ages and abilities! Goodyear Special Events www.goodyearaz.gov/events The city of Goodyear hosts a variety of special events (see list below) filled with fun activities for the community throughout the year. 19 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona POLICE Goodyear Police Department Administration Headquarters 11 N. 145th Avenue Goodyear, AZ 85338 Non-emergency: 623-932-1220 goodyearaz.gov/police FY2024 Calls for Service/Incidents 63,511 FY2023 Calls for Service/Incidents 57,568 FY2024 Average Priority 1 Response Time FY2023 Average Priority 1 Response Time 5:11 minutes 5:34 minutes FY2024 data shown are estimates. 20 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona STREETS Arterial 126.65 miles Residential 261.0 miles Collector 71.0 miles Unpaved 12.0 miles 21 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona UTILITY SERVICE PROVIDERS Electricity Arizona Public Service (APS) Garbage Collection Waste Connections Natural Gas Southwest Gas Sewer/Wastewater (North of I-10) Liberty Sewer/Wastewater (South of I-10) Water (South of I-10) City of Goodyear AT&T, Sprint, Verizon, CenturyLink/Lumen, Cox Communications, WanRack LLC, Zayo City of Goodyear, EPCOR, Liberty, Adaman, Arizona Water Company City of Goodyear Water (White Tanks/Canada Village) Arizona Water Company Telephone/Mobile Wireless/Cable/Internet Water (North of I-10) 22 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona EDUCATION College Educated: Graduate Degree: Bachelor’s degree: Associates degree: Some College: 13.9% 22.0% 13.4% 23.2% High School Graduate or Higher: 93.4% Source: Esri forecasts for 2023 and 2028. U.S. Census Bureau 2000 and 2010 decennial Census data converted by Esri into 2020 geography. SCHOOL DISTRICT SERVING GOODYEAR District School Type # of Schools # of Students Avondale Elementary K-8 9 5,898 Liberty Elementary K-8 8 4,450 Litchfield Elementary K-8 19 10,828 Mobile Elementary K-8 1 30 Agua Fria High 9-12 6 9,632 Buckeye Union High 9-12 5 5,406 Charter Schools All Levels 7 4,563 Source: National Center for Education Statistics ELECTIONS Date Type of Election Registered Voters Ballots Cast Turnout May 16, 2017 Primary Election 42,379 10,226 24% March 12, 2019 Primary Election 46,328 10,205 22% March 9, 2021 Special Election 57,326 9,720 17% August 2, 2022 Primary Election 56,906 21,123 37% November 7, 2023 Special Election 59,847 18,279 31% May 21, 2024 Special Election 58,326 13,497 23% 23 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona STRATEGIC PLAN STRATEGIC PLAN The current strategic plan was adopted by City Council in November 2023 and was crafted based on feedback from citizens in collaboration with City Council and city leadership. The city’s strategic plan is actively used to drive policy implementation and program direction, including the development of the annual budget. Any requests for new funding are first and foremost evaluated in the context of their relationship to strategic focus areas and specific action items as described in the plan. Priority is given to new funding requests that address these action items creating a direct link between city priorities, the strategic plan, and eventual funding as part of the budget process. This intentional approach allows for greater transparency, efficient use of resources, and a united vision for the future of our community. These are the five focus areas included in our strategic plan: • • • • • Fiscal & Resource Management Economic Vitality Safe & Vibrant Community Innovative & High Performing Organization Infrastructure These focus areas as well as the guiding principles and action items attached to each can be found on the next several pages. This same information can also be found on the City of Goodyear’s website at: www.goodyearaz.gov/strategicplan 24 TOC 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, dining, and entertainment; 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. 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 barriers and staying adaptable, we will take calculated risks to maximize the community’s potential. We deliver services to meet the needs of our city so that Goodyear continues to be a thriving sustainable community for all. 5 25 TOC GOODYEAR VALUES The city of Goodyear and its employees serve residents according to SIX core values. 26 6 TOC FISCAL & RESOURCE MANAGEMENT 7 GUIDING Implement fiscally sustainable initiatives that allow the city to proactively plan, recruit, maximize and retain top human resources. GUIDING Implement innovative and integrated technology initiatives to support city business processes and customer service. GUIDING Create, pursue and maintain collaborative partnerships to maximize and leverage city resources. Enhance and protect existing revenue sources while seeking new diverse revenue sources to ensure the city can adapt to changing economic conditions. PRINCIPLE PRINCIPLE PRINCIPLE PRINCIPLE PRINCIPLE GUIDING GUIDING Implement business processes and operational efficiencies to streamline the provision of government services, including the identification of cost of services and cost recovery policies. PRINCIPLE 01 02 03 04 05 06 Demonstrate fiscal responsibility 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). GUIDING The city of Goodyear will maintain a transparent, adaptable, and forward-looking fiscal position that aligns with community priorities to provide an outstanding quality of life for our residents. The city will implement innovative, efficient and responsible policies and financially sustainable business practices to effectively manage its fiscal and human resources. 27 TOC FISCAL & RESOURCE MANAGEMENT ACTION ITEM DESCRIPTION RESPONSIBILITY TIMEFRAME Social Services Donation Policy Review existing funding policy and process supporting social services in the community CMO FY25 Internal Auditing Evaluate the need/scope for an internal auditing function FIN FY25 Financial System Integration Evaluate integration of financial systems as a process improvement FIN / IT FY26 Water and Wastewater Rates Complete rate study and implement recommendations FIN FY25 Volunteer Program Evaluate expanding program based on best practices HR FY25 CIP Management Improve the scope/cost estimation of the projects ENG FY25 Departmental Staffing Plans Evaluate the 3-5 year staffing needs in all departments HR FY26 Technology Assessment Evaluate current technology uses/needs in all departments and identify emerging trends IT FY25 CFD Policy Update Revise Council policy to meet best practice FIN FY25 Water Resource Allocation Policy Create a policy regarding the sale of water resources for development WATER FY25 28 8 TOC ECONOMIC VITALITY 9 GUIDING Focus on strategic and targeted economic development pursuits that increase high quality employment and amenities, encourage tourism and generate additional revenues. GUIDING Nurture and support existing businesses and entrepreneurial efforts in the city. GUIDING Foster business investment through streamlined processes, innovation and ongoing partnerships. Employ balanced housing strategies that target a wide variety of options (e.g., types, price ranges, sizes, ownership/rental and styles) through strategic partnerships and enhanced ordinances/policies. PRINCIPLE PRINCIPLE PRINCIPLE PRINCIPLE PRINCIPLE GUIDING GUIDING Continually update and refine long-range plans that incorporate resident and stakeholder input to provide a road map for community design, strategic economic development and infrastructure investments. PRINCIPLE 01 02 03 04 05 06 Ensure city services are continually streamlined, efficient, customer focused and responsive to support residential and business growth, and the long-term success of existing local businesses and residents. GUIDING The city of Goodyear will maintain its unique character while seeking diverse and high-quality development that supports the community’s economic sustainability. The city will foster economic development strategies that invest in public amenities and infrastructure to enhance our community. 29 TOC ECONOMIC VITALITY ACTION ITEM DESCRIPTION RESPONSIBILITY TIMEFRAME Innovation Hub Evaluate current format to find efficiencies and expansion opportunities ECDEV FY25 Development Continuum Evaluate processes to streamline development timeline DSD / LEGAL FY25 Housing Incentive Program Evaluate incentives for executive housing and owner occupied homes in targeted areas DSD / ECDEV FY26 Common Visioning Council/staff alignment on future vision for development CMO FY26 Goodyear Ballpark Development Solicit RFP for private development on city owned land CMO / ECDEV FY26 30 10 TOC SAFE & VIBRANT COMMUNITY 11 PRINCIPLE Ensure community engagement through continuous focused outreach and strategic utilization of various communication methods. Foster citywide initiatives, policies and city codes that support a clean, wellmaintained and sustainable community. Provide diverse arts and culture, recreational programs, events and library services that serve all ages, abilities and interests. PRINCIPLE PRINCIPLE PRINCIPLE PRINCIPLE GUIDING Support and create partnerships with public/private educational institutions and other community organizations. GUIDING Develop and enhance the parks, trails, community facilities and public art programs and amenities within our community to further the quality of life. GUIDING PRINCIPLE GUIDING Promote public safety services, community relationships and innovative programs that ensure a safe community. GUIDING 01 02 03 04 05 06 GUIDING The city of Goodyear will provide programs, gathering places and events where the community can come together to participate in opportunities for an engaged, healthy, safe and active lifestyle. 31 TOC SAFE & VIBRANT COMMUNITY ACTION ITEM DESCRIPTION RESPONSIBILITY TIMEFRAME Bullard Wash Trail Plan Evaluate phasing of Bullard Wash Trail Plan PARKS FY25 Citizen Survey Implications Evaluate strategies to improve areas with results more than 5 points below benchmark CMO FY25 Sports and Tourism Evaluate sports and tourism strategy PARKS/ECDEV FY25 Use of Energy Efficient Technology Evaluate and implement proven sustainable technologies in city facilities PW FY27 Transitional Zoning Evaluate buffers and mitigation tools to protect residential areas from industrial uses DSD FY25 Update City Website Evaluate the city website for ease of navigation by users (devices) COM FY26 Unified City Communications Plan Evaluate and implement a coordinated citywide public communications plan COM FY25 Recreation Campus Phase 2 Plan and design the phase 2 improvements PARKS FY27 Public Transit Evaluate funding and service levels ENG FY26 Zoning Ordinance Rewrite Review and rewrite the zoning ordinances DSD FY26 Ambulance Service Implement and fund remaining phases of staffing plan FIRE FY27 Regional Public Safety Training Facility Explore and evaluate regional partnerships for a training center (BOND DEPENDENT) FIRE FY27 Real-Time Crime Center Study and evaluate creation of a RealTime Crime Center PD FY25 Traffic Management Center Optimization Integrate optimized traffic signal software to improve timing, synchronization and traffic flow ENG FY26 32 12 TOC INNOVATIVE & HIGH PERFORMING ORGANIZATION 13 GUIDING Create and maintain a culture of ownership by empowering employees to make decisions. Ensure employees have the necessary resources to perform their roles and provide excellent customer service efficiently and effectively. GUIDING Foster opportunities and programs that support professional development and employee engagement for continuous learning and growth. GUIDING Implement initiatives that enhance communication, cross-departmental collaboration and transparency for city employees. Establish clear expectations for all employees and volunteers of the city. PRINCIPLE PRINCIPLE PRINCIPLE PRINCIPLE PRINCIPLE GUIDING GUIDING Foster a culture of recognition that actively acknowledges and celebrates hard work, dedication and achievements while creating an environment where every individual is valued, respected and recognized for their unique contributions and perspectives. PRINCIPLE 01 02 03 04 05 06 Prioritize the well-being and safety of every team member by fostering a culture that promotes holistic well-being and creates a respectful and supportive environment for all to thrive. GUIDING The city of Goodyear strives to be a preferred employer by fostering an inclusive culture and a safe working environment that attracts and retains a highly performing and engaged workforce. The city is committed to providing outstanding service to the community at an exceptional value. 33 TOC INNOVATIVE & HIGH PERFORMING ORGANIZATION ACTION ITEM DESCRIPTION RESPONSIBILITY TIMEFRAME Remote Work Flex Schedule Evaluate and implement best practices for remote work policies for seamless customer service HR FY25 Performance Measures Improve effectiveness and application of city performance metrics CMO FY26 Strategic Innovation Promotion Evaluate best practices for strategic innovations CMO FY26 Recruitment Process Evaluate and implement best practices for streamlining the hiring process HR FY25 Cultural Journey Continue to innovate and improve upon the existing successes HR ONGOING Succession Planning Develop and implement industry best practice based planning HR FY27 Automation of Employee Processes Identify process improvements to eliminate duplicative activities (paper forms, scans, etc.) IT FY26 Open Data Portal Evaluate and implement changes to the “open data” process IT / CLERK FY26 Mission, Vision and Purpose Statements Update the over arching statements to reflect the future of the organization CMO FY25 34 14 TOC INFRASTRUCTURE 15 GUIDING Establish long-term planning, prioritization and investment strategies for future infrastructure and facilities that improve the quality of life. Promote and implement sustainable water management policies and practices. PRINCIPLE PRINCIPLE PRINCIPLE GUIDING GUIDING Identify programs, technologies or resources to optimize current practices that ensure the sustainability of existing infrastructure and facilities. PRINCIPLE 01 02 03 04 Follow industry best practices to maintain the efficiency and operability of current underground and aboveground infrastructure and facilities. GUIDING The city of Goodyear will strategically plan, implement and maintain current and future infrastructure and facilities to support the community’s quality of life, economic viability and protection of the environment. 35 TOC INFRASTRUCTURE DESCRIPTION RESPONSIBILITY TIMEFRAME Field Staff Facilities Plan and implement the relocation of staff from the Calle de Pueblo complex PW FY25 Water and Wastewater Analysis Review the current condition and future needs technology, staffing, operational structure, etc. WATER FY25 100yr Assured Water Supply Re-Designation Complete the analysis and application for re-designation from ADWR WATER FY25 Traffic Cameras Identify legally acceptable, best practices for recording traffic cameras ENG / PD FY25 RVWWTP Expansion Design, bid and construct plant expansion WATER FY27 157th WWTP Expansion Design plant expansion following re-rating WATER FY26 Capital Project Management Identify and implement best practices to manage the program CMO FY25 Fire Station 187 Improvements Design, bid and remodel fire station FIRE FY26 Camelback Road Complete design, bid and construct roadway improvements ENG FY27 Estrella Parkway Complete design and solicit bids for roadway and bridge improvements ENG FY27 ACTION ITEM 36 16 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona BUDGET SUMMARY 37 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Manager’s Budget Message 38 TOC City Manager’s Final Budget Message June 10, 2024 Honorable Mayor and Council, I am pleased to present the city’s budget for fiscal year 2024-25 (FY2025) in the amount of $818.1 million. This budget includes no tax rate increases, maintains existing service levels, and demonstrates a continued commitment to invest in our city’s employee base all while addressing and furthering various city initiatives centered around delivering on the vision and mission as outlined in our city’s Strategic Plan. This budget maintains a continued focus on providing key city services to a growing population and business base, is balanced and sustainable within our financial forecasts, includes all costs associated with day-to-day operations, has new and ongoing capital projects programmed to both maintain and expand critical assets and infrastructure within our city, and includes carryovers of capital projects and other one-time carryover expenditures. Both our general fund ongoing and one-time forecasts are fully funded and deliverable with current available resources which has been a staple of our conservative budgeting philosophy for years. This has aided in allowing us to manage our recent growth using an exceptionally calculated and deliberate approach. With contributions from the Goodyear City Council, city management, department directors, and staff, the FY2025 budget identifies program priorities and matches them with available funding. Preparation of the budget is one of the most important tasks performed each year, and budget adoption is one of the most important policy decisions that you, as elected officials, make for our community. Using our strategic plan as a guide to help prioritize funding, I feel confident this budget allocates resources in an efficient and purposeful manner setting us up for success in achieving the vision I know we all share for our wonderful city. ECONOMIC CLIMATE Despite experiencing extreme inflationary pressures culminating in aggressive interest rate hikes by the Federal Reserve, the United States economy and more specifically the Phoenix metro area 39 TOC economy continues to show its strength and resilience. As the economy continues marching further into uncharted waters, the best indicators of future economic performance are current development activity and recent history. Observing permit activity within the city is another way we analyze growth patterns to aid in the forecasting of future tax revenue. Through April, single family permits are up 109% over the same period last fiscal year, multi-family permits are up 47%, industrial sq. ft. permitted is down 46%, and commercial sq. ft. permitted is down 23%. In reviewing development currently in progress, with the exception of multi-family units, we project permit activity to be flat or slightly decrease in FY2025 resulting in slower growth in ongoing revenues and a reduction in one-time sources. General Fund revenues remain ahead of our adopted budget and are currently projected to grow at a year over year pace of just over 4%. We see this as sustainable growth and largely incorporate similar growth patterns in our five-year general fund forecast. As previously mentioned, staying conservative and consistent with our forecasting methodology helps maintain and ensure financial flexibility, solvency, and sustainability with the passing of our budget each fiscal year. BUDGET DEVELOPMENT FRAMEWORK A breakdown of our $818.1 million budget is as follows: • $345.5 million related to expenditures that support the day-to-day operations of the city. o This operations budget includes annually re-occurring expenses such as personnel, utilities, supplies, contractual services, routine maintenance and repairs, as well as one-time expenditures and associated carryovers that don’t qualify for our CIP Plan. • $273.7 million related to our Capital Improvement Plan which is defined as projects $500k or greater excluding vehicles and reimbursements. o This amount includes Capital Improvement Plan carryovers of $214.2 million. • $53.4 million for debt service on outstanding debt. • $145.5 million of contingencies, reserves, and budget authority. o Pursuant to policy, the budget includes a fully funded economic stabilization reserve equal to 15% of ongoing revenues for the General Fund and each of the 40 TOC three enterprise funds. These funds are included in the budget as a policy reserve contingency. Fund balance is also programmed into contingency giving us the authority to spend in the associated lines of appropriation next fiscal year. Also included in this amount is our CIP reserve as part of our 5-year CIP planning process and $15 million of budget authority ensuring we have adequate spending authority if new revenues arise, or fund balance exceeding projections becomes available. The General Fund for FY2025 is programmed at $359.6 million making up 44% of our budget. This includes ongoing expenditures of $156.4 million to provide for basic city services such as police, fire, parks, recreation, and support services as well as base budget adjustments, salary and benefit increases, and $1.9 million in ongoing supplemental budget additions. An additional $203.3 million is programmed in the General Fund as one-time expenditures and is made up primarily of $77.9 million for the Capital Improvement Plan (including carryovers), $23.9 million of operating carryovers, $12.0 million of one-time supplementals, as well as our 15% economic stabilization reserve. All unallocated General Fund revenues have been programmed as CIP reserves in the amount of $52.2 million. This specifically sets aside these funds for planned projects in years two through five of the CIP, as well as unexpected cost overruns or the acceleration of projects as resources, timing, and priorities allow. Any use of CIP reserves during the year is done within the council adopted budget amendment process. NEW POSITIONS AND EXISTING EMPLOYEES Continued growth within our city means our workforce needs to grow in tandem to maintain and expand current levels of service. To address these service level needs, our budget adds 35.43 fulltime equivalent (FTE) positions. Of the 35.43 positions, 12.5 reside in the General Fund, 16 are for expanding our ambulance service, 0.93 are for ballpark, and six relate to our Enterprise Funds. Public safety positions make up 56% of the total, reflecting the Goodyear City Council’s continued prioritization of the safety of our residents, businesses, and employees. With just over 35 new FTE’s, this is the smallest request for position additions dating back to FY2019. The vast majority of which, with the exception of our ambulance service as outlined in the Strategic Plan, are being requested simply to maintain existing levels of service. With adoption of this budget, our total position count will increase to 996.61 FTE positions. 41 TOC A large contingent of our workforce is public facing, providing direct services to our residents and customers. The specific additions as presented can be found both in Schedule 5, and in the supplementals section (Schedule 9) of this book. In addition to keeping up with growth, the Goodyear City Council has steadfastly placed an emphasis on developing and supporting our employees. Accordingly, our FY2025 budget includes additional enhancements designed to keep us competitive while ensuring internal equity between all our employee groups. Our Final budget includes a 4.5% merit increase and a 3.0% market adjustment for all eligible, non-represented employees. The Goodyear City Council is in year two of approved agreements with our represented police and fire employee groups, which include 3.0% market adjustments and 5.0% step increases for both police and fire. All other wage and benefit enhancements as outlined in the adopted agreements have been included in the budget, as well. CAPITAL PROJECTS At the same time new developments in our city are expanding, mature developments in our city are starting to age. This requires continued investment blending the old with the new to maintain assets and infrastructure ensuring a seamless look and feel throughout our community. I am pleased to include once again a fully funded and fully deliverable five-year Capital Improvement Plan (CIP), which represents $779.4 million of spending over five-years. The first year of the plan totals $273.7 million, including $214.2 million of continuation projects carried over from FY2024. Included in the amount carried over are dollars to widen and enhance Camelback Road between 152nd avenue west to Loop 303, dollars for design and expansion of the Rainbow Valley Water Reclamation Facility Plant, design towards expansion of the Estrella Bridge, and dollars towards a partnership with APS and Buckeye to allow for the reuse of brine produced during the water filtration process. Other year one projects of note include design to extend Bullard Wash south from GSQ to Goodyear Ballpark, dollars to remodel fire station 184 as a continued effort to bring all our fire stations up to cancer reduction best practices, plus over $70 million of additional funding towards streets and transportation related projects. Forty seven percent of dollars programmed in our five- 42 TOC year Capital Improvement Plan directly relate to Goodyear City Council priorities as outlined in our city’s Strategic Plan. Due to the efforts of the citizen bond exploratory committee and the approval of our citizens last fall an additional $232 million of general obligation bond authorization has been incorporated into the City’s long-term financing strategy. The ability to utilize this funding source provides the city with additional financial flexibility that, when issued, will go towards various transportation, public safety, and parks related capital projects. As it stands, over $175 million in general obligation debt is programmed to be issued in our five-year plan, all of which can be accomplished without the need to increase the combined property tax rate. Unlike ongoing costs, capital projects are one-time in nature and total dollar values vary greatly from year-to-year. The FY2025 Final CIP budget of $273.7 million represents a decrease of $73.5 million from that presented in the FY2024 Final budget. FINANCIAL POLICY COMPLIANCE Goodyear has a long-standing history of maintaining conservative financial practices and policies. Key elements of our financial policy include: • Using one-time resources for one-time expenses, such as equipment or capital projects • Maintaining investment grade bond ratings • Adopting contingency reserve amounts of 15% of ongoing revenue for the General Fund and each enterprise fund • Presentation of a five-year fully funded forecast for the General Fund This budget was developed within the framework of our financial plan and complies with all aspects of that plan. CONCLUSION As presented, the FY2025 budget utilizes all but $0.3 million of available ongoing resources to cover ongoing costs. Though the result of many variables, the main reasons for this high utilization rate of ongoing resources include: - The loss of residential rental sales tax effective Jan. 1, 2025 due to legislation adopted by the state. The estimated annual loss of General Fund revenue exceeds $5 million. 43 TOC - Inflation driven cost increases that remain elevated to sustain existing levels of service. This has translated more recently into costs increasing at a faster rate than revenues. - Uncertainty around collections from implementation of the state flat income tax. - Slightly more conservative projections related to state shared revenues driven by current revenue growth trends coupled with growth of the state’s tax base. Although the items listed above are very real, the city’s conservative financial policies and planning have allowed us to present a balanced FY2025 Budget. I would like to thank my fellow members of city management, department directors, and staff for helping me in the development of this budget, delivery of the action items of the strategic plan, and the creation of an innovative and engaging culture while providing outstanding service to our customers and residents. Thank you to the budget team for facilitating the alignment of our available resources with our service needs. Finally, thank you Mayor Pizzillo and the Goodyear City Council for your guidance and leadership in establishing the strategic vision for this great city. Sincerely, Wynette Reed City Manager 44 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Budget Process 45 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona BUDGET PROCESS OVERVIEW AND CALENDAR The FY2025 budget development process included a retreat with the City Council and the combined efforts of city management, departments and Finance Department staff. The city’s updated Strategic Plan served as the basis for the recommended budget. City Council assembled from January through June through a combination of work sessions, meetings, and public hearings to review, revise, and complete formal adoption of the budget and property tax levies. The staff process for the operating budget portion of the process began in October with departments preparing an updated current year estimate and base budget requests for FY2025 operating budgets. The base budget is the ongoing budget needed to continue current operations and service levels. Departments also requested supplemental budget additions for ongoing and one-time needs. Consistency and alignment with the strategic plan, contractual obligations, and other City Council adopted plans, policies and direction were key aspects to be addressed and considered in evaluating supplemental budget requests for funding consideration. In the base budget process, increases were allowed over the prior year for inflation, normal account growth and for known contract pricing and utility rate changes. Departments first worked to absorb increases within their existing base budget. This department-based process focuses on non-personnel related costs. Revenues, salary, and benefit budgets are prepared centrally by Budget and Research. Departments provide input on user fee revenues from their operations. Reviews with Budget and Research included a focus on establishing base budgets consistent with experience and known or anticipated cost changes. These base budget changes were discussed and quantified and shared with the executive team and then with the City Council in budget presentations. Supplemental budget addition requests can be for ongoing costs, services enhancements or new services, one-time projects of less than $500,000, position additions, and other one-time items such as new equipment. These requests were also reviewed by Budget and Research and discussed with the department and the City Manager’s Office to ensure a good understanding of the request and impacts of not funding prior to presenting these recommendations to City Council. The annual budget process also includes the capital budget for a five-year Capital Improvement Program (CIP). The first year is adopted in the FY2025 annual budget. The official CIP process started in October, although departments are encouraged to discuss requests for new CIP projects at any point throughout the fiscal year. Departments are responsible for providing project scopes, costs, and timelines for new projects as well as updating these same items for existing projects. All projects proposed for FY2025 were evaluated for funding prior to being included as part of the City Manager Recommended Budget. Projects in the second through fifth year were evaluated in a similar manner as part of the five-year forecast. As shown in the following table, the City Council process began in January with their retreat. This included discussions of revenue including the portion of construction sales tax revenue treated as ongoing rather than as one-time General Fund revenue, other financial policies and practices, and priorities for service and project budget additions. Early input from City Council ensures better alignment of the City Manager’s Recommended Budget with City Council priorities, allows staff 46 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona time to scope and cost new program or project ideas and provides time to assess the ability to implement suggestions. Meeting Date Topics on Each Agenda January 11 City Council Retreat: Budget; Revenue and Five-Year General Fund Forecast April 8 & 15 FY2025 City Manager’s Recommended Annual Budget, incl. Five-Year General Fund Forecast May 20 Tentative FY2025 Budget Adoption; FY2025 Financial Policies Adoption June 10 FY2025 Final Budget Adoption; Truth-In-Taxation June 24 FY2025 Property Tax Levy Adoption In January 2024, 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 ongoing and one-time elements. Initial revenue estimates and a General Fund status for FY2024 and FY2025 were also presented and discussed. Financial Policies were revised and adopted by the City Council on May 20, 2024. In addition to developing the base budget, supplemental additions, and a five-year CIP forecast, the annual budget 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 procurement will not be completed and/or when the full amount of an awarded contract or agreement will not be expended by year end. 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, and City Manager’s Office and Budget and Research staff met throughout the budget development process. This team ultimately develops the City Manager’s Recommended Budget. The City Manager’s Recommended Budget for the FY2025 Annual Budget and five-year CIP were presented and discussed at two City Council work sessions on April 8 & 15, 2024. As part of the FY2025 budget process, a citizen communication strategy was utilized. All City Council work sessions and documents are posted on the city’s website and those meetings could be viewed live or later. There were also numerous newspaper notices and advertisements, a press 47 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona release, and website postings providing information on the budget, property tax levy and public hearings. As formal budget adoption proceeded, changes made to the City Manager’s Recommended Budget were presented to City Council as part of Tentative Budget adoption on May 20, 2024. 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 where City Council would consider adopting the Final Annual Budget and Truth-In-Taxation increase. All budget schedules were posted to the city’s website, published in the local newspaper and on file at the local library branch and City Clerk’s office for public review. Finally, after confirming the city was in compliance with all state laws, the FY2025 Final Annual Budget was adopted on June 10, 2024, and the Property Tax Levy adopted on June 24, 2024. 48 TOC Fiscal Year 2025 Budget City of Goodyear, Arizona BUDGET BASIS AND AMENDMENTS BUDGET BASIS The city’s budgetary basis remains unchanged from prior years. All fund type budgets are prepared essentially on a cash basis that provides for spending the funds that are received. Legal budget appropriations are not adopted for non-budgetary funds or interfund transfers. However, budgets are prepared and entered into the financial system for all use of funds transactions due to global spending controls that require budgets in the system. A cash basis approach to the budget is a more conservative approach when compared to the basis used in the Annual Comprehensive Financial Report. The Annual Comprehensive Financial Report (ACFR) is prepared annually consistent with the Generally Accepted Accounting Principles (GAAP). Consistent with GAAP reporting requirements, Governmental Fund financial statements are developed using the modified accrual basis of accounting. The city’s Governmental Funds consist of the General Fund, Special Revenue Funds, Debt Service Funds, Capital Project Funds, & CFD & Trust Funds. 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 goods or service. The Water, Wastewater and Solid Waste enterprise funds are accounted for as Proprietary Funds. GAAP calls for the full accrual basis of accounting for Proprietary funds, which means revenues and expenses are recorded when revenue is earned and the expense is incurred, regardless of when the cash is actually received or the expense is paid. These are major differences between budget basis and accounting/financial reporting basis:  Certain Governmental and Proprietary Funds 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 ACFR.  New capital outlays in the Proprietary Funds are presented as expenses in the budget, but recorded as assets in the ACFR.  Depreciation expenses for both Governmental and Proprietary Funds are not included in the budget, but are included in the ACFR.  Debt service principal payments in the Proprietary Funds are expenses in the budget, but reported as reduction of long-term debt liability in the ACFR. 49 TOC Fiscal Year 2025 Budget City of Goodyear, Arizona BUDGET AMENDMENTS The FY2025 total budget appropriation amount is $818.1 million and is controlled and adopted by fund. Arizona Revised Statutes require cities to prepare annual budgets on forms the Auditor General’s Office developed. The city’s legal expenditures by fund, which serve as the adopted lines of appropriation, are published in one of these forms (Schedule E). Arizona Revised Statutes establish that even if additional resources become available, the total budget may not be increased from the adopted amount. However, City Council can amend the appropriation for an individual fund or line of appropriation by making an offsetting amendment of appropriation in another. To make such amendments of appropriation the resources must be available. The amendment 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 City Council. Budget line-item changes within a fund or line of appropriation do not require City Council approval under state law. Through a resolution, the Mayor and Council have pre-authorized or approved the following budget amendments of appropriation:  Grants from other agencies not exceeding $75,000 that do not require a match.  Unbudgeted or unplanned resources not exceeding $75,000.  Capital Improvement Program project changes up to a cumulative amount of $75,000 for a single project.  Revisions to adjust carried over capital and one-time operating projects from one year to the next based on a reconciliation to correct for prior year(s) actuals compared to the total project budget. Any budget amendment requiring funds from either Policy Reserve Contingency or City Manager’s Contingency regardless of amount must be approved by City Council. Contingency budgeted in restricted funds or those tied to CIP Reserves allow the City Manager to authorize amendments up to $75,000. City Council also approves all position count changes the city might request. In practice, the City Council approves all budget amendments that cross appropriation lines monthly. Departments may also request City Council approval of budget amendments with another action, such as accepting a grant when a budget amendment will be required to make related expenditures. All budget amendments are processed in the financial system regardless of the level of approval required. Ongoing & 1-time expenditures (excluding Capital Projects) within a fund are controlled at the department level. Capital projects are controlled at the total project level with additional monitoring for projects that are multi-funded. 50 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Planning 51 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Policies FINANCIAL POLICIES Through the annual budget process, the city’s financial policies are reviewed and discussed with the City 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. The below policies will be formally presented to City Council for adoption as part of the budget process prior to final budget adoption. OVERALL GOALS The overall financial goals underlying these policies are: 1. Fiscal Conservatism: To ensure that the city is always 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 (GFOA) standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. 4. Comply with Statutory and Funding Entity Requirements in Budget Adoption: To ensure budgets are properly adopted and revenue restrictions are adhered to during planning, development, adoption, and implementation. BUDGET POLICIES 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. 52 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Policies Compliance Statement: The General Fund budget is developed with a separation between ongoing and one-time resources and expenses. The FY2024 ending fund balance has been fully programmed for one-time purposes as part of the adopted budget. B. Ongoing maintenance costs, such as street resurfacing or swimming pool re-plastering, should be financed through operating revenues, rather than through bonds. Compliance Statement: Day-to-day operations and routine maintenance are all planned as ongoing expenses and paid with ongoing resources only. Major asset replacements with a useful life between two and 10 years are funded in advance using asset management funds. These are subsidized by general fund ongoing dollars and are fully funded per the plans and policy without the use of debt. C. Fluctuating grants should not be used to finance ongoing programs. Compliance Statement: When used for ongoing purposes, grants are specifically planned for continuation funding from non-grant resources where appropriate. Some police grants are consistently received to fund portions of positions; however, these salaries are fully budgeted in the General Fund resulting in savings to the General Fund when these grants are received. D. $7.2 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. Compliance Statement: The General Fund budget includes $7.2 million of Construction Sales Tax as an ongoing revenue. The balance of Construction Sales Tax is treated as a one-time resource. 2. The hierarchy from least spendable to most spendable fund balance for governmental funds is non-spendable, restricted, committed, assigned and unassigned. When funds are available from multiple classifications, the most restrictive fund is to be utilized first. Compliance Statement: The FY2025 Recommended Budget utilizes restricted funds for all eligible activities prior to allocation of general funds. 3. Ensure growth or development activities are funded commensurate with or in proportion to revenue generated from related fees. Compliance Statement: All development related activities are funded utilizing fees generated for those services. Inclusion of transportation related improvements that are normally funded by developers is included in the budget utilizing city general funds. When completed a cost recovery lien will be placed against the improved property ensuring that growth pays for growth. 4. General Fund and Enterprise Fund appropriations should include a contingency reserve account equal to or greater than 15% of the amount budgeted for ongoing revenues. 53 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Policies Compliance Statement: The General, Water, Wastewater, and Solid Waste funds all include a fully funded 15% policy reserve contingency appropriation. 5. 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. Compliance Statement: These funds are self-sustaining in this budget and all revenue is based on the adopted five-year rate plan and actual collection experience. 6. Asset Management reserves should be established, funded and used to replace and preserve General Fund assets consistent with department plans where ten-year average annual requirements at a minimum exceed $250,000. Other department plan-based replacements below this threshold should be incorporated into the base budget or capital improvement program and use one-time General Funds to address unusual peaks such as a single large technology application or system replacements. Compliance Statement: These funds are fully funded based on specific ten-year plans for qualifying assets with useful lives of two to 10 years. 7. Enterprise fund asset management requirements should be incorporated in multi-year forecasts and rate plans and included in the annual budget and capital improvement plan consistent with the underlying asset management plans. Compliance Statement: Asset management plans were included in the development of the five-year enterprise fund rate plan. The base budget and capital improvement programs reflect these asset management plans. 8. Carryovers of one-time capital and operating projects from one budget year into the next will be estimated in the budget and reconciled by the Finance Department based on actual spending to ensure the project budget is adjusted to the approved funding level. Compliance: The tentative and final budgets adopted by Council will reflect estimated carryovers from the prior fiscal year that will be reconciled based on actual spending. All current year carryovers will be reconciled and processed per budget amendment resolution provisions. 54 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Policies DEBT MANAGEMENT POLICIES 1. 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. Compliance Statement: The budget does not include any short-term borrowing or lease-purchase contracts. 2. Annual short-term debt payments should not exceed 5% of annual revenue or 20% of total annual debt. Compliance Statement: The city does not have any short-term debt. 3. City of Goodyear Public Improvement Corporation - lease payments are funded by an excise tax pledge requiring a “coverage ratio” of 1.50 to 1.00 of pledged excise tax revenue to debt payment. Compliance Statement: The actual coverage ratio is 13.93 to 1.00. All Public Improvement Corporation debt is included in this coverage including debt issued on behalf of the Major League Baseball Cleveland Guardians that is 100% paid by the team but secured to bondholders by the city’s excise tax. 4. Maintain and sell new General Obligation Bonds only when the combined Property Tax Rate of $1.74 or lower can be achieved. Compliance Statement: The budget maintains a combined property tax rate of less than $1.74. G.O. Bond debt is programmed to be issued as part of the five-year CIP plan and is programmed to do so within this $1.74 combined rate. 5. Annual levy calculations should be at the maximum amount allowed for the city’s primary property tax. Compliance Statement: The budget includes the maximum allowable primary property tax levy. 6. Maintain bond rating of investment grade from at least one rating agency. Compliance Statement: Investment grade bond ratings were received from two rating agencies. The city’s current G.O. bond ratings are Moody’s Aa1 and S&P AA+. 7. Enterprise Funds should finance water and wastewater bonds sales where appropriate. Compliance Statement: Water and Wastewater funds pay for revenue and general obligation bond debt service with a City Council approved exception related to a small portion of the Surface Water 55 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Policies Facility. Additional enterprise fund debt is included in the five-year CIP Plan and reflected as part of our interim rate study update. 8. 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) are included in computing the applicable revenue. Compliance Statement: General Fund debt service as a percent of revenue is as follows: • 0.0% with strictly General Fund debt and revenue. General Fund debt final payment was completed in FY2023. • Ballpark debt is ultimately funded by the General Fund, but it is outside the intent of this Financial Policy. If Ballpark debt and Ballpark revenue are included, debt service is 5.8% and still within the 10%. • The Goodyear Recreation Campus Phase II CIP project is programmed to utilize General Fund debt. BUDGETARY CONTROL SYSTEM POLICIES 1. Monthly budget status reports will be reviewed by the City Manager and then presented to City Council. Compliance Statement: Monthly financial reports are issued comparing budget to actual expenditures and revenues for all major funds. These also include category-based analysis of local sales tax revenue. At the quarter, more detailed analysis is provided on all revenues and expenditures. 2. Establish a City Council-adopted triennial Strategic Plan with measurable goals and objectives to provide high level direction and priorities for operations and financial planning. Updates on progress against the triennial Strategic Plan will be provided no less than twice per year. Compliance Statement: A triennial strategic plan has been adopted by City Council and updates presented at least twice per year. This budget recommendation reflects the relationship to meeting the plan goals. 3. All changes to the Total Full-Time Equivalent (FTE) count for ongoing positions as shown in city budget Schedule 5 and state budget Schedule G or equivalent schedules require City Council approval. This does not limit movement of budgeted positions within the organization by the City Manager. 56 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Policies Compliance Statement: The budget includes additions and changes to the count for full-time and part-time full-time equivalent positions. REVENUE POLICIES 1. A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. Compliance Statement: There have been no changes in the revenue system. Due to the loss of residential rental sales tax, Investment Income and ongoing construction sales tax have been programmed as sinking funds as part of our five-year General Fund forecast to help mitigate the impact to ongoing operations. 2. 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 five-year enterprise fund plans. Compliance Statement: User Fees were updated and adopted by City Council on January 25, 2021. A five-year enterprise funds rate plan was adopted by City Council covering the years 2021 through 2025 and the water and wastewater enterprise fund fee model has been recently updated. A summary memo will be provided to City Council prior to final budget adoption. The consultant saw no reason to update our current five-year model prior to expiration. 3. 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. Compliance Statement: A full update to the citywide development impact fee plans and fees has been completed, and new rates will go into effect in April 2024. 4. Cost analysis should be performed for all services to determine if fees collected are covering cost of service. Compliance Statement: The user fee and cost allocation study that was performed in 2021 includes this analysis. The consultant provided a model that is used to review fees on an annual basis. CAPITAL BUDGET 1. 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. Compliance Statement: A fully deliverable five-year capital improvement plan based on existing resources is included in this budget. Any identified projects with no source of available funding are 57 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Financial Policies included in the unfunded out years of the CIP but are not programmed in the five-year capital improvement plan. 2. Each department must, when planning capital projects, estimate the impact on the city’s operating budget. Compliance Statement: Capital project requests include estimated operating costs as part of our General Fund five-year forecast. LONG-TERM FINANCIAL PLANS POLICIES 1. 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. Compliance Statement: The five-year General Fund forecast was presented to City Council in January 2024. A five-year rate plan study for the Enterprise Funds was completed in FY2021. The City Council adopted the five-year utility rate plan in January 2021. The plan determined annual utility rate changes for Water, Wastewater and Solid Waste funds, which are reflected in the budget. An interim rate model study has been completed and it has been determined that there is no need to adjust rates prior to expiration of the existing plan. 2. 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. Compliance Statement: See above for multi-year forecast background. Ten-year asset management plans are funded in advance based on the average annual requirements to address asset replacements for technology expenses; parks facilities, rolling stock, right of way; fire facilities and equipment; traffic signals; vehicles and fleet equipment. 58 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona LONG TERM FINANCIAL PLAN The city of Goodyear utilizes long term financial planning as a fundamental guide as part of its budget process and has done so 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. Fiscal conservatism to assure cash, budgetary, long run, and service level solvency are at the core of the financial policies that drive budget development and planning. A five-year forecast is prepared annually for the General Fund and all capital funds. Enterprise funds go through extensive planning cycles that involve outside professionals and citizen committees as part of the process. These planning initiatives ultimately result in rate plans approved by the City Council for water, wastewater and solid waste. The city is currently in the process of re-evaluating its current rate plan to ensure adequate funding exists to meet upcoming capital needs. Progress against Enterprise Fund rate plan forecasts are monitored and annual budgets adopted considering the impact of operational, legislative, and economic factors. Ten-year Infrastructure Improvement Plans (IIP) are prepared and updated at least every five-years to support development impact fees. The city updated the IIP in January 2024. The five-year Capital Improvement Plan is updated each year, is a culmination of the various initiatives just mentioned above, factors in updates to various city master plans, and includes additional department needs identified and vetted by the City Manager’s office. Financial Trend Analysis and Long-Term Planning As one of the fastest growing cities in the country, Goodyear has enjoyed high rates of growth in General Fund revenues, especially from local sales taxes and development related user fees. Due in part to the potential unpredictability in the construction market, the city takes a very conservative approach to revenue forecasting and planning for expenditures. Availability of resources is a major driver to what the city can accomplish in any given year. When developing financial forecasts, the city utilizes historical trend analysis, professional judgment, and outside resources such as the University of Arizona, Eller College of Management’s Arizona’s Economy forecasts to aid in forecasting revenues and expenditures. Additionally, the city works with the State of Arizona to develop forecasts for State Shared Revenues distributed through the state. State Shared Revenues are a significant portion of our operating revenue that is distributed based on a formula that includes population and other components and is comprised of state income (urban revenue sharing), sales, vehicle license and gas taxes. The use of a five-year forecast as an early step in the annual budget process is designed to guide the City Council in understanding how past budgetary decisions and upcoming decisions for the FY2025 budget may impact the future financial picture. This also allows the City Council to view the impacts of various revenue and expenditure policies on future financial sustainability. 59 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Five-Year General Fund Forecast At the January retreat, City Council received an economic update which included the five-year General Fund forecast. The city is focused on what it can do to build the local economy by creating an attractive place to live and work; investing in economic development and developing tools to support ongoing growth and development. Strategic goals centered on Safe and Vibrant Community, Economic Vitality, Innovative and High Performing Organization, Infrastructure and Fiscal and Resource Management lay the groundwork for future planning. Purposeful and directed economic development focus, providing a sound mix of quality government services, and providing needed infrastructure for growth as well as community resources, such as the Recreation Campus, all make this an attractive, vibrant community for people and businesses. These local environmental factors are applied in our forecasting. Sound financial policies protect the future by ensuring that we carefully align ongoing expenses with ongoing revenues, manage debt and property tax rates, fund ‘rainy day’ contingencies and plan for the future with separate fully funded asset management 10-year replacement plans. Additionally, the city establishes set-asides for anticipated future operating costs or known revenue losses to further solidify the fiscally conservative approach that allows us to provide for the current and future needs of the community. All these practices and financial policies are incorporated into the forecast. On the economic side of the forecast, Goodyear, along with the rest of the Phoenix Metro area is continuing to grow albeit at a slower pace than the past few years. As depicted in the following chart, we see continued decreases in retail sales tax revenue year-over-year, while personal income for Goodyear and the surrounding area continues to grow. Personal income is a good measure of ability to spend and is important in sales tax forecasting and estimating. It is important to note that even though personal income is growing, due to inflationary pressures the Phoenix Metro area has become much more expensive to live in over the past 12-24 months. This higher cost of living might ultimately impact Goodyear’s future growth potential. GOODYEAR* AND METRO PHOENIX GROWTH RATES OVER PRIOR CALENDAR YEAR 15.0% 10.0% 5.0% 0.0% 2022 -5.0% GY Retail Metro Phoenix Personal Income 2023 Metro Phoenix Retail Sales Metro Phoenix Source: Eller College of Management Economic and Research Center (Eller College), June 2024. *Goodyear rates include Food for Home Consumption and Retail Single Items >$5,000. 60 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Continuing with a look at growth, residential permitting forecasts are shown in the following chart. Five-Year Forecast (FY2025 through FY2029) A five-year forecast for FY2025 through FY2029 for the General Fund is presented to specifically show ongoing and one-time sources and uses separate from one another. One-time sources include beginning fund balance, project specific revenues, and construction sales tax (excluding $7.2 million assigned to ongoing per financial policy). Primary one-time expenses include a 15% ‘rainy day’ reserve contingency, capital improvement projects, and various approved supplemental requests. Other General Fund revenues and expenses are treated as ongoing. The five-year forecast reflects conservative but stable sales tax growth. Sales tax is forecasted at the category level based on the nature of the transaction and includes categories such as Retail, Restaurant & Bar, Food & Beverage, amongst others. Beginning in FY2025, per legislation passed at the state, cities and towns in Arizona will no longer be able to collect tax on residential rental properties. The impact to the city is projected to be a $5.5 million loss of ongoing revenue in FY2025. This tax category was forecasted to grow substantially over the five-year forecast period creating a strain on our ability to grow and expand services. This reduction has been factored into this budget and our subsequent forecasts. In recent years, the city has continued to experience population growth helping offset the loss of residential rental. As it relates to a sales tax category that closely mirrors the health of the local economy, the ongoing portion of construction sales tax is programmed at $7.2 million for FY2025 and is setup as a sinking fund reducing to $6.0 million by the end of our five-year forecasting 61 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona period. This is programmed under the assumption that there will always be a baseline level of ongoing construction activity into the future. For FY2024, the general fund portion of construction sales tax which includes both ongoing and 1-time designations is estimated to be over $20 million which represents a conservative buffer between the total collections and the council-adopted ongoing portion ensuring a high degree of certainty in our ability to support and maintain ongoing operations. State Shared Revenues are projected to grow at around 3% per year for the next five years. Due to timing differences between effective dates of the flat income tax bill vs the state income tax (URS) distribution changing from 15% to 18%, we’ve programmed a portion of URS for both FY2024 and FY2025 to be one-time money. This conservative budgeting measure keeps the city from over allocating resources to ongoing dollars in the next few years while these timing differences naturally work themselves out. Primary property taxes are based on an underlying assessed valuation forecast that is updated annually. Primary property tax is projected at the maximum allowable levy growth of 2% plus new construction consistent with financial policy. The underlying assessed valuation forecast uses growth rates of 3.0%-4.0% for existing properties and an average of over $35.0 million for new construction. New construction for the most recent year was just over $100 million. The same assessed valuation forecast underlies the secondary property tax forecast that pays for debt service on voter approved G.O. Bonds. Other user fee and miscellaneous revenues typically use a 2.5% per year growth factor. As a conservative budgeting measure, beginning balances assume we spend the vast majority of our current year’s revised budget, while recent history tells us we can expect to pick up additional 1-time money from savings. On the expenditure side, full funding of the CIP, 1.5 million related to our economic opportunity program, city manager one-time contingency, and our 15% General Fund contingency, are all treated as one-time expenses. Our asset management program is funded by ongoing money as a conservative budgeting measure despite the expenditures themselves being one-time in nature. This philosophy ensures we have the resources available to replace city-owned assets when they reach the end of their useful life. As part of the FY2025 budget, several initiatives are being funded with one-time money for a finite period of time even though the characteristics of these initiatives are ongoing in nature. On the surface this may appear to go against our conservative budgeting philosophy, however, in practice, this is done to optimize the use of available ongoing money and provide sufficient time to thoughtfully determine the appropriate level of service needed to support these proposed programs on an annual basis. Once the details supporting these proposed initiatives have been finalized, programs will be created and presented during the budget process outlining and defining the ongoing commitment required for funding. Were the situation to arise where either the cost associated with a proposed level of service for one of these new initiatives cannot be justified, and/or the availability of ongoing resources prohibit the inclusion of these activities, funding will be tabled indefinitely until a point in time 62 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona where either new resources can in fact support these additional costs and/or direction is given to re-prioritize these endeavors. The result of such actions may result the reduction of appropriations in other area to offset these additional costs. Handling new initiatives in this manner not only allows city leadership to perform the appropriate level of due diligence, but it allows the flexibility to take immediate action by staff creating a positive impact on the quality of life for our residents in the interim. Examples of situations that may necessitate this type of funding pattern include but are not limited to, new responsibilities undertaken by the city as the result of legislative action at the state level, the desire for new or enhanced programs as directed by City Council and/or the City Manager’s Office, the use of pilot programs and the utilization of potential grant funding, the addition of new or enhanced services as a biproduct of city growth, and/or new endeavors to maintain/enhance aging infrastructure or long-lived assets that fall under the city’s purview. To ensure we maintain an overall fiscally conservative financial position, and to enhance transparency, staff will be responsible for tracking and reporting on the status of these initiatives at least once a year. As part of the one-time and ongoing separation, operating costs related to capital projects are factored into the five-year forecast. This provides financial assurance associated with new capital facilities, planned provision of new services and known revenue losses. The following two graphs show side-by-side resources and uses. Historically due to our conservative forecasting methods it wasn’t uncommon to see a deficit between expenditures and revenues in at least one year of the forecast. These gaps were expected and well within the ability of the city to be managed without unusual action to increase revenues or reduce costs as part of our normal budgeting practices. This is not the case with this year’s five-year general fund forecast although in the future these conditions could easily re-occur. GENERAL FUND FIVE-YEAR ONGOING REVENUES AND EXPENSES GENERAL FUND FIVE-YEAR ONE-TIME REVENUES AND EXPENSES 63 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona The forecast and adopted FY2025 budget are compliant with council-adopted financial policies. Contingencies The city currently employs several contingency accounts, each designed for different purposes. The largest is our 15% policy reserve, which is set by policy at 15% of ongoing General Fund revenues and is intended as a ‘rainy day’ fund to be used only in cases of extreme economic change. The budget also includes CIP Reserves in the General Fund. These represent available funds that are unallocated in the current budget but intended for use in future years for projects in the approved five-year CIP or for one-time cost over runs in the current year. For additional unexpected near-term needs, there is a $600,000 City Manager General Fund contingency. Mayor & Council also has $100,000 of discretionary one-time funding budgeted annually. 