Fiscal Year 2025 – 2026 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 i 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 ........................................................................................................................... 16 Goodyear Vision, Mission, Values, Focus Areas, & Guiding Principles ......................... 16 Budget Summary ................................................................................................................................ 17 City Manager’s Budget Message ............................................................................................. 18 Budget Process ........................................................................................................................ 23 Budget Process Overview and Calendar ....................................................................... 23 Budget Basis and Amendments .................................................................................... 25 Financial Planning .................................................................................................................... 28 Financial Policies ........................................................................................................... 29 Long-Term Financial Plan .............................................................................................. 35 Budget Overview ...................................................................................................................... 42 Financial Organization Chart ......................................................................................... 43 All Funds Summary ....................................................................................................... 44 Major & Non-Major Fund Matrix..................................................................................... 55 Revenue Overview ................................................................................................................... 56 Revenue Summary ........................................................................................................ 57 Department Budget Overview .................................................................................................. 69 Position Additions .......................................................................................................... 70 Mayor and Council ......................................................................................................... 72 City Manager’s Office .................................................................................................... 73 Legal Services ............................................................................................................... 77 Municipal Court.............................................................................................................. 81 City Clerk’s Office .......................................................................................................... 84 Finance .......................................................................................................................... 87 Human Resources ......................................................................................................... 91 Information Technology ................................................................................................. 96 Digital Communications ............................................................................................... 101 Fire .............................................................................................................................. 104 Police ........................................................................................................................... 110 Development Services ................................................................................................. 116 Economic Development ............................................................................................... 121 Engineering ................................................................................................................. 125 Parks & Recreation ...................................................................................................... 129 Public Works................................................................................................................ 137 Water Services ............................................................................................................ 143 Non-Departmental ....................................................................................................... 148 Debt Service Overview ........................................................................................................... 150 Debt Service Summary ................................................................................................ 151 Capital Improvement Program (CIP) ...................................................................................... 161 ii Capital Improvement Program (CIP) ........................................................................... 162 Five-Year Summary by Project .................................................................................... 169 Projects Related to the Strategic Plan ......................................................................... 172 Future Year Unfunded Projects ................................................................................... 173 Project Descriptions by Program ................................................................................. 174 Budget Detail .................................................................................................................................... 215 City Schedules ....................................................................................................................... 216 Schedule 1 – Total Sources and Uses ......................................................................... 217 Schedule 2 – Revenues .............................................................................................. 218 Schedule 3 – Total Expenditures – All Funds .............................................................. 221 Schedule 4 – Debt Service .......................................................................................... 227 Schedule 5 – Authorized Position Detail by Position Title ............................................ 228 Schedule 5a – Authorized Positions by Department and by Fund ............................... 238 Schedule 6 – Interfund Transfers ................................................................................. 239 Schedule 7 – Property Tax .......................................................................................... 241 Schedule 8 – Arizona Constitutional Debt Limit ........................................................... 242 Schedule 9 – Supplemental Requests and Recommendations ................................... 243 State Schedules ..................................................................................................................... 264 Schedule A – Summary Schedule of Estimated Revenues and Expenditures/Expenses ............................................................................................................................................... 265 Schedule B – Tax Levy and Tax Rate Information ....................................................... 266 Schedule C – Revenues Other than Property Tax ....................................................... 267 Schedule D – Other Financing Sources/(Uses) and Interfund Transfers ..................... 269 Schedule E – Expenditures/Expenses by Fund ........................................................... 270 Schedule F – Expenditures/Expenses by Department ................................................ 272 Schedule G – Full-Time Employees and Personnel Compensation ............................ 275 Appendix ........................................................................................................................................... 276 Resolution .............................................................................................................................. 277 Ordinance ............................................................................................................................... 289 Acronyms ............................................................................................................................... 292 Glossary ................................................................................................................................. 295 iii Reader’s Guide This is an overview of the structure of the FY2026 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. Review Overview Overview of revenues by sources and fund types, and a summary that explains the development of the FY2026 revenue estimates. Jump to TOC 1 Department Budget Overview Overview of each department’s FY2026 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. 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. City Manager’s Budget Message City Council resolution adopting the FY2025-2026 annual budget, the property tax levy ordinance, a list of acronyms and a glossary of terms. 2 Jump to TOC GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Goodyear Arizona For the Fiscal Year Beginning July 01, 2024 Executive Director Jump to TOC 3 Introduction to Goodyear 4 Jump to TOC 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 Wally Campbell, Vice Mayor Term 2023 - 2026 Brannon Hampton, Councilmember Term 2023 - 2026 Laura Kaino, Councilmember Term 2025 - 2028 Vicki Gillis, Councilwoman Term 2023 - 2026 Benita Beckles, Councilmember Term 2025 - 2028 Trey Terry, Councilmember Term 2025 - 2028 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. Jump to TOC 5 City-wide Organization Chart Departments (16) Effective: May 2025 Citizens Mayor & Council Municipal Judge Manuel Delgado Jr. Municipal Court Crystal Whelan City Manager Wynette Reed Deputy City Manager Justin Fair Digital Communications Tammy Vo 6 City Manager's Office Economic Development Wendy Bridges City Attorney Roric Massey Deputy City Manager Rachel Garcia Deputy City Manager Kini Knudson City Clerk Jasmine Pernicano Development Services Katie Wilken Finance Jared Askelson Fire Paul Luizzi Engineering Steve Scinto Human Resources Lyman Locket Information Technology Lisa Faison Public Works Sumeet Mohan Parks & Recreation David Seid (Interim) Police Brian Issitt Water Services Barbara Chappell Legal Services Jump to TOC 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), looking southwest, pictured right.  Airline Restaurant, Goodale Hardware (Sign: Dutch Boy Paints), First National Bank, looking east, pictured right. The city of Goodyear celebrated its 75th anniversary on November 19, 2021. The City of Goodyear exists because of its historic production of cotton. 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. 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. Jump to TOC 7 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. 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% built out. 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 masterplanned communities, offering exquisite amenities such as a country club lifestyle, active community centers, golf courses, walking/jogging paths, lakes and mountain trails. 8 Jump to TOC 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 (GMFTZ), and Goodyear’s Military Reuse Zone (MRZ) and provide major savings for qualifying companies. Jump to TOC 9 Top Employers by # of Jobs Employer Number of Jobs Amazon 6,099 United Parcel Service 2,309 Factor 1,500 Abrazo Healthcare 1,250 Chewy 1,200 Macy's & Bloomingdale's Logistics 1,085 Sub-Zero, Wolf, and Cove 834 Andersen Windows 582 City of Hope 508 REI (Recreational Equipment Inc.) 371 FIGS 356 Abercrombie & Fitch 350 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. 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 fouryear 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 decisionmaking 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. 10 Jump to TOC 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 cityowned fleet and facilities. Jump to TOC 11 Goodyear, AZ Map Goodyear at a Glance Population Total Housing Units Average Household Income Median Age Median Home Value 116,694 Household Income over $100,000 46,412 Male $ 135,442 Female 39.8 Single-Family Home Permits (5 year total, 2020-2024) $ 487,644 Median Gross Rent 54.1% 48.2% 51.8% 6,956 $ 1,482 *Total population ages 15+ within a 30-minute drive time. Sources: January 2025 – ESRI Business Analyst, Maricopa Association of Government (MAG), Goodyear Economic Development, Goodyear Development Services 12 Jump to TOC Goodyear Fire Department Number of Stations Number of Positions Average Response Time 8 FY2025 Fire Calls 183 FY2025 Miscellaneous Calls 5:41 minutes FY2025 EMS Incidents 229 2,658 10,927 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-of-theart aquatics facility, recreation center, multiuse fields, and sport courts. Community Parks     Falcon Park Foothills Community Park Goodyear Community Park Goodyear Recreation Campus Trails      Bullard Wash Falcon Trail Maricopa Trail (Alignment Only) RID Trail PebbleCreek Trail Specialty Parks      BMX Track Civic Square Park Goodyear Ballpark Guardians/Reds Development Complexes Roscoe Dog Park Neighborhood Parks    Canada Village Park Estrella Vista Park North Estrella Vista Park South         Loma Linda Park Palmateer Park Palm Valley Park Parque De Paz Portales Park Rio Paseo Park Wildflower Park North Wildflower Park South Linear Parks   Bullard Wash Park I Bullard Wash Park II Park Amenities             52 Ramadas 20 Playgrounds 16 Basketball Courts 10 Pickleball Courts 10 Ballfields 8 Tennis Courts 2 Swimming Pools 2 Dog Parks 1 BMX Track 1 Pump Track 1 Skate Park 1 Splash Pad Jump to TOC 13 Goodyear Recreation Campus 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 Goodyear Arts & Culture The Arts and Culture Division oversees the City's public art program and collaborates with the private sector and other governmental agencies to promote excellence in arts and culture.    52 Art-Enhanced Traffic Cabinets 36 One-of-a-Kind Public Art Pieces 11 HeARTS of Goodyear    Fine Art Shows & Receptions Multigenerational Programming Performing Arts Engagement Goodyear Ballpark 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 Maricopa County Library District Georgia T. Lord Library 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 The city of Goodyear hosts a variety of special events (see list below) filled with fun activities for the community throughout the year.       14 Ballet Under the Stars Chalk Art in the Park Fall Festival Heart & Sole Race Holidays on the Square Hop & Hops Festival      Jazz in the Park Juneteenth Family Day Lakeside Music Festival Night Market Rhythm & Roots     Star Spangled 4th Theater in the Park Veterans Day Tribute Wag & Tag Pet Festival Jump to TOC Goodyear Police Department FY2025 Calls for Service/Incidents 65,020 FY2025 Average Priority 1 Response Time FY2024 Calls for Service/Incidents 63,511 FY2024 Average Priority 1 Response Time *FY2025 data show are estimates 5:23 minutes 5:11 minutes Streets Arterial Collector 126.65 miles Residential 71.0 miles Unpaved 261.0 miles 12.0 miles Utility Service Providers Electricity Garbage Collection Natural Gas Sewer/Wastewater (North of I-10) Sewer/Wastewater (South of I-10) Arizona Public Service (APS) Waste Connections Southwest Gas Liberty City of Goodyear AT&T, Sprint, Verizon, Telephone/Mobile CenturyLink/Lumen, Cox Wireless/Cable/Internet Communications, WanRackLLC, Zayo City of Goodyear, EPCOR, Water (North of I-10) Liberty, Adaman, Arizona Water Company Water (South of I-10) City of Goodyear Water (White Tanks/Canada Village) Arizona Water Company 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% Jump to TOC 15 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 16 Jump to TOC Budget Summary Jump to TOC 17 Transmittal Letter City Manager’s Budget Message To: Joe Pizzillo, Mayor Wally Campbell, Vice Mayor Brannon Hampton, Council Member Laura Kaino, Council Member Vicki Gillis, Council Woman Benita Beckles, Council Member Trey Terry, Council Member June 16, 2025 Honorable Mayor and Council, I am pleased to present the city’s final budget for fiscal year 2025-26 (FY2026) in the amount of $1.24 billion. The proposed 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 ensuring we deliver on the vision and mission as outlined in our city’s Strategic Plan. You’ll notice a continued emphasis on funding Public Safety in this year’s budget with almost two-thirds of available general fund money earmarked towards ensuring Goodyear remains a Safe and Vibrant Community. As we continue to grow, one of the themes of this year’s budget is deploying new ongoing money to maintain existing service levels. This allocation of resources is commensurate with growth and associated cost increases ensuring the continuity and sustainability of our many city services our citizens and businesses have come to expect. In total, the budget is balanced and sustainable within our financial forecasts, includes all costs associated with day-to-day operations, and has new and ongoing capital projects programmed to both maintain and expand critical assets and infrastructure within our city. Both our general fund ongoing and one-time forecasts are fully funded and deliverable with current available resources as 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 FY2026 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 recommendations, in addition to focusing on the budgeting of ongoing vs 1-time expenditures to maintain current service levels, 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. 18 Jump to TOC Economic Climate In contrast to sentiment expressed over the past several years as part of the budget process, the third party entities we regularly monitor that help support our forecasts have been quite positive with their near-term projections. Inflation has started to normalize, interest rates are settling in around historical norms, and supply chains have recovered from the challenges presented during COVID. All these normalizing forces have led to a relatively more predictable and stable business environment than we’ve grown accustomed to in recent memory. The ability to weather extremely difficult and arguably unprecedented circumstances stemming from the pandemic shows just how strong and resilient the United States economy is and continues to be. The state of Arizona continues to grow in population as people continue to migrate from higher cost of living areas to the relatively more affordable Phoenix metropolitan area. Economic indicators for the state are even more favorable than those at the national level leading to above average personal income and wage growth. We believe Goodyear is uniquely positioned to capitalize on these trends stemming from the strategic and unwavering vision of our Council and city leadership. One of the ways we gauge economic activity locally is by keeping a close eye on permit activity. Analysis of our development pipeline in conjunction with sentiment from our Economic Development team points to continued growth over the next twelve to eighteen months. While the makeup of this activity ebbs and flows between single family, multi-family, commercial, and industrial at any given point year to year, Goodyear remains extremely competitive in our ability to attract new development highlighting the economic diversity our community has to offer. Commercial and industrial permit activity translate into jobs for Goodyear residents in addition to creating future tax revenue streams, while single family and multi-family permit activity helps meet the housing demands for these new jobs creating synergistic economic growth. By analyzing the makeup of the projects in our pipeline, we are able to forecast the impact and timing of new ongoing revenue streams that directly support the maintenance and expansion of both existing and new city programs. According to Zillow, the average cost of a single-family home in Goodyear at the end of calendar year 2024 was approximately $477,000. This puts us squarely in the middle of the affordability spectrum when compared to other municipalities in the Valley. Our most recent population figures show growth of almost 4.5% in calendar year 2024 which mirrors Goodyear’s average annual population growth over the past decade that helped make us the 9th fastest growing city in the country. While there is no denying the above indicators demonstrate an optimistic economic pattern, we must maintain steadfast in the goals of our adopted financial policies that include but are not limited to fiscal conservatism, and financial flexibility. If there is in fact a risk to the sustainability of future economic growth here in Goodyear, policy would be the single greatest threat. Not local policy here in Goodyear, but geopolitical, domestic, and state of Arizona policy. For example, tariffs at the federal level may challenge the strength of our national economy. Newly enacted border policy could affect local labor pools with the potential to halt or delay development schedules. At the state level, recently adopted legislative action has reduced our local revenue decision making and the state legislature continues to propose additional restrictions. Despite the always lingering potential of external forces to wreak havoc on local business, we will maintain our posture of controlling what we can control and sticking to our Council adopted, sound, conservative financial policies. While this alone doesn’t make us immune to economic fallout, it does Jump to TOC 19 position us extremely well in ensuring maximum financial flexibility, solvency, and sustainability with the passing of our budget each fiscal year. Budget Development Framework A breakdown of our $1.24 billion budget is as follows:     $425.0 million related to expenditures that support the ongoing day-to-day operations of the city. This operations budget includes annually re-occurring expenses such as personnel, utilities, supplies, contractual services and routine maintenance and repairs as well as one-time purchases that don’t qualify for our Capital Improvement Plan. $597.4 million related to our Capital Improvement Plan which is defined as projects $500k or greater excluding vehicles, reimbursements, and asset management. $72.5 million for debt service on outstanding debt. $145.8 million of contingencies, reserves, and budget authority. o Pursuant to policy, the budget includes a fully funded economic stabilization reserve equal to 15% of operating revenues for the General Fund and each of the three enterprise funds. These funds are included in the budget as a policy reserve contingency. The General Fund for FY2026 is programmed at $458.9 million making up 37.0% of the budget. This includes ongoing expenditures of $187.3 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 $7.6 million in ongoing supplemental budget additions, and contingency of $2.5 million. An additional $271.6 million is programmed in the General Fund as one-time expenditures and is made up primarily of $140.9 million towards the Capital Improvement Plan, $36.2 million of one-time supplementals and carryovers, as well as our 15% economic stabilization reserve. All unallocated General Fund revenues have been programmed in the budget as CIP reserves. 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 policy. As presented, the FY2026 budget utilizes all available ongoing resources to cover ongoing costs including a $2.2M set-aside for future-year capital improvement plan operational costs. Two specific financing tools were deployed as part of this year’s budget process to help free up ongoing resources that were subsequently programmed in large part towards additional public safety related initiatives:   The use of 1-time funding to call a portion of our ballpark debt. Allocating ongoing personnel related costs from our capital improvement team to the associated one-time funding sources in our capital improvement plan. The result of the above actions allowed us to free up over $6 million in ongoing money helping meet the needs of our growing city. New Positions and Existing Employees Continued growth projections means our workforce needs to grow in tandem to ensure we’re able to at a minimum maintain current levels of service. This budget adds 69.52 full-time equivalent (FTE) positions. Of these positions, 43.52 are public safety related and include, for the second straight year, 20 Jump to TOC expansion of our ambulance service. In total, 62.27 new FTEs are being added to the General Fund or General Fund subsidized funds, 1.00 is out of our Court Enhancement Fund, and 6.25 relates to our Enterprise Funds. We were extremely calculated with our new FTE additions ensuring we maintain levels of service and keep up with growth while minimizing the overall financial impact on the general fund. For example, a full-time security guard position is being funded through our Court Enhancement Fund. While we envision this position to eventually be supported by the general fund, current projections support our ability to fund this position with Court Enhancement money for at least the next decade. In addition, we’re adding 6.0 FTEs in development services through the repurposing of existing ongoing general fund money while at the same time staying comfortably under our cost recovery benchmark. With this budget, our total position count will increase to 1,067.13 FTE positions. A large contingent of our workforce is public facing, providing direct services to our residents and customers. These additions are included in various sections throughout this book including within each department’s specific section, Schedule 5, and in the supplementals section (Schedule 9). In addition to keeping up with growth, the Goodyear City Council has steadfastly placed an emphasis on developing and supporting our employees. Accordingly, the FY2026 budget includes additional enhancements designed to keep us competitive while ensuring internal equity between all our employee groups. The budget includes a 5.0% market adjustment for all eligible, non-represented employees as well as adjustments for Public Safety staff as outlined in the recently adopted two-year MOU agreements. Capital Projects Part of the challenge that comes with a growing city is the planning and timely delivery of capital improvement projects. Growth drives the need for additional city infrastructure, while at the same time ensuring adequate funding for the maintenance and replacement of existing city assets. This requires continued oversight, investment, and coordination to create 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 $998.1 million of spending over five-years. The first year of the plan totals $597.4 million and includes both new projects and continuation of existing projects. A few projects worth highlighting that have funding in FY2026 are as follows:       Design and expansion for our two largest water reclamation facilities Anticipated start of construction towards expansion of the Estrella Bridge Continued design work towards extending Bullard Wash south from GSQ to Goodyear Ballpark providing walkability and connectivity between our future downtown and spring training venue Design for a new Fire Station Phase 1 of our Goodyear Real-time Intelligence & Tactical Center As well as over $275 million towards streets and transportation related projects. 68% percent of dollars programmed in our five-year Capital Improvement Plan directly relate to Goodyear City Council priorities as outlined in our city’s Strategic Plan. Over $200 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. All of these projects are able to be fully funded without the need to increase the city’s combined property tax rate. Jump to TOC 21 Unlike ongoing costs, capital projects are one-time in nature and total dollar values vary greatly from year to year. The FY2026 CIP budget of $597.4 million represents an increase of $323.7 million from the FY2025 adopted budget. Projects anticipated to continue past June 30th are included in the $597.4 million FY2026 CIP budget and were shared with Council via the carryover process in the amount of $219.4 million as part of our Tentative budget adoption presentation on May 19th. The carryovers process does not change previously approved budgets but simply aligns existing funding with updated project timelines. Financial Policy Compliance Goodyear has a long-standing history of maintaining conservative financial practices and policies. Our financial policy for FY2026 remains unchanged. 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. For additional information please see the Financial Policy section of this book. Conclusion 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 22 Jump to TOC Budget Process Budget Process Overview and Calendar The FY2026 budget development process includes a retreat with the City Council, city management, departments, and Finance Department staff. The city’s updated Strategic Plan, in conjunction with a five-year general fund forecast, served as the basis for the recommended budget. Included in the touchpoints listed above, 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 FY2026 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 benefits 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 requests are for ongoing costs, service enhancements or new services, position additions, one-time projects of less than $500,000, vehicles, reimbursements, 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 FY2026 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 FY2026 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 February 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 Jump to TOC 23 of the City Manager’s Recommended Budget with City Council priorities, allows staff 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 February 18, 2025 City Council Budget Retreat; Revenue and Five-Year General Fund Forecast April 14, 2025 FY2026 City Manager's Recommended Annual Budget, incl. Five-Year General Fund Forecast May 19, 2025 Tentative FY2026 Budget Adoption June 9, 2025 FY2026 Final Budget Adoption; Truth-in-Taxation June 23, 2025 FY2026 Property Tax Levy Adoption On February 18, 2025, 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 FY2025 and FY2026 were also presented and discussed. 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 FY2026 Annual Budget and five-year CIP were presented and discussed at the City Council work session on April 14, 2025. As part of the FY2026 budget process, a citizen communication strategy was utilized. All City Council work sessions and documents are posted on the city’s website. There were also newspaper notices and advertisements, a press 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 19, 2025. 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 24 Jump to TOC 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 is following all state laws, the FY2026 Final Annual Budget was adopted on June 9, 2025, and the Property Tax Levy adopted on June 23, 2025. 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 budget 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 Jump to TOC 25 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 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 a reduction of long-term debt liability in the ACFR. Budget Amendments The FY2026 total budget appropriation amount is $1.2 billion 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 lineitem 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:    26 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. Jump to TOC  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 multifunded. Jump to TOC 27 Financial Planning 28 Jump to TOC 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. These policies were adopted on May 20, 2024, during the FY2025 budget development process and reflect the City Council’s vision of a growing and vibrant community that provides an outstanding atmosphere for both citizens and our business community while also maintaining conservative fiscal practices. These policies are reflected in elements of the Strategic Plan and carry through to the development and monitoring of the city’s capital and operating budgets. They represent fiscally sound financial management practices for both the short and long-term fiscal sustainability of the city. There are no changes made to the policies for FY2026. 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. Jump to TOC 29 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. Compliance Statement: The General Fund budget is developed with a separation between ongoing and one-time resources and expenses. The use of one-time dollars budgeted for items that may appear to be ongoing in nature should be limited to and explainable within the following context: Pilot Programs, Peak-Shaving, and/or Phasing in over time of larger initiatives. Beginning fund balance is fully allocated to the one-time analysis. 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 for with ongoing resources only. Major asset replacements 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. This amount has not changed from the FY2025 budget. 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. 30 Compliance Statement: The FY2026 Budget utilizes restricted funds for all eligible activities prior to allocation of general funds. Jump to TOC 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. 