64 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Budget Overview 65 TOC Fiscal Year 2025 Budget City of Goodyear, Arizona FY2025 FINANCIAL ORGANIZATIONAL CHART 66 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona ALL FUNDS SUMMARY The total all funds budget of $818.1 million in FY2025 is an increase of 1.4% from the FY2024 adopted budget of $806.9 million. This change is largely driven by fluctuations in 1-time funding and associate Capital Improvement Project (CIP) carryovers which represent continuations of capital projects either fully or partially funded that are yet to be completed. The city continues to seek out efficiencies where possible, such as organizational restructuring and consolidation, closely monitoring performance measures, and implementing operational efficiencies to maintain a balanced budget. Further, the city’s budget is structurally in balance with ongoing operating revenues sufficient to cover ongoing operating expenses. All Funds Uses $818.1M The largest category of expense is operations at $321.8 million, or 39% of the total FY2025 budget. This includes ongoing day to day operations of the city such as public safety, public utility operations, and development related activities. Capital Improvement Projects is the next largest expense making up $273.7 million, or 33% of the total FY2025 budget. This amount includes new FY2025 projects as well as carryover projects from the prior fiscal year. The city is engaged in several large growth-related projects including a brine disposal project, expansion of two water reclamation facilities, and various transportation related projects. It is anticipated that capital funding will continue to be a substantial portion of the budget for the foreseeable future to support the needs of a growing population. The contingency appropriation totals $145.5 million, or 18.0% of the total budget. Uses of any contingency account require City Council’s approval unless provided for through our adopted budget amendment policy. Contingencies can be broken into the following four distinct categories: • Policy Reserves ($44.6 million): Policy reserves are equal to 15% of ongoing revenue in the General Fund and Enterprise Funds per the adopted financial policy. These reserves are the city’s ‘rainy day’ funds. 67 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona • CIP Reserve ($52.1 million): CIP reserves are current year available funds that are allocated to future years of the adopted CIP. These funds are set aside to accelerate future year CIP projects. Any use of CIP Reserves for current year projects will have an impact on future year CIP funding. • Budget Authority ($15.0 million): The Budget Authority account has equal revenue and expenditures programmed into the budget to ensure the city has adequate spending authority if new revenues such as grants or fund balances exceeding projections become available. This account is only used if verifiable unaccounted for revenue is available. • Contingency ($33.7 million): Fund specific reserves utilizing remaining fund balance to ensure the city has adequate spending authority. This includes City Manager contingency ($250 thousand ongoing & $350 thousand one-time) and Mayor & Council contingency ($100 thousand one-time). • Contingency ($7.6 million): Funds specifically programmed into the budget to address funding for unforeseen events or needs. Budgets in this object code are supported by actual cash amounts. Resources supporting this budget include city sales tax and property tax collections, state shared revenues, user fees, bond proceeds, various other revenues, and fund balances. All Funds Resources $572.0M Fund balance relates primarily to restricted funds and/or is spoken for in future years of the CIP. So, while it is better to have fund balance than not have fund balance, these dollars unfortunately are not able to be used at the city’s discretion as they have limits on their ability to be used either by internal policy or external rules and regulations. 68 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona Sales tax includes both construction and non-construction taxes collected by the city. State Shared Revenues include the city’s population-based share of state income, sales, vehicle licensing and gas taxes. User fees include enterprise fees for water, wastewater and solid waste, and Debt & Bond Proceeds are used to finance capital projects either through revenue bond or GO bond issuances. Property taxes include the constitutional maximum levy for the primary property tax, which supports ongoing General Fund operations plus secondary property taxes sufficient to make required debt service payments. Uses by Fund Type $818.1M General Funds include the General Fund and several individual funds used to separately account and provide funding for liability losses (Risk Reserve) and asset replacements outlined in 10-year replacement plans (Asset Management funds). General Funds make up $401.9 million or 49.0% of the total budget. Special Revenue Funds at $51.3 million are restricted and primarily include Highway Users Revenue Funds (HURF), ballpark-related funds and grants. Debt Service funds are $17.0 million of the total budget and include secondary property taxes used to pay principal and interest on voter approved G.O. Bonds and an improvement district. Enterprise Funds include water, wastewater, and solid waste services and represent $103.5 million of the planned spending. Capital Funds are programmed at $193.4 million representing 24.0% of the total budget. Capital Funds are restricted to capital projects and are funded through bond proceeds, fund balance, operational revenue and development impact fees. CFD & Trust Funds make up $50.9 million or 6% of the total budget. CFDs are special taxing districts that provide a mechanism to finance, operate and enhance public infrastructure and municipal services in qualifying areas. The city currently has ten active CFDs. In addition, the city is responsible for several trust funds; the largest of which is the self-insured health plan. 69 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona MAJOR FUND SUMMARIES The city’s financial accounts 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 six major classes – General, Special Revenue, Debt Service, Enterprise, Capital, and CFD & Trust. GENERAL FUNDS General Funds include all sources of revenue the city receives that are not designated for a specific purpose. Included as part of General Funds are Replacement or Asset Management funds, which are designed to allow the city to accumulate funding needed to replace assets. The city reviews each asset management plan to determine that adequate funding is set aside annually for future years. Asset Management funds are used for vehicles and rolling stock, information technology hardware, fire equipment and facilities, traffic signals, parks and right of way landscaping, ballpark facilities and fields and citywide facilities and have useful lives of 2-10 years. Assets with useful lives greater than 10 years either qualify as capital projects if $500 thousand or more or are requested as a supplemental as part of the budget process in the year needing to be replaced. GENERAL FUND General Fund Resources $407.0M The General Fund supports most of the city’s daily operating activity including the operations of most departments. This fund is supported by various sources of revenue, including sales and property taxes, voter approved local revenues (state shared taxes) and development-related revenue. The FY2025 budget assumes continued residential and commercial growth with a conservative approach in General Fund revenue projections that is slightly below recent experience. General Fund resources represent a 12% increase from FY2024 of $362.2M. Fund balance represents resources available (savings) from prior years. Included in this total is non-construction sales tax of $93.9 million, of which $2.8 million is programmed as one-time for the loss of residential rental, construction sales tax at $20.4 million, of which $13.2 million is programmed as one-time, state shared revenue in the amount of $43.4 million, of which $2.0 million is programmed as one-time to normalize the impact of the flat tax timing and implementation, primary property tax of $15.1 million, and development related revenue of $10.4 million. 70 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona General Fund Uses $359.6M Total expenditure reflect an increase of $20.3 million (6%) vs FY2024. The Operations portion of the increase is driven by citywide salary and benefit adjustments, and funding for an additional 29.43 FTE positions including the addition of 16 Ambulance positions, as well as the ongoing operational needs of a growing city. CIP reserves, which are set aside for the purpose of expediting future year projects in the CIP are programmed at $52.2 million. In addition, our 15% ‘rainy day’ fund reserves are programmed here at $27.3 million. ASSET MANAGEMENT FUNDS Asset management funds are funded by an interfund transfer from the General Fund in one-tenth of the cost of the 10-year plan. Eligible assets have useful lives of 2-10 years. The concept is that by planning and funding on a 10-year horizon, fund balances build in years when replacement levels are lower and are available in years when replacements are above the average. When a plan is first introduced, higher levels of initial contributions from the General Fund may be needed if there are early peaks in replacements. The city currently has 6 asset management funds. All asset management funds are fully resourced for FY2025. SPECIAL REVENUE FUNDS Special Revenue Funds typically are used to account for use of restricted resources. There are federal, state, or local government restrictions on these types of funds. Major Funds in this class are Ballpark, Highway User Revenue Fund (HURF), and Ambulance. Other funds in this class include Impound Fund, Arizona Lottery Funds, Court Enhancement Fund, Judicial Collection Enhancement Fund (JCEF), Fill the Gap, Officer Safety Equipment and grants. BALLPARK OPERATING FUND The city operates the Goodyear Ballpark and Recreational Complex, which is the Spring Training home of the Cleveland Guardians and Cincinnati Reds. This facility is also operated year-round hosting numerous community events and other sporting events and tournaments. 71 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona 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. For FY2025, Ballpark operating revenues are programmed at $2.4 million which is slightly higher when compared to FY2024. Operating costs of $8.9 million, and Public Improvement Corporation (PIC) debt service payments of $10.0 million, are supported through ballpark operating revenues along with the General Fund transfer of $16.5 million for debt service, operations, and 1-time capital projects not covered by revenues. Debt Service makes up the largest share of expenses at 49%, followed by operations at 44%. HIGHWAY USER REVENUE FUND (HURF) HURF resources are primarily generated through the city’s share of gasoline and fuel taxes distributed from the State of Arizona. The General Fund provides additional funding to support operations. Activities are restricted to street-related expenses, including road construction, repair, and right-of-way acquisition. Total FY2025 resources are forecasted at $13.4 million, which is 26% higher than FY2024 resources of $10.6 million. Revenue projections are essentially flat vs FY2024 and our subsidy provided by the General Fund is programmed at $5.9 million. Expenses exceed the “maintenance of effort” requirement in state statute required to receive HURF revenue. As mentioned above, the General Fund transfer of $5.9 million funds the gap between HURF revenues and expenditures. 72 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona HURF expenditures include $3.7 million for pavement preservation, $3.0 million of 1-time supplementals for various initiatives including traffic signal/street light/striping enhanced maintenance, third party contracting, street light upgrades in the ballpark vicinity, a bike land intersection improvement pilot, a citywide multi-modal safety plan, and traffic camera recording equipment. AMBULANCE FUND As part of the FY2025 budget, the city added 16 FTEs to expand its Ambulance Operations, which have been in existence for just over a year. These positions will be based out of fire station 184 at Yuma and Sarival, and fire station 183 at Litchfield Road and the Goodyear Community Park. They will add to our existing Ambulance FTEs, which are based at fire station 182 in Estrella Mountain Ranch. Current projections estimate at full build out to sustain operations will need an ongoing subsidy from the general fund of around $4 million annually. DEBT SERVICE FUNDS Debt Service Funds are used to account for funding restricted for repaying principal and interest and related costs for bonds. Bonds are used to pay for long-term capital projects and infrastructure. This group includes Secondary Property Tax and McDowell Road Improvements bonds. The city’s debt policies and long-range debt management plans are described in detail in the Debt Service Summary section. Changes in resources, uses and fund balance are all consistent with required debt service payments. Fund balance in the Secondary Property Tax fund combined with water and wastewater G. O. Bond debt reserves are limited by state law and are compliant. The following table gives an overview of the fiscal year’s Debt Service beginning fund balance, revenues, expenditures and ending fund balance. 73 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona ENTERPRISE FUNDS Enterprise Funds of water, wastewater and solid waste support the provision of water, sewer and trash collection services and are accounted for as proprietary funds. In principle, enterprise funds operate like a business, with revenues for certain service covering the costs associated with providing that service. User fees support these funds and are meant to fully cover the cost of operations as programmed for FY2025. In January 2021, the city adopted a five-year utility rate plan as the result of a rate study conducted in 2020. The results of this study were posted to the city’s website and are the basis of which user fees are collected. All Enterprise Funds include a contingency of 15% of projected ongoing revenue collections per the financial policy. These dollars are programmed as part of our ‘rainy day’ fund and exist as a buffer in the event the city experiences extreme revenue loss. WATER FUND Water Fund total resources available for supporting expenditures are estimated at $62.1 million in FY2025. Ongoing sources of revenue are from user fees, charges for services, rate increase, and volume growth. Our five-year rate plan establishes rates through December 2025 and helps ensure our user fees are sufficient and operations are sustainable. Completion of an interim rate study in FY2024 has validated despite increased cost pressure that our currently adopted rate schedule is sufficient to rely on through expiration. Operating expenditures in the Water Fund are a combined 47% of the budget for the fund excluding contingency, debt service and capital expenses. Operating expenses include personnel costs, contractual services, commodities and operating capital for a combined total of $26.5 million. No major capital projects are programmed in FY2025. Debt service of $11.3 million includes debt issued to finance capital projects. There is a $4.5 million transfer out to the General Fund for costs of administrative services such as finance, city management, technology, and human resources. asset management for water are setup the same as our asset management funds within the general fund and include assets with a useful life of 2-10 years. Water operations are projected to have a fund balance of just over $6.2 million at the end of FY2025. 74 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona WASTEWATER FUND Wastewater Fund total resources available for supporting expenditures are estimated at $55.4 million in FY2025. Revenue is derived from user fees, rate increase, and volume growth to support wastewater operations. Ongoing revenues are projected to be up 4.2% over FY2024 estimates and are primarily made up of residential and commercial user fees. An agreement with Perryville Prison is programmed to bring in almost $500 thousand as a reimbursement for services rendered. Transfers in represent impact fees transferred to assist with debt service paid for DIF eligible capital projects. Beginning fund balance will be used to support both ongoing and one-time expenditures. Expenditures for wastewater operations, total $18.1 million. CIP expenditures of $14.0 million total 25% of the budget. Additional capital projects that are in bond funds and will be debt financed in FY2025 include almost $31 million for our brine disposal project, $85.5 million to expand our Rainbow Valley Water Reclamation facility, of which greater than $30 million is reimbursable, and $12.1 to begin expanding our Goodyear water reclamation facility. Similar to Water, there is a $3.4 million transfer out to the General Fund for costs of administrative services such as finance, city management, technology, and human resources. Ending fund balance is projected to be just under $8.7M at the end of FY2025. 75 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona SOLID WASTE FUND The Solid Waste 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 pickup. Administration, including billing and collections of the contracted services, is provided by the city’s Finance Department. The Solid Waste Division provides uncontained residential bulk trash pickup to residents. This service is included in the monthly residential fee. Projected revenue for the Solid Waste Fund is estimated at $9.9 million in FY2025 and is primarily derived from customer user fees. Primary expenditures for this fund are for the contract services paid to remove and handle waste collections. These amounts total almost $5.5 million out of the total operations budget. The remainder of the operations budget is comprised of personnel costs, contractuals and commodities. MAJOR CAPITAL FUNDS Capital Funds are used for the acquisition or construction of major capital facilities, equipment and infrastructure. This fund type is used when the funding source is restricted to capital purposes only and would include general obligation and revenue bond proceeds, development impact fees, and developer contributions to projects. Details on planned capital projects and their potential operating impacts are included in the CIP section. The FY2025 budget includes $273.7 million of capital project funds, which consist of various types of financial resources utilized in acquiring or constructing of capital projects. For multi-funded projects, the Finance Department assigns a funding priority to assure funds are spent in the proper order and in a timely manner. 76 TOC Fiscal Year 2024 Budget City of Goodyear, Arizona Expenditures of capital projects funds are detailed throughout the CIP section of this book in various formats including on a project-by-project basis. The one-time and longer duration nature of capital projects, as well as timing of issuing bonds, causes fluctuations in our capital projects year over year. For multiyear projects, the budget is often established in full in the year the initial contract is awarded, and the unspent portion is carried over and rebudgeted in the next fiscal year. DEBT ISSUANCE Capital Fund debt is typically issued in the form of either a revenue bond or a G.O. bond. The City Council approved a budget that includes around $74.0 million in new debt issuances. $53 million of which are Water/Wastewater Revenue bonds and the remaining are GO Bonds. No tax rate increases will occur as a result of these bonds being issued. DEVELOPMENT IMPACT FEE (DIF) FUNDS DIF Funds 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 and apparatus, fire stations and apparatus, parks, street improvements, water plants and infrastructure and wastewater treatment and collection infrastructure. The city recently updated our Infrastructure Improvement Plan with new rates effecting in April 2024. As the city continues to expand its footprint of developed land, impact fees collected from developers continue to be a vital funding source to ensure that infrastructure and community facilities support the needs of the city’s growing community. 77 TOC Fiscal Year 2025 Budget City of Goodyear, Arizona FY2025 Major & Non-Major Funds Matrix 78 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Revenue Overview 79 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona REVENUE SUMMARY Total FY2025 revenues are planned at $572.1 million, which is a 37.5% increase over the FY2024 estimate of $416 million and 16.7% higher than the FY2024 adopted budget. After backing out the impact of 1-time items such as bond proceeds, reimbursements, and budget authority, the city’s FY2025 revenue forecast is virtually flat compared to our FY2024 estimate and 1.7% lower than the FY2024 budget. Revenue estimates are prepared based on historical data and trends, assumptions on growth in population and service volumes, planned rate changes (if applicable) and economic projections. Staff judgement and application of conservative financial policies are the final steps in preparing revenue estimates used in the budget process. All major revenue sources and fund types are identified and reviewed for activity and variances to budgeted levels as part of the ongoing monthly analysis of budget to actuals. City revenue estimates are continually updated based on this discussion and analysis, which results in more accurate revenue forecasting. Revenues can be categorized into seven major sources, as depicted in the following graph. The General and Enterprise funds make up 48% of all revenues. 80 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona GENERAL FUND The General Fund is a governmental fund that supports most of the city’s daily operating activity, including different 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 FY2025 revenues are projected at $200.1 million. Local taxes and State Shared Revenues make up 79% of the FY2025 General Fund. This is an 6.5% increase over the FY2024 budget and a 2% increase over the current year estimate. Goodyear continues to see moderate growth and enhanced construction activity. SFR permits are substantially (101%) ahead of last year, and we anticipate a slight decrease in FY2025 according to the Eller forecast. We continue to see an inflow of multi-family, industrial and commercial building permits. Without 1-time revenues, the growth rate over the FY2024 budget is 6.5% with the increase being driven by nonconstruction sales tax ($5.2M), investment incomes ($2.1M) and a formula and policy-driven increase in the portion of construction sales tax treated as ongoing ($0.7M). Sales Tax – Transaction Privilege Tax (TPT) The city of Goodyear imposes a Transaction Privilege Tax (TPT), where the seller, not the purchaser, is responsible for the tax. A use tax is also in effect for goods brought into and used in the city. The following table presents the local sales tax rates for various categories. Additional state and county taxes also apply in most categories. This tax structure provides for a broader sales tax base and shifts some tax burden to non-residents with higher rates in areas such hotels/motels and restaurants and bars. There have been several bills introduced at the state legislature recently aimed at restricting what categories cities and towns have authority to tax. 81 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona A bill was passed that preempted cities from taxing residential rental starting from and after December 31, 2024. The city has accounted for this reduction in revenue in its current budget. A substantial portion of sales tax collections in the city goes directly to funding public safety. Sales tax is the primary ongoing revenue source for the city of Goodyear as it is for many cities in the state of Arizona. Rate Category 2.5% 2.0% 1.2% 4.0% 3.5% 2.5% 2.5% 2.5% 1.2% 2.5% 2.5% 2.5% Retail Sales Food for Home Consumption Retail Sales (Single item over $5,000) Restaurant and Bars Contracting Hotels Hotel/Motel (Additional Tax) Use Tax Use Tax (Single item over $5,000) Utilities Rental of Real Property Entertainment FY2025 revenue assumptions include moderate increases in local sales taxes from restaurants and bars, entertainment, hotels and online sales over the FY2024 estimate and the elimination of the residential rental tax. A conservative rate of growth is assumed for all non-construction sales taxes throughout FY2025. Non-construction sales taxes are the single largest revenue source to the General Fund and are projected for FY2025 at 1.5% above FY2024 estimated revenues. The city has been experiencing double digit growth in this category from FY2019-FY2022, however it slowed in FY2023 to 5.2% Construction Sales Tax, which can be volatile, has been reaching record levels for several years. Although no decrease in growth is anticipated, we have forecasted our construction sales tax at a rate of 80% of prior year collections. For FY2025, construction sales tax is estimated at $28.6 million. Of this amount, $20.4 million is dedicated to General Fund 1-time costs, with $7.2 million considered ongoing revenue and available to pay for operational expenditures. The remaining $8.2 million is restricted by state law to offset development impact fees (DIF). 82 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Property Tax Arizona has a two-part property tax structure. The primary property tax is a non-restricted General Fund revenue. Annual growth of this revenue source is limited by both state statute and the constitution. State statutes limit growth by 5% on assessed value increases. Secondary property taxes are levied solely for the purpose of paying debt service on voter approved G.O. bonds. Unlike the primary property tax, only the constitutional limit on property tax valuation increases impact the secondary levy. There is no additional limit on the growth of the levy. Goodyear assesses both of these property taxes in accordance with our financial policy cap of $1.74 per $100 of assessed valuation on the combined primary and secondary property tax rate. In essence, this policy controls the timing of issuing new G.O. bonds. Typically, the primary rate declines each year due to new growth and the 2% growth limit on the existing levy. The decreasing primary rate allows more capacity for secondary property tax. The FY2025 primary property tax levy of $15,140,885 is expected to create a primary property tax rate of $0.9257 per $100 of assessed valuation. Primary property taxes make up 8.3% of the FY2025 General Fund ongoing revenues. Consistent with financial policy, primary property taxes are levied each year at the maximum allowable levy, which is calculated by Maricopa County. The five-year forecast for this revenue source assumes that growth will continue allowing annual increases to our maximum allowable levy of approximately 4% per year. The secondary property tax levy of $13,237,000 is expected to create a secondary property tax rate of $0.8093 per $100 of assessed valuation. This levy is used to fund the principal, interest, and fees on existing voter-approved G.O. bonds as well as planned debt in FY2025. Due to the restrictions on its use, secondary property taxes are accounted for in debt service funds and not the General Fund. 83 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona The FY2025 overall combined property tax rate of $1.7350 equates to a city property tax payment of $173.50 for a home with an assessed value of $100,000. For the average residential property with an assessed valuation of $399,000, the city of Goodyear property tax would be $692.27. The combined tax rate of $1.7350 has not been changed by the Goodyear City Council since 2022. State Shared Revenues State Shared Revenues are received based on the city’s relative share of state population in comparison to other cities. The General Fund receives unrestricted revenues from Arizona state income tax (urban revenue sharing, URS), transaction privilege (sales) tax (TPT) and vehicle license tax (VLT). The city relies on estimates provided by the Arizona Department of Revenue (ADOR) for preparing budget revenue forecasts for FY2025. State Shared Revenues in the General Fund are projected at $44.0 million, which is 9% below the FY2024 estimate of $48 million. Income tax is shared on a two-year delay, meaning the projected URS distributions for FY2025 are based on actual income tax collections received by ADOR during FY2023. FY2025 collections for URS show a decrease due to the 2.5% “flat tax” rate taking full affect in FY2025. This legislative caused the city to designate $2 million or URS as 1-time in the FY2025 budget. This conservative budgeting measure ensures distributions used to fund ongoing operations are not over-allocated during the transition period of these two bills going into effect. 84 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona An additional impact for FY2025 is the delayed population adjustments due to the 2023 census. The budget was developed based on provided estimates, and no adjustment for anticipated increases in the city’s population has been included. SPECIAL REVENUE FUNDS Special Revenue Funds typically are used to account for use of restricted resources. There is federal, state, local or contractual restrictions on these types of funds. Major funds in this class are the Ballpark Fund and the Highway User Revenue Fund (HURF). Highway User Revenue Fund (HURF) HURF resources are primarily generated through the city’s share of gasoline and fuel taxes distributed through the state. The General Fund provides additional funding to support operations. Activities are restricted to street-related expenses, including road construction, repair and rightof-way acquisition. Total FY2025 HURF revenue is forecasted at $7.4 million, which is 6.2% lower than the FY2024 budget of $7.9 million and slightly below the FY2024 estimate. 85 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Ballpark Fund Ballpark Fund resources include operating revenue from tickets, advertising concessions and other miscellaneous sources. The ballpark operating revenue including reimbursements for FY2025 totals $3.7 million, which is a 4.9% increase over the FY2024 budget and $200K increase over the FY2024 estimate. Operational revenue associated with spring training does not generate sufficient revenues to sustain operations and pay for debt service. The planned annual shortfall of resources is paid for through an ongoing transfer from the General Fund. In FY2024, ballpark fund revenue estimates were $3.5 million (0.8%) below the budget and $600K higher than FY2023 actuals. ENTERPRISE FUNDS Enterprise funds for the city include Water, Wastewater and Solid Waste. In FY2021, the city adopted a five-year rate plan, which included rate increases to be implemented on January 1 of each year through January 2025. In FY2025, adopted rate increases and volume growth projections of approximately 4% per year are included. The city is in the process of updating their rate study to consider the increased cost of operations driven by inflationary costs the past few years. The following chart depicts historical growth in Enterprise fund revenues. 86 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Water Total revenue supporting the FY2025 budget is forecasted at $39.3 million. Ongoing sources of revenue include user fees and charges for services. These resources have considered the approved January 2025 rate increase of 3% and anticipated volume growth of 4%. The FY2025 budget is 15.7% lower than the FY2024 estimate due to a one-time payment of $9.5 million. Without the one-time payment, the increase would have been 5.5%. Historical experience for growth in the number of accounts of 4.0% is reflected in the estimates. In addition, volumes are adjusted for user type based also on historical experience. For several years, total volume increases were low, likely from conservation efforts of residents and businesses combined with an elastic response to rate increases. The FY2025 revenue estimates include the January through June impacts of the 3% rate increase that becomes effective in January 2025. 87 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Wastewater Total revenue supporting the FY2025 Wastewater budget is forecasted at $24.4 million. Nearly all the revenue is derived from user fees from residential and commercial rates and anticipated volume growth to support wastewater operations. Residential and commercial fee collections are estimated at a 5.4% increase over the FY2024 estimate of $23.0 million. The revenue estimates for FY2025 are based on historical account growth and include the partial year impact of the January 2021 rate plan increase of 3.0%. Solid Waste The city’s Solid Waste Enterprise Fund is self-sustaining, with revenues generated covering all aspects of the fund’s activities. The FY2025 revenue is estimated at $9.9 million, which is 8.3% higher than the FY2024 estimate. Solid Waste operations are much less capital intensive than Water and Wastewater making both rates and expenditures easier to forecast on a relative basis. Rate increases are typically driven by the expiration and subsequent increases of large city contracts. CAPITAL FUNDS Capital Funds are used for the acquisition or construction of major capital facilities, equipment and infrastructure. This fund type is used when the funding source is restricted to capital purposes only and would include general obligation and revenue bond proceeds, development impact fees, and developer contributions to projects. Details on planned capital projects and their potential 88 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona operating impacts are included in the CIP section of this document. The FY2025 budget includes $235.8 million of revenues, which are funds that consist of various types of financial resources utilized in acquiring or constructing of capital projects. Debt Service Bond funding allows the city to continue to place a high priority in infrastructure investments to attract and service future development. The FY2025 CIP includes $89.0 million in bond funding to pay for various projects. This amounts to 11% of the total planned expenditures and 33% of the total fiscal year capital improvement plan. The table below shows the FY2025 bond funded capital improvement projects. For further detail about each project, please see the CIP Overview. BOND FUNDED PROJECTS 61015 - Imprvmnts to Palo Verde Nuclear Gen Station 15,500,000 17.4% 60077 - Rainbow Valley Water Reclamation Facility Design & Expansion $ 15,000,000 16.9% 60034 - Brine Disposal 14,180,800 15.9% 42038 - Camelback Road - SR303 to 152nd Ave 11,095,000 12.5% 42058 - McDowell Road - Litchfield to Dysart 10,451,000 11.7% 60110 - Rainbow Valley Water Reclamation Facility Ops Improvements 8,382,000 9.4% 30010 - Fire Station's 182 Renovation & Battalion Chief Quarter's 3,342,000 3.8% 42089 - Indian School Road - Perryville to Citrus 3,700,800 4.2% 50059 - Bullard Wash Extension to Ballpark 2,285,000 2.6% 42046 - Cotton Lane - Estrella Parkway to Cotton Lane Bridge 1,911,800 2.1% 30015 - Fire Resource Management Facility 1,760,500 2.0% 30008 - Fire Station 183 Renovation & Ambulance Section 941,400 1.1% 42052 - Bullard Ave Celebrate Life Way to Roosevelt 360,000 0.4% 35003 - Police Building Phase II 63,600 0.1% 88,973,900 100.0% Total $ Development Impact Fees (DIF) City Council adopted the DIF in 1986, which required new development to pay its proportionate share of the costs associated with providing necessary public infrastructure. These State law restricted fees provide capital revenues to pay for infrastructure demands placed on the city by new development. The current Infrastructure Improvement Plan (IIP) was adopted by City Council consistent with state laws guiding types of infrastructure and process. Impact fees are currently assessed for streets, police, fire, parks, wastewater and water. The city is in the process of updating our IIP and new fees are tentatively scheduled to be effective beginning in calendar year 2024. The FY2025 DIF revenues are 49.3% higher than the FY2024 estimate. The adjustment in timing of the developer reimbursements for the Rainbow Valley Water Reclamation Facility Expansion Project accounts for a $31 million increase, which is slightly offset by the removal of $7.7 million of Transportation DIF revenues, that per our 2024 adopted IIP will no longer be charged utilizing construction sales tax as the new funding source. Revenue estimates are based on a combination of historical actuals, forecasted growth and the monitoring of construction activity within the city. 89 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona SOCIOECONOMIC PROJECTIONS As shown in the following table, the projected population for Goodyear is 178,300 by 2030. By the year 2050, the population is projected to increase to 254,700. This continued growth places a significant level of increased demand on the services provided by the city. Socioeconomic Projections for the Goodyear MPA Note: Projections data are for the municipal planning area (MPA), which delineates the area of planning concern for the jurisdiction. Numbers rounded to the nearest 100. Source: MAG Socioeconomic Projections 2023 90 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Department Budget Overview 91 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona FY2025 Position Additions Full-Time Part-Time Total Positions 907.00 54.18 961.18 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 15.00 1.00 16.00 0.00 0.00 0.00 15.00 1.00 16.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 0.93 0.50 1.43 0.93 1.50 2.43 1.00 1.00 2.00 4.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 4.00 1.00 1.00 1.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 4.00 Total Change All Positions 34.00 1.43 35.43 FY2025 Authorized Positions 941.00 55.61 996.61 Department/Position FY2024 Authorized Positions 14 - Legal Services Legal Assistant Total 14 - Legal Services 15 - Municipal Court Courtroom Specialist Senior Courtroom Specialist Court Hearing Officer Total 15 - Municipal Court 21 - Finance Billing Specialist Total 21 - Finance 22 - Human Resources Benefits Analyst Total 22 - Human Resources 23 - Information Technology PC Technician Total 23 - Information Technology 30 - Fire Department Firefighter Fire Captain Total 30 - Fire Department 40 - Development Services Code Compliance Officer Construction Inspector II Total 40 - Development Services 50 - Parks & Recreation Marketing/Ticket Lead Park Ranger Total 50 - Parks & Recreation 60 - Public Works Administrative Assistant Mechanic III Solid Waste Equipment Operator Total 60 - Public Works 61 - Water Services Utility Locator Utility Maintenance Supervsior Wastewater Treatment Supervisor Water Treatment Supervisor Total 61 - Water Services 92 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Mayor & Council MAYOR AND COUNCIL DEPARTMENT OVERVIEW The mission of the City 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. The city of 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 four-year terms. The mayor has a two-term limit and councilmembers have a three-term limit. Councilmembers serve staggered terms to ensure continuity. The City Council is responsible for appointing the City Manager, City Attorney, Municipal Judge, and Board and Commission members. DEPARTMENT BUDGET OVERVIEW The Mayor and Council FY2025 General Fund budget is used to cover discretionary funds for special projects, membership dues, conference registration, travel and stipends for the Mayor and Councilmembers. The FY2025 General Fund budget excluding the Special Projects fund is 1% higher than the FY2024 Revised Budget. The increase is mostly due to citywide wage and compensation market adjustments. The Special Projects budget is used by City Council for an unfunded priority they desire to address during the year, which requires approval by the majority of the City Council. This budget is replenished from one-time General Funds each year and cannot be used for ongoing expenses. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual Division Administration FY2024 Revised Budget FY2025 Base Budget $ 391,600 $ 395,400 $ 300,076 Total General Fund $ 300,076 $ 491,600 $ Total Mayor & Council $ 300,076 $ 491,600 $ Special Projects - 100,000 FY2025 CIP $ - 495,400 $ - $ 495,400 $ - $ 100,000 FY2025 TOTAL Budget FY2025 Supplementals $ - - $ 395,400 - $ 495,400 - $ 495,400 - 100,000 AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Mayor 1.00 1.00 1.00 Vice-Mayor 1.00 1.00 1.00 Council Member 5.00 5.00 5.00 7.00 7.00 7.00 Total Mayor & Council 93 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Manager’s Office CITY MANAGER’S OFFICE DEPARTMENT OVERVIEW The City Manager’s Office implements the policy direction established by the City Council, and provides organizational leadership, planning, and coordination to all departments and the leadership team. Our mission is to provide the finest municipal services and promote a quality environment to enhance our community’s prosperity through citizen and employee participation. City Manager’s Office 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. The department is comprised of the City Manager’s Office, Government Relations, and Grants & Neighborhood Services. The City Manager’s Office works closely with Finance to oversee the development and presentation of a balanced budget to City Council and keeps them advised of the city’s financial position. The City Manager’s Office 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 performance management to create a culture of innovation, continuous improvement, and best practices. Government Relations is responsible for building upon partnerships with regional organizations, community groups, and other pertinent stakeholders to create efficiencies and enhance the quality of life for Goodyear residents. This division also monitors legislative activities with other cities, the county, and state and federal government. They serve as a liaison to regional organizations, which include Luke Air Force Base, League of Arizona Cities and Towns, Maricopa Association of Governments, and more. Grants & Neighborhood Services assists constituents with neighborhood issues or concerns and performs outreach to members of our community with timely information. In addition, they foster resident engagement through education programs like the Homeowner Association (HOA) academy and Leadership Enrichment and Development (LEAD) program. This division also supports city efforts to pursue grant funding to diversify revenue sources to fund strategic and capital improvement, including implementation of the city’s Community Development Block Grant (CDBG) entitlement program. The division also coordinates the activities of the Goodyear Youth Commission. 94 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Manager’s Office DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget of $6.3 million is 0.9% higher than the FY2024 revised budget due to carried over funding from previous fiscal years. The department’s one-time initiatives pertain to the mental health pilot, community navigator, grants management software and home repair and rehabilitation. The FY2025 budget includes one-time dollars for additional consulting services to achieve the stated goals of Mayor and Council. The City Manager’s Office is also responsible to approve spending of contingencies, which includes $15 million of budget authority containing equal revenues and expenditures to be used in the event new revenues or fund balances exceeding projections become available. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual FY2024 FY2025 Base Revised Budget Budget $ 3,065,208 $ 4,086,200 2,184,200 1,886,900 Total General Fund $ 3,287,529 $ 6,270,400 $ 6,177,800 Division City Manager's Office 1-Time- All Divisions 222,321 $ 4,290,900 FY2025 CIP $ FY2025 FY2025 Supplemental TOTAL Budget s - $ - $ 4,290,900 - $ - 150,000 $ 150,000 2,036,900 $ 6,327,800 Other Funds FY2023 Actual Fund Community Development Block Grant $ Grants 84,829 FY2024 FY2025 Base Revised Budget Budget $ 2,000 459,700 $ 507,600 2,000 Total Other Funds $ 86,829 $ 461,700 Total City Manager's Office $ 3,374,357 $ 6,732,100 $ $ FY2025 FY2025 Supplemental TOTAL Budget s FY2025 CIP - $ - - $ 507,600 - - 507,600 $ - $ - $ 507,600 $ 6,685,400 $ - $ 150,000 $ 6,835,400 AUTHORIZED POSITIONS Division FY2023 City Manager's Office FY2024 FY2025 16.00 19.00 19.00 Full-Time 16.00 19.00 19.00 Part-Time (FTE) - - - Total City Manager's Office 16.00 19.00 19.00 95 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Manager’s Office FY2025 GOALS & OBJECTIVES • Ensure completion of Strategic Plan action items scheduled for FY2025. • Successfully onboard new Councilmembers following the Fall 2024 election. • Conduct 2025 Community Survey and present results to Council by June 2025. • Oversee the public outreach plan for the 2025 Charter Changes Election (if referred to the ballot by Council). FY2024 ACCOMPLISHMENTS • Completed implementation of FY2022 – 2024 Strategic Plan. • Facilitated development of FY2025 – 2027 Strategic Plan. • Oversaw the public outreach plan for the 2023 Bond Election and the 2024 General Plan Election. PERFORMANCE MEASURES Focus Area Safe and Vibrant Community Measure Citizen Satisfaction Survey Description Confidence in city government (excellent or good). FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate N/A* 60% N/A* N/A* *Survey is conducted every other year. FY2025 Target 70% Focus Area Innovative & High Performing Organization Measure Gallup Q12 Employee Survey Description Overall engagement rate. (Percent of employees who are engaged in their work.) FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target N/A* 54% 54% 53% 75% *Survey was implemented in FY2023 Focus Area Measure Description FY2022 Actual 2,538 Safe and Vibrant Community Good Neighbor Alert Subscribers Number of subscribers receiving the monthly Good Neighbor Alert e-newsletter. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 2,956 3,200 3,200 3,400 96 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Legal Services LEGAL SERVICES DEPARTMENT OVERVIEW The mission of the Legal Services Department is to be the finest public law office in providing professional and ethical legal representation to the city of Goodyear, to advocate for victim rights and crime prevention while administering justice on behalf of the public, to facilitate Goodyear’s vision by assisting the city in enhancing the quality of life within Goodyear and building trust in the integrity of city government. Description The Legal Service's Department plays an integral and often behind-the-scenes role in city government by drafting legislation and laws and providing top-notch legal advice and counsel to the Mayor, City Council, City Manager, and city departments, boards, and commissions in their official capacities. Our office encompasses the divisions of the City Attorney and the City Prosecutor. 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 handles all criminal cases filed in the Goodyear Municipal Court and represents the city of Goodyear in the prosecution of criminal misdemeanors, Goodyear City Code violations and civil traffic and DUI cases, which occur with the city of Goodyear. The Prosecutor’s Office provides assistance to crime victims by providing information concerning their rights, the criminal justice system, community assistance programs and future court proceedings. 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. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget of $3.2 million is 6.5% higher than the FY2024 revised budget. This increase is due to citywide compensation and benefits and to the addition of a Legal Assistant position and funding to replace the existing document and email management system. 97 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Legal Services EXPENDITURES BY FUND AND DIVISION General Fund Division Civil Division $ FY2023 Actual FY2024 FY2025 Base Revised Budget Budget FY2025 CIP 1,554,695 $ $ Criminal 779,740 1-Time- All Divisions 39,417 2,050,100 $ 2,141,600 919,100 964,000 FY2025 FY2025 Supplementals TOTAL Budget - $ 18,000 - $ 94,000 - $ 2,159,600 1,058,000 52,500 - - - Total General Fund $ 2,373,852 $ 3,021,700 $ 3,105,600 $ - $ 112,000 $ 3,217,600 Total Legal Services $ 2,373,852 $ 3,021,700 $ 3,105,600 $ - $ 112,000 $ 3,217,600 AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Civil Division 8.00 10.00 10.00 Criminal Division 7.00 7.00 8.00 Full-Time 15.00 17.00 18.00 Part-Time (FTE) - - - Total Legal Services 15.00 17.00 18.00 FY2025 GOALS & OBJECTIVES • Ensure compliance with meeting laws, public records, election laws, conflicts of interest and constitutional guarantees. • Negotiate, draft, and present Franchise Agreements with Liberty, and EPCOR companies for future voter consideration in 2025. • In collaboration with the City Manager and City Clerk, facilitate the review and update of the City Charter for voter consideration in 2025. • Continue to support the development and filing of the City’s claim in the Polyfluoralkyl Substances (PFAS) Litigation Class Action. • Complete the vendor selection and purchase of Civil Division’s new document and email management software, including discovery, implementation, and training, with an estimated completion date of FY26. • In support of the City’s Strategic Plan, undertake a process improvement evaluation with the Development Services Department to develop and implement recommendations to coordinate and streamline project review and turnaround times. 98 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Legal Services • Develop a “Minimum Impact Acquisition Process” for acquiring CIP land rights for acquisitions meeting certain criteria to streamline review actions and tasks to ensure a faster and more efficient result. • Work in collaboration with the new court administration to update and streamline both prosecutor and court forms, plea agreements, and miscellaneous paperwork to ensure more efficient courtroom and intra-office methods. • Work in conjunction with the Police Department to review and revise current DUI forms and templates to streamline and consolidate the volume of officer paperwork required when completing DUI investigations and to help to ensure new hires correctly and efficiently process DUI cases. • Work with our law enforcement partners to obtain victim email information on the victim rights forms provided on scene which will allow the prosecution office to provide electronic victim notification, ensuring a more efficient and timely delivery and receipt of case information to crime victims. FY2024 ACCOMPLISHMENTS • Completed the acquisition of City Hall, Civic Square Park, and the North Parking Garage • Completed development agreements for Buc-ee’s, the Hello Fresh Facility, and the King Ranch development, including the Cotton Lane Bridge. • Developed and conducted internal training sessions for staff in the Fire, Police, and Development Services Departments to educate and minimize potential liability and to meet department Performance Measures. • Explored options for replacement of Civil Divisions document and file management software to replace outdated software. • Collaborated with the Goodyear Fire Department on the implementation of citywide ambulance service. • Revised the Foreign Trade Zone (FTZ Policy) and drafted new FTZ agreements with Sub-Zero Group and Meyer Berger. • Provided legal support for the City’s participation in the new Opioid Settlement with Teva Allergen, CVS, Walgreens, and Walmart. • Successfully acquired the land rights needed to support several major and minor CIP projects, including but not limited to the Traffic Maintenance Center, the Yuma Rd (Canyon Trails to Sarival) project, and the Camelback Road (SR303 to 152nd Avenue) project. • Continued negotiation and work toward acquiring Franchise Agreements with Liberty, EPCOR, and Arizona American Water companies for future voter approval. 99 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Legal Services • Developed and finalized a partnership between the Goodyear and Glendale Municipal Courts to join the West Valley Veteran’s Court. • Implement a West Valley Prosecutor’s Collaboration between similarly situated Prosecutor Offices on the west side of the valley. • Completed the transition to paperless files and integrated pleadings into the Prosecution division’s electronic case management system. • Development and approval of the Business License Ordinance to replace the City’s Business Registration program. PERFORMANCE MEASURES Focus Area Fiscal and Resource Management Measure Contracts Reviewed/Approved Description Percent of contracts reviewed/approved within seven-days of receiving final agreement. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 90% 100% 90% 99% 90% Focus Area Fiscal and Resource Management Measure Department Trainings/Informational Updates Description Provide internal department trainings, legislative updates or informational bulletins to city staff to ensure best practice and compliance with current law. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 8 15 10 16 10 Focus Area Fiscal and Resource Management Measure Prosecution Long-Form Charging Submittals Description Review and make charging decisions within 45 days for all long-form charging submittals. FY2022 Actual 51% FY2023 Actual 72% FY2024 Target 75% FY2024 Estimate 81% FY2025 Target 75% Focus Area Fiscal and Resource Management Measure Body Worn Camera Redaction/Disclosure Description Redact/disclose all body-worn camera video, 911 tapes and photographs within 60 days. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 65% 53% 75% 45% 75% 100 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Municipal Court MUNICIPAL COURT DEPARTMENT OVERVIEW Committed to the fair and impartial administration of justice, we deliver efficient and accessible customer service by timely processing all legal matters within our jurisdiction. Description Criminal Traffic (Misdemeanor): • DUI • Hit and Run • Reckless Driving • Driving on Suspended Driver License 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. 101 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Municipal Court DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget of $2.9 million is 23.1% higher than the FY2024 revised budget due to increases for citywide compensation and benefits as well as funding for an ongoing Court Hearing Officer, a Senior Courtroom Specialist, a Courtroom Specialist and one-time funding for a Court Specialist position. The FY2025 budget also includes the remaining carryovers from the prior fiscal year. EXPENDITURES BY FUND AND DIVISION General Fund Division Administration $ FY2023 Actual FY2024 FY2025 Base Revised Budget Budget 1,549,541 $ 2,075,500 $ 2,200,700 FY2025 FY2025 Supplementals TOTAL Budget FY2025 CIP $ - $ 382,400 $ 2,583,100 Judges 1,470 6,400 6,400 - - 6,400 1-Time- All Divisions 7,780 336,700 299,300 - 88,700 388,000 2,418,600 $ 2,506,400 471,100 $ 2,977,500 Total General Fund $ 1,558,790 $ $ - $ Other Funds FY2023 Actual Fund Court Enhancement FY2024 FY2025 Base Revised Budget Budget FY2025 CIP FY2025 FY2025 Supplementals TOTAL Budget $ 42,551 $ 54,600 $ 56,500 $ - $ - $ 56,500 Total Other Funds $ 42,551 $ 54,600 $ 56,500 $ - $ - $ 56,500 Total Municipal Court $ 1,601,341 $ 2,473,200 $ 2,562,900 $ - $ 471,100 $ 3,034,000 AUTHORIZED POSITIONS Division Administration FY2023 FY2024 FY2025 17.30 17.30 20.30 Total Full-Time 17.00 17.00 20.00 Total Part-Time (FTE) 0.30 0.30 0.30 Total Municipal Court 17.30 17.30 20.30 102 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Municipal Court FY2025 GOALS & OBJECTIVES • Increase courtroom docket capacity to meet the Arizona Supreme Court Time Standards requirements. FY2024 ACCOMPLISHMENTS • Expanded Court Appointed Counsel services to ensure compliance with the revisions to the Arizona Rules of Criminal Procedure. • Expanded use of technology within the Court, introducing PowerDMS repository to Court personnel for forms and procedural resources. PERFORMANCE MEASURES Focus Area Fiscal and Resource Management Measure Enhance remote Court appearances Description FY2022 Actual On-going New technology: DocuSign / ipads / laptops / Microsoft Teams / Zoom / Online Dispute Resolution. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target implementation of new technology completed develop policy and complete training for new policy and procedure procedure incorporating new underway technology upgrade courtroom AV equipment for remote court appearance technology 103 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Clerk’s Office CITY CLERK’S OFFICE DEPARTMENT OVERVIEW The Goodyear City Clerk’s Office is customer focused and community driven. The department provides access to information, manages elections impartially and with integrity, enables informed decisions for community governance, and preserves the city’s history. Administration The City Clerk’s Office prepares, assembles, and distributes the City Council agenda packet; records all City Council actions; prepares minutes of meetings; coordinates follow-up from the City Council meetings; supports the functions of City Council-appointed boards, commissions, and committees; processes all applications for special events and liquor licenses; accepts 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 department 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 department 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 in the fall of even years (August and November). The City Clerk’s Office partners with the Maricopa County Elections Department to provide election information to our residents. Candidate packets are prepared for citizens who are interested in running for City Council and the Clerk’s Office is the filing office for all Goodyear candidate documents including campaign finance reports. 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 may serve as an early voting site for citizens who wish to vote early or in person, or need to obtain a replacement ballot and may serve as a polling place on Election Day for elections involving Goodyear voters. 104 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Clerk’s Office DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget of $1.3 million is 0.9% lower than the FY2024 revised budget mainly due to the department receiving one-time election funding only in even-numbered fiscal years. The FY2025 budget includes increases for citywide compensation and benefits and onetime funding for a replacement of the electronic records management system as well as minor additional funding to complete the records scanning project and carryover amounts from the prior fiscal year. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual Division Administration $ 810,827 Elections FY2024 FY2025 Base Revised Budget Budget $ 301 1-Time- All Divisions 174,374 940,300 $ 1,022,200 4,000 4,000 FY2025 CIP $ FY2025 FY2025 Supplemental TOTAL Budget s - $ - $ 1,022,200 - - - 4,000 359,900 209,200 Total General Fund $ 985,501 $ 1,304,200 $ 1,235,400 $ - $ 57,300 57,300 $ 1,292,700 266,500 Total City Clerk's Office $ 985,501 $ 1,304,200 $ 1,235,400 $ - $ 57,300 $ 1,292,700 AUTHORIZED POSITIONS Division FY2023 Administration FY2024 FY2025 7.00 7.00 7.00 Full-Time 7.00 7.00 7.00 Part-Time (FTE) - - - Total City Clerk 7.00 7.00 7.00 FY2025 GOALS & OBJECTIVES • Complete all activities associated with the July Primary Election. • Complete all activities associated with a November General Election, if three seats not filled in the Primary. • Complete first steps to obtain and implement a new Electronic Content Management system. 105 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Clerk’s Office FY2024 ACCOMPLISHMENTS • Completed all activities associated with the November Bond Election. • Completed all activities associated with the May General Plan Election. • Initiated first steps and research for new Special Events Application System intended to streamline approval process from stakeholders. • Completed Project TRON (Technological Records Organization Necessary) digitizing Development Services rolled plans and other building documents. PERFORMANCE MEASURES Focus Area Measure Description FY2022 Actual 100% Fiscal and Resource Management Percent of Public Records Requests Routed for Processing within Stated Goal of One Business Day To be compliant with the "promptly" requirement in statute, records requests are routed timely. FY2023 Actual 100% FY2024 Target 100% FY2024 Estimate 100% FY2025 Target 100% Focus Area Measure Description FY2022 Actual 100% Fiscal and Resource Management Percent Compliance with all Open Meeting Law Statutes for Posting and Advertising To be compliant with Open Meeting Law, all postings and advertising are done timely. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 100% 100% 100% 100% Focus Area Measure Description FY2022 Actual 1,235 Fiscal and Resource Management Completed Public Records Requests Number of public records requests completed. FY2023 Actual FY2024 Target 1,428 1,200 Focus Area Measure Description FY2022 Actual 153 Safe and Vibrant Community Legislative Meetings Supported Number of Council and Board and Commission meeting agendas posted. FY2023 Actual FY2024 Target FY2024 Estimate 159 150 125 FY2024 Estimate 1,250 FY2025 Target 1,300 FY2025 Target 150 106 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Finance FINANCE 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. Administration The 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 division is responsible for the strategic vision of the department, process improvement and for ensuring compliance with established financial policies for the organization. Budget & Research The division 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 sales tax programs for the city. Financial Services The division 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 annual comprehensive financial report and ensuring all grants and expenditure limitations comply with Arizona Revised Statutes and City Code. Revenue & Utilities The division provides for all utility billing and customer service issues for the city’s water, wastewater, and solid waste services as well as citywide cash handling and revenue collection. Our customer service team serves as the single point of contact for the majority of resident issues utilizing a multi-faceted approach including online, mobile, phone and in-person. The utility team manages accounts, including the processing of all utility payments from customers and performing collections for delinquent accounts. This division also administers business licensing activities for the city. 107 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Finance Procurement/Mailroom The division provides purchasing and contract support while overseeing the procurement of a great variety of products, services, supplies, and equipment for all departments in accordance with the city's procurement code. All formal solicitations for bids/proposals are managed through the Procurement Office. Procurement manages all mail room processes including mail distribution and running larger print jobs requested by departments. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget is $21.2 million, which is lower than the FY2024 revised budget. due to the completion of the Goodyear Square Parking Garage project in the prior year and a carryover of the funding for the Public Infrastructure – Globe 4th Amendment project into FY2025. The FY2025 budget includes citywide wage and compensation market adjustments and additional funding for a new Billing Specialist position and one-time funding for audit services, application usage assessments and Advanced Metering Infrastructure for the customer portal. The FY2025 Other fund budget includes $13.5 million for Community Facility Districts. This budget is lower than the FY2024 revised budget mainly due to bond funding that was included only in the prior year. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual Division Administration $ 799,717 FY2024 Revised Budget FY2025 Base Budget $ $ 934,900 1,121,400 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 1,121,400 Budget & Research 822,656 1,014,100 1,009,700 - - 1,009,700 Financial Services 1,278,509 1,575,800 1,627,600 - - 1,627,600 Customer Service 879,829 992,600 1,031,600 - 98,500 1,130,100 Procurement 662,218 868,300 786,800 - - 786,800 Mailroom 34,442 36,300 38,400 - - 38,400 - 27,752,000 15,205,000 - 272,800 15,477,800 4,477,371 $ 33,174,000 $ 20,820,500 371,300 $ 21,191,800 1-Time- All Divisions Total General Fund $ $ - $ Other Funds FY2023 Actual FY2024 Revised Budget FY2025 Base Budget 5,111,036 $ 23,781,600 $ 13,394,700 308,613 47,249,900 132,000 Total Other Funds $ 5,419,648 $ 71,031,500 $ 13,526,700 $ - Total Finance $ 9,897,020 $104,205,500 $ 34,347,200 $ - Fund CFD's & Trust Funds $ All Other Funds FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 13,394,700 - 132,000 $ - $ 13,526,700 $ 371,300 $ 34,718,500 - 108 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Finance AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Administration 6.00 7.00 7.00 Budget & Research 6.00 5.00 5.00 Financial Services 9.00 10.00 10.00 Customer Services 8.00 8.00 9.00 Procurement 5.75 4.75 4.75 Mailroom 0.25 0.25 0.25 Total Full-Time 35.00 35.00 36.00 Total Part-Time (FTE) - - - Total Finance 35.00 35.00 36.00 FY2025 GOALS & OBJECTIVES • Evaluate the need for and scope of an internal auditing function. • Revise the Council policy on Community Facilities Districts to meet best practices. • Begin the evaluation of potential process improvements through integrations with the financial system. FY2024 ACCOMPLISHMENTS • Implemented the use of a consolidated software for the department entry of Capital Improvements Plan projects. • Completed an update to the infrastructure improvements plan, land use assumptions, and development impact fees. • Provided financial information for the bond election that resulted in $232 million of additional voter authorization. 109 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Finance PERFORMANCE MEASURES Focus Area Measure Fiscal and Resource Management Percent of Utility-Customer Enrolled in Autopay Description The percentage of active customers enrolled in automatic payments from either checking account, savings account, credit card, or debit card FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 44% 53% 60% 53% 65% Focus Area Measure Fiscal and Resource Management Percent of Finance customer service calls answered in less than five-minutes Description Percent of calls on hold for under five minutes before being answered in Finance Customer Service Center FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 91% 87% 95% 81% 95% Focus Area Fiscal and Resource Management Measure Percent utilization of purchase cards vs invoices for accounts payable transactions less than $2,500 Description Percent utilization of purchase cards vs invoices for citywide AP transactions less than $2,500 FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 54% 56% 60% 58% 60% Focus Area Measure Fiscal and Resource Management Basis points investment returns exceed 12 -month market benchmark Description Basis Points investment returns (12 -month market benchmark) FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 5.00 76.00 10.00 37.00 10.00 110 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Human Resources HUMAN RESOURCES DEPARTMENT OVERVIEW The Human Resources Department supports the organization’s efforts to develop and maintain a highly engaged workforce by providing resources and development strategies that focus on the “whole person”. We collaborate organizationally to create environments where team members can do their best work. The Human Resources Department also provides organizational leadership, strategic partnership, continuous improvement/lean thinking support and quality, fair and impartial services that ensure we implement best practices and are compliant with legislative requirements. Administration The division facilitates continuous improvement and lean thinking initiatives, 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/human resources information system, manages benefit programs, administers compensation programs, coordinates the volunteer program, and provides recruitment services. The 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. Enterprise Risk Management The division is responsible for the development, implementation, and administration of the city’s safety, and risk management programs. These include workers’ compensation, safety, auto, property, general liability, and other federally mandated compliance programs. The identification and preparation for exposures, reduction of controllable losses and protection of the city’s personnel and financial assets is also the responsibility of Risk Management. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget is $4.3 million, which is 8.9% higher than the FY2024 revised budget. This increase is primarily due to increases in citywide compensation and benefits as well as the addition of a Benefits Analyst position. One-time funding is added for prior year carryovers as well Gallup training and services, a deferred compensation consultant, and Quarterly Summit speakers. The Risk Reserve Fund is for the city’s liability insurance premiums and insured losses. Self-Insurance Trust Fund is used to maintain the city’s health and dental insurance policies and the Goodyear Wellness Center. 111 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Human Resources The FY2025 budget for Water, Wastewater and Solid Waste Operating Funds covers insured losses that occur within the Enterprise Funds. This budget does not include any CIP projects. EXPENDITURES BY FUND AND DIVISION General Fund Division Administration FY2023 Actual FY2024 FY2025 Base Revised Budget Budget FY2025 CIP 2,623,337 $ $ $ Enterprise Risk Management 3,179,800 $ 3,285,500 597,200 659,200 3,091,153 1-Time- All Divisions 90,454 Total General Fund $ 5,804,944 $ 161,000 39,800 3,938,000 $ 3,984,500 FY2025 FY2025 Supplementals TOTAL Budget - $ - $ - $ 128,300 $ 3,413,800 659,200 175,000 214,800 303,300 $ 4,287,800 Other Funds FY2023 Actual Fund Risk Reserve Fund $ FY2025 CIP $ $ FY2025 FY2025 Supplementals TOTAL Budget 3,944,600 $ 3,794,600 14,346,105 22,672,000 23,904,100 - - 23,904,100 HR - Water 73,123 43,200 43,200 - - 43,200 HR - Wastewater 6,853 96,600 96,600 - - 96,600 HR – Solid Waste 155 10,000 10,000 - - 10,000 Self Insurance Trust Fund 310,000 FY2025 Base FY2024 Budget Revised Budget HR - Fill a Need - $ - 11,200 $ 3,805,800 13,597 13,000 24,800 - 24,800 Total Other Funds $ 14,749,833 $ 26,779,400 $ 27,873,300 $ - $ 11,200 $ 27,884,500 Total Human Resources $ 20,554,777 $ 30,717,400 $ 31,857,800 $ - $ 314,500 $ 32,172,300 AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Administration 15.97 16.50 17.50 Risk Management 2.00 2.00 2.00 Full-Time 17.00 18.00 19.00 Part-Time (FTE) 0.97 0.50 0.50 Total Human Resources 17.97 18.50 19.50 112 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Human Resources FY2025 GOALS & OBJECTIVES • Embark upon Phase IV of the Intentional Design of Goodyear’s Culture (IDGC) with the intent of: o Enhancing employee engagement by aligning with the Goodyear Strategic Plan. o Optimizing the employee acculturation experience. o Elevating our engagement tools to best practice levels. • Boss to Coach: Implementation and administration of Gallup Boss to Coach to equip managers with tools to refine and transform their leadership, with the objective of emphasizing strengths-based employee and team development. • Launch the Leadership Development “Program,” providing new supervisors with the resources to begin their leadership journey at Goodyear through succinct educational and instructional virtual modules. • Evaluate and implement best practices for streamlining attraction and recruitment of high caliber talent. • Evaluate opportunities to expand the Volunteer Program. Deliver an impact report with any recommended options for expansion or enhancement to the program. FY2024 ACCOMPLISHMENTS • Research, design, and implementation of the Retiree Healthcare Plan providing Goodyear retirees a cost-effective healthcare option prior to Medicare eligibility. • Development and implementation of the Parental Leave Policy granting employees a fourweek paid leave for the birth or adoption of a child. • Ongoing efforts in Phase III of the Intentional Design of Goodyear’s Culture (IDGC) initiatives including: o Conducting the Q12 Survey for the second year.  Enhanced department level Survey Action Plan Process.  Implemented Gallup Access as a resource for leaders to impact survey results and increase employee engagement. o Rolled out CliftonStrengths assessment tool and integrated into GEO to enhance professional and personal development. o Further developed coaching, goal setting, and feedback using Threads as a tool to fuel our high-performance culture. • Implemented PowerDMS to manage policies and administrative guideline development, access, and employee acknowledgement. 113 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Human Resources • Relocated the Wellness Center and rebranded around the five pillars of Wellness and the Whole Employee concept. • Received the ADOSH Chairman’s Award, the highest recognition for our work as a VPP Star Site. • Received the 2024 Global Leadership Award in Health and Productivity Management from the Institute of Health and Productivity Management (IHPM). PERFORMANCE MEASURES Focus Area Fiscal and Resource Management Measure Retention Rate (Rolling Calendar Year) Description The Retention Rate is the percentage of employees who remain employed with the organization in the year. Measuring our retention rate is one measure of employee engagement and satisfaction, as well as an opportunity to decrease turnover costs and maintain outstanding customer service. This supports our Guiding Principle “Take Care of our Workforce.” FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 87.94% 90.00% 91.50% 88.00% 89.00% Focus Area Measure Fiscal and Resource Management Internal Fill Rate Description The Internal Fill Rate is the percentage of vacant positions filled by internal candidates. Filling open positions with internal employees shows the value we have in our employees, the dedication we have to retain good quality employees, and encourages employee engagement and satisfaction. Internal Fills assist in decreasing hiring costs and maintain outstanding customer service. This supports our Guiding Principle "Take Care of our Workforce." FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 35.00% 36.70% 33.00% 33.20% 33.00% 114 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Human Resources Focus Area Measure Safe and Vibrant Community Volunteer Hours Worked Description Volunteers are individuals who donate their time performing different services to the benefit of the organization. The number of volunteers hours worked reflect efficient use of resources and maximizes connections within the community. This supports our Guiding Principle "Engaging Residents and Committed Volunteers." FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 14,200 18,100 29,000 18,300 20,000 Focus Area Measure Fiscal and Resource Management Working Days Lost Due to Work-Related Injuries Description The number shows when compared with previous years whether improvements made reduced the lost days to the organization or severity is growing or decreasing. The number is reported to OSHA and how the city is evaluated by OSHA. This supports our Guiding Principle “Take Care of our Workforce.” FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 194 141 130 130 125 Focus Area Measure Description Fiscal and Resource Management Total Case Rate (TCR) Number of Work-Related Injuries per 100 Full-Time Employees During a One-Year Period The number shows when compared with previous years and labor statistics whether improvements made has reduced injuries to the organization or severity is growing or decreasing. The number (injury cases) is reported to OSHA and how the city is evaluated by OSHA. This supports our Guiding Principle “Take Care of our Workforce.” FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 6.67 7.48 6.50 6.30 6.00 115 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Information Technology INFORMATION TECHNOLOGY 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 network infrastructure and security, Geospatial Information Systems (GIS), IT project management to business system data management, integration, and support, 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 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. Infrastructure The division provides all city departments and staff with user technology support services, datacenter operations, unified network design and implementation, network operations, city phone system administration, user voicemail, internet connectivity, call recording, physical and virtual server administration, data storage and backup, user technology maintenance, conference room technology implementation and support, city email and user account administration, mobile device administration and support, IT asset management, print services, file shares, and access to unified network services, guest Wi-Fi, and helpdesk and infrastructure support services. Information Security The division provides cyber security, security architecture, policies, logging, and monitoring of security events, incident response, security awareness training, security systems management, compliance and auditing, and investigations. Application Development & Support The division provides all city departments with business analysis, application design and development, application implementation, training and support for commercial and in-house applications in use and database administration for all on site applications. 116 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Information Technology Project Management Office (PMO) The PMO provides enterprise-wide support for prioritizing and managing strategic technology projects for all departments. Using best-practice methodologies, the PMO partners with city departments to conduct thorough planning to enable successful execution of technology projects. The PMO also provides a citywide project management training and Project Management Professional (PMP) exam preparation program designed to support a path to certification for project managers in all departments. Geospatial Information The division provides city departments and the public with the capability to access and visualize location-based data. Geospatial information enables the quick analysis of city assets for making accurate, efficient, cost-effective, data-driven decisions that improve service delivery and improve the quality of life in our community. DEPARTMENT BUDGET OVERVIEW The Information Technology FY2025 General Fund budget is $12.2 million, which is 9.7% higher than the FY2024 revised budget. This increase is due to citywide compensation and benefits, carryovers for professional services, as well as additional funding for a new PC Technician. Onetime funding is added for a truck and for project management. City-wide supplementals including hardware or software costs in the amount of $0.7 million will be managed by the department. The Technology Asset Management Reserve fund pays for hardware replacements programmed in a 10-year plan. The FY2025 budget is $1.3 million and includes desktop computers, laptops, carryovers, and infrastructure replacements. The FY2025 Water and Wastewater Enterprise Funds budget splits the cost for the Information Technology Supervisory Control and Data Acquisition (SCADA) Engineer position. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual Division Administration $ Infrastructure Security Application Development & Support 467,049 FY2024 Revised Budget FY2025 Base Budget FY2025 CIP $ $ $ 584,400 670,400 FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 670,400 1,348,928 2,686,700 2,825,800 - 122,900 2,948,700 346,706 376,500 401,700 - - 401,700 3,593,525 4,625,900 5,326,600 - 19,800 5,346,400 Project Management 391,627 459,200 492,000 - - 492,000 Geospatial Information 401,338 716,400 784,500 - - 784,500 Public Safety 442,702 600,600 624,500 - - 624,500 1-Time- All Divisions 330,168 1,104,500 273,100 - 691,100 964,200 7,322,043 $ 11,154,200 $ 11,398,600 833,800 $ 12,232,400 Total General Fund $ $ - $ 117 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Information Technology Other Funds Fund Technology Asset Management FY2023 Actual FY2024 Revised Budget FY2025 Base Budget FY2025 CIP FY2025 FY2025 Supplementals TOTAL Budget 1,154,883 $ $ 1,178,300 $ 108,100 $ $ 2,180,900 - $ 1,286,400 IT - Water 76,448 184,400 181,600 - 2,600 184,200 IT - Wastewater 84,008 148,800 205,400 - 2,600 208,000 Grants 53,414 70,000 - - - - All Other Funds - 11,100 Total Other Funds $ 1,368,754 $ 2,595,200 Total Information Technology $ 8,690,796 $ 13,749,400 107,600 - 26,200 133,800 1,672,900 $ 108,100 $ 31,400 $ 1,812,400 $ 13,071,500 $ 108,100 $ 865,200 $ 14,044,800 $ AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Administration 3.00 3.00 3.00 Infrastructure 11.00 11.00 12.00 Project Management 3.00 3.00 3.00 Security 2.00 2.00 2.00 App Development & Support 8.00 9.00 9.00 Geospatial Information 4.00 5.00 5.00 Public Safety Technology 4.00 4.00 4.00 Water Operations Infrastructure 0.50 0.50 0.50 Wastewater Operations 0.50 0.50 0.50 Total Full-Time 36.00 38.00 39.00 Total Part-Time (FTE) - - - Total Information Technology 36.00 38.00 39.00 FY2025 GOALS & OBJECTIVES • Assess technology uses/needs in the departments and identify emerging trends. • Implement Service Level Agreements (SLAs) into ticket system for improved customer service and employee experience. 118 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Information Technology • Implement a new resident facing application to submit and track problems identified in the city. • Select and deploy a new Enterprise Content Management solution FY2024 ACCOMPLISHMENTS • Roll out IT Project Management Governance to all city departments. • Centralize Project Management reporting and metrics for all city projects. • Replace critical infrastructure in the datacenter that is aging with improved and more efficient technology that increases reliability while mitigating downtime. PERFORMANCE MEASURES Focus Area Measure Fiscal and Resource Management Percent of Help Desk Calls Resolved Upon First Call Description This measure is important to support operational activities and decision making within departments. FY2022 Actual 44% FY2023 Actual 52% FY2024 Target 75% FY2024 Estimate 71% FY2025 Target 80% Focus Area Measure Fiscal and Resource Management Customer Satisfaction Description This measure quantifies customer satisfaction based upon ticket requests completed by Information Technology. FY2022 Actual 97% FY2023 Actual 94% FY2024 Target 97% FY2024 Estimate 94% FY2025 Target 97% Focus Area Measure Fiscal and Resource Management GIS Service Requests Description This measure is important to monitor delivery of GIS service requests, systems support and data development within 30 business days. FY2022 Actual 80% FY2023 Actual 60% FY2024 Target 80% FY2024 Estimate 72% FY2025 Target 80% 119 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Information Technology Focus Area Measure Fiscal and Resource Management GIS Data Maintenance Requests Description This measure is important to monitor delivery of GIS Data Maintenance Requests such as address design/reviews, as-built data entry and approved plat map data entry within 30 business days. FY2022 Actual 80% FY2023 Actual 60% FY2024 Target 80% FY2024 Estimate 72% FY2025 Target 80% Focus Area Measure Fiscal and Resource Management Percent of Projects Meeting Delivery Date Description This measure quantifies how many projects are delivered on time and within budget. FY2022 Actual 80% FY2023 Actual 95% FY2024 Target 85% FY2024 Estimate 70% FY2025 Target 90% 120 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Digital Communications DIGITAL COMMUNICATIONS DEPARTMENT OVERVIEW Digital Communications plans and directs citywide communications and marketing, and more recently, provides exceptional digital customer service through its well established and vast social media presence. In addition to receiving and responding to approximately 2,400 messages and comments per month via social media, the department tells the city’s story through media relations, public outreach campaigns, audio-visual/video productions, the monthly InFocus magazine, the Growing Goodyear podcast and various brochures and flyers. Digital Communications oversees the city’s external website, manages the city’s seven social media accounts and provides oversight for all other departmental social media accounts. Digital Communications also acts as the city spokesperson, oversees the market research function and assists with internal communications. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget is $1.9 million, which is 3.2% higher than the FY2024 revised budget. The increase is driven by citywide compensation and benefits. Supplemental funding for a video storage solution is part of I.T.’s budget, where the equipment will be managed. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual FY2024 FY2025 Base Revised Budget Budget FY2025 CIP $ 1,475,239 $ 1,670,800 $ 163,900 26,200 - 26,200 Total General Fund $ 1,494,605 $ 1,834,700 $ 1,893,100 $ - $ - $ 1,893,100 Total Digital Communications $ 1,494,605 $ 1,834,700 $ 1,893,100 $ - $ - $ 1,893,100 Division Administration 1-Time- All Divisions 19,366 $ 1,866,900 FY2025 FY2025 Supplementals TOTAL Budget - $ - - $ 1,866,900 AUTHORIZED POSITIONS Division Administration FY2023 FY2024 FY2025 9.00 9.00 9.00 Total Full-Time 9.00 9.00 9.00 Total Part-Time (FTE) - - - Total Digital Communications 9.00 9.00 9.00 121 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Digital Communications FY2025 GOALS & OBJECTIVES Digital Communications’ action items in the FY2527 Strategic Plan fall under the fourth guiding principle of the Safe & Vibrant Community pillar: Ensure community engagement through continuous focused outreach and strategic utilization of various communication methods. The department’s goals and objectives for the coming fiscal year are to: • Evaluate and implement a coordinated citywide public communications plan. • Monitor neighborhood and quality of life issues through social media and report them on a regular basis to aid with decision-making. • Monitor and achieve a successful response rate to social media comments and direct messages that require a response within the target goal of 24 business hours. • Pitch stories to the media with a 50% success rate in coverage. FY2024 ACCOMPLISHMENTS • Increased the total number of followers on the city’s official social media accounts by 29%. • Produced 400 high quality videos with approximately 500,000 video views. These videos helped tell the city’s story as one of the fastest growing cities in the nation and engaged social media followers. • Received 25,300 comments and direct messages on social media. The department responds to all comments and direct messages that require a response within 24 business hours. Seventy one percent, or slightly more than 18,000 comments and direct messages, were responded to within the target response time. • Pitched 66 stories to the media with a 91% success rate. • Shared multiple insights about the discourse taking place on social media about traffic, transportation and airport noise with city leadership. • Received national awards for its social media customer service, Sunny the Owl’s Big Adventure Children’s Activity Book and for a Phoenix Suns throwback video, which was recognized in the Most Creative with Least Dollars Spent category. 122 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Digital Communications PERFORMANCE MEASURES Focus Area Safe and Vibrant Community Measure Number of social media followers Description This is the total number of followers of the city of Goodyear's official social media channels, including Facebook, Twitter, Instagram and LinkedIn. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 33,123 44,408 55,000 55,000 60,000 Focus Area Safe and Vibrant Community Measure Number of videos produced Description This is the total number of videos produced by the Digital Communications team. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 378 391 400 400 450 Focus Area Fiscal Resource Management Measure Number of video minutes viewed Description This is the total number of video minutes viewed. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 436,861 1.7 million 500,000 500,000 550,000 Focus Area Safe and Vibrant Community Measure Media Coverage Description Percentage of ideas pitched to the media that successfully result in coverage. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target NEW 94% 50% 85% 50% Focus Area Measure Description FY2022 Actual NEW Sense of Community Social media comments response rate - NEW Responding to comments on our social media pages and engaging in immediate two-way conversations with our followers ensures our residents feel heard and get answers to their questions in a timely manner. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 71.50% 65% 65% 65% 123 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Fire FIRE 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, emergency mitigation, prevention, education and community outreach. There are currently seven strategically located fire stations throughout Goodyear and is an all-hazards response fire department. Administration The division connects the services of the Fire Department to the city’s senior leadership team and division activities support citywide and department 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 City 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. Emergency Services The 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 operating in an advisory capacity for and participating in activities related to departmental training, health/safety, pre-incident planning, fire prevention, and community education. Emergency Management /Homeland Security The 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. Fire Prevention The 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 124 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Fire organizations and schools in the area to host safety fairs, participate in neighborhood activities, and provide child safety seat inspections. Support Services The 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 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 daily operation functions and systems/equipment in the building. Due to the 24-hour nature of the facilities, maintenance is critical to ensure continuity of operations, such as HVAC, swamp coolers, generators, kitchen and household appliances, exhaust removal systems, gates and general building maintenance. This budget is managed by the Public Works Department. Wildland The division 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 Arizona and in the United States. Team members maintain “Red Card” wildland firefighter certification through the state of Arizona, and the Central Area Wildfire Response Team (CAWRT) dispatches Goodyear Fire Department Type 3 and Type 6 engines to wildfires. Other members can deploy as “single resource” assets to fire incident management teams. All expenses incurred from wildfire deployments are reimbursed to the city through the Arizona Department of Forestry and Fire Management. Wildland team members provide vital expertise in combatting brush and interface fires here in the city of Goodyear. Ambulance Services This is a new division which will provide the community with quality patient care and transport of sick or injured citizens. 125 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Fire DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget is $41.0 million, which is 3.9% higher than the FY2024 revised budget. This increase is due to citywide compensation and benefits. Also included is one-time budget for prior year CIP and operating carryovers, overtime, training, gas detection monitors and warranty renewals. The FY2025 Asset Management budget is $0.6 million, which is primarily used to replace equipment such as dual band mobile radios, cameras, mass casualty system, portable (HAZMAT) equipment and other miscellaneous equipment. The FY2025 Volunteer Firefighter trust fund budget is $0.4 million, and the use is restricted to conditions of the trust. The Ambulance Fund is a special revenue fund that receives revenue from ambulance services provided and is subsidized by the General Fund. The FY2025 budget is $6.2 million, which is partially offset by forecasted revenue projections. $5.2 million in supplemental additions include four new ambulance vehicles with associated equipment, a Fire Captain and 15 Firefighters. Also included is one-time funding for over-time, training and warranty renewals. FY2025 CIP Project Highlights The department’s FY2025 major capital projects include renovations for Fire Stations 182, 184 & 187. Also included is the design and construction of a Fire Resource Management Facility. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual Division Administration $ Emergency Services 674,030 FY2024 FY2025 Base Revised Budget Budget $ 947,700 $ 1,015,500 FY2025 CIP $ - FY2025 TOTAL Budget $ 1,015,500 FY2025 Supplementals - $ 21,605,580 24,494,700 25,130,000 - - 25,130,000 Emergency Mgmt/Homeland Security 71,400 163,100 179,700 - - 179,700 Fire Prevention 639,537 907,900 977,000 - - 977,000 Support Services 1,457,446 2,028,900 2,130,100 - - 2,130,100 Facilities O & M 746,010 721,800 714,500 - - 714,500 Wildland 1-Time- All Divisions Total General Fund 38,032 25,600 24,600 - - 24,600 1,692,569 10,186,700 1,985,900 7,992,900 878,300 10,857,100 $26,924,603 $39,476,400 $32,157,300 $ 7,992,900 878,300 $41,028,500 $ 126 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Fire Other Funds FY2024 Revised Budget FY2023 Actual Fund Grants $ Fire Asset Management 74,487 All Other Funds 203,900 $ 248,400 FY2025 CIP $ FY2025 TOTAL Budget FY2025 Supplementals - $ - $ 248,400 1,230,385 186,500 601,900 - - 601,900 4,926 242,200 433,600 - - 433,600 1,048,032 1,459,400 1,048,100 - 5,150,300 6,198,400 Volunteer Firefighter Trust Fund Ambulance Fund $ FY2025 Base Budget 7,330,622 17,170,000 145,000 6,205,900 - 6,350,900 Total Other Funds $ 9,688,452 $19,262,000 $ 2,477,000 $ 6,205,900 $ 5,150,300 $13,833,200 Total Fire $36,613,055 $58,738,400 $34,634,300 $14,198,800 $ 6,028,600 $54,861,700 AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 6.00 6.00 6.00 140.00 142.96 142.96 Emergency Mgmt/Homeland Security 1.00 1.00 1.00 Prevention 4.50 7.00 7.00 Support Services 3.00 3.00 3.00 Ambulance Services 7.00 7.00 23.00 Total Full-Time 161.00 166.00 182.00 Total Part-Time (FTE) 0.50 0.96 0.96 Total Fire Department 161.50 166.96 182.96 Administration Emergency Services FY2025 GOALS & OBJECTIVES • Establish a Human Relations Committee • Oversee remodel of FS182 • Re-Grand Opening for FS183 • Oversee Fire Administration Remodel • IAFF GIS Study • Develop Community Risk Assessment and Standard of Cover • Implement an Annual Program Evaluation 127 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Fire • Develop an Integrated Preparedness Plan • Implement Faro Software • Deploy Decon Vehicle • Deploy 2 more ambulances • Create a Citywide Evacuation Plan • Implement Poppulo Software Digital Display in Fire buildings FY2024 ACCOMPLISHMENTS • Grand Opening for FS188 • Implement Power DMS for department policy review and approval • Identify, develop, and execute process improvements within department based on National Fire Protection Association (NFPA) 1500 audit guidelines • Completed 3rd Party NFPA 1500 Audit • Deployed BC182 Vehicle • Deployed BR186 • Deployed Ambulance M187 • Completed FS187 Station Assessment • Conducted successful Firefighter Recruitments • Conducted successful Crisis Response Specialists Recruitments • Conducted successful Fire Inspector & Fire Plans Examiner Recruitments • Deployed Police/Fire Command Van • Deployed the new Mass emergency alert system, RAVE • Implemented Fire Command Training Software • Implemented Craig 1300 Software • Implemented Heal the Heroes Program 128 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Fire • Implemented Peer Fitness CE Program • Conducted Per-and Polyfluoroalkyl Substances (PFAS) Study PERFORMANCE MEASURES Focus Area Safe and Vibrant Community Measure Average priority 1 travel time when first on scene Average travel time (Enroute to Arrival) for first arriving Goodyear fire apparatus arriving on scene. Description FY2022 Actual 5:07 FY2023 Actual 5:04 FY2024 Target 5:00 FY2024 Estimate 5:05 FY2025 Target 5:00 Focus Area Safe and Vibrant Community Measure Average turnout time for Fire (in seconds) Description The time interval that begins when emergency response units notification process begins with an audible alarm and ends at the crew releasing the emergency brake to exit the station. FY2022 Actual 61 FY2023 Actual 55 FY2024 Target 70 FY2024 Estimate 54 FY2025 Target 70 Focus Area Safe and Vibrant Community Measure Average turn-out time for EMS (in seconds) Description The time interval that begins when emergency response units notification process begins with an audible alarm and ends at the crew releasing the emergency brake to exit the station. FY2022 Actual 51 FY2023 Actual 47 FY2024 Target 60 FY2024 Estimate 45 FY2025 Target 60 Focus Area Measure Fiscal and Resource Management Number of Commercial and Industrial Occupancies Inspected Description This number is an indicator of Commercial and Industrial Occupancies inspected within the city's jurisdicition. FY2022 Actual 3,586 FY2023 Actual 3,933 FY2024 Target 4,250 FY2024 Estimate 3,484 FY2025 Target 4,250 129 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Police POLICE 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 Administration accounts for the Office of the Chief, Administrative Services functions, and Security oversight to all Goodyear facilities. The Office of the Chief leads the department in policy direction and special projects and encompasses the Public Information Officer. Administrative Services is responsible for budget, planning and research, grants management, and other areas of administrative support across the department. The Municipal Security Coordinator implements and evaluates the activities of Municipal Security which provides plans, programs and systems concerning citywide security measures specific to facility and personnel protection. Facilities Operations & Maintenance (O&M) The Facilities O&M coordinates services with Public Works Facilities to ensure timely repairs, maintenance, and effective operations at all police facilities. This includes utility services, as well as repairs and maintenance in support of police building operations. Fleet Operations & Maintenance (O&M) Fleet operations is also managed in coordination with the Public Works Fleet division to ensure the efficient management and deployment of the department’s vehicles. This includes all ongoing vehicle asset replacement schedules and management of contracts and commodities for equipment maintenance and repair, fuel, car wash, and other professional services. Field Operations Bureau The bureau is assigned to monitor and patrol jurisdictional areas of Goodyear, respond to calls for service, act as a deterrent to crime, enforce state and local laws, and respond to emergencies 24/7. The bureau includes eight patrol squads: two-day, two-swing, two-night shifts and two flex squads. Non‐sworn Police Assistants will respond to certain types of non-emergency calls that do not require a sworn officer. Tactical Operations Unit The Tactical Operations Unit is comprised of units with specific areas of focus that work alongside patrol to provide specialized law enforcement response to assist high-risk situations. These 130 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Police divisions include the K9 Unit, Special Weapons and Tactics (SWAT), Special Investigations Unit (SIU), and Threat Liaison Officers. Specialized Patrol This unit is a specialized function that works to maintain and enhance the community and reduce the likelihood of citizens becoming victims of crime through the strengthening of neighborhoods, communication, and dedicating time and resources to community programs. These include the Community Services Unit (CSU), School Resource Officers (SROs), and Homeless Outreach/Behavioral Health. Community Services implements and guides proactive crime prevention and community policing concepts, serving as a bridge between the citizens of Goodyear and the police department. CSU officers also manage the department’s Volunteers in Police Service (VIPS) program, and the Police Explorers youth leadership program. School Resource Officers (SROs) maintain a steady presence at city of Goodyear schools, promoting a positive image of law enforcement, and keeping children safe and focused on school. Two of our School Resource Officers are funded 50% through a partnership with the Agua Fria Union High School District. The Homeless Outreach Team provides a unique resource in dealing with ancillary issues that arise from this particular population, including nuisance behaviors such as panhandling and urban camping. Traffic Unit The unit encompasses both marked and unmarked patrol and motorcycle enforcement. All officers in the unit are highly trained and several are Drug Recognition Experts (DRE’s), who can identify drivers impaired by alcohol or drugs. The unit also includes Towing Administration, which administers police programs in support of state statutes that require law enforcement to impound a motor vehicle under certain circumstances. Support Services Bureau The bureau encompasses several support and administrative functions that directly impact department operations. These include the Records Unit, the Property and Evidence Unit and an Officer who is stationed at City Hall and provides security to the facility to include monitoring surveillance cameras for City Hall and surrounding city buildings, confirm visitor’s scheduled appointments and maintain visitor badges/logs for accessing secured locations. Professional Standards The division encompasses hiring and recruiting, policy administration, audits and inspections, and internal investigations. It also includes the Training Unit, which is dedicated to maintaining and enhancing the skills of sworn officers. Telecommunications The division is responsible for all operations regarding 911, non-emergency phones, and the radio system. Through these activities, the operators and supervisors in the division maintain the critical 131 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Police 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. Criminal Investigations The division is responsible for follow-up investigations on criminal cases. Division personnel provide specialized law enforcement response to assist Field Operations personnel in high-risk situations. The Investigations Division is divided into five sections based on areas of responsibility: Violent Crimes Unit, Property Crimes Unit, Special Victims Unit, 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. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget is $50.2 million, which is 2.9% more than the FY2024 revised budget. This increase is due to citywide compensation and benefits as well as funding for phase one of a real-time crime center, impound lot expansion, license plate readers, forensic software, municipal security contract services and upgrades. Also, included are prior year one-time carryovers. The Impound Fund for $28,800 is restricted to expenditures associated with the operations and administration of state-mandated tow and impound of vehicles for specific offenses. The Officer Safety Fund for $46,300 is a restricted fund with revenue provided from a share of each civil fine collected by the courts. Budget is for officer safety equipment. Police grant funding primarily comes from federal and state sources the budget each year will vary depending on the award amount. The FY2025 grant budget is $0.8 million. All other funds supplementals will purchase spare traffic motorcycles using development impact fees. CIP Project Highlights FY2025 CIP projects include the remodel of the telecommunications center and the carryover for police building phase II, technology upgrades and property warehouse security upgrades. 132 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Police EXPENDITURES BY FUND AND DIVISION General Fund FY2023 FY2024 Actual Revised Budget $ 3,138,962 $ 3,993,500 Division Administration FY2025 Base Budget $ 4,091,300 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ 150,000 $ 4,241,300 Telecommunications 3,089,783 3,300,600 3,504,400 - - 3,504,400 Field Operations 13,071,725 15,489,100 16,492,900 - - 16,492,900 Specialized Patrol 2,618,591 2,925,800 2,938,300 - - 2,938,300 Traffic 1,418,052 2,106,700 2,323,500 - - 2,323,500 General Investigations 4,138,840 5,272,200 5,577,300 - 169,900 5,747,200 Support Services 1,383,666 1,608,700 1,630,500 - 45,000 1,675,500 Professional Standards 1,757,264 3,023,900 3,002,500 - - 3,002,500 Community Services 672,400 1,445,700 1,652,000 - - 1,652,000 Facilities Operations & Ma 337,944 742,400 740,400 - - 740,400 Fleet Operations & Mainte 1,407,880 2,673,100 2,533,300 - 12,600 2,545,900 Municipal Security 140,873 312,300 363,900 - - 363,900 1-Time- All Divisions 2,119,969 5,880,600 1,399,300 2,464,300 1,110,000 4,973,600 48,774,600 $ 46,249,600 $ 2,464,300 1,487,500 $ 50,201,400 Total General Fund $35,295,947 $ $ Other Funds FY2023 Actual Fund Impound Fund $ FY2025 Base Budget $ $ 70,952 Officer Safety Grants All Other Funds FY2024 Revised Budget 102,400 28,800 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 28,800 11,254 65,000 46,300 - - 46,300 369,522 1,001,300 829,100 - - 829,100 15,081,111 6,206,400 Total Other Funds $15,532,839 $ 7,375,100 Total Police $50,828,786 $ 56,149,700 801,700 1,723,900 1,705,900 $ 1,723,900 $ 96,200 $ 47,955,500 $ 4,188,200 $ 1,583,700 $ 96,200 2,621,800 $ 3,526,000 $ 53,727,400 AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Administration 11.00 10.00 10.00 Communications 25.55 26.55 26.55 Field Operations 92.00 96.00 96.00 Specialized Patrol 13.00 15.00 15.00 Traffic 9.00 13.00 13.00 Community Services 4.50 9.50 9.50 Support Services 11.00 11.00 11.00 Professional Standards 9.00 15.00 15.00 Investigations 29.00 33.00 33.00 Municipal Security Total Full-Time 1.50 2.00 2.00 204.00 230.00 230.00 Total Part-Time (FTE) 1.55 1.05 1.05 Total Police Department 205.55 231.05 231.05 133 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Police FY2025 GOALS & OBJECTIVES • Prepare necessary data and workflow structure to deploy an inventory and equipment module for the police department. • Continue LEAN and Continuous Improvement initiatives within Administration to support professional development and employee engagement. • Undertake a study and project plan to implement phase 1 of a Real Time Crime Center (RTCC). • Purchase and deploy additional License Plate Reader (LPR) cameras at designated locations throughout the city to support a safe and vibrant community. • Install new and upgrade existing security cameras and access control hardware at designated city facilities to bring these up to current security standards. FY2024 ACCOMPLISHMENTS • In coordination with the Information Technology Department, completed a full upgrade to our enterprise Law Enforcement Records Management System (LERMS). • Purchased and deployed a new command vehicle for joint use by police and fire. • Completed LEAN 1-2 training for administrative staff. PERFORMANCE MEASURES Focus Area Measure Safe and Vibrant Community Commercial vehicle inspections Description In order to reduce the number of commercial vehicle complaints from the public and maintain safety on city of Goodyear streets, the department will be performing level 1 vehicle inspections on a regular basis. A level 1 inspection is the most thorough DOT inspection, and includes detailed evaluation of both the truck and the driver. This includes examinations of seat belts, tail lights, steering, exhaust systems, and everything required to drive safely. FY2022 Actual 41 FY2023 Actual 31 FY2024 Target 50 FY2024 Estimate 60 FY2025 Target 60 134 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Police Focus Area Measure Description FY2022 Actual 32% Safe and Vibrant Community Average pro-active patrol time per officer Ensure a safe community by increasing police officer pro-active time to 40%. Proactive policing is the practice of deterring criminal activity by showing police presence, targeting community issues, and engaging the public to hear their concerns. This is in contrast to responding to a complaint after a crime has been committed. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 33% 40% 33% 40% Focus Area Measure Safe and Vibrant Community Percent of priority 1 calls with response times under 5 minutes Description Rapid response has been a key policing strategy for police departments around the country. This metric measures the time from initial call to having an officer on scene, and includes reporting time, dispatch time, and travel time. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target * * * * 90% *New measure for FY2025 135 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Development Services DEVELOPMENT SERVICES DEPARTMENT OVERVIEW The Development Services Department encompasses Planning & Zoning, Building Safety, Code Compliance, Plan Review, Permit Processing, and Civil Inspections. The department is responsible for administering 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 guide and manage the longterm growth of the city effectively. Administration The division coordinates the activities of all 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, responds to public records requests, and manages the department budget. Planning & Zoning The division is responsible for preparing and implementing various zoning and developmentrelated codes and ordinances, such as the Zoning Ordinance, Subdivision Regulations, Design Guidelines, and General Plan. Specific duties include reviewing and processing general plan amendments, rezoning 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, analyzing of population and socioeconomic data, and supporting the Planning & Zoning Commission and Board of Adjustment. The division also maintains all planning and zoning records. Building Safety Plan Review The division ensures quality construction for the city's residents by regulating building construction and building occupancy. Building Safety Plan Review assists residents and developers in all areas of building construction. This division also enforces other applicable state and local laws and ordinances. Building Safety Inspections The division’s primary objective is to ensure all buildings are safe to occupy. Building Safety Inspectors work with homeowners, contractors, and developers to make sure all work done on a property is safe and up to code. Inspections occur several times during various phases of construction for conformance and compliance with approved regulations, approved plans, city code and zoning ordinance, and applicable building, electrical, plumbing, mechanical, and other international codes. 136 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Development Services Code Compliance The division’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. Code Compliance conducts proactive field inspections, encourages voluntary compliance, and responds to city code violation complaints. Development Engineering Plan Review The division is responsible for the examining and approving development and construction plans for improvements in the city right-of-way and site improvements on private property including construction drawings, and water, sewer, traffic, and drainage master plans. The division is also integral to the review and approval of cases and entitlement documents processed through the Planning & Zoning division, e.g., site plans, preliminary and final plats, rezoning requests, and special use permits. Lastly, the division is responsible for maintaining the City of Goodyear Engineering Design Standards. Development Counter The division serves as a one-stop shop for city residents and business owners by providing information over the phone, via email, and at the Development Services counter about development review processes and permitting requirements. The division is also responsible for accepting all development applications for review, collecting fees, and issuing construction permits. In addition, the staff processes and releases all Certificates of Occupancy. Development Engineering Inspections The division inspects the construction of new public and private infrastructure 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 division reviews and approves traffic control plans, manages temporary control devices placed in the city right-of-way, oversees the construction and maintenance activities of private utilities installed in the public rights-of-ways, and monitors newly accepted improvements through the end of the warranty period. In addition, this division assists the Public Works Department with monitoring storm water pollution prevention on construction sites and provides construction site inspections. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget is $12.6 million, representing a 22.8% decrease from the FY2024 revised budget, which is primarily due to the completion of the Accela Citizen Access (ACA) permitting software implementation project. The budget incorporates one-time funding for professional services to meet the increasing demands for inspections and plan reviews. 137 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Development Services CIP Project Highlights The FY2025 Capital Improvement Program (CIP) budget reflects adjustments resulting from citywide modifications to the CIP strategy. As part of this adjustment, allocations for Impact Fee Reimbursements have been removed from the current program. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual Division Administration $ 653,226 FY2024 Revised Budget FY2025 Base Budget FY2025 CIP $ $ $ 793,200 799,900 - Planning & Zoning 1,231,885 1,478,900 1,576,600 - Building Safety 2,110,905 2,651,500 2,784,300 Code Compliance 496,462 600,200 634,200 1,352,440 1,863,100 DSD Engineering - Plan Review Permits FY2025 Supplementals FY2025 TOTAL Budget $ $ 800 800,700 - 1,576,600 - - 2,784,300 - 110,000 744,200 1,976,100 - - 1,976,100 713,501 802,500 924,500 - - 924,500 DSD Engineering - Inspection 1,684,361 1,694,600 1,801,600 - 120,600 1,922,200 1-Time- All Divisions 2,538,755 6,471,700 347,500 - 1,543,000 1,890,500 Total General Fund $ 10,781,535 $ 16,355,700 $ 10,844,700 $ - $ 1,774,400 $ 12,619,100 Other Funds FY2023 Actual FY2024 Revised Budget FY2025 Base Budget $ 1,328,067 $ 798,700 $ - $ Total Other Funds $ 1,328,067 $ 798,700 $ - $ $ 10,844,700 $ - Fund All Other Funds Total Development Services $ 12,109,602 $ 17,154,400 FY2025 CIP FY2025 Supplementals FY2025 TOTAL Budget - $ - $ - - $ - $ - $ 1,774,400 $ 12,619,100 AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Administration 5.00 7.00 7.00 Planning & Zoning 9.00 8.00 8.00 Code Compliance 3.00 5.00 6.00 Plan Review 11.00 9.00 9.00 Permits 8.00 8.00 8.00 Building Inspection 16.00 16.00 17.00 Inspections 11.00 11.00 11.00 Total Full-Time 63.00 64.00 66.00 Total Part-Time (FTE) - - - Total Development Services 63.00 64.00 66.00 138 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Development Services FY2025 GOALS & OBJECTIVES • Make it easy to provide high-quality development through a simple, customer-centric development process. o Take care of our employees o Building relationships with our teammates and our customers o Ensure staff has the tools and resources to perform their job FY2024 ACCOMPLISHMENTS • General Plan 2035 • New permitting system Accela launched in January 2024 • GMC-D renovations completed and all field staff successfully relocated • Development Impact Fee update completed • New Development Center website and portal • Gold Award Winners Charles Garrison and Luis Cruz PERFORMANCE MEASURES Focus Area Measure Description FY2022 Actual 3,427,693 Focus Area Measure Economic Vitality Industrial Square Footage Permitted Square footage of all industrial projects that have been permitted within the city. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 6,560,423 1,500,000 3,230,000 2,000,000 Economic Vitality Commercial Square Footage Permitted Description FY2022 Actual 210,503 Square footage of all commercial projects that have been permitted within the city. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 257,297 100,000 464,000 300,000 Focus Area Measure Description FY2022 Actual 1,235 Economic Vitality # of Single-Family Permits Issued The number of single-family homes that have been permitted within the city. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 686 500 1,340 1,000 139 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Development Services Focus Area Measure Description FY2022 Actual NEW Focus Area Measure Description FY2022 Actual NEW Economic Vitality # of Commercial CofOs Issued The number of Certificate of Occupancies issued for all Commercial/Industrial development. FY2023 Actual 153 FY2024 Target 125 FY2024 Estimate 140 FY2025 Target 125 Economic Vitality # of Residential CofOs Issued The number of Certificate of Occupancies issued for all Residential development. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 2,244 1,500 3,200 2,500 140 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Economic Development ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW The Economic Development Department actively promotes Goodyear as a premier destination for excellence in lifestyle, talent, and business. Efforts in business attraction, retention and expansion contribute to a thriving employment base, diverse industry sectors, and financial stability through tax revenues. DEPARTMENT BUDGET OVERVIEW The FY2025 General Budget of $4 million is 15.8% less than the FY2024 revised budget. This reduction resulted from completing multiple initiatives in FY2024, such as videography and photography efforts to update Economic Development advertising and marketing campaigns and in-depth studies of the Economic Development Strategic Plan Targeted Industry. EXPENDITURES BY FUND AND DIVISION General Fund Division Administration $ 1-Time- All Divisions FY2023 Actual FY2024 Revised Budget FY2025 Base Budget 1,695,002 $ $ 866,154 Total General Fund $ 2,561,156 2,055,600 2,734,700 $ 4,790,300 FY2025 CIP 2,147,200 $ - 1,887,300 $ 4,034,500 FY2025 FY2025 Supplementals TOTAL Budget $ $ - $ - $ 2,147,200 - 1,887,300 - $ 4,034,500 Other Funds FY2023 Actual Fund American Rescue Plan FY2024 Revised Budget FY2025 Base Budget FY2025 CIP FY2025 FY2025 Supplementals TOTAL Budget $ 315,332 $ - $ - $ - $ - $ - Total Other Funds $ 315,332 $ - $ - $ - $ - $ - Total Economic Development $ 2,876,488 $ 4,790,300 $ 4,034,500 $ - $ - $ 4,034,500 AUTHORIZED POSITIONS Division Administration FY2023 FY2024 FY2025 11.00 12.00 12.00 Total Full-Time 11.00 12.00 12.00 Total Part-Time (FTE) - - - Total Economic Development 11.00 12.00 12.00 141 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Economic Development FY2025 GOALS & OBJECTIVES • Implement the strategic economic development plan to increase local and quality jobs, attract and support businesses, and foster a sustainable tax base. • Promote Goodyear as an excellent location for target industries including Advanced Manufacturing, Technology, Advanced Business Services, Higher Education, Life Sciences/Healthcare, and In-demand Retail and Entertainment. • Foster entrepreneurial and small business development with established and prospective Goodyear businesses by developing relationships through consistent communication. • Lead the Southwest Valley as a premier destination for in-demand shopping, dining, and entertainment. FY2024 ACCOMPLISHMENTS • Awarded five 2023 Excellence in Economic Development Awards from the International Economic Development Council (IEDC). Two gold awards, two silver awards, and one bronze award were received in the categories of Print Brochure, Special Event, Paid Advertising Campaign, Multi-Year Economic Development Program and Digital Media. • At the 2024 Spring Conference hosted by the Arizona Association for Economic Development (AAED), the city of Goodyear was recognized with the prestigious Economic Development Distinguished by Excellence (EDDE) Award for Organization of the Year in the medium-size community category. • Economic Development projects created over $517M in CapEx, 2M square feet of development, and 2,031 jobs in Goodyear. • A significant number of businesses obtained their Certificate of Occupancy and opened: Bell Bank Mortgage, Black Rock Coffee Bar, Collective House (K Design), Deadwax Records, Elixir Bar & Restaurant, Enhanced Beauty and Wellness, Factor (Hello Fresh subsidiary), Hobby Lobby, Journeys, Main Squeeze Juice Company, MBI Industrial Medicine, McAlister's Deli, Mellon Family Management, Mobility Plus, Nameen Infusion & Wellness, Navi Title, Nest Self Storage, Ocho Rios Jerk Spot, Popo's Fiesta Del Sol, Potato Barn, Prime IV Hydration & Wellness, Rock N Roll Sushi, Roman Empire Agency, Terra Cactus Boutique, The Good Feet Store, The Pilot Clinic, The Social Suites at Estrella, Tropical Smoothie Café, Turner's Outdoorsman, and Wornstar Clothing. 