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. 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 fiveyear enterprise fund rate plan. The base budget and capital improvement programs reflect these asset management plans. Jump to TOC 31 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 reflect estimated carryovers from the prior fiscal year that will be reconciled based on actual spending. All current year carryovers were reconciled and processed per our Council adopted budget amendment resolution. 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 leasepurchase 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 as of FY2025 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 FY2026 budget maintains a combined property tax rate of less than $1.74. 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+. 32 Jump to TOC 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 Facility. Additional enterprise fund debt is included in the adopted five-year rate study and planned in this budget. 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. Goodyear Recreation Campus Phase 2 CIP project is programmed to utilize General Fund debt. Aided by the programming of calling Ballpark debt in FY2026, we will still be comfortably in compliance with this policy.  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%. 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. 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. This budget reflects strategic plan action items that require monetary commitments and in turn provides a financial roadmap to meet these obligations. See the “Strategic Plan” section of this book for more information about, what’s in our strategic plan and how it’s utilized as part of the budget process. Jump to TOC 33 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. 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: In part, due to the loss of residential rental sales tax, Investment Income has been programmed as sinking fund as part of our five-year General Fund forecast to help mitigate the impact to ongoing operations. AZSTA revenues are programmed to sunset within the five-year forecast period ending in FY2029 and have been programmed accordingly. 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 new fee model with be presented to City Council for approval in calendar year 2025 with an anticipated adoption date in January 2026. This presentation will include a proposal for a new stormwater fee. 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. Due to increased costs for capital improvement projects, we will be exploring updated fee plans for various impact fee categories in the near future. 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. 34 Jump to TOC 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 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. 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 February 2025. 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: The five-year General Fund forecast presented to City Council and utilized as the basis of this budget includes all anticipated expenditures as listed above. 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. 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. Jump to TOC 35 A five-year forecast is prepared annually for the General Fund, all General Fund subsidized funds, all capital funds, our Health Trust Fund, as well as all our Enterprise 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, the city’s strategic plan, 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 as 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 next year’s 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. Five-Year General Fund Forecast At the February 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 while 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, providing a sound mix of quality government services, and providing needed infrastructure for growth as well as 36 Jump to TOC 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, the Phoenix Metro area is expected to continue to grow albeit at a declining rate. As depicted in the following chart, we see a fairly consistent picture of this declining growth rate amongst several of the economic indicators we track. 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, the Phoenix Metro area has become much more expensive to live in over the past several years likely influencing the flat or reduced rate of growth shown in the projection below. *Source: Eller College of Management Economics and Research Center, May 2025 Jump to TOC 37 Continuing with a look at growth, residential permitting forecasts are shown in the following chart: Five-Year Forecast (FY2026 through FY2030) A five-year forecast for FY2026 through FY2030 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, 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 was 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 (unchanged from the amount dedicated for ongoing use in FY2025). This is programmed under the assumption that there will always be a baseline level of ongoing construction activity into the future. For FY2025, the general fund portion of construction sales tax, which includes both ongoing and 1-time designations, is estimated to be over $30 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. 38 Jump to TOC State Shared Revenues are projected to grow at around 4% 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 FY2025 to be onetime 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 1.5% for existing properties and an average of approximately $50.0 million for new construction over the next five years. New construction for the most recent year was just over $110 million. The same assessed valuation forecast underlies the secondary property tax forecast that pays for debt service on voter approved G.O. Bonds. Other smaller user fees and miscellaneous revenues typically use a 1-3% per year growth factor. As a conservative budgeting measure our five-year forecast assumes we spend 100% of our ongoing budget creating a net neutral impact on unallocated fund balance over the forecast period. Recent history tells us we can expect to pick up additional 1-time money from savings on ongoing expenditures which is used to support our budget authority fund and cover additional 1-time expenditures per our Council adopted budget amendment policy. 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 onetime expenses. Our asset management program is subsidized with ongoing money as an important staple of our conservative budgeting philosophy ensuring the timely replacement of city owned assets. Despite asset management expenditures themselves being one-time in nature, we use ongoing money to subsidize these plans due to the ongoing need to both set-aside and replace these assets in perpetuity. As part of the FY2026 budget, specific examples were presented to Council as to the use cases where ongoing initiatives may for a finite period of time be funded with 1-time money. On the surface this may appear to go against our conservative budgeting philosophy, however, in practice, this is done to optimize the efficient use of available ongoing money and provide sufficient time to thoughtfully determine the appropriate level of service and in some instances provide a sufficient proof of concept prior to allocating ongoing resources to these various initiatives. The unique categories that qualify for temporary one-time funding are Pilot Programs, Peak Shaving, and Phasing, each of which is defined below.  Pilot Programs: Pilot programs are new offerings or programs that require proof of concept before the recommendation from city staff to appropriate ongoing money to fund these endeavors. By using 1-time money to first validate our assumptions we’re protecting against spikes in the need for ongoing resources year over year.  Peak Shaving: The concept of peak shaving is currently being utilized by several departments and is meant to ensure necessary 1-time resources exist to meet the uneven demands of a particular task or process that tends to fluctuate year to year. Examples include but are not limited to the use of contractual dollars to help with the development continuum, and contractual dollars by internal service departments such as IT to ensure the uninterrupted continuity of city operations. Jump to TOC 39  Phasing: This concept is utilized for programs in which we already have an established level of service being funded with ongoing money yet there’s a desire to increase this level of service. Unfortunately, it’s not always in the best financial interest of the city to fully fund these higher levels of service initiatives in a single fiscal year which are competing against other high priority ongoing requests within the city. This approach allows for the gradual buildup of service levels over a period of several fiscal years, lessening the burden on the general fund in any particular fiscal year. Effective tracking and management of budget dollars falling into the above categories, at a minimum, are reviewed annually as part of the budget creation process creating a framework that complements our existing financial policy making it easier to determine when the use of one-time vs ongoing funding is appropriate. Were the situation to arise where a proposed level of service for one of these new initiatives cannot be justified, and/or the availability of ongoing resources prohibits the inclusion of these activities, funding will be tabled indefinitely until a point in time where either new resources can in fact support these additional costs and/or direction is given to re-prioritize these endeavors. 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 of the city’s ability to fund operational costs associated with new capital facilities upon completion. The following two graphs show side-by-side resources and uses. Historically due to our conservative forecasting methods it isn’t uncommon to see a deficit between expenditures and revenues in at least one year of the forecast. These gaps are expected and well within the ability of the city to be managed 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. 40 Jump to TOC General Fund Five-Year Ongoing Revenues and Expenses General Fund Five-Year One-Time Revenues and Expenses The forecast and adopted FY2026 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. Jump to TOC 41 Budget Overview 42 Jump to TOC FY2026 Financial Organizational Chart Jump to TOC 43 All Funds Summary The total all funds budget of $1.24 billion in FY2026 is an increase of 51.7% from the FY2025 adopted budget of $818.1 million. Roughly 70% of the FY2026 budget is 1-time in nature driven primarily by the continuation of Capital Improvement Plan (CIP) Projects which are either fully or partially funded and/or yet to be completed. Year over year changes of this magnitude aren’t uncommon for city’s in growth mode like we are here in Goodyear with the primary driver of our one-time budgeted appropriations meant to address growth related projects such as adding additional lanes to existing streets, the addition of fire stations, and/or expansion of our water reclamation facilities. Given these circumstances, 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 $1.24B The largest category of expense is our Capital Improvement Plan (CIP) making up $597.4 million, or 48% of the FY2026 budget and as mentioned above, is used programmed primarily to fund growth related projects. Operations & One-time Supplementals is the next largest expense making up $425 million, or 34% of the total FY2026 budget. This includes both approved one-time non-capital expenditures as well as the ongoing cost to fund day to day operations of the city such as public safety, public utility operations, and development related activities. 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 $145.8 million, or 12% of the total budget. Uses of any contingency account requires City Council’s approval unless identified per resolution 2022-2256 via our Council adopted budget amendment policy. Contingencies can be broken into the following four distinct categories: 44 Jump to TOC     Policy Reserves ($51.0 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. CIP Reserve ($44.9 million): CIP reserves are current year available funds that are allocated to future years of the adopted CIP. These funds are set aside to ensure the financial capacity to deliver on our adopted five-year CIP plan, and if internal resources allow, can be used 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 fund balance is available. Contingency ($34.9 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). This also includes amounts 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 $1.4B 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. Jump to TOC 45 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 $1.24B 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 $506.2 million or 40.8% of the total budget. Special Revenue Funds at $66.6 million are restricted and primarily include Highway Users Revenue Funds (HURF), ballpark-related funds, our Ambulance program, our Transportation related funds, and grants. Debt Service funds are $11.5 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 $149.3 million of the planned spending. Capital Funds are programmed at $425.6 million representing 34.3% 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. 46 Jump to TOC 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 selfinsured health plan. Many funds within the city rely on subsidies from the General Fund to operate. The subsidy amounts appropriated in this year’s budget are shown to the right. 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 greater than $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 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 FY2026 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 27% increase from FY2025 of $398.4M. Fund balance represents resources available (savings) from prior years. Jump to TOC 47 Included in this total is non-construction sales tax of $112.0 million, construction sales tax at $32.8 million, of which $25.6 million is programmed as one-time, state shared revenue in the amount of $46.0 million, primary property tax of $16.5 million, and development related revenue of $11.6 million. General Fund Resources $504.5M General Fund Uses $458.9M Total expenditures reflect an increase of $99.3 million (28%) vs FY2025. The Operations portion of the increase is driven by citywide salary and benefit adjustments, and funding for an additional 52.02 FTE positions that are paid for from the General Fund. Additional ongoing costs were added to meet the 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 $44.9 million. In addition, our 15% ‘rainy day’ fund reserves are programmed here at $31.7 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. 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 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 subsidized and funded with ongoing general fund money for FY2026. 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), Ambulance, and Transportation. 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 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. 48 Jump to TOC 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 FY2026, Ballpark operating revenues are programmed at $3.3 million and includes an additional $1.3 million PIC debt service revenues. General fund subsidies account for 83% of ballpark fund resources in FY2026. FY2026 programmed costs include $8.9 million for operations, and Public Improvement Corporation (PIC) debt service payments of $15.0 million, of which $4.9 million is being utilized to call outstanding debt. An additional $3.6 million is 1-time capital projects is being appropriated in FY2026. Debt Service makes up the largest share ballpark expenditures at 55%. Per Council direction we will be calling additional outstanding debt in FY2027. This financing strategy is being implemented to free up ongoing resources that in turn were used to fund public safety positions as part of the FY2026 budget. 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 FY2026 resources are forecasted at $14.9 million, which is 11% higher than FY2025 resources of $13.4 million. Revenue projections are $0.5 million higher vs FY2025 and our subsidy provided by the General Fund is programmed at $6.9 million. Expenses exceed the “maintenance of effort” requirement in state statute required to receive HURF revenue. As mentioned above, the General Fund transfer of $6.9 million funds the gap between HURF revenues and expenditures. HURF expenditures include $5.1 million for pavement preservation which is up from $3.7 million in FY2025. $2.4 million in supplemental requests were approved as part of the FY2026 budget, of which $1.6 million is ongoing in nature. Additional initiatives funded as part of the supplemental process include but are not limited to the phasing in of higher levels of service for transportation infrastructure maintenance, a bridge maintenance pilot program, and support for pavement management inspections. Jump to TOC 49 Ambulance Fund As part of the FY2026 budget, the city added 8 FTEs after adding 16 FTE’s last year getting our Ambulance Operations to a point where they are now fully staffed. Our Ambulance program is just a few years old now but adds a tremendous service to our community. Current projections estimate at full build out to sustain operations will need an ongoing subsidy from the general fund of around $4 million annually. Transportation Funds Our transportation funds include public transportation services to enhance mobility for residents while ensuring compliance with Title VI of the Civil Rights Act and the Americans with Disabilities Act (ADA). Goodyear provides several options for public transportation which are grouped as follows;  Express & Fixed-Route Bus Services – Supports transit through partnerships with Valley Metro, including the Goodyear Park & Ride, which serves Route 562 for commuters to downtown Phoenix. Additional fixed-route buses, such as Route 3 (Van Buren) and Route 17 (McDowell), provide east-west connectivity across the Phoenix metro area.  Paratransit Services – Provides accessible transportation options for ADA certified individuals, including RideChoice and Dial-a-Ride.  Microtransit Services – Operates an on-demand, shared-ride service within Goodyear, WeRIDE, offering flexible transportation options for residents within a dedicated 17-square mile zone in central Goodyear. 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. 50 Jump to TOC 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. 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 FY2026. 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. The city will be completing an updated study and adopting new rates with the approval of Council upon expiration of the current rate plan in FY2026. 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 $75.7 million in FY2026. 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. The city will be adopting a new rate plan upon expiration of the current plan in calendar year 2026. Other sources include savings from prior fiscal years in addition to the use of impact fees to pay debt service related to the Surface Water Treatment facility. Operating expenditures in the Water Fund are a combined 57% of the budget excluding contingency, debt service, capital, and other one-time expenses. Operating expenses include personnel costs, contractual services, commodities and operating capital for a combined total of $36.2 million. No major Jump to TOC 51 capital projects are programmed in FY2026. Debt service of $11.1 million includes debt issued to finance capital projects. There is a $5.1 million transfer out to the General Fund for costs of administrative services such as finance, city management, technology, human resources which also encompasses an in-lieu property tax charge. Asset management for water is setup the same as our asset management funds within the general fund and include assets with a useful life of 2-10 years. Per financial policy there’s a 15% contingency programmed helping to ensure continued solvency in the event of an economic downturn. Water operations are projected to have a fund balance of just over $12.7 million at the end of FY2026. Wastewater Fund Wastewater Fund total resources available for supporting expenditures are estimated at $111.4 million in FY2026. Revenue is derived from user fees, rate increases, and volume growth to support wastewater operations. One-Time revenues include proceeds from development agreements to assist with specific growth related capital improvement projects. Ongoing revenues are projected to be up 7.3% over FY2025 estimates and are primarily made up of residential and commercial user fees. An agreement with Perryville Prison is programmed to bring in additional revenue 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 expenditure need both in FY2026 and in future years. Expenditures for wastewater operations, total $93.2 million. CIP expenditures of $47.7 million total 51.2% of the budget, of which $38.8 million is programmed to expand our Rainbow Valley Water Reclamation facility, of which greater than $30 million is reimbursable. Also programmed in our FY2026 CIP is $2.5 million to expand our grinder at the Perryville Prison. Similar to Water, there is a $3.9 million transfer out to the General Fund for costs of administrative services such as finance, city management, technology, human resources, and an in-lieu property tax charge. Asset management for water is setup the same as our asset management funds within the general fund and include assets with a useful life of 2-10 years. Per financial policy there’s a 15% contingency programmed helping to ensure continued solvency in the event of an economic downturn. Ending fund balance is projected to be $18.2M at the end of FY2026. 52 Jump to TOC 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 $10.6 million in FY2026 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 $6.3 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 FY2026 budget includes $597.4 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. Category Projects FY2026 Public Safety 9 32,222,800 Transportation 37 275,036,400 General Government 11 17,243,500 Parks & Ballpark 21 28,128,500 Enterprise 35 244,740,500 Grand Total 113 597,371,700 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. Jump to TOC 53 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 $220.0 million in new debt issuances. $96.8 million of which are Water/Wastewater Revenue bonds, $100 million are G.O. bonds, and the remaining are unique to specific CFD’s within the city. 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, 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. 54 Jump to TOC CFD & Trust Funds 700 - Community Facilities Districts 800 - Trust Funds Fire Department X X X X X X X X X X X X X Water Services Communications X Public Works Information Technology X Parks & Recreation Human Resources X Engineering Finance X Economic Development City Clerk X Development Services Municipal Court X Police Department Legal Services X X X X X X X X X X X X X X X X X X X X X X X X X X X X Major Enterprise Funds 600 - Water Operating 620 - Wastewater Operating 640 - Solid Waste Operating Capital Funds 350 - General Obligation Bonds - Secondary Property Tax 400 - Non-Utility Impact Fees 560 - Utility Impact Fees 600 - Water and Wastewater Bonds X X Special Revenue Funds 201 - Highway User Revenue Fund (HURF) 204 - Arizona Lottery Funds 207 - Park and Ride Marquee 212 - Court Enhancement Fund 214 - Fill the Gap 218 - Judicial Collection Enhancement Fund (JCEF) 224 - Impound Fund 225 - AZ Smart & Safe 226 - Opioid Settlement 227 - Officer Safety Equipment 228 - Ambulance 271 - Ballpark Operating 273 - Ballpark Capital Replacement Fund 275 - Prop 302 Funds (Tourism) 297 - American Rescue Plan 298 - CDBG Entitlement 299 - Miscellaneous Grants Debt Service Funds 300 - Secondary Property Tax 301 - McDowell Improvement District City Manager Major Mayor and City Council Fund Class 000 - Fund Name General Funds 100 - General Fund Ongoing 120 - Asset Management - Fire, Fleet, Parks 130 - Asset Management - Traffic Signals, Technology, Facilities 127 - Risk Reserve Departments Classification FY2026 Major & Non-Major Funds Matrix X X X Major X X X X X X X X X X X X X X X X X X X X Major Major X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Jump to TOC 55 Revenue Overview 56 Jump to TOC Revenue Summary Total FY2026 revenues are planned at $734.9 million, which is a 35.4% increase over the FY2025 estimate of $542.8 million and 28.5% higher than the FY2025 adopted budget. After backing out the impact of 1-time items such as bond proceeds, reimbursements, and budget authority, the city’s FY2026 revenue forecast is virtually flat compared to our FY2025 estimate and roughly 20% higher than the FY2025 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 51% of all revenues. Jump to TOC 57 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 FY2026 revenues are projected at $244.5 million. Local taxes and State Shared Revenues make up 78% of the FY2026 General Fund. This compared to 85% of the FY2025 budget and is an increase of 6% over the current year estimate. Goodyear continues to see moderate growth and enhanced construction activity. SFR permits are substantially (114%) ahead of last year, and we anticipate a decrease of 5.5% in FY2026 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 FY2025 budget is 16% with the increase being driven by non-construction sales tax ($20.8M), state shared revenues ($4.8M). 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. 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. 58 Jump to TOC A substantial portion of sales tax collections in the city go 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% Retail Sales 2.0% Food for Home Consumption 1.2% Retail Sales (Single item over $5,000) 4.0% Restaurant and Bar 3.5% Contracting 2.5% Hotels 2.5% Hotel/Motel (Additional Tax) 2.5% Use Tax 1.2% Use Tax (Single item over $5,000) 2.5% Utilities 2.5% Rental of Real Property 2.5% Entertainment FY2026 revenue assumptions include moderate increases in local sales taxes from restaurants and bars, entertainment, hotels and online sales over the FY2025 estimate and the elimination of the residential rental tax. A conservative rate of growth is assumed for all non-construction sales taxes throughout FY2026. Nonconstruction sales taxes are the single largest revenue source to the General Fund and are projected for FY2026 at 5.4% above FY2025 estimated revenues. The city has been experiencing double digit growth in this category from FY2019-FY2022; however, it slowed in FY2023 to 5.2%, rebounding in FY2024 back into double digits. 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 FY2026, construction sales tax is estimated at $45.9 million. Of this amount, $25.6 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 $13.1 million is restricted by state law to offset development impact fees (DIF). Sales Tax $200,000,000 $150,000,000 $100,000,000 $50,000,000 $0 FY2022 Actuals Sales Tax $122,124,474 FY2023 Actuals $124,653,491 FY2024 Actuals $151,407,077 FY2025 Estimate $163,648,700 FY2026 Budget $157,927,400 Jump to TOC 59 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 FY2026 primary property tax levy of $16,503,128 is expected to create a primary property tax rate of $0.9319 per $100 of assessed valuation. Primary property taxes make up 7.8% of the FY2026 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 $14,222,200 is expected to create a secondary property tax rate of $0.8031 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 FY2026. Due to the restrictions on its use, secondary property taxes are accounted for in debt service funds and not the General Fund. 60 Jump to TOC The FY2026 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 FY2026. State Shared Revenues in the General Fund are projected at $46.0 million, which is 7.4% higher than the FY2025 estimate of $42.8 million. Income tax is shared on a two-year delay, meaning the projected URS distributions for FY2026 are based on actual income tax collections received by ADOR during FY2024. FY2026 collections for URS show a 10.2% increase over the FY2025 budget and a 7.3% increase over the current year estimate. 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). Jump to TOC 61 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 right-of-way acquisition. Total FY2026 HURF revenue is forecasted at $7.9 million, which is 7.1% higher than the FY2025 budget of $7.4 million and slightly above the FY2025 estimate. Ballpark Fund Ballpark Fund resources include operating revenue from tickets, advertising concessions and other miscellaneous sources. The ballpark operating revenue including reimbursements for FY2026 totals $4.6 million, which is a 25.1% increase over the FY2025 budget and $50K increase over the FY2025 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 FY2025, ballpark fund revenue estimates were $4.6 million (23.9%) higher than the budget and $10K higher than FY2024 actuals. 62 Jump to TOC 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 FY2026, 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. Large fluctuations year to year relate to 1-time revenue and/or reimbursements which are also 1-time in nature. The following chart depicts historical growth in Enterprise fund revenues. Jump to TOC 63 Water Total revenue supporting the FY2026 budget is forecasted at $45.3 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 FY2026 budget is 6.5% higher than the FY2025 estimate but 15.4% higher than the FY2025 budget. 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 FY2026 revenue 64 Jump to TOC estimates include the January through June impacts of the 3% rate increase that becomes effective in January 2025. Wastewater Total revenue supporting the FY2026 Wastewater budget is forecast at $75.0 million. Nearly all the revenue is derived from user fees from residential and commercial rates and anticipated volume growth to support wastewater operations. In FY2026 there is $46.2 million in one-time revenue from bonds. Residential and commercial fee collections are estimated at a 6.8% increase over the FY2025 estimate of $26.8 million. The revenue estimates for FY2026 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 FY2026 revenue is estimated at $10.6 million, which is 6.9% higher than the FY2025 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 operating impacts are Jump to TOC 65 included in the CIP section of this document. The FY2026 budget includes $264.4 million of revenues, which are funds that consist of various types of financial resources utilized in acquiring or constructing 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 FY2026 CIP includes $243.0 million in bond funding to pay for various projects. This amounts to 20% of the total planned expenditure and 41% of the total fiscal year capital improvement plan. The table below shows the FY2026 bond funded capital improvement projects. For further details about each project see the CIP section in this book. BOND FUNDED CAPITAL IMPROVEMENT PROJECTS Project Title FY2026 Budget 61014 - Goodyear Water Reclamation Facility: Expansion & Improvement $ % of Bond Funded Projects 83,206,000 34.2% 42026 - Estrella Pkwy: Vineyard Rd to MC85 (Estrella Bridge) 35,764,400 14.7% 42046 - Cotton Ln: Estrella Pkwy to Cotton Ln Bridge 15,196,900 6.3% 61015 - Brine Disposal: PVNPGS Improvement 14,527,900 6.0% 60077 - Rainbow Valley Water Reclamation Facility: Expansion 12,475,500 5.1% 60034 - Brine Disposal: Pipeline 12,549,600 5.2% 42089 - Indian School Road: Perryville Rd to Citrus Rd 11,173,400 4.6% 42058 - McDowell Road: Litchfield Rd to Dysart Rd 10,451,000 4.3% 60110 - Rainbow Valley Water Reclamation Facility: Operational Improvements 8,110,500 3.3% 42038 - Camelback Road - SR303 to 152nd Avenue 7,495,000 3.1% 60101 - Site 21: Improvements & Expanded Capacity 6,399,000 2.6% 30015 - Municipal Operations Complex-Fire Resource Management Building: New Facility 6,246,500 2.6% 42052 - Bullard Ave: Celebrate Life Way to Roosevelt St 5,336,500 2.2% 50059 - Bullard Wash - Ballpark to McDowell Rd: Improvements 4,711,500 1.9% 42093 - Estrella Pkwy & Yuma Rd: - Inside the Goodyear Blvd Loop: Road Improvements 3,113,000 1.3% 30010 - Fire Station 182: Remodel 2,977,400 1.2% 61019 - Salt River Project Lateral Channel: Upgrades 2,000,000 0.8% 42094 - Yuma Rd: Cotton Ln to Canyon Trails Blvd 1,312,000 0.5% Total $ 243,046,100 100.0% 66 Jump to TOC Development Impact Fees (DIFs) 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 police, fire, parks, wastewater and water. The FY2026 DIF revenues are 49.3% higher than the FY2025 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 has established the existing fee structure. Revenue estimates are based on a combination of historical actuals, forecasted growth and the monitoring of construction activity within the city. 