142 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Economic Development • In-demand retail and entertainment announcements and openings included Buc-ee’s first location in Arizona, White Castle first location in the West Valley and WinCo. • New retail and entertainment businesses including Bacchus Wine bar, BoSa Donuts, Busy Bee Childcare Center, O’Reily Auto Parts, Ono Hawaiian BBQ, OverEasy, QuikTrip, Rio Mirage Café, Shake Shack, Spitz Mediterranean Street Food, Ulta, White Castle, WinCo, Yates Buick GMC with Mitsubishi Dealership, Zaxby’s. • Businesses expanding or opening second locations in Goodyear include Chick-Fil-A, Chipotle, Five Below, Freddy’s Frozen Custard & Steakburgers, Jamba Juice, Michaels, Salad and Go, and Starbucks. • Announcements in Healthcare/Lifesciences included Abrazo West Campus $8.4 million, 6,000 square foot expansion of the Interventional Radiology and Pharmacy departments. Ironwood Cancer & Research Center opened its largest comprehensive care cancer center. City of hope expanded 15,000 square feet of surgical center and began an additional 20,000 SF renovation of their surgical center which will add four new operating rooms and is expected to be complete in 2024. • Announcements in advanced manufacturing and logistics culminated in more than $73.4M in capital investment, 1.4M square feet of industrial development and 758 jobs. New and expanding businesses include: Romac Industries Inc., SiteOne Landscaping, Winsupply, FIGS, Interwest Safety Supply, and Fieldcore. • The InnovationHub’s Small Business Technical Assistance program offered up to $4,000 in one-on-one technical assistance to eligible Goodyear businesses. To date, 122 Goodyear businesses are utilizing the online platform or individualized mentoring programs. • Celebrated 10 years of supporting entrepreneurs and small business owners through the InnovationHub. • InnovationHub space visits are 14.8% higher than last year. • The Business Basics (formerly ASU Startup School) held at GSQ, Cohorts #21 and #22, included a combined 37 individual entrepreneurs. To date, 270 individuals have completed Business Basics with over 50 new businesses launched. • Added 2 new Economic Development social media platforms (Facebook and Instagram) to expand the marketing reach and promote Goodyear as an excellent location for target industries. 143 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Economic Development • Launched a YouTube channel to highlight new development updates and business activity such as grand openings, groundbreakings, ribbon cuttings, InnovationHub entrepreneur success stories, and GSQ construction updates. • Incorporated new creative content on our social media platforms to promote Goodyear using video Reels featuring trending music and styles which reaches a national target audience. • Implemented drone technology to capture growth and construction activity throughout the city. • Design and launched GSQ, life sciences, and lifestyle landing page on the DevelopGoodyearaz.com website. • The 2023 Retail Survey received responses from nearly 3,100 respondents to provide input and help shape the city’s future related to retail, restaurants, and entertainment. PERFORMANCE MEASURES Focus Area Measure Description FY2022 Actual 21 Economic Vitality Number of Net New Businesses Reporting in the Restaurant and Entertainment Tax Categories Net new businesses are calculated based on monthly tax reports pulled from the Arizona Department of Revenue and reviewed internally by the Finance Department. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 21 7 20 7 Focus Area Measure Economic Vitality Number of Jobs Created from New and/or Expanding Businesses Description Attracting diverse and high quality employment helps ensure the prosperity of the community and the quality of life for its residents. FY2022 Actual 4,064 FY2023 Actual 1,904 Focus Area Measure Economic Vitality Office Jobs Created Description FY2022 Actual 132 FY2024 Target 1,500 FY2024 Estimate 2,031 FY2025 Target 1,500 Number of office jobs created from new or expanding companies. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 115 150 140 150 144 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Economic Development Focus Area Measure Economic Vitality Total Capital Investment from New and/or Expanding Businesses Description The department tracks the estimated fixed asset investment that newly announced companies in targeted industry sectors expect to make in the community. The investments tracked are only from companies who have been assisted by staff and announced in the current fiscal year. FY2022 Actual $1.05B FY2023 Actual $608M FY2024 Target $250M FY2024 Estimate $517M FY2025 Target $250M 145 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Engineering ENGINEERING DEPARTMENT DEPARTMENT OVERVIEW The Engineering Department manages the city's Capital Improvement Program (CIP), street transportation, and traffic operations, assisting existing and future residents and businesses in Goodyear. Administration Administration is the nexus of support between the City Manager's Office and the Engineering divisions. This division responds to inquiries from elected officials and the public, coordinates resources between internal service providers and department staff, and provides managerial oversight by issuing directives based on the City Council's policy direction. CIP Project Management This division manages the city’s CIP. The Project Managers in this division work with their internal and external customers to ensure high-quality design and construction services for city projects that benefit Goodyear residents and visitors. Goodyear is growing rapidly on the private side, and we are also building our public infrastructure through CIP projects to manage our growth responsibly and in a balanced manner. The CIP division I manages all citywide projects over $500,000 or more. Prominent projects managed include city hall, surface water treatment plant, recreation campus, fire stations, police operations phase II, Estrella Parkway bridge, and Camelback Road. Traffic Signals This division performs preventive maintenance on the city’s traffic signals to ensure safe operation for motorists, pedestrians, and emergency responders. Traffic Management This division manages the city’s traffic signal system to ensure the city’s roadway network functions effectively and efficiently to serve the traveling public. Transit The city contracts with Valley Metro to provide fixed-route bus service, express bus service Monday through Friday, Americans with Disabilities Act paratransit (Dial A Ride) and RideChoice service. Engineering manages and coordinates Goodyear Park and Ride maintenance with the Public Works Facilities Division. 146 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Engineering Street & Markings This division is responsible for the traveling public's safety by ensuring that the traffic signs and striping in Goodyear meet current federal, state, and local standards. Street Lights This division is responsible for the maintenance of over 9,000 city-owned streetlights. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget is $53.5 million, which is 20.4% lower than the FY2024 revised budget. The decrease is mainly due a reduction of Capital Improvement Projects. The FY2025 operating budget includes citywide compensation and benefits changes, alongside supplemental additions of $0.3 million for project management and Construction Contract Services related to CIP projects. Additionally, any ongoing projects were carried over to the new fiscal year The FY2025 Highway User Revenue Fund (HURF) budget is $6.5 million, which includes one-time funds of $3 million to address various supplemental requests. The Traffic Signals Asset Management Fund is $1.4 million in FY2025 and is based on a ten-year plan to replace traffic signal components. The Arizona Lottery Fund FY2025 budget is $53,000 and pays for transit and park-and-ride expenses. For Fiscal Year 2025, the budget allocated to the Park & Ride marquee is $0.9 million. This amount encompasses a supplemental request for the MicroTransit program, transitioning from its initial two-year pilot phase to a more permanent fixture within the budget. CIP Project Highlights The department’s CIP for FY2025 includes several key projects: Camelback Road- SR303 to 152nd Avenue Improvements, Road widening at Indian School Rd-Perryville to Citrus, Estrella Parkway Bridge- Vineyard Avenue to MC85, Estrella Parkway/Pebble Creek Parkway and I-10 Interchange, and Median and Roadway Improvements to McDowel-Lichfield-Dysart. 147 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Engineering EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual $ 744,022 FY2024 Revised Budget $ 873,200 FY2025 Base Budget $ 997,700 - 12,600 - - - - Project Management 1,253,940 1,472,800 1,611,800 - - 1,611,800 1-Time- All Divisions 4,555,708 64,834,100 633,000 49,915,200 300,000 50,848,200 3,242,500 $ 49,915,200 Division Administration Inspection Total General Fund $ 6,553,670 $ 67,192,700 $ FY2025 CIP $ - FY2025 Supplementals $ - $ 300,000 FY2025 TOTAL Budget $ 997,700 $ 53,457,700 Highway User Revenue Fund (HURF) FY2023 Actual $ 782,641 FY2024 Revised Budget $ 1,318,400 FY2025 Base Budget $ 1,363,400 Traffic Management 767,262 1,035,100 1,067,200 Streets & Markings 203,728 302,100 281,400 Street Lights 528,243 705,000 1-Time- All Divisions 81,467 279,600 Division Traffic Signals Total HURF $ 2,363,340 $ 3,640,200 $ - FY2025 Supplementals $ - FY2025 TOTAL Budget $ 1,363,400 - - 1,067,200 - - 281,400 705,000 - - 705,000 61,700 - 3,020,000 3,081,700 3,478,700 FY2025 CIP $ $ - $ 3,020,000 $ 6,498,700 Other Funds FY2023 Actual Fund Traffic Signal Asset Mgmt $ 855,425 FY2024 Revised Budget FY2025 Base Budget $ $ 1,030,600 Arizona Lottery Fund (ALF) 337,023 364,900 Park & Ride Marquee 258,616 Grant 214,774 18,183,427 All Other Funds FY2025 CIP 1,425,000 $ - FY2025 Supplementals FY2025 TOTAL Budget $ $ - 1,425,000 52,900 - - 52,900 1,123,700 79,800 - 900,000 979,800 1,271,600 921,600 - - 921,600 37,303,400 152,000 67,543,700 - 67,695,700 Total Other Funds $ 19,849,265 $ 41,094,200 $ 2,631,300 $ 67,543,700 $ 900,000 $ 71,075,000 Total Engineering $ 28,766,276 $ 111,927,100 $ 9,352,500 $117,458,900 $ 4,220,000 $ 131,031,400 AUTHORIZED POSITIONS Division FY2023 FY2024 FY2025 Administration 5.00 5.00 5.00 Project Management 8.00 8.00 8.00 Traffic Signals 4.00 4.00 4.00 Traffic Management 5.00 6.00 6.00 Total Full-Time 22.00 23.00 23.00 Total Part-Time (FTE) - - - Total Engineering 22.00 23.00 23.00 148 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Engineering FY2025 GOALS & OBJECTIVES • Improve the scope/cost estimation of CIP projects. • Identify legally acceptable, best practices for recording traffic cameras. • Evaluate funding and service levels of our public transit by the end of FY2026. • Integrate optimized traffic signal software to improve timing, synchronization, and traffic flow by the end of FY2026. • Complete the design, bid and construction of the roadway improvements on Camelback Road by the end of FY2027. • Complete the design and solicit bids for the roadway and bridge improvements on Estrella Parkway by the end of FY027. FY2024 ACCOMPLISHMENTS • Continued focus on a five-year CIP that is fully funded and deliverable. • Completed 13 CIP projects including the special CIP projects programmed for delivery. o Police Department Operations Building – Phase II o Fire Station 188 o Bullard Widening – South at Van Buren • The Transportation Master Plan (TMP) update launched in August 2022. The team has facilitated 3 Working Groups/Study Teams, conducted internal/external Focused Interviews, hosted 2 Public Surveys, and held 12 Public Engagement meetings. A draft of the TMP for public review will be available in November and Final Plan presented to Council in December. • Strategized short- and long-term options to improve traffic flow along Cotton Lane considering the uncertainty of Prop 400E and share findings. o Short-term strategy – Designed and completed a construction project at Cotton Lane and Yuma Road to improve traffic flow and intersection efficiency. o Long-term strategy – ADOT will construct loop 303 south from Van Buren to MC85. • Created and implemented city-wide traffic management guidelines balancing consistency and customization. 149 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Engineering • Completed Priority Traffic Optimization Projects at the following locations: • • • • PebbleCreek Parkway & Virginia Avenue: Median Improvement/Curb Alignment Estrella Parkway & Roosevelt Street: Addition of a Second Northbound Turn Lane Estrella Parkway - Illini to Elwood: Scalloped Street Elimination/Roadway Widening Litchfield Road & McDowell Road: Lengthening of Westbound Left Turn Lane PERFORMANCE MEASURES Focus Area Fiscal and Resource Management Measure Complete Public Stuff requests for street lights within three days Description It is important to respond to street light requests as it impacts quality of life and is also critical to maintain city infrastructure. FY2022 Actual 84% FY2023 Actual 94% FY2024 Target 90% FY2024 Estimate 98% FY2025 Target 90% 150 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Parks & Recreation PARKS & RECREATION DEPARTMENT OVERVIEW Through quality programs, services, and facilities, the Parks and Recreation Department enhances the quality of life and fosters a sense of community for Goodyear residents. Programs, activities, and facilities instill a sense of community pride by providing opportunities for the community to gather, recreate, and develop lasting relationships in a well maintained and attractive city. The department is responsible for operating and maintaining public parks and rights-of-way, recreation and aquatic programs, library services, and arts and culture. The department also operates the Goodyear Ballpark and associated state-of-the-art baseball facilities. These facilities host Major League Baseball (MLB) Spring Training as well as public/private events year-round. Working with the Parks and Recreation Advisory Commission and the Arts and Culture Commission, the department provides safe parks and diverse programs that promote active lifestyles and community events. Arts & Culture The division enhances the sense of community and quality of life in Goodyear. This is accomplished through the promotion and organization of public and community art projects, exhibitions, community and regional events, and the celebration of the fine and performing arts. Library Operations The Georgia T. Lord Library, located at the new Goodyear Civic Square, opened on August 1, 2022. The two-story, 24,000-square-foot library features a dedicated children’s area, exterior patio, café, public computers, dedicated teen space, study/meeting rooms, and multiple collaboration spaces. The library is one of 17 branches in the Maricopa County Library District, providing customers access to nearly 500,000 physical materials district-wide and more than 16.4 million downloadable materials. Park Operations The division manages and maintains 252 acres in 20 public parks. The division ensures parks and amenities are clean, safe, attractive and well-maintained. The division also oversees park planning/development, renovation, land acquisition, and third-party lease agreements. Right-of-Way (ROW) The division is responsible for the maintenance and care of over 26 million square feet of citymaintained right-of-way and medians. The division also oversees the maintenance and care of over 850 acres of unimproved city property. The ROW division maximizes resources by utilizing a contract service provider to ensure these areas are clean, safe, and aesthetically pleasing. 151 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Parks & Recreation Recreation Operations The 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. Recreation program areas include youth and adult sports, active adult activities, community special events, classes, fitness programs, and facility rentals. This division also operates the 48,000-square-foot Recreation and Aquatics Center, which features a teen center, multi-use gymnasium, indoor walking track, multipurpose rooms, fitness areas, play pool with spray features, lazy river, slides, and a competition pool. The Goodyear Recreation Campus serves as the main hub for all parks and recreation activity, reservations, rentals, and program registrations. The facility is one of the busiest in the state, serving over 400,000 visitors annually. Aquatics The division is responsible for the operation of the Loma Linda neighborhood pool, as well as the new aquatics facility at the Goodyear Recreation Campus. Programs include swim lessons, swim/dive teams, open swim, fitness classes and private pool rentals. The division also ensures the highest safety standards regarding operational and lifeguarding best practices, general pool maintenance and compliance with Maricopa County regulations. In addition to the two city-owned and operated pools, a long-term partnership agreement with the YMCA also provides recreational swim opportunities for the community. Ballpark Operations The division is responsible for the business operations of Goodyear Ballpark and associated stateof- the-art baseball facilities. The 108-acre site is the Spring Training and year-round player development home of the Cleveland Guardians and Cincinnati Reds. The site is comprised of a 10,311-seat ballpark and related facilities and amenities. Business operations include tickets sales, concessions, corporate partnerships and marketing, as well as event solicitation, development, coordination and facilitation. On average, Goodyear Ballpark attracts 130,000 attendees to MLB Spring Training. The facility also hosts more than 80 events annually, such as youth and adult regional and national baseball tournaments, city signature events, graduations, and festivals. Ballpark Maintenance The division is responsible for the maintenance and horticultural care of 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, 13 full-sized baseball fields, four half-sized baseball fields, two agility fields, four pitching galleries, four batting tunnels, two 43,000-square-foot club houses, four multipurpose fields, three paved parking lots, common areas, and surrounding rights-of-way. DEPARTMENT BUDGET OVERVIEW The FY2025 General Fund budget of $38.0 million is 43.9% higher than the FY2024 revised budget due to continued active CIP projects in the department’s FY2025 budget. The increase is also due to citywide compensation and benefit increases, carryover funding from the prior fiscal year and supplemental requests of approved one-time and ongoing additions in the amount of $4.9 million. 152 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Parks & Recreation The FY2025 Ballpark Fund budget of $20.4 million is 9.4% higher than the FY2024 revised budget, mostly due to citywide compensation and benefit increases, carryover funding from the prior fiscal year, and $1.3 million for ongoing and one-time funded supplementals. In addition, Parks & Recreation has its own 10-year asset management plan replacement fund for parks, right-of-way, and rolling stock assets. The FY2025 Asset Management Replacement Fund budget is $2.2 million. The Proposition 302 Tourism Fund is a special revenue fund with a budget of $0.3 million in FY2025 to be used for advertising per the proposition guidelines. CIP Project Highlights Major FY2025 capital projects in the Parks & Recreation department include Loma Linda Park site improvements, Civic Square Park modifications, library services master plan and Goodyear Sports Complex (I-10 Basins) study. Major FY2025 capital projects for the Goodyear Ballpark include replacement of seating, field renovations, HVAC units and controllers, and retaining wall replacement and drainage repair at the Guardians Development Complex. EXPENDITURES BY FUND AND DIVISION General Fund Division Administration $ FY2023 Actual FY2024 Revised Budget FY2025 Base Budget 1,017,273 $ $ 1,034,200 1,463,600 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 1,463,600 Art & Culture Administration 1,518,842 1,727,100 1,865,500 - 26,000 1,891,500 Operations 5,501,611 6,027,800 6,184,800 - 10,000 6,194,800 Right-of-Way 2,251,872 2,716,000 2,831,900 - - 2,831,900 394,597 525,100 525,100 - - 525,100 Recreation Operations 1,822,521 1,875,000 1,828,700 - - 1,828,700 Recreation Operations- Aquatics 1,400,808 1,644,000 1,628,500 - - 1,628,500 Goodyear Rec Campus 1,831,758 2,127,600 2,269,500 - 122,200 2,391,700 - 200,000 200,000 - - 200,000 Library 1,139,291 1,432,700 1,478,900 - - 1,478,900 1-Time- All Divisions 2,034,699 7,088,500 8,752,400 4,061,900 4,739,000 17,553,300 Total General Fund $ 18,913,272 $ 26,398,000 $ 29,028,900 $ 4,061,900 $ 4,897,200 $ 37,988,000 Right-of-Way - CFD Service Goodyear Rec Campus- Aquatics Ballpark Fund Division Business Operations $ FY2023 Actual FY2024 Revised Budget FY2025 Base Budget 1,585,817 $ $ 1,714,400 1,748,600 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ 33,000 $ 1,781,600 Maintenance Operations 4,193,677 5,297,600 5,792,500 - - 5,792,500 Debt Service 9,993,236 9,996,800 10,001,800 - - 10,001,800 891,453 1,626,900 48,200 1,524,900 1,234,000 2,807,100 Total Ballpark Fund $ 16,664,183 $ 18,635,700 $ 17,591,100 $ 1,524,900 $ 1,267,000 $ 20,383,000 1-Time- All Divisions 153 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Parks & Recreation Other Funds FY2023 Actual Fund Ballpark Capital Replacement $ 792,282 FY2024 Revised Budget FY2025 Base Budget $ $ 4,045,800 1,497,300 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 1,497,300 Parks Asset Management 1,434,697 3,403,300 2,205,200 - - 2,205,200 Prop 302 Fund (Tourism) 312,411 300,000 300,000 - - 300,000 Grants 1-Time- All Divisions Total Other Funds $ 11,000 2,000 - - - - 204,789 370,200 360,800 4,128,900 - 4,489,700 4,363,300 $ 4,128,900 $ $ 50,983,300 $ 9,715,700 $ 6,164,200 2,755,178 Total Parks & Ballpark $ 38,332,634 $ 8,121,300 $ 53,155,000 $ - $ 8,492,200 $ 66,863,200 AUTHORIZED PERSONNEL Division Administration FY2023 FY2024 6.00 7.00 FY2025 7.00 Art & Culture Administration 8.50 8.50 8.50 Operations 28.10 32.10 32.10 Right-of-Way 7.00 9.00 9.00 Recreation Operations 16.57 18.07 18.07 Rec Campus - Rec Operations 10.90 13.30 14.80 Aquatics 22.80 19.40 19.40 Business Operations 14.40 14.40 15.33 Maintenance Operations 33.60 33.60 33.60 Total Full-Time 93.00 104.00 105.00 Total Part-Time (FTE) 54.87 51.37 52.80 Total Parks & Recreation 147.87 155.37 157.80 FY2025 GOALS & OBJECTIVES • Implement and execute the city-wide/department plans: o City Strategic Plan o Parks and Recreation Strategic Operations Plan o Parks and Recreation Master Plan o Annual Public Art Plan o Library Master Plan • Deliver projects as outlined in the FY2025 Capital Improvement Plan on time and on budget. Major projects include the design of the Bullard Wash Trail Expansion and the renovation design of the Goodyear Community Park. Ensure successful facilitation of the 2025 Spring Training Season. Complete and execute the FY2025 Asset Management Program to improve and renovate existing parks, facilities, rights of way, and Goodyear Ballpark. 154 • • TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Parks & Recreation Continue developing the Department’s Safety Program and maintain good standing with OSHA’s Volunteer Protection Program (VPP). Continue development/implementation of the Heat Illness Prevention Program. • FY2024 ACCOMPLISHMENTS • Completed the Library Master Plan which was adopted by City Council in May of 2024. • Completed the 2023 Parks and Recreation Master Plan which was adopted by City Council in November of 2023. • Delivered projects in the FY2024 CIP Plan on time and within budget. o Field Renovations and maintenance shop improvements at Goodyear Ballpark and training complexes o Loma Linda Pool Improvements o Various ROW improvements as outlined in the CIP plan o Amenities replacement and improvements throughout the park system • Hosted 22 signature and community events with attracting more than 90,000 in attendance. • The Georgia T. Lord Library facilitated 191,000 annual visitors and circulated more than 430,000 collection materials. • The Goodyear Recreation and Aquatics Center served over 420,000 visitors. An increase of 12% compared to FY23. • Nearly 150,000 fans (a 13% increase compared to the previous year) attended Spring Training, with 65% traveling to Goodyear from outside the area. • Over 1,208,400 visits to Goodyear parks. • Initiated and completed the Goodyear Sports Complex Feasibility Study (I-10 Basins). PERFORMANCE MEASURES Focus Area Measure Safe and Vibrant Community Earn a minimum overall satisfaction rating of 4.5 (on a 5-point scale) from spring training Description On average, 143,000 attendees visit Spring Training at Goodyear Ballpark. Delivering an exceptional fan experience, providing outstanding customer service, and ensuring the facility is well maintained is critical to the overall success of spring training. FY2022 Actual 4.60 Focus Area Measure Description FY2022 Actual 40% FY2023 Actual 4.50 FY2024 Target 4.50 FY2024 Estimate 4.60 FY2025 Target 4.50 Economic Vitality Attract at least 60% of "out-of-town" attendees annually to capitalize on the economic impact of spring training According to the Cactus League, Goodyear Ballpark contributes $26.9 million to the state's Gross Domestic Product (GDP). Out of town spring training attendees support Goodyear's economy by staying in hotels, dining and shopping. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 60% 60% 65% 60% 155 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Parks & Recreation Focus Area Economic Vitality, Safe and Vibrant Community Measure Overall percentage rating of condition audit for right of way will average 90% or above The ROW Division is responsible for maintaining over 26 million square feet (approx. 600 acreas) of highly visible rights-of-way.To ensure these areas are properly maintained, Description the goal is to achieve a 90% score. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target **N/A 95% 90% 91% 90% ** New performance measure Focus Area Safe and Vibrant Community Measure Recreation programs will earn a minimum of 90% excellent or above average ratings from program participants Description/ Explanation FY2022 Actual 93% Focus Area Measure Description FY2022 Actual 90% Focus Area Measure Description FY2022 Actual 92% Focus Area Measure Description/ Explanation FY2022 Actual 139,937 The Recreation Division offers a variety of programs and activities for all ages and abilities. Participants are surveyed at the conclusion of each program to determine effectiveness, success and overall program quality. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 94% 93% 93% 90% Safe and Vibrant Community Park maintenance audit scores will average 90% or above Parks Division maintains 252 acres in 19 parks. Each park is audited quarterly to evaluate overall conditions (turf, vegetation, sports fields, lighting, paths, playgrounds, etc.). FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 89% 90% 89% 90% Safe and Vibrant Community Arts and Culture programs will earn a minimum of 90% excellent or above average ratings from program participants The Arts & Culture Division offers a variety of performing and visual art programs. Participants are surveyed at the conclusion of each program to determine effectiveness, success and overall program quality. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 96% 96% 96% 96% Safe and Vibrant Community Attract a minimum of 175,000 visitors to the Goodyear Library annually Goodyear's library provides access to a vast network of materials, programs and resources for all ages and abilities. Through this effort, the library serves as a primary hub for the community. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 180,000 190,000 190,964 195,000 156 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Parks & Recreation Focus Area Measure Description FY2022 Actual 94% Focus Area Measure Description FY2022 Actual 4.14 Safe and Vibrant Community Goodyear Library will earn a 90% customer service satisfaction rating annually Maintain overall customer service quality by ensuring staff are approachable, knowledgeable, and responsive and facilities are well maintained. FY2024 Estimate FY2025 Target FY2023 Actual FY2024 Target 92% 93% 95% 96% Safe and Vibrant Community Ensure the physical collection in the Goodyear Library has a minimum annual turnover rate of 6. Turnover rate measures the activity of the library's collection, indicating the average number of times each unit is circulated. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 6.61 6.00 5.07 6.00 157 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Public Works PUBLIC WORKS DEPARTMENT OVERVIEW The Public Works Department provides essential trash/bulk/recycling collection and street maintenance/sweeping services to our residents and internal services to support other city departments, including maintenance of city-owned fleet vehicles and facilities. Solid Waste This division performs the essential tasks of mandated inspections, bulk collections, and enhanced recycling through education and oversight of the contracted residential contained refuse/recycling collections. It also manages the distribution and replacement of refuse and recycling containers and coordinates and administers household hazardous waste collection. Fleet Services This 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). It is also responsible for in-house parts inventory management and procurement and dispensation of the city’s bulk fuel sites. Facilities Management The division manages all aspects of delivering a facility maintenance program for city facilities and related equipment and systems, and tenant services. Examples include fire and life safety systems, custodial, landscaping, cooling and heating systems, plumbing, pest control, small facility improvement projects, asset management, and handling of special requests. Streets Maintenance This division maintains city’s roadways and associated infrastructure and has three functional teams: Pavement Management This team assesses existing pavement conditions, and plans, and implements pavement preservation, and rehabilitation projects on over 1,100 lane miles of roadways. This team also manages a special program for assuring the integrity of the bridges. Street Repair The team maintains city streets, sidewalks, and unimproved Right-of-Way, and performs repairs of asphalt and concrete. 158 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Public Works Sweeper Operations This team sweeps city streets, which improves residents’ quality of life and air quality by removing debris from roadways to help prevent particulates from becoming airborne. Street sweeping also helps keep gutters and storm drains free of debris. DEPARTMENT BUDGET OVERVIEW The Public Works FY2025 General Fund budget is $0.2 million, which is 39.2% higher than the FY2024 revised budget, mainly due to CIP carryovers. The operating budget accounts for increases in citywide compensation and benefits and includes additional budget for an Administrative Assistant and a Fleet Equipment Mechanic. Additionally, $0.5 million in one-time funding are added for supplemental requests. The FY2025 HURF budget is $6.9 million, which is used for Street Maintenance, pavement Management and Sweeper Operations. The FY2025 Solid Waste budget of $10.9 million is 10.6% higher than the FY2024 revised budget. The operating budget reflects increases in citywide compensation and benefits, a new Solid Waste Equipment Operator position, and a one-time funding of $0.5 million for supplemental requests. The attached Supplemental by Department report provides detailed information for all ongoing and one-time funded additions. The FY2025 Fleet Asset Management Plan is budgeted at $12.9 million. This allocation includes $3.9 million for the FY2025 portion of a 10-year plan to replace vehicles citywide, $2.9 million Fleet Asset Management carryover from the previous year, and $6.1 million for vehicles previously included in the Capital Improvement Program. The FY2025 Facilities Asset Management Plan is programmed for $1.8 million. EXPENDITURES BY FUND AND DIVISION General Fund FY2023 Actual $ 651,149 FY2024 Revised Budget $ 671,900 FY2025 Base Budget $ 705,000 3,862,450 4,716,800 4,967,100 - 3,900 4,971,000 Fleet Services 475,221 77,300 - - 110,800 110,800 Environmental Programs Mgmt 792,028 - - - - - Division Administration Facility Administration 1-Time- All Divisions Total General Fund $ 3,814,328 9,595,176 9,017,400 $ 14,483,400 $ FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ 94,800 $ 799,800 354,600 13,435,000 6,026,700 $13,435,000 $ 490,300 14,279,900 699,800 $ 20,161,500 159 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Public Works HURF FY2023 Actual $ 1,098,423 Division Street Maintenance Sweeper Operations Streets Pavement Mgmt FY2024 Revised Budget $ 1,844,900 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 1,782,500 560,660 897,600 977,200 - - 977,200 3,604,966 4,086,500 4,105,400 - - 4,105,400 1-Time- All Divisions Total HURF $ FY2025 Base Budget $ 1,782,500 5,264,049 96,900 $ 6,925,900 50,000 $ 6,915,100 $ - $ - 50,000 $ 6,915,100 Solid Waste Fund FY2023 Actual $ 6,753,746 FY2024 Revised Budget $ 1,114,500 FY2025 Base Budget $ 1,066,000 Trash- Contained 511,850 5,952,800 6,394,400 - - Trash- Uncontained 11,526 1,009,300 1,061,700 - - 1,061,700 - 1,195,800 1,481,500 - - 1,481,500 203,118 21,100 26,600 - 5,800 32,400 1-Time- All Divisions - 535,300 - - 535,200 535,200 Solid Waste Asset Management - - 87,700 - - 87,700 9,828,800 $ 10,117,900 756,800 $ 10,874,700 Division Administration Policy Reserve Risk, IT, Enterprise Total Solid Waste $ 7,480,240 $ FY2025 CIP $ $ FY2025 FY2025 Supplementals TOTAL Budget - $ 215,800 $ 1,281,800 - $ 6,394,400 Other Funds Fund FY2023 Actual FY2024 Revised Budget FY2025 Base Budget 16,551,300 $ 12,886,900 Fleet Asset Management $ 1,355,078 $ Facilities Asset Management $ 716,148 $ All Other Funds Total Other Funds $ FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ - $ 12,886,900 1,810,900 1,292,700 1,810,900 - - 5,551,000 93,200 - - 93,200 2,071,227 $ 23,395,000 $ 14,791,000 $ - $ - $ 14,791,000 Total Public Works $ 24,410,691 $ 54,633,100 $ 37,850,700 $13,435,000 $ 1,456,600 $ 52,742,300 AUTHORIZED POSITIONS Division Administration Facility Administration Fleet Services Container Maintenance Street Maintenance Sweeper Operations Pavement Management Solid Waste Administration Full-Time Part-Time (FTE) Total Public Works FY2023 3.00 16.00 10.00 1.00 6.00 3.00 2.00 12.00 53.00 0.00 53.00 FY2024 3.00 19.00 10.00 1.00 9.00 3.00 2.00 12.00 59.00 0.00 59.00 FY2025 4.00 19.00 11.00 1.00 9.00 3.00 2.00 14.00 63.00 0.00 63.00 160 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Public Works FY2025 GOALS & OBJECTIVES • Plan and implement the relocation of staff from the Calle del Pueblo complex. • Create effective action plans to increase employee engagement, as measured by the annual City employee Q12 Gallup Survey. • Collaborate with Leadership to develop new or updated organizational performance metrics that will effectively measure the health, efficiency, and effectiveness of City’s Public Works operations. FY2024 ACCOMPLISHMENTS • Initiated and applied for a federal voucher under the Energy Efficiency and Conservation Block Grant (EECBG) program, totaling $144,130, by submitting the Energy and Conservation Strategy. This initiative will provide us with an electric vehicle strategy. • In FY2024, we performed a total of 12 public outreach events including booths, school visits, presentations, and participation in HOA Meetings. In December 2023, we conducted a recycling waste audit in the Estrella Vista community, following up on a similar audit performed in the same area last year. The results indicated a positive impact from our outreach and education efforts, reducing contamination from 24% to 20%. Another audit is scheduled for Spring 2024 in the Centerra community. Additionally, we've increased inspections in high-contamination areas, resulting in our inspectors distributing a total of 1,296 educational tags. This effort will persist as an ongoing initiative. • Completed Facilities Master Plan. • Continued working with vendor to evaluate feasibility of use of solar panels to lower city’s energy cost. Staff is evaluating the proposal from vendor. • We initiated a Master Planning project for the Municipal Operations Complex to determine exact phasing, budgeting, and scheduling needs. This plan will address field employee staffing and facilities’ needs at Calle del Pueblo, Public Works divisions, Development Services divisions, Fire Resource Center, and a temporary Impound Lot for the Police Department. PERFORMANCE MEASURES Focus Area Measure Description FY2022 Actual 99% Safe and Vibrant Community Residential Solid Waste Collection This measure shows the average percentage of collections completed as scheduled. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 99% 99% 99% 99% 161 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Public Works Focus Area Measure Safe and Vibrant Community Facilities Preventative Maintenance (PM) Description This measure calculates the percentage of PMs completed within 30 days after release to the technician. The measure will focus on maintaining this goal as new facilities are built. FY2022 Actual 95% FY2023 Actual 90% FY2024 Target 90% FY2024 Estimate 93% FY2025 Target 93% Focus Area Measure Safe and Vibrant Community Fleet Preventative Maintenance (PM) Description This measure calculates the percentage of preventative maintenance services completed on schedule. FY2022 Actual 97% FY2023 Actual 99% FY2024 Target 99% FY2024 Estimate 100% FY2025 Target 100% Focus Area Measure Fiscal and Resource Management Complete Public Stuff requests for street maintenance within four business days Description It is important to respond to street maintenance requests in a timely manner to repair or protect against roadway hazards such as potholes to avoid damage to vehicles, limit our liabilities, and to maintain city infrastructure in a fiscally reponsible manner. FY2022 Actual 50% FY2023 Actual 80% FY2024 Target 90% FY2024 Estimate 85% FY2025 Target 90% Focus Area Measure Fiscal and Resource Management Complete Public Stuff requests for street sweepers within four business days Description It is critical to be responsive to these requests for maitaining clean streets, as this relates to quality of life. FY2022 Actual 33% FY2023 Actual 95% FY2024 Target 92% FY2024 Estimate 100% FY2025 Target 95% 162 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Water Services WATER SERVICES DEPARTMENT OVERVIEW The Water Services Department provides essential services to our residents in the areas of water and wastewater utilities and stormwater. Administration The division provides managerial oversight to all divisions in Water Services. This division manages the department's capital improvement program, establishing needs and generating scope, schedule, and budget for increased capacity and asset management projects. This division also administers budget and procurement and oversees safety, employee development, and the department's overall operational readiness. Water The division manages, protects, and ensures the city’s water system will reliably provide needed water supplies for our customers. Operates the water system including the production, treatment, storage, and delivery of safe drinking 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. Water Resources The division ensures the city’s water resource portfolio will meet existing and committed development for 100 years. Oversees the annual availability of water and works on providing long-term water resources in compliance with the Assured Water Supply regulations. The team balances water supply and water consumption through the conservation program. Wastewater The division ensures the city's water resource portfolio will meet existing and committed development for 100 years. It oversees the annual availability of water and works on providing long-term water resources in compliance with the Assured Water Supply regulations. The team balances water supply and consumption through the conservation program. Environmental Programs The division is responsible for managing programs that protect and enhance the public health and environment in the areas of water and wastewater quality, pretreatment and stormwater. This team oversees the department's compliance with the Arizona Department of Environmental Quality (ADEQ) and Environmental Protection Agency (EPA) regulations. 163 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Water Services DEPARTMENT BUDGET OVERVIEW The FY2025 Water Fund budget of $51.4 million is 5.8% higher the FY2024 revised budget mainly due to citywide compensation and benefits increases and the addition of a Water Treatment Supervisor and Utility Locator positions, as well as one-time funding for a well impact analysis. The Wastewater Fund FY2025 budget of $41.2 million is 12.7% lower than the FY2024 revised budget, mainly due to fewer Capital Improvement Projects in FY2025. The operating budget includes citywide compensation and benefits increases, the addition of a Wastewater Treatment and a Utility Maintenance Supervisor position, as well as a $1 million supplemental request for operating costs to send brine, a byproduct of water treatment process, to Palo Verde Nuclear Power Station. EXPENDITURES BY FUND AND DIVISION Water Fund Division Administration FY2023 FY2024 Actual Revised Budget $ 1,052,932 $ 1,366,400 FY2025 Base Budget $ 1,424,700 FY2025 CIP $ FY2025 Supplementals - $ 4,900 FY2025 TOTAL Budget $ 1,429,600 Operations Maintenance 1,434,534 2,020,900 1,898,400 - 76,400 Distribution System 2,013,958 3,043,000 2,435,000 - 99,300 2,534,300 Production 4,057,241 4,336,700 2,342,800 - - 2,342,800 Surface Water Treatment 5,140,049 6,278,800 6,298,300 - - 6,298,300 Ground Water Treatment - - 2,046,600 - 155,100 2,201,700 Water Quality 582,128 682,800 710,500 - - 710,500 Water Resources 5,236,882 7,089,300 7,137,100 - - 7,137,100 Debt Service 8,728,102 8,714,100 11,296,800 - - 11,296,800 - 4,904,000 5,888,900 - - 5,888,900 8,194,561 324,100 224,800 - 12,300 237,100 295,823 9,821,100 1,388,800 4,612,400 274,500 6,275,700 Policy Reserve Risk, IT Enterprise 1-Time- All Divisions Water Asset Mgmt - - 3,058,900 Total Water Fund $ 36,736,211 $ 48,581,200 $ 46,151,600 $ 4,612,400 $ 1,974,800 - 3,058,900 622,500 $ 51,386,500 Wastewater Fund Division Administration FY2023 FY2024 Actual Revised Budget $ 945,318 $ 1,334,100 FY2025 Base Budget $ 1,342,800 FY2025 CIP $ FY2025 FY2025 Supplementals TOTAL Budget - $ 1,004,200 $ 2,347,000 Operations Maintenance 1,729,379 2,001,200 2,188,300 - 71,500 2,259,800 Collection Systems 3,142,469 3,858,000 4,761,300 - - 4,761,300 Environment 878,653 996,400 1,016,600 - - 1,016,600 Reclamation 976,309 1,308,000 1,332,500 - 153,500 1,486,000 Reclamation Corgett 223,032 266,000 253,900 - - 253,900 Reclamation Goodyear 1,891,783 1,975,000 1,975,800 - - 1,975,800 Reclamation Rainbow Valley Debt Service Policy Reserve Risk, IT, Enterprise 1-Time- All Divisions Wastewater Asset Management 321,815 358,900 359,500 - - 359,500 3,440,340 5,793,000 5,386,900 - - 5,386,900 3,666,700 - 3,493,900 3,666,700 - - 91,540 342,000 302,000 - 12,900 314,900 3,905,468 25,537,000 857,500 11,109,600 57,000 12,024,100 - - 2,430,200 2,962,000 Total Wastewater Fund $ 17,546,106 $ 47,263,500 $ 25,874,000 $ 14,071,600 $ - 5,392,200 1,299,100 $ 41,244,700 164 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Water Services Other Enterprise Capital Funds Fund Enterprise Revenue Bonds Enterprise DIF FY2023 FY2024 Actual Revised Budget $ 357,316 $ 30,246,300 2,164,454 56,261,400 Total Stormwater (General Fund) $ 2,521,771 $ 86,507,700 FY2025 Base Budget $ 1,527,900 FY2025 FY2025 CIP Supplementals $ 53,062,800 $ 42,812,300 $ - FY2025 TOTAL Budget $ 53,062,800 44,340,200 $ $ 95,875,100 - $ 97,403,000 FY2025 Supplementals - $ 1,527,200 - $ 1,527,200 FY2025 TOTAL Budget $ 958,900 1,527,200 $ 2,486,100 1,527,900 Stormwater (General Fund) FY2023 FY2024 FY2025 Base Fund Actual Revised Budget Budget Stormwater $ 792,028 $ 963,700 $ 958,900 1-Time- All Divisions 5,887,200 Total Stormwater (General Fund) $ 792,028 $ 6,850,900 $ 958,900 Total Water Services $ 57,596,115 $ 189,203,300 $ 74,512,400 $ FY2025 CIP $ $114,559,100 $ $ 3,448,800 $ 192,520,300 AUTHORIZED POSITIONS Division Storm Water Water/Wastewater Administration Water/Wastewater Maintenance Water Distribution Water Production Groundwater Treatment Water/Wastewater Quality Water Resources Wastewater Collections Reclamation Full-Time Part-Time (FTE) Total Public Works FY2023 FY2024 4.10 10.00 13.00 12.00 9.00 0.00 8.90 4.00 13.00 13.00 87.00 87.00 4.10 10.00 13.00 12.00 8.00 2.00 8.90 4.00 14.00 13.00 89.00 89.00 FY2025 4.10 10.00 14.00 13.00 8.00 3.00 8.90 4.00 14.00 14.00 93.00 93.00 FY2025 GOALS & OBJECTIVES • Complete the update to the Integrated Water Master Plan. • Complete the Brine Management Project. • Complete the rerate of the Goodyear (157th Avenue) Water Reclamation Facility and begin long lead purchases for the 2.0 million gallon per day expansion. • Complete the design of the 1.25 million gallon per day expansion of Rainbow Valley Water Reclamation Facility. • Develop a merit program to reward staff that obtain Arizona Department of Environmental Quality certifications beyond what is required for their position. 165 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Water Services FY2024 ACCOMPLISHMENTS • Worked with the Finance Department to complete a five-year financial revenue and expenditure model. Actively worked on revenue projections and budget development and successfully reduced operational needs such that we did not need to revise the current, adopted rate plan. • Developed and began work with a Citizen Water Advisory Committee that will make water policy recommendations to Mayor and Council. • Completed an application to modify our designation of assured water supply. • Updated the city website for the newly created Water Services Department. • Completed a Brine Pilot Study and selected technology and strategy for Brine Disposal. Obtained Council approval of strategy and Agreement with Arizona Public Service. • Implemented a Position-Based Training project to ensure staff receive proper safety training, support daily operations, and help staff develop career progression pathway. • Completed an Agreement with Perryville Prison for Grinder Station Operations and Maintenance to include fully funding the costs. Created a CIP project and began design on the improvements to expand the station. PERFORMANCE MEASURES Focus Area Measure Description FY2022 Actual Goodyear - 19% Corgett - 38% Rainbow Valley - 38% Safe and Vibrant Community Wastewater Treatment Capacity This measure tracks that each individual Water Reclamation Facility maintains a level of treatment capacity above average flows. The measure identifies the available capacity at each plant rather than the total or average capacity of all plants combined. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target Goodyear - 19% Corgett - 41% Rainbow Valley - 29% Goodyear - 15% Corgett - 36% Rainbow Valley - 20% Goodyear - 10% Corgett - 40% Rainbow Valley - 28% Goodyear - 15% Corgett - 36% Rainbow Valley - 20% Focus Area Measure Safe and Vibrant Community Utility Infrastructure Improvements Description This measures the completion of projects identified as part of a capital plan to maintain safety and reliability in water treatment and delivery and wastewater collections and treatment. FY2022 Actual FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 57% 57% 57% 33% 57% *Equipment and material delays/shortages impacted project completion in FY2022, FY2023, and projected FY2024 completions. 166 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Water Services Focus Area Measure Description FY2022 Actual 66% Safe and Vibrant Community Water System Production Redundancy This measure calculates the maximum ratio between demand and production. Redundancy in water production allows for reliability of service during peaks, equipment failure, and absorption of growth. Lower ratios indicate higher redundancy. FY2023 Actual FY2024 Target FY2024 Estimate FY2025 Target 64% 60% 68% 60% 167 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Non-Department Non-Department BUDGET OVERVIEW Certain expenditures are not directly tied to department operations but none the less are included in our budgeted expenditures for the year. Those categories and amounts are described below. • • • • • Contingency & Reserves: This is made up of two distinct items. Contingency & CIP Reserve. Contingency funds are specifically programmed into the budget to address funding for unforeseen events or needs. Budgets in this object code are supported by actual cash amounts. CIP reserves are current year available funds that are allocated to future years of the adopted CIP. These funds are set aside to accelerate future year CIP projects. Any use of CIP Reserves for current year projects will have an impact on future year CIP funding. Budget Authority: The Budget Authority account has equal revenue and expenditures programmed into the budget to ensure the city has adequate spending authority if new revenues such as grants or fund balances exceeding projections become available. This account is only used if verifiable unaccounted for revenue is available. Non-Dept Debt: This includes all city-wide and community facilities district (CFD) related debt. Non-Dept Expenditures: These dollars are programmed to track specific development impact fee reimbursements or specific development agreement reimbursements. Policy Reserve: Non-departmental Policy Reserve is equal to 15% of ongoing revenue in the General Fund per the adopted financial policy. These reserves are part of the city’s ‘rainy day’ funds. NON-DEPARTMENTAL EXPENDITURES Item Contingency & Reserves Budget Authority Non-Dept Debt Non-Dept Expenditures Policy Reserve All Funds FY2024 FY2025 Revised Budget TOTAL Budget $ 47,199,800 $ 85,882,000 15,234,700 15,000,000 49,777,500 53,389,200 7,209,000 8,899,400 40,225,400 44,632,700 Total Non-Department $ 159,646,400 $207,803,300 168 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Debt Service Overview 169 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona DEBT SERVICE SUMMARY DEBT MANAGEMENT The city of Goodyear uses General Obligation (G.O.), Revenue, Public Improvement Corporation (PIC), Excise Tax Bonds, and Improvement District (ID) 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) and Excise Tax financed debt are backed by an excise tax pledge. Excise taxes include city sales and use tax, state shared revenues, franchise fees, licenses, fines and forfeitures or other undesignated General Fund revenues. ID bonds debt service is paid for by the property owners and are backed by a lien on the property. The City Council has adopted financial policies that include debt management, which provides capacity to build capital projects while also maintaining conservative financial practices. The main objectives of the policies are to evaluate all possible funding mechanisms and utilize debt structure that matches the useful lives of the financed projects being financed. Financial policies also place constraints on the amount of debt that can be issued. These policies include a cap on the combined property tax rate that limits the amount of secondary property tax supported G.O. Bonds that can be issued, 10% of revenue limit on General Fund debt service, and coverage ratios. Short-term debt restrictions are also included in the policies. For further detail on the cities debt management policies, refer to the City Council approved financial policies section in this book. Bond funding allows the city to continue to place a high priority in infrastructure investments to attract and service future development. The FY2025 CIP includes $89.0 million in bond funding to pay for various projects. This amounts to 11% of the total planned expenditures and 33% of the total fiscal year capital improvement plan. The table below shows the FY2025 bond funded capital improvement projects. For further detail about each project see the CIP section in this book. 170 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona BOND FUNDED PROJECTS 61015 - Imprvmnts to Palo Verde Nuclear Gen Station $ 15,500,000 17.4% 60077 - Rainbow Valley Water Reclamation Facility Design & Expansion 15,000,000 16.9% 60034 - Brine Disposal 14,180,800 15.9% 42038 - Camelback Road - SR303 to 152nd Ave 11,095,000 12.5% 42058 - McDowell Road - Litchfield to Dysart 10,451,000 11.7% 60110 - Rainbow Valley Water Reclamation Facility Ops Improvements 8,382,000 9.4% 42089 - Indian School Road - Perryville to Citrus 3,700,800 3.8% 30010 - Fire Station's 182 Renovation & Battalion Chief Quarter's 3,342,000 4.2% 50059 - Bullard Wash Extension to Ballpark 2,285,000 2.6% 42046 - Cotton Lane - Estrella Parkway to Cotton Lane Bridge 1,911,800 2.1% 30015 - Fire Resource Management Facility 1,760,500 2.0% 30008 - Fire Station 183 Renovation & Ambulance Section 941,400 1.1% 42052 - Bullard Ave Celebrate Life Way to Roosevelt 360,000 0.4% 35003 - Police Building Phase II Total $ 63,600 0.1% 88,973,900 100.0% TOTAL OUTSTANDING DEBT The total outstanding debt service requirements by bond type for the city as of July 1, 2024, is $565,128,429. TOTAL DEBT SERVICE REQUIREMENTS OUTSTANDING Total Debt Remaining Maturity Bond Type Dates Principal Interest Service Requirements to Maturity General Obligation (G.O.) Bonds 07/01/2024-07/15/2043 $ 195,721,000 $ Excise Tax and Public Improvement Corporation (PIC) Bonds 07/01/2024-07/01/2032 69,730,000 11,784,554 81,514,554 Improvement District Bonds 01/01/2025-01/01/2031 15,545,000 1,959,485 17,504,485 Water and Sewer Revenue Bonds 07/01/2024-07/01/2049 137,002,451 78,433,027 215,435,478 Total 54,952,912 $ 250,673,912 $ 417,998,451 $ 147,129,978 $ 565,128,429 171 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona DEBT SERVICE BY FUND Debt service expenditures include payments of principal, interest, costs of issuance and related costs such as trustee fees and reserve requirements for bonds issued. In FY2025, the city plans to spend $53.4 million on debt service payments. The following table shows the amount of principal and interest payments by fund through maturity year. TOTAL DEBT SERVICE PAYMENTS BY FUND Maturity Year Fund Secondary Property Tax 2041 Ballpark Operating Remaining Principal Total 107,045,362 $ 33,821,817 $ 140,867,179 2032 69,730,000 11,784,554 81,514,554 McDowell Improvement District 2031 15,545,000 1,959,485 17,504,485 Water 2049 139,817,839 75,063,275 214,881,114 Wastewater 2049 31,479,250 10,080,030 41,559,279 Community Facilities Districts 2044 54,381,000 14,420,818 68,801,818 417,998,450.53 $ 147,129,978 $ 565,128,429 Total $ Remaining Interest $ 172 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona DEBT SERVICE BY TYPE GENERAL OBLIGATION (G.O.) BONDS The Arizona Constitution (Article 9, Section 8) provides that the general obligation bonded indebtedness for general municipal purposes may not exceed 6% of the assessed valuation of the taxable property in that city. In addition to the 6% limitation for general municipal purpose bonds, cities may issue general obligation bonds up to an additional 20% of the assessed valuation for water, sewer, artificial lighting, parks, open space, recreational facility improvements, public safety, streets, and transportation. GENERAL OBLIGATION (G.O.) BONDS General Municipal Purpose Water, Sewer, Lighting, Parks, Public Bonds Constitutional Debt Capacity 6% Debt Limit of Assessed Valuation $ Outstanding Debt Allowable Borrowing Capacity $ Safety, Open Space, Streets, Transportation and Parks 20% 141,858,600 $ 472,862,100 (39,216,300) (109,626,700) 102,642,300 $ 363,235,400 173 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona OUTSTANDING DEBT G.O. Bond issuance is aligned with the financial policy to maintain a combined property tax rate of $1.74 or lower. The total outstanding debt as of July 1, 2024, for G.O. Bonds is $250,673,912 which includes both principal and interest. GENERAL OBLIGATION DEBT SERVICE BY PURPOSE Purpose Maturity Year Water and Sewer 2037 Street and Highway Outstanding G.O. % of Total G.O. Bonds Bonds 48,721,037 19.44% 2041 16,318,478 6.51% Transportation 2041 3,755,485 1.50% Parks and Recreation 2038 35,157,852 14.03% Fire Facilities 2041 18,495,852 7.38% Ballpark 2026 2,192,736 0.87% Public Safety 2041 11,801,129 4.71% Public Buildings 2040 45,429,525 18.12% CFD Districts 2043 68,801,818 27.45% 250,673,912 100.0% Total $ $ The city currently pays debt service on existing voter approved G.O. Bonds that support enterprise funds from water and wastewater revenue and property taxes for all other purposes. If water and wastewater revenues are not sufficient to pay the principal and interest on the bonds, the city is required to levy and collect property taxes to pay the debt service. WATER AND SEWER (W&S) REVENUE BONDS Senior lien water & sewer revenue bonds must be approved by voters for projects in which the net revenue received from the project is used to pay for the debt service. The type of revenue used to pay for outstanding debt can come from user charges or fees for service, rent, connection fees, etc. Property taxes cannot be used for payment of the issued debt. Since W&S 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 July 1, 2024, for W&S Revenue Bonds is $216,783,514. 174 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona WATER & SEWER REVENUE BONDS PLANNED DEBT SERVICE PAYMENTS Fiscal Year 2025 Principal Total Debt Payment 2,371,588 $ 5,160,058 $ 7,531,646 2026 2,487,619 5,081,298 7,568,917 2027 2,558,772 4,997,251 7,556,023 2028 2,935,047 4,885,330 7,820,377 2029 3,296,448 4,754,966 8,051,414 2030 3,427,977 4,612,333 8,040,310 2031 3,410,000 4,463,753 7,873,753 2032 3,780,000 4,300,987 8,080,987 2033 3,950,000 4,133,153 8,083,153 2034 4,100,000 3,972,325 8,072,325 2035 4,260,000 3,809,231 8,069,231 2036 4,420,000 3,639,822 8,059,822 2037 4,580,000 3,465,074 8,045,074 2038 4,750,000 3,284,857 8,034,857 2039 6,455,000 3,067,364 9,522,364 2040 6,715,000 2,807,631 9,522,631 2041 6,980,000 2,534,322 9,514,322 2042 6,380,000 2,269,549 8,649,549 2043 6,545,000 2,013,312 8,558,312 2044 6,810,000 1,746,413 8,556,413 2045 7,080,000 1,321,412 8,401,412 2046 7,365,000 1,179,838 8,544,838 2047 7,660,000 911,763 8,571,763 2048 7,900,000 666,363 8,566,363 2049 8,150,000 413,113 8,563,113 8,635,000 289,545 2050 $ Interest Total $ 137,002,451 $ 79,781,062 $ 8,924,545 216,783,513 WATER INFRASTRUCTURE FINANCE AUTHORITY (WIFA) The Water Infrastructure Finance Authority (WIFA) is a loan provided by the Arizona Clean Water State Revolving Fund. This loan is restricted to 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. 175 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona The WIFA Bond was issued to finance solid waste system improvements. The total outstanding debt as of July 1, 2024, for WIFA Bonds is $2,018,795. The following table shows the planned payments through maturity of the loan. WIFA REVENUE BONDS PLANNED DEBT SERVICE PAYMENTS Fiscal Year Principal Interest Total Debt Payment 301,588 $ 35,033 $ 336,621 2026 307,619 28,941 336,560 2025 $ 2027 313,772 22,727 336,499 2028 320,047 16,389 336,436 2029 326,448 9,924 336,372 2030 332,977 3,330 336,307 1,902,451 $ 116,344 $ 2,018,795 Total $ EXCISE TAX AND PUBLIC IMPROVEMENT CORPORATION (PIC) BONDS Excise Tax Excise Tax Bonds were issued in FY2021 for the purpose of refinancing higher interest rate PIC Bonds issued in 2011 for the construction or acquisition of city capital improvement projects. These bonds are secured by a pledge of certain city excise taxes and state share revenues. Issuance of these bonds does not require voter authorization. Although there is no statutory limitation as to the amount of bonds that may be issued, 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 pledged revenue sources must be at least 150% to 100% of projected debt service. Public Improvement Corporation (PIC) Bonds The City of Goodyear 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 taxes and issuance of these bonds does not require voter authorization. The 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 leasepurchase contract. 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- 176 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona 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 pledged revenue sources must be at least 150% to 100% of projected debt service. PIC bonds are primarily related to the ballpark facilities and include a component for a city office complex. PIC bond debt service is an obligation of the General Fund. This outstanding debt includes a $10.4 million agreement with the MLB Cleveland Guardians. Under this agreement all the team’s spring training revenues are retained by the city for payment of the $1.2 million annual debt service. If team revenues are insufficient to pay, the debt service payment is made by the team to the city prior to payment due dates. The total outstanding debt as of July 1, 2024, for Excise Tax and PIC Bonds is $81,514,554. EXCISE TAX AND PIC PLANNED DEBT SERVICE PAYMENTS Fiscal Year Principal Interest 7,595,000 $ 2,317,228 $ 9,912,228 2026 7,755,000 2,148,640 9,903,640 2027 7,935,000 1,955,901 9,890,901 2028 8,140,000 1,740,560 9,880,560 2029 7,525,000 1,438,725 8,963,725 2030 7,900,000 1,053,100 8,953,100 2031 8,295,000 689,700 8,984,700 2032 8,625,000 351,300 8,976,300 2033 5,960,000 89,400 6,049,400 11,784,554 $ 81,514,554 2025 $ Total $ 69,730,000 $ Total Debt Payment MCDOWELL IMPROVEMENT DISTRICT (ID) BONDS McDowell Improvement District (ID) Bonds are used to finance infrastructure projects for multiple property owners that have created an Improvement District. The creation of the district requires many 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 ID Bonds that may be issued, however the city requires that all ID Bonds have a loan to valuation ration of four times, which means that the assessed valuation of any parcel of land must be four times greater than the lien amount placed upon it. 177 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona The total outstanding debt as of July 1, 2024, for the McDowell Road Commercial Corridor Improvement District (MRCCID) Bonds is $17,504,485. Assessments may be paid in full by property owners during the year without penalty. IMPROVEMENT DISTRICT BOND PLANNED DEBT SERVICE PAYMENTS Fiscal Year Principal 2025 Interest Total Debt Payment 2,325,000 $ 514,710 $ 2,839,710 2026 2,405,000 444,960 2,849,960 2027 2,490,000 369,203 2,859,203 2028 2,500,000 288,278 2,788,278 2029 2,560,000 204,528 2,764,528 2030 2,665,000 116,208 2,781,208 2031 600,000 21,600 621,600 15,545,000 $ 1,959,485 $ $ Total $ 17,504,485 BOND RATINGS The city’s credit ratings are reviewed by two national bond-rating agencies Moody’s and Standard & Poor’s. The following table shows our current rating for each bond type: Bond General Obligation (G.O.) Excise Tax & Public Improvement Corporation (PIC) Moody’s Aa1 Aa2 Water & Sewer Revenue (W&S) Aa3 Improvement District (ID) Aa2 Standard & Poor’s AA+ AA+ AA (Senior Lien) AA- (Subordinate Lien) A+ 178 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Capital Improvement Program 179 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona CAPITAL IMPROVEMENT PROGRAM (CIP) The city of Goodyear’s Five-Year 2025-2029 CIP plan totals $779.4 million and includes one-time projects of $500,000 or greater excluding vehicles and reimbursements that increase capital assets, or major maintenance that maintains the life of capital assets by at least five years. Projects are categorized by programs that include Transportation, Public Safety, Parks/Ballpark, Water/Wastewater, Asset Replacement and General Government. 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. Overall, the process to develop the Five-Year Plan includes updating detailed project scope/cost/timeline estimates for existing projects, while also performing the same exercise for new projects to ensure alignment with City Council priorities. The overall goal continues to be the development of a full five-year CIP that is 100% deliverable based on existing resources with priority given to those projects identified as part of the strategic plan. While not included in the Five-Year Plan, future projects in years six through ten are included when identifiable and typically emerge as a result of updated master plans within the city and/or from new Infrastructure Improvement Plan (IIP) adoption. The CIP includes calculated use of city resources to support and finance capital projects and includes but isn’t limited to identifying project costs, funding sources, and estimated future operating costs associated with each project. The result of our annual Five-Year CIP plan acts as a sort of roadmap highlighting city priorities and alignment with the City of Goodyear’s Strategic Plan. Projects in the five-year plan have been chosen based on an analysis of existing infrastructure inventory, forecast for future service demand, existing obligations, and availability of funding. CIP resources are generated from voter authorized bonds, development impact fees (DIF), one-time general funds, grants, or user fee revenue or revenue bonds supported from municipal utilities revenues. In some cases, interim financing is required and planned to address timing differences between the collection of DIF over ten or more years and the need for the infrastructure to be available for use by occurring during those years’ growth. CAPITAL IMPROVEMENT PROGRAM DEVELOPMENT CYCLE Departments Prepare Preliminary Project Requests (Ongoing) Departments Submit Project Costing Sheets, Timelines, Operating Costs (December) Departments Complete Final Project Scopes, Costing Sheets, Timelines, Operating Costs (January) Technical Review (January - February)) Present to Council (April) Technical Review (December) City Management Reviews and Approves (March) Adopt First-Year Annual Budget (May) 180 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Staff works continuously to maintain an evolving capital plan. Requests are submitted in a standardized format with detailed information about each project. All information included is important as it assists with all phases of review of the request such as scope, project costs by phase, justification, ongoing operating costs, and the focus areas of the city of Goodyear’s Strategic Plan. Projects not fundable within the five-year plan resources are noted for consideration in future years. The first year of the FY2025-2029 plan is adopted by City Council as part of the FY2025 Budget. The adopted FY2025 CIP budget is $273.7 million, which includes $214.2 million carried over from FY2024. CIP BY FUNDING SOURCE CIP BY DEPARTMENT 181 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Development Impact Fees (DIF) - In 1986, the City Council adopted the DIF, 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 current Infrastructure Improvement Plan (IIP) was adopted by City Council consistent with state laws guiding types of infrastructure and process. Impact fees are currently assessed for: police, fire, parks, wastewater and water. As part of our newly adopted IIP effective April 2024, we will no longer be charging a streets impact fee. Grants – Grant funding is a contribution from one government unit or funding source to another. The contribution is usually made to support a specific program or project 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. Bond sale proceeds must be used for the purposes specified in the bond election. These bonds are funded by revenue generated from secondary property taxes assessed by the city. A successful bond election was held as part of the November 2023 election which authorized the use of additional issuance of bonds for the purposes of Transportation, Public Safety, and Parks. Revenue Bonds – Revenue bonds can be issued 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. 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. MULTI-YEAR PLAN REVIEW PROCESS The CIP brings together projects and needs identified through several capital planning processes including the general plan, master plans, asset management plans, and planned rehabilitation, repair and maintenance schedules. These plans provide a valuable resource for both short- 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. 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 to ensure that we are growing according to our shared vision and strategy: 182 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona • • • • • • • • • 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 2035 General Plan update was approved by residents’ vote in May 2024. The updated General Plan will provide a revised decision-making tool to help guide the city’s growth over the next decade. FACILITY MASTER PLAN Employing a 20-year planning horizon, the citywide Facilities Master Plan was accepted by City Council in April 2016 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 CIP. The CIP includes a project to expand the Municipal Operations Campus for Parks, Streets and Solid Waste operations groups to include administrative and shop space, storage and ancillary space such as laydown yards and parking. An updated Facilities Master Plan was presented to City Council in February 2023. PARKS, RECREATION, TRAILS AND OPEN SPACE 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. In July 2014, City Council adopted this comprehensive plan, 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 and the General Plan Committee. This plan was updated with significant community input in FY2023 and was adopted in FY2024. 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 wellbeing of the city for the next 10 years. TRANSPORTATION MASTER PLAN The Transportation Master Plan is the city’s plan for maintaining and enhancing its transportation system. The plan was last updated in December 2023 and addresses all transportation modes in 183 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona 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 benefits from the systematic planning of transportation to ensure that the short- and longterm needs of the city are met through responsible planning and prioritization of transportation projects. INFRASTRUCTURE IMPROVEMENT PLAN (IIP) The Infrastructure Improvement Plan (IIP) identifies necessary public infrastructure needed to meet the demands of growth over a 10-year period. Infrastructure categories included in the plan are Police, Fire, Parks, Streets, Water, and Wastewater. The city updated the prior plan effective April 2018 as part of the citywide Development Impact Fee (DIF) update. The plan was updated again effective April 2019 to include a new growth area, Northwest Rainbow Valley, for fire, police and street infrastructure categories. In FY2024, a new 10-year IIP was adopted effective January 2024, which removed the streets fee and consolidated the fire fee from a north and a south to a single fee. INTEGRATED WATER MASTER PLAN (IWMP) The IWMP is a composition of four master plans that include the Water Resources Master Plan, the Water System Master Plan, the Wastewater System Master Plan and the Reclaimed Water Master Plan. The IWMP 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 CIP, an Infrastructure Improvement Plan (IIP), and the setting of development impact fees. The CIP will be integral along with the annual costs of services to determine utility rates each year. The 2016 IWMP produced a new five-year CIP which looked at existing customers and improving upon the level of services. A good portion of the CIP includes a wrap up of this five-year plan. A new IIP was completed that used the IWMP information to update existing DIF and if needed, develop new ones. The IWMP also determines the challenges of resources needed for long-range planning. For example, the 100year 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. An update to the IWMP is currently in progress. This update looks at current development trends, provide new projections and update the CIP and IIP accordingly and assist with the Assured Water Supply Designation application. The CIP includes the brine management project. Brine concentrate is a byproduct of the reverse osmosis treatment facilities that produce drinking water and is discharged into the city’s sewer. This creates compliance issues with the wastewater treatment plant, limits the reuse potential of reclaimed water, and is not sustainable. WATER & WASTEWATER INFRASTRUCTURE IMPROVEMENT PROGRAM In January 2021, City Council approved a new five-year Water and Wastewater rate plan to support the improvement of the utility infrastructure throughout the city. The new rate schedule was effective on February 24, 2021 and will serve our needs through CY2025. The rate plan includes the operation and maintenance of the new surface water treatment facility and the fiveyear CIP for utilities. 184 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona COMMUNITY & NEIGHBORHOOD SERVICES MASTER PLAN (PHASE 1: HUMAN SERVICES) The city of Goodyear commissioned a study to guide future planning and investments in the provision of human services. As a rapidly growing city, Goodyear’s population and the needs of its residents are changing quickly. The Goodyear Human Services Master Plan is intended to serve as the first phase of a broader Community and Neighborhood Services master planning effort with future phases focusing on neighborhood conditions and housing availability. The human services portion of this plan was expedited in response to the impact of the pandemic and the passage of the 2021 American Rescue Plan Act (ARPA). Together with existing funding sources including the community funding program and CDBG, the resources the city has received through ARPA have provided a unique opportunity to respond to the current needs of residents while also thoughtfully planning and preparing for future growth. 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 rebudgeted 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 projecting operating costs as part of the 5-year forecast for the General Fund. Including operating costs are part of our forecast protects future ongoing General Fund budget capacity by planning for costs to open, operate, and maintain newly created assets. For Enterprise Funds, planning for capital projects operating costs is an element of the multi-year rate plans. To identify these operating costs, the finance team relies on departments to identify and provide estimates based on past expenditures and anticipated increase in materials, labor and other related costs. 185 TOC CITY OF GOODYEAR FY2025-FY2029 CIP SUMMARY BY PROJECT PROJECT NAME Asset Management Generator Replacement at Public Works Admin Goodyear Ballpark Seating HVAC at GMC Building D HVAC Replacement at GMC Building B Right of Way - RID Canal: Litchfield Road to PebbleCreek Parkway Right of Way - Wildflower Ranch Community Right of Way - Wildflower Ranch Community Exterior Subtotal: Asset Management Ballpark Guardians and Reds Complex Tankless Water Heater Conversion Guardians Complex Retaining Wall Replacement and Drainage Repair MLB Ballpark Field Lighting Conversion MLB Complexes Field 1 Lighting Conversion MLB Complexes Fields 3-6 Lighting Conversion Subtotal: Ballpark General Government Calle de Pueblo Staff Relocation Cisco UCS Server and Datacenter Equipment Replacements Civic Square Closeout GMC Tenant Improvements Building B GMC TI Building E Goodyear Municipal Complex Tenant Improvements Land Acquisition Agua Fria School District Municipal Operations Complex Additional Facilities Parks, Recreation, Trails, and Open Space Master Plan Update Phone System Hardware Replacement San Gabriel- Elliot Interconnect FIVE YEAR TOTAL PROJECT NUMBER FY2025 60-23-270 50048 60-22-170 60-24-404 1,843,900 - 602,400 - 1,146,000 - 714,000 - 1,146,000 1,843,900 602,400 714,000 50-24-379 - 685,000 - - - 685,000 50-24-383 50-24-384 $1,843,900 $1,287,400 $1,146,000 1,031,000 833,700 $2,578,700 - 1,031,000 833,700 $6,856,000 - 50-24-407 - - - 810,000 - 810,000 160,300 - - - - 160,300 50060 50-24-426 50-24-427 1,364,600 $1,524,900 1,381,800 $1,381,800 2,434,400 $2,434,400 $810,000 - 60123 23004 42071 60122 60124 60105 42085 60119 2,500,000 16,500 312,400 1,489,300 3,040,400 1,748,800 6,000,000 2,000,000 - - - - 1,364,600 1,381,800 2,434,400 $6,151,100 2,500,000 16,500 312,400 1,489,300 3,040,400 1,748,800 6,000,000 2,000,000 50023 341,500 - - - - 341,500 23003 42072 91,600 2,758,300 - - - - 91,600 2,758,300 50039 FY2026 FY2027 FY2028 FY2029 186 TOC CITY OF GOODYEAR FY2025-FY2029 CIP SUMMARY BY PROJECT PROJECT NAME PROJECT NUMBER Traffic Management Center Parking Lot Improvements 42050 Subtotal: General Government Intelligent Transportation System (ITS) Dilemma Zone Advance Detection and ITS Upgrades 42088 Intelligent Transportation System Integration 42086 Traffic Management Center Upgrades and Remodel 42087 Subtotal: Intelligent Transportation System (ITS) Parks Bullard Wash Extension to Ballpark 50059 Bullard Wash I Park Pathway Lighting 50-24-419 Bullard Wash II Park Sidewalk & Pathway Lighting 50026 Goodyear Community Park Improvements 50058 Goodyear Recreation Campus - Phase II Study 50036 Goodyear Recreation Campus Phase II 50-24-436 Loma Linda Site Improvements 50050 Right of Way - Elliot Road and Estrella Parkway 50-25-461 Right of Way - Estrella Parkway - Interstate 10 to MC85 50-25-463 Right of Way - Virgina/Sarival Ave - PebbleCreek to McDowell 50-24-382 Road Subtotal: Parks Public Safety Fire Resource Management Facility 30015 Fire Station 182 Renovation & Battalion Chief Quarters 30010 Fire Station 183 Renovation & Ambulance Section 30008 Fire Station 184 Renovation 30016 Fire Station 187 Remodel 30014 Fire Station 188 West Goodyear 30007 Fire Station 189 30-22-130 FS188 Police Substation Construction 35-25-450 Police Building Phase II 35003 FY2025 FY2026 FY2027 FY2028 FIVE YEAR TOTAL FY2029 777,700 $21,076,500 - - - - 1,650,000 1,253,800 250,500 $3,154,300 1,650,000 1,691,500 $3,341,500 1,350,000 $1,350,000 1,350,000 $1,350,000 - 2,285,000 202,500 367,500 500,000 2,650,400 - 21,185,000 6,260,600 - 218,000 127,700 6,073,900 816,500 - 680,000 55,333,000 977,700 - 777,700 $21,076,500 6,000,000 1,253,800 1,942,000 $9,195,800 23,688,000 807,700 202,500 6,628,100 500,000 61,406,900 2,650,400 816,500 977,700 - - 816,500 - - 816,500 $6,005,400 $27,445,600 $8,052,600 $56,990,700 - 1,760,500 8,465,500 1,643,700 647,100 350,000 1,332,000 1,830,700 21,907,000 8,034,000 3,614,900 1,835,000 - 16,961,000 - 1,229,000 - 14,036,000 - $98,494,300 23,667,500 8,465,500 1,643,700 8,681,100 3,964,900 1,332,000 18,796,000 15,265,000 1,830,700 187 TOC CITY OF GOODYEAR FY2025-FY2029 CIP SUMMARY BY PROJECT FIVE YEAR TOTAL PROJECT NAME PROJECT NUMBER FY2025 FY2026 FY2027 FY2028 Police Radio Replacement Property Warehouse Security Upgrades Telecommunications Remodel Tyler New World Upgrade (CAD/NIBRS/RMS) Subtotal: Public Safety Traffic Signals Traffic Signal - Camelback and Perryville (50% participation) Traffic Signal - Estrella Parkway & Centerra Drive Traffic Signal - San Gabriel & Elliot Traffic Signal -152nd Drive & Van Buren Traffic Signal- Bullard Avenue & Yuma Road Traffic Signal- Cotton Lane & Camelback Road Traffic Signal- Cotton Lane & Elwood Street/El Cidro Drive Traffic Signal- Estrella Parkway & Ballpark Village Blvd Traffic Signal- Estrella Parkway & Calistoga Drive Traffic Signal-165th Avenue & Yuma Road Subtotal: Traffic Signals Transportation 35-25-464 35004 35011 35002 337,300 1,408,600 611,600 $18,387,000 $35,390,900 $16,961,000 4,100,000 $5,329,000 $14,036,000 42013 42060 42082 42061 42078 42080 42063 42077 42079 42062 347,300 337,100 1,839,500 1,425,000 1,385,800 265,500 1,081,400 1,385,900 1,651,600 1,361,400 $11,080,500 2,327,600 $2,327,600 - - - Belen Soto Elementary "Safe Route To School" (SRTS) Study 42083 41,900 - - - - 41,900 931,400 30,559,900 2,331,900 400,000 871,700 15,865,000 11,886,500 2,656,500 1,404,000 3,700,800 4,860,000 13,852,700 316,700 2,558,000 78,135,000 7,489,000 6,283,300 21,678,000 - 32,535,000 - 5,791,400 30,559,900 16,184,600 7,000,000 871,700 24,236,000 94,000,000 11,886,500 2,656,500 1,404,000 43,724,800 Bullard Ave. Celebrate Life Way to Roosevelt Camelback Road - SR303 to 152nd Avenue Cotton Lane - Estrella Parkway to Cotton Lane Bridge Cotton Lane- Union Pacific Railroad to Huhtamaki Driveway Estrella Parkway - Hadley to Goodyear Boulevard North Estrella Parkway - Yuma Road Estrella Parkway, Vineyard Avenue to MC85 (Estrella Bridge) Estrella Parkway/PebbleCreek Parkway and I-10 Interchange Historic Goodyear Pavement Rehabilitation Indian School Road- Citrus to Minnezona - Priority #09 Indian School Road- Perryville to Citrus 42052 42038 42046 42084 42069 42-23-300 42026 42027 60121 42056 42089 FY2029 4,100,000 337,300 1,408,600 611,600 $90,103,900 347,300 337,100 1,839,500 1,425,000 1,385,800 2,593,100 1,081,400 1,385,900 1,651,600 1,361,400 $13,408,100 - 188 TOC CITY OF GOODYEAR FY2025-FY2029 CIP SUMMARY BY PROJECT PROJECT NAME PROJECT NUMBER Litchfield Road and MC 85 Intersection Improvements Litchfield Road Lighting & Sidewalk Improvements - MC 85 to Van Buren Lower Buckeye Road and Sarival Avenue McDowell Road- Litchfield to Dysart McDowell Road Sidewalk Improvements - Bullard Wash to 146th Avenue Sarival Avenue (west half) Yuma Road to Elwood Street Yuma Road - Cotton Lane to Canyon Trails Yuma Road - Goodyear Boulevard to Litchfield Road Yuma Road, Canyon Trails to Sarival Subtotal: Transportation Wastewater Operating Brine Disposal Central Avenue Sewer Line and Wells Fargo Lift Station Upgrade Corgett WRF Clarifier Rehabilitation and New Clarifier Goodyear Motel-Country Aire Apartments Sewer Piping GWRF Design and Construction GWRF Expansion - Capacity Expansion from 6.0 MGD to 7.5 MGD Improvements to PVNPGS Integrated Water Master Plan (IWMP) Mid-Term Update Lum Lift Station Force Main Perryville Grinder Station Improvement Rainbow Valley Lift Station Force Main Rainbow Valley WRF Operational Improvements Rainbow Valley WRF Plant Design and Expansion RVWRF Centrifuge Replacement Well #11 ReDrill Subtotal: Wastewater Operating 42090 FY2025 FY2026 FY2027 FY2028 FIVE YEAR TOTAL FY2029 350,000 - - 1,810,500 - 2,160,500 - - 2,519,500 437,900 - 2,957,400 42047 42058 4,286,000 11,859,000 - - - - 4,286,000 11,859,000 42091 79,500 616,000 - - - 695,500 42048 42-23-314 42-23-315 42037 3,516,600 15,100,000 1,062,000 5,291,500 $96,032,200 $123,989,400 3,000,000 $33,480,800 8,998,000 $43,781,400 1,606,000 $1,606,000 60034 14,180,800 - - - - 18,616,600 13,060,000 1,606,000 5,291,500 $298,889,800 14,180,800 61016 - 5,551,000 - - - 5,551,000 60103 60062 61014 3,781,800 677,600 7,000,000 - 80,000,000 - - 3,781,800 677,600 87,000,000 60109 5,072,800 - - - - 5,072,800 15,500,000 643,800 2,695,700 8,382,000 45,739,500 $103,674,000 $5,551,000 625,000 $80,625,000 425,000 2,345,000 $2,770,000 4,740,000 2,500,000 $7,240,000 15,500,000 643,800 5,165,000 2,695,700 2,345,000 8,382,000 45,739,500 625,000 2,500,000 $199,860,000 42-23-308 61015 60079 61-23-245 61013 61-23-223 60110 60077 61-25-462 61-25-460 189 TOC CITY OF GOODYEAR FY2025-FY2029 CIP SUMMARY BY PROJECT PROJECT NAME Wastewater Replacement Corgett Wash Sewer Replacements Del Camino Lift Station Generator Replacement Goodyear WRF Blower Replacement Goodyear WRF Blower Replacement GYWRF Centrifuge Replacement Lost Lift Station Odor Scrubber Replacement Wells Fargo Lift Station Generator Replacement Subtotal: Wastewater Replacement Water Operating Booster 11 Generator Replacement Pressure Regulating Valve Sites Installation Site 10 Booster Tank Rehab Site 11 Reservoir Rehabilitation Site 13 and 23 Chlorination System Upgrades Site 18 Reservoir Rehabilitation Site 21 Treatment Improvements and Increased Capacity Well #25 Rehabilitation Subtotal: Water Operating Water Replacement Booster 12 Generator Replacement Bullard Water Campus Amiad Pre-Filters Replacement Estrella Mountain Ranch Valve Replacement - Elliot Road from Estrella Parkway to San Gabriel Site #11 Booster Station MCC Replacement Site 13 Motor Control Center Replacement Water Main Replacement Subtotal: Water Replacement Total PROJECT NUMBER FY2025 FY2026 FY2027 FY2028 FIVE YEAR TOTAL FY2029 61002 61-24-352 60093 61006 61-25-459 61017 61-24-359 4,910,000 591,600 586,000 507,000 $6,594,600 - - 650,000 650,000 $1,300,000 720,000 $720,000 60047 61-24-353 61-24-356 61-21-117 61-23-234 61-21-001 60101 61-25-458 931,800 375,000 $1,306,800 6,027,000 $6,027,000 3,000,000 1,400,000 $4,400,000 2,000,000 2,000,000 500,000 $4,500,000 2,000,000 $2,000,000 61009 60075 800,000 927,900 - - - - 4,910,000 650,000 591,600 586,000 720,000 507,000 650,000 $8,614,600 931,800 2,000,000 2,000,000 3,000,000 500,000 1,400,000 6,402,000 2,000,000 $18,233,800 800,000 927,900 60092 195,800 - - - - 195,800 3,000,000 1,060,000 2,553,000 $2,983,700 $2,553,000 $3,000,000 $273,663,800 $206,742,200 $151,002,800 $122,409,800 $25,602,000 3,000,000 1,060,000 2,553,000 $8,536,700 $779,420,600 61-24-357 61004 61-20-001 190 TOC CITY OF GOODYEAR FY2025-FY2029 STRATEGIC PLAN CIP PROJECTS FINAL BUDGET Project Number Project Name 30014 Action Item Fire Station 187 Remodel Infrastructure Fire Station 187 Improvements 350,000 3,614,900 - - - $ 3,964,900 42026 Estrella Parkway, Vineyard Avenue to MC85 (Estrella Bridge) Infrastructure Estrella Parkway 15,865,000 78,135,000 - - - $ 94,000,000 42038 Camelback Road - SR303 to 152nd Avenue Infrastructure Camelback Road 30,559,900 - - - - $ 30,559,900 42086 Intelligent Transportation System Integration Safe and Vibrant Community Traffic Management Center Optimization 1,253,800 - - - - $ 1,253,800 42087 Traffic Management Center Upgrades and Remodel Safe and Vibrant Community Traffic Management Center Optimization 250,500 1,691,500 - - - $ 1,942,000 42088 Dilemma Zone Advance Detection and ITS Upgrades Safe and Vibrant Community Traffic Management Center Optimization 1,650,000 1,650,000 1,350,000 1,350,000 - $ 6,000,000 MLB Ballpark Field Lighting Conversion Safe and Vibrant Community Use of Energy Efficient Technology 1,364,600 - - - - $ 1,364,600 50-24-419 Bullard Wash I Park Pathway Lighting Safe and Vibrant Community Use of Energy Efficient Technology - - 127,700 680,000 - $ 807,700 50-24-426 MLB Complexes Field 1 Lighting Conversion Safe and Vibrant Community Use of Energy Efficient Technology - 1,381,800 - - - $ 1,381,800 50-24-427 MLB Complexes Fields 3-6 Lighting Conversion Safe and Vibrant Community Use of Energy Efficient Technology - - 2,434,400 - - $ 2,434,400 Goodyear Recreation Campus Phase II Safe and Vibrant Community Recreation Campus Phase 2 - - 6,073,900 55,333,000 - $ 61,406,900 60077 Rainbow Valley WRF Plant Design and Expansion Infrastructure RVWWTP Expansion 45,739,500 - - - - $ 45,739,500 60109 GWRF Expansion - Capacity Expansion from 6.0 MGD to 7.5 MGD Infrastructure 157th WWTP Expansion 5,072,800 - - - - $ 5,072,800 60110 Rainbow Valley WRF Operational Improvements Infrastructure RVWWTP Expansion 8,382,000 - - - - $ 8,382,000 60123 Calle de Pueblo Staff Relocation Infrastructure Field Staff Facilities 2,500,000 - - - - $ 2,500,000 61014 GWRF Design and Construction Infrastructure 157th WWTP Expansion 7,000,000 - 80,000,000 - - $ 87,000,000 86,473,200 $ 89,986,000 $ 57,363,000 - $ 353,810,300 50060 50-24-436 Total All Projects $ FY2025 FY2026 119,988,100 $ FY2027 FY2028 FIVE YEAR TOTAL Strategic Focus Area FY2029 $ 191 TOC CITY OF GOODYEAR FUTURE YEAR UNFUNDED CIP PROJECTS PROJECT NUMBER & NAME 42-25-467 - Future Camelback Road Project 61-25-468 - Bartlett Dam Water Purchase 42-23-306 - Estrella Parkway Lighting and Curb Median - Vineyard to Cotton 42-23-308 - Litchfield Road Lighting & Sidewalk Improvements - MC 85 to Van Buren 42-22-126 - SR303 Improvements - SR30 to Van Buren Street - City Items 30-25-470 - Regional Public Safety Training Facility 61-25-458 - Well #25 Rehabilitation 60119 - Municipal Operations Complex Additional Facilities 42-23-315 - Yuma Road - Goodyear Boulevard to Litchfield Road FY2030-2034 5,000,000 17,000,000 11,982,100 19,992,300 1,000,000 25,000,000 4,000,000 40,000,000 12,397,000 192 TOC CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM ASSET MANAGEMENT PROJECT DETAILS PROJECT: Goodyear Ballpark Seating - 50048 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Repair/replace Goodyear Ballpark seating as necessary. RELATED PLAN(S): EXPENDITURES FY2025 Furniture and Fixtures FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,843,900 $ - $ - $ - $ - $ 1,843,900 TOTAL $ 1,843,900 $ - $ - $ - $ - $ 1,843,900 FUNDING SOURCES FY2025 273 - Ballpark Capital Replacement FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,843,900 $ - $ - $ - $ - $ 1,843,900 TOTAL $ 1,843,900 $ - $ - $ - $ - $ 1,843,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 3/1/2023 6/30/2025 PROJECT: Right of Way - RID Canal: Litchfield Road to PebbleCreek Parkway - 50-24-379 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: New irrigation system, tree/shrub plantings, and granite overlay of approximately 447,300 sq ft of city maintained right of way. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ 685,000 $ - $ - $ - $ 685,000 TOTAL $ - $ 685,000 $ - $ - $ - $ 685,000 FUNDING SOURCES FY2025 125 - Parks Asset Management FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ 685,000 $ - $ - $ - $ 685,000 TOTAL $ - $ 685,000 $ - $ - $ - $ 685,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2026 PROJECT: Right of Way - Wildflower Ranch Community - 50-24-383 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: New irrigation system, tree/shrub plantings, and granite overlay of approximately 463,200 sq ft of city maintained right of way. RELATED PLAN(S): EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 1,031,000 $ - $ 1,031,000 TOTAL $ - $ - $ - $ 1,031,000 $ - $ 1,031,000 FUNDING SOURCES 125 - Parks Asset Management FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 1,031,000 $ - $ 1,031,000 TOTAL $ - $ - $ - $ 1,031,000 $ - $ 1,031,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 6/1/2028 TOC 193 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM ASSET MANAGEMENT PROJECT DETAILS PROJECT: Right of Way - Wildflower Ranch Community Exterior - 50-24-384 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: New irrigation system, tree/shrub plantings, and granite overlay of approximately 295,100 sq ft of city maintained right of way. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 833,700 $ - $ 833,700 TOTAL $ - $ - $ - $ 833,700 $ - $ 833,700 FUNDING SOURCES FY2025 125 - Parks Asset Management FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 833,700 $ - $ 833,700 TOTAL $ - $ - $ - $ 833,700 $ - $ 833,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 4/30/2028 PROJECT: HVAC at GMC Building D - 60-22-170 DEPARTMENT: Public Works PROJECT DESCRIPTION: Replace one split system, one exhaust fan and 24 packaged outdoor-cooling and heating units at Goodyear Municipal Complex Building D as part of the Facilities Asset Management plan. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ 602,400 $ - $ - $ - $ 602,400 TOTAL $ - $ 602,400 $ - $ - $ - $ 602,400 FUNDING SOURCES FY2025 130 - Facilities Asset Management FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ 602,400 $ - $ - $ - $ 602,400 TOTAL $ - $ 602,400 $ - $ - $ - $ 602,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2025 12/31/2025 PROJECT: Generator Replacement at Public Works Admin - 60-23-270 DEPARTMENT: Public Works PROJECT DESCRIPTION: Replace 1500 KW emergency generator at Public Works Admin as part of the Facilities Asset Management plan. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 1,146,000 $ - $ - $ 1,146,000 TOTAL $ - $ - $ 1,146,000 $ - $ - $ 1,146,000 FUNDING SOURCES FY2025 130 - Facilities Asset Management FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 1,146,000 $ - $ - $ 1,146,000 TOTAL $ - $ - $ 1,146,000 $ - $ - $ 1,146,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 TOC 194 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM ASSET MANAGEMENT PROJECT DETAILS PROJECT: HVAC Replacement at GMC Building B - 60-24-404 DEPARTMENT: Public Works PROJECT DESCRIPTION: Replace the HVAC units at Goodyear Municipal Complex Building B RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 714,000 $ - $ 714,000 TOTAL $ - $ - $ - $ 714,000 $ - $ 714,000 FUNDING SOURCES FY2025 130 - Facilities Asset Management FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 714,000 $ - $ 714,000 TOTAL $ - $ - $ - $ 714,000 $ - $ 714,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2027 5/31/2028 TOC 195 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM BALLPARK PROJECT DETAILS PROJECT: MLB Ballpark Field Lighting Conversion - 50060 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Convert existing field lighting at Goodyear Ballpark and Player Development Complexes to energy efficient LED lighting. RELATED PLAN(S): Strategic Plan EXPENDITURES FY2025 Improvements - Land FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,364,600 $ - $ - $ - $ - $ 1,364,600 TOTAL $ 1,364,600 $ - $ - $ - $ - $ 1,364,600 FUNDING SOURCES FY2025 271 - Ballpark-Operations FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,364,600 $ - $ - $ - $ - $ 1,364,600 TOTAL $ 1,364,600 $ - $ - $ - $ - $ 1,364,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 6/30/2025 PROJECT: Guardians and Reds Complex Tankless Water Heater Conversion - 50-24-407 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Replace existing hot water system at the Guardians and Reds Complexes with a tankless hot water system. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 810,000 $ - $ 810,000 TOTAL $ - $ - $ - $ 810,000 $ - $ 810,000 FUNDING SOURCES FY2025 271 - Ballpark-Operations FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 810,000 $ - $ 810,000 TOTAL $ - $ - $ - $ 810,000 $ - $ 810,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/2/2027 2/1/2028 PROJECT: MLB Complexes Field 1 Lighting Conversion - 50-24-426 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Convert existing field lighting at Goodyear Ballpark and Player Development Complexes to energy efficient LED lighting. RELATED PLAN(S): Strategic Plan EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL - $ 1,381,800 $ - $ - $ - $ 1,381,800 TOTAL $ - $ 1,381,800 $ - $ - $ - $ 1,381,800 FUNDING SOURCES 271 - Ballpark-Operations FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ 1,381,800 $ - $ - $ - $ 1,381,800 TOTAL $ - $ 1,381,800 $ - $ - $ - $ 1,381,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2026 TOC 196 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM BALLPARK PROJECT DETAILS PROJECT: MLB Complexes Fields 3-6 Lighting Conversion - 50-24-427 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Convert existing field 3-6 lighting at Goodyear Ballpark and Player Development Complexes to energy efficient LED lighting. RELATED PLAN(S): Strategic Plan EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 2,434,400 $ - $ - $ 2,434,400 TOTAL $ - $ - $ 2,434,400 $ - $ - $ 2,434,400 FUNDING SOURCES 271 - Ballpark-Operations FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 2,434,400 $ - $ - $ 2,434,400 TOTAL $ - $ - $ 2,434,400 $ - $ - $ 2,434,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 TOC 197 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT PROJECT DETAILS PROJECT: Traffic Management Center Parking Lot Improvements - 42050 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Management Center Parking Lot Improvement with a permanent security fence. RELATED PLAN(S): EXPENDITURES Inf-Design FY2025 $ Infrastructure - Street TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL 13,800 $ - $ - $ - $ - $ 13,800 763,900 - - - - 763,900 777,700 $ - $ - $ - $ - $ 777,700 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 777,700 $ - $ - $ - $ - $ 777,700 TOTAL $ 777,700 $ - $ - $ - $ - $ 777,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2023 9/28/2024 PROJECT: Civic Square Closeout - 42071 DEPARTMENT: Engineering PROJECT DESCRIPTION: Finalize all project activities for Civic Square. RELATED PLAN(S): EXPENDITURES CIP Construction FY2025 $ CIP FFE TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL 299,600 $ - $ - $ - $ - $ 12,800 - - - - 12,800 312,400 $ - $ - $ - $ - $ 312,400 FY2025 FY2026 FY2027 FY2028 FY2029 299,600 TOTAL $ 312,400 $ - $ - $ - $ - $ 312,400 TOTAL $ 312,400 $ - $ - $ - $ - $ 312,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 5/1/2023 12/31/2024 PROJECT: San Gabriel- Elliot Interconnect - 42072 DEPARTMENT: Engineering PROJECT DESCRIPTION: Install conduit and fiber connectivity from San Gabriel Drive & Elliot Road to Corgett Water Reclamation Facility. RELATED PLAN(S): EXPENDITURES Land FY2025 $ Inf-Design Infrastructure - Other TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 7,900 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 7,900 200,400 - - - - 200,400 2,550,000 - - - - 2,550,000 2,758,300 $ - $ - $ - $ - $ 2,758,300 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,758,300 $ - $ - $ - $ - $ 2,758,300 TOTAL $ 2,758,300 $ - $ - $ - $ - $ 2,758,300 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/15/2023 3/31/2025 TOC 198 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT PROJECT DETAILS PROJECT: Land Acquisition Agua Fria School District - 42085 DEPARTMENT: Engineering PROJECT DESCRIPTION: Land Acquisition Agua Fria School District RELATED PLAN(S): EXPENDITURES Land FY2025 FY2027 FY2028 FY2029 TOTAL $ 6,000,000 $ - $ - $ - $ - $ 6,000,000 TOTAL $ 6,000,000 $ - $ - $ - $ - $ 6,000,000 FUNDING SOURCES 102 - One Time General Fund FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 6,000,000 $ - $ - $ - $ - $ 6,000,000 TOTAL $ 6,000,000 $ - $ - $ - $ - $ 6,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 6/30/2025 PROJECT: Goodyear Municipal Complex Tenant Improvements - 60105 DEPARTMENT: Public Works PROJECT DESCRIPTION: Renovate and improve interiors of Goodyear Municipal Complex (GMC) buildings B, C, D, and E to provide space solutions for Courts, Engineering, IT, Fire and the Wellness Clinic. RELATED PLAN(S): Facilities Master Plan EXPENDITURES Furniture and Fixtures FY2025 $ Improvements - Buildings TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 275,900 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 275,900 1,472,900 - - - - 1,472,900 1,748,800 $ - $ - $ - $ - $ 1,748,800 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,748,800 $ - $ - $ - $ - $ 1,748,800 TOTAL $ 1,748,800 $ - $ - $ - $ - $ 1,748,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2022 9/30/2024 PROJECT: Municipal Operations Complex Additional Facilities - 60119 DEPARTMENT: Public Works PROJECT DESCRIPTION: Expand MOC to accommodate Fleet and Solid Waste needs for training space; equipment, PPE, vehicle management. RELATED PLAN(S): Facilities Master Plan EXPENDITURES Building - Design FY2025 FY2027 FY2028 FY2029 TOTAL $ 2,000,000 $ - $ - $ - $ - $ 2,000,000 TOTAL $ 2,000,000 $ - $ - $ - $ - $ 2,000,000 FUNDING SOURCES 102 - One Time General Fund FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,000,000 $ - $ - $ - $ - $ 2,000,000 TOTAL $ 2,000,000 $ - $ - $ - $ - $ 2,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 9/30/2025 TOC 199 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT PROJECT DETAILS PROJECT: GMC Tenant Improvements Building B - 60122 DEPARTMENT: Public Works PROJECT DESCRIPTION: Design and construct tenant improvements for the Goodyear Municipal Complex (GMC) Building B. RELATED PLAN(S): Facilities Master Plan EXPENDITURES FY2025 Building - Construction $ FUNDING SOURCES FY2028 FY2029 TOTAL - $ - $ - $ - $ 79,700 - - - - 79,700 1,489,300 $ - $ - $ - $ - $ 1,489,300 FY2025 102 - One Time General Fund FY2027 1,409,600 $ Furniture and Fixtures TOTAL $ FY2026 FY2026 FY2027 FY2028 FY2029 1,409,600 TOTAL $ 1,489,300 $ - $ - $ - $ - $ 1,489,300 TOTAL $ 1,489,300 $ - $ - $ - $ - $ 1,489,300 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2023 6/30/2025 PROJECT: Calle de Pueblo Staff Relocation - 60123 DEPARTMENT: Public Works PROJECT DESCRIPTION: Relocation of staff from Calle de Pueblo per the Facilities Master Plan RELATED PLAN(S): Strategic Plan, Facilities Master Plan EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 FUNDING SOURCES FY2025 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 6/30/2025 PROJECT: GMC TI Building E - 60124 DEPARTMENT: Public Works PROJECT DESCRIPTION: Construction of Fire's internal tenant improvement spaces, and purchase of associated FF&E and minor site work. RELATED PLAN(S): Facilities Master Plan EXPENDITURES Building - Construction FY2025 $ FY2026 FY2027 FY2028 FY2029 TOTAL 2,520,400 $ - $ - $ - $ - $ 2,520,400 Equip - Computer Hardware 150,000 - - - - 150,000 Furniture and Fixtures 370,000 - - - - 370,000 3,040,400 $ - $ - $ - $ - $ 3,040,400 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 3,040,400 $ - $ - $ - $ - $ 3,040,400 TOTAL $ 3,040,400 $ - $ - $ - $ - $ 3,040,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/5/2024 6/30/2025 TOC 200 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM INTELLIGENT TRANSPORTATION SYSTEM (ITS) PROJECT DETAILS PROJECT: Intelligent Transportation System Integration - 42086 DEPARTMENT: Engineering PROJECT DESCRIPTION: This project connects existing traffic signals to the City's Intelligent Transportation System. RELATED PLAN(S): Strategic Plan , Transportation Master Plan EXPENDITURES FY2025 Infrastructure - Other FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,253,800 $ - $ - $ - $ - $ 1,253,800 TOTAL $ 1,253,800 $ - $ - $ - $ - $ 1,253,800 FUNDING SOURCES FY2025 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,253,800 $ - $ - $ - $ - $ 1,253,800 TOTAL $ 1,253,800 $ - $ - $ - $ - $ 1,253,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 6/30/2025 PROJECT: Traffic Management Center Upgrades and Remodel - 42087 DEPARTMENT: Engineering PROJECT DESCRIPTION: Remodel the interior of the building for better functionality with technology upgrades and a backup generator. RELATED PLAN(S): Strategic Plan EXPENDITURES Building - Construction FY2025 $ Building - Design - $ FUNDING SOURCES 102 - One Time General Fund FY2027 FY2029 TOTAL - $ - $ - $ 1,511,500 - - - - 250,500 - 180,000 - - - 180,000 1,691,500 $ - $ - $ - $ 1,942,000 250,500 $ FY2025 1,511,500 $ FY2028 250,500 Furniture and Fixtures TOTAL $ FY2026 FY2026 FY2027 FY2028 FY2029 TOTAL $ 250,500 $ 1,691,500 $ - $ - $ - $ 1,942,000 TOTAL $ 250,500 $ 1,691,500 $ - $ - $ - $ 1,942,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2024 12/31/2026 PROJECT: Dilemma Zone Advance Detection and ITS Upgrades - 42088 DEPARTMENT: Engineering PROJECT DESCRIPTION: Modernize the Intelligent Transportation System (ITS) by upgrading controllers and technology to enhance traffic signal network efficiency and safety. RELATED PLAN(S): Strategic Plan, Transportation Master Plan EXPENDITURES Infrastructure - Other FY2025 FY2027 FY2028 FY2029 TOTAL 1,650,000 $ 1,650,000 $ 1,350,000 $ 1,350,000 $ - $ 6,000,000 TOTAL $ 1,650,000 $ 1,650,000 $ 1,350,000 $ 1,350,000 $ - $ 6,000,000 FUNDING SOURCES 102 - One Time General Fund FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,650,000 $ 1,650,000 $ 1,350,000 $ 1,350,000 $ - $ 6,000,000 TOTAL $ 1,650,000 $ 1,650,000 $ 1,350,000 $ 1,350,000 $ - $ 6,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/5/2024 6/30/2028 TOC 201 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM PARKS PROJECT DETAILS PROJECT: Loma Linda Site Improvements - 50050 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Site improvements for the Loma Linda Pool; including baby pool conversion to a splash pad, replacement of mechanical equipment, pool decking and pool plaster. RELATED PLAN(S): Parks & Recreation Master Plan EXPENDITURES FY2025 Improvements - Land FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,650,400 $ - $ - $ - $ - $ 2,650,400 TOTAL $ 2,650,400 $ - $ - $ - $ - $ 2,650,400 FUNDING SOURCES FY2025 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,650,400 $ - $ - $ - $ - $ 2,650,400 TOTAL $ 2,650,400 $ - $ - $ - $ - $ 2,650,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 6/30/2024 PROJECT: Goodyear Community Park Improvements - 50058 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Tot lot and splash pad improvements/replacements and dog park relocation. RELATED PLAN(S): Parks & Recreation Master Plan EXPENDITURES FY2025 Improvements - Land FY2026 FY2027 FY2028 FY2029 TOTAL $ 367,500 $ 6,260,600 $ - $ - $ - $ 6,628,100 TOTAL $ 367,500 $ 6,260,600 $ - $ - $ - $ 6,628,100 FUNDING SOURCES FY2025 102 - One Time General Fund $ FY2026 367,500 $ 125 - Parks Asset Management TOTAL $ 367,500 $ FY2027 FY2028 FY2029 TOTAL 5,851,000 $ - $ - $ - $ 409,600 - - - 409,600 6,260,600 $ - $ - $ - $ 6,628,100 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/31/2024 9/30/2026 6,218,500 PROJECT: Bullard Wash Extension to Ballpark - 50059 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Extend bullard wash improvements from GSQ/McDowell Road to the Ballpark creating off-road connectivity for pedestrians between the two locations RELATED PLAN(S): Parks & Recreation Master Plan , Parks & Recreation Master Plan EXPENDITURES Improvements - Public Art FY2025 $ Inf-Design FUNDING SOURCES 102 - One Time General Fund 354 - GO Bond 25 TOTAL $ FY2028 FY2029 TOTAL - $ - $ - $ 435,000 - - - - 2,285,000 - 20,750,000 218,000 - - 20,968,000 21,185,000 $ 218,000 $ - $ - $ 23,688,000 2,285,000 $ FY2025 $ FY2027 435,000 $ 2,285,000 Infrastructure - Other TOTAL $ FY2026 - $ FY2026 - $ 6,470,000 $ 2,285,000 14,715,000 2,285,000 $ 21,185,000 $ FY2027 FY2028 218,000 $ 218,000 $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 12/31/2027 FY2029 TOTAL - $ - $ 6,688,000 - - 17,000,000 - $ - $ 23,688,000 TOC 202 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM PARKS PROJECT DETAILS PROJECT: Right of Way - Virgina/Sarival Ave - PebbleCreek to McDowell Road - 50-24-382 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: New irrigation system, tree/shrub plantings, and granite overlay of approximately 321,400 sq ft of city maintained right of way. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 FUNDING SOURCES FY2025 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2026 4/30/2027 PROJECT: Bullard Wash I Park Pathway Lighting - 50-24-419 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Remove and replace existing park pathway lighting at Bullard Wash Park from halogen bulbs to LED technology. This project will replace approximately 57 poles/fixtures. RELATED PLAN(S): Strategic Plan EXPENDITURES FY2025 CIP Design $ CIP Construction TOTAL $ FUNDING SOURCES FY2026 - $ - - - $ - $ FY2025 102 - One Time General Fund FY2027 - $ FY2026 FY2028 127,700 $ 127,700 $ FY2027 FY2029 - $ TOTAL - $ 127,700 680,000 - 680,000 680,000 $ - $ 807,700 FY2028 FY2029 TOTAL $ - $ - $ 127,700 $ 680,000 $ - $ 807,700 TOTAL $ - $ - $ 127,700 $ 680,000 $ - $ 807,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2026 6/30/2028 PROJECT: Goodyear Recreation Campus Phase II - 50-24-436 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Design and construct phase II of the Goodyear Recreation Campus on the vacant 46-acre parcel of city-owned land, just west of the current location. This project is part of the P&R Master Plan. RELATED PLAN(S): Strategic Plan, Parks & Recreation Master Plan EXPENDITURES CIP Land FY2025 $ FY2026 FY2027 FY2028 CIP Design - - 5,588,000 - - 5,588,000 CIP Construction - - - 47,900,000 - 47,900,000 CIP Art - - 485,900 - - 485,900 CIP FFE - - - 4,373,000 - 4,373,000 - $ - $ 55,333,000 $ - $ 61,406,900 FUNDING SOURCES 102 - One Time General Fund FY2025 FY2026 6,073,900 $ FY2027 3,060,000 $ TOTAL - $ TOTAL $ - $ FY2029 - $ FY2028 - $ FY2029 3,060,000 TOTAL $ - $ - $ 6,073,900 $ 55,333,000 $ - $ 61,406,900 TOTAL $ - $ - $ 6,073,900 $ 55,333,000 $ - $ 61,406,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 10/2/2030 TOC 203 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM PARKS PROJECT DETAILS PROJECT: Right of Way - Elliot Road and Estrella Parkway - 50-25-461 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Replacement of 5% of the existing shrubs and trees, along with 166,400 square feet of granite. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 FUNDING SOURCES FY2025 125 - Parks Asset Management FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 TOTAL $ - $ - $ 816,500 $ - $ - $ 816,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 PROJECT: Right of Way - Estrella Parkway - Interstate 10 to MC85 - 50-25-463 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Replacement of 5% of the existing shrubs and trees, along with 972,900 square feet of granite. RELATED PLAN(S): EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 977,700 $ - $ 977,700 TOTAL $ - $ - $ - $ 977,700 $ - $ 977,700 FUNDING SOURCES 125 - Parks Asset Management FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 977,700 $ - $ 977,700 TOTAL $ - $ - $ - $ 977,700 $ - $ 977,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 4/30/2028 TOC 204 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM PUBLIC SAFETY PROJECT DETAILS PROJECT: Fire Station 182 Renovation & Battalion Chief Quarters - 30010 DEPARTMENT: Fire Department PROJECT DESCRIPTION: Renovate Fire Station 182 to model features of the station prototype design in order to minimize contaminants from emergency scenes in the living areas of the station. RELATED PLAN(S): EXPENDITURES FY2025 Building - Construction $ FY2026 FY2027 FY2028 FY2029 TOTAL 6,942,700 $ - $ - $ - $ - $ 6,942,700 Building - Design 508,500 - - - - 508,500 Equip - Computer Hardware 568,800 - - - - 568,800 445,500 - - - - 445,500 8,465,500 $ - $ - $ - $ - $ 8,465,500 Furniture and Fixtures TOTAL $ FUNDING SOURCES FY2025 102 - One Time General Fund $ 353 - GO Bond 22 TOTAL $ FY2026 FY2027 FY2028 FY2029 TOTAL 5,123,500 $ - $ - $ - $ - $ 5,123,500 3,342,000 - - - - 3,342,000 8,465,500 $ - $ - $ - $ - $ 8,465,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2023 12/31/2025 PROJECT: Fire Station 187 Remodel - 30014 DEPARTMENT: Fire Department PROJECT DESCRIPTION: Design and remodel Fire Station 187 in south Goodyear (Mobile). RELATED PLAN(S): Strategic Plan EXPENDITURES FY2025 Building - Construction $ Building - Design FY2026 - $ 350,000 TOTAL $ FUNDING SOURCES 350,000 $ FY2025 102 - One Time General Fund FY2027 3,614,900 $ 3,614,900 $ FY2026 FY2028 FY2029 TOTAL - $ - $ - $ - - - 350,000 - $ - $ - $ 3,964,900 FY2027 FY2028 FY2029 3,614,900 TOTAL $ 350,000 $ 3,614,900 $ - $ - $ - $ 3,964,900 TOTAL $ 350,000 $ 3,614,900 $ - $ - $ - $ 3,964,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2025 6/30/2026 PROJECT: Fire Resource Management Facility - 30015 DEPARTMENT: Fire Department PROJECT DESCRIPTION: Design and construct a Fire Resource Management Facility. RELATED PLAN(S): Facilities Master Plan EXPENDITURES FY2025 Building - Construction $ Building - Design FUNDING SOURCES $ 375 - General Gov Future Financing TOTAL $ FY2028 FY2029 TOTAL - $ - $ - $ 20,250,000 1,760,500 - - - - - 1,657,000 - - - 1,657,000 21,907,000 $ - $ - $ - $ 23,667,500 1,760,500 $ FY2025 354 - GO Bond 25 FY2027 20,250,000 $ 1,760,500 Furniture and Fixtures TOTAL $ FY2026 - $ FY2026 1,760,500 $ 1,760,500 $ FY2027 - $ FY2028 FY2029 TOTAL - $ - $ - $ 1,760,500 21,907,000 - - - 21,907,000 21,907,000 $ - $ - $ - $ 23,667,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/15/2024 6/30/2027 TOC 205 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM PUBLIC SAFETY PROJECT DETAILS PROJECT: Fire Station 184 Renovation - 30016 DEPARTMENT: Fire Department PROJECT DESCRIPTION: Renovate Fire Station 184 to model features of the station prototype design in order to minimize contaminants from emergency scenes in the living areas of the station. RELATED PLAN(S): EXPENDITURES FY2025 Building - Construction $ FY2026 - $ Building - Design FUNDING SOURCES TOTAL - $ 7,063,300 - - - 575,200 - 970,700 - - - 970,700 - - - - 71,900 - $ - $ - $ 8,681,100 647,100 $ FY2025 102 - One Time General Fund FY2029 - $ - 71,900 TOTAL $ FY2028 - $ 575,200 Furniture and Fixtures Improvements - Public Art FY2027 7,063,300 $ 8,034,000 $ FY2026 FY2027 FY2028 FY2029 TOTAL $ 647,100 $ 8,034,000 $ - $ - $ - $ 8,681,100 TOTAL $ 647,100 $ 8,034,000 $ - $ - $ - $ 8,681,100 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/30/2024 6/30/2027 PROJECT: Fire Station 189 - 30-22-130 DEPARTMENT: Fire Department PROJECT DESCRIPTION: Design and construct a neighborhood fire station at the north west corner of Citrus and Indian School. RELATED PLAN(S): EXPENDITURES FY2025 CIP Land $ FY2026 - $ - $ - $ 42,000 - - 1,637,000 - - 15,316,000 - - 15,316,000 - 156,000 - - - 156,000 1,645,000 - - 1,645,000 16,961,000 $ - $ - $ 18,796,000 CIP Art - FUNDING SOURCES - $ FY2025 102 - One Time General Fund $ TOTAL $ 1,835,000 $ FY2026 - $ 427 - DIF - Fire 2024 TOTAL - CIP Construction 42,000 $ FY2029 - $ - TOTAL $ FY2028 1,637,000 CIP Design CIP FFE FY2027 FY2027 FY2028 156,000 $ FY2029 - $ TOTAL - $ - $ 156,000 - 1,679,000 16,961,000 - - 18,640,000 - $ 1,835,000 $ 16,961,000 $ - $ - $ 18,796,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/15/2025 6/30/2028 PROJECT: Telecommunications Remodel - 35011 DEPARTMENT: Police Department PROJECT DESCRIPTION: Design and construct the remodel of police communication center to include 8 new workstations and 8 replacement workstations with all accessories and features. RELATED PLAN(S): EXPENDITURES Building - Construction FY2025 $ FY2026 FY2027 FY2028 FY2029 TOTAL 523,400 $ - $ - $ - $ - $ 523,400 Building - Design 66,200 - - - - 66,200 Equip - Computer Hardware 41,400 - - - - 41,400 777,600 - - - - 777,600 1,408,600 $ - $ - $ - $ - $ 1,408,600 Furniture and Fixtures TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,408,600 $ - $ - $ - $ - $ 1,408,600 TOTAL $ 1,408,600 $ - $ - $ - $ - $ 1,408,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 9/30/2025 TOC 206 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM PUBLIC SAFETY PROJECT DETAILS PROJECT: FS188 Police Substation Construction - 35-25-450 DEPARTMENT: Police Department PROJECT DESCRIPTION: Design and construct a 14,000 square foot police substation attached to Fire Station 188 to provide a complete work location for patrol and admin support. RELATED PLAN(S): EXPENDITURES FY2025 CIP Design $ FY2026 FY2027 FY2028 FY2029 - $ - $ CIP Construction - - - - 12,397,000 12,397,000 CIP Art - - - 126,000 - 126,000 - - - - $ - $ - $ CIP FFE TOTAL $ FUNDING SOURCES FY2025 102 - One Time General Fund $ 428 - DIF - Police 2024 TOTAL $ FY2026 FY2027 1,103,000 $ TOTAL - $ 1,229,000 $ FY2028 - $ 1,103,000 1,639,000 1,639,000 14,036,000 $ 15,265,000 FY2029 TOTAL - $ - $ - $ 507,400 $ 5,359,200 $ - - - 721,600 8,676,800 9,398,400 - $ - $ - $ 1,229,000 $ 14,036,000 $ 15,265,000 FY2029 TOTAL PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2029 5,866,600 PROJECT: Police Radio Replacement - 35-25-464 DEPARTMENT: Police Department PROJECT DESCRIPTION: Replace all portable and vehicle Police radios. RELATED PLAN(S): EXPENDITURES CIP Other FY2025 FY2027 FY2028 - $ - $ - $ 4,100,000 $ - $ 4,100,000 TOTAL $ - $ - $ - $ 4,100,000 $ - $ 4,100,000 FUNDING SOURCES 102 - One Time General Fund FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 4,100,000 $ - $ 4,100,000 TOTAL $ - $ - $ - $ 4,100,000 $ - $ 4,100,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 6/30/2028 TOC 207 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRAFFIC SIGNALS PROJECT DETAILS PROJECT: Traffic Signal - Camelback and Perryville (50% participation) - 42013 DEPARTMENT: Engineering PROJECT DESCRIPTION: Design, construct, and install ADOT style traffic signal. RELATED PLAN(S): Transportation Master Plan EXPENDITURES Infrastructure - Street FY2025 FY2027 FY2028 FY2029 TOTAL $ 347,300 $ - $ - $ - $ - $ 347,300 TOTAL $ 347,300 $ - $ - $ - $ - $ 347,300 FUNDING SOURCES 102 - One Time General Fund FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 347,300 $ - $ - $ - $ - $ 347,300 TOTAL $ 347,300 $ - $ - $ - $ - $ 347,300 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2019 12/31/2025 PROJECT: Traffic Signal -152nd Drive & Van Buren - 42061 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal - 152nd Drive & Van Buren RELATED PLAN(S): EXPENDITURES Inf-Design FY2025 $ Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 28,300 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 28,300 1,396,700 - - - - 1,396,700 1,425,000 $ - $ - $ - $ - $ 1,425,000 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,425,000 $ - $ - $ - $ - $ 1,425,000 TOTAL $ 1,425,000 $ - $ - $ - $ - $ 1,425,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/29/2022 3/30/2025 PROJECT: Traffic Signal-165th Avenue & Yuma Road - 42062 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal 165-th Avenue & Yuma Road RELATED PLAN(S): EXPENDITURES Inf-Design FY2025 $ Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 43,400 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 43,400 1,318,000 - - - - 1,318,000 1,361,400 $ - $ - $ - $ - $ 1,361,400 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,361,400 $ - $ - $ - $ - $ 1,361,400 TOTAL $ 1,361,400 $ - $ - $ - $ - $ 1,361,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 3/31/2026 TOC 208 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRAFFIC SIGNALS PROJECT DETAILS PROJECT: Traffic Signal- Cotton Lane & Elwood Street/El Cidro Drive - 42063 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal- Cotton Lane & Elwood Street/El Cidro Drive RELATED PLAN(S): EXPENDITURES Inf-Design FY2025 $ Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 28,400 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 28,400 1,053,000 - - - - 1,053,000 1,081,400 $ - $ - $ - $ - $ 1,081,400 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,081,400 $ - $ - $ - $ - $ 1,081,400 TOTAL $ 1,081,400 $ - $ - $ - $ - $ 1,081,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 4/1/2023 3/31/2025 PROJECT: Traffic Signal- Estrella Parkway & Ballpark Village Blvd - 42077 DEPARTMENT: Engineering PROJECT DESCRIPTION: Project will install a warranted traffic signal at Estrella Parkway & Ballpark Village Blvd. RELATED PLAN(S): EXPENDITURES Land FY2025 $ Inf-Design Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL 40,000 $ - $ - $ - $ - $ 95,900 - - - - 95,900 1,250,000 - - - - 1,250,000 1,385,900 $ - $ - $ - $ - $ 1,385,900 FY2025 FY2026 FY2027 FY2028 FY2029 40,000 TOTAL $ 1,385,900 $ - $ - $ - $ - $ 1,385,900 TOTAL $ 1,385,900 $ - $ - $ - $ - $ 1,385,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2023 9/30/2025 PROJECT: Traffic Signal- Bullard Avenue & Yuma Road - 42078 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal- Bullard Avenue & Yuma Road RELATED PLAN(S): EXPENDITURES Inf-Design FY2025 $ Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 83,200 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 83,200 1,302,600 - - - - 1,302,600 1,385,800 $ - $ - $ - $ - $ 1,385,800 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,385,800 $ - $ - $ - $ - $ 1,385,800 TOTAL $ 1,385,800 $ - $ - $ - $ - $ 1,385,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/15/2023 9/30/2025 TOC 209 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRAFFIC SIGNALS PROJECT DETAILS PROJECT: Traffic Signal- Estrella Parkway & Calistoga Drive - 42079 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal- Estrella Parkway & Calistoga Drive RELATED PLAN(S): EXPENDITURES Land FY2025 $ Inf-Design Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL 14,000 $ - $ - $ - $ - $ 64,500 - - - - 64,500 1,573,100 - - - - 1,573,100 1,651,600 $ - $ - $ - $ - $ 1,651,600 FY2025 FY2026 FY2027 FY2028 FY2029 14,000 TOTAL $ 1,651,600 $ - $ - $ - $ - $ 1,651,600 TOTAL $ 1,651,600 $ - $ - $ - $ - $ 1,651,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2023 12/31/2025 PROJECT: Traffic Signal- Cotton Lane & Camelback Road - 42080 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal- Cotton Lane & Camelback Road RELATED PLAN(S): EXPENDITURES CIP Construction FY2025 $ Inf-Design FY2026 - $ 265,500 TOTAL $ FUNDING SOURCES 102 - One Time General Fund 265,500 $ FY2025 FY2027 2,327,600 $ 2,327,600 $ FY2026 FY2028 FY2029 TOTAL - $ - $ - $ 2,327,600 - - - 265,500 - $ - $ - $ 2,593,100 FY2027 FY2028 FY2029 TOTAL $ 265,500 $ 2,327,600 $ - $ - $ - $ 2,593,100 TOTAL $ 265,500 $ 2,327,600 $ - $ - $ - $ 2,593,100 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 3/30/2028 PROJECT: Traffic Signal - San Gabriel & Elliot - 42082 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic signal-San Gabriel Drive & Elliot Road. RELATED PLAN(S): EXPENDITURES Land FY2025 $ Inf-Design Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL 139,200 $ - $ - $ - $ - $ 90,300 - - - - 90,300 1,610,000 - - - - 1,610,000 1,839,500 $ - $ - $ - $ - $ 1,839,500 FY2025 FY2026 FY2027 FY2028 FY2029 139,200 TOTAL $ 1,839,500 $ - $ - $ - $ - $ 1,839,500 TOTAL $ 1,839,500 $ - $ - $ - $ - $ 1,839,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/15/2024 12/31/2025 TOC 210 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Estrella Parkway, Vineyard Avenue to MC85 (Estrella Bridge) - 42026 DEPARTMENT: Engineering PROJECT DESCRIPTION: Design and construct the expansion of Estrella Parkway to a major arterial 6 lane roadway, and new bridges over the Gila River and Buckeye Canal. RELATED PLAN(S): Transportation Master Plan , Transportation Master Plan EXPENDITURES FY2025 Land $ Improvements - Public Art Inf-Design FUNDING SOURCES 102 - One Time General Fund $ TOTAL $ FY2028 FY2029 TOTAL - $ - $ - $ 820,500 - - - - 820,500 5,026,500 - - - - 5,026,500 10,018,000 - 78,135,000 - - - 78,135,000 15,865,000 $ 78,135,000 $ - $ - $ - $ 94,000,000 FY2025 FY2026 820,500 $ FY2027 FY2028 FY2029 TOTAL 11,200,000 $ - $ - $ - $ 12,020,500 - 17,800,000 - - - 17,800,000 15,044,500 49,135,000 - - - 64,179,500 15,865,000 $ 78,135,000 $ - $ - $ - $ 94,000,000 375 - General Gov Future Financing 432 - DIF - Streets South 24 FY2027 - $ Infrastructure - Street TOTAL $ FY2026 10,018,000 $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 6/28/2028 PROJECT: Estrella Parkway/PebbleCreek Parkway and I-10 Interchange - 42027 DEPARTMENT: Engineering PROJECT DESCRIPTION: Add lanes under overpass in both directions. RELATED PLAN(S): Transportation Master Plan , Transportation Master Plan EXPENDITURES Inf-Design FY2025 $ Infrastructure - Street TOTAL $ FUNDING SOURCES 431 - DIF - Streets North 24 FY2026 94,000 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 11,792,500 - - - - 11,792,500 11,886,500 $ - $ - $ - $ - $ 11,886,500 FY2025 FY2026 FY2027 FY2028 FY2029 94,000 TOTAL $ 11,886,500 $ - $ - $ - $ - $ 11,886,500 TOTAL $ 11,886,500 $ - $ - $ - $ - $ 11,886,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2021 12/31/2025 PROJECT: Yuma Road, Canyon Trails to Sarival - 42037 DEPARTMENT: Engineering PROJECT DESCRIPTION: Widen south half of Yuma Road to provide three eastbound through lanes and raised median with landscaping. RELATED PLAN(S): Transportation Master Plan , Transportation Master Plan EXPENDITURES Land FY2025 $ Inf-Design Infrastructure - Street TOTAL $ FUNDING SOURCES 431 - DIF - Streets North 24 FY2026 FY2027 FY2028 FY2029 TOTAL 230,800 $ - $ - $ - $ - $ 31,900 - - - - 31,900 5,028,800 - - - - 5,028,800 5,291,500 $ - $ - $ - $ - $ 5,291,500 FY2025 FY2026 FY2027 FY2028 FY2029 230,800 TOTAL $ 5,291,500 $ - $ - $ - $ - $ 5,291,500 TOTAL $ 5,291,500 $ - $ - $ - $ - $ 5,291,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 3/31/2026 TOC 211 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Camelback Road - SR303 to 152nd Avenue - 42038 DEPARTMENT: Engineering PROJECT DESCRIPTION: Improvements will include three vehicle lanes with bike lanes each direction plus median, curb & gutter, sidewalks, drainage and interconnect conduit. Project will also require relocation of irrigation tailwater ditch located along the entire north side of the project. RELATED PLAN(S): Strategic Plan, Transportation Master Plan EXPENDITURES FY2025 CIP Land $ FY2026 FY2027 FY2028 FY2029 TOTAL 4,000,000 $ - $ - $ - $ - $ CIP Design 2,931,400 - - - - 2,931,400 CIP Construction 23,628,500 - - - - 23,628,500 30,559,900 $ - $ - $ - $ - $ 30,559,900 TOTAL $ FUNDING SOURCES FY2025 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 4,000,000 TOTAL $ 19,464,900 $ - $ - $ - $ - $ 11,095,000 - - - - 11,095,000 TOTAL $ 30,559,900 $ - $ - $ - $ - $ 30,559,900 353 - GO Bond 22 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 6/30/2027 19,464,900 PROJECT: Cotton Lane - Estrella Parkway to Cotton Lane Bridge - 42046 DEPARTMENT: Engineering PROJECT DESCRIPTION: Design and rehabilitate existing roadway and widening of two additional travel lanes only. Cost recovery will be created. RELATED PLAN(S): EXPENDITURES FY2025 Land $ Inf-Design FUNDING SOURCES $ 354 - GO Bond 25 FY2029 TOTAL - $ - $ - $ - $ - - - - 420,100 - 13,852,700 - - - 13,852,700 13,852,700 $ - $ - $ - $ 