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. Jump to TOC 67 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 2024 68 Jump to TOC Department Budget Overview Jump to TOC 69 FY2026 Position Additions Department/Position FY2025 Authorized Positions 15 - Municipal Court Security Guard Court Deputy Court Administrator Court Specialist Total 15 - Municipal Court 21 - Finance Sr Procurement Officer Total 21 - Finance 22 - Human Resources Organizational Development Manager Class & Compensation Analyst Total 22 - Human Resources 23 - Information Technology Public Safety Technician Sr Systems Engineer Security Analyst Total 23 - Information Technology 30 - Fire Department Firefighter Crisis Response Specialist Fire Equipment Maintenance Worker Total 30 - Fire Department 35 - Police Department Police Officer Police Sergeant Police Assistant Property Officer Crime Analyst Tactical Dispatcher Telecom Operator Telecom Supervisor Total 35 - Police Department 40 - Development Services Project Coordinator Development Services Tech II Development Services Tech III Dry Utility Coordinator Traffic Control Coordinator Electrical Specialist Inspector Total 40 - Development Services 42 -Engineering Traffic Operator Senior Project Manager Management Assistant Total 42 - Engineering 70 Full-Time Part-Time Total Positions 942.00 55.61 997.61 2.00 1.00 1.00 4.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 9.00 1.00 1.00 11.00 0.00 (0.48) 0.00 (0.48) 9.00 0.52 1.00 10.52 19.00 2.00 2.00 1.00 1.00 1.00 2.00 1.00 29.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 19.00 2.00 2.00 1.00 1.00 1.00 2.00 1.00 29.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 Jump to TOC Department/Position FY2025 Authorized Positions Full-Time Part-Time Total Positions 942.00 55.61 997.61 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 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 Total Change All Positions 70.00 (0.48) 69.52 FY2026 Authorized Positions 1,012.00 55.13 1,067.13 50 - Parks & Recreation Community Navigator Irrigation Specialist Administrative Assistant Ballpark Coordinator Total 50 - Parks & Recreation 60 - Public Works Administrative Services Manager Total 60 - Public Works 61 - Water Services Senior Maintenance Mechanic SCADA Engineer Operations Supervisor - Water Operations Supervisor - Wastewater Water Treatment Operator I Water Conservation Specialist II Total 61 - Water Services Jump to TOC 71 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 FY2026 Ongoing General Fund budget: $0.6M Budget Highlights:  Increase in City Council Discretionary Funds Expenditures by Fund and Division Authorized Positions Division FY2024 FY2025 FY2026 Mayor 1.00 1.00 1.00 Vice-Mayor 1.00 1.00 1.00 Council Member 5.00 5.00 5.00 Total Mayor & Council 7.00 7.00 7.00 72 Jump to TOC 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 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. Department Budget Overview FY2026 Ongoing General Fund budget: $5.0 M Budget Highlights:  Citywide compensation and benefits increase.  See Schedule 9 for a full list of requested and recommended supplemental requests. Jump to TOC 73 Other funds include the Community Development Block Grant (CDBG) fund which is a federally funded grant to improve the quality of life of residents within majority low and moderate-income communities, such as improving local parks and streetlights in the community. Expenditures by Fund and Division General Fund FY2024 Actual Division City Manager's Office $ FY2025 FY2026 Base Revised Budget Budget 3,438,418 $ Internal Audit - FY2026 CIP 4,290,900 $ 4,002,600 $ FY2026 FY2026 Supplementals TOTAL Budget - $ 10,000 $ - 260,000 4,012,600 - - 260,000 City Manager's Ongoing Contingency 250,000 250,000 250,000 City Manager's 1-Time Contingency 350,000 450,000 450,000 Total Ongoing General Fund 3,438,418 4,890,900 4,702,600 - 270,000 4,972,600 1-Time- All Divisions 390,957 2,073,400 243,700 - 183,600 427,300 - $ 453,600 $ Total General Fund $ 3,829,374 $ 6,964,300 $ 4,946,300 $ 5,399,900 Other Funds FY2024 Actual Fund Community Development Block Grant $ Grants FY2025 FY2026 Base Revised Budget Budget 351,348 $ 2,000 Total Other Funds $ 353,348 $ Total City Manager's Office $ 4,182,723 $ 193,700 $ 675,500 $ FY2026 CIP FY2026 FY2026 Supplementals TOTAL Budget - $ - $ - - 675,500 $ - $ - $ 675,500 9,314,000 $ 5,621,800 $ - $ 453,600 $ 6,075,400 2,156,000 - 2,349,700 $ 675,500 - Authorized Positions Division FY2024 FY2025 FY2026 City Manager's Office 19.00 18.00 18.00 Internal Audit 0.00 1.00 1.00 Full-Time 19.00 19.00 19.00 Part-Time (FTE) - - - Total City Manager's Office 19.00 19.00 19.00 FY2026 Goals & Objectives   74 Ensure completion of Strategic Plan action items scheduled for FY2026. Hire an Internal Auditor and create FY2026 “audit program.” Jump to TOC    Host a Marvin Andrews Fellow from Arizona State University. Implement recommendations from the Payroll Audit. Restart citywide continuous improvement program. FY2025 Accomplishments          Ensured completion of Strategic Plan action items scheduled for FY2025. Successfully onboarded new Councilmembers following the Fall 2024 election. Conducted 2025 Community Survey and presented results to Council June 2025. Oversaw the public outreach plan for the 2025 Charter Changes Election. Launched Advancing Goodyear initiative to increase transparency and performance measurement. Partnered with CORE construction and the Gila River Indian Community to complete a new fence at Mobile Elementary School. Engaged Protiviti to conduct Payroll Audit. Transitioned Neighborhood Services to the Parks & Recreation Department. Launched Goodyear311, the new request for service system. Jump to TOC 75 Performance Measures Safe and Vibrant Community Focus Area Citizen Satisfaction Survey Measure Confidence in city government (excellent or good). Description FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate 60% N/A* 70% 70% *Survey is conducted every other year. Focus Area Measure Description FY2023 Actual FY2026 Target N/A* Innovative & High Performing Organization National Employee Survey (NES) Overall level of confidence in the leadership of the city of Goodyear (excellent or good). FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 87% N/A** N/A** *Survey is conducted every other year. ** Survey is being discontinued. N/A** N/A** Focus Area Innovative & High Performing Organization Measure Gallup Q12 Employee Survey Description Overall engagement rate. (Percent of employees who are engaged in their work.) FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 54% 53% 75% 63% (actual) 72% *Survey was implemented in FY2023 Focus Area Measure Description FY2023 Actual 2,956 76 Safe and Vibrant Community Good Neighbor Alert Subscribers Number of subscribers receiving the monthly Good Neighbor Alert e-newsletter. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 3,000 3,400 3,052 N/A* Jump to TOC 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 FY2026 Ongoing General Fund budget: $3.1M Budget Highlights:  Citywide compensation and benefits increase. Jump to TOC 77  Base Budget Increases: o Training & development. o Equipment & computer hardware. Expenditures by Fund and Division Authorized Positions Division FY2024 FY2025 FY2026 Civil Division 10.00 8.00 8.00 Criminal Division 7.00 8.00 8.00 Full-Time 17.00 16.00 16.00 Part-Time (FTE) - - - Total Legal Services 17.00 16.00 16.00 FY2026 Goals & Objectives     78 Ensure compliance with open meeting and election laws, public records, conflicts of interest, and constitutional guarantees. Continue to advise and support the development and filing of the City’s claim in the PFAS Litigation Class Action. In collaboration with Finance, establish a trust fund and policy for Employee Retiree Health Care Benefits. Continue to assist Goodyear Fire with contractual performance of ambulance services billing providers, along with training members of the fire department in proper report writing protocols and best practices. Jump to TOC    Review and update all police department policies to include department training on policy updates. Enhance collaboration with PD victim advocates, particularly regarding the swift turnaround of cases involving victims, to improve current victim contact procedures and assess whether an “in-house” victim advocate may be needed in the future. In collaboration with our Information Technology Department, evaluate, design, and implement a new Legal Service Request tracking system to replace the current system by the end of FY26. FY2025 Accomplishments              Negotiated, drafted, and presented the Franchise Agreements with Liberty and EPCOR companies, which received voter approval in May 2025. In collaboration with the City Manager and City Clerk, facilitated the review and update of the City Charter for voter consideration. Successfully acquired Parcel 8A of GSQ for future city use. Collaborated with Finance/Procurement and the Clerk's Office to automate the contract approval process to migrate to an electronic approval platform. In support of the City’s Strategic Plan, completed a process improvement evaluation with the Development Services Department to develop and implement recommendations to coordinate and streamline project review and turnaround times. Negotiated the relocation of well and drainage facilities with the Roosevelt Irrigation District to support the development of a new Fire and Police Station complex. Worked with Finance to establish a City Auditor and a Council Auditor Committee. Collaborated with Development Services to create a new ordinance related to the approval of group homes within the City. Successfully purchased and launched Civil Division’s new document and email management software, including discovery, implementation, and training. Worked 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 ensure new hires correctly and efficiently process DUI cases. Worked with Finance to address payroll tax withholding issues related to 457 Plan Matching Contributions. Updated the City’s fiber license agreement templates for fiber installations within City ROW. Advised and completed legal review of ten GYPD policies for implementation by the new Police Chief. Jump to TOC 79 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. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 100% 99% 90% 100% 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. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 15 15 15 18 15 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. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 53% 46% 75% 91% 75% 80 Jump to TOC 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): Criminal (Misdemeanor): DUI Hit and Run Reckless Driving Driving on Suspended Driver License 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. Department Budget Overview FY2026 Ongoing General Fund budget: $3.1M Budget Highlights:    Citywide compensation and benefits increase. Base Budget Increases: o West Vallet Regional Veterans Court. o Court-appointed attorneys fees. o Employee training & development. See Schedule 9 for a full list of requested and recommended supplemental requests. Other Funds include the Court Enhancement fund and the Judicial Collection Enhancement Fund (JCEF). Court Enhancement provides funding for the Court’s technology, operations and security, and the fund pays for a portion of a Security Guard position. JCEF is used to improve collection and Jump to TOC 81 management of money owed to the Court, to fund automation projects that improve case processing, and to fund court security enhancement. Expenditures by Fund and Division Authorized Positions Division Administration FY2024 FY2025 FY2026 17.30 20.30 24.30 Total Full-Time 17.00 20.00 24.00 Total Part-Time (FTE) 0.30 0.30 0.30 Total Municipal Court 17.30 20.30 24.30 FY2026 Goals & Objectives  82 Implement process for identifying defendant with Serious Mental Illness in the Case Processing Division; obtain appropriate database access. Jump to TOC FY2025 Accomplishments  Added Judicial Officer position and support staff (Court Hearing Officer & Case Processing Division staff); revision of courtroom dockets to expand courtroom operations; increase to courtroom docket capacity to meet the Arizona Supreme Court Time Standards requirements. Performance Measures Jump to TOC 83 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. Department Budget Overview FY2026 Ongoing General Fund budget: $1.2M Budget Highlights:  84 Citywide compensation and benefits increase. Jump to TOC Expenditures by Fund and Division Authorized Positions Division FY2024 Administration FY2025 FY2026 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 FY2026 Goals & Objectives    Complete planning and preparation for the Fall 2026 Candidate Elections. Continue with next steps on the Electronic Management system. Develop a department strategic plan that guides the department’s priorities and future projects. FY2025 Accomplishments      Completed all activities associated with the July Primary Election. All three seats were filled in the July Primary Elections, so the November General Election was not needed. Completed first steps to obtain and implement a new Electronic Content Management system. Completed all activities associated with the May 2025 Special Election for the Charter Amendments and Franchise Agreements. Completed Project TRON (Technological-Records-Organization-Necessary) by contracting ICM with Contract #24-0171, for the conversion of the remaining 200,000 Development Services records from paper to electronic. Jump to TOC 85 Performance Measures FY2023 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. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 100% 100% 100% FY2023 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. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 100% 100% 100% FY2023 Actual 1,428 Fiscal and Resource Management Completed Public Records Requests Number of General public records requests completed. FY2024 Actual FY2025 Target FY2025 Estimate 1,200 1,250 1,300 FY2023 Actual 159 Safe and Vibrant Community Legislative Meetings Supported Number of Council and Board and Commission meeting agendas posted. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 128 150 120 140 86 FY2026 Target 1,350 Jump to TOC 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. Payroll and Accounts Payable/Mailroom The division’s payroll staff manages city-wide payroll and processing of personnel transactions, and the review and payment of personnel expenses. Accounts payable staff processes payments for vendors, employee reimbursements. The division ensures that all disbursements are timely, accurate, and are made in compliance with all internal controls and established City policies and procedures. This division also manages all mail room processes including mail distribution and larger print jobs requested by departments. Jump to TOC 87 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 multifaceted 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. Procurement 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. Department Budget Overview FY2026 Ongoing General Fund budget: $6.2M Budget Highlights:  Citywide compensation and benefits increase.  See Schedule 9 for a full list of requested and recommended supplemental requests. Expenditures by Fund and Division General Fund Division Administration $ FY2024 FY2025 FY2026 Base FY2026 Actual Revised Budget Budget CIP 904,553 $ 1,121,400 $ 1,202,000 $ FY2026 FY2026 Supplementals TOTAL Budget - $ - $ 1,202,000 Budget & Research 933,240 1,009,700 1,046,600 - - 1,046,600 Financial Services 1,389,162 1,627,600 1,205,700 - - 1,205,700 - - 620,700 - - 620,700 Customer Service 990,717 1,130,100 1,260,900 - - 1,260,900 Procurement 696,547 786,800 738,500 - 143,000 881,500 Mailroom 34,008 38,400 17,400 - - 17,400 Accounts Payable & Payroll Total Ongoing General Fund $ 1-Time- All Divisions Total General Fund $ 88 4,948,226 $ 5,714,000 $ 6,091,800 - 15,436,300 23,086,900 4,948,226 $ 21,150,300 $ 29,178,700 $ - $ $ - $ 143,000 $ 6,234,800 120,000 23,206,900 263,000 $ 29,441,700 Jump to TOC Other Funds FY2024 FY2025 FY2026 Base FY2026 Actual Revised Budget Budget CIP 1,936,902 $ 10,784,900 $ 16,832,500 14,088,649 132,000 155,100 Total Other Funds $ 16,025,551 $ 10,916,900 $ 16,987,600 $ - Total Finance $ 20,973,777 $ 32,067,200 $ 46,166,300 $ - Fund CFD's & Trust Funds $ All Other Funds FY2026 FY2026 Supplementals TOTAL Budget $ - $ - $ 16,832,500 - 155,100 $ - $ 16,987,600 $ 263,000 $ 46,429,300 - Authorized Positions Division FY2024 FY2025 FY2026 Administration 6.00 6.00 6.00 Budget & Research 6.00 6.00 6.00 Financial Services 10.00 6.00 6.00 Customer Services 8.00 9.00 9.00 Procurement 4.75 4.00 5.00 Mailroom 0.25 0.00 0.00 A/P Payroll 0.00 5.00 5.00 Total Full-Time 35.00 36.00 37.00 Total Part-Time (FTE) - - - Total Finance 35.00 36.00 37.00 FY2026 Goals & Objectives   Evaluate integration of financial systems as a process improvement. Evaluate a stormwater fee to support stormwater operations and projects throughout the city. FY2025 Accomplishments  Revised the Community Facilities District (CFD) policy to align board composition requirements with current state law, restrict tax rates exceeding targets to situations approved by the City, clarify and modernize the application process, and add headings to improve readability. Jump to TOC 89     Established an Internal Audit Program to assist management in maintaining an effective framework for internal controls and minimizing risk for the organization. Revised the City of Goodyear Procurement Code to correct inconsistencies, enhance clarity, and align with best practices in public procurement. Established an irrevocable Other Post-Employment Benefits Trust (OPEB Trust), including the adoption of an OPEB Trust Funding and Withdrawal Policy, an OPEB Trust Investment Policy, and the appointment of the OPEB Trust City Administrator. Implemented new/improved revenue operation systems for both Utility and Non-Utility customers to enhance integration with the City’s main financial system and streamline payment processing. Performance Measurements Focus Area Fiscal and Resource Management Measure 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 FY2023 Actual 87% FY2025 Target 95% FY2025 Estimate 81% FY2026 Target 95% Focus Area Fiscal and Resource Management Measure Description General Obligation Bond Rating Adopt and maintain financial policies to guide budget development and financial practices that result in "High Grade" bond credit ratings (S&P / Moody's). FY2023 Actual AA+ / Aa1 FY2024 Actual AA+ / Aa1 FY2025 Target AA+ / Aa1 FY2025 Estimate AA+ / Aa1 FY2026 Target AA+ / Aa1 Focus Area Measure Fiscal and Resource Management General Fund Revenue Budget to Actual Description Percent variance of actual year-to-date General Fund revenues compared to budgeted amount (Finance) FY2023 Actual 3% 90 FY2024 Actual 78% FY2024 Actual 11% FY2025 Target 5% FY2025 Estimate 10% FY2026 Target 5% Jump to TOC Human Resources Department Overview Our Human Resources Department champions the Council's strategic goal of an "Innovative & High Performing Organization." We enhance workforce engagement by delivering holistic services and development strategies. Through organizational collaboration, we create environments that empower team members to excel. We offer leadership, strategic partnerships, and support for continuous improvement. Our practices align with legislative requirements and industry’s best practices. Administration The division prioritizes recruitment and organizational development services to attract and retain top talent. We facilitate continuous improvement and lean thinking initiatives, collaborate with stakeholders on employee and labor relations, and manage master employee records. Additionally, we administer applicant and employee information reporting, update payroll/HR records, manage benefit and compensation programs, and coordinate the volunteer program. Our focus on organizational development enhances effectiveness, supports change management, and fosters learning and development opportunities to ensure employees are motivated and perform at their best, aligning with Goodyear's goals. Total Rewards The Total Rewards Division administers compensation and benefits programs, alongside HRIS management. We provide services such as managing self-insured healthcare benefits, overseeing the Wellness Clinic (our onsite clinic), and offering a variety of benefits focused on supporting employee wellbeing. Our goal is to attract, retain, and motivate employees by ensuring they receive comprehensive and competitive rewards aligned with their needs and the city's goals. Enterprise Risk Management The division develops, implements, and administers the city’s safety and risk management programs. This includes workers’ compensation, safety, auto, property, general liability, and other federally mandated compliance programs. Risk Management is also responsible for identifying and preparing for exposures, reducing controllable losses, and protecting the city’s personnel and financial assets. Department Budget Overview FY2026 Ongoing General Fund budget: $4.7M Budget Highlights:  Citywide compensation and benefits increase  Base Budget Increases: o Risk Management – ARS required Firefighter Cancer Fund  See Schedule 9 for a full list of requested and recommended supplemental requests Jump to TOC 91  Carryover Adjustments: o Deferred Compensation Consultant Contract Expenditures by Fund and Division 92 Jump to TOC Authorized Positions FY2026 Goals & Objectives      Enhance processes, automation and systems optimization as outlined in the Protiviti timekeeping and payroll audit In pursuit of Gallup’s Best Practice Status, launch the newly established Wildy Important Goal for Phase IV of Intentional Design of Goodyears Culture Implement Learning and Development strategy with initial focus on leadership development and required training Implement strategy for internal compensation assessment including launching and utilizing a new advanced compensation system PayScale Meet newly established time-to-fill standards inclusive of new FTE additions FY2025 Accomplishments     Through the implementation of Phase IV of the Intentional Design of Goodyear’s Culture (IDGC) we achieved the following milestones with our 3rd administration of the Gallup Q12 Survey: o 96% participation rate -vs- Gallups average participation rate of 82%. o Increased overall mean score from 4.15 to 4.29. o Increased engagement rate from 53% to 63%. Boss to Coach: Successfully conducted 7 leadership cohorts of Gallup Boss to Coach training. Implemented the new Retiree Healthcare program. Finalized 4 strategic plan action items: o Delivered an impact report with recommendations for expansion or enhancement to the volunteer program. o Presented information on enhancements and implementation of best practice processes for recruitment including new time-to-fill metrics. o Provided information and enhancements to the city’s telework program including enhancements for seamless customer service. Jump to TOC 93 Performance Measurements 94 Jump to TOC Jump to TOC 95 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 IT Infrastructure Division maintains network infrastructure, prioritizes data security and compliance, manages servers and databases, disaster recovery planning, and enhances civic engagement through digital platforms. Information Security The Information Security Division is responsible for an information security program that identifies and prioritizes risk, protects assets, and maintains the confidentiality, integrity and availability of systems and data. Application Development & Support The Application Development and Support Division provides application development, application administration, database administration, and business intelligence services city-wide. Project Management Office (PMO) The PMO Division drives successful IT project execution, utilizing structured methodologies, fostering innovation, and aligning with organizational goals to deliver high-quality, cost-effective solutions that enhance operational efficiency and support stakeholders' needs. 96 Jump to TOC Geospatial Information Systems (GIS) The City of Goodyear's GIS division uses spatial data for decision-making, public services improvement, and efficient city planning. They maintain accurate geographic data and develop userfriendly tools for visualization and analysis. GIS supports emergency services, urban development, and overall quality of life in Goodyear. Service Desk The Service Desk division offers technical support to end-users, troubleshoots hardware and software problems, manages service requests, and ensures quick IT issue resolution. It enhances user satisfaction and productivity by providing excellent customer service and using a ticketing system to track and prioritize requests. Public Safety The IT Public Safety division supports and enhances technologies for Police and Fire departments, ensuring reliability and efficiency of critical systems like Mobile Data Computers and dispatch software. Their role is vital in enabling swift emergency response and enhancing community safety. Department Budget Overview FY2026 Ongoing General Fund budget: $13.6M Budget Highlights:  Citywide compensation and benefits increase  Base Budget Increases: o Software Renewal o TeamDynamix Enterprise Solution  See Schedule 9 for a full list of requested and recommended supplemental requests Other Funds include the Technology Asset Management Reserve fund, which pays for hardware replacements programmed in a 10-year plan. Other Funds also include Water and Wastewater Enterprise Funds budget, which splits the cost for the Information Technology Supervisory Control and Data Acquisition (SCADA) Engineer position. Jump to TOC 97 Expenditures by Fund and Division General Fund Division Administration $ Infrastructure FY2024 FY2025 FY2026 Base FY2026 Actual Revised Budget Budget CIP 512,407 $ 670,400 $ 736,200 $ FY2026 FY2026 Supplementals TOTAL Budget - $ - $ 736,200 2,451,412 2,948,700 2,096,700 - 212,900 2,309,600 384,377 401,700 422,400 - 143,000 565,400 4,317,368 5,346,400 6,651,300 - 187,300 6,838,600 Project Management Office 394,259 492,000 519,400 - - 519,400 Geospatial Information Systems 617,268 784,500 818,000 - - 818,000 Service Desk - - 951,200 - - 951,200 Public Safety 572,226 624,500 691,900 - 145,900 837,800 9,249,317 $ 11,268,200 $ 12,887,100 $ 689,100 $ 13,576,200 919,100 1,065,300 $ 1,608,200 $ 14,641,500 Information Security Application Development & Support $ $ 920,315 702,100 146,200 Total General Fund $ 10,169,632 $ 11,970,300 $ 13,033,300 $ - Other Funds Fund Technology Asset Management $ FY2024 FY2025 FY2026 Base FY2026 Actual Revised Budget Budget CIP 2,153,641 $ 1,201,500 $ 2,313,400 $ FY2026 FY2026 Supplementals TOTAL Budget - $ - $ 2,313,400 IT - Water 211,261 184,200 189,000 - 7,200 196,200 IT - Wastewater 192,259 208,000 212,100 - 2,900 215,000 Grants All Other Funds Total Other Funds $ - - - - - - 11,497 133,800 116,300 - 29,700 146,000 1,727,500 $ 2,830,800 $ - $ 39,800 $ 2,870,600 $ 13,697,800 $ 15,864,100 $ - $ 1,648,000 $ 17,512,100 2,568,659 Total Information Technology $ 12,738,290 98 $ Jump to TOC Authorized Positions Division FY2024 FY2025 FY2026 Administration 3.00 3.00 3.00 Infrastructure 6.00 6.00 7.00 Information Security 2.00 2.00 3.00 Application Development & Support 9.00 9.00 9.00 Project Management Office 3.00 3.00 3.00 Geospatial Information Systems 4.00 5.00 5.00 Service Desk 6.00 6.00 6.00 Public Safety 4.00 4.00 5.00 Water Operations Infrastructure 0.50 0.50 0.50 Wastewater Operations 0.50 0.50 0.50 Total Full-Time 38.00 39.00 42.00 Total Part-Time (FTE) - - - Total Information Technology 38.00 39.00 42.00 FY2026 Goals & Objectives    Develop an Information Technology Strategic Plan that addresses technology needs, artificial intelligence (AI), governance, policies, usage, and implementation. Identify process improvements to eliminate duplicative activities (paper forms, scans, etc). Evaluate integration of financial systems as a process improvement. FY2025 Accomplishments     Assessed technology uses/needs in the departments and identify emerging trends. Implemented Service Level Agreements (SLAs) into ticket system for improved customer service and employee experience. Implemented a new resident facing application to submit and track problems identified in the city. Selected and deployed a new Enterprise Content Management solution. Jump to TOC 99 Performance Measurements 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. FY2023 Actual 52% FY2025 Target 80% FY2025 Estimate 84% FY2026 Target 82% 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. FY2023 Actual 60% FY2024 Actual 84% FY2025 Target 80% FY2025 Estimate 81% FY2026 Target 82% 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. FY2023 Actual 60% FY2024 Actual 71% FY2025 Target 80% FY2025 Estimate 82% FY2026 Target 85% 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. FY2023 Actual 95% 100 FY2024 Actual 86% FY2024 Actual 85% FY2025 Target 90% FY2025 Estimate 85% FY2026 Target 90% Jump to TOC Digital Communications Department Overview Digital Communications oversees citywide communications and marketing. This is accomplished through media relations, public outreach campaigns, audio-visual/video productions, the Growing Goodyear podcast, the InFocus magazine and digital marketing displays. Digital Communications also maintains a user-friendly website that provides information for residents, out-of-town visitors and employees. The department manages 15 social media accounts and provides oversight for the public safety social media accounts, as well as provides online customer service via social media. Digital Communications also acts as the city spokesperson and manages internal communications. Department Budget Overview FY2026 Ongoing General Fund budget: $2.8M Budget Highlights:  Citywide compensation and benefits increase  Base Budget Increases: o Unified Communication Plan Ongoing Cost Needs  See Schedule 9 for a full list of requested and recommended supplemental requests Expenditures by Fund and Division General Fund FY2024 FY2025 FY2026 Base FY2026 Actual Revised Budget Budget CIP $ 1,584,561 $ 1,948,600 $ 2,733,600 $ - $ 7,000 $ 2,740,600 Total Ongoing General Fund $ 1,584,561 $ 1,948,600 $ 2,733,600 $ - $ 7,000 $ 2,740,600 26,200 - 39,000 39,000 Division Administration 1-Time- All Divisions 79,116 FY2026 FY2026 Supplementals TOTAL Budget - Total General Fund $ 1,663,678 $ 1,974,800 $ 2,733,600 $ - $ 46,000 $ 2,779,600 Total Digital Communications $ 1,663,678 $ 1,974,800 $ 2,733,600 $ - $ 46,000 $ 2,779,600 Jump to TOC 101 Authorized Positions Division FY2024 Administration FY2025 FY2026 9.00 14.00 14.00 Total Full-Time 9.00 14.00 14.00 Total Part-Time (FTE) - - - Total Digital Communications 9.00 14.00 14.00 FY2026 Goals & Objectives   Overhaul the city website to create an improved user experience and achieve a consistent look and feel across city sites. 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. FY2025 Accomplishments     102 Evaluated and implemented a coordinated citywide public communications plan. Monitored neighborhood and quality of life issues through social media and report them on a regular basis to aid with decision-making. Monitored and achieved a successful response rate to social media comments and direct messages that require a response within the target goal of 24 business hours. Pitched stories to the media with a 50% success rate in coverage. Jump to TOC Performance Measurements 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, X, Instagram, Threads, TikTok and LinkedIn. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 44,408 54,526 59,950 120,000 132,000 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. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 391 482 450 500 500 Focus Area Fiscal Resource Management Measure Number of video minutes viewed Description This is the total number of video minutes viewed. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 1.7 million 1,352,126 1,000,000 18,000,000 5,000,000 Focus Area Safe and Vibrant Community Measure Media Coverage Description Percentage of ideas pitched to the media that successfully result in coverage. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 94% 90% 50% 90% 50% Focus Area Measure Description FY2023 Actual 72% Sense of Community Social media comments response rate - NEW Responding to comments on our social media pages and engaging in immediate twoway conversations with our followers ensures our residents feel heard and get answers to their questions in a timely manner. FY2024 Actual 72% FY2025 Target 65% FY2025 Estimate 63% FY2026 Target 65% Jump to TOC 103 Fire Department 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 eight strategically located fire stations throughout Goodyear and is an allhazards response fire department. Administration/Fire Chief Office 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) and emergency ambulance transports, 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 inspections. The division is also responsible for the investigation of the cause and origin of fires and works closely with the Police Department on suspicious or arson related fires. Additionally, Community Risk Reduction provides public education to the community on numerous topics, including water safety, helmet safety, smoke alarms and more. They participate in all major city events with displays and information, work with organizations and schools in the area to host safety fairs, participate in neighborhood activities, and provide child safety seat inspections. 104 Jump to TOC 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 and remodels. 