16,184,600 2,331,900 $ FY2026 420,100 $ FY2027 FY2028 FY2029 1,911,800 TOTAL - $ - $ - $ - $ 420,100 1,911,800 - - - - 1,911,800 - 13,852,700 - - - 13,852,700 13,852,700 $ - $ - $ - $ 16,184,600 375 - General Gov Future Financing TOTAL $ FY2028 420,100 FY2025 102 - One Time General Fund FY2027 1,911,800 $ Infrastructure - Street TOTAL $ FY2026 2,331,900 $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 12/31/2026 PROJECT: Lower Buckeye Road and Sarival Avenue - 42047 DEPARTMENT: Engineering PROJECT DESCRIPTION: Intersection improvements. RELATED PLAN(S): Transportation Master Plan , Transportation Master Plan EXPENDITURES Land FY2025 $ Inf-Design Infrastructure - Street TOTAL $ FUNDING SOURCES 431 - DIF - Streets North 24 FY2026 FY2027 FY2028 FY2029 TOTAL 46,400 $ - $ - $ - $ - $ 46,400 308,600 - - - - 308,600 3,931,000 - - - - 3,931,000 4,286,000 $ - $ - $ - $ - $ 4,286,000 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 4,286,000 $ - $ - $ - $ - $ 4,286,000 TOTAL $ 4,286,000 $ - $ - $ - $ - $ 4,286,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2022 12/31/2026 TOC 212 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Sarival Avenue (west half) Yuma Road to Elwood Street - 42048 DEPARTMENT: Engineering PROJECT DESCRIPTION: Improvements and widening on west half of Sarival Avenue(1.47 lane miles). RELATED PLAN(S): Transportation Master Plan , Transportation Master Plan EXPENDITURES FY2025 Land $ FY2026 1,870,200 $ CIP Construction - Inf-Design - $ FUNDING SOURCES 3,516,600 $ FY2025 431 - DIF - Streets North 24 FY2028 FY2029 TOTAL - $ - $ - $ 1,870,200 15,100,000 - - - 15,100,000 - - - - 1,646,400 - $ - $ - $ 18,616,600 1,646,400 TOTAL $ FY2027 15,100,000 $ FY2026 FY2027 FY2028 FY2029 TOTAL $ 3,516,600 $ 15,100,000 $ - $ - $ - $ 18,616,600 TOTAL $ 3,516,600 $ 15,100,000 $ - $ - $ - $ 18,616,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 6/30/2027 PROJECT: Bullard Ave. Celebrate Life Way to Roosevelt - 42052 DEPARTMENT: Engineering PROJECT DESCRIPTION: Widen Bullard Ave southbound between Celebrate Life Way and Roosevelt. Project will eliminate the existing scalloped street condition for southbound Bullard Avenue adding one new lane, from two lanes to three lanes. RELATED PLAN(S): EXPENDITURES FY2025 Land $ CIP Construction Inf-Design TOTAL $ FUNDING SOURCES FY2026 360,000 $ 354 - GO Bond 25 TOTAL - $ 360,000 4,860,000 4,860,000 - - - - - - - 571,400 - $ - $ - $ 5,791,400 4,860,000 $ FY2026 FY2027 FY2028 FY2029 TOTAL 571,400 $ - $ - $ - $ - $ 360,000 - - - - 360,000 - 4,860,000 - - - 4,860,000 4,860,000 $ - $ - $ - $ 5,791,400 375 - General Gov Future Financing TOTAL $ FY2029 - $ 931,400 $ $ FY2028 - $ 571,400 FY2025 102 - One Time General Fund FY2027 - $ 931,400 $ PROJECT 571,400 PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2023 12/31/2025 PROJECT: Indian School Road- Citrus to Minnezona - Priority #09 - 42056 DEPARTMENT: Engineering PROJECT DESCRIPTION: Roadway widening at Indian School Road- Citrus to Minnezona. Project will eliminate the existing scalloped street condition for westbound Indian School Road from one lane to three lanes and install a warranted traffic signal at Citrus & Indian School. RELATED PLAN(S): Transportation Master Plan EXPENDITURES Inf-Design FY2025 FY2027 FY2028 FY2029 TOTAL $ 1,404,000 $ - $ - $ - $ - $ 1,404,000 TOTAL $ 1,404,000 $ - $ - $ - $ - $ 1,404,000 FUNDING SOURCES 102 - One Time General Fund FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 1,404,000 $ - $ - $ - $ - $ 1,404,000 TOTAL $ 1,404,000 $ - $ - $ - $ - $ 1,404,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 12/16/2022 3/31/2027 TOC 213 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: McDowell Road- Litchfield to Dysart - 42058 DEPARTMENT: Engineering PROJECT DESCRIPTION: Median and roadway improvements to McDowell Road- Litchfield to Dysart. Project will improve traffic flow adding one thru lane each direction on McDowell Rd from two to three lanes. Will also require improvements to the intersection of Litchfield Road & McDowell Road. RELATED PLAN(S): Transportation Master Plan EXPENDITURES Land FY2025 $ FY2026 286,600 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 286,600 Inf-Design 1,408,000 - - - - 1,408,000 Infrastructure - Street 10,164,400 - - - - 10,164,400 11,859,000 $ - $ - $ - $ - $ 11,859,000 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2025 $ 354 - GO Bond 25 TOTAL $ FY2026 FY2027 FY2028 FY2029 TOTAL 1,408,000 $ - $ - $ - $ - $ 1,408,000 10,451,000 - - - - 10,451,000 11,859,000 $ - $ - $ - $ - $ 11,859,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2022 12/31/2026 PROJECT: Estrella Parkway - Hadley to Goodyear Boulevard North - 42069 DEPARTMENT: Engineering PROJECT DESCRIPTION: Design and construct approximately 325 linear feet of roadway improvements on Estrella Parkway between Hadley Street (Post Office Access Road) and Goodyear Boulevard North. RELATED PLAN(S): Transportation Master Plan EXPENDITURES Inf-Design FY2025 $ Infrastructure - Street TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 TOTAL 53,900 $ - $ - $ - $ - $ 53,900 817,800 - - - - 817,800 871,700 $ - $ - $ - $ - $ 871,700 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 871,700 $ - $ - $ - $ - $ 871,700 TOTAL $ 871,700 $ - $ - $ - $ - $ 871,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/9/2023 6/30/2025 PROJECT: Belen Soto Elementary "Safe Route To School" (SRTS) Study - 42083 DEPARTMENT: Engineering PROJECT DESCRIPTION: New and Updated Safe Routes to School (SRTS) aiming to enhance the safety of children walking and biking to school. As part of the grant stipulations, this project must be included in the city's CIP. RELATED PLAN(S): EXPENDITURES PreScope Study FY2025 FY2027 FY2028 FY2029 TOTAL 41,900 $ - $ - $ - $ - $ 41,900 TOTAL $ 41,900 $ - $ - $ - $ - $ 41,900 FUNDING SOURCES 102 - One Time General Fund FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 41,900 $ - $ - $ - $ - $ 41,900 TOTAL $ 41,900 $ - $ - $ - $ - $ 41,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 6/30/2025 TOC 214 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Cotton Lane- Union Pacific Railroad to Huhtamaki Driveway - 42084 DEPARTMENT: Engineering PROJECT DESCRIPTION: Roadway widening project on Cotton Lane from Union Pacific Railroad to Huhtamaki Driveway. Project will eliminate the existing scalloped street condition for southbound Cotton Lane adding one additional lane. RELATED PLAN(S): EXPENDITURES FY2025 Land $ Inf-Design TOTAL $ FY2028 FY2029 TOTAL - $ - $ - $ 316,700 - - - - 400,000 - - 6,283,300 - - 6,283,300 6,283,300 $ - $ - $ 7,000,000 400,000 $ FY2025 102 - One Time General Fund FY2027 316,700 $ 400,000 Infrastructure - Signals&Signs FUNDING SOURCES FY2026 - $ 316,700 $ FY2026 FY2027 FY2028 FY2029 TOTAL $ 400,000 $ 316,700 $ 6,283,300 $ - $ - $ 7,000,000 TOTAL $ 400,000 $ 316,700 $ 6,283,300 $ - $ - $ 7,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2025 3/30/2029 PROJECT: Indian School Road- Perryville to Citrus - 42089 DEPARTMENT: Engineering PROJECT DESCRIPTION: Roadway widening at Indian School Road- Perryville to Citrus. Project will eliminate the existing scalloped street condition for eastbound Indian School Road adding two additional thru lanes, from one lane to three lanes. RELATED PLAN(S): Transportation Master Plan EXPENDITURES FY2025 Land $ Inf-Design - $ FUNDING SOURCES $ TOTAL - $ - $ - - - 3,700,800 - - - 32,535,000 - 32,535,000 - $ 32,535,000 $ - $ 43,724,800 7,489,000 $ FY2026 3,700,800 $ 375 - General Gov Future Financing - TOTAL $ FY2029 - $ 3,700,800 $ 7,489,000 $ FY2028 - FY2025 354 - GO Bond 25 FY2027 3,700,800 Infrastructure - Signals&Signs TOTAL $ FY2026 3,700,800 $ FY2027 - $ FY2028 - $ FY2029 - $ 7,489,000 TOTAL - $ 3,700,800 7,489,000 - 32,535,000 - 40,024,000 7,489,000 $ - $ 32,535,000 $ - $ 43,724,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/15/2024 12/31/2029 PROJECT: Litchfield Road and MC 85 Intersection Improvements - 42090 DEPARTMENT: Engineering PROJECT DESCRIPTION: This project will reconstruct the Litchfield Road & MC 85 traffic signal for ADA compliance, including sidewalk, curb, gutter, and pavement improvements. RELATED PLAN(S): EXPENDITURES Land FY2025 $ Inf-Design FUNDING SOURCES 102 - One Time General Fund FY2027 FY2028 FY2029 TOTAL 63,000 $ - $ - $ - $ - $ 63,000 287,000 - - - - 287,000 - - - 1,810,500 - 1,810,500 - $ - $ 1,810,500 $ - $ 2,160,500 Infrastructure - Signals&Signs TOTAL $ FY2026 350,000 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 350,000 $ - $ - $ 1,810,500 $ - $ 2,160,500 TOTAL $ 350,000 $ - $ - $ 1,810,500 $ - $ 2,160,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/23/2024 6/30/2028 TOC 215 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: McDowell Road Sidewalk Improvements - Bullard Wash to 146th Avenue - 42091 DEPARTMENT: Engineering PROJECT DESCRIPTION: Sidewalk improvements on McDowell, from Bullard Wash to 146th Avenue. This project will provide sidewalk connectivity along McDowell Road in a visible and growing area of the city from 1,200 feet west of 150th Drive to 330 feet east of Bullard Avenue. RELATED PLAN(S): Transportation Master Plan EXPENDITURES FY2025 Inf-Design $ FY2026 79,500 $ Infrastructure - Street TOTAL $ FUNDING SOURCES 79,500 $ FY2025 102 - One Time General Fund FY2027 - $ FY2028 FY2029 TOTAL - $ - $ - $ 79,500 616,000 - - - 616,000 616,000 $ - $ - $ - $ 695,500 FY2026 FY2027 FY2028 FY2029 TOTAL $ 79,500 $ 616,000 $ - $ - $ - $ 695,500 TOTAL $ 79,500 $ 616,000 $ - $ - $ - $ 695,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/2/2025 6/30/2027 PROJECT: Estrella Parkway - Yuma Road - 42-23-300 DEPARTMENT: Engineering PROJECT DESCRIPTION: Expand existing lanes at Estrella Parkway-Yuma Road and relocate Well Site 20. Project will eliminate the existing scalloped street condition for Estrella Parkway & Yuma Road inside the Goodyear Blvd Loop, adding one thru lane in each direction. RELATED PLAN(S): Transportation Master Plan EXPENDITURES FY2025 CIP Land $ FY2026 - $ CIP Design - CIP Construction FUNDING SOURCES - $ FY2025 375 - General Gov Future Financing FY2028 36,000 $ FY2029 TOTAL - $ - $ 36,000 2,558,000 - - - 2,558,000 - 21,642,000 - - 21,642,000 21,678,000 $ - $ - $ 24,236,000 TOTAL $ FY2027 - $ 2,558,000 $ FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ 2,558,000 $ 21,678,000 $ - $ - $ 24,236,000 TOTAL $ - $ 2,558,000 $ 21,678,000 $ - $ - $ 24,236,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/15/2025 6/30/2030 PROJECT: Litchfield Road Lighting & Sidewalk Improvements - MC 85 to Van Buren - 42-23-308 DEPARTMENT: Engineering PROJECT DESCRIPTION: Install street lights, ITS conduit, and sidewalk improvements as needed on Litchfield Road - MC 85 to Van Buren. This project will bring the street lighting up to city standards. RELATED PLAN(S): EXPENDITURES CIP Land FY2025 $ CIP Design TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 - $ - $ - - 2,519,500 - $ - $ 2,519,500 $ FY2025 FY2026 - $ FY2027 FY2029 437,900 $ 437,900 $ FY2028 TOTAL - $ 437,900 - 2,519,500 - $ 2,957,400 FY2029 TOTAL $ - $ - $ 2,519,500 $ 437,900 $ - $ 2,957,400 TOTAL $ - $ - $ 2,519,500 $ 437,900 $ - $ 2,957,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 12/30/2031 TOC 216 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Yuma Road - Cotton Lane to Canyon Trails - 42-23-314 DEPARTMENT: Engineering PROJECT DESCRIPTION: Roadway widening on Yuma Road - Cotton Lane to Canyon Trails. Project will eliminate the existing scalloped street condition improving eastbound Yuma Road adding two new lanes, from one lane to three lanes. Includes relocation of existing structure. RELATED PLAN(S): Transportation Master Plan EXPENDITURES FY2025 CIP Land $ FY2026 - $ FY2027 - $ FY2028 3,000,000 $ FY2029 1,923,000 $ TOTAL - $ 4,923,000 CIP Design - 1,062,000 - - - 1,062,000 CIP Construction - - - 7,075,000 - 7,075,000 8,998,000 $ - $ 13,060,000 TOTAL $ FUNDING SOURCES - $ FY2025 375 - General Gov Future Financing 1,062,000 $ FY2026 3,000,000 $ FY2027 FY2028 FY2029 TOTAL $ - $ 1,062,000 $ 3,000,000 $ 8,998,000 $ - $ 13,060,000 TOTAL $ - $ 1,062,000 $ 3,000,000 $ 8,998,000 $ - $ 13,060,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/15/2025 7/1/2029 PROJECT: Yuma Road - Goodyear Boulevard to Litchfield Road - 42-23-315 DEPARTMENT: Engineering PROJECT DESCRIPTION: Widen Yuma Road - Goodyear Boulevard to Litchfield Road and add a raised landscape median. Project will eliminate the existing scalloped street condition, improving Yuma Road between Goodyear Blvd. East and 1/4 mile west of Litchfield Rd from the ex. two lane roadway to a 4/6 lane roadway. RELATED PLAN(S): EXPENDITURES CIP Design FY2025 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ - $ 1,606,000 $ 1,606,000 TOTAL $ - $ - $ - $ - $ 1,606,000 $ 1,606,000 FUNDING SOURCES 102 - One Time General Fund FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ - $ 1,606,000 $ 1,606,000 TOTAL $ - $ - $ - $ - $ 1,606,000 $ 1,606,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2028 3/31/2032 PROJECT: Historic Goodyear Pavement Rehabilitation - 60121 DEPARTMENT: Public Works PROJECT DESCRIPTION: Replacement of the existing pavement in Historic neighborhood. RELATED PLAN(S): Transportation Master Plan EXPENDITURES Infrastructure - Street FY2025 FY2027 FY2028 FY2029 TOTAL 2,656,500 $ - $ - $ - $ - $ 2,656,500 TOTAL $ 2,656,500 $ - $ - $ - $ - $ 2,656,500 FUNDING SOURCES 102 - One Time General Fund FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,656,500 $ - $ - $ - $ - $ 2,656,500 TOTAL $ 2,656,500 $ - $ - $ - $ - $ 2,656,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 2/15/2024 9/30/2024 TOC 217 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER OPERATING PROJECT DETAILS PROJECT: Brine Disposal - 60034 DEPARTMENT: Water Services PROJECT DESCRIPTION: Construct approximately 40,000 feet of 12" pipeline to transmit brine from Site 12 and Bullard Water Campus to the existing tap in the Palo Verde Nuclear Power Station line near the Goodyear Water Resource Campus. RELATED PLAN(S): EXPENDITURES FY2025 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 1,299,300 12,881,500 - - - - 12,881,500 14,180,800 $ - $ - $ - $ - $ 14,180,800 FY2025 605 - FY2023 Water Bond FY2026 1,299,300 $ FY2026 FY2027 FY2028 FY2029 TOTAL $ 14,180,800 $ - $ - $ - $ - $ 14,180,800 TOTAL $ 14,180,800 $ - $ - $ - $ - $ 14,180,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 12/1/2020 12/31/2025 PROJECT: Goodyear Motel-Country Aire Apartments Sewer Piping - 60062 DEPARTMENT: Water Services PROJECT DESCRIPTION: Design and construction in the realignment and relocation of existing sewer line that runs through the center of the apartment complex. RELATED PLAN(S): EXPENDITURES FY2025 Land $ FY2026 FY2027 FY2028 FY2029 TOTAL 17,800 $ - $ - $ - $ - $ Inf-Design 69,400 - - - - 69,400 Infrastructure - Wastewater 590,400 - - - - 590,400 677,600 $ - $ - $ - $ - $ 677,600 TOTAL $ FUNDING SOURCES FY2025 621 - One Time WasteWater Ops FY2026 FY2027 FY2028 FY2029 17,800 TOTAL $ 677,600 $ - $ - $ - $ - $ 677,600 TOTAL $ 677,600 $ - $ - $ - $ - $ 677,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 6/30/2025 PROJECT: Rainbow Valley WRF Plant Design and Expansion - 60077 DEPARTMENT: Water Services PROJECT DESCRIPTION: Design and construction of the Rainbow Valley Water Reclamation Facility to add redundant processes and increase treatment capacity to 2.5 million gallons per day. RELATED PLAN(S): Strategic Plan, Integrated Water Master Plan EXPENDITURES Inf-Design FY2025 $ FY2026 FY2027 FY2028 FY2029 TOTAL 4,580,700 $ - $ - $ - $ - $ Infrastructure - Other 3,642,900 - - - - 3,642,900 Infrastructure - Wastewater 37,515,900 - - - - 37,515,900 45,739,500 $ - $ - $ - $ - $ 45,739,500 TOTAL $ FUNDING SOURCES 567 - DIF - WW South 24 FY2025 $ 624 - Wastewater Bond 23 TOTAL $ FY2026 FY2027 FY2028 FY2029 4,580,700 TOTAL 30,739,500 $ - $ - $ - $ - $ 30,739,500 15,000,000 - - - - 15,000,000 45,739,500 $ - $ - $ - $ - $ 45,739,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 12/31/2025 TOC 218 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER OPERATING PROJECT DETAILS PROJECT: Integrated Water Master Plan (IWMP) Mid-Term Update - 60079 DEPARTMENT: Water Services PROJECT DESCRIPTION: Mid-Year development of utility solutions citywide. Costs to be split 50/50 between Water and Wastewater. RELATED PLAN(S): EXPENDITURES FY2025 CIP PreScope Study FY2026 FY2027 FY2028 FY2029 TOTAL $ 643,800 $ - $ - $ - $ - $ 643,800 TOTAL $ 643,800 $ - $ - $ - $ - $ 643,800 FUNDING SOURCES FY2025 601 - One Time Water Ops $ 621 - One Time WasteWater Ops TOTAL $ FY2026 FY2027 FY2028 FY2029 TOTAL 321,900 $ - $ - $ - $ - $ 321,900 321,900 - - - - 321,900 643,800 $ - $ - $ - $ - $ 643,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2022 12/1/2026 PROJECT: Corgett WRF Clarifier Rehabilitation and New Clarifier - 60103 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replacement of existing clarifier process components coupled with designing and constructing a new secondary clarifier. RELATED PLAN(S): EXPENDITURES FY2025 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES 233,800 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 233,800 3,548,000 - - - - 3,548,000 3,781,800 $ - $ - $ - $ - $ 3,781,800 FY2025 621 - One Time WasteWater Ops FY2026 FY2026 FY2027 FY2028 FY2029 TOTAL $ 3,781,800 $ - $ - $ - $ - $ 3,781,800 TOTAL $ 3,781,800 $ - $ - $ - $ - $ 3,781,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 6/30/2026 PROJECT: GWRF Expansion - Capacity Expansion from 6.0 MGD to 7.5 MGD - 60109 DEPARTMENT: Water Services PROJECT DESCRIPTION: Increase capacity of the Goodyear Wastewater Reclamation Facility from 6 MGD to 9 MGD to support growth. RELATED PLAN(S): Strategic Plan EXPENDITURES Inf-Design FY2025 $ Infrastructure - Wastewater PreScope Study TOTAL $ FUNDING SOURCES 566 - DIF - WW North 24 FY2026 511,900 $ FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 511,900 4,539,400 - - - - 4,539,400 21,500 - - - - 21,500 5,072,800 $ - $ - $ - $ - $ 5,072,800 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 5,072,800 $ - $ - $ - $ - $ 5,072,800 TOTAL $ 5,072,800 $ - $ - $ - $ - $ 5,072,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/31/2022 12/31/2029 TOC 219 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER OPERATING PROJECT DETAILS PROJECT: Rainbow Valley WRF Operational Improvements - 60110 DEPARTMENT: Water Services PROJECT DESCRIPTION: Design and construction of the Rainbow Valley Water Reclamation Facility to add redundant processes and increase treatment capacity to 2.5 million gallons per day. Operational Improvements. RELATED PLAN(S): Strategic Plan, Integrated Water Master Plan EXPENDITURES FY2025 Inf-Design $ FY2026 FY2027 FY2028 FY2029 TOTAL 1,205,900 $ - $ - $ - $ - $ 1,205,900 Infrastructure - Other 3,772,000 - - - - 3,772,000 Infrastructure - Wastewater 3,404,100 - - - - 3,404,100 8,382,000 $ - $ - $ - $ - $ 8,382,000 TOTAL $ FUNDING SOURCES FY2025 624 - Wastewater Bond 23 FY2026 FY2027 FY2028 FY2029 TOTAL $ 8,382,000 $ - $ - $ - $ - $ 8,382,000 TOTAL $ 8,382,000 $ - $ - $ - $ - $ 8,382,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 6/30/2027 PROJECT: Perryville Grinder Station Improvement - 61013 DEPARTMENT: Water Services PROJECT DESCRIPTION: The design and construction of infrastructure to treat 100% of the flows from Perryville Prison. RELATED PLAN(S): EXPENDITURES FY2025 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2026 225,700 $ FY2028 FY2029 TOTAL - $ - $ - $ 225,700 2,470,000 - - - - 2,470,000 2,695,700 $ - $ - $ - $ - $ 2,695,700 FY2025 621 - One Time WasteWater Ops FY2027 - $ FY2026 FY2027 FY2028 FY2029 TOTAL $ 2,695,700 $ - $ - $ - $ - $ 2,695,700 TOTAL $ 2,695,700 $ - $ - $ - $ - $ 2,695,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 12/1/2023 6/30/2025 PROJECT: GWRF Design and Construction - 61014 DEPARTMENT: Water Services PROJECT DESCRIPTION: Design and construct the GWRF to accommodate growth and additional capacity needs in the service area as well as potentially modifying the current treatment process of the existing facility. Projects #60109 GWRF Basis of Design & #60112 GWRF MasterPlan are part of the overall expansion of the GWRF. RELATED PLAN(S): Strategic Plan EXPENDITURES CIP Construction FY2025 $ Inf-Design TOTAL $ FUNDING SOURCES 566 - DIF - WW North 24 FY2026 - $ FY2027 - $ 7,000,000 - 7,000,000 $ - $ FY2025 FY2026 FY2028 80,000,000 $ 80,000,000 $ FY2027 FY2029 TOTAL - $ - $ - - 7,000,000 - $ - $ 87,000,000 FY2028 FY2029 80,000,000 TOTAL $ 7,000,000 $ - $ 80,000,000 $ - $ - $ 87,000,000 TOTAL $ 7,000,000 $ - $ 80,000,000 $ - $ - $ 87,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2023 12/31/2029 TOC 220 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER OPERATING PROJECT DETAILS PROJECT: Improvements to PVNPGS - 61015 DEPARTMENT: Water Services PROJECT DESCRIPTION: Improvements to Palo Verde Nuclear Power Station as a part of the Brines Disposal project (60034) RELATED PLAN(S): EXPENDITURES FY2025 Infrastructure - Water FY2026 FY2027 FY2028 FY2029 TOTAL $ 15,500,000 $ - $ - $ - $ - $ 15,500,000 TOTAL $ 15,500,000 $ - $ - $ - $ - $ 15,500,000 FUNDING SOURCES FY2025 605 - FY2023 Water Bond FY2026 FY2027 FY2028 FY2029 TOTAL $ 15,500,000 $ - $ - $ - $ - $ 15,500,000 TOTAL $ 15,500,000 $ - $ - $ - $ - $ 15,500,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 2/1/2024 6/30/2025 PROJECT: Central Avenue Sewer Line and Wells Fargo Lift Station Upgrade - 61016 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replacement of gravity sewer line on Central Avenue and increase capacity at the Wells Fargo Lift Station. RELATED PLAN(S): EXPENDITURES FY2025 CIP Land $ FY2026 FY2027 FY2028 FY2029 TOTAL - $ 135,000 $ - $ - $ - $ CIP Design - 480,000 - - - 480,000 CIP Construction - 4,936,000 - - - 4,936,000 - $ 5,551,000 $ - $ - $ - $ 5,551,000 TOTAL $ FUNDING SOURCES FY2025 621 - One Time WasteWater Ops FY2026 FY2027 FY2028 FY2029 135,000 TOTAL $ - $ 5,551,000 $ - $ - $ - $ 5,551,000 TOTAL $ - $ 5,551,000 $ - $ - $ - $ 5,551,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2025 12/31/2028 PROJECT: Rainbow Valley Lift Station Force Main - 61-23-223 DEPARTMENT: Water Services PROJECT DESCRIPTION: Construct a second force main to provide redundancy to the sewer conveyance system from the Rainbow Valley Lift Station. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES FY2025 CIP Design $ CIP Construction TOTAL $ FUNDING SOURCES FY2026 FY2028 - $ - $ - - - - $ - $ - $ FY2025 621 - One Time WasteWater Ops FY2027 - $ FY2026 FY2027 FY2029 265,000 $ TOTAL - $ 265,000 2,080,000 - 2,080,000 2,345,000 $ - $ 2,345,000 FY2028 FY2029 TOTAL $ - $ - $ - $ 2,345,000 $ - $ 2,345,000 TOTAL $ - $ - $ - $ 2,345,000 $ - $ 2,345,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2027 3/30/2029 TOC 221 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER OPERATING PROJECT DETAILS PROJECT: Lum Lift Station Force Main - 61-23-245 DEPARTMENT: Water Services PROJECT DESCRIPTION: Construct a second force main to provide redundancy and reliability to the sewer conveyance system from the Lum Lift Station. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES FY2025 CIP Design $ CIP Construction TOTAL $ FUNDING SOURCES FY2026 FY2028 - $ - $ - $ - - - - $ - $ - $ FY2025 621 - One Time WasteWater Ops FY2027 FY2026 FY2027 FY2029 425,000 $ 425,000 $ FY2028 TOTAL - $ 425,000 4,740,000 4,740,000 4,740,000 $ 5,165,000 FY2029 TOTAL $ - $ - $ - $ 425,000 $ 4,740,000 $ 5,165,000 TOTAL $ - $ - $ - $ 425,000 $ 4,740,000 $ 5,165,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 11/1/2027 6/30/2029 FY2026 FY2027 PROJECT: Well #11 ReDrill - 61-25-460 DEPARTMENT: Water Services PROJECT DESCRIPTION: Redrilling and rehabilitation of Well #11 RELATED PLAN(S): EXPENDITURES FY2025 Inf-Design $ Infrastructure - Water TOTAL $ FUNDING SOURCES FY2029 TOTAL - $ - $ - $ - $ - - - - 2,300,000 2,300,000 - $ - $ - $ - $ 2,500,000 $ 2,500,000 FY2025 601 - One Time Water Ops FY2028 FY2026 FY2027 FY2028 200,000 $ FY2029 200,000 TOTAL $ - $ - $ - $ - $ 2,500,000 $ 2,500,000 TOTAL $ - $ - $ - $ - $ 2,500,000 $ 2,500,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2028 6/30/2029 PROJECT: RVWRF Centrifuge Replacement - 61-25-462 DEPARTMENT: Water Services PROJECT DESCRIPTION: Biosolids Processing Centrifuge Replacement RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES FY2025 CIP Design $ CIP Construction TOTAL $ FUNDING SOURCES FY2026 FY2028 FY2029 TOTAL - $ 75,000 $ - $ - $ 75,000 - - 550,000 - - 550,000 - $ - $ 625,000 $ - $ - $ 625,000 FY2025 621 - One Time WasteWater Ops FY2027 - $ FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 625,000 $ - $ - $ 625,000 TOTAL $ - $ - $ 625,000 $ - $ - $ 625,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 TOC 222 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER REPLACEMENT PROJECT DETAILS PROJECT: Goodyear WRF Blower Replacement - 60093 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace an existing blower at the Goodyear Water Reclamation Facility. RELATED PLAN(S): EXPENDITURES FY2025 CIP Design $ CIP Construction TOTAL $ FUNDING SOURCES FY2027 FY2028 FY2029 TOTAL 18,900 $ - $ - $ - $ - $ 18,900 572,700 - - - - 572,700 591,600 $ - $ - $ - $ - $ 591,600 FY2025 621 - One Time WasteWater Ops FY2026 FY2026 FY2027 FY2028 FY2029 TOTAL $ 591,600 $ - $ - $ - $ - $ 591,600 TOTAL $ 591,600 $ - $ - $ - $ - $ 591,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 6/9/2022 12/31/2024 PROJECT: Corgett Wash Sewer Replacements - 61002 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replacing original ductile iron sewer pipe in several locations within the Corgett Wash in Estrella Mountain Ranch. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES FY2025 Infrastructure - Wastewater FY2026 FY2027 FY2028 FY2029 TOTAL $ 4,910,000 $ - $ - $ - $ - $ 4,910,000 TOTAL $ 4,910,000 $ - $ - $ - $ - $ 4,910,000 FUNDING SOURCES FY2025 621 - One Time WasteWater Ops $ 622 - WasteWater Ops AM Reserve TOTAL $ FY2026 FY2027 FY2028 FY2029 TOTAL 2,455,000 $ - $ - $ - $ - $ 2,455,000 2,455,000 - - - - 2,455,000 4,910,000 $ - $ - $ - $ - $ 4,910,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 12/31/2024 PROJECT: Goodyear WRF Blower Replacement - 61006 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace an existing blower at the Goodyear Water Reclamation Facility. RELATED PLAN(S): EXPENDITURES FY2025 Infrastructure - Wastewater FY2026 FY2027 FY2028 FY2029 TOTAL $ 586,000 $ - $ - $ - $ - $ 586,000 TOTAL $ 586,000 $ - $ - $ - $ - $ 586,000 FUNDING SOURCES FY2025 621 - One Time WasteWater Ops FY2026 FY2027 FY2028 FY2029 TOTAL $ 586,000 $ - $ - $ - $ - $ 586,000 TOTAL $ 586,000 $ - $ - $ - $ - $ 586,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 3/31/2025 TOC 223 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER REPLACEMENT PROJECT DETAILS PROJECT: Lost Lift Station Odor Scrubber Replacement - 61017 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace the odor scrubber system at the Lost Lift Station. RELATED PLAN(S): EXPENDITURES FY2025 Infrastructure - Wastewater FY2026 FY2027 FY2028 FY2029 TOTAL $ 507,000 $ - $ - $ - $ - $ 507,000 TOTAL $ 507,000 $ - $ - $ - $ - $ 507,000 FUNDING SOURCES FY2025 622 - WasteWater Ops AM Reserve FY2026 FY2027 FY2028 FY2029 TOTAL $ 507,000 $ - $ - $ - $ - $ 507,000 TOTAL $ 507,000 $ - $ - $ - $ - $ 507,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 9/30/2025 PROJECT: Del Camino Lift Station Generator Replacement - 61-24-352 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace Existing Emergency Generator for the Pump Station. RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 FUNDING SOURCES FY2025 621 - One Time WasteWater Ops FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2028 PROJECT: Wells Fargo Lift Station Generator Replacement - 61-24-359 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace Existing Emergency Generator for the Pump Station RELATED PLAN(S): EXPENDITURES FY2025 CIP Construction FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 FUNDING SOURCES FY2025 621 - One Time WasteWater Ops FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 TOTAL $ - $ - $ - $ 650,000 $ - $ 650,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2028 TOC 224 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WASTEWATER REPLACEMENT PROJECT DETAILS PROJECT: GYWRF Centrifuge Replacement - 61-25-459 DEPARTMENT: Water Services PROJECT DESCRIPTION: This project will be replacing an existing centrifuge at GYWRF that has met that life cycle. RELATED PLAN(S): EXPENDITURES FY2025 CIP Design $ CIP Construction TOTAL $ FUNDING SOURCES FY2026 FY2028 FY2029 TOTAL - $ - $ - $ - $ 100,000 $ 100,000 - - - - 620,000 620,000 - $ - $ - $ - $ 720,000 $ 720,000 FY2025 622 - WasteWater Ops AM Reserve FY2027 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ - $ 720,000 $ 720,000 TOTAL $ - $ - $ - $ - $ 720,000 $ 720,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2028 6/30/2029 TOC 225 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WATER OPERATING PROJECT DETAILS PROJECT: Booster 11 Generator Replacement - 60047 DEPARTMENT: Water Services PROJECT DESCRIPTION: Removal of existing generator at Booster Site 11. Design and construction of two new generators to work in unison so they can each run at 100% capacities under emergency power. RELATED PLAN(S): EXPENDITURES Infrastructure - Water FY2025 FY2027 FY2028 FY2029 TOTAL 931,800 $ - $ - $ - $ - $ 931,800 TOTAL $ 931,800 $ - $ - $ - $ - $ 931,800 FUNDING SOURCES 601 - One Time Water Ops FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 931,800 $ - $ - $ - $ - $ 931,800 TOTAL $ 931,800 $ - $ - $ - $ - $ 931,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2020 10/23/2024 PROJECT: Site 21 Treatment Improvements and Increased Capacity - 60101 DEPARTMENT: Water Services PROJECT DESCRIPTION: Add biological Nitrate removal with increased capacity to treat three wells in order to add reliability to the city's groundwater system meeting daily potable water demands. RELATED PLAN(S): EXPENDITURES CIP Design FY2025 $ CIP Construction TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2026 - $ FY2027 307,000 $ FY2028 FY2029 TOTAL - $ - $ - $ 307,000 375,000 5,720,000 - - - 6,095,000 375,000 $ 6,027,000 $ - $ - $ - $ 6,402,000 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 375,000 $ 6,027,000 $ - $ - $ - $ 6,402,000 TOTAL $ 375,000 $ 6,027,000 $ - $ - $ - $ 6,402,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 6/30/2027 PROJECT: Site 18 Reservoir Rehabilitation - 61-21-001 DEPARTMENT: Water Services PROJECT DESCRIPTION: Inspect interior and exterior of potable water reservoir and repair or replace components and surfaces as needed at Site 18. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL - $ - $ 1,400,000 $ - $ - $ 1,400,000 TOTAL $ - $ - $ 1,400,000 $ - $ - $ 1,400,000 FUNDING SOURCES 601 - One Time Water Ops FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 1,400,000 $ - $ - $ 1,400,000 TOTAL $ - $ - $ 1,400,000 $ - $ - $ 1,400,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 TOC 226 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WATER OPERATING PROJECT DETAILS PROJECT: Site 11 Reservoir Rehabilitation - 61-21-117 DEPARTMENT: Water Services PROJECT DESCRIPTION: Inspect interior and exterior of potable water reservoir and repair or replace components and surfaces as needed for Site 11 RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 3,000,000 $ - $ - $ 3,000,000 TOTAL $ - $ - $ 3,000,000 $ - $ - $ 3,000,000 FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 3,000,000 $ - $ - $ 3,000,000 TOTAL $ - $ - $ 3,000,000 $ - $ - $ 3,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 PROJECT: Site 13 and 23 Chlorination System Upgrades - 61-23-234 DEPARTMENT: Water Services PROJECT DESCRIPTION: Install on-site chlorine generation system at Site 23 RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES CIP Design FY2025 $ CIP Construction TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2027 FY2028 FY2029 TOTAL - $ - $ - $ 50,000 $ - $ 50,000 - - - 450,000 - 450,000 - $ - $ - $ 500,000 $ - $ 500,000 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 500,000 $ - $ 500,000 TOTAL $ - $ - $ - $ 500,000 $ - $ 500,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 6/30/2028 PROJECT: Pressure Regulating Valve Sites Installation - 61-24-353 DEPARTMENT: Water Services PROJECT DESCRIPTION: Install of Pressure Regulating Valves in Potable System RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL - $ - $ - $ 2,000,000 $ - $ 2,000,000 TOTAL $ - $ - $ - $ 2,000,000 $ - $ 2,000,000 FUNDING SOURCES 601 - One Time Water Ops FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 2,000,000 $ - $ 2,000,000 TOTAL $ - $ - $ - $ 2,000,000 $ - $ 2,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2028 TOC 227 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WATER OPERATING PROJECT DETAILS PROJECT: Site 10 Booster Tank Rehab - 61-24-356 DEPARTMENT: Water Services PROJECT DESCRIPTION: Site 10 Booster Reservoir Tank Rehabilitation RELATED PLAN(S): EXPENDITURES CIP Construction FY2025 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 2,000,000 $ - $ 2,000,000 TOTAL $ - $ - $ - $ 2,000,000 $ - $ 2,000,000 FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ - $ - $ - $ 2,000,000 $ - $ 2,000,000 TOTAL $ - $ - $ - $ 2,000,000 $ - $ 2,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2028 PROJECT: Well #25 Rehabilitation - 61-25-458 DEPARTMENT: Water Services PROJECT DESCRIPTION: Rehabilitation of well #25 and modification of Site #12 in order to receive the new water source. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES CIP Design FY2025 $ CIP Construction TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ - - - - 1,400,000 1,400,000 - $ - $ - $ - $ 2,000,000 $ 2,000,000 FY2025 FY2026 FY2027 FY2028 600,000 $ FY2029 600,000 TOTAL $ - $ - $ - $ - $ 2,000,000 $ 2,000,000 TOTAL $ - $ - $ - $ - $ 2,000,000 $ 2,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2028 6/30/2030 TOC 228 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WATER REPLACEMENT PROJECT DETAILS PROJECT: Bullard Water Campus Amiad Pre-Filters Replacement - 60075 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace the Amiad pre-filters used for reverse osmosis treatment at Bullard Water Campus. RELATED PLAN(S): EXPENDITURES Infrastructure - Water FY2025 FY2027 FY2028 FY2029 TOTAL $ 927,900 $ - $ - $ - $ - $ 927,900 TOTAL $ 927,900 $ - $ - $ - $ - $ 927,900 FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 927,900 $ - $ - $ - $ - $ 927,900 TOTAL $ 927,900 $ - $ - $ - $ - $ 927,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2022 11/5/2024 PROJECT: Site 13 Motor Control Center Replacement - 61004 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replacement of original motor control center which provides electrical for Site 13 booster pumps and reservoir treatment system RELATED PLAN(S): EXPENDITURES Inf-Design FY2025 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2027 FY2028 FY2029 TOTAL 150,000 $ - $ - $ - $ - $ 910,000 - - - - 910,000 1,060,000 $ - $ - $ - $ - $ 1,060,000 FY2025 FY2026 FY2027 FY2028 FY2029 150,000 TOTAL $ 1,060,000 $ - $ - $ - $ - $ 1,060,000 TOTAL $ 1,060,000 $ - $ - $ - $ - $ 1,060,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 6/30/2025 PROJECT: Booster 12 Generator Replacement - 61009 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace emergency generator at Booster Station 12 RELATED PLAN(S): EXPENDITURES Infrastructure - Water FY2025 FY2027 FY2028 FY2029 TOTAL 800,000 $ - $ - $ - $ - $ 800,000 TOTAL $ 800,000 $ - $ - $ - $ - $ 800,000 FUNDING SOURCES 601 - One Time Water Ops FY2026 $ FY2025 FY2026 FY2027 FY2028 FY2029 TOTAL $ 800,000 $ - $ - $ - $ - $ 800,000 TOTAL $ 800,000 $ - $ - $ - $ - $ 800,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 3/31/2025 TOC 229 CITY OF GOODYEAR FY2025 - FY2029 CAPITAL IMPROVEMENT PROGRAM WATER REPLACEMENT PROJECT DETAILS PROJECT: Water Main Replacement - 61-20-001 DEPARTMENT: Water Services PROJECT DESCRIPTION: Design and construction to remove corroded water pipe and replace with new pipe, service connections, valves, and hydrants in Estrella Mountain Ranch Parcel 51. RELATED PLAN(S): EXPENDITURES CIP Design FY2025 $ CIP Construction TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2027 - $ - $ - - - $ - $ FY2025 FY2026 FY2028 145,000 $ FY2029 TOTAL - $ - $ 145,000 2,408,000 - - 2,408,000 2,553,000 $ - $ - $ 2,553,000 FY2027 FY2028 FY2029 TOTAL $ - $ - $ 2,553,000 $ - $ - $ 2,553,000 TOTAL $ - $ - $ 2,553,000 $ - $ - $ 2,553,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2026 6/30/2028 PROJECT: Site #11 Booster Station MCC Replacement - 61-24-357 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace Booster 11 Motor Control Center RELATED PLAN(S): EXPENDITURES CIP Design FY2025 $ CIP Construction TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2027 FY2028 - $ - $ - $ - - - - $ - $ - $ FY2025 FY2026 FY2027 FY2029 300,000 $ TOTAL - $ 300,000 2,700,000 - 2,700,000 3,000,000 $ - $ 3,000,000 FY2028 FY2029 TOTAL $ - $ - $ - $ 3,000,000 $ - $ 3,000,000 TOTAL $ - $ - $ - $ 3,000,000 $ - $ 3,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2028 TOC 230 Fiscal Year 2025 Annual Budget City of Goodyear, Arizona BUDGET DETAIL 231 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona City Schedules 232 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 1 - TOTAL SOURCES AND USES EXPENDITURES REVENUES Beginning Balance July 1, 2024 Projected Revenues Transfers In Total Sources Operations Capital Supplementals + Improvement Operating Carryover Projects General Fund $ 198,308,100 $ 199,141,000 Asset Management - Fire Asset Management - Fleet Asset Management - Parks Risk Reserve Asset Management - Traffic Signals Asset Management - Technology Asset Management - Facilities TOTAL GENERAL FUNDS 1,288,700 11,029,800 5,276,300 846,500 2,001,300 2,060,400 4,313,800 $ 225,124,900 1,003,600 $ 200,144,600 $ 9,525,600 $ 406,974,700 $ 156,563,800 $ 77,869,300 $ 1,200,000 5,200,000 1,650,000 2,705,700 1,200,000 1,300,000 2,000,000 24,781,300 $ 2,488,700 16,229,800 6,926,300 4,555,800 3,201,300 3,360,400 6,313,800 450,050,800 556,300 3,908,300 1,257,800 3,794,600 777,700 1,094,100 1,227,000 $ 169,179,600 $ 108,100 77,977,400 $ 111,700 469,200 802,300 367,500 85,100 163,100 292,400 200 169,300 26,300 225,700 4,292,100 793,500 $ 7,407,400 250,000 114,800 80,000 6,000 13,500 100,000 560,000 76,900 20,000 721,000 3,712,500 115,000 300,000 825,800 1,558,500 $ 13,413,800 719,200 979,800 447,500 91,100 176,600 392,400 560,200 246,200 46,300 6,198,400 20,400,200 4,757,100 300,000 825,800 2,352,000 $ 10,282,100 52,900 50,000 56,500 28,800 76,900 46,300 1,048,100 7,541,100 420,000 300,000 397,800 114,700 $ $ 7,798,400 $ 15,861,400 $ 20,415,200 $ $ 576,800 168,700 745,500 $ 13,237,000 3,804,900 17,041,900 $ 18,466,300 28,526,700 4,229,400 51,222,400 $ 39,259,100 24,445,000 9,867,200 73,571,300 $ Long-Term Debt Estimated Ending Balance June 30, 2025 Contingency Total Transfers Out Expenditures $ 87,372,200 $ 359,620,800 $ 47,353,900 $ 406,974,700 $ - 2,488,700 16,229,800 6,926,300 3,805,800 3,201,300 3,360,400 6,313,800 $ 401,946,900 $ 47,353,900 2,488,700 16,229,800 6,926,300 3,805,800 3,201,300 3,360,400 6,313,800 $ 449,300,800 $ 750,000 750,000 666,300 391,000 91,100 176,600 363,600 200 169,300 1,415,900 352,900 $ 13,413,800 719,200 979,800 447,500 91,100 176,600 392,400 200 246,200 46,300 6,198,400 20,400,200 4,757,100 300,000 825,800 2,352,000 $ $ 13,413,800 719,200 979,800 447,500 91,100 176,600 392,400 560,200 246,200 46,300 6,198,400 20,400,200 4,757,100 300,000 825,800 2,352,000 $ - 3,626,900 $ 51,346,600 $ 560,000 $ 51,906,600 $ - $ 13,225,900 3,805,900 17,031,800 $ - $ 13,225,900 3,805,900 17,031,800 $ 587,900 167,700 755,600 5,888,900 3,666,700 1,481,500 11,037,100 51,386,500 41,244,700 10,874,700 $ 103,505,900 $ 55,892,100 44,653,000 11,657,000 $ 112,202,100 $ $ 4,505,600 3,408,300 782,300 8,696,200 $ 15,000,000 15,000,000 $ 35,911,100 15,000,000 2,207,100 42,878,200 44,340,200 53,062,800 $ 193,399,400 $ 3,731,500 4,878,100 8,609,600 $ 35,911,100 15,000,000 5,938,600 42,878,200 49,218,300 53,062,800 $ 202,009,000 $ $ 23,066,600 $ - $ 23,066,600 $ $ 23,904,100 3,399,400 433,600 62,300 50,866,000 $ 182,600 182,600 $ 23,904,100 3,582,000 433,600 62,300 51,048,600 $ $ 818,096,600 $ 65,402,300 $ 883,498,900 $ Total Uses GENERAL FUNDS SPECIAL REVENUE FUNDS Highway User Revenue Fund (HURF) Arizona Lottery Funds Park and Ride Marquee Court Enhancement Fund Fill the Gap Judicial Collection Enhancement Fund (JCEF) Impound Fund AZ Smart & Safe Opioid Settlement Officer Safety Equipment Ambulance Ballpark Operating Ballpark Capital Replacement Fund Prop 302 Funds (Tourism) CDBG Entitlement Miscellaneous Grants TOTAL SPECIAL REVENUE DEBT SERVICE FUNDS Secondary Property Tax McDowell Improvement District TOTAL DEBT SERVICE ENTERPRISE FUNDS Water Operating Wastewater Operating Solid Waste Operating $ $ TOTAL ENTERPRISE FUNDS CAPITAL FUNDS General Obligation Bonds-Secondary Property Tax Budget Authority Construction Sales Tax - Dedicated Non-Utility Impact Fees Utility Impact Fees Water & Wastewater Bonds TOTAL CAPITAL FUNDS $ $ $ 15,442,000 $ 104,716,500 15,000,000 41,863,600 8,154,900 61,801,900 10,260,400 28,268,100 42,660,000 (385,900) 54,966,300 $ 146,989,700 $ 235,758,100 Community Facilities Districts $ Trust Funds Self Insurance Trust Fund Retiree Healthcare Fund PLACEHOLDER Volunteer Fire Fighter Trust Fund Donation Trust Funds TOTAL CFD and TRUST FUNDS $ GRAND TOTAL ALL FUNDS $ 10,542,000 6,556,800 433,600 47,300 17,579,700 $ 449,460,600 $ 12,524,600 $ 17,164,700 15,000 29,704,300 $ 572,081,600 5,894,700 62,700 5,477,400 16,462,000 350,000 - $ 28,246,800 $ 51,906,600 $ $ 13,813,800 3,973,600 17,787,400 $ 62,125,400 53,449,800 14,096,600 129,671,800 $ - $ $ $ $ $ - 4,400,000 478,100 4,878,100 3,731,500 3,731,500 - $ $ $ $ $ $ $ $ $ 23,066,600 $ $ 23,904,100 3,582,000 433,600 62,300 51,048,600 $ 65,402,300 $ 1,086,944,500 $ - 27,827,100 16,022,900 8,636,400 52,486,400 37,815,500 $ 45,600 8,978,600 947,400 11,200 647,300 84,200 583,900 49,113,700 $ 1,524,900 1,843,900 3,368,800 - - 120,158,500 15,000,000 50,018,500 75,793,800 70,928,100 54,580,400 386,479,300 182,600 3,582,000 3,764,600 - - $ $ $ $ $ - $ - 3,131,700 929,800 5,150,300 1,332,400 1,077,300 428,000 1,884,400 $ - $ 13,933,900 $ 10,001,800 $ $ 13,225,900 3,805,900 17,031,800 $ 11,296,800 5,386,900 16,683,700 $ - 4,612,400 14,071,600 18,684,000 - 10,001,800 - $ $ $ - 1,886,800 3,342,900 4,721,100 1,776,300 2,074,000 4,502,900 $ 105,676,200 $ $ - $ 1,761,300 2,096,600 756,800 4,614,700 $ $ $ $ $ - $ 35,911,100 41,847,400 42,812,300 53,062,800 $ 173,633,600 $ 848,500 848,500 $ $ 13,394,700 $ $ - $ 9,671,900 $ 17,332,200 242,200 50,500 31,019,600 $ 9,671,900 $ $ 53,389,200 $ 145,514,700 $ 277,018,100 $ - $ 273,663,800 - $ $ 68,510,800 $ - $ - - - 2,207,100 182,300 1,527,900 3,917,300 - $ - - $ $ 6,571,900 3,399,400 191,400 11,800 10,174,500 $ $ 560,000 - $ $ - $ $ - $ $ 6,233,300 8,796,800 2,439,600 17,469,700 84,247,400 44,079,900 32,915,600 21,709,800 1,517,600 184,470,300 203,445,600 233 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 2 - REVENUES FY2023 ACTUALS FY2024 BUDGET FY2024 ESTIMATE FY2025 BUDGET GENERAL FUND-ONGOING Property Tax-Primary $ 13,016,571 $ 13,923,900 General Sales Tax $ 88,043,719 $ Construction Sales Tax 6,100,000 Franchise Taxes 4,607,999 $ 13,923,900 $ 15,140,900 88,737,900 93,215,300 $ 91,151,300 6,500,000 6,500,000 7,200,000 4,278,300 5,188,000 Sales & Franchise Taxes $ 98,751,718 $ 99,516,200 $ 104,903,300 $ 103,741,700 Licenses & Registrations $ 393,005 $ 398,800 $ 339,100 $ 379,400 Proceeds from Development Agreements $ 2,244,954 $ - $ - $ - Urban Revenue Sharing (Income Tax) $ 19,298,909 $ 19,788,900 $ 19,788,900 $ 20,184,700 Vehicle License Tax 5,045,720 State Sales Tax 5,211,800 15,038,266 5,390,400 4,813,100 15,314,700 4,837,700 15,968,400 16,366,700 State Shared Revenues $ 39,382,894 $ 40,315,400 $ 40,570,400 $ 41,389,100 Arizona Tourism Reimbursement $ 2,984,410 $ 2,431,400 $ 3,041,900 $ 2,997,000 Rentals-Finance $ 614,093 $ 592,300 $ 496,100 $ 511,000 Parks & Recreation Fees $ 1,841,634 $ 1,836,700 $ 1,788,200 $ 1,883,500 Development Related Revenue $ 9,044,475 $ 9,405,500 $ 9,884,000 $ 10,357,200 Municipal Court $ 939,618 $ 1,068,200 $ 896,200 $ 923,100 Investment Income $ - $ 1,389,000 $ 1,389,000 $ 3,500,000 Miscellaneous Revenue $ 952,084 $ 600 $ 1,200,000 $ 1,212,000 $ 170,165,455 $ 170,878,000 $ 178,432,100 $ 182,034,900 $ 20,217,664 $ $ $ 13,187,400 Total General Fund-Ongoing GENERAL FUND-ONE TIME Construction Sales Tax Development Services 9,113,800 URS 1-Time Reimbursements/In Lieu Recovery Residential Rental 1-Time RICO Investment Income 1-Time Other Misc 10,282,600 20,144,800 - 8,616,000 - - 7,492,400 7,492,400 2,010,600 152,640 11,850,300 457,600 39,500 - - - 2,776,100 74,448 73,000 370,700 240,500 8,557,594 - 8,633,100 252,000 - - - (1,400,000) Total General Fund-One Time $ $ 955,083 $ 689,000 $ 1,168,100 $ 1,003,600 Total Reserve Funds $ 955,083 $ 689,000 $ 1,168,100 $ 1,003,600 TOTAL GENERAL FUNDS $ 209,236,683 $ 225,314,800 $ 200,144,600 38,116,145 $ 29,698,300 $ 45,714,600 $ 17,106,100 Reserve Funds Risk Reserve $ 201,265,300 234 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 2 - REVENUES FY2023 ACTUALS FY2024 BUDGET FY2024 ESTIMATE FY2025 BUDGET SPECIAL REVENUE FUNDS Ballpark Operating $ 2,901,400 $ 3,539,000 $ 3,512,500 $ 3,712,500 Ballpark Capital Replacement Fund 137,910 115,000 115,000 115,000 Highway User Revenue Fund (HURF) 7,951,520 7,898,900 7,521,100 7,407,400 Impound Fund 101,258 100,000 100,000 100,000 Arizona Lottery Funds (ALF) 337,023 325,800 250,000 250,000 Park & Ride Marquee Fund 184,933 114,800 114,800 114,800 Smart & Safe Arizona Act 661,351 560,000 560,000 560,000 American Recovery Plan 2,792,418 - - CDBG 84,829 801,900 349,900 825,800 Opioid Settlement Fund 185,167 76,900 76,900 76,900 Court Enhancement Fund 77,902 80,000 80,000 80,000 Judicial Collection Enhancement Fund (JCEF) 14,258 13,500 13,500 13,500 Fill the Gap 9,975 6,000 6,000 6,000 Officer Safety Equipment 17,046 20,000 20,000 20,000 Prop 302 129,413 - 300,000 300,000 Ambulance 139,570 281,700 700,000 721,000 Grants 824,363 1,566,200 477,800 1,558,500 TOTAL SPECIAL REVENUE - $ 16,550,335 $ 15,499,700 $ 14,197,500 $ 15,861,400 $ 9,680,435 $ 11,196,100 $ 11,196,100 $ 13,237,000 $ 12,810,933 $ 15,133,900 $ 15,013,200 $ 17,041,900 $ 11,919,617 $ 12,044,200 $ 12,482,600 $ 12,927,500 DEBT SERVICE FUNDS Secondary Property Tax McDowell Improvement District (MID) TOTAL DEBT SERVICE 3,130,498 3,937,800 3,817,100 3,804,900 ENTERPRISE FUNDS Water Enterprise Fund Residential - City 4,573,352 Commercial 4,777,700 5,734,200 5,969,700 Industrial 1,094,101 1,178,100 1,301,500 1,354,400 Irrigation 6,667,960 7,774,600 9,159,500 9,528,700 CAP Water 3,833,315 3,810,400 5,277,400 5,885,100 Construct 1,241,870 1,380,900 1,924,600 1,885,400 Non-Rate Revenue 1,314,169 1,727,100 1,216,800 1,708,200 870,998 One-Time Revenue Total Water Enterprise Fund 6,800,000 9,487,100 - $ 31,515,383 $ 39,493,000 $ 46,583,700 $ 39,259,100 $ 17,634,886 $ 18,354,200 $ 17,527,600 $ 18,420,200 Wastewater Enterprise Fund Residential Fees 4,229,588 4,597,400 Non-Rate Revenue 59 One-Time Revenue 864,930 Commercial Total Wastewater Enterprise Fund $ 22,729,463 $ 5,550,500 5,906,600 118,900 117,800 118,100 - 2,983,500 - 23,070,500 $ 26,179,400 $ 24,445,000 235 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 2 - REVENUES FY2023 ACTUALS Solid Waste Enterprise Fund FY2024 BUDGET FY2024 ESTIMATE FY2025 BUDGET $ 8,920,771 $ 7,972,300 $ 9,109,700 $ 9,867,200 $ 63,165,616 $ 70,535,800 $ 81,872,800 $ 73,571,300 General Obligation (G.O.) Bonds $ - $ 40,000,000 $ - $ 104,716,500 Budget Authority Fund $ - $ 15,000,000 $ - $ 15,000,000 Other Financing $ - $ - $ - $ - $ - - $ - $ 31,194,300 TOTAL ENTERPRISE FUNDS CAPITAL FUNDS Enterprise Capital Water Bonds Wastewater Bonds 31,000,000 - Total Enterprise Capital Funds $ - $ $ 11,008,088 $ - 23,772,000 31,000,000 $ - $ 6,713,100 $ 10,657,900 $ 54,966,300 Non-Utility Development Fees Construction Sales Tax 8,154,900 Parks & Recreation North 2,364,591 1,893,700 3,290,600 3,287,200 Parks & Recreation South 305,729 183,900 371,000 343,900 Fire North 4,461,758 3,382,900 3,777,000 3,863,300 Fire South 142,014 92,100 138,500 Police 4,154,984 2,745,200 2,980,800 Transportation North 7,798,155 6,440,300 7,320,300 - Transportation South 572,890 253,500 360,400 - Total Non-Utility Impact Fees 2,766,000 $ 30,808,209 $ 21,704,700 $ 28,896,500 $ 18,415,300 $ 4,362,567 $ 3,677,900 $ 7,307,700 $ 7,007,500 Utility Impact Fees Water North & Central Water South 1,159,599 706,600 1,302,300 Wastewater North & Central 1,572,923 903,500 2,891,600 2,690,500 355,774 32,213,900 497,600 31,696,000 Wastewater South 1,266,000 Total Utility Impact Fees $ 7,450,863 $ 37,501,900 $ 11,999,200 $ TOTAL CAPITAL FUNDS $ 38,259,072 $ 145,206,600 $ 40,895,700 $ 235,758,100 42,660,000 $ 20,953,659 $ $ 23,390,100 $ CFD's & Trust Funds Community Facilities Districts (CFD) 13,838,089 Trust Funds Total CFD's & Trust Funds $ TOTAL REVENUE ALL FUNDS $ 28,357,000 14,184,100 34,791,748 $ 42,541,100 374,814,388 $ 490,182,400 15,414,300 $ 38,804,400 $ 416,098,400 12,524,600 17,179,700 $ 29,704,300 $ 572,081,600 236 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET GENERAL FUNDS CITY CLERK Administration Elections 1-Time & Capital Projects 810,827 940,300 $ 1,022,200 $ - $ - $ 1,022,200 301 4,000 4,000 - - 4,000 174,374 359,900 100,000 57,300 109,200 266,500 Total City Clerk $ 985,501 $ 1,304,200 $ 1,126,200 $ 57,300 $ 109,200 $ 1,292,700 $ 3,065,208 $ 4,086,200 $ 4,290,900 $ - $ - $ 4,290,900 CITY MANAGER City Managers Office 1-Time & Capital Projects 222,321 2,184,200 - 150,000 1,886,900 Total City Manager $ 3,287,529 $ 6,270,400 $ 4,290,900 $ 150,000 $ $ - $ 250,000 $ 250,000 $ - $ 2,036,900 1,886,900 $ 6,327,800 - $ 250,000 CONTINGENCIES CMO Ongoing 1-Time & Capital Projects - 158,200 350,000 - - 350,000 Policy Reserve - 25,631,700 27,305,200 - - 27,305,200 CIP Reserve / Contingency Total Contingencies $ - 13,012,900 52,172,000 $ 39,052,800 $ 19,500 80,077,200 $ - $ - 19,500 $ - $ - 52,191,500 $ 80,096,700 DEBT SERVICE Debt Service-General Fund $ 1,152,365 $ 5,000 $ Total Debt Service $ 1,152,365 $ 5,000 $ - $ - $ $ 653,226 $ 793,200 $ 799,900 $ 800 $ - $ - $ - $ 800,700 DEVELOPMENT SERVICES Administration Planning & Zoning 1,231,885 1,478,900 1,576,600 Building Safety 2,110,905 2,651,500 2,784,300 Code Compliance 496,462 600,200 634,200 1,352,440 1,863,100 1,976,100 - DSD Engineering - Plan Review Permits DSD Engineering - Inspection 1-Time & Capital Projects Total Development Services $ - - 1,576,600 - - 2,784,300 110,000 - 744,200 - 1,976,100 713,501 802,500 924,500 - - 924,500 1,684,361 1,694,600 1,801,600 120,600 - 1,922,200 2,538,755 10,781,535 6,471,700 $ 16,355,700 $ 10,497,200 1,543,000 $ 1,774,400 347,500 $ 347,500 1,890,500 $ 12,619,100 237 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET DIGITAL COMMUNICATIONS Administration 1-Time & Capital Projects 1,475,239 19,366 Total Digital Communications $ 1,670,800 $ 163,900 1,866,900 $ - - $ - 1,494,605 $ 1,834,700 $ 1,866,900 $ $ 1,695,002 $ 2,055,600 $ 2,147,200 $ Total Economic Development $ 2,561,156 $ 4,790,300 $ 3,822,200 $ $ 744,022 $ 873,200 $ 997,700 $ - - $ 26,200 1,866,900 26,200 $ 26,200 $ 1,893,100 $ - $ 2,147,200 $ 212,300 $ 4,034,500 - $ 997,700 ECONOMIC DEVELOPMENT Administration 1-Time & Capital Projects 866,154 2,734,700 - 1,675,000 - 212,300 1,887,300 ENGINEERING Administration Inspection - 12,600 - - $ - - - Project Management 1,253,940 1,472,800 1,611,800 - - 1,611,800 1-Time & Capital Projects 4,555,708 65,340,800 16,628,000 300,000 33,920,200 50,848,200 Total Engineering $ 6,553,670 $ 67,699,400 $ 19,237,500 $ 300,000 $ 33,920,200 $ 53,457,700 $ 799,717 $ 934,900 $ 1,121,400 $ - $ - $ 1,121,400 FINANCE Administration Budget & Research 822,656 1,014,100 Financial Services 1,278,509 1,575,800 1,627,600 - - 1,627,600 Customer Service 879,829 992,600 1,031,600 98,500 - 1,130,100 Procurement 662,218 868,300 786,800 - - 786,800 Mailroom 34,442 36,300 38,400 - - 38,400 194,765 27,752,000 85,000 272,800 15,120,000 15,477,800 1-Time & Capital Projects Total Finance $ 4,672,136 $ 33,174,000 1,009,700 $ 5,700,500 - $ 371,300 - $ 15,120,000 1,009,700 $ 21,191,800 238 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET FIRE DEPARTMENT Administration Ambulance 674,030 21,605,580 947,700 $ 24,494,700 1,015,500 $ 25,130,000 - $ - - $ - 1,015,500 25,130,000 Emergency Services 71,400 163,100 179,700 - - 179,700 Facilities O & M 639,537 907,900 977,000 - - 977,000 - - 2,130,100 Homeland Security 1,457,446 2,028,900 2,130,100 Prevention 746,010 721,800 714,500 - - 714,500 Support Services 38,032 25,600 24,600 - - 24,600 1,692,569 10,186,700 3,544,700 878,300 6,434,100 10,857,100 1-Time & Capital Projects Total Fire Department $ 26,924,603 $ 39,476,400 $ 33,716,100 $ 878,300 $ 6,434,100 $ 41,028,500 $ 2,623,337 $ 3,179,800 $ 3,285,500 $ 128,300 $ - $ 3,413,800 HUMAN RESOURCES Administration Enterprise Risk Management 1-Time & Capital Projects Total Human Resources $ 3,091,153 597,200 659,200 - - 659,200 90,454 161,000 - 175,000 39,800 214,800 5,804,944 $ 3,938,000 $ 3,944,700 $ 303,300 $ 39,800 $ 4,287,800 467,049 $ 584,400 $ 670,400 $ - $ - $ 670,400 INFORMATION TECHNOLOGY Administration $ Infrastructure General Hardware & Software Security 1,348,928 2,686,700 2,825,800 122,900 - 2,948,700 - - - 600 - 600 346,706 376,500 401,700 - - 401,700 3,593,525 4,625,900 5,326,600 19,800 - 5,346,400 Project Management 391,627 459,200 492,000 - - 492,000 Geospatial Information 401,338 716,400 784,500 - - 784,500 Public Safety 442,702 600,600 624,500 - - 624,500 330,168 1,104,500 - 691,100 273,100 964,200 Application Development & Support 1-Time & Capital Projects Total Information Technology $ 7,322,043 $ 11,154,200 $ 11,125,500 $ 834,400 $ 273,100 $ 12,233,000 239 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET $ $ LEGAL SERVICES Civil Division Criminal 1,554,695 779,740 1-Time & Capital Projects $ 919,100 39,417 Total Legal Services $ 2,050,100 2,141,600 964,000 52,500 18,000 - 94,000 - $ - - 1,058,000 - 2,373,852 $ 3,021,700 $ 3,105,600 $ 112,000 $ 300,076 $ 391,600 $ 395,400 $ - $ - 2,159,600 - $ 3,217,600 $ 395,400 MAYOR AND CITY COUNCIL Administration $ Special Projects Total Mayor and City Council $ 100,000 100,000 - - - 300,076 $ 491,600 $ 495,400 $ - $ 1,549,541 $ 2,075,500 $ 2,200,700 $ 382,400 $ - 100,000 $ 495,400 $ 2,583,100 MUNICIPAL COURT Administration $ - Judges 1,470 6,400 6,400 - - 6,400 1-Time & Capital Projects 7,780 336,700 - 88,700 299,300 388,000 Total Municipal Court $ 1,558,790 $ 2,418,600 $ 2,207,100 $ 471,100 $ 299,300 $ 2,977,500 $ 3,041,653 $ 3,500,000 $ 3,500,000 $ - $ - $ 3,500,000 Total Non-Departmental $ 3,041,653 $ 3,500,000 $ 3,500,000 $ $ 3,500,000 1,017,273 $ 1,034,200 $ 1,463,600 $ $ 1,463,600 NON-DEPARTMENTAL Contractual Services - $ - PARKS & RECREATION Administration $ - $ - Art & Culture Administration 1,518,842 1,727,100 1,865,500 26,000 - 1,891,500 Operations 5,501,611 6,027,800 6,184,800 10,000 - 6,194,800 Right-of-Way 2,251,872 2,716,000 2,831,900 - - 2,831,900 Right-of-Way - CFD Service 394,597 525,100 525,100 - - 525,100 Recreation Operations 1,822,521 1,875,000 1,828,700 - - 1,828,700 Recreation Operations- Aquatics 1,400,808 1,644,000 1,628,500 - - 1,628,500 Goodyear Rec Campus 1,831,758 2,127,600 2,269,500 122,200 - 2,391,700 - 200,000 200,000 - - 200,000 Library 1,139,291 1,432,700 1,478,900 - - 1,478,900 1-Time & Capital Projects 2,034,699 7,088,500 7,367,500 4,739,000 5,446,800 17,553,300 Goodyear Rec Campus- Aquatics Total Parks & Recreation $ 18,913,272 $ 26,398,000 $ 27,644,000 $ 4,897,200 $ 5,446,800 $ 37,988,000 240 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET $ $ POLICE DEPARTMENT Administration 3,138,962 3,993,500 $ 4,091,300 150,000 - $ 4,241,300 Telecommunications 3,089,783 3,241,600 3,504,400 - - 3,504,400 Field Operations 13,071,725 15,489,100 16,492,900 - - 16,492,900 Specialized Patrol 2,618,591 2,925,800 2,938,300 - - 2,938,300 Traffic 1,418,052 2,106,700 2,323,500 - - 2,323,500 General Investigations 4,138,840 5,272,200 5,577,300 169,900 - 5,747,200 Support Services 1,383,666 1,608,700 1,630,500 45,000 - 1,675,500 Professional Standards 1,757,264 3,023,900 3,002,500 - - 3,002,500 Community Services 672,400 1,445,700 1,652,000 - - 1,652,000 Facilities Operations & Maintenance 337,944 742,400 740,400 - - 740,400 1,407,880 2,673,100 2,533,300 12,600 - 2,545,900 140,873 312,300 363,900 - - 363,900 2,119,969 5,939,600 1,408,600 1,110,000 2,455,000 4,973,600 Fleet Operations & Maintenance Municipal Security 1-Time & Capital Projects Total Police Department $ 35,295,947 $ 48,774,600 $ 46,258,900 $ 1,487,500 $ 2,455,000 $ 50,201,400 $ 651,149 $ 671,900 $ 705,000 $ 94,800 $ - $ 799,800 PUBLIC WORKS Administration Facility Administration Fleet Services Environmental Programs Mgmt 1-Time & Capital Projects 3,862,450 4,716,800 4,967,100 3,900 - 4,971,000 475,221 77,300 - 110,800 - 110,800 792,028 - - - - - 3,814,328 9,167,400 5,540,400 490,300 8,249,200 14,279,900 Total Public Works $ 9,595,176 $ 14,633,400 $ 11,212,500 $ 699,800 $ 8,249,200 $ 20,161,500 $ - $ 963,700 $ 958,900 $ - $ - $ 958,900 WATER SERVICES Stormwater 1-Time & Capital Projects Total Water Services Department $ Sub-Total General Fund $ 142,618,854 5,887,200 - 1,527,200 130,600 1,657,800 $ 6,850,900 $ 958,900 $ 1,527,200 $ 130,600 $ 2,616,700 $ 331,143,900 $ 270,787,300 $ 13,883,300 $ 74,950,200 $ 359,620,800 241 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET ASSET MANAGEMENT & RISK RESERVE Fire Asset Management 1,230,385 1,379,300 $ 2,443,100 $ - $ 45,600 $ 2,488,700 Fleet Asset Management 1,355,078 17,599,700 7,251,200 - 8,978,600 16,229,800 Parks Asset Management 947,400 6,926,300 1,434,697 6,694,500 5,978,900 - Risk Reserve 310,000 3,944,600 3,794,600 11,200 - 3,805,800 Traffic Signals Asset Management 855,425 2,448,100 2,554,000 - 647,300 3,201,300 Technology Asset Management 1,154,883 4,082,300 3,168,100 - 192,300 3,360,400 PW Facilities Asset Mgmt Plan 716,148 4,872,300 5,729,900 - 583,900 6,313,800 Total AM & Risk Reserve Funds $ 7,056,617 TOTAL GENERAL FUNDS $ 149,675,471 $ 41,020,800 $ 30,919,800 $ 11,200 $ 372,164,700 $ 301,707,100 $ 13,894,500 $ $ $ 3,020,000 $ 11,395,100 $ 42,326,100 $ 86,345,300 $ 401,946,900 $ $ SPECIAL REVENUE FUNDS Highway User Revenue Fund (HURF) $ 7,627,389 10,566,100 10,282,100 111,700 13,413,800 Arizona Lottery Funds 337,023 918,800 719,200 - - 719,200 Park and Ride Marquee 258,616 1,802,900 50,000 900,000 29,800 979,800 Court Enhancement Fund 42,551 404,500 447,500 - - 447,500 Fill the Gap - 81,100 91,100 - - 91,100 Judicial Collection Enhancement Fund (JCEF) 176,600 - - 176,600 - 162,400 Impound Fund 70,952 380,700 392,400 - - 392,400 Opioid Settlement 15,863 77,300 246,200 - - 246,200 Officer Safety Equipment 11,254 93,500 46,300 - - 46,300 Ambulance 1,048,032 1,459,400 1,048,100 5,150,300 - 6,198,400 Ballpark Operating 16,813,028 18,687,700 18,907,500 1,267,000 225,700 20,400,200 Ballpark Capital Replacement Fund 792,282 4,045,800 1,835,900 - 2,921,200 4,757,100 Prop 302 Funds (Tourism) 312,411 464,100 300,000 - - 300,000 CBDG Entitlement 84,829 777,900 397,800 - 428,000 825,800 Miscellaneous Grants TOTAL SPECIAL REVENUE FUNDS $ 725,198 28,454,757 2,728,100 $ 42,650,300 467,600 $ 35,408,500 - $ 10,337,300 $ 1,884,400 2,352,000 5,600,800 $ 51,346,600 242 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET DEBT SERVICE FUNDS Secondary Property Tax McDowell Improvement District 10,462,639 3,896,675 TOTAL DEBT SERVICE FUNDS $ 10,467,200 $ 3,938,800 13,225,900 $ - 3,805,900 $ - - 14,359,314 $ 14,406,000 $ 17,031,800 $ 1,052,932 $ 1,366,400 $ 1,424,700 $ $ - - $ 4,900 $ - 13,225,900 3,805,900 $ 17,031,800 ENTERPRISE FUNDS WATER Administration $ - $ 1,429,600 Operations Maintenance 1,434,534 2,020,900 1,898,400 76,400 - 1,974,800 Distribution System 2,013,958 3,043,000 2,435,000 99,300 - 2,534,300 Production 4,057,241 4,336,700 2,342,800 - - 2,342,800 Surface Water Treatment 5,140,049 6,278,800 6,298,300 - - 6,298,300 Water Quality 582,128 682,800 710,500 - - 710,500 Water Resources 5,236,882 7,089,300 7,137,100 - - 7,137,100 Debt Service 8,728,102 8,714,100 11,296,800 - - 11,296,800 Policy Reserve Risk, IT, Enterprise 1-Time & Capital Projects Asset Management Total Water Fund $ - 4,904,000 5,888,900 - - 5,888,900 153,663 324,100 2,271,400 157,700 - 2,429,100 8,336,721 9,821,100 250,000 284,200 5,751,200 6,285,400 - - 3,058,900 - - 3,058,900 36,736,211 $ 48,581,200 $ 45,012,800 $ 622,500 $ 5,751,200 $ 51,386,500 243 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET $ $ WASTEWATER Administration 945,318 1,334,100 Operations Maintenance 1,729,379 2,001,200 Collection Systems $ 1,342,800 2,188,300 1,004,200 - 71,500 $ - 2,347,000 2,259,800 3,142,469 3,858,000 4,761,300 - - 4,761,300 Environment 878,653 996,400 1,016,600 - - 1,016,600 Reclamation 976,309 1,308,000 1,332,500 153,500 - 1,486,000 Reclamation Corgett 223,032 266,000 253,900 - - 253,900 Reclamation Goodyear 1,891,783 1,975,000 1,975,800 - - 1,975,800 321,815 358,900 359,500 - - 359,500 3,440,340 5,793,000 5,386,900 - - 5,386,900 - 3,493,900 3,666,700 - - 3,666,700 Reclamation Rainbow Valley Debt Service Policy Reserve Risk, IT, Enterprise 1-Time & Capital Projects Asset Management 91,540 342,000 302,000 2,800 - 304,800 3,905,468 25,537,000 60,000 67,100 11,907,100 12,034,200 - - 5,392,200 - - 5,392,200 Total Wastewater Fund $ 17,546,106 $ 47,263,500 $ 28,038,500 $ 1,299,100 $ 11,907,100 $ 41,244,700 $ 6,692,607 $ 1,114,500 $ 1,066,000 $ 215,800 $ - $ 1,281,800 SOLID WASTE Administration Container Maintenance 507,698 5,952,800 6,394,400 - - 6,394,400 Uncontained Trash 10,971 1,009,300 1,061,700 - - 1,061,700 Policy Reserve Risk, IT, Enterprise 1-Time & Capital Projects Asset Management - 1,195,800 1,481,500 - - 1,481,500 155 106,400 21,100 3,400 - 24,500 - 450,000 - 537,600 - 537,600 Total Solid Waste Fund $ 7,211,431 TOTAL ENTERPRISE FUNDS $ 61,493,748 $ 93,200 - 9,828,800 $ 10,117,900 $ 756,800 $ 105,673,500 $ 83,169,200 $ 2,678,400 $ - $ 17,658,300 93,200 $ 10,874,700 $ 103,505,900 244 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET CAPITAL FUNDS GO BONDS 2019 GO Bonds 349,096 3,751,200 $ - $ - $ 738,500 $ 738,500 2022 GO Bonds 7,137,227 11,787,600 - - 14,703,500 14,703,500 2025 GO Bond - - 20,469,100 - - 20,469,100 - 40,000,000 - - - - Future GO Bond Total GO Bond Funds $ 7,486,323 $ 939,065 $ 55,538,800 $ 20,469,100 $ 71,400 $ - $ - $ 15,442,000 $ 35,911,100 $ - $ - NON-UTILITY IMPACT FEES DIF - Streets Central FY14 $ - DIF - Fire North 18 6,463,936 9,412,600 - - - - DIF - Fire South 18 137,058 99,600 - - - - DIF - Fire 24 - - 145,000 - 162,000 307,000 DIF - Police 18 8,441,061 5,894,800 - - - - DIF - Police 24 - - 11,900 96,200 2,412,600 2,520,700 DIF - Streets North 18 1,717,273 17,919,700 - - - - DIF - Streets South 18 650,887 11,692,400 - - - - DIF - Prks & Rec North 18 4,989 17,900 - - - - DIF - Prks & Rec South 18 2,089 7,500 - - - - DIF - Streets North FY24 - - 3,931,000 - 21,049,600 24,980,600 DIF - Streets South FY24 - - 3,731,500 - 11,313,000 15,044,500 DIF - Prks & Rec South 24 - - 17,900 - - 17,900 DIF - Prks & Rec South 24 - - 7,500 - - 7,500 Total Non-Utility Impact Fee Funds $ 18,356,356 $ 45,115,900 $ 7,844,800 $ 96,200 $ 34,937,200 $ 42,878,200 245 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2023 ACTUALS FY2024 REVISED BUDGET $ $ FY2025 Base FY2025 Supplementals FY2025 OneFY2025 TOTAL Time Carryovers BUDGET UTILITY IMPACT FEES DIF - Water North 18 28,253 101,500 DIF - Water South 18 1,215,927 788,600 DIF - Water North 24 - DIF - Water South 24 - DIF - WasteWater North 18 DIF - WasteWater South 18 DIF - WasteWater North 24 DIF - WasteWater South 24 Total Utility Impact Fee Funds $ $ - $ - $ - $ - - - - - 101,500 - - 101,500 - 1,344,300 - - 1,344,300 663,304 10,418,800 - - - - 256,969 45,924,700 - - - - - - 64,200 - 12,072,800 12,137,000 - - 17,900 - 30,739,500 30,757,400 2,164,454 $ - $ 57,233,600 $ 1,527,900 $ - $ - $ - - $ 42,812,300 $ 44,340,200 $ 29,680,800 $ 29,680,800 WATER & WASTEWATER BONDS FY2023 Water Bond $ Wastewater Bond 22 FY2023 Wastewater Bond Total Water & Wastewater Bond Funds $ - 357,316 30,246,300 - - 23,382,000 23,382,000 - - - - - - 753,693 $ 30,246,300 $ 9,667,779 $ - $ - $ - $ 53,062,800 $ 53,062,800 $ - $ - OTHER CAPITAL General Government Capital $ Budget Authority Construction Sales Tax - Dedicated Capital Water Capital Wastewater - $ - - 14,824,800 15,000,000 - - 15,000,000 1,232,497 10,689,000 2,207,100 - - 2,207,100 251,149 - - - - - - - - - - - Total Other Capital Funds $ 11,151,425 TOTAL CAPITAL FUNDS $ 39,912,253 $ 25,513,800 $ 17,207,100 $ $ 213,648,400 $ 47,048,900 $ - $ 96,200 - $ $ 146,254,300 17,207,100 $ 193,399,400 CFD & TRUST FUNDS CFD & Trust Funds $ 28,888,827 $ 58,406,100 $ 50,866,000 $ Total CFD & Trust Funds $ 28,888,827 $ 58,406,100 $ 50,866,000 $ TOTAL CFD & TRUST FUNDS $ 28,888,827 $ 58,406,100 $ 50,866,000 $ GRAND TOTAL ALL FUNDS $ 322,784,371 $ 806,949,000 $ 535,231,500 $ - 27,006,400 $ - $ $ - - $ 255,858,700 $ 50,866,000 $ 50,866,000 $ 50,866,000 $ 818,096,600 246 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 4 - DEBT SERVICE FY2023 ACTUAL DEBT BY BOND General Obligation Bonds (G.O.) Series 2023 Series 2022 Series 2021 Refunding 2020 Series 2019 Refunding 2019 Series 2017 Refunding 2016 $ 5,496,000 4,838,000 3,318,000 1,137,700 1,662,600 205,300 713,300 5,272,300 $ 22,643,200 339,637 339,637 $ $ 339,600 339,600 $ $ 339,600 339,600 $ $ 339,600 339,600 $ $ 5,096,000 1,747,700 448,000 21,900 7,313,600 $ $ 5,096,000 1,747,700 448,000 21,900 7,313,600 $ $ 5,095,950 1,594,153 367,517 21,938 7,079,557 $ 5,089,700 1,704,200 446,100 21,900 7,261,900 $ Total MID $ 3,896,225 3,896,225 $ $ 3,938,800 3,938,800 $ 3,817,100 3,817,100 $ $ 3,459,300 3,459,300 Public Improvement Corporation (PIC) PIC Series 2017 - MLB Guardians Project $ PIC Refunding Series 2016A PIC Refunding Series 2016B PIC 2012 A Goodyear Municipal Complex PIC 2012 B Goodyear Municipal Complex & 911 Ctr. Total PIC $ 1,270,987 1,141,800 2,149,025 1,023,398 124,723 5,709,934 $ $ $ 1,270,200 1,141,800 2,614,300 5,026,300 $ $ 1,270,200 1,141,800 2,614,300 5,026,300 $ 1,273,400 1,141,800 2,621,800 5,037,000 $ $ 4,955,309 4,955,309 $ $ 4,963,400 4,963,400 $ $ 4,963,400 4,963,400 $ $ 4,957,800 4,957,800 $ $ 1,058,200 566,700 3,465,600 133,600 215,100 5,693,000 308,300 182,500 $ 11,623,000 $ 1,049,400 515,300 3,152,000 122,600 214,200 4,604,600 280,300 174,200 $ 10,112,600 $ $ 1,045,900 516,100 2,982,125 84,575 123,000 214,456 3,973,790 276,018 178,407 9,394,371 $ 1,049,400 519,200 3,157,100 119,800 218,800 4,122,300 285,200 179,900 9,651,700 $ 21,014 $ $ $ 38,700 Water & Sewer Revenue (W&S) Revenue 2020 Refunding 2020 Refunding 2016 Refunding 2009 McDowell Improvement District (MID) Refunding 2018 Excise Tax Revenue Series 2021 Excise Tax $ Total W&S Total Excise Tax Revenue Community Facilities Districts (CFD) Goodyear General Palm Valley Goodyear Utility Wildflower 1 Wildflower 2 Cottonflower Estrella Mountain Ranch Centerra Cortina Total CFD's Total Fiscal Agent Fees 51,600 $ TOTAL $ 46,360,053 $ 50,566,000 $ 47,004,200 $ 53,389,200 FY2024 BUDGET $ 3,000 9,996,800 10,467,200 3,938,800 8,714,100 5,793,000 11,653,100 $ 50,566,000 FY2024 ESTIMATE $ 3,000 9,996,800 10,867,200 3,818,100 8,713,900 3,462,500 10,142,700 $ 47,004,200 FY2025 BUDGET TOTAL FY2023 ACTUAL $ 1,152,365 9,993,236 10,462,639 3,896,675 8,283,235 3,168,685 9,403,218 $ 46,360,053 DEBT BY FUNDING SOURCE General Fund Ballpark Debt Service Secondary Property Tax McDowell Improvement District Water Wastewater CFD 51,600 $ FY2025 BUDGET 4,189,600 2,187,300 1,132,600 1,652,000 205,300 713,300 5,299,900 $ 15,380,000 Water Infrastructure Finance Authority (WIFA) 2009 Issue $ Total WIFA $ $ FY2024 ESTIMATE 2,254,300 3,865,000 2,187,300 1,132,600 1,652,000 205,300 713,300 5,299,900 $ 17,309,700 Total G.O. 2,289,822 4,738,250 991,388 681,950 205,250 713,313 5,344,036 $ 14,964,008 FY2024 BUDGET $ 10,001,800 13,225,900 3,805,900 11,296,800 5,386,900 9,671,900 $ 53,389,200 247 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2024 FY2023 POSITION TITLE Budget CITY MANAGER'S OFFICE Administration City Manager Deputy City Manager Governmental Relations Manager Assistant to the City Manager Assistant to the Mayor Assistant to the Council Grants & Neighborhood Services Supervisor Executive Management Assistant Development Agreement Coordinator Community Partnership Program Manager Community Engagement Coordinator Government Relations Coordinator Management Assistant Executive Assistant Administrative Assistant Customer Relations Specialist Original FY2025 Change Revised Supplement Budget 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 (1.00) 1.00 1.00 1.00 (1.00) - 1.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 - 1.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 16.00 18.00 1.00 19.00 - 19.00 LEGAL SERVICES City Attorney-Civil Division City Attorney Deputy City Attorney Assistant City Attorney Administrative Services Manager Real Estate Coordinator Real Estate Services Specialist Legal Services Coordinator Legal Assistant 1.00 1.00 2.00 1.00 1.00 1.00 1.00 - 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 (1.00) 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 - 1.00 1.00 3.00 1.00 1.00 1.00 2.00 City Prosecutor-Criminal Division City Prosecutor Assistant City Prosecutor Senior Legal Assistant Legal Services Supervisor Legal Assistant 1.00 2.00 1.00 3.00 1.00 2.00 1.00 3.00 (1.00) 1.00 - 1.00 2.00 1.00 3.00 1.00 1.00 2.00 1.00 4.00 15.00 17.00 - 17.00 1.00 18.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 1.00 1.00 0.30 1.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 1.00 1.00 0.30 - 1.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 1.00 1.00 0.30 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 2.00 1.00 6.00 4.00 1.00 1.00 0.30 17.30 17.30 - 17.30 3.00 20.30 1.00 1.00 1.00 4.00 1.00 1.00 1.00 4.00 1.00 (1.00) 1.00 (1.00) 1.00 1.00 1.00 1.00 3.00 - 7.00 7.00 - 7.00 - 1.00 1.00 1.00 1.00 3.00 7.00 Total City Manager's Office Total Legal Services MUNICIPAL COURT Administration Municipal Judge Court Administrator Court Hearing Officer Courtroom Supervisor Court Supervisor Senior Courtroom Specialist Senior Court Specialist Courtroom Specialist Court Specialist Court Compliance Officer Security Guard Protem Judge Total Municipal Court CITY CLERK Administration City Clerk Deputy City Clerk Records Program Supervisor Records Program Coordinator Sr. City Clerk Specialist City Clerk Specialist Total City Clerk - 248 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2024 FY2023 POSITION TITLE Budget Original FY2025 Change Revised Supplement Budget FINANCE Administration Finance Director Deputy Finance Director Development Agreement Coordinator Business Analyst Management Assistant Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 (1.00) 1.00 (1.00) 1.00 2.00 1.00 2.00 - - 1.00 2.00 1.00 2.00 - Budget & Research Finance Manager Budget & Research Budget Coordinator Senior Budget & Research Analyst Budget & Research Analyst Tax & Financial Analyst 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 (1.00) 1.00 - 1.00 1.00 3.00 1.00 - 1.00 1.00 3.00 1.00 Financial Services Finance Manager Financial Services Finance Supervisor Senior Accountant Accountant Senior Account Clerk 1.00 1.00 2.00 2.00 3.00 1.00 1.00 3.00 2.00 3.00 - 1.00 1.00 3.00 2.00 3.00 - 1.00 1.00 3.00 2.00 3.00 Customer Service Finance Manager Utilities & Revenue Customer Service Supervisor Utility Billing Specialist Billing Specialist Senior Customer Service Representative Customer Service Representative I 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 1.00 (1.00) 1.00 1.00 2.00 1.00 3.00 1.00 - 1.00 1.00 2.00 1.00 1.00 3.00 Procurement Finance Manager Procurement Senior Procurement Officer Procurement Officer Procurement Specialist Senior Procurement Clerk Procurement Clerk 1.00 1.00 2.00 1.00 0.75 1.00 1.00 2.00 1.00 0.75 (1.00) 0.75 (0.75) 1.00 1.00 1.00 1.00 0.75 - - 1.00 1.00 1.00 1.00 0.75 - Mailroom Senior Procurement Clerk Procurement Clerk 0.25 0.25 0.25 (0.25) 0.25 - - 0.25 - 35.00 36.00 (1.00) 35.00 1.00 36.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.47 0.50 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 - 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 - 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.50 Total Finance HUMAN RESOURCES Administration Human Resources Director Deputy Human Resources Director Continuous Improvement Program Manager Total Compensation HRIS Manager Senior HR Business Partner HR Business Partner II HR Analyst HRIS Analyst Organizational Wellbeing Coordinator Benefits Analyst Recruitment Analyst HR Specialist Training & Volunteer Specialist Administrative Assistant Staff Assistant Intern 249 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2024 FY2023 POSITION TITLE Budget Risk Management Risk & Safety Coordinator Loss Control Specialist Original FY2025 Change Revised Supplement Budget 1.00 1.00 1.00 1.00 - 1.00 1.00 - 1.00 1.00 17.97 18.50 - 18.50 1.00 19.50 INFORMATION TECHNOLOGY Administration Chief Information Officer Deputy Chief Information Officer Management Assistant 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 - 1.00 1.00 1.00 Application Development & Support Application & Business Manager Database Administrator Application Developer Application & Business Analyst Business Intelligence Analyst 1.00 1.00 1.00 5.00 - 1.00 1.00 1.00 5.00 1.00 - 1.00 1.00 1.00 5.00 1.00 - 1.00 1.00 1.00 5.00 1.00 Infrastructure Infrastructure Manager Infrastructure Support Supervisor Sr. Infrastructure Engineer Infrastructure Engineer Infrastructure Administrator PC Technician IT Technician Audio Visual Technician 1.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 1.00 - 1.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 - 1.00 1.00 1.00 2.00 2.00 1.00 3.00 1.00 Geospatial Information GIS Manager GIS Data Administrator GIS Analyst 1.00 1.00 2.00 1.00 1.00 3.00 - 1.00 1.00 3.00 - 1.00 1.00 3.00 Security Information Security Officer Security Engineer 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 Project Management Sr. IT Project Manager Sr. Application & Business Analyst Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 - 1.00 1.00 1.00 Public Safety Technology Public Safety Technology Manager Applications & Business Analyst 1.00 3.00 1.00 3.00 - 1.00 3.00 - 1.00 3.00 Water\Wastewater Operations IT SCADA Engineer 1.00 1.00 - 1.00 - 1.00 36.00 38.00 - 38.00 1.00 39.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 - (1.00) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 9.00 - 9.00 - 9.00 Total Human Resources Total Information Technology DIGITAL COMMUNICATIONS Administration Digital Communications Director Deputy Digital Communications Director Management Assistant Digital Content Strategist Multi-Media Graphic Designer Digital Journalist Digital Communications Specialist Lead Videographer Videographer Total Digital Communications 250 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2024 FY2023 POSITION TITLE Budget FIRE DEPARTMENT Administration Fire Chief Administrative Services Manager Management Analyst Administrative Assistant Original FY2025 Change Revised Supplement Budget 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 - 1.00 1.00 1.00 3.00 - 1.00 1.00 1.00 3.00 Emergency Services Deputy Fire Chief Battalion Fire Chief Firefighter Fire Captain Fire Engineer Fire Marshal Crisis Response Coordinator Crisis Response Supervisor Accreditation & Compliance Coordinator Public Information Officer Crisis Intervention Specialist Crisis Response Specialist Payroll Specialist 1.00 9.00 63.00 37.00 27.00 1.00 1.00 - 1.00 9.00 64.00 37.00 27.00 1.00 1.00 1.00 1.48 0.48 (1.00) 1.00 (1.00) 1.00 - 1.00 9.00 64.00 37.00 27.00 1.00 1.00 1.00 0.48 1.00 0.48 - 1.00 9.00 64.00 37.00 27.00 1.00 1.00 1.00 0.48 1.00 0.48 Emergency Management/Homeland Security Emergency Manager 1.00 1.00 - 1.00 - 1.00 Prevention Fire Marshal Fire Inspector II Community Risk Reduction Specialist Community Risk Reduction Coordinator Fire Plans Examiner Fire Inspector 1.00 2.00 1.00 1.00 0.50 1.00 2.00 1.00 1.00 1.00 1.00 - 1.00 2.00 1.00 1.00 1.00 1.00 - 1.00 2.00 1.00 1.00 1.00 1.00 Support Services Deputy Fire Chief Fire Equipment Maintenance Worker 1.00 2.00 1.00 2.00 - 1.00 2.00 - 1.00 2.00 Ambulance Firefighter Fire Captain Emergency Medical Tech (EMT) Paramedic Fire Medical Billing Specialist 3.00 3.00 1.00 3.00 3.00 1.00 - 3.00 3.00 1.00 15.00 1.00 - 15.00 1.00 3.00 3.00 1.00 161.50 166.96 - 166.96 16.00 182.96 POLICE DEPARTMENT Administration Chief of Police Deputy Chief of Police Administrative Services Manager Accreditation & Compliance Coordinator Public Information Officer Management Assistant Administrative Assistant 1.00 2.00 1.00 1.00 1.00 2.00 3.00 1.00 2.00 1.00 1.00 1.00 2.00 3.00 (1.00) - 1.00 2.00 1.00 1.00 2.00 3.00 - 1.00 2.00 1.00 1.00 2.00 3.00 Communications Telecommunications Manager Telecommunications Supervisor Telecommunications Operator Emergency Communications Specialist Radio Systems Analyst 1.00 5.00 19.00 0.55 1.00 5.00 20.00 0.55 (1.00) 1.00 - 1.00 5.00 19.00 1.00 0.55 - 1.00 5.00 19.00 1.00 0.55 Total Fire Department 251 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2024 FY2023 POSITION TITLE Budget Original FY2025 Change Revised Supplement Budget Field Operations Police Commander Police Lieutenant Police Sergeant Police Officer Police Assistant 6.00 11.00 72.00 3.00 6.00 12.00 76.00 3.00 1.00 (1.00) (4.00) 3.00 1.00 6.00 11.00 72.00 6.00 - 1.00 6.00 11.00 72.00 6.00 Specialized Patrol Police Lieutenant Police Sergeant Police Officer 1.00 3.00 10.00 1.00 3.00 10.00 1.00 1.00 3.00 11.00 - 1.00 3.00 11.00 Traffic Police Sergeant Police Officer Investigation Specialist 1.00 7.00 1.00 1.00 9.00 1.00 1.00 1.00 - 2.00 10.00 1.00 - 2.00 10.00 1.00 Investigations Police Lieutenant Police Sergeant Police Officer Crime Intelligence Analyst Victim Services Supervisor Crime Scene Supervisor Crime Scene Specialist Investigations Specialist Victim Services Advocate 1.00 3.00 16.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 19.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 3.00 21.00 1.00 1.00 1.00 2.00 1.00 2.00 - 1.00 3.00 21.00 1.00 1.00 1.00 2.00 1.00 2.00 Support Services Police Lieutenant Police Sergeant Police Records Supervisor Police Records Clerk II Police Records Specialist Property & Evidence Supervisor Property Officer 1.00 1.00 1.00 2.00 3.00 1.00 2.00 1.00 1.00 1.00 2.00 3.00 1.00 2.00 (1.00) 1.00 - 1.00 1.00 2.00 4.00 1.00 2.00 - 1.00 1.00 2.00 4.00 1.00 2.00 Professional Standards Police Lieutenant Police Sergeant Police Officer Accreditation & Compliance Coordinator Background Investigator Administrative Assistant 1.00 3.00 4.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 2.00 1.00 1.00 - 1.00 4.00 6.00 1.00 2.00 1.00 - 1.00 4.00 6.00 1.00 2.00 1.00 Community Services Police Sergeant Police Officer Volunteer Coordinator 1.00 3.00 0.50 1.00 3.00 0.50 1.00 4.00 - 2.00 7.00 0.50 - 2.00 7.00 0.50 Municipal Security Municipal Security Coordinator Administrative Assistant 1.00 0.50 1.00 1.00 - 1.00 1.00 - 1.00 1.00 205.55 217.05 14.00 231.05 - 231.05 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 - 1.00 1.00 1.00 1.00 1.00 2.00 - 1.00 1.00 1.00 1.00 1.00 2.00 Total Police Department DEVELOPMENT SERVICES Administration Development Services Director Deputy Director of Planning Deputy Director of Development Engineering Administrative Services Manager Business Analyst Administrative Assistant 252 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE POSITION TITLE FY2024 FY2023 Budget Original FY2025 Change Revised Supplement Budget Code Compliance Code Compliance Supervisor Code Compliance Officer 1.00 3.00 1.00 4.00 - 1.00 4.00 1.00 1.00 5.00 Building Inspection Chief Building Official Deputy Building Official Building Inspection Supervisor Building Inspection Superintendent Senior Building Inspector Building Inspector I Building Inspector II Building Inspector III Fire Plan Review & Inspection Specialist Plans Examiner 1.00 1.00 1.00 1.00 5.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 5.00 2.00 1.00 4.00 (1.00) 1.00 2.00 (1.00) (1.00) - 1.00 1.00 1.00 2.00 1.00 4.00 1.00 1.00 4.00 - 1.00 1.00 1.00 2.00 1.00 4.00 1.00 1.00 4.00 Planning & Zoning Development Services Administrator Sr. Planner Assistant Planner Planning Manager Principal Planner 1.00 2.00 2.00 2.00 1.00 1.00 2.00 2.00 2.00 1.00 - 1.00 2.00 2.00 2.00 1.00 - 1.00 2.00 2.00 2.00 1.00 Permits Permit Manager Permit Administrator Development Services Project Coordinator Development Services Technician I Development Services Technician II Development Services Technician III 1.00 1.00 3.00 3.00 1.00 1.00 3.00 3.00 1.00 1.00 (2.00) 1.00 1.00 1.00 1.00 3.00 1.00 - 1.00 1.00 1.00 1.00 3.00 1.00 Plan Review Plan Review Manager Plan Review Supervisor Sr. Civil Engineer Civil Engineer Plans Examiner 1.00 2.00 4.00 2.00 1.00 2.00 4.00 2.00 2.00 (1.00) (1.00) - 1.00 2.00 1.00 3.00 2.00 - 1.00 2.00 1.00 3.00 2.00 Inspections Construction Inspection Superintendent CIP Construction Inspector Sr. Construction Inspector Construction Inspector I Construction Inspector II 1.00 1.00 1.00 3.00 5.00 1.00 1.00 1.00 3.00 5.00 - 1.00 1.00 1.00 3.00 5.00 1.00 1.00 1.00 1.00 3.00 6.00 63.00 64.00 - 64.00 2.00 66.00 1.00 1.00 5.00 2.00 1.00 1.00 - 1.00 1.00 5.00 2.00 1.00 1.00 1.00 (5.00) 5.00 - 1.00 1.00 5.00 2.00 1.00 1.00 1.00 - 1.00 1.00 5.00 2.00 1.00 1.00 1.00 11.00 12.00 - 12.00 - 12.00 Total Development Services ECONOMIC DEVELOPMENT Administration Economic Development Director Deputy Economic Development Director Economic Development Project Manager Business Development Manager Management Assistant Marketing Coordinator Economic Development Research & Program Coordinator Marketing Specialist Total Economic Development 253 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2024 FY2023 POSITION TITLE Budget Original FY2025 Change Revised Supplement Budget ENGINEERING Administration Director of Engineering Deputy Director of Transportation Transportation Planning Manager Management Assistant Administrative Assistant Project Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 Project Management CIP Manager Sr. Project Manager Project Management Assistant 1.00 6.00 1.00 1.00 6.00 1.00 - 1.00 6.00 1.00 - 1.00 6.00 1.00 Streets & Markings Traffic Operations Worker II 1.00 1.00 - 1.00 - 1.00 Traffic Signals Traffic Operations Foreman Signal Technician II Signal Technician III 1.00 2.00 1.00 1.00 2.00 1.00 - 1.00 2.00 1.00 - 1.00 2.00 1.00 Traffic Management City Traffic Engineer Assistant City Traffic Engineer Intelligent Transportation Systems Analyst Intelligent Transportation Systems Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 - 1.00 1.00 1.00 2.00 - 1.00 1.00 1.00 2.00 22.00 23.00 - 23.00 - 23.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 (1.00) 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Arts & Culture Administration Arts & Culture Administrator Festival Event Coordinator Recreation Coordinator Recreation Programmer Recreation Specialist Recreation Leader Administrative Assistant 1.00 2.00 2.00 2.00 0.30 1.20 - 1.00 2.00 2.00 2.00 0.30 1.20 - (0.70) 0.70 1.00 2.00 2.00 2.00 0.30 0.50 0.70 - 1.00 2.00 2.00 2.00 0.30 0.50 0.70 Parks Operations Parks Superintendent Parks Supervisor Parks Foreman Parks Worker I Parks Worker II Parks Worker III 1.00 3.00 13.10 7.00 4.00 1.00 3.00 15.10 8.00 5.00 3.00 (3.00) (2.00) 2.00 1.00 3.00 13.10 8.00 7.00 - 1.00 3.00 13.10 8.00 7.00 Right of Way Right of Way Superintendent ROW Landscape Supervisor Parks Foreman Irrigation Specialist Right of Way Worker II Right of Way Worker III Right of Way Specialist Parks Worker II 1.00 1.00 2.00 3.00 - 1.00 1.00 2.00 3.00 2.00 1.00 (1.00) 2.00 (3.00) 3.00 (2.00) 1.00 1.00 2.00 2.00 3.00 - - 1.00 1.00 2.00 2.00 3.00 - Total Engineering PARKS AND RECREATION Administration Parks & Recreation Director Deputy Parks & Recreation Director Administrative Services Manager P&R Project Manager Operations Readiness Coordinator Safety Program Administrator Management Assistant Administrative Assistant - 254 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE POSITION TITLE FY2024 FY2023 Budget Original FY2025 Change Revised Recreation Operations Recreation Superintendent Administrative Services Manager Recreation Coordinator Recreation Programmer Park Ranger Recreation Leader Recreation Instructor Park Attendant 2.00 1.00 3.00 2.00 2.00 4.32 1.50 1.75 2.00 1.00 4.00 2.00 2.00 4.82 1.50 1.75 (1.00) (1.00) - Recreation Campus - Aquatics Recreation Coordinator Recreation Programmer Aquatics Maintenance Technician Pool Manager Assistant Pool Manager Pool Maintenance Technician Lifeguard I Lifeguard II Assistant Swim Coach Swim Coach 1.00 1.00 1.00 1.50 1.80 0.30 5.90 5.00 2.20 3.10 Recreation Campus - Rec Operations Recreation Superintendent Recreation Center Support Specialist Recreation Coordinator Recreation Programmer Customer Service Representative Recreation Operations Specialist Administrative Assistant Recreation Leader Recreation Center Managers Recreation Center Attendant Program Instructor Programs Program Instructor Fitness Recreation Specialist Park Ranger Supplement Budget - 1.00 4.00 2.00 2.00 4.82 1.50 1.75 - 1.00 4.00 2.00 2.00 4.82 1.50 1.75 1.00 1.00 1.00 0.50 1.80 0.30 4.70 5.00 2.20 1.90 - 1.00 1.00 1.00 0.50 1.80 0.30 4.70 5.00 2.20 1.90 - 1.00 1.00 1.00 0.50 1.80 0.30 4.70 5.00 2.20 1.90 1.00 2.00 1.00 1.50 0.60 1.10 1.10 1.10 0.50 - 1.00 2.00 1.00 4.00 1.50 1.10 1.10 1.10 0.50 - 1.00 2.00 1.00 4.00 1.00 1.50 1.10 1.10 1.10 0.50 - 1.50 1.00 2.00 1.00 4.00 1.00 1.50 1.10 1.10 1.10 0.50 1.50 Business Operations Ballpark General Manager Business Ops & Marketing Coordinator Ballpark Operations Coordinator Ballpark Ticket Sales & Operations Business Development Coordinator Administrative Assistant Ticket Lead Ticket Seller Game Production Intern-Ballpark Event Services Lead Event Services Marketing Intern 1.00 (1.00) (4.00) 4.00 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 0.60 1.60 0.40 2.10 1.00 1.00 1.70 1.00 1.00 1.00 1.00 1.00 1.00 0.60 1.60 0.40 2.10 1.00 1.00 1.70 - 1.00 1.00 1.00 1.00 1.00 1.00 0.60 1.60 0.40 2.10 1.00 1.00 1.70 0.50 0.43 1.00 1.00 1.00 1.00 1.00 1.00 1.10 1.60 0.40 2.10 1.00 1.00 2.13 Maintenance Operations Ballpark Maintenance Superintendent Ballpark Supervisor Ballpark Foreman Grounds Equipment Mechanic Groundskeeper I Groundskeeper II Groundkeeper III Irrigation Specialist Maintenance Worker Ballpark Mechanic Assistant 1.00 3.00 1.00 8.00 5.00 4.00 1.00 10.10 0.50 1.00 3.00 1.00 8.00 5.00 4.00 1.00 10.10 0.50 2.00 (2.00) - 1.00 2.00 1.00 1.00 8.00 5.00 4.00 1.00 10.10 0.50 - 1.00 2.00 1.00 1.00 8.00 5.00 4.00 1.00 10.10 0.50 147.87 155.37 - 155.37 2.43 157.80 Total Parks and Recreation 255 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2024 FY2023 POSITION TITLE Budget PUBLIC WORKS General Administration Public Works Director Deputy Public Works Director Management Assistant Administrative Assistant Original FY2025 Change Revised Supplement Budget 1.00 1.00 1.00 - 1.00 1.00 1.00 - - 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 Fleet Services Fleet Management Superintendent Fleet Coordinator Mechanic III Mechanic Foreman Service Advisor 1.00 1.00 6.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 - 1.00 1.00 6.00 1.00 1.00 1.00 - 1.00 1.00 7.00 1.00 1.00 Facility Administration Project Manager Facilities Supervisor Facilities Superintendent Facilities Contract Coordinator Facilities Technician II Facilities Technician III 2.00 1.00 1.00 4.00 8.00 1.00 2.00 1.00 1.00 4.00 10.00 (1.00) 1.00 1.00 2.00 1.00 1.00 3.00 11.00 - 1.00 2.00 1.00 1.00 3.00 11.00 Streets Maintenance Street Superintendent Street Maintenance Foreman Street Maintenance Worker II Street Maintenance Worker III Heavy Equipment Operator 1.00 1.00 2.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 - 1.00 1.00 4.00 2.00 1.00 - 1.00 1.00 4.00 2.00 1.00 Sweeper Operations Equipment Operator 3.00 3.00 - 3.00 - 3.00 Pavement Management Pavement Management Coordinator Pavement Management Inspector 1.00 1.00 1.00 1.00 - 1.00 1.00 - 1.00 1.00 Solid Waste Administration Solid Waste Superintendent Solid Waste Supervisor Solid Waste Inspector Sr. Equipment Operator Solid Waste Equipment Operator 1.00 2.00 2.00 1.00 6.00 1.00 2.00 2.00 1.00 6.00 - 1.00 2.00 2.00 1.00 6.00 2.00 1.00 2.00 2.00 1.00 8.00 Container Maintenance Solid Waste Equipment Operator 1.00 1.00 - 1.00 - 1.00 53.00 59.00 - 59.00 4.00 63.00 WATER SERVICES Stormwater Environmental Program Manager Environmental Inspector Stormwater Supervisor Environmental Compliance Supervisor Stormwater Superintendent Stormwater Technician 0.10 1.00 1.00 1.00 1.00 0.10 1.00 1.00 1.00 1.00 (1.00) 1.00 - 0.10 1.00 1.00 1.00 1.00 - 0.10 1.00 1.00 1.00 1.00 Water/Wastewater Administration* Water Services Director Deputy Water Services Director Wastewater Superintendent Water Superintendent Process Operations Manager Operational Readiness Coordinator Support Services Manager Management Assistant Administrative Assistant Utilities Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 Total Public Works (1.00) - - 256 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE POSITION TITLE FY2024 FY2023 Budget Original FY2025 Change Revised Supplement Budget Water/Wastewater Maintenance* Asset Reliability Superintendent Operations Supervisor Utility Maintenance Supervisor Instrument Control Technician Maintenance Mechanic I Maintenance Mechanic II Maintenance Coordinator Sr. Instrumentation & Controls Utilities Electrician 1.00 1.00 4.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 3.00 1.00 1.00 1.00 - 1.00 1.00 4.00 1.00 3.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 4.00 1.00 3.00 1.00 1.00 1.00 Water Distribution Operations Supervisor Utility Locator Sr. Utility Technician Utility Technician I Utility Technician II 1.00 1.00 2.00 3.00 5.00 1.00 2.00 2.00 3.00 5.00 (1.00) - 1.00 1.00 2.00 3.00 5.00 1.00 - 1.00 2.00 2.00 3.00 5.00 Water Production Operations Supervisor Sr. Utility Technician Utility Technician I Utility Technician II Sr. Water Treatment Operator 1.00 2.00 3.00 2.00 1.00 1.00 2.00 4.00 2.00 1.00 (1.00) (1.00) 1.00 2.00 3.00 2.00 - - 1.00 2.00 3.00 2.00 - Groundwater Treatment Water Treatment Supervisor Sr. Water Treatment Operator Water Treatment Operator I - - 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 Water/ Wastewater Water Quality* Environmental Program Manager Water Quality Supervisor Pretreatment Supervisor Business Analyst Senior Industrial Pretreatment Inspector Industrial Pretreatment Inspector Cross Connection Specialist Sr. Water Treatment Operator Water Quality Technician II 0.90 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.90 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 (1.00) - 0.90 1.00 1.00 1.00 1.00 1.00 1.00 2.00 - 0.90 1.00 1.00 1.00 1.00 1.00 1.00 2.00 Water Resources Water Resources & Sustainability Manager Water Conservation Coordinator Water Resources Planning Advisor Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 Wastewater Collections Operations Supervisor Sr. Water Treatment Operator Sr. Utility Technician Utility Locator Utility Technician I Utility Technician II 1.00 1.00 2.00 2.00 7.00 1.00 1.00 2.00 2.00 7.00 1.00 - 1.00 1.00 2.00 1.00 2.00 7.00 - 1.00 1.00 2.00 1.00 2.00 7.00 Reclamation Wastewater Treatment Supervisor Sr. Wastewater Treatment Operator Wastewater Treatment Operator I Wastewater Treatment Operator II Operations Supervisor Sr. Utility Technician Utility Technician I Utility Technician II 1.00 2.00 2.00 8.00 1.00 2.00 2.00 8.00 1.00 2.00 2.00 8.00 (1.00) (2.00) (2.00) (8.00) 1.00 2.00 2.00 8.00 - 1.00 - 2.00 2.00 2.00 8.00 - *Positions within this division funded by multiple sources. Total Water Services 87.00 89.00 - 89.00 4.00 93.00 TOTAL POSITION COUNT 904.19 947.18 14.00 961.18 35.43 996.61 257 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 5A - AUTHORIZED POSITIONS BY DEPARTMENT AND BY FUND POSITIONS BY DEPARTMENT FY2023 FY2024 BUDGET BUDGET FY2025 SUPPLEMENT BUDGET 19.00 - 19.00 15.00 17.00 1.00 18.00 Full-Time 17.00 17.00 0.30 0.30 3.00 - 20.00 Part-Time 7.00 City Manager's Office Legal Services 16.00 Municipal Court 0.30 City Clerk's Office 7.00 7.00 - Finance 35.00 35.00 1.00 36.00 Full-Time 17.00 18.00 1.00 19.00 Part-Time 0.97 0.50 - 0.50 Information Technology 36.00 38.00 39.00 Digital Communications 9.00 9.00 1.00 - 16.00 - 157.00 Human Resources 9.00 Fire Full-Time Non Sworn 22.00 25.00 Full-Time Sworn 139.00 141.00 0.50 0.96 Part-Time 25.00 0.96 Police Full-Time Non Sworn 56.00 64.00 - 64.00 Full-Time Sworn 148.00 166.00 166.00 66.00 1.55 1.05 - Development Services 63.00 64.00 2.00 Economic Development 11.00 12.00 - 12.00 Engineering 22.00 23.00 - 23.00 Full-Time 93.00 104.00 54.87 51.37 1.00 1.43 105.00 Part-Time Public Works 53.00 59.00 63.00 Water Services 87.00 89.00 4.00 4.00 904.19 961.18 35.43 996.61 Total Full-Time 846.00 907.00 34.00 941.00 Total Part-Time 58.19 54.18 1.43 55.61 Part-Time 1.05 Parks and Recreation TOTAL POSITIONS BY DEPARTMENT POSITIONS BY FUND FY2023 FY2024 BUDGET BUDGET 52.80 93.00 FY2025 SUPPLEMENT BUDGET General Full-Time 691.93 747.93 39.19 35.18 12.00 0.50 760.53 Part-Time 20.00 24.00 - 24.00 Highway User Revenue Fund 35.68 Ballpark Full-Time 29.00 28.00 - 28.00 Part-Time 19.00 19.00 0.93 19.93 Impound Fund 0.60 0.60 - - Court Enhancement Fund 0.57 0.57 - 0.57 Ambulance 7.00 7.00 16.00 23.00 Water 40.45 41.45 2.50 43.95 Wastewater 43.45 44.45 1.50 45.95 Solid Waste 13.00 13.00 2.00 15.00 904.19 961.18 35.43 996.61 TOTAL POSITIONS BY FUND 258 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 6 - INTERFUND TRANSFERS FY2024 REVISED BUDGET IN GENERAL FUNDS General Fund $ General Fund One-Time Highway User Revenue Fund (HURF) Park and Ride Marquee AZ Smart & Safe Ambulance Ballpark Operating Ballpark Capital Replacement Fund Water Operating Wastewater Operating Solid Waste General Fund Asset Management - Fire Asset Management - Fleet Asset Management - Parks Risk Reserve Asset Management - Traffic Signals Asset Management - Technology Asset Management - Facilities OUT - $ 16,594,000 $ FY2024 ESTIMATE FY2025 BUDGET IN IN OUT $ OUT - $ 193,294,900 2,436,700 - 179,050,200 - 269,400 - $ 15,525,100 1,015,600 - 865,600 - 5,894,700 - - - - - 62,700 - 1,032,500 560,000 - 336,900 560,000 - 5,477,400 560,000 - 15,434,100 - 14,900,600 - 16,462,000 - - - - - 350,000 - - 4,331,800 - 4,919,500 - 4,505,600 3,408,300 12,434,300 - 2,534,900 - 3,011,400 - - 1,379,800 - 1,379,800 - $ 195,153,300 $ 203,165,600 $ 28,516,200 $ 37,215,600 $ $ $ $ $ - $ 19,918,900 $ 25,400,500 $ $ $ - General Fund Reserves $ 810,000 4,950,000 2,770,500 2,076,800 900,000 950,000 1,700,000 14,157,300 TOTAL GENERAL FUNDS $ 34,076,200 $ 25,400,500 $ 209,398,000 $ 203,165,600 $ 43,771,900 $ 37,215,600 SPECIAL REVENUE FUNDS General Fund TOTAL SPECIAL REVENUE FUNDS $ $ 560,000 560,000 $ $ 17,482,200 17,482,200 $ $ 560,000 560,000 $ $ 16,103,100 16,103,100 $ $ 560,000 560,000 $ $ 19,394,500 19,394,500 $ 8,246,500 13,792,800 17,512,800 450,000 40,002,100 $ 13,792,800 17,512,800 450,000 31,755,600 $ 9,310,700 9,310,700 $ - $ $ - $ 8,696,200 8,696,200 - 6,708,800 $ 204,000 3,987,700 (808,900) 5,250,700 38,074,900 4,604,200 2,079,400 1,701,100 19,516,900 1,338,300 11,804,400 1,127,600 (1,513,500) 94,075,600 $ 3,731,500 4,400,000 478,100 8,609,600 ENTERPRISE FUNDS General Fund Water Operating Water One-Time Wastewater Operating Wastewater CIP Solid Waste Operating Solid Waste One-Time TOTAL ENTERPRISE FUNDS CAPITAL FUNDS Construction Sales Tax - Dedicated DIF - Streets Central FY14 DIF - Fire North 18 DIF - Fire South 18 DIF - Police 18 DIF - Streets North 18 DIF - Streets South 18 DIF - Prks & Rec North 18 DIF - Prks & Rec South 18 DIF - Fire 24 DIF - PD 24 DIF - Parks North 24 DIF - Parks South 24 DIF - Streets North 24 DIF - Streets South 24 DIF - Water North 18 DIF - Water South 18 DIF - WasteWater North 18 DIF - WasteWater South 18 DIF - Water North 24 DIF - Water South 24 DIF - WasteWater North 24 DIF - WasteWater South 24 Water Operating Water Bonds FY25 Wastewater Operating Brine move to Fund 605 Wastewater Bond FY25 RVWRF TOTAL CAPITAL FUNDS $ $ $ 4,391,500 4,391,500 $ $ $ 4,391,500 4,391,500 $ $ $ $ 810,000 4,950,000 2,770,500 2,164,200 900,000 950,000 1,700,000 14,244,700 $ - $ 1,200,000 5,200,000 1,650,000 2,705,700 1,200,000 1,300,000 2,000,000 15,255,700 782,300 $ - $ 3,178,800 5,250,700 2,079,400 1,701,100 38,278,900 11,313,000 15,125,400 1,338,300 11,804,400 4,391,500 (1,513,500) 1,127,600 94,075,600 $ $ $ $ 3,731,500 4,400,000 478,100 8,609,600 259 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 6 - INTERFUND TRANSFERS FY2024 REVISED BUDGET IN CFD & TRUST FUNDS Wildflower Ranch Dis#1-Debt Sr Cottonflower CFD-General Cottonflower CFD-Debt Srv Wildflower Ranch Dis#1-General Self Insurance Trust Fund Retiree Healthcare Fund TOTAL CFD & TRUST FUNDS TOTAL TRANSFERS - ALL FUNDS $ OUT $ 1,100 8,000 9,100 $ $ 8,000 1,100 9,100 $ 79,038,900 $ 79,038,900 $ $ FY2024 ESTIMATE FY2025 BUDGET IN IN OUT 3,500 3,500 $ 313,347,800 $ 3,500 3,500 $ 313,347,800 $ $ OUT $ 182,600 3,582,000 3,764,600 $ $ 182,600 182,600 $ 65,402,300 $ 65,402,300 260 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 7 - PROPERTY TAX FY2023 BUDGET DESCRIPTION Primary Property Tax Property Valuation Primary Levy Rate Per $100 Assessed Valuation Secondary Property Tax FY2024 BUDGET FY2025 BUDGET $ 1,293,848,816 $ 1,447,838,834 $ 1,635,614,667 $ 12,882,853 $ 13,923,866 $ 15,140,885 $0.9957 $0.9617 $0.9257 Property Valuation Secondary Levy Rate $ 1,293,848,816 $ 1,447,838,834 $ 1,635,614,667 $ 9,565,400 $ 11,196,100 $ 13,237,000 $0.7393 $0.7733 $0.8093 Combined Property Tax Levy Combined Property Tax Rate $ 22,448,253 $ $1.7350 25,119,966 $ $1.7350 28,377,885 $1.7350 Primary property tax levy FY2024 $ 13,923,866 Value of new construction FY2025 $ 101,416,172 Net assessed value less new construction FY2025 $ 1,534,198,495 Total Net assessed valuation FY2025 $ 1,635,614,667 Truth in Taxation Rate $ 0.9076 Max. Levy Allowed by law Requires Truth in Taxation $ 15,140,885 Max. Levy that can be imposed without Truth in Taxation FY2025 $ 14,844,839 Levy Amount Requiring Truth in Taxation $ 277,689 Maximum Allowable Tax Rate $ 0.9257 Truth in Taxation - FY2025 261 TOC CITY OF GOODYEAR FY2025 ANNUAL BUDGET SCHEDULE 8 - ARIZONA CONSTITUTIONAL DEBT LIMIT 2024/2025 Secondary Assessed Valuation (AV) $ 2,364,310,353 6% Bonds Debt Limit 6% Of Assessed Valuation (1) $ Bonds Outstanding At June 30, 2024 Excess Available At June 30, 2024 141,858,600 39,216,300 $ 102,642,300 $ 472,862,100 20% Bonds Debt Limit 20% Of Assessed Valuation (2) Bonds Outstanding At June 30, 2024 Excess Available At June 30, 2024 (1) 109,626,700 $ 363,235,400 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. (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. 262 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description Focus Area REQUESTED BY DEPARTMENTS Action Item Ongoing FT 1-Time RECOMMENDED FUNDING PT Ongoing 1-Time FT PT General Fund & General Fund Subsidized Mayor & Council Increase annual discretionary funds for Mayor and Council. Recommendation: Full requested amount budgeted in Contingency pending future City Council work session outcome. - - 19,500 - - - 19,500 - - - This additional one-time funding will allow the department to better support the goals and priorities of Mayor and Council through contracts that will strengthen various efforts including but not limited to: federal lobbying and representation, grant writing and assistance, strategic plan consulting and relationship building at various levels of government. - - - 150,000 - - - 150,000 - - 1. Replace Document & Email Management Software The Legal Services Civil Division is in need of a replacement document and email management system. The previous system was retired in 2021 and has not been replaced. Legal is currently reaching out to vendors to vet other document management systems that will provide a safe and easy way to use system and that will fit our department's records management needs. - - 18,000 30,000 - - 18,000 30,000 - - 2. Legal Assistant This position is needed in the Prosecution Division to support the administrative duties required to process the consistent increase in caseload counts. This addition will boost the efficiency of the office and help maintain the high level of service that is not only expected of us but required by Constitutional and Supreme Court mandates. - - 94,800 4,000 1.00 - 94,000 4,000 1.00 - Vehicle Request for Public Safety Legal Advisor who is on call 24/7/365 to respond to and advise GYPD and GFD on critical incidents and/or investigations, which often necessitate on-scene discussions 3. Vehicle for Public Safety with officers/firefighters, supervisors and command-level employees of Attorney GYPD and GFD. Having attorney representation on-scene is essential to ensure the city's legal interests are preserved and addressed, which could save the city from potential litigation expenses. - - 2,900 57,000 - - - - - - Continuation of One-Time Funding - - - - - - - - - - 2. Court Hearing Officer Under the direction and supervision of the Presiding Judge, the Court Hearing Officer is responsible for civil traffic, city code violation, and protective order cases involving alleged violations of Arizona Revised Statutes and City of Goodyear, AZ ordinances filed within the Goodyear Municipal Court. In addition, the Court Hearing Officer shall be responsible for criminal misdemeanor matters as directed by the Presiding Judge. - - 185,600 - 1.00 - 185,600 - 1.00 - 3. Deputy Court Administrator Support department and organizational goals, monitor progress and provide regular reports to the Court Administrator and Presiding Judge. It is prudent the Court have the appropriate leadership resources available to maintain oversight over critical Court operations. - - 146,900 4,600 1.00 - - - - - 1. Discretionary Funds City Manager 1. Consultant Services Legal Services Municipal Court 1. Presiding Judge Goal Funding 263 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description Case Processing Division: Handle various high-level tasks such as specialty court case management, interpreter scheduling, training and 4. Sr Courtroom Specialist oversee over the second courtroom. With the addition of secondary courtroom operations, adequate leadership support for each courtroom is being addressed. Focus Area REQUESTED BY DEPARTMENTS Action Item Ongoing 1-Time RECOMMENDED FUNDING FT PT Ongoing 1-Time FT PT - - 100,800 2,100 1.00 - 100,800 2,100 1.00 - 5. Court Specialist Customer Service Division: The Court requires a dedicated telephone customer service representative. Phone calls are regularly ringing past the desired answer times, leading to negative customer reviews and feedback. - - 88,700 2,100 1.00 - - 90,800 - - 6. Courtroom Specialist Case Processing Division: With the addition of a second operational courtroom, the division will also open up a second transaction counter, in order for the secondary courtroom customers to complete their paperwork with a Case Processing team member. This position would support the staffing resources required to add a second operational transaction counter for the second courtroom operations. - - 96,000 2,100 1.00 - 96,000 2,100 1.00 - 1. Digitizing City Records (Continuation) Additional funding for temporary part-time employee to complete the records scanning project (Project Tron) through FY2025. The project focuses on scanning development services documents into the records management system to provide for more accessibility and searchability and allows for alternate storage of paper records. - - - 57,300 - - - 57,300 - - 2. Electronic Records Management System Replacement Pursue replacement of our current electronic records management system, Open Text. If this project is supported, we will work with IT's project management team and department stakeholders to gather requirements to implement the right solution for the city. - - - 128,000 - - - 128,000 - - Engagement based Internal audit service - potential areas of review include: Project Management Manual, Inventory Management, 1. Internal Audit - Protiviti Contract Compliance. Additionally use services to establish parameters of an internal control function. Will request an annual one-time allocation. Fiscal & Resource Management Internal Auditing - 100,000 - - - 100,000 - - 2. Billing Specialist Administer the business license program, provide customer service for Business license applicants, and address questions from businesses. Perform all aspects of Business License processing including generating invoices for new and existing business licenses. - - 98,500 63,100 1.00 - 98,500 63,100 1.00 - 3. Sales Tax Auditing Services Contract with a Sales Tax Auditing consulting firm. The city is focused on re-establishing a Sales Tax Auditing program to help recover revenues from taxpayers who either under reported or failed to report their sales tax. Audits are estimated to generate substantial revenues in excess of this request. - - - 48,000 - - - 48,000 - - 4. Application Usage Assessment/Tyler Munis Tyler Consulting: Reconciliation of configuration between Utilities and GL modules. This process will correct system configuration which causes unforeseen end of year adjustments. - - - 40,000 - - - 40,000 - - City Clerk Finance 264 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS RECOMMENDED FUNDING Supplemental Request by Department Description 5. Database Optimization and CS Enhancement Tyler Consulting: Phone, email, address, customer account merge, sanitation assets, notifications and central property validation. This request is scalable as it is 7-distinct projects ranging in cost from $8k to $18k. - - - 68,000 - - - 6. Customer Portal - AMI (utilities) Allows residents to view water consumption and meter read in real time. The city is committed to promoting sustainable practices and ensuring the efficient use of essential resources, with a particular focus on water conservation. In line with this commitment, the city is undertaking the Advanced Metering Infrastructure (AMI) project, scheduled for completion in March of 2024. The AMI project involves the installation of Gateways that allows for real-time monitoring and data collection of water consumption. - - - 24,800 - - 7. Spreadsheet Server Annual Contract Contract optimization services from vendor - currently have 15 users. Maximizes system usage through 25 hours of annual consulting. - - - 7,200 - - Enlist the services of a consultant to enhance employee compensation 1. Deferred Compensation and retention strategies. Consultant Recommendation: fund as one-time. Innovative and High Performing Organization Cultural Journey 35,000 - - 2. Gallup - Boss to Coach Training (Citywide) Training program intended to provide management with principles, tools, and methods that refine leadership skills, transforming them into inspiring team coaches, ultimately fostering employee commitment, facilitating growth and striving for high-performance. Innovative and High Performing Organization Cultural Journey - 105,000 3. Quarterly Summit Speakers (Citywide) Add three guest speakers to deliver content intended to create inspiration and leadership development. Innovative and High Performing Organization Cultural Journey - 4. Gallup - Consulting Services (HR) Request one-time budget to enlist consulting services for the following critical areas: Gallup Q12 survey advisory and leadership results briefing, curriculum support, and the formulation of a strategy for implementing a strengths-based approach. Innovative and High Performing Organization Cultural Journey 5. Branding Materials / Promotional Collateral (Citywide) Purchase It Starts With Me - Branding to uphold the design of the city's culture. Innovative and High Performing Organization Cultural Journey 6. Benefits Analyst (HR) Provide the desired level of benefits service for active employees and retirees. Along with overseeing the administration of retiree healthcare plan, this role will handle all aspects of retirement planning to include deferred compensation plan administration, retirement planning education, counseling for transition to Medicare, coordination with third-party providers for retirement education and general customer service for retirement. - - Human Resources Focus Area Action Item FT PT - - - - 24,800 - - - - - - - - 35,000 - - - - - 105,000 - - 15,000 - - - 15,000 - - - 20,000 - - - 20,000 - - - 10,000 - - - - - - 129,700 3,400 1.00 - 129,700 3,400 1.00 - Ongoing FT 1-Time PT Ongoing 1-Time 265 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description Focus Area REQUESTED BY DEPARTMENTS Action Item Ongoing 1-Time RECOMMENDED FUNDING FT PT Ongoing 1-Time FT PT Information Technology 1. IT PC Technician Maintain the city's end user hardware (laptops, monitors, cell phones, printers etc.) inventory, deploy hardware for replacements and process orders for net new purchases, along with annual bulk purchases. Monitor and ensure the city's assessment replacement schedule is maintained and complete assessment of business needs with appropriate hardware. Document required hardware and software by position titles to streamline the onboarding process between HR, the departments and IT. - - 118,000 3,000 1.00 - 118,000 3,000 1.00 - 2. IT Infrastructure Engineer Critical to the continued success of the IT infrastructure department. Due to the continued growth, the infrastructure department has a substantial backlog of project and operational tasks. The position is responsible for the implementation and operational support of network and systems infrastructure, including managing network switches and routers, virtual infrastructure, disaster recovery and business continuity. Needed for the ongoing 24/7 support of critical systems supporting PD, Fire, SCADA and general city services. Implement and support the city's Firewall based on standards set by the Information Security Officer. - - 152,900 3,000 1.00 - - - - - 3. IT Low Voltage Technician Install, terminate, and maintain (CAT5e CAT6) horizontal and backbone cabling. Work with project managers and contractors to ensure proper cabling is identified through CIP initiatives along with other department requests such as Public Safety. Oversee cabling initiatives by vendors to ensure jobs are completed properly and on time. Install system cabling for Audio Visual, surveillance, building access, and building alarm needs. Work closely with the AV Technician to support and operate audio visual systems for Council and planning and zoning meetings. - - 117,800 3,000 1.00 - - - - - 4. IT Security Analyst Perform IT Security related operational duties to include reviewing and responding to alerts and notifications, working on service requests and incidents, creating and maintaining documentation, administration of the security awareness program and other security systems, assisting the Security Engineer as necessary, run reports and distribute information, some project work may be assigned, and other duties as assigned. - - 138,400 2,900 1.00 - - - - - 5. New crew cab pick up truck The IT infrastructure division frequently has to borrow or check out a vehicle from Fleet or Fire with a lift gate in order to transport network hardware between IT's building to the various project sites. Moving the hardware requires multiple staff members to transport it and the current vehicles assigned to IT do not allow for transportation of the hardware. The team has been supplementing this lack of vehicle with use of personal vehicles which adds extra liability to the staff and the city. The projects also require other tools and equipment to be carried around such as ladders and toolboxes. - - 4,100 60,000 - - 4,100 60,000 - - 266 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description 6. IT GIS Architect A Senior GIS Architect is responsible for architecting, creating and implementing the infrastructure strategy for the Enterprise GIS platform including public and private cloud deployments, data storage strategies and business continuity while balancing costs to the program of these options. Administers user access and performance of the Enterprise GIS platform and services. - - 154,200 7. Professional Services Professional Services to compensate for staffing. The IT infrastructure team has been plagued with not being fully staffed and has experienced a high turnover, which has led to a backlog of operational support and maintenance tasks. This request is to use contracted partners during high-volume periods or to utilize partners when current IT staff lack skills to troubleshoot or implement new technology. Admin: $300k: $100k to develop an IT Strategic Plan; $100k for an apprentice program; $100k for GIS Maturity. GIS: $40k: Develop automated scripting for day-to-day data entry. Infrastructure: $80k: ISE Implementation. Security: $30k: Security Vulnerability Analysis. Project Management: $40k: Project Manager & Business Analyst services for non-CIP projects. Recommendation: Fund $100k for Admin and absorb the other $200k. - - Unified City Communications Plan Focus Area Action Item RECOMMENDED FUNDING FT PT 5,200 1.00 - - - 490,000 - - 5,600 68,000 - 150,600 5,000 1.00 Ongoing 1-Time FT PT - - - - 290,000 - - - 5,600 68,000 - - - - - - - Ongoing 1-Time Digital Communication 1. Video Storage Solution This onsite server is required to provide a secure storage solution for the department's large video and graphics files, and this is a growing need for Digital Communications and Information Technology. Digital Communications will generate even more content as we centralize city communications effort. In addition to being a more secure solution, a physical server located onsite is the preferred method to store video files so staff can access them quickly and efficiently. 2. Social Media Manager Oversee the city's social media content contributors as part of the FY25 Strategic Plan action item to create a centralized communications department under the focus area of Safe & Vibrant community. As we work to centralize the city's communications efforts, Digital Communications will take on additional staff members from other departments. This new position will provide guidance on content, compliance, effective messaging and customer service. Safe and Vibrant Community Fire Department 1. Ambulance Staffing: Firefighters and Captain 15 Firefighters and 1 Captain for the Ambulance Division. This request includes the conversion of non-sworn ambulance personnel to sworn and one-time firefighter and captain backfill over-time. Recommendation: 7 months conversion from non-sworn to sworn and 9 months Firefighter and Captain funding. Safe and Vibrant Community Ambulance Service 2,479,300 286,500 16.00 - 1,946,700 946,800 16.00 - 2. New Ambulances Purchase 4 Ambulances Safe and Vibrant Community Ambulance Service 104,800 1,949,700 - - 104,800 1,949,700 - - 267 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description Focus Area Action Item 3. Ambulance Drug Box Coolers and Zoll Auto Pulse Devices/Warranty Ambulance Drug Box Coolers and Zoll Autopulse devices and warranty Safe and Vibrant Community Ambulance Service REQUESTED BY DEPARTMENTS Ongoing 1-Time RECOMMENDED FUNDING FT PT Ongoing 1-Time FT PT - 168,200 - - - 168,200 - - Request one-time overtime in anticipation of retirement for 8 4. One-time Overtime and Firefighters. One-time training request for Wildland, PIO, Emergency Training Services and Support services to ensure continued growth. - - - 638,200 - - - 638,200 - - Purchase equipment to assist in the treatment of patients and help improve survival outcomes for victims of sudden cardiac arrest and 5. Zoll X Series other heart arrhythmias. The technology on the X Series Advanced Defibrillator and Warranty system allows personnel to view critical information on monitors that provides high quality, manual ventilation in real time. - - - 117,500 - - - 117,500 - - 6. CX300 Communication Service Monitor CX300 Communications Service Monitor- Radio Frequency and Calibration Testing - - - 42,600 - - - 42,600 - - 7. XplorIR Meters The XplorIR meter is a gas detection and identification meter that detects and identifies 5,500 different gases and vapors. With the rapidly growing industrial areas in and around the city, this meter is critically important when identifying unknown gases. There are no other meters in the valley that have the ability to accurately identify refrigerants. Most gas detection meters are specific to the gas you are metering for, where the XplorIR is dramatically different in its ability to identify unknown gases in a potentially toxic environment. - - - 50,000 - - - 50,000 - - 8. Remote Methane Leak Detectors Remote Methane Leak Detectors provide safety and detection for gas leak, odor and methane calls. - - - 30,000 - - - 30,000 - - 9. Stryker Gurney Warranty and Zoll Auto Pulse Cadiac Monitor Warranty Currently, the warranty for the ambulance gurney's is limited to two (2) years. With the three (3) year warranty, the ambulance gurneys would be covered for parts and damage for an additional 3 years. - - - 55,300 - - - 55,300 - - 10. Fire Equipment Maintenance Worker Assist with day-to-day support to operations and equalize the increasing workload across the board. This position will permit the department to provide increased operational availability for coverage and assistance. - - 104,000 72,300 1.00 - - - - - 11. Training Engineer Hire a day Fire Engineer for the training division. This position will allow the division to hit benchmarks while saving the department and city from exorbitant overtime costs. Additionally, hitting these training benchmarks will help the department attain the highest ISO rating as possible as well as reach accreditation benchmarks. - - 142,900 60,700 1.00 - - - - - - - 199,100 70,700 1.00 - - - - - - - 102,300 2,600 1.00 - - - - - 12. Division Chief 13. HR Specialist- Fire Admin Hire a Division Chief to assist with span of control of nine direct reports to the Operations Deputy Chief (6 BC's, Accreditation Manager, EMS Battalion Chief and PIO) with an emphasis on operations and personnel management. Hire a HR Specialist - Fire Admin to Process payroll, assist with recruitments, participate as notetaker in OCP meetings, any other administrative tasks as assigned. 268 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description 14. SCBA Fill Station Purchase additional SCBA (Self Contained Breathing Apparatus) bottle fill station with the goal to have one at every station to support and enhance operational readiness. - - - 15. Fire Department Honor Guard Purchase instruments, upgrade and purchase full-dress uniforms and ceremonial tools and equipment such as flags, axes, bells and other miscellaneous items for Fire Department Honor Guard. - - Safe and Vibrant Community Safe and Vibrant Community RECOMMENDED FUNDING FT PT 100,000 - - - - 15,000 - - Real-Time Crime Center 195,000 160,000 - Real-Time Crime Center 125,000 146,000 - - - - - - Focus Area FT PT - - - - - - - - 195,000 160,000 - - - - 125,000 146,000 - - 415,000 - - - 415,000 - - 160,400 - - - - 160,400 - - - 271,000 134,200 1.00 - - - - - Action Item Ongoing 1-Time Ongoing 1-Time Police Department 1. Real Time Crime Center Funding to start and implement phase 1 of a real time crime center (RTCC), which will be a unique tool for crime reduction and proactive Software & Phase 1 enforcement within a community. Implementation 2. License Plate Reader Cameras 3. Facilities and Security Upgrades 4. Municipal Security Contract Services 5. Police Lieutenant Purchase and install 25 new license plate reader (LPR) cameras on existing traffic and light poles, where possible, throughout the city and establish ongoing funding to maintain 16 cameras previously purchased with RICO funds. The locations chosen are major and minor collector roads to provide additional visibility of vehicles travelling throughout Goodyear. Purchase and install new security cameras and access control hardware and upgrade existing hardware to bring all city facilities up to current security standards. Establish an ongoing budget for municipal security contract services at the city hall complex. Recommendation: fund as one-time. Oversee the Specialized Patrol function which includes Traffic, Community Services, Homeless Outreach, and School Resource Officers. 6. Police Officer Community Services Unit Assist with increasing numbers of community outreach events. - - 195,000 140,700 1.00 - - - - - 7. Radio Systems Analyst Increase the Radio Systems Analyst FTE by .5 to make this a full-time position. A full-time position is needed to manage the communications needs of a growing Police department and be available more hours to officers and staff. - - 70,000 4,500 1.00 (0.50) - - - - 8. Police Grants Coordinator Serve as the main contact for the entire grants process for the Police Department. Research, apply and manage reporting on the process of all grant-funded projects and serve as the point of contact between the Police Department and funding entities, which could include local, state, or federal agencies and private organizations. Take all grantrelated contracts and IGA’s through the Council approval process. - - 139,200 7,500 1.00 - - - - - - - 44,900 42,800 - - 44,900 42,800 - - - - - 150,600 - - - 150,600 - - Purchase and deploy digital evidence acquisition software for the Criminal Investigations Division. The requested forensic software programs are standard tools used in the digital forensics community and are all highly utilized by local, state and federal law enforcement agencies. Build a vehicle impound storage yard at public works to keep evidence 10. Vehicle Impound Lot vehicles in long term storage and accommodate overflow from our Overflow Expansion current vehicle impound storage lot. 9. Forensic Software for PD 269 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description 11. Spare Police Motorcycles Purchase two motorcycles for the Police Department to serve as spares. - - 14,200 12. Security Technician Add a Security Technician within the Municipal Security Unit of the Police Department to maintain, install, and repair security-related systems involving access control, security cameras, and intrusion alarms. This position would also function to troubleshoot basic network related problems on hardware and software that would otherwise need the services of an outside contractor. - - 13. Police Records Clerk II Add a Police Records Clerk to be housed in Telecom. Do standard paper redaction and handle audio redaction to take some tasks off of the supervisors, as well as help address our backlog of redaction requests for public records. - Purchase, configuration and training on APCO Intellicom Guidecard 14. Intellicom Software for Software. Electronic Guidecards for 911 call processing which reduce Police Telecommunications training time and improve consistency of service. 15. Police Administrative Assistant 16. Portable Computer Equipment Kits for Telecom FT PT 114,300 - - 14,200 113,800 73,400 1.00 - - 91,600 7,000 1.00 - - 6,000 66,000 Add an Administrative Assistant to serve as the primary point of contact for visitors at the public window and assist with reporting functions within the Police Department. - - 99,000 Purchase 5 laptops which will be loaded with CAD and other programs and used to support dispatch when evacuation is necessary. - - - Focus Area 17. Police Officer - School Assist with the school resource unit. Resource Officer 18. Verint QA Module for Telecom Development Services RECOMMENDED FUNDING Purchase, train and install the Verint QA module on the 9-1-1 Recording system. Professional contract services required to meet development demand in Building Safety, Civil Inspections and Plan Review divisions. Without 1. Development Services adding more FTEs, the most effective way to meet demand is to Contract Employee Funds continue supplementing with contract employees. FT PT 114,300 - - - - - - - - - - - - - 6,000 66,000 - - 7,000 1.00 - - - - - 5,800 19,000 - - - - - - - 193,100 140,100 1.00 - - - - - - 200 11,400 - - - - - - - 2,771,000 - - - 1,423,000 - - 371,100 203,000 3.00 - 124,700 67,700 1.00 - Action Item Economic Vitality Ongoing Development Continuum 1-Time Ongoing 1-Time Recommendation: Recommendation based on use of current year funding. 