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 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 emergency transport of sick or injured citizens. The application for Certificate of Necessity (CON) was submitted to the State of Arizona Bureau of Emergency Medical Services (EMS) and granted on January 27, 2022. Currently the fire department has four ambulances that are operating 24 hours a day and plan to add one additional ambulance. Department Budget Overview FY2026 Ongoing General Fund budget: $36.2M Budget Highlights:  Citywide compensation and benefits increase  Base Budget Increases: o Regional Dispatch Center Agreement o Medical doctor service agreement o White Tanks Tower Rent o Training & Travel o Supplies o Stand by Pay Jump to TOC 105   See Schedule 9 for a full list of requested and recommended supplemental requests Carryover Adjustments: o Personnel: over-time and retirement payouts o Vehicles: ambulance, battalion chief, and decontamination vehicle o Equipment: gurney, auto pulse device, defibrillators and residential lockboxes. See “CIP by Department” report in the CIP Overview section for a full list of the department’s CIP projects  Other Funds include the Ambulance fund, which is a special revenue fund that receives revenue from ambulance services provided and is subsidized by the General fund. The Grants fund is primarily for year three award amount, to implement the fire incident management system. The Asset management is used to replace equipment such as dual band radios, cameras, and personal protective equipment (PPE). The Volunteer firefighter trust fund is restricted to the use of the trust. Expenditures by Fund and Division General Fund Division Administration $ Emergency Services FY2024 FY2025 Actual Revised Budget Base Budget $ 1,015,500 $ 1,097,300 966,200 FY2026 FY2026 FY2026 CIP $ FY2026 Supplementals - $ - Total Budget $ 1,097,300 26,897,309 25,008,700 30,652,300 - 267,200 30,919,500 Emergency Mgmt/ Homeland Security 141,585 179,700 195,600 - - 195,600 Fire Prevention 693,664 977,000 989,100 - 7,200 996,300 Support Services 1,323,688 2,130,100 2,123,500 - 115,700 2,239,200 Facilities O & M 744,204 714,500 714,500 - - 714,500 Wildland 27,441 24,600 26,100 - - 26,100 30,050,100 $35,798,400 10,286,700 1,964,200 15,868,400 40,336,800 $37,762,600 $15,868,400 Total Ongoing General Fund $ 1-Time- All Divisions Total General Fund 30,794,092 $ 3,976,345 $ 34,770,437 $ $ - $ 390,100 $ 36,188,500 818,400 $ 1,208,500 18,651,000 $ 54,839,500 Ambulance Division Ongoing Operations $ 1-Time Operations FY2025 FY2026 FY2026 FY2026 FY2026 Actual Revised Budget Base Budget CIP Supplementals Total Budget $ 3,096,400 $ 4,083,600 3,102,000 913,600 923,065 49,933 1-Time CIP 396,563 Total Ambulance Fund 106 FY2024 $ 1,369,561 $ - - 6,198,400 $ 4,997,200 $ - $ - $ 1,080,100 $ 1,373,300 1,993,700 $ 2,453,400 5,456,900 - $ Jump to TOC 7,450,600 Other Funds Fund Grants $ Fire Asset Management Volunteer Firefighter Trust Fund All Other Funds FY2024 FY2025 FY2026 FY2026 FY2026 FY2026 Actual Revised Budget Base Budget CIP Supplementals TOTAL Budget $ $ $ $ 87,710 244,600 230,500 $ - - 230,500 175,288 589,100 946,000 - - 946,000 1,913 433,600 361,700 - - 361,700 5,128,200 222,500 12,673,100 Total Other Funds $ 14,274,655 14,539,566 $ 6,395,500 $ 1,760,700 $12,673,100 $ - $ 12,895,600 14,433,800 Total Fire $ 50,679,564 $ 52,930,700 $44,520,500 $28,541,500 $ 3,661,900 $ 76,723,900 Authorized Positions Division FY2024 Administration FY2025 FY2026 6.00 6.00 6.00 142.96 142.96 144.48 Emergency Mgmt/Homeland Security 1.00 1.00 1.00 Prevention 7.00 7.00 7.00 Support Services 3.00 3.00 4.00 Ambulance Services 7.00 23.00 31.00 Total Full-Time 166.00 182.00 193.00 Total Part-Time (FTE) 0.96 0.96 0.48 Total Fire Department 166.96 182.96 193.48 Emergency Services FY2026 Goals & Objectives             Complete the remodel of Fire Station 182. Remodel Fire Administration. Design Fire Station 189. Implement Poppulo Software Digital Display in Fire buildings. Complete implementation of FARO software. Deploy R183. Manage the Regional Public Safety Training Facility project. Implement the National Emergency Response Information System (NERIS). Conduct a traffic study / EMR, NW & West of 303. Conduct a staffing analysis. Replace Mobile Computer Terminals (MCT). National Fire Protection Association (NFPA) 1500 Assessment Compliance. Jump to TOC 107       Design Resource Management Building. Design Fire Station 184 remodel. Design permanent Fire Station 187. Receive Center for Public Safety Excellence (CPSE) Accreditation. Implement HAAS Alert System in all emergency apparatus. Complete the second phase of residential lockbox installations. FY2025 Accomplishments                   108 Established a Human Relations Committee. Hired and onboarded 17 firefighters. Graduated 6 firefighters from Paramedic training. Hosted the grand re-opening for Fire Station 183. Managed the design of Fire Administration. Completed the radio tower upgrade for Mobile Fire Station 187, which provides two critical radio channels. Hosted 12th annual Campfires. Celebrated the department’s Silver Award recipients. Hosted 10th annual dinner with the Fire Chief. Celebrated Captain Ron Lilley’s retirement of 41 years of service. Completed International Association of Fire Fighters (IAFF) GIS Study. Conducted Captains and Engineer promotional process; promoted 4 Captains and 1 Engineer. Developed Community Risk Assessment and Standard of Cover. Implemented an Annual Program Evaluation. Developed an Integrated Preparedness Plan. Deployed two more ambulances. Created a Citywide Evacuation Plan. Completed the first phase of residential lockbox installations. Jump to TOC Performance Measurements 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 Description FY2023 Actual 5:04 arriving on scene. FY2024 Actual 5:06 FY2025 Target 5:00 FY2025 Estimate 5:05 FY2026 Target 5:00 Focus Area Safe and Vibrant Community Measure Average turnout time for Fire (in seconds) The time interval that begins when emergency response units notification process Description begins with an audible alarm and ends at the crew releasing the emergency brake FY2023 Actual 55 to exit the station. FY2024 Actual 54 FY2025 Target 70 FY2025 Estimate 49 FY2026 Target 70 Focus Area Safe and Vibrant Community Measure Average turn-out time for EMS (in seconds) The time interval that begins when emergency response units notification process Description begins with an audible alarm and ends at the crew releasing the emergency brake FY2023 Actual 47 Focus Area Measure Description to exit the station. FY2024 Actual 45 FY2025 Target 60 FY2025 Estimate 47 FY2026 Target 60 Fiscal and Resource Management Number of Commercial and Industrial Occupancies Inspected This number is an indicator of Commercial and Industrial Occupancies inspected within the city's jurisdiction. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 3,933 4,012 5,616 4,912 6,213 Jump to TOC 109 Police Department 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 realize 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 and Professional Services functions. The Office of the Chief leads the department in policy direction and special projects and encompasses the Public Information Officer. Professional Services Division Professional Services is responsible for budget, planning and research, grants management, and other areas of administrative support across the department. The division also includes support functions for the department and the city to include the Records Unit, the Property and Evidence Unit, and the Municipal Security unit. 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 are 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 Division 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 six patrol squads: two-day, two-swing and two-night shifts and two-swing special assignment unit (SAU). Non-sworn Police Assistants will respond to certain types of non-emergency calls that do not require a sworn officer. Specialized Patrol Bureau The division is comprised of units with specific areas of focus that work alongside patrol to fulfill the mission of deterring crime and apprehending criminals. This includes the traffic and motor units that are 110 Jump to TOC responsible for enforcing traffic and impaired driver laws. 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. The unit also has commercial vehicle inspection and vehicular crash investigation. Tactical Operations Bureau The division is comprised of units with specific areas of focus that work alongside patrol to fulfill the mission of deterring crime and apprehending criminals. These include the K9 Unit and SAU. The K9 unit’s K9/handler teams support patrol by conducting narcotics searches, building or area searches, suspect tracks and suspect apprehensions. Community Services Bureau Community Service is another 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. 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 the 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 Community Action Team (CAT) provides a unique resource in dealing with ancillary issues that arise from this population, including nuisance behaviors such as panhandling and urban camping. Support Services Division The division encompasses several supports that directly impact department operations. These include the Records Unit, the Property and Evidence Unit, and the Municipal Security unit. Professional Standards Bureau 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 Bureau 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 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. Jump to TOC 111 Criminal Investigations The division is responsible for follow-up investigations into criminal cases. Division personnel provide specialized law enforcement responses to assist Field Operations personnel in high-risk situations. The Investigations Division is divided into six sections based on areas of responsibility: Major Crimes Unit, Property Crimes Unit, Special Investigations Unit, Special Victims Unit, Crisis Services Unit, and Crime and Intelligence Analysis Unit and Digital Forensics 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 FY2026 Ongoing General Fund budget: $56.1M Budget Highlights:  Citywide compensation and benefits increase.  Base Budget Increases: o Municipal Security Contract Services. o Southwest Family Advocacy Center partnership. o Over-time for sworn personnel. o Vest/Helmet Allowance. o Phoenix Rescue Mission.  See Schedule 9 for a full list of requested and recommended supplemental requests.  Carryover Adjustments: o Phase 1 of GRIT. o Impound Lot – Overflow Expansion. o Vehicles. o Telecommunications and Forensic Software. o License Plate Reader Camera’s.  See “CIP by Department” report in the CIP Overview section for a full list of the department’s CIP projects. Other Funds include the Impound fund, which 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 is a restricted fund with revenue provided from a share of each civil fine collected by the courts for officer safety equipment. All Other Funds Supplementals will purchase police vehicles using development impact fees. 112 Jump to TOC Expenditures by Fund and Division General Fund Division Administration FY2024 FY2025 Actual Revised Budget Base Budget $ $ $ 4,441,071 FY2026 4,344,500 FY2026 FY2026 CIP 4,252,100 Telecommunications 3,184,101 3,460,700 - Operations 15,026,154 16,399,600 Tactical Operations 3,462,062 3,217,500 Special Patrol 2,139,254 Investigations Support Services $ - FY2026 Supplementals Total Budget $ $ 995,500 5,247,600 - - - 44,403,100 - 2,472,500 46,875,600 175,000 - 60,000 235,000 2,323,500 - - - - 4,846,930 5,715,500 - - - - 1,457,951 1,675,500 - - - - Professional Standards 2,611,323 3,002,500 - - - - Community Services 1,888,870 1,372,800 - - - - 554,245 740,400 740,400 - - 740,400 1,449,233 2,545,900 2,201,500 - 204,100 2,405,600 366,974 363,900 557,500 - - 557,500 45,162,300 $ 52,329,600 3,837,600 651,700 3,261,100 48,999,900 $ 52,981,300 $ 3,261,100 Facilities Operations & Maintenance Fleet Operations & Maintenance Municipal Security Total Ongoing General Fund $41,428,170 1-Time- All Divisions $ 3,626,228 Total General Fund $45,054,397 $ $ - $ $ 3,732,100 $ 56,061,700 1,455,800 5,368,600 5,187,900 $ 61,430,300 Other Funds Fund Impound Fund $ Officer Safety AZ Smart & Safe Fund Grants All Other Funds FY2024 FY2025 FY2026 FY2026 FY2026 FY2026 Actual Revised Budget Base Budget CIP Supplementals Total Budget $ $ $ $ 88,508 28,800 28,800 $ - - 28,800 56,112 46,300 20,000 - - 20,000 - - - - - - 345,203 1,687,300 788,900 - - 788,900 3,610,455 1,529,600 326,900 420,200 2,280,000 3,027,100 Total Other Funds $ 4,100,279 $ 3,292,000 Total Police $49,154,676 $ 52,291,900 $ 1,164,600 $ 54,145,900 $ 420,200 $ 2,280,000 $ $ 3,681,300 $ 7,467,900 $ 65,295,100 Jump to TOC 3,864,800 113 Authorized Positions Division FY2024 FY2025 FY2026 Administration 10.00 9.00 - Telecommunications 26.55 26.55 - Operations 96.00 96.00 257.05 Tactical Operations 15.00 15.00 - Special Patrol 13.00 13.00 - Community Services 9.50 9.50 - Support Services 11.00 11.00 - Professional Standards 15.00 15.00 - Investigations 33.00 33.00 - Municipal Security 2.00 2.00 2.00 Total Full-Time 230.00 229.00 258.00 Total Part-Time (FTE) 1.05 1.05 1.05 Total Police Department 231.05 230.05 259.05 FY2026 Goals & Objectives       Begin build out of Goodyear Realtime Intelligence and Tactical Center. Purchase and Integrate GRIT software solutions. Continuation of security camera installation and upgrades. In coordination with engineering, finalize requirements for Forensics/Crime Scene/Specialty Vehicle Storage Facility. Expand Police Department Wellness Program. Coordinate with Information Technology to streamline processes and requests from the Department. FY2025 Accomplishments     114 Prepared necessary data and workflow structure to deploy an inventory and equipment module for the police department. Continued LEAN and Continuous Improvement initiatives within Administration to support professional development and employee engagement. Completed a study and project plan to implement phase 1 of GRIT. Purchased and deployed additional License Plate Reader (LPR) cameras at designated locations throughout the city to support a safe and vibrant community. Jump to TOC  Installed new and upgraded existing security cameras and access control hardware at designated city facilities to bring these up to current security standards. Performance Measurements Focus Area Measure Safe and Vibrant Community Commercial vehicle inspections 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 Description 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. FY2023 Actual 31 Focus Area Measure Description FY2023 Actual 33% FY2024 Actual 38 FY2025 Target 40 FY2025 Estimate 45 FY2026 Target 45 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. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 40% 34% 40% Focus Area Safe and Vibrant Community Measure Percent of priority 1 calls with response times under 5:15 minutes Rapid response has been a key policing strategy for police departments around the Description country. This metric measures the time from initial call to having an officer on scene, and includes reporting time, dispatch time, and travel time. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target * 52% 90% 52% 70% Jump to TOC 115 Development Services Department Overview The Development Services Department encompasses Planning & Zoning, Permitting, Building Safety, Development Engineering, and Code Compliance, supported by an Administration Team. The department is responsible for ensuring high quality development that forwards the vision and mission of the city. Development Services supports residential and business growth and sustainability through customer-focused development review processes and code compliance. Updating and maintaining development related plans, codes and ordinances such as the General Plan, Building Code, and Engineering Design Standards is a primary responsibility to support a safe and vibrant community. 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. The Administration team also leads the department’s continuous improvement initiatives, performance measures, and facilitates Planning & Zoning Commission meetings. Permitting The division serves as a one-stop shop for the development review process to city residents, developers, and business owners by providing information over the phone, via email, and at the front counter. The division is also responsible for accepting all development applications for review, collecting fees and issuing construction permits. In addition, staff reviews and processes EZ permits, which include patios, gas lines, solar, water meters, and fire sprinklers. Planning & Zoning The division is responsible for the first stages of the development review process – planning, entitlement, and design review. Staff administers the Zoning Ordinance, Subdivision Regulations, Design Guidelines, and General Plan. Specific duties include reviewing and processing general plan amendments, rezone applications, variances, subdivision plats, use permits, special use permits, site plans, and development agreements to ensure compliance with city ordinances. Staff is also responsible for reviewing development plans, analysis of population and socioeconomic data, and providing support to the Planning & Zoning Commission and Board of Adjustment. The division also maintains all planning and zoning records. Building Safety Plan Review The division ensures quality construction for the city's residents by regulating building construction and building occupancy. Staff administers the city's building, electrical, mechanical, and plumbing codes. The division oversees building plan review and permit issuance. This division also enforces other applicable state and local laws and ordinances, generally related to vertical construction. Building Safety Inspections The division oversees development during the construction stage of the process, ensuring structures are constructed in accordance with approved plans. The division coordinates inspection activities and 116 Jump to TOC is responsible for approving the final stage of vertical construction through the issuance of Certificate of Occupancy. Development Engineering Plan Review The division is responsible for the examination and approval of development and construction plans for improvements in the city right-of-way and site improvements on private property 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 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 rightof-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. Code Compliance The division’s goal is to keep our neighborhoods beautiful. Code Compliance focuses on educating citizens on city property code requirements, building positive relationships, and facilitating mediation when necessary. Code Compliance conducts proactive field inspections, encourages voluntary compliance, and responds to city code violation complaints. Department Budget Overview FY2026 Ongoing General Fund budget: $11.6M Budget Highlights:  Citywide compensation and benefits increase.  See Schedule 9 for a full list of requested and recommended supplemental requests. Jump to TOC 117 Expenditures by Fund and Division Authorized Positions Division FY2024 FY2025 FY2026 Administration 7.00 7.00 7.00 Planning & Zoning 8.00 8.00 8.00 Code Compliance 5.00 6.00 6.00 Plan Review 9.00 9.00 9.00 Permits 8.00 8.00 11.00 Building Inspection 16.00 16.00 16.00 Inspections 11.00 12.00 15.00 Total Full-Time 64.00 66.00 72.00 Total Part-Time (FTE) - - - Total Development Services 64.00 66.00 72.00 118 Jump to TOC FY2026 Goals & Objectives    Create a Thriving Team Culture: Foster a supportive, inclusive, and growth-oriented environment where every team member is empowered to succeed, with the right resources and staffing to achieve shared goals. Excellence in Customer Service: Collaborate with customers to achieve shared goals through responsive, transparent, and solution-oriented interactions that build trust and satisfaction. Quality at the Source: Embed a commitment to accuracy and excellence at every step of the development process to drive efficiency, positive outcomes, and realization of Goodyear's highquality development. FY2025 Accomplishments                AZBO Permit Technician Forum hosted. Presented at the 2025 ASQ National Conference. International Code Council Permit Technician training completed with Permitting Division. Rapid Improvement Events completed for Plan Review, Traffic Control, Inspections, Real Estate, External Customer Experience and Code Compliance. Customer Listening Session held with the Development Community and Development Services Management Team. Three In-Person Development Advisory Forums hosted with the Development Community. Administrative Review of Final Plats approved by City Council. New Traffic Control Management fees approved by City Council. Design Guidelines update completed. Mobile Elementary School Fence project. Housing Needs Assessment completed. Implemented a new inspection process that separates City/Public Maintained from Privately Maintained Infrastructure to facilitate a simpler, onsite inspection. Zoning Ordinance update project kicked off. 2024 Integrated Water Master Plan adopted. Engineering Design Standard and Policies Manual project. Jump to TOC 119 Performance Measurements Focus Area Measure Economic Vitality Industrial Square Footage Permitted Description Square footage of all industrial projects that have been permitted within the city. FY2023 Actual 6,560,423 FY2025 Target 2,000,000 FY2025 Estimate 3,300,000 FY2026 Target 2,000,000 Focus Area Economic Vitality Measure Commercial Square Footage Permitted Description Square footage of all commercial projects that have been permitted within the city. FY2023 Actual 257,297 Focus Area Measure Description FY2023 Actual 686 120 FY2024 Actual 5,310,193 FY2024 Actual 492,427 FY2025 Target 300,000 FY2025 Estimate 850,000 FY2026 Target 160,000 Economic Vitality # of Single-Family Permits Issued The number of single-family homes that have been permitted within the city. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 1,363 1,000 1,450 1,250 Jump to TOC 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 FY2026 Ongoing General Fund budget: $1.9M Budget Highlights:  Citywide compensation and benefits increase.  Base Budget Increases: o Memberships & dues.  See Schedule 9 for a full list of requested and recommended supplemental requests.  See “CIP by Department” report in the CIP Overview section for a full list of the department’s CIP projects. Expenditures by Fund and Division General Fund FY2024 Actual Division Administration FY2025 Revised Budget FY2026 Base Budget FY2026 CIP FY2026 FY2026 Supplementals TOTAL Budget $ 1,800,467 $ 2,115,900 $ 1,880,700 $ - $ - $ 1,880,700 Total Ongoing General Fund $ 1,800,467 $ 2,115,900 $ 1,880,700 $ - $ - $ 1,880,700 1,965,000 1,766,300 1,203,400 200,000 3,169,700 4,080,900 $ 3,647,000 $ 1,203,400 $ 200,000 $ 5,050,400 1-Time- All Divisions Total General Fund $ 754,036 2,554,503 $ Authorized Positions Division Administration FY2024 FY2025 FY2026 12.00 9.00 9.00 Total Full-Time 12.00 9.00 9.00 Total Part-Time (FTE) - - - Total Economic Development 12.00 9.00 9.00 Jump to TOC 121 FY2026 Goals & Objectives Continue progress on the Economic Development Strategic Plan to increase local and quality jobs, attract and support businesses, and foster a sustainable tax base. Concentrate business attraction efforts on the following focus areas: Retail, Entertainment & Hospitality, Life Sciences, Small Business, Advanced Manufacturing, Advanced Business Services, and Technology. Position Goodyear as a premier destination for excellence in lifestyle, talent, and business. Update and expand the programming available to entrepreneurs and small business owners at the InnovationHub to include new partnerships, events and youth programs. Promote Goodyear as a community which offers an elevated lifestyle and a place where business grows, by consistently showcasing the brand through strategic advertising and cohesive messaging across all platforms. FY2025 Accomplishments        122 Celebrated the groundbreaking of Arizona’s first Buc-ee’s and announced the opening of Goodyear’s first Trader Joe’s location. Economic Development projects created over $848M in capital investment, 3.5M sq ft of development, and 2,000 jobs in Goodyear. A significant number of businesses obtained their Certificate of Occupancy and opened: AIR Aerial Fitness, Alice Cooper’s Solid Rock Teen Center, America’s Best Contacts & Eyeglasses, Bacchus Wine Bar, BoSa Donuts, BPR Companies in GEN 1, Bubba’s 33, Busy Bee’s Learning Center, City Vet, Classic & Fancy Nails, Clean Your Dirty Face, Copper & Sage, Copper State Credit Union, Curry Bowls & More, Damico Integrated Wealth Management Inc., Dave’s Hot Chicken, Enclos, F45 @ GSQ, Faith Law Group, Farm Bureau Financial Services, Fred Astaire Dance Studio, Fyzical Therapy & Balance Center, Great American Title Agency, High Tide Seafood Bar & Grill, Horizon Eye Partners, Hello Sugar, Interwest Safety Supply, Kumon Math & Reading Center, Lotus Pho Vietnamese Kitchen, Moe’s Southwest Grill, Native Air, O’Reilly’s Auto Parts, OverEasy, Pride Family Care & Wellness Clinic, Reflexxion Auto Parts, Rosati’s Pizza, Shake Shack, Spaces in GEN 1, Slim Chickens, Spitz Mediterranean Street Food, SWAN Rehab, Synergy Homecare & Tumbleweed Club, Take 5 Oil Change, The Breakaway Bar & Grill, The Learning Experience, The Stillery, The Yard Milkshake Bar, Tuff Shed, Valley Craft, West Haven Collective, Winco, and 7-Eleven. Businesses expanding or opening second locations in Goodyear include Baskin-Robbins, Burlington, Chick-fil-A, Einstein Bros Bagels, Enroute Coffee & Tea, QuikTrip, Ulta Beauty, and Whataburger. Announcements in advanced manufacturing and logistics culminated in more than $149M capital investment, 2.4M sq ft of industrial development, and 940 jobs. New and expanding businesses include Amazon, Barnhart Crane + Rigging, GTI Fabrication, and Sub-Zero. Avila University announced the launch of Avila University Arizona (AUA) in Goodyear, with classes starting in Fall 2025. Their 15,700 sq ft campus at GEN 1 at GSQ will offer graduate programs in business and technology management, specializing in project management, healthcare administration, AI, business analytics, and data science. Announcements in healthcare and life sciences included the opening of Ironwood Cancer & Research Center’s new 28,000 sq ft facility; the groundbreaking of Banner Health Center at GSQ for a 62,475 sq ft, three-story building; City of Hope’s start on a 20,000 sq ft expansion of its Jump to TOC         surgical unit and 15,000 sq ft addition to its infusion clinic and bone marrow transplant unit; and the start of construction on Abrazo Health’s 27,000 sq ft rehabilitation hospital. Celebrated 10 years of supporting entrepreneurs and small business owners through the InnovationHub. The InnovationHub visits are up 10.7% than last year. The Business Basics held by the InnovationHub included a combined 138 entrepreneur interactions. The Start Up School course included a combined 162 entrepreneur interactions. The InnovationHub hosted the first Coffee & Connect event at Colados Coffee and Crepes. This free networking event provided an opportunity for Goodyear small business owners to connect with each other, city staff and elected officials. A total of 39 people attended. The InnovationHub hosted its first Youth Entrepreneur Event in partnership with the Agua Fria High School District, where over 20 students received guidance and feedback from six business mentors. The Shop Local Holiday Campaign spotlighted Goodyear’s small business community through engaging social media stories, generating over 25,000 impressions across the City’s platforms. Featured businesses included Arie Layne Boutique, Clean Your Dirty Face, Enhanced Beauty and Wellness, Lavendar Moon Store, Lily Joy, Osborn Jewelers, Prickly Pearadise Quilts, Petz Place, Redline Carts, RoadRunner Harley Davidson, Southwest Specialty Foods, Thompson’s Flowers, Trek, Tree of Oil, and Wornstar. The Goodyear Economic Development team produced a 68-page Business & Lifestyle Magazine, showcasing the city’s exceptional quality of life, strategic location, diverse events and amenities, robust educational resources, shopping and dining options, infrastructure, and community parks. The DevelopGoodyearaz.com website received over 233,000 hits, which was a 10.7% increase in hits from last year. Goodyear Economic Development social media platforms generated more than 1.4M organic impressions and 3.8M paid advertising impressions. Jump to TOC 123 Performance Measurements Focus Area Measure Description FY2023 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. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 24 7 19 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. FY2023 Actual 1,904 FY2024 Actual 2,093 FY2025 Estimate 2,000 FY2026 Target 1,500 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. FY2023 Actual $608M FY2024 Actual $540M Focus Area Measure Economic Vitality Office Jobs Created Description FY2023 Actual 115 124 FY2025 Target 1,500 FY2025 Target $250M FY2025 Estimate $848M FY2026 Target $250M Number of office jobs created from new or expanding companies. FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 163 150 112 150 Jump to TOC Engineering Department Overview The Engineering Department is responsible for managing the city’s Capital Improvement Program (CIP), real estate transactions, street transportation, and traffic operations; assisting existing and future residents and businesses in Goodyear. Engineering plays a vital role in shaping Goodyear’s infrastructure by overseeing most of the city’s CIP projects, managing real estate transactions, maintaining safe and efficient traffic operations, and supporting transit services. Through strategic planning and execution, the department enhances mobility, supports growth, and improves the overall quality of life for residents and visitors. Administrative Services Division The Administrative Services Division serves as the central hub for communication and coordination within the Engineering Department, providing leadership and administrative support. It oversees budget management, planning and research, and other essential functions that support department operations. The division coordinates activities across all divisions, aligning programs with the department’s mission while providing resources, information services, and staff support. It also manages the department’s budget, prepares reports, and plays a key role in strategic visioning, process improvement, change management, and professional development initiatives. As the link between the department, the City Council, and the community, the division provides customer service support, acts as the liaison between the City Manager’s Office and the Engineering divisions, and responds to inquiries from elected officials and the public while implementing City Council policies and strategic initiatives. Project Management Services Division The Project Management Services Division oversees the City’s Capital Improvement Program (CIP), overseeing the design and construction of major public infrastructure projects. Project managers collaborate with internal and external stakeholders to deliver high-quality projects that enhance the City’s built environment. The division manages the majority of citywide capital improvement projects with budgets exceeding $500,000, including high-profile projects such as:        Camelback Road Improvements Estrella Parkway Bridge Fire Stations Goodyear City Hall Police Operations Phase II Recreation Campus Surface Water Treatment Plant Real Estate Services Division The Real Estate Services Division manages the acquisition, disposition, and leasing of city-owned properties and rights-of-way, playing a critical role in supporting public infrastructure projects, private development and strategic city initiatives. By overseeing real estate transactions that align with the city’s long-term development goals, the division facilitates the growth of essential infrastructure while Jump to TOC 125 maintaining compliance with legal and regulatory requirements. Collaborating with internal departments and external partners, the team secures necessary properties that support future expansion and public projects. Transportation Services Division The Transportation Services Division is dedicated to maintaining safe, efficient, and well-managed roadways throughout Goodyear. The division consists of three specialized teams: Traffic Management Team Focused on improving mobility and roadway safety through proactive traffic solutions.  Signs & Markings – Maintains and installs traffic signs and pavement markings in compliance with federal, state, and local standards. Traffic Operations Team Responsible for optimizing traffic flow and maintaining city-owned traffic infrastructure.  Intelligent Transportation Systems (ITS) – Manages technology-driven traffic control solutions, including advanced signal timing and real-time traffic monitoring.  Streetlights – Maintains over 11,000 city-owned streetlights, ensuring well-lit and safe roadways.  Traffic Signals – Performs preventative maintenance and repairs on traffic signals to enhance safety for motorists, pedestrians, and emergency responders. Transit Team Facilitates public transportation services to enhance mobility for residents while ensuring compliance with Title VI of the Civil Rights Act and the Americans with Disabilities Act (ADA).  Express & Fixed-Route Bus Services – Supports transit through partnerships with Valley Metro, including the Goodyear Park & Ride, which serves Route 562 for commuters to downtown Phoenix. Additional fixed-route buses, such as Route 3 (Van Buren) and Route 17 (McDowell), provide east-west connectivity across the Phoenix metro area.  Paratransit Services – Provides accessible transportation options for ADA certified individuals, including RideChoice and Dial-a-Ride.  Microtransit Services – Operates an on-demand, shared-ride service within Goodyear, WeRIDE, offering flexible transportation options for residents within a dedicated 17-square mile zone in central Goodyear. Department Budget Overview FY2026 Ongoing General Fund budget: $3.3M Budget Highlights:  Citywide compensation and benefits increase.  See Schedule 9 for a full list of requested and recommended supplemental requests.  See “CIP by Department” report in the CIP Overview section for a full list of the department’s CIP projects. Other Funds include the HURF fund, which is restricted to transportation-related expenses such as road construction, maintenance, and traffic control. 126 Jump to TOC The Traffic Signals Asset Management Fund based on a ten-year plan to replace traffic signal components. The Arizona Lottery Fund supports the maintenance of the Goodyear Park and Ride facilities, with Engineering coordinating efforts in collaboration with the Public Works Facilities Division. The Park and Ride Marquee Fund supports public transit services. Expenditures by Fund and Division Jump to TOC 127 Authorized Positions FY2026 Goals & Objectives     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. FY2025 Accomplishments   Improved the scope/cost estimation of CIP projects. Identified legally acceptable, best practices for recording traffic cameras. Performance Measurements Focus Area Fiscal and Resource Management Measure Complete 311 requests for street lights within three business days Description FY2023 Actual 94% 128 It is important to respond to street light requests as it impacts quality of life and is also critical to maintain city infrastructure. FY2024 Actual 93% FY2025 Target 90% FY2025 Actual 98% FY2026 Target 90% Jump to TOC 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. 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 129 Jump to TOC 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. Neighborhood Services 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. The division also coordinates the activities of the Goodyear Youth Commission. Ballpark Operations The division is responsible for the business operations of Goodyear Ballpark and associated state-ofthe-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 FY2026 Ongoing General Fund budget: $24.3M Budget Highlights: 130 Jump to TOC      Citywide compensation and benefits increase. Base Budget Increases: o Part-time wages. o Water & wastewater charges. o Landscape maintenance. o Contractual expenses. Due to reorganization, the department now administers the Neighborhood Services division, which was transferred from the City Manager’s Office. See Schedule 9 for a full list of requested and recommended supplemental requests. See “CIP by Department” report in the CIP Overview section for a full list of the department’s CIP projects. Other funds include the Ballpark Operations fund, Ballpark Capital Replacement, Parks & Recreation Asset Management, and Prop 302. The FY2026 Ballpark Operations Fund budget is $17.6 million. Ballpark operations is funded through a transfer from the General Fund, team contributions, spring training revenues, event rentals, and other minor revenue sources. The Capital Replacement fund is funded similarly through a surcharge on ticket sales and pays for asset replacement included in team negotiations. In addition, Parks & Recreation has its own 10-year asset management plan replacement fund for parks, right-of-way, and rolling stock assets. The FY2026 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 FY2026 to be used for advertising per the proposition guidelines. Jump to TOC 131 Expenditures by Fund and Division General Fund FY2024 Actual Division Administration $ FY2025 Revised Budget FY2026 Base Budget 1,028,543 $ 1,463,600 $ 1,843,600 Art & Culture Administration 1,659,672 1,882,200 Operations 5,818,768 Right-of-Way 2,584,556 Right-of-Way - CFD Service FY2026 CIP $ FY2026 FY2026 Supplementals TOTAL Budget - $ 99,700 $ 1,943,300 1,857,200 - 25,000 1,882,200 6,194,800 6,421,800 - 5,400 6,427,200 2,831,900 4,442,100 - 114,400 4,556,500 525,100 525,100 525,100 - - 525,100 Recreation Operations 2,012,189 1,828,700 2,039,900 - 500 2,040,400 Recreation Operations- Aquatics 1,836,260 1,628,500 2,025,900 - - 2,025,900 Goodyear Rec Campus 2,637,147 2,391,700 2,662,900 - - 2,662,900 - 200,000 200,000 - - 200,000 1,242,858 1,478,900 1,478,900 - - 1,478,900 - 451,000 106,300 557,300 Goodyear Rec Campus- Aquatics Library Neighborhood Services - Total Ongoing General Fund $ 19,345,093 $ 20,425,400 $ 23,948,400 1-Time Set Aside - 4,546,300 1-Time- All Divisions 3,651,092 8,440,000 Total General Fund $ 22,996,185 $ $ 13,828,200 33,411,700 $ 37,776,600 - $ 17,914,100 351,300 $ 24,299,700 1,944,700 $ 17,914,100 $ 33,687,000 2,296,000 $ 57,986,700 Ballpark Fund FY2024 Actual Division Business Operations $ FY2025 Revised Budget FY2026 Base Budget 1,642,698 $ 1,710,300 $ 1,735,000 Maintenance Operations 4,583,901 5,792,500 5,939,100 Debt Service 9,993,810 10,001,800 15,000,200 Total Ballpark Ongoing $ 16,220,409 $ 1-Time- All Divisions 1,419,478 17,504,600 $ 22,674,300 2,796,600 Total Ballpark Fund $ 17,639,886 $ FY2026 CIP $ - $ - $ 714,400 20,301,200 $ 23,388,700 FY2026 FY2026 Supplementals TOTAL Budget $ - $ 287,600 $ 2,022,600 - 5,939,100 - 15,000,200 287,600 $ 22,961,900 3,618,600 250,000 4,583,000 3,618,600 $ 537,600 $ 27,544,900 Other Funds FY2024 Actual Fund Ballpark Capital Replacement $ FY2025 Revised Budget FY2026 Base Budget FY2026 CIP 1,746,264 $ 3,229,300 $ 1,926,300 Parks Asset Management 1,574,573 2,454,100 1,958,700 - - 1,958,700 Prop 302 Fund (Tourism) 288,592 300,000 252,500 - - 252,500 - 31,900 11,400 - - 11,400 288,053 2,566,700 76,200 6,808,400 - 6,884,600 Grants 1-Time- All Divisions Total Other Funds $ 3,897,482 $ Total Parks & Ballpark $ 44,533,553 $ 132 8,582,000 $ 4,225,100 62,294,900 $ 65,390,400 $ FY2026 FY2026 Supplementals TOTAL Budget $ - $ 490,000 $ 2,416,300 6,808,400 $ 490,000 $ 11,523,500 $ 28,341,100 $ 3,323,600 $ 97,055,100 Jump to TOC Authorized Positions Division FY2024 FY2025 FY2026 Administration 7.00 11.00 12.00 Art & Culture Administration 8.50 6.20 6.20 Operations 32.10 31.10 31.10 Right-of-Way 9.00 10.00 10.00 Recreation Operations 17.07 17.07 17.07 Rec Campus - Rec Operations 14.30 15.10 15.10 Aquatics 19.40 19.40 19.40 Neighborhood Services 0.00 1.00 2.00 Business Operations 14.40 13.33 14.33 Maintenance Operations 33.60 33.60 34.60 Total Full-Time 104.00 105.00 109.00 Total Part-Time (FTE) 51.37 52.80 52.80 Total Parks & Recreation 155.37 157.80 161.80 FY2026 Goals & Objectives               Implement and execute the city-wide/department plans: City Strategic Plan Parks and Recreation Strategic Operations Plan Parks and Recreation Master Plan Annual Public Art Plan Library Master Plan Continue design of the Bullard Wash Trail Extension from McDowell south to Goodyear Ballpark. Initiate design of Phase II of the Goodyear Recreation Campus. Ensure successful facilitation of the 2026 Spring Training Season. Implement Velocity by module in alignment with the 3-year citywide initiative. Complete renovation projects at Goodyear Community Park to include park lighting, tot lots, splash pad, dog park, ramada areas, and general site improvements. Complete and execute the FY2026 Asset Management Program to improve and renovate existing parks, facilities, rights of way, and Goodyear Ballpark. Continue developing the Department’s Safety Program and successfully achieve recertification with OSHA’s Volunteer Protection Program (VPP). Ensure continued implementation of the Heat Illness Prevention Program. Jump to TOC 133 FY2025 Accomplishments               Delivered projects as outlined in the FY2025 Capital Improvement Plan on time and on budget. Completed and executed the FY2025 Asset Management Program to improve and renovate existing parks, facilities, rights of way, and Goodyear Ballpark. Expanded the department's heat safety awareness program amongst staff by implementing division-specific excessive heat plans, including proper personal protective equipment, changes to schedules, and modification of work tasks. Utilized the Bond Initiative to begin design of the Bullard Wash Trail from McDowell south to Goodyear Ballpark. Evaluated the phasing of the Bullard Wash Trail south of McDowell. Explored opportunities to connect trail users from Rio Paseo Park to the north side of the Roosevelt Irrigation District Canal. Initiated design of Goodyear Community Park renovation projects that include park lighting, tot lots, splash pad, dog park, ramada areas, and general site improvements. Collaborated on the city’s sports and tourism strategy. Successful facilitation of the 2025 Spring Training Season, attracting 152,118 fans. Completed Loma Linda Pool enhancements that included a new splash pad and improved ADA access. This project also included upgraded decking, plaster, starting blocks, diving boards, pumps, sand filters, shade, and misters. Hosted 22 signature and community events with attracting more than 97,000 in attendance. The Georgia T. Lord Library facilitated 208,000 annual visitors. Goodyear Recreation Center continued record attendance and welcomed over 450,000 guests, which is a 30,000-guest increase over the previous year. Over 1,517,000 visits to Goodyear parks. Performance Measurements 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. FY2023 Actual 4.50 FY2024 Actual 4.50 FY2025 Target 4.50 FY2025 Estimate 4.50 FY2026 Target 4.50 Focus Area Economic Vitality Attract at least 60% of "out-of-town" attendees annually to capitalize on the economic Measure 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 Description Goodyear's economy by staying in hotels, dining and shopping. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 60% 60% 60% 60% 60% 134 Jump to TOC 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, the Description goal is to achieve a 90% score. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 95% 90% 90% 89% 90% Focus Area Safe and Vibrant Community Measure Recreation programs will earn a minimum of 90% excellent or above average ratings from program participants 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 Actual FY2025 Target FY2025 Estimate FY2026 Target 94% 93% 90% 92% 90% Description/ Explanation Safe and Vibrant Community Park maintenance audit scores will average 90% or above Parks Division maintains 252 acres in 20 parks. Each park is audited quarterly to evaluate Description overall conditions (turf, vegetation, sports fields, lighting, paths, playgrounds, etc.). FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 89% 88% 90% 88% 90% Focus Area Measure Focus Area Measure 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. Description Participants are surveyed at the conclusion of each program to determine effectiveness, success and overall program quality. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 96% 93% 96% 96% 96% Focus Area Measure 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 Description/ resources for all ages and abilities. Through this effort, the library serves as a primary hub Explanation for the community. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 180,000 192,000 195,000 198,000 200,000 Jump to TOC 135 Focus Area Measure 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, Description knowledgeable, and responsive and facilities are well maintained. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 92% 93% 96% 95% 96% Focus Area Safe and Vibrant Community Ensure the physical collection in the Goodyear Library has a minimum annual turnover Measure rate of 6. Turnover rate measures the activity of the library's collection, indicating the average Description number of times each unit is circulated. FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target 6.61 5% 6.00 5% 5% 136 Jump to TOC Public Works Department Overview The Public Works Department provides essential trash/bulk/recycling collection and streets 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. This division 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). This division is also responsible for in-house parts inventory management, as well as 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. Jump to TOC 137 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 FY2026 Ongoing General Fund budget: $6.4M Budget Highlights:     Citywide compensation and benefits increase Base Budget Increases: o GSQ Parking Garage Maintenance o Electricity increases for Fleet and Facilities o Fleet Vehicle Repairs See Schedule 9 for a full list of requested and recommended supplemental requests See “CIP by Department” report in the CIP Overview section for a full list of the department’s CIP projects Other Funds include the HURF fund, which is restricted to transportation-related expenses such as streets maintenance and pavement management. The Solid Waste Enterprise Fund is dedicated to solid waste management operations, ensuring rate revenues are used exclusively for collection, disposal, and related services, in accordance with regulatory requirements. Fleet Asset Management funds are designated for vehicle replacement. Facilities Asset Management funds ensure proper upkeep, repairs, and improvements of City-owned buildings. Expenditures by Fund and Division 138 Jump to TOC Jump to TOC 139 Authorized Positions FY2026 Goals & Objectives    Complete Public Works Department’s FY2026 Strategic Plan Action Item Goal: Present recommendations to the Council on the proposed expansion of the Municipal Operations Complex. Implement the infra-red camera monitoring program for early warning of fires in solid waste trucks caused due to residents discarding lithium-ion batteries; and expand the public education program. Support the City’s Citizens Water Advisory Committee in the rate study for Solid Waste Enterprise Fund, to assure the financial viability of this important self-supported program. FY2025 Accomplishments      140 Completed Public Works Department’s FY2025 Strategic Plan Action Item Goal: plan and implement the relocation of staff from the Calle del Pueblo Complex. Established a new Pavement Cut Code Ordinance for the protection of our highly valuable and critical assets: our streets. For the fifth consecutive year, our Fleet Division was recognized as one of the Top 50 Leading Fleets out of America’s ~38,000 government fleet programs. Started using drones and infrared cameras for building inspections to improve efficiency and safety. Created effective action plans to increase employee engagement, as measured by the annual City employee Q12 Gallup Survey. Jump to TOC Performance Measurements Jump to TOC 141 Focus Area Safe & Vibrant Community Measure Bulk Trash Timeliness Description Percent of bulk trash collection completed as schedule FY2023 Actual FY2024 Actual FY2025 Target FY2025 Estimate FY2026 Target NEW NEW 100% 100% 100% 142 Jump to TOC 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. Department Budget Overview FY2026 Ongoing Water Fund budget: $46.8M Jump to TOC 143 Budget Highlights:  Citywide compensation and benefits increase  Base Budget Increases: o CAP Delivery Charges and SRP Wheeling Fees o Surface Water Treatment Plant Operating Costs o Electricity rate increase  See Schedule 9 for a full list of requested and recommended supplemental requests FY2026 Ongoing Wastewater Fund budget: $27.1M Budget Highlights:  Citywide compensation and benefits increase  Base Budget Increases: o Contractual Asphalt Repairs o Chemicals cost increase o Electricity rate increase  See Schedule 9 for a full list of requested and recommended supplemental requests See “CIP by Department” report in the CIP Overview section for a full list of the department’s CIP projects. Other Funds include the General Fund, which supports the Stormwater Division. Enterprise Revenue Bonds and Development Impact Fee (DIF) Funds provide funding for growthrelated water and wastewater infrastructure projects. Water and Wastewater Asset Management Funds are used to replace major assets for water and wastewater systems, ensuring reliable service and long-term sustainability. 144 Jump to TOC Expenditures by Fund and Division Jump to TOC 145 Authorized Positions FY2026 Goals & Objectives      Implement the Employee Retention Program. Complete Enabling Ordinance(s) to implement the Water Resource Allocation Policy. Assist Finance with the development of a Rate/Fee Plan and its Adoption. Complete Comp and Class Study for operations staff. Complete Department Strategic Plan. 146 Jump to TOC FY2025 Accomplishments       Completed the update to the Integrated Water Master Plan. Completed the Water Resource Allocation Policy. Brine Management Project on track for Phase 1 to be completed by December 2025, Phase 2 by June 2026. Completed the rerate of the Goodyear (157th Avenue) Water Reclamation Facility and began long lead purchases for the 2.0 million gallon per day expansion. Completed the design of the 1.25 million gallon per day expansion of Rainbow Valley Water Reclamation Facility. Developed a Employee Retention Program to reward staff that obtain Arizona Department of Environmental Quality certifications beyond what is required for their position. Performance Measurements Focus Area Measure Safe and Vibrant Community Water System Production Redundancy This measure calculates the maximum ratio between demand and production. Redundancy Description in water production allows for reliability of service during peaks, equipment failure, and absorption of growth. Lower ratios indicate higher redundancy. FY2023 Actual 64% Focus Area Measure FY2024 Actual 62% FY2025 Target 60% FY2025 Estimate 70% FY2026 Target 72% Safe and Vibrant Community Wastewater Treatment Capacity This measure tracks that each individual Water Reclamation Facility maintains a level of Description 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 Actual FY2025 Target FY2025 Estimate FY2026 Target Goodyear - 19% Goodyear - 10.8% Goodyear - 15% Goodyear - 26.6 % Goodyear - 25% Corgett - 41% Corgett - 39% Corgett - 36% Corgett - 38% Corgett - 36% Rainbow Valley - 29% Rainbow Valley - 24.3% Rainbow Valley - 20% Rainbow Valley - 24% Rainbow Valley - 20% Focus Area Measure Safe and Vibrant Community Utility Infrastructure Improvements This measures the completion of projects identified as part of a capital plan to maintain Description safety and reliability in water treatment and delivery and wastewater collections and FY2023 Actual 57% treatment. FY2024 Actual 33% FY2025 Target 57% FY2025 Estimate 42% FY2026 Target 57% Jump to TOC 147 Non-Departmental Department 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-Departmental Debt This includes all city-wide and community facilities district (CFD) related debt. Non-Departmental 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. 148 Jump to TOC Department Budget Overview All Funds FY2024 Actuals Item Contingency & Reserves Budget Authority Debt Non-Dept Expenditures Policy Reserve $ Total Non-Department $ FY2025 Revised Budget - $ 70,803,100 22,853,200 50,904,524 55,999,000 7,227,359 8,899,400 38,342,300 FY2026 TOTAL Budget $ 36,450,500 15,000,000 72,494,400 10,266,500 44,403,300 58,131,883 $ 178,614,700 $ 196,897,000 Jump to TOC 149 Debt Service Overview 150 Jump to TOC 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 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 city’s 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 FY2026 CIP includes $243.0 million in bond funding to pay for various projects. This amounts to 20% of the total planned expenditures and 41% of the total fiscal year capital improvement plan. The table below shows the FY2026 bond funded capital improvement projects. For further detail about each project see the CIP section in this book. Jump to TOC 151 BOND FUNDED CAPITAL IMPROVEMENT PROJECTS Project Title FY2026 Budget 61014 - Goodyear Water Reclamation Facility: Expansion & Improvement $ % of Bond Funded Projects 83,206,000 34.2% 42026 - Estrella Pkwy: Vineyard Rd to MC85 (Estrella Bridge) 35,764,400 14.7% 42046 - Cotton Ln: Estrella Pkwy to Cotton Ln Bridge 15,196,900 6.3% 61015 - Brine Disposal: PVNPGS Improvement 14,527,900 6.0% 60077 - Rainbow Valley Water Reclamation Facility: Expansion 12,475,500 5.1% 60034 - Brine Disposal: Pipeline 12,549,600 5.2% 42089 - Indian School Road: Perryville Rd to Citrus Rd 11,173,400 4.6% 42058 - McDowell Road: Litchfield Rd to Dysart Rd 10,451,000 4.3% 60110 - Rainbow Valley Water Reclamation Facility: Operational Improvements 8,110,500 3.3% 42038 - Camelback Road - SR303 to 152nd Avenue 7,495,000 3.1% 60101 - Site 21: Improvements & Expanded Capacity 6,399,000 2.6% 30015 - Municipal Operations Complex-Fire Resource Management Building: New Facility 6,246,500 2.6% 42052 - Bullard Ave: Celebrate Life Way to Roosevelt St 5,336,500 2.2% 50059 - Bullard Wash - Ballpark to McDowell Rd: Improvements 4,711,500 1.9% 42093 - Estrella Pkwy & Yuma Rd: - Inside the Goodyear Blvd Loop: Road Improvements 3,113,000 1.3% 30010 - Fire Station 182: Remodel 2,977,400 1.2% 61019 - Salt River Project Lateral Channel: Upgrades 2,000,000 0.8% 42094 - Yuma Rd: Cotton Ln to Canyon Trails Blvd 1,312,000 0.5% Total $ 243,046,100 100.0% Total Outstanding Debt The total outstanding debt service requirements by bond type for the city as of July 1, 2025, is $617,651,752. TOTAL DEBT SERVICE REQUIREMENTS OUTSTANDING Total Debt Remaining Maturity Bond Type Principal Dates Interest Service Requirements to Maturity General Obligation (G.O.) Bonds 07/01/2025-07/15/2043 Excise Tax and Public Improvement Corporation (PIC) Bonds 180,776,000 $ 48,052,323 $ 228,828,323 07/01/2025-01/01/2031 62,135,000 9,467,325 71,602,325 McDowell Improvement District Bonds 01/01/2026-01/01/2031 13,120,000 1,427,025 14,547,025 Water and Sewer Revenue Bonds 07/01/2025-07/01/2049 191,955,863 110,718,216 302,674,079 447,986,863 $ 169,664,889 $ 617,651,752 Total 152 $ $ Jump to TOC 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 FY2026, the city plans to spend $72.5 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 Fund Year Secondary Property Tax 2041 Ballpark Debt Service 2032 McDowell Improvement District Remaining Principal Remaining Interest 30,004,614 $ 130,536,348 62,135,000 9,467,325 71,602,325 2031 13,120,000 1,427,025 14,547,025 Water 2049 177,220,767 94,217,836 271,438,603 Wastewater 2049 45,728,363 21,984,345 67,712,709 Community Facilities Districts 2044 49,251,000 12,563,742 61,814,742 169,664,889 $ 617,651,752 Total $ $ 100,531,733 447,986,863 $ Total $ Jump to TOC 153 Debt Service by Type 154 Jump to TOC 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 Constitutional Debt Capacity Water, Sewer, Lighting, Parks, Public Bonds 6% Safety, Open Space, Streets, Transportation and Parks 20% Debt Limit of Assessed Valuation $ 182,918,158 $ 609,727,192 Outstanding Debt (36,700,000) (103,100,000) 146,218,158 $ 506,627,192 Allowable Borrowing Capacity $ Jump to TOC 155 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, 2025, for G.O. Bonds is $228,828,322 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 43,979,062 19.22% 2041 14,257,719 6.23% Transportation 2041 3,281,963 1.43% Parks and Recreation 2038 33,241,505 14.53% Fire Facilities 2041 17,175,488 7.51% Ballpark 2026 1,459,402 0.64% Public Safety 2041 10,356,466 4.53% Public Buildings 2040 43,261,975 18.91% CFD Districts 2043 61,814,742 27.01% 228,828,322 100.0% 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, 2025, for W&S Revenue Bonds is $302,674,079. 156 Jump to TOC WATER & SEWER REVENUE BONDS PLANNED DEBT SERVICE PAYMENTS Fiscal Year Principal Interest 5,847,619 $ 3,711,437 $ 9,559,056 2027 4,703,772 7,746,896 12,450,668 2028 5,010,047 7,536,856 12,546,904 2029 3,296,448 7,312,054 10,608,502 2030 3,427,977 7,172,379 10,600,356 2031 3,410,000 7,026,787 10,436,787 2032 5,360,000 6,875,220 12,235,220 2033 5,890,000 6,622,255 12,512,255 2034 6,415,000 6,363,550 12,778,550 2035 6,975,000 6,087,850 13,062,850 2036 7,265,000 5,785,862 13,050,862 2037 7,570,000 5,471,032 13,041,032 2038 7,875,000 5,144,616 13,019,616 2039 9,920,000 4,804,848 14,724,848 2040 10,345,000 4,380,129 14,725,129 2041 10,795,000 3,930,634 14,725,634 2042 11,265,000 3,461,261 14,726,261 2043 11,760,000 2,966,088 14,726,088 2044 12,285,000 2,443,788 14,728,788 2045 12,830,000 1,897,788 14,727,788 2046 7,365,000 1,327,138 8,692,138 2047 7,660,000 1,032,538 8,692,538 2048 7,900,000 790,988 8,690,988 2049 8,150,000 541,738 8,691,738 2050 8,635,000 284,488 8,919,488 Total $ 191,955,863 $ 110,718,216 2026 $ Total Debt Payment $ 302,674,079 Jump to TOC 157 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. The WIFA Bond was issued to finance solid waste system improvements. The total outstanding debt as of July 1, 2025, for WIFA Bonds is $1,682,174. The following table shows the planned payments through maturity of the loan. WIFA REVENUE BONDS PLANNED DEBT SERVICE PAYMENTS Fiscal Year 2026 Principal $ Total Debt Interest Payment 336,560 307,619 $ 28,941 $ 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 Total $ 1,600,863 $ 81,311 $ 1,682,174 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. 158 Jump to TOC 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 lease-purchase 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 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. EXCISE TAX AND PIC PLANNED DEBT SERVICE PAYMENTS Fiscal Year Total Debt Principal Interest 7,755,000 1,119,874 $ 8,874,874 2027 7,935,000 2,057,532 9,992,532 2028 8,140,000 1,854,269 9,994,269 2029 7,525,000 1,626,850 9,151,850 2030 7,900,000 1,250,600 9,150,600 2031 8,295,000 855,600 9,150,600 2032 8,625,000 523,800 9,148,800 2033 5,960,000 178,800 6,138,800 2026 $ Total $ 62,135,000 $ 9,467,325 Payment $ 71,602,325 Jump to TOC 159 The total outstanding debt as of July 1, 2025, for Excise Tax and PIC Bonds is $71,602,325. 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. The total outstanding debt as of July 1, 2025, for the McDowell Road Commercial Corridor Improvement District (MRCCID) Bonds is $14,547,025. Assessments may be paid in full by property owners during the year without penalty. IMPROVEMENT DISTRICT BOND PLANNED DEBT SERVICE PAYMENTS Fiscal Year Principal 2026 $ Interest Total Debt Payment 2,405,000 441,410 $ 2,846,410 2027 2,490,000 365,653 2,855,653 2028 2,500,000 284,728 2,784,728 2029 2,560,000 200,978 2,760,978 2030 2,565,000 112,658 2,677,658 2031 600,000 21,600 621,600 Total $ 13,120,000 $ 1,427,025 $ 14,547,025 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) Water & Sewer Revenue (W&S) Improvement District (ID) 160 Moody’s Aa1 Standard & Poor’s AA+ Aa1 AA+ Aa3 (Senior Lien) Aa3 (Subordinate Lien) Aa2 AA (Senior Lien) AA (Subordinate Lien) A+ Jump to TOC Capital Improvement Program Jump to TOC 161 Capital Improvement Program (CIP) The city of Goodyear’s Five-Year 2026-2030 CIP plan totals $998.1 million and includes one-time projects of $500,000 or greater excluding vehicles, reimbursements, and asset management. In addition, any replacements that do not qualify for asset management or major maintenance projects must extend the life of capital assets by at least five years to qualify. Projects are categorized by programs that include Transportation, Public Safety, Parks/Ballpark, Enterprise, 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. The Five-Year Capital Improvement Plan (CIP) serves as a strategic roadmap for advancing City priorities, aligning capital investments with the City of Goodyear’s Strategic Plan. Each year, the CIP is updated to reflect refined project scopes, timelines, costs, and funding sources—both for existing and proposed projects. The goal is to develop a fully deliverable plan based on available resources, with consideration given to future operating costs and long-term sustainability. Future projects in years six through ten, while not part of our adopted five-year plan, are listed in various reports throughout this book when identifiable and typically emerge as a result of updated master plans within the city and/or from new Infrastructure Improvement Plan (IIP) adoption. We often refer to these projects in years six through ten as “planned”. Planned projects are not held to the same standards as projects in the five-year plan due to either the lack of current available resources to deliver the project and/or the anticipated timing of the project falling outside the five-year adopted plan window. Each year, current resources are re-evaluated as part of the budget process and projects re-prioritized taking into account all quantitative and qualitative factors. There’s no guarantee that planned projects will make it into next year’s five-year plan nor is there a guarantee a project in this year’s five-year plan will remain in the five-year plan next fiscal year. Projects that are either fully or partially funded have a much higher probability of retaining their funding and thus staying in the five-year plan window. 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. 162 Jump to TOC Capital Improvement Program Development Cycle Departments Prepare Preliminary Project Requests Departments Submit Project Costing Sheets, Timelines, Operating Costs (Ongoing) (Ongoing) City Management Review and Approval (February - March) Technical Review by the CIP team (August - December) Technical Review by Finance (January) Adopt Plan and Fund the Present to Council (April) First-Year as part of the Annual Budget (May) Staff continuously works to maintain a dynamic and responsive Capital Improvement Plan (CIP). Project requests are submitted using a standardized format that captures key details, including project scope, phased cost estimates, justification, anticipated ongoing operating impacts, and alignment with the City of Goodyear’s Strategic Plan focus areas. This comprehensive information supports a thorough evaluation of each request. Projects that cannot be accommodated within the current five-year funding framework are documented for consideration in future planning cycles. The first year of the FY2026-2030 plan is adopted by City Council as part of the FY2026 Budget. The adopted FY2026 CIP budget is $597.4 million, which includes $219.4 million carried over from FY2025. Jump to TOC 163 CIP by Category CIP by Funding Source 164 Jump to TOC General Fund & Special Revenue The General Fund supports a variety of capital projects using unrestricted cash resources. These funds are primarily generated from local sales taxes, state-shared revenues, development-related fees, and property taxes. In accordance with the City's financial policies, any unallocated fund balance from prior fiscal years must be used for one-time expenditures—capital projects being a qualified use. Special Revenue-funded CIP projects are generally supported through General Fund subsidies and are tied to specific City programs such as the Highway User Revenue Fund (HURF), the Ballpark, and the Ambulance program. Development Impact Fees (DIFs) 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 in two categories: Non-Utility Development Impact Fees; Police, Fire, and Parks, and Utility Development Impact Fees; Water and Wastewater. As part of our newly adopted IIP effective April 2024, we will no longer be charging a streets impact fee. These project related costs are shown as “Other Capital” in the chart above. Enterprise Enterprise funded projects use cash generated from the billing of customers per our adopted rate plan. Enterprise funds by definition should be self-sustaining within the adopted rate plan which identifies the required funding to maintain and sustain our public utility services. 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. Water and Wastewater Revenue Bonds Revenue bonds may be issued to support major capital improvements. Unlike general obligation bonds, they are not backed by the City’s taxing authority; instead, they are secured by specific revenues dedicated to the operations they fund. For example, bond proceeds used for large water and wastewater utility projects are repaid through utility rate revenues. 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 Jump to TOC 165 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 2035 General Plan The General Plan is the community's vision for the growth and development in Goodyear. The city is required by Arizona Revised Statues to update the General Plan at least once every ten years. It was created by the community and approved by the voters of Goodyear in May 2024. 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: 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. Facility Master Plan Employing a 15-year planning horizon, the citywide Facilities Master Plan was accepted by City Council in 2023 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. 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. This plan was updated with significant community input in FY2023 and was adopted in FY2024 by Council. 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. Extensive public outreach was undertaken as part of this plan creation and included stakeholder meetings, surveys, site evaluations, benchmarks to like communities and meetings with the Parks and Recreation Advisory Commission and the General Plan Committee. 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 166 Jump to TOC 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 long-term needs of the city are met through responsible planning and prioritization of transportation projects. Infrastructure Improvement Plan (IIP) The Infrastructure Improvement Plan (IIP) identifies the 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. 