2. Construction Inspector II The Civil Inspection division is requesting 3 additional Construction Inspector II positions in order to offset the increases in development and dry utility permits, as well as the city’s focus on Infrastructure and CIP projects. If these positions are approved, less contract funds would be needed in order to compensate for increase in development. These positions would focus on dry utility permits, private development and CIP. Recommendation: approve 1 FTE. - - 270 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description 3. Building Safety Specialist Inspector Responsible for all commercial, mechanical/plumbing and electrical inspections throughout the city. The positions would be inspecting large and complex buildings, such as data centers, cross-dock distribution centers, hospitals, schools, restaurants and office buildings, as well as multi-family. The buildings are typically on a very strict time schedule and knowledge of the mechanical/plumbing and electrical systems in these types of buildings is paramount. Specialist positions are easier to fill as there is only 1 certification required rather than multiple disciplines needed, making it easier to find and hire new inspectors. - - 357,700 4. Code Compliance Officer Investigate potential violations of technical zoning, environmental, nuisance, building and other city codes through office and field work. Establish and maintain positive and effective working relationships with citizens, especially in dealing with complaints and violations of city codes. - - 5. Management Assistant Support the management team of 19 managers/supervisors within the department. The Administration division assists all divisions within DSD, and as development and staffing increases, a greater demand is placed on the Admin division. This would also allow for growth in the division, designate a backup for the Planning & Zoning Commission Secretary, and increase the amount of high level administrative support needed within the department - 6. Planner The Planner position is an integral part of the review team for residential, commercial and industrial building permits. With the desire to provide expeditious reviews for our residents and customers, including same day review and permit issuance, the need for a permanent Planner is vital to ensuring that the Planning Division can stay in alignment with the Building Division in terms of review timeliness. - Engineering 1. MicroTransit Additional Additional Funding for MicroTransit Program., funding Recommendation: Fund as one-time. 2. Project Management & Construction Contract Services for CIP Projects Funds are for a consultant to assist the Engineering CIP Team in providing CIP Project Construction Estimates. Utilizing a 3rd Party Cost Estimating Service will help Project Managers validate contractor pricing, identify supply chain issues, and develop more accurate CIP Project budgets. Additionally, Contract Project Management Services will be augmenting current PM staffing in developing CIP documentation for projects, processes, and procedures. Focus Area RECOMMENDED FUNDING FT PT 189,400 3.00 - - - 114,300 66,200 1.00 - 114,300 66,200 - 131,900 15,700 1.00 - - - 139,300 16,100 1.00 - Action Item Ongoing 1-Time FT PT - - 1.00 - - - - - - - - Ongoing 1-Time Safe and Vibrant Community Public Transit 900,000 - - - - 900,000 - - Fiscal & Resource Management CIP Management - 300,000 - - - 300,000 - - 271 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description Focus Area Action Item Ongoing 3. Citywide Multi-modal Safety Plan A Consultant will conduct an assessment to create a Safety Plan that will include multi-modal forms of transportation in the city and make recommendations for potential improvements through Evaluation, Education, Enforcement, and Engineering. The Safety Plan was a recommendation from the Transportation Master Plan (TMP). Safe and Vibrant Community Public Transit - As recommended by the Transportation Master Plan, this analysis will 4. Estrella Parkway - Elliot evaluate and recommend improvements needed for Estrella Parkway, between and including, the intersections of Elliot Road and Cotton to Cotton Lane Lane. The analysis is considered a priority due to the importance of this Alternatives Analysis area as the primary entrance to the Estrella communities. Infrastructure Estrella Parkway 5. Enhanced Maintenance of Traffic Signals Safe and Vibrant Community Safe and Vibrant Community Requesting funding for contract labor assistance to install ITS related components and Police Officer assistance Traffic Signal Rewiring In 2020, the city began converting streetlights from high pressure sodium lighting to light emitting diode (LED) to reduce both electrical 6. Street Light Upgrade to and maintenance costs. Streetlights in the ballpark area represent the final 90 lights to undergo conversion. This project will bring these lights LED (Ballpark Vicinity) into conformance with city standards, not only saving money, but streamlining maintenance. 7. Bike Lane Intersection Improvement Pilot Pilot Project to add green colored notification striping to multiple high frequency intersections 8. Traffic Camera Recording Equipment RECOMMENDED FUNDING FT PT 250,000 - - - - 150,000 - - Traffic Management Center Optimization - 250,000 - Use of Energy Efficient Technology - 225,000 - 250,000 - - Project for the implementation of infrastructure to be able to record traffic cameras. Infrastructure Traffic Cameras 9. Enhanced Maintenance of Transportation Infrastructure Funding to support the essential maintenance of the city's infrastructure. Focusing on city-wide street sign maintenance, streetlights, neighborhood traffic management, and road striping. This initiative is crucial for ensuring the safety, efficiency, and navigational clarity for pedestrians and drivers, enhancing night-time security, and promoting smoother traffic flow. - - 10. Truck Route Signage New State Law A new state law requires signage on streets indicating if the roadway is restricted from truck traffic. Routes must be signed accordingly and identify the distance the restriction is place. This signage must be in place at every controlled intersection (signage or signal). If restriction signage is not in place, staff will not be able to enforce the city's Truck Route Ordinance. This request is for the cost and installation (via contract) of signs. - - 1-Time FT PT 250,000 - - - 150,000 - - - - 250,000 - - - - - 225,000 - - - - - 250,000 - - Ongoing 1-Time 300,000 1,500,000 - 300,000 - - - - 1,500,000 - - 95,000 - - - 95,000 - - 272 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description Parks & Recreation 1. Traffic Control Services for Spring Training, Contract a traffic control company to setup and remove traffic control Ballpark and City Signature equipment for spring training and other city events. Events 2. ROW - Landscape Provide the necessary resources to service the approximately 23 Maintenance Contract million square feet of city-maintained medians and right of way. (One-time Funds) Provide the necessary staffing resources required to support the daily 3. Goodyear Recreation operation of the newly implemented weapons detection system at the Center Security Staff Goodyear Recreation Center. This staffing will monitor and control the Weapons Detection (1 FTE weapons detection system during peak hours at the facility and help & .5 PTE) ensure optimal use of the equipment. 4. Ballpark Event Add a full-time staff member to provide support and coverage for Programmer events and rentals at Goodyear Ballpark. REQUESTED BY DEPARTMENTS Focus Area Action Item Ongoing Safe and Vibrant Community Traffic Management Center Optimization - RECOMMENDED FUNDING FT PT 30,000 - - - 1-Time FT PT 30,000 - - - 1,084,900 - - 122,200 3,400 1.00 0.50 Ongoing 1-Time - - 1,084,900 - - - - - 122,000 3,400 1.00 0.50 - - 92,200 8,000 1.00 - - - - - - - 158,500 72,000 1.00 - - - - - Provide the Parks, ROW and Special Event Divisions with a dedicated 6. Grounds Equipment Grounds Equipment Mechanic. This request would convert an existing Mechanic (Convert .5 PTE .5 PTE to the 1 FTE. to 1 FTE) - - 91,100 124,700 1.00 (0.50) 800 124,700 - - 7. Ballpark Safety Protective Netting Extension - - - 300,000 - - - 300,000 - - - - - 75,000 - - - - - - - - 143,000 - - - - 143,000 - - 5. Parks Supervisor 8. Parks & Recreation Website 9. Parks Unimproved Property Maintenance Address span of control ratios that are currently beyond the city's preferred maximum standard of 1 supervisor to 6 direct reports. Currently, existing supervisors have 8-10 direct reports each. This request will result in a lower supervisor ratio of 6-8 direct reports. Recommendation: Fund the vehicle. Extend the protective netting at Goodyear Ballpark to improve fan safety in the seating bowl. Fund contractual services to overhaul existing Parks & Recreation webpages to provide content updates, refresh graphics, update photography, assess and restructure the site tree to maximize the customer experience. Provide the necessary resources required for annual maintenance of Parks Department unimproved property. Recommendation: fund as one-time. 10. Temporary Murals Art Pop Ups in the Park Continue to produce two Live Art Temporary Mural experiences at Civic Square Park per Arts & Culture Commission recommendation. This includes patriotic Veterans Day murals and a spring mural experience associated with the popular Farmers Market. - - - 25,000 - - - 25,000 - - 11. Parks Maintenance Equipment Add needed equipment to the Neighborhood Parks work group to perform the maintenance tasks in these areas. This equipment includes: a tractor, a turf and ornamental spray rig, and pull behind blowers. - - 10,000 280,000 - - 10,000 280,000 - - - - 33,000 - - 0.93 33,000 - - 0.93 12. Ballpark Operations Increase part-time hours to provide support to the Assistant GM of Support - (1,930 part-time Marketing and Tourism and Assistant GM of Ticket Sales and hours) Operations. 273 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description 13. Public Art Tours Program This program will provide residents with a quarterly bus tour that visits various public art sites, local restaurants, and boutiques. This program will encourage cultural tourism in Goodyear and be fee-based for participants. The tours will bring residents/visitors together on a charter bus to visit a curated list of public artworks, fine art exhibits, visit local shops and restaurants, and will have a featured artist join the tour for the public to interact with. Focus Area REQUESTED BY DEPARTMENTS Action Item Ongoing 1-Time RECOMMENDED FUNDING FT PT Ongoing 1-Time FT PT - - - 10,000 - - - 10,000 - - - - - 75,000 - - - 75,000 - - 15. Enhance Civic Square Holiday Lighting Replace lighting on the city-owned Christmas tree to an LED RGB lighting system that has improved capabilities and is more energy efficient. Upgraded tree lighting will extend the life expectancy for the Christmas tree by 10 years. Add year-round lighting on palms and promenade walkway trees with energy efficient LED RGB lighting where colors can be changed to address holidays/seasons. Year-round lighting will enhance the Civic Square experience for visitors. The yearround lighting has a 3-5 year life expectancy. - - - 71,000 - - - 71,000 - - 16. Landscape Maintenance for New Ballpark Parcels Funding for regular maintenance on the unimproved property adjacent to Goodyear Ballpark that was acquired in March 2023. This request will also spread granite on the parcels to match the existing size and color of the granite that currently surrounds the ballpark. - - - 175,000 - - - 175,000 - - - - - 111,000 - - - 111,000 - - - - 26,000 25,000 - - 26,000 25,000 - - Provide design and cost estimates for storage at Goodyear Ballpark. - - - 50,000 - - - - - - Rent storage units to store ballpark promotional items, spring training signage and other various operations items. - - - 20,000 - - - - - - - - - 729,000 - - - 729,000 - - 14. Mavericks Food Truck Provide resources to sponsor the Mavericks Food Truck Roundup Round-Up Sponsorship festival at Goodyear Ballpark. 17. The Rinq 18. Light Pole Banner Program 19. Design and Cost Estimate for Storage at Goodyear Ballpark 20. Temporary Storage Solution for Goodyear Ballpark Fund the artificial ice skating rink during the holiday season. Open during the month of December, the current rink is 4,000 sq. ft. and allows up to 100 skaters per session. In FY24, more than 4,000 skaters participated in this free experience. Replace banners that have reached their life expectancy. In addition, it will add new banners to Civic Square and Goodyear Ballpark. This request also provides for contracted services to install four banner rotations annually. Replace a variety of value-add items and amenities within the parks and recreation system pertaining specifically to Ballpark operations. Replacement of physical items, facilities, natural resources, and 21. Ballpark Replacements amenities within the parks and recreation system. The primary goal is to ensure these resources are well-maintained and sustained for the benefit of the community and visitors. Submitted as one-time as the interval of replacement or repair exceeds 10 years. 274 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description 22. ROW Replacements Replace a variety of value-add items and amenities within the parks and recreation system pertaining specifically to Right-of-Way operations and maintenance. Replacement of physical items, facilities, natural resources, and amenities within the parks and recreation system. The primary goal is to ensure these resources are well-maintained and sustained for the benefit of the community and visitors. Submitted as one-time as the interval of replacement or repair exceeds 10 years. - - - 23. Parks Replacements Replace a variety of value-add items and amenities within the parks and recreation system pertaining specifically to Parks operations and maintenance. Replacement of physical items, facilities, natural resources, and amenities within the parks and recreation system. The primary goal is to ensure these resources are well-maintained and sustained for the benefit of the community and visitors. Submitted as one-time as the interval of replacement or repair exceeds 10 years. - - - 1. Administrative Assistants PW is a large department and includes four major operational divisions (Solid Waste, Facilities, Fleet, and Street Maintenance), each of which have extensive needs of administrative assistant support: Process Requisitions, POs, Invoices, p-card, NAPA audits and reconciliations, in Munis; Contract Research, procurement entries in Bonfire; Miscellaneous areas of data entry, including: fleet emission reports, car washes, new vehicle folder scans, Facilities PM Due notifications, Solid Waste Service Order maintenance. Administrative Support for addressing Customer Service Calls, Lucity and Velocity reports, website updates, preparing Travel Requests, Technician Communication. Recommendation: approve 1 FTE. - - 192,400 8,200 2.00 2. Fleet Equipment Mechanic III Additional Mechanic III position for Fleet Services with tools and laptop/workstation to help maintain ever growing Goodyear's Fleet of vehicles and equipment. This request supports the city's goal to build infrastructure that follows industry best practices to maintain efficiency. - - 107,200 4,700 1.00 Focus Area Action Item Ongoing RECOMMENDED FUNDING FT PT 892,400 - - - 892,400 - 1,899,600 - - - 1,899,600 - - 96,400 4,400 1.00 - - 107,200 4,700 1.00 - 1-Time Ongoing FT 1-Time PT . - Public Works 275 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description 3. Streets Maintenance Supervisor Responsible for supervising 1 Streets Foreman, 3 equipment operators, and 7 maintenance workers by assigning daily tasks, providing training and safety programs, and conducting employee evaluations. Responsible for day-to-day operation and maintenance activities of the Streets Maintenance Division, including asphalt and concrete pavement maintenance and repair, streets sweeping, crack seal application, and unpaved road and shoulder maintenance to ensure best practices and compliance with local, county, state, and federal regulations. Respond to customer inquiries, generate reports, and monitor assigned budgets. - - 150,100 4. Administrative Services Manager This role aims to consolidate administrative and budgetary functions, mirroring successful models in other city departments. Operating from PW Admin building and reporting to the department Director. It will oversee all administrative positions. This initiative ensures continuity of functions, streamlines budgets, enhances customer service, and facilitates cross-training for staff flexibility. With oversight of key software systems, vendor contracts, and department-level actions, the position promotes efficiency and workload balance. This role addresses the extensive needs of the department's four major divisions with an annual operating budget of $32.7M, 59 full-time employees, managing140+ purchase orders and 300 monthly invoices. - - The AssetWorks Capital Asset Management (CAM) automates lifecycle cost analysis, customizes replacement cycles, & facilitates strategic budget planning. CAM is the first fleet management software 5. M5 Module Capital dedicated to optimizing analysis, planning, procurement, & disposal of Asset Management (CAM) vehicle equipment assets. This software supports electric and and Analytics alternative fuel vehicles, directly supporting Public Works' FY27 goal to leverage energy-efficient technology and implement proven sustainable technologies. - - 6. Fleet Predictive Maintenance Module Add an additional module in Fleet's software uses GPS and AI to predict Maintenance and reduce downtime for 300 on-road units. Predictive Maintenance anticipates when a vehicle or piece of equipment is likely to experience a failure or require Maintenance; instead of following a fixed schedule or waiting for a breakdown, predictive maintenance leverages real-time data, sensor readings, and advanced analytics to make informed predictions about the condition of assets. Predictive Maintenance directly supports electric & alternative fuel vehicles and supports Public Works' FY27 goal to leverage energy-efficient technology and to implement proven sustainable technologies. Focus Area RECOMMENDED FUNDING FT PT 70,400 1.00 - - 153,500 4,100 1.00 - - 5,000 44,000 - - 40,500 15,000 - Action Item Ongoing 1-Time FT PT - - - - - - - - 5,000 44,000 - - - - - - - Ongoing 1-Time 276 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS RECOMMENDED FUNDING Supplemental Request by Department Description 7. GPS Telematics Monitoring for the City Fleet Annual monitoring costs for GPS (Global Positioning Systems) to provide live telematic data of fleet vehicle location, speed, idle times, seat belt usage, on-board equipment usage (sweepers/buckets), & engine diagnostics. This creates a safer employee environment, provides operational efficiencies, limits city liability against fraudulent claims & reduces annual miles driven. GPS monitoring directly supports electric & alternative fuel vehicles and supports Public Works' FY27 goal to leverage energy-efficient technology and to implement proven sustainable technologies. - - 96,000 - - - - 8. Facilities Condition Assessment Identify visually apparent deficiencies in the buildings and site systems and provide an opinion of required expenditures over the investment period of typically the next 10 years. The evaluation will include site visits to observe the building and site systems, interviews with building management and maintenance personnel, a detailed review of available maintenance systems, and reconciliation of design/construction documents and plans. The evaluation will also include review of accessible on‐site amenities to observe the visible components of the building shell and envelope; building interiors; fire and life safety systems; site systems; and the mechanical, electrical and plumbing (MEP) systems. - - - 350,000 - - 9. Facilities Supervisor Vehicle Purchase a vehicle for the Facility Supervisor. Our dedicated Supervisor, managing Civic Square, the Recreation Campus, PW Admin, Park, Ride, and all three Parks Facilities, currently relies on his personal vehicle for these extensive responsibilities. Considering the nature and scale of his duties, providing him with a city vehicle is a necessity. - - 4,700 65,100 - 10. Unimproved Property Maintenance- Public Works The city owns multiple properties that are unimproved. In an effort to keep up with the aesthetics of the city, we are requesting additional funds for these additional services areas. These areas are currently empty-unimproved land, open roads for transport or farming purposes only. The proposal includes all labor, chemical, materials, and equipment needed to complete a scope of work. - - - 30,600 Funding for ongoing maintenance needs for 101 acres of native channels and basins in Goodyear. These channels convey stormwater from roadways and other areas to mitigate potential flooding and ensure stormwater infrastructure operates as designed. As they are naturally occurring, they can easily become overgrown with weeds and vegetation and require regular maintenance to keep the channels clean. In FY2024, $598,000 was received in one-time funding for channel and basin maintenance. Requesting ongoing funds to keep these areas maintained on a regular basis versus infrequent, larger, and more expensive clean-up efforts. - - - 470,000 Focus Area Action Item Ongoing FT 1-Time PT FT PT - - - - 350,000 - - - 4,700 65,100 - - - - - 30,600 - - - - - 470,000 - - Ongoing 1-Time Water Services 1. Stormwater Basin and Channel Maintenance 277 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description The city owns multiple properties that are unimproved, meaning they have native landscape or natural vegetation. These parcels require routine maintenance to ensure proper drainage, reduce weeds, remove fire hazards, maintain property values, reduce complaints, and other 2. Unimproved Property aesthetic purposes. Over the past year, the Stormwater Division has Maintenance - Stormwater been meeting with Parks and Public Works to determine ownership and level of service requirements for these vacant/unimproved properties. A total of 352 acres of unimproved city property falls under the responsibility of Stormwater. Focus Area REQUESTED BY DEPARTMENTS Action Item Ongoing - - GF & GF Subsidized Total: 1-Time FT RECOMMENDED FUNDING PT Ongoing 1-Time FT PT - 1,057,200 - - - 1,057,200 - - 12,739,000 19,057,400 60 0.43 3,950,700 20,374,900 28 1.43 Enterprise Funds Public Works Add two (2) Solid Waste Operator positions. Due to the growth of solid waste accounts, this increased staff is required to maintain the city's solid waste services to foster a clean, well-maintained, and sustainable community. Due to the increase in solid waste accounts, this vehicle is required to 2. Solid Waste Rear Loader maintain the city's solid waste services to foster a clean, wellmaintained, and sustainable community. 1. Solid Waste Equipment Operators 3. Solid Waste Grapple Tractor Crucial to sustain our ability to provide bulk collections for the increasing number of accounts. Without an additional tractor, our current fleet likely struggles to meet the expanding volume of bulk collections, potentially leading to delays and service interruptions. Acquiring this vehicle will not only alleviate this strain on our existing resources but will also bolster our operational efficiency, ensuring safe, timely, and reliable bulk waste pickups for our growing clientele. This proactive measure aligns with our commitment to maintaining high service standards and meeting the evolving needs of our expanding customer base. 4. Solid Waste Container Cleaning Equipment Acquiring cleaning equipment for our trash and recycling containers is crucial for efficient maintenance. Currently outsourcing due to the lack of a designated cleaning area, using the pressure washer zone for fleet vehicles is unsafe and ill-equipped for managing container solids. Researching external cleaning services highlighted concerns of rising costs and limited vendor availability. With 500+ reusable containers in storage, cleaning is imperative, ensuring compliance with health mandates and saving over $30,000 annually. Acquiring our equipment is a strategic, long-term investment, paying for itself in 2.7 years. - - - 191,800 2,400 2.00 - 192,900 1,300 2.00 - - - 15,100 380,100 - - 15,100 380,100 - - - - 12,300 155,100 - - 12,300 155,100 - - 3,600 76,100 - - - - - - - 278 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN Supplemental Request by Department Description Focus Area REQUESTED BY DEPARTMENTS Action Item Ongoing FT 1-Time RECOMMENDED FUNDING PT Ongoing 1-Time FT PT Water Services Annual operating costs to transmit brine from the two Reverse Osmosis facilities (Bullard Water Campus and Site 12) to Palo Verde Nuclear Power Station. These operating costs were identified as part of 1. Operating Costs to Send CIP #60034 Brine Disposal to begin 7/1/2024. The funds will pay for Brine to Palo Verde APS's additional costs of operating the systems and the maintenance, Nuclear Power Station repair, and periodic replacement of the systems improvements. $2M will be needed each year for O&M; however, the amount will be half in the first year. - - 1,000,000 - - - 1,000,000 - - - 1. Water Treatment Supervisor Oversee the daily operations of the newly formed Water Treatment Division. In late FY2023, two existing positions were reclassified to Senior Water Treatment Operators in response to requirements from Maricopa County Environmental Services Department to have treatment operators with a Grade 4 ADEQ certification to operate the complex water facilities. A third position was reclassified in FY2024. This division now needs a supervisor with the appropriate experience and knowledge to oversee the administrative and technical aspects of these critical functions. This position is included in the proposed five year rate model. - - 159,300 60,900 1.00 - 159,300 60,900 1.00 - 2. Utility Locator Maintain level of service to Goodyear's increasing 811 (blue stake) workload. Staff responded to over 35,000 ticket requests in CY2023 and currently has a backlog of over 1,200 tickets. Utility locators mark all underground city infrastructure including dry utilities (fiber and traffic signal electric) which account for 22% of the tickets. This position is needed to keep the city from being in violation of ACC and State regulations to complete requests in a timely manner. We are experiencing an increase from new construction, large fiber projects and street improvements. This position is included in the proposed five year rate model. - - 104,200 65,300 1.00 - 104,200 65,300 1.00 - 2. Wastewater Treatment Supervisor Enhance staff oversight, budget control, and process monitoring at the Corgett and Rainbow Valley Water Reclamation Facilities (WRF). The WRFs are going through expansions in capacity and treatment due to growth. This new position will add a level of reliability for all of the WRFs at the supervisory level. The current supervisor has 12 direct reports and 3 facilities which are geographically spread out. This is proving to be too much for one position given the increase in capacities, advanced treatment complexities, and the drive time between facilities in order to provide effective oversight. This position is included in the proposed five year rate model. - - 157,100 62,200 1.00 - 157,100 62,200 1.00 - 279 TOC City of Goodyear Schedule 9 - FY2025 Supplemental Requests and Recommendations *Requests may be split between Funds and/or share Costs with other Departments * STRATEGIC PLAN REQUESTED BY DEPARTMENTS Supplemental Request by Department Description 3. Utility Maintenance Supervisor Add a supervisor to the Utilities Maintenance Division to split the division into two specialized groups. This addition will allow for a more manageable span of control (the current supervisor has 10 direct reports). The current supervisor will retain the Maintenance Mechanics that specialize in the operational and emergency maintenance of all equipment for the water and wastewater sites in Goodyear's service area. This new supervisor will oversee the Electrician and Instrument Control Technicians who are instrumentation and controls specialists in maintaining electrical, instrumentation and SCADA systems within water, wastewater and remote facilities. This position is included in the proposed five year rate model. - - 151,100 4. Annual Fire Hydrant Maintenance Fund a contractor to maintain fire hydrants in the city's water system. Currently Water Distribution staff have competing priorities with meter and valve maintenance, meter reading, customer service activities, utility locating, flushing and emergency water main breaks. Timely maintenance of fire hydrants is important for emergency fire response. Delays in emergency response for fire flows can endanger life and property. Proper maintenance of hydrants also ensures water quality is maintained with scheduled flushing activities. Contracting this maintenance costs less than hiring additional staff and has been used in the past. With these funds, we can achieve 80% of the annual requirement to maintain all hydrants. It is anticipated the remaining 20% can be completed by staff. - - The city must obtain a recovery well permit in order to recover water stored in the Roosevelt Irrigation District (RID) Groundwater Savings Facility (GSF). Obtaining a recovery well permit requires the applicant to perform and submit a well impact analysis with their application to 5. Well Impact Analysis for ensure existing wells are not impacted from withdrawing stored water RID GSF Recovery per ARS 45-834.01. One-time funds are requested to engage an on-call consultant to conduct the analysis. The ability to withdraw stored water from the RID GSF will provide the city greater operational flexibility during times of drought/shortage or whenever the need for additional water resources is needed to meet water demands. - RECOMMENDED FUNDING FT PT 62,900 1.00 - 152,100 - 225,000 - - - - 100,000 - ENTERPRISE TOTAL: 1,794,500 1,190,000 6.00 Focus Area Action Item Ongoing 1-Time FT PT 62,900 1.00 - - - - - - - 100,000 - - - 1,793,000 887,800 6.00 - Ongoing 1-Time 280 TOC Fiscal Year 2025 Annual Budget City of Goodyear, Arizona State Schedules 281 TOC City/Town of Goodyear Summary Schedule of estimated revenues and expenditures/expenses Fiscal year 2025 Fiscal year 2024 2024 2025 Adopted/adjusted budgeted expenditures/expenses* Actual expenditures/expenses** Beginning fund balance/(deficit) or net position/(deficit) at July 1*** E E Primary property tax levy B 2025 Secondary property tax levy B 2025 Estimated revenues other than property taxes C 2025 Other financing sources D Other financing (uses) D 2025 Interfund transfers in D 2025 Interfund Transfers (out) Line 11: Reduction for fund balance reserved for future budget year expenditures D 2025 Maintained for future debt retirement Special Revenue Fund Debt Service Fund Capital Projects Fund 372,162,700 42,561,700 14,406,000 213,739,000 202,988,700 32,462,300 14,685,300 225,124,900 7,798,400 745,500 General Fund 1 2 3 2025 2025 Funds S c h 4 7 8 9 10 Enterprise Funds Internal Service Funds 58,406,100 105,673,500 0 806,949,000 21,834,000 39,612,600 62,730,100 0 374,313,000 146,989,700 17,579,700 51,222,400 0 449,460,600 15,140,885 Total all funds 15,140,885 5 6 CFD & Trust Funds 13,237,000 13,237,000 185,003,700 15,861,400 3,804,900 235,758,100 29,704,300 73,571,300 0 543,703,700 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 24,634,000 28,394,100 0 8,609,600 3,764,600 0 0 65,402,300 56,610,100 0 0 8,609,600 182,600 0 0 65,402,300 0 11 Maintained for future capital projects 0 Maintained for future financial stability 2025 2025 0 12 Total financial resources available Budgeted expenditures/expenses E 13 393,293,385 52,053,900 17,787,400 382,747,800 50,866,000 124,793,700 0 1,021,542,185 401,946,900 51,346,600 17,031,800 193,399,400 50,866,000 103,505,900 0 818,096,600 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 $ 2024 806,949,000 $ $ 806,949,000 199,455,116 607,493,884 622,516,993 $ 2025 818,096,600 $ $ 818,096,600 218,412,200 599,684,400 675,302,201 The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. * ** *** Includes expenditure/expense adjustments approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent beginning fund balance/(deficit) or net position/(deficit) amounts except for nonspendable amounts (e.g., prepaids and inventories) or amounts legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 3/22 Arizona Auditor General Schedule A 282 Official City/Town Budget Forms TOC City/Town of Goodyear Tax levy and tax rate information Fiscal year 2025 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 Property tax judgment B. Secondary property taxes Property tax judgment 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 2024 $ 2025 13,923,866 $ 15,140,885 13,923,866 $ 15,140,885 $ $ 11,196,100 $ 25,119,966 13,237,000 $ 28,377,885 $ $ $ 11,196,100 $ $ 11,196,100 11,196,100 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.9617 0.9257 Property tax judgment (2) Secondary property tax rate 0.7733 0.8093 Property tax judgment (3) Total city/town tax rate 1.7350 1.7350 B. Special assessment district tax rates Secondary property tax rates—As of the date the proposed budget was prepared, the city/town was operating 10 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. TOC 3/22 Arizona Auditor General Schedule B 283 Official City/Town Budget Forms City/Town of Goodyear Revenues other than property taxes Fiscal Year 2025 Estimated revenues 2024 Source of revenues Actual revenues* 2024 Estimated revenues 2025 General Fund Local taxes Sales Construction Franchise Licenses and permits License and Registration Intergovernmental Urban Revenue Sharing (Income Tax) Auto Lieu (VLT) State Shared Sales Tax Charges for services General Government-Reimbursements Arizona Tourism Reimbursement Rentals Parks, Recreation and Aquatics Development Related Fines and forfeits Fines Interest on investments Investment Income Miscellaneous Miscellaneous Revenue Other Risk Reserve $ 88,737,900 16,782,600 4,278,300 $ 93,215,300 26,644,800 5,188,000 $ 107,114,800 7,200,000 5,390,400 $ 398,800 $ 339,100 $ 379,400 $ 27,281,300 5,211,800 15,314,700 $ 27,281,300 4,813,100 15,968,400 $ 22,195,300 4,837,700 16,366,700 $ 11,850,300 2,431,400 592,300 1,836,700 9,405,500 $ 992,200 3,041,900 496,100 1,788,200 18,500,000 $ 116,200 2,997,000 511,000 1,883,500 10,357,200 $ 1,068,200 $ 896,200 $ 923,100 $ 1,389,600 $ 10,022,100 $ 3,752,000 $ 73,000 $ 1,036,100 $ 1,375,800 (1,400,000) 1,003,600 689,000 Total General Fund $ 1,168,100 187,341,400 $ 211,390,900 $ 185,003,700 3,539,000 115,000 7,898,900 100,000 325,800 114,800 560,000 80,000 13,500 6,000 20,000 801,900 $ 3,512,500 115,000 7,521,100 100,000 250,000 114,800 560,000 80,000 13,500 6,000 20,000 349,900 $ 3,712,500 115,000 7,407,400 100,000 250,000 114,800 560,000 80,000 13,500 6,000 20,000 825,800 Special revenue funds Ballpark Operating Ballpark Capital Replacement Fund Highway User Revenue Fund (HURF) Impound Fund Arizona Lottery Funds (ALF) Park and Ride Marquee Fund AZ Smart & Safe Fund Court Enhancement Fund Judicial Collection Enhancement Fund (JCEF) Fill the Gap Officer Safety Equipment CBDG Entitlement $ TOC 3/22 Arizona Auditor General Schedule C 284 Official City/Town Budget Forms City/Town of Goodyear Revenues other than property taxes Fiscal Year 2025 Source of revenues Estimated revenues 2024 Actual revenues* 2024 Estimated revenues 2025 281,700 1,566,200 76,900 300,000 700,000 477,800 76,900 300,000 721,000 1,558,500 76,900 Prop 302 Ambulance Miscellaneous Grants Opioid Settlement Fund Total special revenue funds $ 15,499,700 $ 14,197,500 $ 15,861,400 $ 3,937,800 $ 3,817,100 $ 3,804,900 Total debt service funds $ 3,937,800 $ 3,817,100 $ 3,804,900 15,000,000 40,000,000 31,000,000 86,000,000 $ $ $ $ 15,000,000 104,716,500 23,772,000 143,488,500 Debt service funds McDowell Improvement District Capital projects funds Budget Authority G.O. Bonds Enterprise Capital - Wastewater Bonds Enterprise Capital - Water Bonds Non-Utility Impact Fees Utility Impact Fees $ $ $ $ 31,194,300 18,415,300 42,660,000 92,269,600 40,895,700 $ 235,758,100 $ $ 46,583,700 26,179,400 9,109,700 81,872,800 $ 39,259,100 24,445,000 9,867,200 73,571,300 70,535,800 $ 81,872,800 $ 73,571,300 $ 28,357,000 14,184,100 $ 23,390,100 15,414,300 $ 12,524,600 17,179,700 Total CFD & Trust funds $ 42,541,100 $ 38,804,400 $ 29,704,300 Total all funds $ 465,062,400 $ 390,978,400 $ 543,703,700 $ 21,704,700 37,501,900 59,206,600 Total capital projects funds $ $ $ $ 28,896,500 11,999,200 40,895,700 145,206,600 $ $ $ 39,493,000 23,070,500 7,972,300 70,535,800 Total enterprise funds $ $ Enterprise funds Water Wastewater Solid Waste CFD & Trust Funds Community Facilities Districts Trust Funds * 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. TOC 3/22 Arizona Auditor General Schedule C 285 Official City/Town Budget Forms City/Town of Goodyear Other financing sources/(uses) and interfund transfers Fiscal year 2025 Other financing 2025 Sources (Uses) Fund General Fund General Fund $ Risk Reserve Asset Management Reserve Total General Fund $ Interfund transfers 2025 In (Out) $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,878,100 $ $ $ 3,731,500 8,609,600 $ $ Total permanent funds $ $ $ $ $ $ $ $ Total enterprise funds $ $ $ $ $ $ $ Community Facilities Districts funds Community Facilities Districts Funds $ Total Community Facilities Districts funds $ $ $ $ $ 3,764,600 3,764,600 $ $ 182,600 182,600 Total all funds $ $ $ 65,402,300 $ 65,402,300 Special revenue funds Ballpark Operating $ Highway User Revenue (HURF) AZ Smart & Safe Ambulance Total special revenue funds $ Debt service funds $ Total debt service funds $ Capital projects funds Non-Utility Impact Fees $ Construction Sales Tax Utility Impact Fees Total capital projects funds $ Permanent funds Enterprise funds 9,378,300 2,705,700 12,550,000 24,634,000 16,462,000 5,894,700 560,000 5,477,400 28,394,100 $ 56,610,100 $ 56,610,100 $ $ $ $ 3,731,500 4,878,100 8,609,600 TOC 3/22 Arizona Auditor General Schedule D 286 Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by fund Fiscal year 2025 Adopted budgeted expenditures/ expenses 2024 Fund/Department General Fund Mayor and Council $ City Manager Legal Services Municipal Court City Clerk Finance Human Services Information Technology Digital Communications Fire Police Development Services Economic Development Engineering Parks & Recreation Public Works Water Services Debt Service Non-Departmental Contingency Reserves Fire Asset Management Fleet Asset Management Parks Asset Management Risk Reserve Traffic Signals Asset Management Technology Asset Management Facilities Asset Management Total General Fund $ Special revenue funds Highway User Revenue Fund (HURF) $ Arizona Lottery Funds Park and Ride Marquee Court Enhancement Fund Fill the Gap Judicial Collection Enhancement Fund (JCEF) Impound Fund Opioid Settlement Officer Safety Equipment Ambulance Ballpark Operating Ballpark Capital Replacement Fund Prop 302 Funds (Tourism) American Rescue Plan CBDG Entitlement Miscellaneous Grants Total special revenue funds $ Debt service funds Secondary Property Tax McDowell Improvement District 491,600 6,185,700 3,021,700 2,418,600 1,317,200 33,249,700 3,938,000 11,009,800 1,834,700 39,912,600 47,171,700 16,467,100 4,410,100 68,932,200 26,669,800 15,969,400 5,069,400 3,500,000 600,000 47,159,100 1,431,000 17,209,400 7,021,200 3,235,800 2,662,000 4,082,300 5,094,300 380,064,400 10,573,800 918,800 1,429,900 404,500 81,100 162,400 380,700 76,900 93,500 1,483,000 18,688,500 4,335,800 464,100 801,900 2,127,900 42,022,800 Expenditure/ expense adjustments approved 2024 $ 84,700 Actual expenditures/ expenses* 2024 $ (13,000) (75,700) 144,400 (436,200) 1,602,900 (111,400) 380,200 (1,232,800) (271,800) (1,336,000) 1,781,500 3,000 (191,800) (8,514,500) (51,700) 390,300 (326,700) 708,800 (213,900) $ (222,000) (7,901,700) $ $ (7,700) $ 373,000 400 (23,600) (800) (290,000) $ (24,000) 511,600 538,900 $ 470,600 3,902,600 2,848,000 1,936,000 1,136,900 17,908,500 3,813,100 10,055,400 1,751,500 33,296,200 43,772,300 14,021,000 4,367,100 11,801,600 20,597,400 6,862,200 6,695,100 3,000 3,500,000 600,000 140,900 5,156,500 1,826,400 3,235,800 593,200 1,988,600 708,800 202,988,700 9,895,600 364,900 791,200 53,300 Budgeted expenditures/ expenses 2025 $ $ 495,400 6,327,800 3,217,600 2,977,500 1,292,700 21,191,800 4,287,800 12,233,000 1,893,100 41,028,500 50,201,400 12,619,100 4,034,500 53,457,700 37,988,000 20,161,500 2,616,700 3,500,000 619,500 79,477,200 2,488,700 16,229,800 6,926,300 3,805,800 3,201,300 3,360,400 6,313,800 401,946,900 $ 96,500 76,900 65,000 1,443,600 18,187,400 1,124,600 281,100 13,413,800 719,200 979,800 447,500 91,100 176,600 392,400 246,200 46,300 6,198,400 20,400,200 4,757,100 300,000 349,900 (267,700) 32,462,300 $ 825,800 2,352,000 51,346,600 $ 10,467,200 3,938,800 $ $ 10,867,200 3,818,100 $ 13,225,900 3,805,900 Total debt service funds $ 14,406,000 $ $ 14,685,300 $ 17,031,800 TOC 3/22 Arizona Auditor General Schedule E 287 Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by fund Fiscal year 2025 Adopted budgeted expenditures/ expenses 2024 Fund/Department Expenditure/ expense adjustments approved 2024 Capital projects funds General Obligations Bonds $ Budget Authority Water & Wastewater Bonds Non-Utility Impact Fees Construction Sales Tax - Impact Fee Utility Impact Fees Total capital projects funds $ 60,291,100 15,000,000 30,527,900 51,720,400 10,689,000 41,682,000 209,910,400 $ Community facility districts funds Community Facility Districts (CFD) $ Total CFD funds $ 35,434,700 35,434,700 Actual expenditures/ expenses* 2024 $ 1,156,200 14,576,100 2,180,000 (23,000) 21,834,000 $ 35,911,100 15,000,000 53,062,800 42,878,200 2,207,100 44,340,200 193,399,400 $ $ $ $ 22,622,600 22,622,600 $ $ 26,466,000 26,466,000 $ $ (3,963,000) $ 7,440,200 51,000 3,528,200 $ 36,708,800 17,458,500 8,562,800 62,730,100 $ Total enterprise funds $ 52,544,200 39,823,300 9,777,800 102,145,300 51,386,500 41,244,700 10,874,700 103,505,900 Trust Funds Self Insurance Trust Fund $ Volunteer Firefighter Trust Fund Other Trust Funds Total trust funds $ Total all funds $ 22,672,000 242,200 51,200 22,965,400 806,949,000 $ $ 16,715,300 242,200 32,500 16,990,000 374,313,000 $ Enterprise funds Water Wastewater Solid Waste $ $ $ $ (4,752,300) $ (84,600) (281,600) (6,604,500) 15,551,600 3,828,600 6,000 6,000 $ $ 3,944,700 Budgeted expenditures/ expenses 2025 $ $ $ $ 23,904,100 433,600 62,300 24,400,000 818,096,600 * 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. TOC 3/22 Arizona Auditor General Schedule E 288 Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by department Fiscal year 2025 Department/Fund Mayor and Council: General Fund $ Mayor and Council Total $ Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2024 2024 2024 2025 491,600 491,600 $ $ $ $ 470,600 470,600 $ $ 495,400 495,400 $ 6,185,700 801,900 $ 3,902,600 349,900 $ 6,327,800 507,600 City Manager Total $ 6,987,600 $ 84,700 $ (342,200) 2,000 (255,500) $ 4,252,500 $ 6,835,400 $ Legal Services Total $ 3,021,700 3,021,700 $ $ $ $ 2,848,000 2,848,000 $ $ 3,217,600 3,217,600 2,418,600 54,600 $ $ 1,936,000 53,300 $ 2,977,500 56,500 2,473,200 $ $ 1,989,300 $ 3,034,000 $ City Clerk Total $ 1,317,200 1,317,200 $ $ $ (13,000) $ (13,000) $ 1,136,900 1,136,900 $ $ 1,292,700 1,292,700 Finance: General Fund $ Community Facilities District (CFD) Non-Utility Impact Fees Utility Impact Fees GO Bonds Other Finance Total $ 33,249,700 23,781,600 107,400 265,600 40,000,000 6,876,900 104,281,200 $ $ $ $ (75,700) $ 17,908,500 12,479,900 107,400 265,600 $ 21,191,800 10,784,900 Human Resources: General Fund $ Risk Reserve Self Insurance Trust Fund Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Fill a Need Fund Human Resources Total $ 3,938,000 3,235,800 22,672,000 43,200 96,600 10,000 13,000 30,008,600 $ Information Technology: General Fund $ Technology Asset Management Enterprise Special Revenue Information Technology Total $ 11,009,800 2,180,900 344,300 70,000 13,605,000 Digital Communications: General Fund $ Digital Communications Total $ 1,834,700 1,834,700 $ $ City Manager: General Fund CBDG Entitlement Grant Legal Services: General Fund Municipal Court: General Fund $ Court Enhancement Fund Fill the Gap Fund Municipal Court Total $ City Clerk: General Fund $ $ (75,700) $ 708,800 $ $ 708,800 $ $ 144,400 $ $ $ $ 144,400 76,900 30,838,300 3,813,100 3,235,800 16,715,300 43,200 96,600 10,000 13,000 23,927,000 $ $ $ 132,000 32,108,700 4,287,800 3,805,800 23,904,100 43,200 96,600 10,000 24,800 32,172,300 $ 12,233,000 1,286,400 525,400 $ 10,055,400 1,988,600 341,400 70,000 12,455,400 $ 14,044,800 $ $ 1,751,500 1,751,500 $ $ 1,893,100 1,893,100 TOC 3/22 Arizona Auditor General Schedule F 289 Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by department Fiscal year 2025 Department/Fund Fire: General Fund $ Fire Asset Management Volunteer Firefighter Trust Fund Non-Utility Impact Fees GO Bonds Opioid Settlement Grants Ambulance Fire Total $ Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2024 2024 2024 2025 39,912,600 238,200 242,200 12,816,000 8,121,500 1,483,000 62,813,500 $ (436,200) $ (51,700) $ (3,410,900) (357,000) 400 203,900 (23,600) (4,075,100) $ $ 1,602,900 $ $ 519,800 (1,307,000) (3,650,900) 6,000 (2,829,200) $ 33,296,200 140,900 242,200 9,243,100 3,665,400 $ 41,028,500 601,900 433,600 307,000 6,043,900 (87,700) 1,443,600 47,943,700 $ 248,400 6,198,400 54,861,700 43,772,300 $ 96,500 65,000 (390,100) 279,300 3,322,300 19,500 47,164,800 $ 50,201,400 28,800 46,300 829,100 63,600 2,520,700 37,500 53,727,400 $ 12,619,100 $ 12,619,100 Police: General Fund $ Impound Fund Officer Safety Equipment Fund Grants GO Bonds Non-Utility Impact Fees CFD Trust Police Total $ 47,171,700 102,400 65,000 496,200 1,586,300 9,533,800 38,200 58,993,600 Development Services: General Fund $ Utility Impact Fees Non-Utility Impact Fees Development Services Total $ 16,467,100 706,600 92,100 17,265,800 $ (111,400) $ $ (111,400) $ 14,021,000 1,262,300 137,500 15,420,800 4,410,100 $ 380,200 $ 4,367,100 $ 4,034,500 4,410,100 $ 380,200 $ 4,367,100 $ 4,034,500 68,932,200 1,244,500 3,694,700 1,561,700 364,900 750,700 10,583,300 180,000 29,171,100 116,483,100 $ (1,232,800) $ (213,900) (54,500) (290,100) 11,801,600 593,200 3,182,000 140,100 364,900 791,200 $ 53,457,700 1,425,000 6,498,700 921,600 52,900 979,800 27,518,600 152,000 40,025,100 131,031,400 Economic Development: General Fund $ American Rescue Plan Economic Development Total $ Engineering: General Fund $ Traffic Signals Asset Management Highway User Revenue Fund (HURF) Grants Arizona Lottery Fund (ALF) Park and Ride Marquee GO Bonds Other Capital Non-Utility Impact Fees Engineering Total $ Parks and Recreation: General Fund $ Parks Asset Management Ballpark Operating Fund Ballpark Capital Replacement Fund Grants Prop 302 Non-Utility Impact Fees Other Parks and Recreation Total $ 26,669,800 3,730,000 8,691,700 4,335,800 373,000 (3,088,300) $ $ 300,000 43,727,300 $ $ 457,300 (4,049,300) $ (271,800) $ (956,200) (800) (290,000) 2,000 318,200 (1,198,600) $ 180,000 1,765,800 18,818,800 20,597,400 1,826,400 8,190,600 1,124,600 $ $ 281,100 32,020,100 $ 37,988,000 2,205,200 10,398,400 3,341,200 300,000 25,400 2,603,200 56,861,400 TOC 3/22 Arizona Auditor General Schedule F 290 Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by department Fiscal year 2025 Department/Fund Public Works: General Fund $ Fleet Asset Management Facilities Asset Management Enterprise Fund - Solid Waste HURF Public Works Total $ Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2024 2024 2024 2025 (1,336,000) $ 2,416,200 (222,000) 51,000 46,800 956,000 $ 6,862,200 5,156,500 708,800 8,541,700 6,713,600 27,982,800 $ 20,161,500 12,886,900 1,810,900 9,360,800 6,915,100 51,135,200 1,781,500 $ (281,600) 15,551,600 74,000 (3,963,000) 7,440,200 20,602,700 $ 6,695,100 $ 1,156,200 (1,550,900) 2,616,700 53,062,800 44,340,200 27,768,900 13,751,900 47,821,200 33,890,700 31,858,400 165,768,800 15,969,400 14,135,100 1,358,600 8,560,900 6,879,100 46,903,100 $ $ Water Services: General Fund $ Water & Wastewater Bonds Utility DIF Special Revenue Enterprise Fund - Water Enterprise Fund - Wastewater Water Services Total $ 38,698,500 30,291,000 145,296,600 $ Debt Service: General Fund $ Special Revenue Funds Debt Service Funds Enterprise - Water/Wastewater CFD- Trust Funds Debt Services Total $ 9,996,800 14,406,000 14,507,100 11,653,100 50,563,000 $ $ $ $ $ $ Non-Departmental: General Fund $ Other Capital Other Non-Departmental Non-Departmental Total $ Contingency: General Fund Asset Management Special Revenue Enterprise CFD- Trust Funds Other Capital $ 5,069,400 30,527,900 40,709,800 3,500,000 3,709,000 7,209,000 47,759,100 14,612,900 2,297,400 9,593,700 $ 3,000 $ 3,000 $ $ $ 3,000 9,996,800 14,685,300 12,176,400 10,142,700 47,004,200 $ $ 10,001,800 17,031,800 16,683,700 12,281,700 55,999,000 $ $ $ $ $ 3,500,000 2,000,000 $ $ 5,500,000 $ (8,706,300) $ (1,396,400) 600,000 $ (84,600) (10,187,300) $ 600,000 $ 15,000,000 128,064,700 $ 374,313,000 $ 818,096,600 Contingency Total $ 15,000,000 89,263,100 $ $ $ $ $ $ $ Department total $ 806,949,000 $ 3,500,000 2,000,000 3,399,400 8,899,400 80,096,700 18,304,000 3,626,900 11,037,100 * 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. TOC 3/22 Arizona Auditor General Schedule F 291 Official City/Town Budget Forms City/Town of Goodyear Full-time employees and personnel compensation Fiscal year 2025 Fund General Fund Full-time equivalent (FTE) Employee salaries and hourly costs Retirement costs 2025 2025 2025 Healthcare costs Other benefit costs Total estimated personnel compensation 2025 2025 2025 796.21 $ 82,764,300 $ 13,138,900 $ 13,399,700 $ 10,215,200 $ 119,518,100 24.00 47.93 0.57 23.00 $ $ 480,400 441,500 5,400 340,300 $ $ 1,267,600 $ 339,800 354,300 4,100 181,800 17,600 897,600 $ $ 264,000 270,400 4,100 361,100 67,800 967,400 $ 95.50 2,132,000 2,840,800 32,900 2,534,600 225,200 7,765,500 3,216,200 3,907,000 46,500 3,417,800 310,600 10,898,100 Enterprise funds Water Wastewater Solid Waste Total enterprise funds 43.95 45.95 15.00 104.90 $ $ $ 510,700 505,800 171,600 1,188,100 $ $ 765,400 780,700 244,500 1,790,600 $ $ 482,000 470,300 134,600 1,086,900 $ $ 3,890,400 3,774,300 1,079,000 8,743,700 $ 5,648,500 5,531,100 1,629,700 12,809,300 Total all funds 996.61 $ 99,273,500 $ 15,193,200 $ 16,457,900 $ 12,300,900 $ 143,225,500 Special revenue funds Highway User Revenue Fund Ballpark Operating Fund Court Enhancement Fund Ambulance Grants Total special revenue funds $ $ TOC 3/22 Arizona Auditor General Schedule G 292 Official City/Towns Budget Forms Fiscal Year 2025 Annual Budget City of Goodyear, Arizona Appendix 293 TOC 294 TOC 295 TOC 296 TOC 297 TOC 298 TOC 299 TOC 300 TOC 301 TOC 302 TOC 303 TOC 304 TOC 305 TOC 306 TOC 307 TOC ACRONYMS ACFR ADA ADEQ ADOR ADOSH ALF APS ARPA A.R.S. ASRS AV AVE AZ BLVD BR&E BVP BW CAD CAP CAWRT CCTV CDBG CDC CFD CIP CNT CON CSU CTR CY DIF DOT DPP DR DRE DS DSD DSF DUI ED EMR EMS EMT ENG EPA EUV FCP FFE FS FT FTE Annual Comprehensive Financial Report American Diabetes Association Arizona Department of Environmental Quality Arizona Department of Revenue Arizona Department of Safety and Health Arizona Lottery Fund Arizona Public Service American Rescue Plan Act Arizona Revised Statue Arizona State Retirement System Assessed Valuation Avenue Arizona Boulevard Business Retention & Expansion (program) Bulletproof Vest Program Bullard Wash Computer Aided Dispatch Central Arizona Project Central Area Wildfire Response Team Closed-Circuit Television Community Development Block Grant Centers for Disease Control and Prevention Community Facilities District Capital Improvement Plan or Program Crisis Negotiations Team Certificate of Necessity Community Services Unit Center Calendar Year Development Impact Fees Department of Transportation Drought Protection Plan Drive Drug Recognition Expert Debt Service Development Services Department Debt Service Fund Driving Under the Influence Economic Development Estrella Mountain Ranch Emergency Medical Services Emergency Medical Technician Engineering Environmental Protection Agency Electric Utility Vehicle Foothills Community Park Furniture, Fixtures and Equipment Fire Station Full Time Full-Time Equivalent 308 TOC ACRONYMS FY GAAP GASB GCP GDP GEO GF GFOA GIS GMC G.O. GOHS GPS GRC GSQ GY HAZMAT HOA HOT HR HRIS HURF HVAC IA I-10 ID IDGC IDP IIP IT ITS IWMP JCEF LEAD LERMS LN M MAG MCLD MCSO MGD MGMT MID MLB MMRO MOU MP MPA MRCCID MSA NFPA Fiscal Year Generally Accepted Accounting Principles Government Accounting Standards Board Goodyear Community Park Gross Domestic Product Goodyear Employee Orientation General Fund Government Finance Officers Association Geospatial Information System Goodyear Municipal Complex General Obligation Bond Governor’s Office of Highway Safety Global Positioning Systems Goodyear Recreation Center G-Square (represents Goodyear & Globe partnership – location of Civic Square) Goodyear Hazardous Material Homeowner Association Homeless Outreach Team Human Resources Human Resources Information System Highway User Revenue Fund Heating, Ventilation and Air Conditioning Internal Affairs Interstate 10 Improvement District Intentional Design of Goodyear’s Culture Individual Development Plan Infrastructure Improvement Plan Information Technology Intelligent Traffic Solution Integrated Water Master Plan Judicial Collection Enhancement Fund Leadership Enrichment and Development Law Enforcement Records Management System Lane Million(s) Maricopa Association of Governments Maricopa County Library District Maricopa County Sheriff’s Office Million Gallons per Day Management McDowell Improvement District Major League Baseball Managed Medical Review Organization Memo of Understanding Master Plan Municipal Planning Area McDowell Road Commercial Corridor Improvement District Metropolitan Statistical Area National Fire Protection Association 309 TOC ACRONYMS NIBRS NIMS O&M OPS OSHA PD PIC PIO PKWY PM PM PMO PMP PPM PRKS PSPRS PT PW RD REC RICO RID RMS ROW RTF SAU SCADA SCBA SF or SQ. FT. SIU SR Sr. SRO ST SWAT TCR TI TLO TPT UASI UCS URS VIPS VLT VPP VTTF W&S WIFA WRF WW National Incident Based Reporting System National Incident Management System Operations and Maintenance Operations Occupational Safety and Health Administration Police Department Public Improvement Corporation Public Information Officer Parkway Preventative Maintenance Project Manager Project Management Office Project Management Professional Project Portfolio Management Parks Public Safety Personnel Retirement System Part Time Public Works Road Recreation Racketeer Influenced and Corrupt Organizations Act Roosevelt Irrigation District Records Management System Right of Way Rescue Task Force Special Assignments Unit Supervisory Control and Data Acquisition Self Contained Breathing Apparatus Square Feet Special Investigations Unit State Route Senior School Resource Officer Street Specialized Weapons and Tactics Total Case Rate Tenant Improvements Terrorism Liaison Officer Transaction Privilege Tax Urban Areas Security Initiative Unified Computing System Urban Revenue Sharing Volunteers in Public Service Vehicle License Tax Voluntary Protection Program Vehicle Theft Task Force Water & Sewer Water Infrastructure Finance Authority Water Reclamation Facility Wastewater 310 TOC GLOSSARY 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. ADJUSTED BUDGET Original adopted budget plus any contingency transfers, approved changes, and anticipated yearend savings. 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. AUDIT An examination of evidence including records, facilities, inventories, systems, etc., to discover or verify information. 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. 311 TOC GLOSSARY BOND A long-term debt or 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. CATEGORY (OF EXPENSE) A grouping of related types of expenditures, such as Personnel Services, Contractual Services, Commodities, and Capital Outlay. BUDGET 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. CALENDAR YEAR (CY) A calendar year is a one-year period that begins on January 1 and ends on December 31. CAPITAL BUDGET The appropriation of bonds or operating revenue for improvements to city facilities, including buildings, streets, water and wastewater 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/wastewater systems, etc. 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. CAPITAL IMPROVEMENT PLAN OR PROGRAM (CIP) 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 approved budget expenditure that have not been expended or encumbered at the close of the fiscal year and is re-appropriated in the new fiscal year. 312 TOC GLOSSARY COMMODITIES Raw materials or products that can be bought and sold. COMMUNITY FACILITIES DISTRICTS (CFD) 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. ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR) The audited financial statements prepared in accordance with GAAP. CONTINGENCY FUND A budgetary reserve set aside for emergency or unanticipated expenses and/or revenue shortfalls. The City Council must approve all transfers of appropriation authority from contingency. CONTRACTUAL SERVICES Expenditures for services such as rentals, insurance, maintenance, etc. DEBT SERVICE (DS) Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. DEBT SERVICE FUND (DSF) A special revenue 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 (DIF) Fees assessed by a municipality to offset costs associated with providing necessary public services to a development, including the costs of infrastructure, improvements, real property, engineering and architectural services, financing and professional services required for the preparation or revision of a development (ARS § 9‐463.05). DIVISION An organized unit within a department. 313 TOC GLOSSARY EMPLOYEE BENEFITS Various types of non-wage compensation 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. 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 wastewater or solid waste, 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 Department of Revenue’s Economic Estimates Commission sets the limit based on population growth and inflation. FEES Fees charged 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 YEAR (FY) A 12-month period designated as the organization’s operating year for accounting and budgeting purposes. The city of Goodyear has specified July 1 to June 30 as its fiscal year. FORECAST A prediction of a future outcome based on known and unknown factors. 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. 314 TOC GLOSSARY FUND BALANCE The net difference between total financial resources and total appropriated uses. The beginning fund balance represents the residual funds brought forward from the previous fiscal year (ending balance), when actual revenues exceed budgeted revenues and/or actual expenditures are less than budgeted expenditures. 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. 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. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) GASB is the official standard setting agency for state and local government. GOVERNMENTAL FUND Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital project funds, and permanent funds. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A framework of accounting standards, rules and procedures publicized by GASB defining acceptable accounting practices. 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 and state shared taxes, and service charges. General Fund services include police, fire, finance, information systems, administration, courts, attorneys, and parks and recreation. GENERAL OBLIGATION (GO) BONDS Bonds that finance a variety of public projects and repayment is usually made from secondary property tax revenues. 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. HIGHWAY USER REVENUE FUND (HURF) Revenue source that consists of state taxes collected on gasoline, vehicle licenses and a number of other additional transportation related fees. Funds must be used for street and highway purposes. 315 TOC GLOSSARY 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, etc. INTERFUND TRANSFERS The authorized transfer of cash or other resources between funds, departments, and/or capital projects of the same government entity. 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. LONG TERM DEBT Debt with a maturity of more than one year after date of issuance. MAJOR FUND Fund that is reported in a separate column in the basic fund financial statements and is subject to a separate audit opinion in the independent auditor's report. MODIFIED ACCRUAL 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 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 plan for day-to-day expenses needed to deliver city services. The operating budget contains funding for expenditures such as personnel, supplies, utilities, etc. This is also referred to as operations and maintenance (O&M). 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. 316 TOC GLOSSARY 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 MEASURES Data collected by departments to determine how effective or efficient a service area is achieving their objective set at the beginning of the year. PERSONNEL SERVICES Compensation paid to employees plus benefits, such as the city’s contributions to retirement, social security, health, and life insurance. 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 Total property tax levied by a municipality on the assessed value of all property within city limits. PROPERTY TAX LEVY Total amount to be raised by property taxes for purposes specified in the tax levy ordinance. PROPERTY TAX RATE 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. PUBLIC IMPROVEMENT CORPORATION (PIC) A non-profit corporation created as a financing mechanism to issue bonded debt 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, revenues, and fund transfers. RESERVE An account which records a portion of the fund balance which must be segregated for future use. REVENUE Income collected by municipalities for public use. 317 TOC GLOSSARY SALES TAX Tax based on a percentage of the selling price of goods and services. State and local governments assess sales tax and set the percentage to charge. Also, refer to transaction privilege tax (TPT). SECONDARY PROPERTY TAX Secondary property taxes are levied for the purpose of funding the principal, interest, and redemption charges on the city’s GO bonds. The amount of this tax is determined by the annual debt service requirements on the city’s GO bonds. SELF-INSURED Employer who collects premiums and assumes the responsibility and financial risk of paying the employees’ and covered dependents medical claims. SHORT-TERM DEBT 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 or restricted for specific activities and related expenditures. STAKEHOLDER An individual with an interest or share in an 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 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 above a department’s base budget 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. 318 TOC GLOSSARY TRANSACTION PRIVILEGE TAX (TPT) Tax on a vendor for the privilege of doing business in Arizona and is not a true sales tax. Various business activities are subject to TPT and must be licensed. TRANSFERS 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 Payment of a fee for direct receipt of a public service by the party who benefits from the service. 319 TOC ANNUAL BUDGET / FISCAL YEAR 2024-2025 City of Goodyear, Arizona Finance Department 1900 North Civic Square Goodyear, Arizona 85395 623-932-3015