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 2024 IWMP was adopted by Council in April of 2025. The city’s IWMP is essential to continue to meet or exceed industry standards for water and sewer services, while planning and expanding the Water Services Department’s systems for anticipated growth. The IWMP is a dynamic master planning process for municipal water and wastewater services that accounts for the current population, while also predicting future economic development, residential growth, and redevelopment activities. Additionally, the city’s planning processes must also account for water resource availability, drought management, and new water quality regulations. The updated 2024 IWMP effort also utilized the city’s recently adopted Goodyear General Plan 2035 in coordination with some of the City’s larger developers in order to identify the needs to support anticipated growth for the next ten years. Enterprise Rate Plans In January 2021, City Council approved a new five-year Water, Wastewater, & Solid Waste rate plan to support the improvement of the utility infrastructure throughout the city. The new rate schedule was effective February 24, 2021 and will serve our needs through CY2025. The process is already underway for a new rate plan to go into effect in CY2026. 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. Jump to TOC 167 On-Going Operating Impacts The City’s Capital Improvement Plan (CIP) has a direct and ongoing impact on the operating budget. Once a capital project is completed, associated operational and maintenance costs must be incorporated into departmental budgets. Additionally, if bonds were issued to finance the project, annual debt service payments are required. While the CIP is developed as a separate document from the operating budget, the two are closely interconnected. Unlike operating budget appropriations, which lapse at the end of the fiscal year, capital appropriations are reauthorized annually through a carryover process until the project reaches completion. In the year a new facility or infrastructure becomes operational, its associated operating costs are evaluated and included in the operating budget through the supplemental request 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 as 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. 168 Jump to TOC 169 41006 42104 60-24-404 60125 60124 50065 50066 60119 60123 60-23-270 61-25-468 60034 61015 61-26-497 60075 60103 61016 61018 60093 61006 60062 61-20-001 61-26-477 60109 61014 61-26-480 61-23-245 60-26-483 61-24-353 61013 61-23-223 60110 60077 61019 61-24-356 61-24-357 61-21-117 61-23-234 61004 61-21-001 60101 61-25-460 60-21-067 60-24-358 61-25-458 61-24-359 Jump to TOC Enterprise Bartlett Dam Water Purchase Brine Disposal: Pipeline Brine Disposal: PVNPGS Improvement Bullard Water Campus: Water Feed Retrofit Bullard Water Campus: Filter Replacement Corgett WRF: Clarifier Rehabilitation Wells Fargo Lift Station: Sewer Line & Lift Station Upgrade Corgett WRF: North Digester Replacement Goodyear WRF: Blower 3 Replaceme Goodyear WRF: Blower 4 Replacement Del Camino Lift Station: Force Main and Sewer Relocation EMR Parcel 51: Water Main Replacement EMR Parcel 74: Water Main Replacement Goodyear WRF: Capacity Improvements Goodyear WRF: Expansion & Improvement Historic Goodyear: Sewer Replacements Lum Lift Station: Force Main Addition Municipal Operations Complex Solid Waste Building: New Facility North Service Area: Pressure Zone Split Perryville Grinder Station: Expansion Rainbow Valley Lift Station: Force Main Addition Rainbow Valley WRF: Operational Improvement Rainbow Valley WRF: Expansion Salt River Project Lateral Channel: Upgrades Site 10: Booster Station Tank Rehabilitation Site 11: Booster Station Replacement Site 11: Reservoir Rehabilitation Site 13 & 23: Chlorination Upgrades Site 13: Motor Control Center Replacement Site 18: Reservoir Rehabilitation Site 21: Improvements & Expanded Capacity Well 11: Redrill Well 12: Redrill Well 18B: Redrill Well 25: Rehabilitation Wells Fargo Lift Station: Generator Replacement Subtotal: Enterprise General Government Ballpark-Liner Spaces: Remodel Civic Square-Cul De Sac to Monte Vista Rd GMC Building B: HVAC Replacement GMC Building D: HVAC Replacement GMC Building E: Remodel GSQ: Overflow Parking Lot GSQ: Safety Bollards Municipal Operations Complex: Site Improvement Municipal Operations Complex: Field Staff Facility PW Admin Building: Generator Replacement PROJECT NAME PROJECT NUMBER 1,203,400 382,000 665,000 4,020,700 620,000 796,000 1,630,400 2,500,000 - 2,770,000 1,146,000 20,052,000 $ 244,740,500 $ 5,551,000 3,180,000 1,675,000 146,000 2,000,000 500,000 7,000,000 - FY2027 12,549,600 14,527,900 489,100 3,031,800 592,500 530,000 589,400 611,000 1,062,000 1,150,300 137,176,100 2,480,700 8,110,500 52,288,700 2,000,000 776,900 6,774,000 - FY2026 714,000 - $ 17,048,600 554,200 997,000 347,400 2,000,000 2,000,000 3,000,000 3,000,000 2,500,000 2,000,000 650,000 FY2028 $ 881,000 4,990,000 6,031,000 2,048,500 2,000,000 2,500,000 898,300 - FY2029 - 19,348,800 FY2026-FY2030 CIP SUMMARY BY PROJECT CITY OF GOODYEAR - $ 31,443,000 17,200,000 1,750,000 656,000 5,616,000 6,221,000 - FY2030 1,203,400 3,152,000 714,000 665,000 4,020,700 620,000 796,000 1,630,400 2,500,000 1,146,000 $ 332,632,900 17,200,000 12,549,600 14,527,900 1,750,000 489,100 3,031,800 6,143,500 530,000 589,400 611,000 1,062,000 3,180,000 656,000 1,150,300 138,851,100 6,643,000 5,544,200 7,028,000 2,480,700 2,395,900 8,110,500 52,288,700 8,000,000 2,000,000 3,000,000 3,000,000 500,000 776,900 7,000,000 6,774,000 2,500,000 2,500,000 2,000,000 7,119,300 650,000 FIVE YEAR TOTAL $ 19,605,000 49,463,000 - 34,571,000 6,270,000 28,301,000 - Planned CIP Year's 6-10 170 Regional Public Safety Training Center: New Facility Real-time Intelligence & Tactical Center: Phase 1 Subtotal: Public Safety Jump to TOC 2,089,300 35-25-464 35-25-450 30-25-470 35012 32,222,800 6,246,500 30015 $ 8,009,000 9,994,900 652,200 3,638,900 1,592,000 26,925,100 30010 30016 30014 30017 35011 $ 4,711,500 9,881,000 5,380,000 1,255,100 204,600 705,000 - 50059 50-25-461 50-25-463 50-26-486 50-26-485 50058 50063 50-26-487 50050 50060 50-26-492 50061 50-26-493 50-24-382 50-24-383 50-24-384 Bullard Wash-Ballpark to McDowell Rd: Improvements Estrella Pkwy & Elliot Rd: ROW Landscaping Estrella Pkwy-MC85 to I-10: ROW Landscaping Foothills Park: Lighting Conversion Phase 2 Foothills Park: Lighting Conversion Goodyear Community Park: Improvement Goodyear Recreation Campus: Expansion Phase 2 GSQ: Art Trail Loma Linda Site Improvements MLB Ballpark Field Lighting Conversion Portales Park: Improvements RID Canal: PebbleCreek Pkwy to Litchfield Rd: ROW Landscaping Wildflower Park: Improvements Right of Way - Virgina/Sarival Ave - PebbleCreek to McDowell Road Wildflower Ranch Community: ROW Landscaping Phase 1 Wildflower Ranch Community: ROW Landscaping Phase 2 Subtotal: Parks Public Safety Fire Station 182: Remodel Fire Station 184: Remodel Fire Station 187: Remodel Fire Station 189: New Facility GMC-Telecommunications Center: Remodel Municipal Operations Complex-Fire Resource Management Building: New Facility Police Radios: Replacement Police Substation at Firestation188: New Facility - 19,700,700 Bullard Wash: Camelback Rd to Indian School Rd:Lighting Conversion 50-24-419 $ 1,422,400 1,253,800 5,207,000 - 2,028,000 1,373,900 1,386,000 - 40007 42086 42087 22-26-495 FY2026 $ $ $ - 53,952,500 - 28,222,000 4,205,000 21,525,500 - 38,165,900 27,560,900 910,000 3,465,000 693,000 463,000 - 64,000 1,860,000 525,000 2,625,000 3,916,000 FY2027 1,063,000 10,476,500 4,579,000 3,338,000 1,012,000 887,000 574,000 1,860,000 995,000 525,000 - 714,000 - $ 5,796,000 4,100,000 1,696,000 - - - $ 25,309,500 $ FY2028 $ $ $ - - - - 47,300,000 - FY2029 16,106,000 16,106,000 - - - 47,300,000 FY2026-FY2030 CIP SUMMARY BY PROJECT 50064 50-24-407 50048 50062 50-26-491 50-26-490 50-24-427 Permitting System: Implementation Intelligent Transportation System Integration Traffic Management Center: Remodel Workforce Management Software: Implementation Subtotal: General Government Parks & Ballpark Ballpark: Irrigation Replacement Ballpark: Tankless Water Heater Conversion Ballpark: Seating Improvement Ballpark-Field 1: Lighting Conversion Ballpark-Field 5: Turf Replacement Ballpark-Field 6: Turf Replacement Ballpark-Fields 3-6: Lighting Conversion PROJECT NAME PROJECT NUMBER CITY OF GOODYEAR $ $ $ FY2030 - - - - - - - - - - 32,272,400 910,000 1,063,000 9,881,000 66,621,500 1,255,100 204,600 5,272,000 705,000 3,801,000 1,012,000 887,000 638,000 5,748,000 995,000 1,373,900 1,386,000 525,000 525,000 2,625,000 24,330,700 $ 108,077,300 4,100,000 17,802,000 2,089,300 34,468,500 8,009,000 9,994,900 4,857,200 25,164,400 1,592,000 $ 137,700,500 $ 1,422,400 1,253,800 5,207,000 - FIVE YEAR TOTAL $ $ $ 25,000,000 25,000,000 - - - 67,881,000 64,101,000 1,780,000 2,000,000 - - - 70,168,000 1,100,000 Planned CIP Year's 6-10 171 $ 61,302,600 $ 177,389,000 3,113,000 4,483,300 111,412,100 7,652,700 901,600 11,173,400 609,800 262,000 445,000 19,994,100 1,241,500 23,094,600 2,750,000 7,631,700 1,292,200 1,312,000 - 42093 42069 42026 42027 42079 42-23-306 42-25-467 42089 42090 42-23-308 42102 42103 42058 42091 42048 42092 42037 42061 42094 42-23-315 Estrella Pkwy-Vineyard Rd to Cotton Ln: Median/Lighting Improvement Litchfield Rd-MC 85 to Van Buren St: Lighting/Sidewalk Improvement $ 273,782,600 Total All Projects $ 597,371,700 Future Camelback Road Project Indian School Rd: Perryville Rd to Citrus Rd Litchfield Rd & MC 85: Intersection Improvement Lower Buckeye Rd & Wood Blvd: Intersection Improvement McDowell Rd & 159th Ave: Intersection Improvement McDowell Rd: Litchfield Rd to Dysart Rd McDowell Rd-Bullard Wash to 146th Ave: Sidewalk Improvement Sarival Rd: Yuma Rd to Elwood St SR303-SR30 to Van Buren: IGA City Portion Yuma Rd: Canyon Trails Blvd to Sarival Rd VanBuren St & 152nd Ave: Intersection Improvement Yuma Rd: Cotton Ln to Canyon Trails Blvd Yuma Rd: Goodyear Blvd to Litchfield Rd Subtotal: Transportation Jump to TOC 1,815,000 1,940,000 4,923,000 - 167,000 6,596,600 1,054,000 734,600 34,705,100 261,000 570,000 1,975,700 20,912,200 1,205,000 2,084,400 1,657,900 1,155,200 1,318,000 265,000 42096 42052 42097 42013 42038 42098 42099 42080 42046 42084 42088 42082 42077 42100 42101 590,000 32,535,000 3,043,000 - - 226,000 1,666,000 1,851,000 3,580,000 3,635,000 1,350,000 272,000 3,040,600 836,000 534,000 42095 - 1,217,900 FY2027 42078 FY2026 - - $ 39,576,000 $ 88,444,100 - 180,000 - - - 27,795,000 1,350,000 10,251,000 - FY2028 - - - - - - - 10,116,000 1,941,000 6,615,000 FY2029 $ 18,672,000 $ 101,426,800 FY2026-FY2030 CIP SUMMARY BY PROJECT Transportation Bullard Ave & Yuma Rd: Intersection Improvement Ballpark Village Blvd-157th Ave to Estrella Pkwy: Sidewalk Improvement Bullard Ave & Lower Buckeye Rd: Intersection Improvement Bullard Ave: Celebrate Life Way to Roosevelt St Bullard Ave-South of Van Buren St: Median Improvement Camelback Rd & Perryville Rd: Intersection Improvement Camelback Road - SR303 to 152nd Avenue Citrus Rd & Lower Buckeye Rd: Intersection Improvement Citrus Rd & Yuma Rd: Intersection Improvement Cotton Ln & Camelback Rd: Intersection Improvement Cotton Ln: Estrella Pkwy to Cotton Ln Bridge Cotton Ln: Union Pacific Railroad to Elwood St Dilemma Zone Advance Detection & ITS Upgrades Elliot Rd & San Gabriel Dr: Intersection Improvement Estrella Pkwy & Ballpark Village Blvd: Intersection Improvement Estrella Pkwy & MC 85: Intersection Improvement Estrella Pkwy & Spring Dr: Intersection Improvement Estrella Pkwy & Yuma Rd-Inside the Goodyear Blvd Loop: Road Improvements Estrella Pkwy: Hadley St to Goodyear Blvd North Estrella Pkwy: Vineyard Rd to MC85 (Estrella Bridge) Estrella Pkwy/PebbleCreek Rd & I-10: Intersection Improvement Estrella Pkwy & Calistoga Dr: Intersection Improvement PROJECT NAME PROJECT NUMBER CITY OF GOODYEAR - - - - - $ 2,067,000 $ 33,510,000 707,000 - - 1,360,000 FY2030 $ 395,400,200 $ 998,141,600 2,077,000 2,385,000 19,994,100 1,241,500 23,094,600 2,750,000 7,631,700 1,292,200 16,351,000 2,648,000 7,385,000 43,708,400 3,652,800 1,360,000 4,483,300 111,412,100 7,652,700 901,600 31,134,000 1,833,000 6,596,600 1,054,000 734,600 34,705,100 2,112,000 4,150,000 1,975,700 20,912,200 4,840,000 4,784,400 1,657,900 1,155,200 11,841,000 3,305,600 1,370,000 1,217,900 FIVE YEAR TOTAL - - - - - $ 31,350,000 $ 228,970,000 14,240,000 - 5,000,000 - 12,110,000 Planned CIP Year's 6-10 172 TOTAL STRATEGIC PLAN ACTION ITEM CIP DOLLARS: Bullard Wash-Ballpark to McDowell Rd: Improvements Goodyear Recreation Campus: Expansion Phase 2 MLB Ballpark Field Lighting Conversion Fire Station 187: Remodel Fire Station 189: New Facility Municipal Operations Complex-Fire Resource Management Building: New Facility Police Substation at Firestation188: New Facility Regional Public Safety Training Center: New Facility Real-time Intelligence & Tactical Center: Phase 1 Camelback Road - SR303 to 152nd Avenue Cotton Ln: Estrella Pkwy to Cotton Ln Bridge Estrella Pkwy: Vineyard Rd to MC85 (Estrella Bridge) Indian School Rd: Perryville Rd to Citrus Rd McDowell Rd: Litchfield Rd to Dysart Rd Sarival Rd: Yuma Rd to Elwood St Yuma Rd: Cotton Ln to Canyon Trails Blvd Intelligent Transportation System Integration Brine Disposal: PVNPGS Improvement Goodyear WRF: Capacity Improvements Goodyear WRF: Expansion & Improvement Rainbow Valley WRF: Operational Improvement Rainbow Valley WRF: Expansion Municipal Operations Complex: Site Improvement Municipal Operations Complex: Field Staff Facility Project Name Strategic Plan Focus Area Safe and Vibrant Community Infrastructure Infrastructure Infrastructure Infrastructure Infrastructure Infrastructure Infrastructure Action Item FINAL BUDGET Bullard Wash Trail Design Recreation Campus Phase 2 Use of Energy Efficient Technology Fire Station 187 Improvements Fire Station 189 Fire Resource Management Facility West Side Police Substation Regional Public Safety Training Facility Real Time Crime Center Camelback Road Estrella Parkway Estrella Parkway Indian School Road Design McDowell Road Construction Sarival Avenue Construction Yuma Road Design Traffic Management Center Optimization Brine Disposal & PVNPGS 157th WWTP Expansion 157th WWTP Expansion RVWWTP Expansion RVWWTP Expansion Municipal Operations Complex Field Staff Facilities Jump to TOC 50059 Safe and Vibrant Community 50063 Safe and Vibrant Community 50060 Safe and Vibrant Community 30014 Infrastructure 30017 Infrastructure 30015 Infrastructure 35-25-450 Infrastructure 30-25-470 Safe and Vibrant Community 35012 Safe and Vibrant Community 42038 Infrastructure 42046 Infrastructure 42026 Infrastructure 42089 Infrastructure 42058 Infrastructure 42048 Infrastructure 42094 Infrastructure 42086 Project Number 61015 60109 61014 60110 60077 60119 60123 CITY OF GOODYEAR $ 464,164,200 4,711,500 5,380,000 204,600 652,200 3,638,900 6,246,500 2,089,300 34,705,100 20,912,200 111,412,100 11,173,400 19,994,100 23,094,600 1,312,000 1,253,800 14,527,900 1,150,300 137,176,100 8,110,500 52,288,700 1,630,400 2,500,000 FY2026 FY2026-FY2030 STRATEGIC PLAN CIP PROJECTS $ 124,111,400 27,560,900 3,465,000 4,205,000 21,525,500 28,222,000 32,535,000 4,923,000 - 1,675,000 - FY2027 $ - - 12,172,500 10,476,500 1,696,000 - FY2028 $ - - 73,522,000 47,300,000 16,106,000 10,116,000 FY2029 $ FY2030 - - - - $ 673,970,100 32,272,400 66,621,500 204,600 4,857,200 25,164,400 34,468,500 17,802,000 2,089,300 34,705,100 20,912,200 111,412,100 43,708,400 19,994,100 23,094,600 16,351,000 1,253,800 14,527,900 1,150,300 138,851,100 8,110,500 52,288,700 1,630,400 2,500,000 Five Year Total $ 94,068,000 25,000,000 - - Planned CIP Year's 6-10 19,605,000 49,463,000 173 Jump to TOC $ 31,350,000 Total All Projects $ 228,970,000 5,000,000 14,240,000 Future Camelback Road Project Yuma Rd: Goodyear Blvd to Litchfield Rd Subtotal: Transportation 25,000,000 25,000,000 67,881,000 64,101,000 1,780,000 2,000,000 70,168,000 19,605,000 49,463,000 1,100,000 34,571,000 12,110,000 $ $ $ $ 6,270,000 28,301,000 Planned CIP Year's 6-10 Estrella Pkwy-Vineyard Rd to Cotton Ln: Median/Lighting Improvement Enterprise EMR Parcel 74: Water Main Replacement Municipal Operations Complex Solid Waste Building: New Facility Subtotal: Enterprise General Government Municipal Operations Complex: Site Improvement Municipal Operations Complex: Field Staff Facility Workforce Management Software: Implementation Subtotal: General Government Parks & Ballpark Foothills Park: Lighting Conversion Phase 2 Foothills Park: Lighting Conversion GSQ: Art Trail Subtotal: Parks Public Safety Regional Public Safety Training Center: New Facility Subtotal: Public Safety Transportation PROJECT NAME Years 6-10 Planned CIP SUMMARY BY PROJECT CITY OF GOODYEAR CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Brine Disposal: Pipeline - 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 FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 875,500 11,674,100 - - - - 11,674,100 12,549,600 $ - $ - $ - $ - $ 12,549,600 FY2026 605 - FY2023 Water Bond FY2027 875,500 $ FY2027 FY2028 FY2029 FY2030 TOTAL $ 12,549,600 $ - $ - $ - $ - $ 12,549,600 TOTAL $ 12,549,600 $ - $ - $ - $ - $ 12,549,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 12/1/2020 12/31/2025 PROJECT: Del Camino Lift Station: Force Main and Sewer Relocation - 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 FY2026 Land $ FY2027 FY2028 FY2029 FY2030 TOTAL 57,800 $ - $ - $ - $ - $ 57,800 Inf-Design 220,300 - - - - 220,300 Infrastructure - Wastewater 783,900 - - - - 783,900 1,062,000 $ - $ - $ - $ - $ 1,062,000 TOTAL $ FUNDING SOURCES FY2026 621 - One Time WasteWater Ops FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,062,000 $ - $ - $ - $ - $ 1,062,000 TOTAL $ 1,062,000 $ - $ - $ - $ - $ 1,062,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 6/30/2027 PROJECT: Bullard Water Campus: Filter 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 Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops 174 FY2027 FY2028 FY2029 FY2030 TOTAL 23,900 $ - $ - $ - $ - $ 23,900 465,200 - - - - 465,200 489,100 $ - $ - $ - $ - $ 489,100 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 489,100 $ - $ - $ - $ - $ 489,100 TOTAL $ 489,100 $ - $ - $ - $ - $ 489,100 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2022 9/30/2025 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Rainbow Valley WRF: 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 FY2026 Land $ FY2027 124,000 $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 124,000 Inf-Design 3,835,600 - - - - 3,835,600 Infrastructure - Other 4,068,900 - - - - 4,068,900 44,260,200 - - - - 44,260,200 52,288,700 $ - $ - $ - $ - $ 52,288,700 Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2026 567 - DIF - WW South 24 $ 624 - Wastewater Bond 23 TOTAL $ FY2027 FY2028 FY2029 FY2030 TOTAL 39,813,200 $ - $ - $ - $ - $ 39,813,200 12,475,500 - - - - 12,475,500 52,288,700 $ - $ - $ - $ - $ 52,288,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 6/30/2027 PROJECT: Goodyear WRF: Blower 3 Replacement - 60093 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace an existing blower at the Goodyear Water Reclamation Facility. RELATED PLAN(S): EXPENDITURES FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 16,700 572,700 - - - - 572,700 589,400 $ - $ - $ - $ - $ 589,400 FY2026 621 - One Time WasteWater Ops FY2027 16,700 $ FY2027 FY2028 FY2029 FY2030 TOTAL $ 589,400 $ - $ - $ - $ - $ 589,400 TOTAL $ 589,400 $ - $ - $ - $ - $ 589,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 6/9/2022 9/30/2025 PROJECT: Site 21: Improvements & Expanded 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 Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops 606 - FY26 Water Bond TOTAL $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 72,000 6,702,000 - - - - 6,702,000 6,774,000 $ - $ - $ - $ - $ 6,774,000 FY2026 $ FY2027 72,000 $ FY2027 375,000 $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 375,000 6,399,000 - - - - 6,399,000 6,774,000 $ - $ - $ - $ - $ 6,774,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 6/30/2027 Jump to TOC 175 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Corgett WRF: Clarifier Rehabilitation - 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 FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES 134,800 $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 134,800 2,897,000 - - - - 2,897,000 3,031,800 $ - $ - $ - $ - $ 3,031,800 FY2026 621 - One Time WasteWater Ops FY2027 FY2027 FY2028 FY2029 FY2030 TOTAL $ 3,031,800 $ - $ - $ - $ - $ 3,031,800 TOTAL $ 3,031,800 $ - $ - $ - $ - $ 3,031,800 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 6/30/2026 PROJECT: Goodyear WRF: Capacity Improvements - 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 FY2026 $ Infrastructure - Wastewater PreScope Study TOTAL $ FUNDING SOURCES 566 - DIF - WW North 24 FY2027 FY2028 FY2029 FY2030 TOTAL 411,000 $ - $ - $ - $ - $ 411,000 718,900 - - - - 718,900 20,400 - - - - 20,400 1,150,300 $ - $ - $ - $ - $ 1,150,300 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,150,300 $ - $ - $ - $ - $ 1,150,300 TOTAL $ 1,150,300 $ - $ - $ - $ - $ 1,150,300 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/31/2022 12/31/2024 PROJECT: Rainbow Valley WRF: Operational Improvement - 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 Inf-Design FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL 1,107,300 $ - $ - $ - $ - $ 1,107,300 Infrastructure - Other 3,620,700 - - - - 3,620,700 Infrastructure - Wastewater 3,382,500 - - - - 3,382,500 8,110,500 $ - $ - $ - $ - $ 8,110,500 TOTAL $ FUNDING SOURCES 624 - Wastewater Bond 23 176 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 8,110,500 $ - $ - $ - $ - $ 8,110,500 TOTAL $ 8,110,500 $ - $ - $ - $ - $ 8,110,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 6/30/2027 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Well 12: Redrill - 60-21-067 DEPARTMENT: Water Services PROJECT DESCRIPTION: Redrill Well 12. RELATED PLAN(S): EXPENDITURES FY2026 Inf-Design $ Infrastructure - Water TOTAL $ FUNDING SOURCES FY2027 FY2029 TOTAL - $ - $ - $ 300,000 - - 2,200,000 - - 2,200,000 - $ - $ 2,500,000 $ - $ - $ 2,500,000 FY2027 300,000 $ FY2030 - $ FY2026 601 - One Time Water Ops FY2028 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 2,500,000 $ - $ - $ 2,500,000 TOTAL $ - $ - $ 2,500,000 $ - $ - $ 2,500,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 6/30/2028 PROJECT: Well 18B: Redrill - 60-24-358 DEPARTMENT: Water Services PROJECT DESCRIPTION: Re-drill Well 18B Due to Age and Deterioration. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2028 FY2029 TOTAL - $ - $ - $ - $ 200,000 - - 1,800,000 - - 1,800,000 - $ - $ 2,000,000 $ - $ - $ 2,000,000 FY2026 FY2027 200,000 $ FY2030 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 2,000,000 $ - $ - $ 2,000,000 TOTAL $ - $ - $ 2,000,000 $ - $ - $ 2,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 6/30/2028 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 FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2028 FY2029 FY2030 TOTAL 150,000 $ - $ - $ - $ - $ 150,000 626,900 - - - - 626,900 776,900 $ - $ - $ - $ - $ 776,900 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 776,900 $ - $ - $ - $ - $ 776,900 TOTAL $ 776,900 $ - $ - $ - $ - $ 776,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 6/30/2026 Jump to TOC 177 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Goodyear WRF: Blower 4 Replacement - 61006 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace an existing blower at the Goodyear Water Reclamation Facility. RELATED PLAN(S): EXPENDITURES FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2027 FY2029 FY2030 TOTAL 25,000 $ - $ - $ - $ - $ 25,000 586,000 - - - - 586,000 611,000 $ - $ - $ - $ - $ 611,000 FY2026 621 - One Time WasteWater Ops FY2028 FY2027 FY2028 FY2029 FY2030 TOTAL $ 611,000 $ - $ - $ - $ - $ 611,000 TOTAL $ 611,000 $ - $ - $ - $ - $ 611,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 3/31/2025 PROJECT: Perryville Grinder Station: Expansion - 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 FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2027 10,700 $ FY2029 FY2030 TOTAL - $ - $ - $ - $ 10,700 2,470,000 - - - - 2,470,000 2,480,700 $ - $ - $ - $ - $ 2,480,700 FY2026 621 - One Time WasteWater Ops FY2028 FY2027 FY2028 FY2029 FY2030 TOTAL $ 2,480,700 $ - $ - $ - $ - $ 2,480,700 TOTAL $ 2,480,700 $ - $ - $ - $ - $ 2,480,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 12/1/2023 12/31/2026 PROJECT: Goodyear WRF: Expansion & Improvement - 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 FY2026 Furniture and Fixtures $ Inf-Design - $ TOTAL $ FUNDING SOURCES $ FY2030 TOTAL - $ - $ - $ 1,375,000 - - - 7,970,100 - 300,000 - - - 300,000 129,206,000 - - - - 129,206,000 - $ - $ - $ 138,851,100 137,176,100 $ 1,375,000 $ FY2029 - FY2026 566 - DIF - WW North 24 FY2028 7,970,100 Infrastructure - Other Infrastructure - Wastewater FY2027 1,675,000 $ FY2027 15,170,100 $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 15,170,100 38,800,000 621 - One Time WasteWater Ops 38,800,000 - - - - 625 - WasteWater Bond 26 83,206,000 1,675,000 - - - 84,881,000 137,176,100 $ 1,675,000 $ - $ - $ - $ 138,851,100 TOTAL $ 178 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 11/1/2023 6/30/2028 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Brine Disposal: PVNPGS Improvement - 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 FY2026 Infrastructure - Water FY2027 FY2028 FY2029 FY2030 TOTAL $ 14,527,900 $ - $ - $ - $ - $ 14,527,900 TOTAL $ 14,527,900 $ - $ - $ - $ - $ 14,527,900 FUNDING SOURCES FY2026 605 - FY2023 Water Bond FY2027 FY2028 FY2029 FY2030 TOTAL $ 14,527,900 $ - $ - $ - $ - $ 14,527,900 TOTAL $ 14,527,900 $ - $ - $ - $ - $ 14,527,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 2/1/2024 12/31/2025 PROJECT: Wells Fargo Lift Station: Sewer Line & 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 FY2026 Land $ Inf-Design FUNDING SOURCES FY2029 FY2030 TOTAL - $ - $ - $ - $ 442,500 - - - - 442,500 - 5,551,000 - - - 5,551,000 5,551,000 $ - $ - $ - $ 6,143,500 592,500 $ FY2026 621 - One Time WasteWater Ops FY2028 150,000 $ Infrastructure - Wastewater TOTAL $ FY2027 FY2027 FY2028 FY2029 FY2030 150,000 TOTAL $ 592,500 $ 5,551,000 $ - $ - $ - $ 6,143,500 TOTAL $ 592,500 $ 5,551,000 $ - $ - $ - $ 6,143,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 12/31/2028 PROJECT: Corgett WRF: North Digester Replacement - 61018 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replacement of existing north digester holding tank at the Corgett Wastewater Reclamation Facility. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 55,000 475,000 - - - - 475,000 530,000 $ - $ - $ - $ - $ 530,000 FY2026 621 - One Time WasteWater Ops FY2027 55,000 $ FY2027 FY2028 FY2029 FY2030 TOTAL $ 530,000 $ - $ - $ - $ - $ 530,000 TOTAL $ 530,000 $ - $ - $ - $ - $ 530,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 12/31/2026 Jump to TOC 179 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Salt River Project Lateral Channel: Upgrades - 61019 DEPARTMENT: Water Services PROJECT DESCRIPTION: Upgrading/enclosing the Salt River Project lateral channel which supplies the source water for the surface water treatment plant. Sand and silt are infiltrating the lateral causing downstream issues. RELATED PLAN(S): Other EXPENDITURES CIP Reimbursement FY2026 FY2028 FY2029 FY2030 TOTAL 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ - $ 8,000,000 TOTAL $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ - $ 8,000,000 FUNDING SOURCES 606 - FY26 Water Bond FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ - $ 8,000,000 TOTAL $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ - $ 8,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2029 PROJECT: EMR Parcel 51: 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 Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 - $ FY2028 145,000 $ FY2029 FY2030 TOTAL - $ - $ - $ 145,000 - 3,035,000 - - - 3,035,000 - $ 3,180,000 $ - $ - $ - $ 3,180,000 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 3,180,000 $ - $ - $ - $ 3,180,000 TOTAL $ - $ 3,180,000 $ - $ - $ - $ 3,180,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2026 6/30/2028 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 Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 - $ FY2029 FY2030 TOTAL - $ - $ - $ 502,000 - 6,498,000 - - - 6,498,000 - $ 7,000,000 $ - $ - $ - $ 7,000,000 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 7,000,000 $ - $ - $ - $ 7,000,000 TOTAL $ - $ 7,000,000 $ - $ - $ - $ 7,000,000 PROJECT 180 FY2028 502,000 $ PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2028 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE 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 FY2026 Inf-Design $ Infrastructure - Water TOTAL $ FUNDING SOURCES FY2027 FY2029 TOTAL - $ - $ - $ 300,000 - - 2,700,000 - - 2,700,000 - $ - $ 3,000,000 $ - $ - $ 3,000,000 FY2027 300,000 $ FY2030 - $ FY2026 601 - One Time Water Ops FY2028 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 3,000,000 $ - $ - $ 3,000,000 TOTAL $ - $ - $ 3,000,000 $ - $ - $ 3,000,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/30/2028 PROJECT: Rainbow Valley Lift Station: Force Main Addition - 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 FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2027 - $ - $ - - - $ - $ FY2026 621 - One Time WasteWater Ops FY2028 FY2027 FY2029 347,400 $ 347,400 $ FY2028 FY2030 - $ TOTAL - $ 347,400 2,048,500 - 2,048,500 2,048,500 $ - $ 2,395,900 FY2029 FY2030 TOTAL $ - $ - $ 347,400 $ 2,048,500 $ - $ 2,395,900 TOTAL $ - $ - $ 347,400 $ 2,048,500 $ - $ 2,395,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 12/1/2029 PROJECT: Site 13 & 23: Chlorination 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 Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2028 FY2029 FY2030 TOTAL - $ 50,000 $ - $ - $ - $ 50,000 - 450,000 - - - 450,000 - $ 500,000 $ - $ - $ - $ 500,000 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 500,000 $ - $ - $ - $ 500,000 TOTAL $ - $ 500,000 $ - $ - $ - $ 500,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 12/31/2027 Jump to TOC 181 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Lum Lift Station: Force Main Addition - 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 FY2026 Inf-Design $ Infrastructure - Wastewater TOTAL $ FUNDING SOURCES FY2027 - $ - $ - - - $ - $ FY2026 621 - One Time WasteWater Ops FY2028 FY2027 FY2029 554,200 $ 554,200 $ FY2028 FY2030 - $ TOTAL - $ 554,200 4,990,000 - 4,990,000 4,990,000 $ - $ 5,544,200 FY2029 FY2030 TOTAL $ - $ - $ 554,200 $ 4,990,000 $ - $ 5,544,200 TOTAL $ - $ - $ 554,200 $ 4,990,000 $ - $ 5,544,200 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2027 12/31/2029 PROJECT: North Service Area: Pressure Zone Split - 61-24-353 DEPARTMENT: Water Services PROJECT DESCRIPTION: Install of Pressure Regulating Valves in Potable System. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES Land FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL - $ - $ 476,000 $ - $ - $ Inf-Design - - 521,000 - - 521,000 Infrastructure - Water - - - 6,031,000 - 6,031,000 - $ - $ 6,031,000 $ - $ 7,028,000 TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2026 FY2027 997,000 $ FY2028 FY2029 FY2030 476,000 TOTAL $ - $ - $ 997,000 $ 6,031,000 $ - $ 7,028,000 TOTAL $ - $ - $ 997,000 $ 6,031,000 $ - $ 7,028,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 6/30/2030 PROJECT: Site 10: Booster Station Tank Rehabilitation - 61-24-356 DEPARTMENT: Water Services PROJECT DESCRIPTION: Site 10 Booster Reservoir Tank Rehabilitation. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2028 - $ - $ - - - $ - $ FY2026 FY2027 FY2030 TOTAL - $ - $ 150,000 1,850,000 - - 1,850,000 2,000,000 $ - $ - $ 2,000,000 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 2,000,000 $ - $ - $ 2,000,000 TOTAL $ - $ - $ 2,000,000 $ - $ - $ 2,000,000 PROJECT 182 FY2029 150,000 $ PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2028 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Site 11: Booster Station Motor Control Center Replacement - 61-24-357 DEPARTMENT: Water Services PROJECT DESCRIPTION: Replace Booster 11 Motor Control Center. RELATED PLAN(S): EXPENDITURES FY2026 Inf-Design $ Infrastructure - Water TOTAL $ FUNDING SOURCES FY2027 FY2029 TOTAL - $ - $ - $ 300,000 - - 2,700,000 - - 2,700,000 - $ - $ 3,000,000 $ - $ - $ 3,000,000 FY2027 300,000 $ FY2030 - $ FY2026 601 - One Time Water Ops FY2028 FY2028 FY2029 FY2030 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 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 FY2026 CIP Construction FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 650,000 $ - $ - $ 650,000 TOTAL $ - $ - $ 650,000 $ - $ - $ 650,000 FUNDING SOURCES FY2026 621 - One Time WasteWater Ops FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 650,000 $ - $ - $ 650,000 TOTAL $ - $ - $ 650,000 $ - $ - $ 650,000 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 Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2028 FY2029 - $ - $ - $ - - - - $ - $ - $ FY2026 FY2027 FY2028 FY2030 898,300 $ 898,300 $ FY2029 TOTAL - $ 898,300 6,221,000 6,221,000 6,221,000 $ 7,119,300 FY2030 TOTAL $ - $ - $ - $ 898,300 $ 6,221,000 $ 7,119,300 TOTAL $ - $ - $ - $ 898,300 $ 6,221,000 $ 7,119,300 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2028 6/30/2031 Jump to TOC 183 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Well 11: Redrill - 61-25-460 DEPARTMENT: Water Services PROJECT DESCRIPTION: Redrilling and rehabilitation of Well #11. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2028 FY2029 FY2030 - $ - $ - $ - $ 200,000 - - - 2,300,000 - 2,300,000 - $ - $ - $ 2,500,000 $ - $ 2,500,000 FY2026 FY2027 FY2028 200,000 $ TOTAL FY2029 FY2030 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: Bartlett Dam Water Purchase - 61-25-468 DEPARTMENT: Water Services PROJECT DESCRIPTION: Future Bartlett Dam Water Purchase expanding and diversifying the city's water portfolio. RELATED PLAN(S): EXPENDITURES CIP Other FY2026 FY2028 FY2029 FY2030 TOTAL $ - $ - $ - $ - $ 17,200,000 $ 17,200,000 TOTAL $ - $ - $ - $ - $ 17,200,000 $ 17,200,000 FY2030 TOTAL FUNDING SOURCES 600 - Water Operations FY2027 FY2026 FY2027 FY2028 FY2029 $ - $ - $ - $ - $ 17,200,000 $ 17,200,000 TOTAL $ - $ - $ - $ - $ 17,200,000 $ 17,200,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2030 6/30/2035 PROJECT: EMR Parcel 74: Water Main Replacement - 61-26-477 DEPARTMENT: Water Services PROJECT DESCRIPTION: This project replaces 3,760 feet of aging 6-inch water line, 101 service lines, and materials in Estrella's original 1980s housing area, addressing frequent repairs to valves and mainlines. RELATED PLAN(S): Integrated Water Master Plan EXPENDITURES Inf-Design FY2026 184 FY2028 FY2029 FY2030 TOTAL $ - $ - $ - $ - $ 656,000 $ 656,000 TOTAL $ - $ - $ - $ - $ 656,000 $ 656,000 FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ - $ - $ 656,000 $ 656,000 TOTAL $ - $ - $ - $ - $ 656,000 $ 656,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2029 3/30/2032 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECT DETAILS PROJECT: Historic Goodyear: Sewer Replacements - 61-26-480 DEPARTMENT: Water Services PROJECT DESCRIPTION: This project will install new 8" sewer lines within the City's right-of-way to replace aging infrastructure and resolve hazardous maintenance access issues. RELATED PLAN(S): EXPENDITURES FY2026 Land $ FY2027 FY2028 FY2029 FY2030 TOTAL - $ - $ - $ 186,000 $ - $ Inf-Design - - - 695,000 - 695,000 Infrastructure - Wastewater - - - - 5,616,000 5,616,000 - 146,000 - - $ 146,000 $ - $ PreScope Study TOTAL $ FUNDING SOURCES FY2026 621 - One Time WasteWater Ops FY2027 FY2028 881,000 $ FY2029 5,616,000 $ FY2030 186,000 146,000 6,643,000 TOTAL $ - $ 146,000 $ - $ 881,000 $ 5,616,000 $ 6,643,000 TOTAL $ - $ 146,000 $ - $ 881,000 $ 5,616,000 $ 6,643,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/15/2026 6/30/2031 PROJECT: Bullard Water Campus: Water Feed Retrofit - 61-26-497 DEPARTMENT: Water Services PROJECT DESCRIPTION: This project is to retrofit the existing raw water feed into the Bullard Water Campus Reverse Osmosis facility. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 $ Infrastructure - Water TOTAL $ FUNDING SOURCES 601 - One Time Water Ops FY2027 FY2028 FY2029 FY2030 - $ - $ - $ - $ - - - - 1,550,000 1,550,000 - $ - $ - $ - $ 1,750,000 $ 1,750,000 FY2026 FY2027 FY2028 FY2029 200,000 $ TOTAL FY2030 200,000 TOTAL $ - $ - $ - $ - $ 1,750,000 $ 1,750,000 TOTAL $ - $ - $ - $ - $ 1,750,000 $ 1,750,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2029 6/30/2030 Jump to TOC 185 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT PROJECT DETAILS PROJECT: Permitting System: Implementation - 40007 DEPARTMENT: Development Services PROJECT DESCRIPTION: Implement new permitting system for Development Continuum. RELATED PLAN(S): EXPENDITURES Equip - Computer Software FY2026 FY2028 FY2029 FY2030 TOTAL $ 1,422,400 $ - $ - $ - $ - $ 1,422,400 TOTAL $ 1,422,400 $ - $ - $ - $ - $ 1,422,400 FUNDING SOURCES 102 - One Time General Fund FY2027 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,422,400 $ - $ - $ - $ - $ 1,422,400 TOTAL $ 1,422,400 $ - $ - $ - $ - $ 1,422,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 12/31/2025 PROJECT: Traffic Management Center: 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): EXPENDITURES Building - Construction FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL 3,900,400 $ - $ - $ - $ - $ 3,900,400 Building - Design 416,700 - - - - 416,700 Furniture and Fixtures 889,900 - - - - 889,900 5,207,000 $ - $ - $ - $ - $ 5,207,000 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 5,207,000 $ - $ - $ - $ - $ 5,207,000 TOTAL $ 5,207,000 $ - $ - $ - $ - $ 5,207,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2024 12/31/2026 PROJECT: Civic Square-Cul De Sac to Monte Vista Rd - 42104 DEPARTMENT: Engineering PROJECT DESCRIPTION: Roadway improvements to include full buildout including asphalt drive lanes, curb, gutter, sidewalk, streetlights, landscape, irrigation, markings and signage. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 102 - One Time General Fund 186 FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 287,000 - - - - 287,000 - 2,770,000 - - - 2,770,000 2,770,000 $ - $ - $ - $ 3,152,000 Infrastructure - Street TOTAL $ FY2027 95,000 $ 382,000 $ FY2026 FY2027 FY2028 FY2029 FY2030 95,000 TOTAL $ 382,000 $ 2,770,000 $ - $ - $ - $ 3,152,000 TOTAL $ 382,000 $ 2,770,000 $ - $ - $ - $ 3,152,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 6/30/2027 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT PROJECT DETAILS PROJECT: GSQ: Overflow Parking Lot - 50065 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Temporary overflow parking lot for events at Goodyear Civic Square. RELATED PLAN(S): EXPENDITURES FY2026 Improvements - Land $ Inf-Design TOTAL $ FUNDING SOURCES FY2028 FY2029 FY2030 TOTAL 576,000 $ - $ - $ - $ - $ 44,000 - - - - 44,000 620,000 $ - $ - $ - $ - $ 620,000 FY2026 102 - One Time General Fund FY2027 FY2027 FY2028 FY2029 FY2030 576,000 TOTAL $ 620,000 $ - $ - $ - $ - $ 620,000 TOTAL $ 620,000 $ - $ - $ - $ - $ 620,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 3/31/2026 PROJECT: GSQ: Safety Bollards - 50066 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Installing safety bollards around the perimeter of GSQ is necessary to enhance security measures and protect pedestrians, employees and infrastructure. RELATED PLAN(S): EXPENDITURES Improvements - Land FY2026 FY2028 FY2029 FY2030 TOTAL 796,000 $ - $ - $ - $ - $ 796,000 TOTAL $ 796,000 $ - $ - $ - $ - $ 796,000 FUNDING SOURCES 102 - One Time General Fund FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 796,000 $ - $ - $ - $ - $ 796,000 TOTAL $ 796,000 $ - $ - $ - $ - $ 796,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2026 PROJECT: Municipal Operations Complex: Site Improvement - 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 FY2026 FY2028 FY2029 FY2030 TOTAL $ 1,630,400 $ - $ - $ - $ - $ 1,630,400 TOTAL $ 1,630,400 $ - $ - $ - $ - $ 1,630,400 FUNDING SOURCES 102 - One Time General Fund FY2027 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,630,400 $ - $ - $ - $ - $ 1,630,400 TOTAL $ 1,630,400 $ - $ - $ - $ - $ 1,630,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 6/30/2033 Jump to TOC 187 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT PROJECT DETAILS PROJECT: Municipal Operations Complex: Field Staff Facility - 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 Building - Construction FY2026 FY2028 FY2029 FY2030 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 FUNDING SOURCES 102 - One Time General Fund FY2027 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 TOTAL $ 2,500,000 $ - $ - $ - $ - $ 2,500,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2030 6/30/2032 PROJECT: GMC Building E: Remodel - 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 FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL 3,006,700 $ - $ - $ - $ - $ 3,006,700 Equip - Computer Hardware 150,000 - - - - 150,000 Furniture and Fixtures 834,000 - - - - 834,000 Inf-Design 30,000 - - - - 30,000 4,020,700 $ - $ - $ - $ - $ 4,020,700 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 4,020,700 $ - $ - $ - $ - $ 4,020,700 TOTAL $ 4,020,700 $ - $ - $ - $ - $ 4,020,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/5/2024 4/30/2026 PROJECT: GMC Building D: HVAC Replacement - 60125 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 Improvements - Buildings FY2026 FY2028 FY2030 TOTAL $ 665,000 $ - $ - $ - $ - $ 665,000 665,000 $ - $ - $ - $ - $ 665,000 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 665,000 $ - $ - $ - $ - $ 665,000 TOTAL $ 665,000 $ - $ - $ - $ - $ 665,000 PROJECT 188 FY2029 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 PROJECT PLANNED PLANNED START DATE COMPLETION 11/1/2025 12/31/2026 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT PROJECT DETAILS PROJECT: PW Admin Building: Generator Replacement - 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 Improvements - Buildings FY2026 FY2028 FY2029 FY2030 TOTAL $ - $ 1,146,000 $ - $ - $ - $ 1,146,000 TOTAL $ - $ 1,146,000 $ - $ - $ - $ 1,146,000 FUNDING SOURCES 102 - One Time General Fund FY2027 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 1,146,000 $ - $ - $ - $ 1,146,000 TOTAL $ - $ 1,146,000 $ - $ - $ - $ 1,146,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2026 6/30/2028 PROJECT: GMC Building B: HVAC Replacement - 60-24-404 DEPARTMENT: Public Works PROJECT DESCRIPTION: Replace the HVAC units at Goodyear Municipal Complex Building B. RELATED PLAN(S): EXPENDITURES Improvements - Buildings FY2026 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 714,000 $ - $ - $ 714,000 TOTAL $ - $ - $ 714,000 $ - $ - $ 714,000 FUNDING SOURCES 102 - One Time General Fund FY2027 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 714,000 $ - $ - $ 714,000 TOTAL $ - $ - $ 714,000 $ - $ - $ 714,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 6/30/2028 189 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PARKS & BALLPARK PROJECT DETAILS PROJECT: Ballpark-Liner Spaces: Remodel - 41006 DEPARTMENT: Economic Development PROJECT DESCRIPTION: This project provides a funding estimate for expenses related to Ballpark retail liner spaces improvements. RELATED PLAN(S): EXPENDITURES FY2026 Improvements - Buildings FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,203,400 $ - $ - $ - $ - $ 1,203,400 TOTAL $ 1,203,400 $ - $ - $ - $ - $ 1,203,400 FUNDING SOURCES FY2026 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,203,400 $ - $ - $ - $ - $ 1,203,400 TOTAL $ 1,203,400 $ - $ - $ - $ - $ 1,203,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 2/1/2025 2/28/2026 PROJECT: Ballpark: Seating Improvement - 50048 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Repair/replace Goodyear Ballpark seating as necessary. RELATED PLAN(S): EXPENDITURES FY2026 Furniture and Fixtures FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,373,900 $ - $ - $ - $ - $ 1,373,900 TOTAL $ 1,373,900 $ - $ - $ - $ - $ 1,373,900 FUNDING SOURCES FY2026 273 - Ballpark Capital Replacement FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,373,900 $ - $ - $ - $ - $ 1,373,900 TOTAL $ 1,373,900 $ - $ - $ - $ - $ 1,373,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 3/1/2023 6/30/2025 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 Improvements - Land FY2026 FY2029 FY2030 TOTAL $ 1,255,100 $ - $ - $ - $ - $ 1,255,100 1,255,100 $ - $ - $ - $ - $ 1,255,100 FY2026 $ 125 - Parks Asset Management TOTAL $ 190 FY2028 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 FY2027 FY2028 FY2029 FY2030 TOTAL 532,100 $ - $ - $ - $ - $ 723,000 - - - - 723,000 1,255,100 $ - $ - $ - $ - $ 1,255,100 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 6/30/2025 532,100 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PARKS & BALLPARK PROJECT DETAILS PROJECT: Goodyear Community Park: Improvement - 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 FY2026 Improvements - Land $ Building - Construction Building - Design TOTAL $ FUNDING SOURCES FY2027 FY2029 FY2030 TOTAL 6,628,100 $ - $ - $ - $ - $ 6,628,100 2,633,400 - - - - 2,633,400 619,500 - - - - 619,500 9,881,000 $ - $ - $ - $ - $ 9,881,000 FY2026 102 - One Time General Fund FY2028 FY2027 FY2028 FY2029 FY2030 TOTAL $ 9,881,000 $ - $ - $ - $ - $ 9,881,000 TOTAL $ 9,881,000 $ - $ - $ - $ - $ 9,881,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/31/2024 6/30/2027 PROJECT: Bullard Wash-Ballpark to McDowell Rd: Improvements - 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): Strategic Plan , Parks & Recreation Master Plan EXPENDITURES FY2026 Land $ FY2027 136,500 $ Furniture and Fixtures FY2028 - $ FY2029 FY2030 TOTAL - $ - $ - $ 136,500 575,000 - 575,000 - - - 290,000 - - - - 290,000 Inf-Design 2,285,000 - - - - 2,285,000 Infrastructure - Other 2,000,000 26,985,900 - - - 28,985,900 4,711,500 $ 27,560,900 $ - $ - $ - $ 32,272,400 Improvements - Public Art TOTAL $ FUNDING SOURCES FY2026 102 - One Time General Fund $ 354 - GO Bond 26 FY2028 15,272,400 $ FY2029 FY2030 TOTAL - $ - $ - $ 15,272,400 4,711,500 - - - - 4,711,500 - 12,288,500 - - - 12,288,500 27,560,900 $ - $ - $ - $ 32,272,400 375 - General Gov Future Financing TOTAL $ FY2027 - $ 4,711,500 $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 6/30/2028 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 Improvements - Land FY2026 FY2028 FY2029 FY2030 TOTAL 204,600 $ - $ - $ - $ - $ 204,600 TOTAL $ 204,600 $ - $ - $ - $ - $ 204,600 FUNDING SOURCES 271 - Ballpark-Operations FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 204,600 $ - $ - $ - $ - $ 204,600 TOTAL $ 204,600 $ - $ - $ - $ - $ 204,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 6/30/2025 Jump to TOC 191 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PARKS & BALLPARK PROJECT DETAILS PROJECT: RID Canal: PebbleCreek Pkwy to Litchfield Rd: ROW Landscaping - 50061 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 FY2026 Improvements - Land FY2027 FY2028 FY2029 FY2030 TOTAL $ 705,000 $ - $ - $ - $ - $ 705,000 TOTAL $ 705,000 $ - $ - $ - $ - $ 705,000 FUNDING SOURCES FY2026 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL $ 705,000 $ - $ - $ - $ - $ 705,000 TOTAL $ 705,000 $ - $ - $ - $ - $ 705,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2026 PROJECT: Ballpark-Field 1: Lighting Conversion - 50062 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Convert existing field lighting at Goodyear Ballpark and Player Development Complexes to energy efficient LED lighting. RELATED PLAN(S): EXPENDITURES FY2026 Building - Construction FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,386,000 $ - $ - $ - $ - $ 1,386,000 TOTAL $ 1,386,000 $ - $ - $ - $ - $ 1,386,000 FUNDING SOURCES FY2026 271 - Ballpark-Operations FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,386,000 $ - $ - $ - $ - $ 1,386,000 TOTAL $ 1,386,000 $ - $ - $ - $ - $ 1,386,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2026 PROJECT: Goodyear Recreation Campus: Expansion Phase 2 - 50063 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 Improvements - Land FY2026 $ FY2027 - $ 51,300,000 - - - 3,465,000 CIP FFE - - 6,145,000 - - 6,145,000 CIP Other - - 331,500 - - 331,500 515,000 - - - - 515,000 4,865,000 - - - - 4,865,000 - $ 66,621,500 FUNDING SOURCES 102 - One Time General Fund FY2026 $ 429 - DIF - Parks North 24 3,465,000 $ FY2027 5,380,000 $ - TOTAL $ 192 5,380,000 $ 5,380,000 $ 1,212,800 $ 10,476,500 $ 47,300,000 $ FY2028 FY2029 10,476,500 $ 47,300,000 $ 2,252,200 3,465,000 $ 47,300,000 $ TOTAL 3,465,000 TOTAL $ 4,000,000 $ FY2030 - Inf-Design - $ FY2029 Land Improvements - Public Art - $ FY2028 10,476,500 $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2025 6/30/2030 FY2030 - 47,300,000 $ TOTAL - $ 64,369,300 - 2,252,200 - $ 66,621,500 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PARKS & BALLPARK PROJECT DETAILS PROJECT: Ballpark: Irrigation Replacement - 50064 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: This project will redesign and replace the entire Ballpark Complex Irrigation System. Year 1 will be design and year 2 and 3 will be replacement. RELATED PLAN(S): EXPENDITURES FY2026 Inf-Design $ Infrastructure - Water TOTAL $ FUNDING SOURCES FY2027 168,000 $ - $ FY2029 TOTAL - $ - $ 168,000 1,860,000 1,860,000 - - 5,580,000 2,028,000 $ 1,860,000 $ 1,860,000 $ - $ - $ 5,748,000 FY2027 - $ FY2030 1,860,000 FY2026 271 - Ballpark-Operations FY2028 FY2028 FY2029 FY2030 TOTAL $ 2,028,000 $ 1,860,000 $ 1,860,000 $ - $ - $ 5,748,000 TOTAL $ 2,028,000 $ 1,860,000 $ 1,860,000 $ - $ - $ 5,748,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2029 PROJECT: Wildflower Ranch Community: ROW Landscaping Phase 1 - 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 FY2026 Improvements - Land FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 1,012,000 $ - $ - $ 1,012,000 TOTAL $ - $ - $ 1,012,000 $ - $ - $ 1,012,000 FUNDING SOURCES FY2026 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 1,012,000 $ - $ - $ 1,012,000 TOTAL $ - $ - $ 1,012,000 $ - $ - $ 1,012,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 6/30/2028 PROJECT: Wildflower Ranch Community: ROW Landscaping Phase 2 - 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 Improvements - Land FY2026 FY2028 FY2029 FY2030 TOTAL - $ - $ 887,000 $ - $ - $ 887,000 TOTAL $ - $ - $ 887,000 $ - $ - $ 887,000 FUNDING SOURCES 102 - One Time General Fund FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 887,000 $ - $ - $ 887,000 TOTAL $ - $ - $ 887,000 $ - $ - $ 887,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 4/30/2028 Jump to TOC 193 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PARKS & BALLPARK PROJECT DETAILS PROJECT: Ballpark: 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 FY2026 Building - Construction FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 995,000 $ - $ - $ 995,000 TOTAL $ - $ - $ 995,000 $ - $ - $ 995,000 FUNDING SOURCES FY2026 271 - Ballpark-Operations FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 995,000 $ - $ - $ 995,000 TOTAL $ - $ - $ 995,000 $ - $ - $ 995,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 6/30/2028 PROJECT: Bullard Wash: Camelback Rd to Indian School Rd:Lighting Conversion - 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): EXPENDITURES FY2026 Building - Construction $ Inf-Design TOTAL $ FUNDING SOURCES FY2027 - $ - 64,000 - $ 64,000 $ FY2026 102 - One Time General Fund FY2028 - $ FY2027 FY2029 574,000 $ 574,000 $ FY2028 FY2030 TOTAL - $ - $ - - 64,000 - $ - $ 638,000 FY2029 FY2030 574,000 TOTAL $ - $ 64,000 $ 574,000 $ - $ - $ 638,000 TOTAL $ - $ 64,000 $ 574,000 $ - $ - $ 638,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 4/1/2027 12/31/2028 PROJECT: Ballpark-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): EXPENDITURES Building - Construction FY2026 194 FY2028 FY2029 FY2030 TOTAL $ - $ 2,625,000 $ - $ - $ - $ 2,625,000 TOTAL $ - $ 2,625,000 $ - $ - $ - $ 2,625,000 FUNDING SOURCES 271 - Ballpark-Operations FY2027 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 2,625,000 $ - $ - $ - $ 2,625,000 TOTAL $ - $ 2,625,000 $ - $ - $ - $ 2,625,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PARKS & BALLPARK PROJECT DETAILS PROJECT: Estrella Pkwy & Elliot Rd: ROW Landscaping - 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 FY2026 Improvements - Land FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 910,000 $ - $ - $ - $ 910,000 TOTAL $ - $ 910,000 $ - $ - $ - $ 910,000 FUNDING SOURCES FY2026 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 910,000 $ - $ - $ - $ 910,000 TOTAL $ - $ 910,000 $ - $ - $ - $ 910,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 PROJECT: Estrella Pkwy-MC85 to I-10: ROW Landscaping - 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 FY2026 Improvements - Land FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 1,063,000 $ - $ - $ 1,063,000 TOTAL $ - $ - $ 1,063,000 $ - $ - $ 1,063,000 FUNDING SOURCES FY2026 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 1,063,000 $ - $ - $ 1,063,000 TOTAL $ - $ - $ 1,063,000 $ - $ - $ 1,063,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 6/30/2028 PROJECT: Ballpark-Field 6: Turf Replacement - 50-26-490 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: This project will renovate and restore Field 6 playing surfaces back to their original grade. RELATED PLAN(S): EXPENDITURES Improvements - Land FY2026 FY2028 FY2029 FY2030 TOTAL - $ - $ 525,000 $ - $ - $ 525,000 TOTAL $ - $ - $ 525,000 $ - $ - $ 525,000 FUNDING SOURCES 271 - Ballpark-Operations FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ 525,000 $ - $ - $ 525,000 TOTAL $ - $ - $ 525,000 $ - $ - $ 525,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2027 12/31/2028 Jump to TOC 195 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PARKS & BALLPARK PROJECT DETAILS PROJECT: Ballpark-Field 5: Turf Replacement - 50-26-491 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: This project will replace the infield and outfield turf on the Guardians and Reds Field 5. RELATED PLAN(S): EXPENDITURES FY2026 Improvements - Land FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 525,000 $ - $ - $ - $ 525,000 TOTAL $ - $ 525,000 $ - $ - $ - $ 525,000 FUNDING SOURCES FY2026 271 - Ballpark-Operations FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ 525,000 $ - $ - $ - $ 525,000 TOTAL $ - $ 525,000 $ - $ - $ - $ 525,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 6/30/2027 PROJECT: Portales Park: Improvements - 50-26-492 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: This project will enhance the park by installing new playground equipment, and ADA accessible switchbacks. RELATED PLAN(S): EXPENDITURES FY2026 Building - Construction $ - $ Building - Design TOTAL $ FUNDING SOURCES FY2027 - $ - 693,000 - $ 693,000 $ FY2026 102 - One Time General Fund FY2028 FY2027 FY2029 4,579,000 $ 4,579,000 $ FY2028 FY2030 TOTAL - $ - $ - - 693,000 - $ - $ 5,272,000 FY2029 FY2030 4,579,000 TOTAL $ - $ 693,000 $ 4,579,000 $ - $ - $ 5,272,000 TOTAL $ - $ 693,000 $ 4,579,000 $ - $ - $ 5,272,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2027 12/31/2029 PROJECT: Wildflower Park: Improvements - 50-26-493 DEPARTMENT: Parks & Recreation PROJECT DESCRIPTION: Improvements to Wildflower Park North and South located in the Wildflower subdivision. RELATED PLAN(S): EXPENDITURES Building - Construction FY2026 $ FY2027 - $ FY2028 - $ FY2029 3,338,000 $ FY2030 TOTAL - $ - $ 3,338,000 430,000 Building - Design - 430,000 - - - Improvements - Public Art - 33,000 - - - 33,000 - $ 463,000 $ - $ - $ 3,801,000 TOTAL $ FUNDING SOURCES 102 - One Time General Fund 196 FY2026 FY2027 3,338,000 $ FY2028 FY2029 FY2030 TOTAL $ - $ 463,000 $ 3,338,000 $ - $ - $ 3,801,000 TOTAL $ - $ 463,000 $ 3,338,000 $ - $ - $ 3,801,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2026 12/31/2028 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PUBLIC SAFETY PROJECT DETAILS PROJECT: Fire Station 182: Remodel - 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 FY2026 Building - Construction $ FY2027 FY2028 FY2029 FY2030 TOTAL 6,564,000 $ - $ - $ - $ - $ 6,564,000 Building - Design 501,800 - - - - 501,800 Equip - Computer Hardware 501,500 - - - - 501,500 441,700 - - - - 441,700 8,009,000 $ - $ - $ - $ - $ 8,009,000 Furniture and Fixtures TOTAL $ FUNDING SOURCES FY2026 102 - One Time General Fund $ 353 - GO Bond 22 TOTAL $ FY2027 FY2028 FY2029 FY2030 TOTAL 5,031,600 $ - $ - $ - $ - $ 5,031,600 2,977,400 - - - - 2,977,400 8,009,000 $ - $ - $ - $ - $ 8,009,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2023 2/28/2026 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 Land FY2026 $ Building - Construction Building - Design TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2028 - $ FY2029 FY2030 TOTAL - $ - $ - $ 42,000 - 3,505,000 - - - 3,505,000 575,200 - - - - 575,200 - 700,000 - - - 700,000 35,000 - - - - 35,000 - $ - $ - $ 4,857,200 Furniture and Fixtures Improvements - Public Art FY2027 42,000 $ 652,200 $ FY2026 4,205,000 $ FY2027 FY2028 FY2029 FY2030 TOTAL $ 652,200 $ 4,205,000 $ - $ - $ - $ 4,857,200 TOTAL $ 652,200 $ 4,205,000 $ - $ - $ - $ 4,857,200 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2025 9/30/2027 Jump to TOC 197 PROJECT: Municipal Operations Complex-Fire Resource Management Building: New Facility - 30015 DEPARTMENT: Fire Department PROJECT DESCRIPTION: Design and construct a Fire Resource Management Facility. RELATED PLAN(S): Strategic Plan, Facilities Master Plan EXPENDITURES FY2026 Building - Construction $ FY2027 FY2030 TOTAL - $ - $ - $ 28,222,000 1,760,500 - - - - 1,760,500 Furniture and Fixtures 4,486,000 - - - - 4,486,000 - $ - $ - $ 34,468,500 FUNDING SOURCES FY2026 102 - One Time General Fund $ 354 - GO Bond 26 375 - General Gov Future Financing TOTAL $ 198 6,246,500 $ 28,222,000 $ FY2029 Building - Design TOTAL $ - $ FY2028 28,222,000 $ FY2027 - $ FY2028 10,468,500 $ FY2029 FY2030 TOTAL - $ - $ - $ 10,468,500 6,246,500 - - - - 6,246,500 - 17,753,500 - - - 17,753,500 28,222,000 $ - $ - $ - $ 34,468,500 6,246,500 $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/15/2024 3/31/2028 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PUBLIC SAFETY PROJECT DETAILS PROJECT: Fire Station 184: Remodel - 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 FY2026 Building - Construction $ Building - Design Furniture and Fixtures Improvements - Public Art TOTAL $ FUNDING SOURCES FY2027 FY2029 FY2030 TOTAL - $ - $ - $ - $ 604,000 - - - - 604,000 1,183,000 - - - - 1,183,000 71,900 - - - - 71,900 9,994,900 $ - $ - $ - $ - $ 9,994,900 FY2026 102 - One Time General Fund FY2028 8,136,000 $ FY2027 FY2028 FY2029 FY2030 8,136,000 TOTAL $ 9,994,900 $ - $ - $ - $ - $ 9,994,900 TOTAL $ 9,994,900 $ - $ - $ - $ - $ 9,994,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/30/2024 6/30/2027 PROJECT: Fire Station 189: New Facility - 30017 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): Strategic Plan EXPENDITURES Land FY2026 $ FY2027 42,000 $ FY2028 FY2030 TOTAL - $ - $ - $ 18,680,500 - - - 18,680,500 1,689,000 - - - - 1,689,000 - 2,845,000 - - - 2,845,000 Improvements - Public Art 189,700 - - - - 189,700 Miscellaneous Supplies 18,200 - - - - 18,200 1,700,000 - - - - 1,700,000 - $ - $ - $ 25,164,400 Building - Construction - Building - Design Furniture and Fixtures Vehicles TOTAL $ FUNDING SOURCES 102 - One Time General Fund 3,638,900 $ FY2026 $ 427 - DIF - Fire 2024 TOTAL $ - $ FY2029 21,525,500 $ FY2027 189,700 $ FY2028 - $ FY2029 FY2030 42,000 TOTAL - $ - $ - $ 189,700 3,449,200 21,525,500 - - - 24,974,700 3,638,900 $ 21,525,500 $ - $ - $ - $ 25,164,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/30/2025 3/30/2029 Jump to TOC 199 PROJECT: GMC-Telecommunications Center: 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 FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL 782,000 $ - $ - $ - $ - $ 782,000 13,200 Building - Design 13,200 - - - - Equip - Computer Hardware 19,200 - - - - 19,200 Furniture and Fixtures 777,600 - - - - 777,600 1,592,000 $ - $ - $ - $ - $ 1,592,000 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 $ 428 - DIF - Police 2024 TOTAL $ FY2027 FY2028 FY2030 TOTAL - $ - $ - $ - $ 1,171,800 420,200 - - - - 420,200 1,592,000 $ - $ - $ - $ - $ 1,592,000 PROJECT 200 FY2029 1,171,800 $ PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2024 9/30/2025 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM PUBLIC SAFETY PROJECT DETAILS PROJECT: Real-time Intelligence & Tactical Center: Phase 1 - 35012 DEPARTMENT: Police Department PROJECT DESCRIPTION: Design and construct a Goodyear Real time Intelligence and Tactical (GRIT) center which will be used by the police department to assist patrol and special assignment units. In addition the GRIT can support fire and emergency management during critical incidents or disasters. RELATED PLAN(S): Strategic Plan EXPENDITURES FY2026 Building - Construction $ Furniture and Fixtures TOTAL $ FUNDING SOURCES FY2029 FY2030 TOTAL - $ - $ - $ 68,300 - - - - 68,300 1,122,700 - - - - 1,122,700 457,300 - - - - 457,300 2,089,300 $ - $ - $ - $ - $ 2,089,300 FY2026 102 - One Time General Fund FY2028 - $ Building - Design Equip - Computer Hardware FY2027 441,000 $ FY2027 FY2028 FY2029 FY2030 441,000 TOTAL $ 2,089,300 $ - $ - $ - $ - $ 2,089,300 TOTAL $ 2,089,300 $ - $ - $ - $ - $ 2,089,300 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 3/31/2027 PROJECT: Police Substation at Firestation188: New Facility - 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): Strategic Plan EXPENDITURES FY2026 Building - Construction $ FY2027 FY2028 FY2029 - $ - $ Building - Design - - 1,086,000 Furniture and Fixtures - - 574,000 - - 36,000 - $ - $ 1,696,000 $ Improvements - Public Art TOTAL $ FUNDING SOURCES FY2026 102 - One Time General Fund $ 428 - DIF - Police 2024 TOTAL $ FY2027 - $ FY2028 36,000 $ FY2030 13,400,000 $ TOTAL - $ 13,400,000 - - 1,086,000 2,706,000 - 3,280,000 - - 16,106,000 $ FY2029 - $ FY2030 36,000 17,802,000 TOTAL - $ - $ 6,120,000 $ - $ 6,156,000 - - 1,660,000 9,986,000 - 11,646,000 - $ - $ 1,696,000 $ 16,106,000 $ - $ 17,802,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2027 6/30/2030 PROJECT: Police Radios: Replacement - 35-25-464 DEPARTMENT: Police Department PROJECT DESCRIPTION: Replace all portable and vehicle Police radios. RELATED PLAN(S): EXPENDITURES CIP Other FY2026 FY2028 FY2029 FY2030 TOTAL - $ - $ 4,100,000 $ - $ - $ 4,100,000 TOTAL $ - $ - $ 4,100,000 $ - $ - $ 4,100,000 FUNDING SOURCES 102 - One Time General Fund FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 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 Jump to TOC 201 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Camelback Rd & Perryville Rd: Intersection Improvement - 42013 DEPARTMENT: Engineering PROJECT DESCRIPTION: Design, construct, and install ADOT style traffic signal. RELATED PLAN(S): Transportation Master Plan EXPENDITURES Inf-Design FY2026 $ Infrastructure - Street TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL 45,700 $ - $ - $ - $ - $ 45,700 688,900 - - - - 688,900 734,600 $ - $ - $ - $ - $ 734,600 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 734,600 $ - $ - $ - $ - $ 734,600 TOTAL $ 734,600 $ - $ - $ - $ - $ 734,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2019 4/1/2027 PROJECT: Estrella Pkwy: Vineyard Rd 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): Strategic Plan , Transportation Master Plan EXPENDITURES Land FY2026 $ Improvements - Public Art Inf-Design Infrastructure - Street TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 953,100 - - - - 953,100 4,270,000 - - - - 4,270,000 96,172,900 - - - - 96,172,900 111,412,100 $ - $ - $ - $ - $ 111,412,100 FY2026 $ FY2027 10,016,100 $ FY2027 FY2028 FY2029 FY2030 10,016,100 TOTAL 21,792,700 $ - $ - $ - $ - $ 21,792,700 354 - GO Bond 26 35,764,400 - - - - 35,764,400 432 - DIF - Streets South 24 53,855,000 - - - - 53,855,000 111,412,100 $ - $ - $ - $ - $ 111,412,100 TOTAL $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 12/31/2028 PROJECT: Estrella Pkwy/PebbleCreek Rd & I-10: Intersection Improvement - 42027 DEPARTMENT: Engineering PROJECT DESCRIPTION: Add lanes under overpass in both directions. RELATED PLAN(S): Transportation Master Plan , Transportation Master Plan EXPENDITURES Inf-Design FY2026 $ Infrastructure - Street TOTAL $ FUNDING SOURCES 431 - DIF - Streets North 24 FY2027 92,000 $ FY2028 FY2030 TOTAL - $ - $ - $ 92,000 7,560,700 - - - - 7,560,700 7,652,700 $ - $ - $ - $ - $ 7,652,700 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 7,652,700 $ - $ - $ - $ - $ 7,652,700 TOTAL $ 7,652,700 $ - $ - $ - $ - $ 7,652,700 PROJECT 202 FY2029 - $ PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2021 3/31/2026 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Yuma Rd: Canyon Trails Blvd to Sarival Rd - 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 FY2026 Land $ FY2027 FY2028 FY2029 FY2030 TOTAL 30,400 $ - $ - $ - $ - $ 54,400 - - - - 54,400 Infrastructure - Signals&Signs 1,234,600 - - - - 1,234,600 Infrastructure - Street 6,312,300 - - - - 6,312,300 7,631,700 $ - $ - $ - $ - $ 7,631,700 Inf-Design TOTAL $ FUNDING SOURCES FY2026 102 - One Time General Fund $ 431 - DIF - Streets North 24 TOTAL $ FY2027 FY2028 FY2029 FY2030 30,400 TOTAL 1,396,900 $ - $ - $ - $ - $ 1,396,900 6,234,800 - - - - 6,234,800 7,631,700 $ - $ - $ - $ - $ 7,631,700 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 3/31/2026 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 FY2026 Land $ FY2027 FY2028 FY2029 FY2030 TOTAL 3,937,800 $ - $ - $ - $ - $ Inf-Design 2,061,800 - - - - 2,061,800 Infrastructure - Street 28,705,500 - - - - 28,705,500 34,705,100 $ - $ - $ - $ - $ 34,705,100 TOTAL $ FUNDING SOURCES FY2026 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 3,937,800 TOTAL $ 27,210,100 $ - $ - $ - $ - $ 7,495,000 - - - - 7,495,000 TOTAL $ 34,705,100 $ - $ - $ - $ - $ 34,705,100 353 - GO Bond 22 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2021 12/31/2026 27,210,100 PROJECT: Cotton Ln: Estrella Pkwy to Cotton Ln Bridge - 42046 DEPARTMENT: Engineering PROJECT DESCRIPTION: Design and rehabilitate existing roadway and widening of two additional travel lanes only. RELATED PLAN(S): Strategic Plan EXPENDITURES Land FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL 1,906,600 $ - $ - $ - $ - $ Inf-Design 5,715,300 - - - - 5,715,300 Infrastructure - Street 13,290,300 - - - - 13,290,300 20,912,200 $ - $ - $ - $ - $ 20,912,200 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 $ 354 - GO Bond 26 TOTAL $ FY2027 FY2028 FY2029 FY2030 1,906,600 TOTAL 5,715,300 $ - $ - $ - $ - $ 5,715,300 15,196,900 - - - - 15,196,900 20,912,200 $ - $ - $ - $ - $ 20,912,200 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 12/31/2026 Jump to TOC 203 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Sarival Rd: Yuma Rd to Elwood St - 42048 DEPARTMENT: Engineering PROJECT DESCRIPTION: Improvements and widening on west half of Sarival Avenue(1.47 lane miles). RELATED PLAN(S): Strategic Plan , Transportation Master Plan EXPENDITURES Land FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL 1,873,600 $ - $ - $ - $ - $ Inf-Design 1,014,000 - - - - 1,014,000 Infrastructure - Street 20,207,000 - - - - 20,207,000 23,094,600 $ - $ - $ - $ - $ 23,094,600 TOTAL $ FUNDING SOURCES 431 - DIF - Streets North 24 FY2026 FY2027 FY2028 FY2029 FY2030 1,873,600 TOTAL $ 23,094,600 $ - $ - $ - $ - $ 23,094,600 TOTAL $ 23,094,600 $ - $ - $ - $ - $ 23,094,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2022 6/30/2027 PROJECT: Bullard Ave: Celebrate Life Way to Roosevelt St - 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 Land FY2026 $ Inf-Design Infrastructure - Street TOTAL $ FUNDING SOURCES 102 - One Time General Fund 354 - GO Bond 26 TOTAL $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 432,500 295,100 - - - - 295,100 5,869,000 - - - - 5,869,000 6,596,600 $ - $ - $ - $ - $ 6,596,600 FY2026 $ FY2027 432,500 $ FY2027 FY2028 FY2029 FY2030 TOTAL 1,260,100 $ - $ - $ - $ - $ 1,260,100 5,336,500 - - - - 5,336,500 6,596,600 $ - $ - $ - $ - $ 6,596,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2023 6/30/2027 PROJECT: McDowell Rd: Litchfield Rd to Dysart Rd - 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): Strategic Plan, Transportation Master Plan EXPENDITURES Land FY2026 $ Inf-Design Infrastructure - Street TOTAL $ FUNDING SOURCES 102 - One Time General Fund 354 - GO Bond 26 TOTAL $ 204 FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 286,600 921,100 - - - - 921,100 18,786,400 - - - - 18,786,400 19,994,100 $ - $ - $ - $ - $ 19,994,100 FY2026 $ FY2027 286,600 $ FY2027 FY2028 FY2029 FY2030 TOTAL 9,543,100 $ - $ - $ - $ - $ 9,543,100 10,451,000 - - - - 10,451,000 19,994,100 $ - $ - $ - $ - $ 19,994,100 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2022 12/31/2026 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: VanBuren St & 152nd Ave: Intersection Improvement - 42061 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal - 152nd Drive & Van Buren. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 $ 28,300 $ Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 28,300 1,263,900 - - - - 1,263,900 1,292,200 $ - $ - $ - $ - $ 1,292,200 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,292,200 $ - $ - $ - $ - $ 1,292,200 TOTAL $ 1,292,200 $ - $ - $ - $ - $ 1,292,200 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/29/2022 8/30/2025 PROJECT: Estrella Pkwy: Hadley St to Goodyear Blvd 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 Land FY2026 $ FY2027 72,000 $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 72,000 Inf-Design 1,317,100 - - - - 1,317,100 Infrastructure - Street 3,094,200 - - - - 3,094,200 4,483,300 $ - $ - $ - $ - $ 4,483,300 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 4,483,300 $ - $ - $ - $ - $ 4,483,300 TOTAL $ 4,483,300 $ - $ - $ - $ - $ 4,483,300 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/9/2023 9/30/2028 PROJECT: Estrella Pkwy & Ballpark Village Blvd: Intersection Improvement - 42077 DEPARTMENT: Engineering PROJECT DESCRIPTION: Project will install a warranted traffic signal at Estrella Parkway & Ballpark Village Blvd. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL 39,200 $ - $ - $ - $ - $ 39,200 49,400 - - - - 49,400 1,066,600 - - - - 1,066,600 1,155,200 $ - $ - $ - $ - $ 1,155,200 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,155,200 $ - $ - $ - $ - $ 1,155,200 TOTAL $ 1,155,200 $ - $ - $ - $ - $ 1,155,200 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/1/2023 12/31/2025 Jump to TOC 205 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Bullard Ave & Yuma Rd: Intersection Improvement - 42078 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal- Bullard Avenue & Yuma Road. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 $ Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 47,000 $ FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 47,000 1,170,900 - - - - 1,170,900 1,217,900 $ - $ - $ - $ - $ 1,217,900 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,217,900 $ - $ - $ - $ - $ 1,217,900 TOTAL $ 1,217,900 $ - $ - $ - $ - $ 1,217,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/15/2023 10/31/2025 PROJECT: Estrella Pkwy & Calistoga Dr: Intersection Improvement - 42079 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal- Estrella Parkway & Calistoga Drive. RELATED PLAN(S): EXPENDITURES Land FY2026 $ FY2027 FY2028 FY2029 FY2030 TOTAL 14,000 $ - $ - $ - $ - $ Inf-Design 13,600 - - - - 13,600 Infrastructure - Signals&Signs 874,000 - - - - 874,000 901,600 $ - $ - $ - $ - $ 901,600 TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2026 FY2027 FY2028 FY2029 FY2030 14,000 TOTAL $ 901,600 $ - $ - $ - $ - $ 901,600 TOTAL $ 901,600 $ - $ - $ - $ - $ 901,600 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2023 12/31/2025 PROJECT: Cotton Ln & Camelback Rd: Intersection Improvement - 42080 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic Signal- Cotton Lane & Camelback Road. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 $ Infrastructure - Street TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 249,700 $ FY2028 FY2030 TOTAL - $ - $ - $ 249,700 1,726,000 - - - - 1,726,000 1,975,700 $ - $ - $ - $ - $ 1,975,700 FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,975,700 $ - $ - $ - $ - $ 1,975,700 TOTAL $ 1,975,700 $ - $ - $ - $ - $ 1,975,700 PROJECT 206 FY2029 - $ PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2023 6/30/2027 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Elliot Rd & San Gabriel Dr: Intersection Improvement - 42082 DEPARTMENT: Engineering PROJECT DESCRIPTION: Traffic signal-San Gabriel Drive & Elliot Road. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL 139,200 $ - $ - $ - $ - $ 3,900 - - - - 3,900 1,514,800 - - - - 1,514,800 1,657,900 $ - $ - $ - $ - $ 1,657,900 FY2026 FY2027 FY2028 FY2029 FY2030 139,200 TOTAL $ 1,657,900 $ - $ - $ - $ - $ 1,657,900 TOTAL $ 1,657,900 $ - $ - $ - $ - $ 1,657,900 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/15/2024 12/31/2025 PROJECT: Cotton Ln: Union Pacific Railroad to Elwood St - 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 Land FY2026 $ Inf-Design FUNDING SOURCES 102 - One Time General Fund 400 - Construction Sales Tax TOTAL $ FY2029 FY2030 TOTAL - $ - $ - $ 590,000 - - - - 590,000 - 3,635,000 - - - 3,635,000 3,635,000 $ - $ - $ - $ 4,840,000 1,205,000 $ FY2026 $ FY2028 - $ Infrastructure - Signals&Signs TOTAL $ FY2027 615,000 $ FY2027 400,000 $ FY2028 - $ FY2029 FY2030 615,000 TOTAL - $ - $ - $ 400,000 805,000 3,635,000 - - - 4,440,000 1,205,000 $ 3,635,000 $ - $ - $ - $ 4,840,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2025 3/31/2028 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 Infrastructure - Other FY2026 FY2028 FY2029 FY2030 TOTAL 1,253,800 $ - $ - $ - $ - $ 1,253,800 TOTAL $ 1,253,800 $ - $ - $ - $ - $ 1,253,800 FUNDING SOURCES 102 - One Time General Fund FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 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 Jump to TOC 207 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Dilemma Zone Advance Detection & 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): EXPENDITURES FY2026 Infrastructure - Other FY2027 FY2028 FY2029 FY2030 TOTAL $ 2,084,400 $ 1,350,000 $ 1,350,000 $ - $ - $ 4,784,400 TOTAL $ 2,084,400 $ 1,350,000 $ 1,350,000 $ - $ - $ 4,784,400 FUNDING SOURCES FY2026 102 - One Time General Fund FY2027 FY2028 FY2029 FY2030 TOTAL $ 2,084,400 $ 1,350,000 $ 1,350,000 $ - $ - $ 4,784,400 TOTAL $ 2,084,400 $ 1,350,000 $ 1,350,000 $ - $ - $ 4,784,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/5/2024 6/30/2028 PROJECT: Indian School Rd: Perryville Rd to Citrus Rd - 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): Strategic Plan, Transportation Master Plan EXPENDITURES FY2026 Land $ Inf-Design FUNDING SOURCES 354 - GO Bond 26 $ FY2029 FY2030 TOTAL - $ - $ - $ 7,489,000 3,684,400 - - - - 3,684,400 - 32,535,000 - - - 32,535,000 11,173,400 $ 32,535,000 $ - $ - $ - $ 43,708,400 FY2026 FY2027 11,173,400 $ 375 - General Gov Future Financing FY2028 - $ - TOTAL $ FY2028 - $ Infrastructure - Signals&Signs TOTAL $ FY2027 7,489,000 $ 11,173,400 $ FY2029 FY2030 TOTAL - $ - $ - $ 11,173,400 32,535,000 - - - 32,535,000 32,535,000 $ - $ - $ - $ 43,708,400 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 9/15/2024 12/31/2029 PROJECT: Litchfield Rd & MC 85: Intersection Improvement - 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 FY2026 $ Inf-Design FUNDING SOURCES 102 - One Time General Fund FY2028 FY2030 TOTAL - $ - $ - $ 125,000 484,800 - - - - 484,800 - 3,043,000 - - - 3,043,000 3,043,000 $ - $ - $ - $ 3,652,800 609,800 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 609,800 $ 3,043,000 $ - $ - $ - $ 3,652,800 TOTAL $ 609,800 $ 3,043,000 $ - $ - $ - $ 3,652,800 PROJECT 208 FY2029 - $ Infrastructure - Signals&Signs TOTAL $ FY2027 125,000 $ PROJECT PLANNED PLANNED START DATE COMPLETION 7/23/2024 9/30/2028 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: McDowell Rd-Bullard Wash to 146th Ave: Sidewalk Improvement - 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 FY2026 Inf-Design $ Infrastructure - Street TOTAL $ FUNDING SOURCES FY2027 96,500 $ FY2029 FY2030 TOTAL - $ - $ - $ 96,500 1,145,000 - - - - 1,145,000 1,241,500 $ - $ - $ - $ - $ 1,241,500 FY2026 102 - One Time General Fund FY2028 - $ FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,241,500 $ - $ - $ - $ - $ 1,241,500 TOTAL $ 1,241,500 $ - $ - $ - $ - $ 1,241,500 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 1/2/2025 3/31/2027 PROJECT: SR303-SR30 to Van Buren: IGA City Portion - 42092 DEPARTMENT: Engineering PROJECT DESCRIPTION: This project will have two interchanges, one at SR303 & Yuma Road and another at SR303 and Lower Buckeye Road. The City’s cost share of each interchange is estimated at $500,000 each, for a total of $1,000,000 and possibility of water & sewer line upsizing. RELATED PLAN(S): EXPENDITURES FY2026 Infrastructure - Street FY2027 FY2028 FY2029 FY2030 TOTAL $ 2,750,000 $ - $ - $ - $ - $ 2,750,000 TOTAL $ 2,750,000 $ - $ - $ - $ - $ 2,750,000 FUNDING SOURCES FY2026 400 - Construction Sales Tax FY2027 FY2028 FY2029 FY2030 TOTAL $ 2,750,000 $ - $ - $ - $ - $ 2,750,000 TOTAL $ 2,750,000 $ - $ - $ - $ - $ 2,750,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 6/30/2028 PROJECT: Estrella Pkwy & Yuma Rd-Inside the Goodyear Blvd Loop: Road Improvements - 42093 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 FY2026 Land $ Inf-Design FY2027 - $ 3,113,000 Infrastructure - Street TOTAL $ FUNDING SOURCES 3,113,000 $ FY2026 354 - GO Bond 26 $ 375 - General Gov Future Financing TOTAL $ FY2028 226,000 $ 3,113,000 $ TOTAL - $ 226,000 - - - - 3,113,000 - 27,795,000 - - 27,795,000 27,795,000 $ - $ - $ 31,134,000 FY2027 - FY2030 - $ 226,000 $ 3,113,000 $ FY2029 - $ FY2028 - $ FY2029 - $ FY2030 TOTAL - $ - $ 3,113,000 226,000 27,795,000 - - 28,021,000 226,000 $ 27,795,000 $ - $ - $ 31,134,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 9/30/2030 Jump to TOC 209 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Yuma Rd: Cotton Ln to Canyon Trails Blvd - 42094 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): Strategic Plan, Transportation Master Plan EXPENDITURES FY2026 Land $ Inf-Design FUNDING SOURCES FY2029 FY2030 TOTAL - $ - $ - $ 4,923,000 - - - - 1,312,000 - - - 10,116,000 - 10,116,000 - $ 10,116,000 $ - $ 16,351,000 1,312,000 $ FY2026 354 - GO Bond 26 FY2028 4,923,000 $ 1,312,000 Infrastructure - Street TOTAL $ FY2027 - $ FY2027 $ 1,312,000 $ TOTAL $ 1,312,000 $ 375 - General Gov Future Financing 4,923,000 $ - FY2028 - $ FY2029 - $ FY2030 - $ TOTAL - $ 1,312,000 4,923,000 - 10,116,000 - 15,039,000 4,923,000 $ - $ 10,116,000 $ - $ 16,351,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 6/30/2030 PROJECT: Ballpark Village Blvd-157th Ave to Estrella Pkwy: Sidewalk Improvement - 42095 DEPARTMENT: Engineering PROJECT DESCRIPTION: Project adds curb, gutter, sidewalk, landscaping, and 4 ADA ramps along Ballpark Village Blvd’s north frontage, completing accessibility and aesthetic improvements west of Estrella Pkw to 157th Ave. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 400 - Construction Sales Tax FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 360,000 174,000 - - - - 174,000 - 836,000 - - - 836,000 836,000 $ - $ - $ - $ 1,370,000 Infrastructure - Street TOTAL $ FY2027 360,000 $ 534,000 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 534,000 $ 836,000 $ - $ - $ - $ 1,370,000 TOTAL $ 534,000 $ 836,000 $ - $ - $ - $ 1,370,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/1/2025 12/31/2027 PROJECT: Bullard Ave & Lower Buckeye Rd: Intersection Improvement - 42096 DEPARTMENT: Engineering PROJECT DESCRIPTION: Bullard Avenue and Lower Buckeye Traffic Signal. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 167,000 $ TOTAL $ 167,000 $ Infrastructure - Signals&Signs - FUNDING SOURCES 400 - Construction Sales Tax FY2027 $ FY2026 FY2028 - $ FY2030 TOTAL - $ - $ 167,000 1,666,000 - - - 1,666,000 1,666,000 $ - $ - $ - $ 1,833,000 FY2027 FY2028 FY2029 FY2030 TOTAL $ 167,000 $ 1,666,000 $ - $ - $ - $ 1,833,000 TOTAL $ 167,000 $ 1,666,000 $ - $ - $ - $ 1,833,000 PROJECT 210 FY2029 - $ PROJECT PLANNED PLANNED START DATE COMPLETION 7/1/2025 12/31/2027 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Bullard Ave-South of Van Buren St: Median Improvement - 42097 DEPARTMENT: Engineering PROJECT DESCRIPTION: Completing the remaining portion of median on Bullard Avenue between Van Buren and Yuma. RELATED PLAN(S): EXPENDITURES Inf-Design FY2026 $ Infrastructure - Signals&Signs TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 400 - Construction Sales Tax TOTAL $ FY2029 FY2030 TOTAL 156,000 $ - $ - $ - $ - $ 898,000 - - - - 898,000 1,054,000 $ - $ - $ - $ - $ 1,054,000 FY2026 $ FY2028 FY2027 FY2028 FY2029 FY2030 156,000 TOTAL 898,000 $ - $ - $ - $ - $ 156,000 - - - - 156,000 1,054,000 $ - $ - $ - $ - $ 1,054,000 PROJECT 898,000 PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 9/30/2026 PROJECT: Citrus Rd & Lower Buckeye Rd: Intersection Improvement - 42098 DEPARTMENT: Engineering PROJECT DESCRIPTION: New traffic signal and associated intersection improvements at S. Citrus Rd and W. Lower Buckeye Rd. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 400 - Construction Sales Tax FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 76,000 185,000 - - - - 185,000 - 1,851,000 - - - 1,851,000 1,851,000 $ - $ - $ - $ 2,112,000 Infrastructure - Signals&Signs TOTAL $ FY2027 76,000 $ 261,000 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 261,000 $ 1,851,000 $ - $ - $ - $ 2,112,000 TOTAL $ 261,000 $ 1,851,000 $ - $ - $ - $ 2,112,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 6/30/2028 PROJECT: Citrus Rd & Yuma Rd: Intersection Improvement - 42099 DEPARTMENT: Engineering PROJECT DESCRIPTION: New traffic signal and associated intersection improvements at Citrus Rd. and Yuma Road, including addition of left turn lanes at all legs of the intersection. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 400 - Construction Sales Tax FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 45,000 525,000 - - - - 525,000 - 3,580,000 - - - 3,580,000 3,580,000 $ - $ - $ - $ 4,150,000 Infrastructure - Signals&Signs TOTAL $ FY2027 45,000 $ 570,000 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ 570,000 $ 3,580,000 $ - $ - $ - $ 4,150,000 TOTAL $ 570,000 $ 3,580,000 $ - $ - $ - $ 4,150,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 12/31/2028 Jump to TOC 211 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Estrella Pkwy & MC 85: Intersection Improvement - 42100 DEPARTMENT: Engineering PROJECT DESCRIPTION: Estrella Parkway Road widening and replacement of existing railroad crossing equipment to provide a right turn lane, three through lanes, bike lane and pedestrian access. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 400 - Construction Sales Tax FY2028 272,000 $ FY2029 FY2030 TOTAL - $ - $ - $ 272,000 1,318,000 - - - - 1,318,000 - - 10,251,000 - - 10,251,000 10,251,000 $ - $ - $ 11,841,000 Infrastructure - Signals&Signs TOTAL $ FY2027 - $ 1,318,000 $ FY2026 272,000 $ FY2027 FY2028 FY2029 FY2030 TOTAL $ 1,318,000 $ 272,000 $ 10,251,000 $ - $ - $ 11,841,000 TOTAL $ 1,318,000 $ 272,000 $ 10,251,000 $ - $ - $ 11,841,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 6/30/2030 PROJECT: Estrella Pkwy & Spring Dr: Intersection Improvement - 42101 DEPARTMENT: Engineering PROJECT DESCRIPTION: New traffic signal and intersection improvement located at Estrella Parkway and Spring Drive. Includes 5,500 LF of fiber from Estrella Parkway to San Miguel. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 102 - One Time General Fund FY2030 TOTAL - $ - $ - $ - $ 50,000 - - - - 215,000 - 3,040,600 - - - 3,040,600 3,040,600 $ - $ - $ - $ 3,305,600 265,000 $ FY2026 FY2027 - $ 265,000 $ FY2028 3,040,600 $ 265,000 TOTAL $ FY2029 50,000 $ $ 400 - Construction Sales Tax FY2028 215,000 Infrastructure - Signals&Signs TOTAL $ FY2027 3,040,600 $ PROJECT FY2029 FY2030 TOTAL - $ - $ - $ 3,040,600 - - - 265,000 - $ - $ - $ 3,305,600 PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 9/30/2028 PROJECT: Lower Buckeye Rd & Wood Blvd: Intersection Improvement - 42102 DEPARTMENT: Engineering PROJECT DESCRIPTION: New traffic signal and associated intersection improvements at S. Wood Blvd and W. Lower Buckeye Rd. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 400 - Construction Sales Tax 212 FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 182,000 - - - - 182,000 - 1,815,000 - - - 1,815,000 1,815,000 $ - $ - $ - $ 2,077,000 Infrastructure - Signals&Signs TOTAL $ FY2027 80,000 $ 262,000 $ FY2026 FY2027 FY2028 FY2029 FY2030 80,000 TOTAL $ 262,000 $ 1,815,000 $ - $ - $ - $ 2,077,000 TOTAL $ 262,000 $ 1,815,000 $ - $ - $ - $ 2,077,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 6/30/2028 Jump to TOC CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: McDowell Rd & 159th Ave: Intersection Improvement - 42103 DEPARTMENT: Engineering PROJECT DESCRIPTION: New traffic signal and intersection improvement located at McDowell Road and 159th Avenue. RELATED PLAN(S): EXPENDITURES Land FY2026 $ Inf-Design FUNDING SOURCES 400 - Construction Sales Tax FY2028 FY2029 FY2030 TOTAL 250,000 $ - $ - $ - $ - $ 195,000 - - - - 195,000 - 1,940,000 - - - 1,940,000 1,940,000 $ - $ - $ - $ 2,385,000 Infrastructure - Signals&Signs TOTAL $ FY2027 445,000 $ FY2026 FY2027 FY2028 FY2029 FY2030 250,000 TOTAL $ 445,000 $ 1,940,000 $ - $ - $ - $ 2,385,000 TOTAL $ 445,000 $ 1,940,000 $ - $ - $ - $ 2,385,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2025 9/30/2028 PROJECT: Estrella Pkwy-Vineyard Rd to Cotton Ln: Median/Lighting Improvement - 42-23-306 DEPARTMENT: Engineering PROJECT DESCRIPTION: Design and construct new median curb, gutter and lighting along 3 miles of Estrella Parkway from Cotton Lane to Vineyard Avenue. RELATED PLAN(S): EXPENDITURES CIP Design FY2026 FY2028 FY2029 FY2030 TOTAL - $ - $ - $ - $ 1,360,000 $ 1,360,000 TOTAL $ - $ - $ - $ - $ 1,360,000 $ 1,360,000 FUNDING SOURCES 102 - One Time General Fund FY2027 $ FY2026 FY2027 FY2028 FY2029 FY2030 TOTAL $ - $ - $ - $ - $ 1,360,000 $ 1,360,000 TOTAL $ - $ - $ - $ - $ 1,360,000 $ 1,360,000 PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 8/15/2028 3/31/2031 PROJECT: Litchfield Rd-MC 85 to Van Buren St: Lighting/Sidewalk Improvement - 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 Land FY2026 $ FY2027 - $ FY2028 - $ FY2029 180,000 $ FY2030 TOTAL - $ - $ 180,000 Inf-Design - 590,000 - - - 590,000 Infrastructure - Street - - - 6,615,000 - 6,615,000 6,615,000 $ - $ 7,385,000 TOTAL $ FUNDING SOURCES 102 - One Time General Fund - $ FY2026 $ 400 - Construction Sales Tax 590,000 $ FY2027 - $ TOTAL $ - $ FY2028 590,000 $ - 180,000 $ 180,000 $ 590,000 $ FY2029 - 180,000 $ PROJECT PROJECT PLANNED PLANNED START DATE COMPLETION 10/1/2027 9/30/2030 FY2030 - $ TOTAL - $ 770,000 6,615,000 - 6,615,000 6,615,000 $ - $ 7,385,000 Jump to TOC 213 CITY OF GOODYEAR FY2026 - FY2030 CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION PROJECT DETAILS PROJECT: Yuma Rd: Goodyear Blvd to Litchfield Rd - 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 Land FY2026 $ Inf-Design TOTAL $ FUNDING SOURCES 102 - One Time General Fund FY2027 FY2028 FY2030 - $ - $ - - - 1,941,000 - $ - $ - $ 1,941,000 $ FY2026 FY2027 FY2028 - $ FY2029 TOTAL 707,000 $ 707,000 $ FY2030 707,000 1,941,000 2,648,000 TOTAL $ - $ - $ - $ 1,941,000 $ 707,000 $ 2,648,000 TOTAL $ - $ - $ - $ 1,941,000 $ 707,000 $ 2,648,000 PROJECT 214 FY2029 - $ PROJECT PLANNED PLANNED START DATE COMPLETION 1/1/2029 6/30/2033 Jump to TOC Budget Detail Jump to TOC 215 City Schedules 216 Jump to TOC 217 TOTAL ENTERPRISE FUNDS GRAND TOTAL ALL FUNDS 26,177,000 35,481,000 5,222,800 66,880,800 2,853,500 186,000 3,039,500 466,700 104,700 189,300 430,200 642,100 2,800 3,980,900 70,800 677,500 6,565,000 - 14,222,200 3,808,600 18,030,800 7,931,000 250,000 125,600 126,300 13,100 20,200 140,000 790,400 225,000 17,200 1,314,700 4,646,100 430,000 252,500 996,900 4,757,600 22,036,600 19,526,900 40,000 55,046,100 - 357,100 3,142,800 3,517,400 17,500 68,685,900 10,150,000 78,835,900 - 4,269,100 810,600 5,079,700 - - 6,946,500 2,370,400 6,135,900 22,898,800 490,000 38,841,600 11,080,900 1,300,000 4,300,000 1,600,000 2,662,800 1,180,000 1,700,000 2,000,000 25,823,700 $ 152,098,300 $ $ $ $ $ $ $ $ $ $ $ $ Transfers In $ $ $ $ $ $ $ $ $ $ $ $ $ 1,547,996,800 27,465,900 6,542,200 361,700 45,600 81,800,300 47,384,900 109,703,200 15,000,000 73,183,000 152,241,000 116,073,000 144,502,400 610,702,600 75,742,300 111,362,500 15,804,300 202,909,100 17,075,700 3,994,600 21,070,300 14,877,500 250,000 2,496,000 593,000 117,800 209,500 570,200 790,400 867,100 20,000 7,450,600 27,544,900 4,900,900 252,500 1,067,700 5,435,100 67,443,200 515,628,100 3,319,400 19,272,200 7,333,400 4,770,200 3,188,900 3,857,100 6,702,000 564,071,300 Total Sources Jump to TOC $ 734,918,700 $ 7,581,900 3,399,400 361,700 5,600 23,236,800 35,479,200 $ 100,000,000 15,000,000 13,128,400 13,517,400 25,879,400 96,838,900 $ 264,364,100 45,296,200 75,070,900 10,581,500 $ 130,948,600 $ $ $ $ $ $ $ 660,979,800 Projected Revenues $ 243,190,100 1,302,400 $ 244,492,500 11,888,200 9,703,200 60,054,600 70,037,700 80,043,600 47,663,500 $ 267,502,600 $ $ $ $ $ $ $ $ 261,357,100 2,019,400 14,972,200 5,733,400 805,000 2,008,900 2,157,100 4,702,000 $ 293,755,100 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 $ 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 ENTERPRISE FUNDS Water Operating Wastewater Operating Solid Waste Operating DEBT SERVICE FUNDS Secondary Property Tax McDowell Improvement District TOTAL DEBT SERVICE 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 General Fund Asset Management - Fire Asset Management - Fleet Asset Management - Parks Risk Reserve Asset Management - Traffic Signals Asset Management - Technology Asset Management - Facilities TOTAL GENERAL FUNDS GENERAL FUNDS Beginning Balance July 1, 2025 71 REVENUES - 20,716,400 361,700 45,600 41,107,000 19,983,300 2,055,100 259,800 2,234,400 4,549,300 34,547,400 17,429,400 10,368,600 62,345,400 - - 11,863,300 61,400 2,496,000 59,600 26,700 32,900 28,800 100,000 20,000 4,083,600 7,789,100 1,205,000 252,500 426,600 117,600 28,563,100 $ 345,688,200 $ $ $ $ $ $ $ $ $ $ $ 194,633,500 841,000 3,832,600 1,958,700 3,990,600 522,200 2,313,400 1,031,400 $ 209,123,400 Operations - 1,641,000 47,697,400 49,338,400 - - 3,618,600 1,373,900 4,992,500 - - - $ 597,371,700 $ $ $ 103,777,600 7,533,000 94,706,500 56,133,600 139,268,500 $ 401,419,200 $ $ $ $ $ $ $ 140,898,600 723,000 $ 141,621,600 $ $ $ $ $ $ $ $ $ $ $ $ $ - 79,360,200 187,000 187,000 - 152,000 2,508,000 2,660,000 3,882,400 4,229,400 209,300 8,321,100 - - 3,014,200 95,500 56,400 3,367,000 1,137,000 1,211,300 641,100 5,269,500 14,792,000 43,822,400 105,000 9,264,100 29,600 33,000 146,000 53,400,100 Capital Supplementals + Improvement Operating Projects Carryover 10 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 1 - TOTAL SOURCES AND USES $ $ $ $ $ $ $ $ $ $ $ $ $ 73 - 72,494,400 27,384,100 27,384,100 1,000,000 968,500 1,968,500 11,138,700 5,470,200 16,608,900 7,723,100 3,809,600 11,532,700 15,000,200 15,000,200 - - - Long-Term Debt - 6,562,500 6,185,100 12,747,600 - 15,000,000 15,000,000 6,794,500 4,338,200 1,587,300 12,720,000 - - 188,600 437,900 91,100 176,600 541,400 710,700 1,110,700 3,257,000 $ 145,789,000 $ $ $ $ $ $ $ $ $ $ 79,546,400 2,373,400 6,175,500 4,267,100 2,633,700 1,543,700 5,524,600 $ 102,064,400 $ Contingency EXPENDITURES 16 27,465,900 6,185,100 361,700 45,600 81,425,700 47,367,400 104,777,600 15,000,000 9,740,100 97,474,300 58,368,000 140,237,000 425,597,000 58,004,000 79,164,600 12,165,200 149,333,800 7,723,100 3,809,600 11,532,700 14,877,500 250,000 2,496,000 593,000 117,800 209,500 570,200 867,100 20,000 7,450,600 27,544,900 4,900,900 252,500 1,067,700 5,387,100 66,604,800 458,900,900 3,319,400 19,272,200 6,948,800 4,020,200 3,188,900 3,857,100 6,702,000 506,209,500 $ 1,240,703,500 $ $ $ $ $ $ $ $ $ $ $ $ Total Expenditures - 357,100 374,600 17,500 68,685,900 5,079,700 73,765,600 5,058,800 14,008,500 988,600 20,055,900 - - 790,400 790,400 - 56,727,200 384,600 57,111,800 $ 152,098,300 $ $ $ $ $ $ $ $ $ $ $ $ Transfers Out 17 27,465,900 6,542,200 361,700 45,600 81,800,300 47,384,900 104,777,600 15,000,000 78,426,000 97,474,300 63,447,700 140,237,000 499,362,600 63,062,800 93,173,100 13,153,800 169,389,700 7,723,100 3,809,600 11,532,700 14,877,500 250,000 2,496,000 593,000 117,800 209,500 570,200 790,400 867,100 20,000 7,450,600 27,544,900 4,900,900 252,500 1,067,700 5,387,100 67,395,200 515,628,100 3,319,400 19,272,200 7,333,400 4,020,200 3,188,900 3,857,100 6,702,000 563,321,300 $ 1,392,801,800 $ $ $ $ $ $ $ $ $ $ $ $ Total Uses $ $ $ $ $ $ $ $ $ $ $ $ $ - 155,195,000 - - 4,925,600 0 (5,243,000) 54,766,700 52,625,300 4,265,400 111,340,000 12,679,500 18,189,400 2,650,500 33,519,400 9,352,600 185,000 9,537,600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 48,000 48,000 - 0 0 0 750,000 0 0 0 750,000 - Estimated Ending Balance June 30, 2026 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 2 - REVENUES FY2024 ACTUALS FY2025 BUDGET FY2025 ESTIMATE FY2026 BUDGET GENERAL FUND-ONGOING Property Tax-Primary 13,718,434 15,140,900 15,140,900 16,503,200 General Sales Tax 101,589,764 91,151,300 106,211,800 111,977,900 6,500,000 7,200,000 7,200,000 7,200,000 Construction Sales Tax Franchise Taxes 5,530,796 5,390,400 6,620,000 7,080,000 113,620,560 $ 103,741,700 $ 120,031,800 $ 126,257,900 324,180 379,400 332,500 366,000 Urban Revenue Sharing (Income Tax) 20,438,898 20,184,700 20,735,300 22,247,100 Vehicle License Tax 4,966,269 4,837,700 5,200,000 5,382,000 Sales & Franchise Taxes $ Licenses & Registrations State Sales Tax 16,030,191 State Shared Revenues $ Arizona Tourism Reimbursement 41,435,358 16,366,700 $ 41,389,100 16,893,000 $ 42,828,300 18,353,000 $ 45,982,100 3,065,924 2,997,000 2,997,000 3,229,900 571,327 511,000 542,200 567,900 Parks & Recreation Fees 2,154,003 1,883,500 2,170,000 2,191,700 Development Related Revenue 9,884,000 10,357,200 10,357,200 11,566,400 950,049 923,100 1,050,000 1,081,500 Investment Income 1,389,000 3,500,000 3,500,000 2,000,000 Miscellaneous Revenue 2,659,340 1,212,000 1,824,200 1,475,000 189,772,174 $ 182,034,900 $ 200,774,000 $ 211,221,600 Const Sales Tax 29,541,745 13,187,400 33,826,400 $ 25,621,100 Development Services 11,490,180 12,142,800 $ - URS 1-Time 7,492,800 2,010,600 3,047,700 $ - 611,335 39,500 43,200 $ 93,800 - 2,776,100 3,125,900 $ - 625,987 240,500 - $ - 7,875,940 252,000 2,924,900 $ 3,317,400 $ 2,936,200 (1,400,000) $ - Rentals-Finance Municipal Court Total General Fund-Ongoing $ GENERAL FUND-ONE TIME Reimbursements/In Lieu Recovery Residential Rental 1-Time RICO Investment Income 1-Time AZSTA MCSD - - Other Misc - (484,338) Total General Fund-One Time $ 57,153,649 - (1,400,000) $ 17,106,100 $ 53,710,900 $ 31,968,500 Reserve Funds Risk Reserve 218 1,206,200 Total Reserve Funds $ 1,206,200 TOTAL GENERAL FUNDS $ 248,132,024 1,003,600 $ 1,003,600 $ 200,144,600 1,276,900 $ 1,276,900 $ 255,761,800 1,302,400 $ 1,302,400 $ 244,492,500 Jump to TOC CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 2 - REVENUES FY2024 ACTUALS FY2025 BUDGET FY2025 ESTIMATE FY2026 BUDGET SPECIAL REVENUE FUNDS Ballpark Operating 4,588,296 3,712,500 4,600,000 4,646,000 Ballpark Capital Replacement Fund 363,244 115,000 430,000 430,000 Highway User Revenue Fund (HURF) 7,649,642 7,407,400 7,700,000 7,931,000 Impound Fund 118,571 100,000 140,000 140,000 Arizona Lottery Funds (ALF) 358,876 250,000 250,000 250,000 Park & Ride Marquee Fund 221,115 114,800 121,900 125,600 Smart & Safe Arizona Act 750,217 560,000 775,000 790,500 CDBG 465,227 825,800 169,200 996,900 Opioid Settlement Fund 345,598 76,900 225,000 225,000 Court Enhancement Fund 98,783 80,000 125,000 126,300 Judicial Collection Enhancement Fund (JCEF) 18,483 13,500 20,000 20,200 Fill the Gap 12,306 6,000 13,000 13,100 Officer Safety Equipment 16,936 20,000 17,000 17,200 Prop 302 228,348 300,000 250,000 252,500 Ambulance Grants TOTAL SPECIAL REVENUE $ 896,708 721,000 745,000 1,314,700 1,048,156 1,558,500 4,109,500 4,757,600 17,180,506 $ 15,861,400 $ 19,690,600 $ 22,036,600 DEBT SERVICE FUNDS Secondary Property Tax 11,169,635 McDowell Improvement District (MID) TOTAL DEBT SERVICE 13,237,000 2,932,930 $ 14,102,564 13,107,300 3,804,900 $ 17,041,900 14,222,200 3,801,300 $ 16,908,600 3,808,600 $ 18,030,800 ENTERPRISE FUNDS Water Enterprise Fund Residential - City 12,932,345 12,927,500 14,210,300 15,156,300 Commercial 5,666,930 5,969,700 8,164,400 8,818,000 Industrial 1,688,590 1,354,400 3,018,400 3,342,000 Irrigation 9,588,792 9,528,700 7,311,100 7,580,100 CAP Water 5,055,341 5,885,100 6,259,200 7,125,300 Construct 2,515,940 1,885,400 1,507,400 1,562,400 Non-Rate Revenue 1,871,328 1,708,200 1,708,000 1,712,100 One-Time Revenue Total Water Enterprise Fund 20,655,374 $ 59,974,640 $ 39,259,100 345,700 $ 42,524,500 $ 45,296,200 Wastewater Enterprise Fund Residential Fees 18,158,777 18,420,200 20,015,400 21,423,700 Commercial 5,960,916 5,906,600 6,818,000 7,379,200 Non-Rate Revenue 67 118,100 One-Time Revenue 9,336,234 Total Wastewater Enterprise Fund $ Solid Waste Enterprise Fund TOTAL ENTERPRISE FUNDS 33,455,994 $ 9,506,497 $ 102,937,131 $ 24,445,000 $ 117,700 118,000 26,279,300 46,150,000 53,230,400 $ 75,070,900 9,867,200 9,850,000 10,581,500 73,571,300 $ 105,604,900 $ 130,948,600 Jump to TOC 219 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 2 - REVENUES FY2024 ACTUALS FY2025 BUDGET FY2025 ESTIMATE FY2026 BUDGET CAPITAL FUNDS General Obligation (G.O.) Bonds - 104,716,500 - 100,000,000 Budget Authority Fund - 15,000,000 - 15,000,000 - 31,194,300 31,194,300 8,521,800 23,772,000 30,805,700 88,317,100 Enterprise Capital Water Bonds Wastewater Bonds - Total Enterprise Capital Funds $ - $ 54,966,300 $ 62,000,000 $ 96,838,900 Non-Utility Development Fees Construction Sales Tax 16,784,178 8,154,900 16,410,500 13,128,400 Parks & Recreation North 3,843,574 3,287,200 3,100,000 3,193,000 Parks & Recreation South 440,810 343,900 250,000 257,500 Fire 5,076,880 3,863,300 5,187,500 5,446,900 Police 4,343,042 2,766,000 4,400,000 4,620,000 Transportation North 9,764,370 - - - Transportation South 753,948 - - - Total Non-Utility Impact Fees $ 41,006,803 $ 18,415,300 $ 29,348,000 $ 26,645,800 Utility Impact Fees Water North & Central 14,893,227 7,007,500 14,000,000 14,700,000 Water South 1,774,274 1,266,000 1,875,000 1,968,800 Wastewater North & Central 9,659,888 2,690,500 8,000,000 8,400,000 622,050 31,696,000 772,000 810,600 Wastewater South Total Utility Impact Fees $ 26,949,440 $ TOTAL CAPITAL FUNDS $ 67,956,242 $ 235,758,100 42,660,000 $ $ 115,995,000 24,647,000 $ $ 264,364,100 25,879,400 Community Facilities Districts (CFD) 12,837,543 12,524,600 12,524,800 35,479,200 Trust Funds 16,477,505 17,179,700 16,282,200 19,566,900 CFD's & Trust Funds Total CFD's & Trust Funds $ TOTAL REVENUE ALL FUNDS 220 $ 29,315,048 $ 29,704,300 479,623,515 $ 572,081,600 $ 28,807,000 $ 542,767,900 $ 55,046,100 $ 734,918,700 Jump to TOC CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FY2024 ACTUALS FY2025 REVISED BUDGET $ 342,264 $ 400,400 $ 451,300 $ Total Mayor and City Council $ 342,264 $ 400,400 $ 451,300 $ 3,438,418 $ 4,290,900 $ 4,002,600 $ FUND / DEPARTMENT FY2026 Base Budget FY2026 Supplementals FY2026 TOTAL BUDGET GENERAL FUNDS MAYOR AND CITY COUNCIL Administration $ 451,300 - - $ 451,300 10,000 $ 4,012,600 CITY MANAGER City Managers Office $ Internal Audit - 1-Time & Capital Projects - 390,957 2,073,400 - 260,000 260,000 243,700 183,600 427,300 Total City Manager $ 3,829,374 $ 6,364,300 $ 4,246,300 $ 453,600 $ 4,699,900 $ 1,848,206 $ 1,959,800 $ 1,971,300 $ - $ 1,971,300 LEGAL SERVICES Civil Division Criminal 835,050 1-Time & Capital Projects 1,058,000 38,221 1,129,000 - - - 1,129,000 - - Total Legal Services $ 2,721,477 $ 3,017,800 $ 3,100,300 $ - $ 3,100,300 $ 1,890,945 $ 2,583,100 $ 2,769,900 $ 346,100 $ 3,116,000 MUNICIPAL COURT Administration Judges 3,225 6,400 6,400 - 6,400 1-Time & Capital Projects 26,730 439,400 322,600 15,500 338,100 Total Municipal Court $ 1,920,900 $ 3,028,900 $ 3,098,900 $ 361,600 $ 3,460,500 $ 784,832 $ $ - $ 1,025,900 CITY CLERK Administration Elections 1-Time & Capital Projects 1,022,200 $ 1,025,900 173 4,000 $ 4,000 - 4,000 249,709 266,500 126,500 - 126,500 Total City Clerk $ 1,034,713 $ 1,292,700 $ 1,156,400 $ $ 904,553 $ 1,121,400 $ 1,202,000 $ - $ 1,156,400 $ 1,202,000 FINANCE Administration - Budget & Research 933,240 1,009,700 1,046,600 - 1,046,600 Financial Services 1,389,162 1,627,600 1,205,700 - 1,205,700 Customer Service 990,717 1,130,100 1,260,900 - 1,260,900 Procurement 696,547 786,800 738,500 143,000 881,500 Mailroom 34,008 38,400 17,400 - 17,400 AP-Payroll - - 620,700 - 620,700 1-Time & Capital Projects 14,036,049 15,436,300 23,086,900 120,000 23,206,900 Total Finance $ 18,984,276 $ 21,150,300 $ 29,178,700 $ 263,000 $ 29,441,700 $ 2,980,214 $ 3,413,800 $ 3,479,300 $ 519,700 $ 3,999,000 HUMAN RESOURCES Administration Enterprise Risk Management 599,132 659,200 687,700 - 1-Time & Capital Projects 150,443 181,300 8,800 115,000 Total Human Resources $ 3,729,789 $ 4,254,300 $ 4,175,800 $ 634,700 687,700 123,800 $ Jump to TOC 4,810,500 221 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2024 ACTUALS FY2025 REVISED BUDGET $ $ FY2026 Base Budget FY2026 Supplementals FY2026 TOTAL BUDGET INFORMATION TECHNOLOGY Administration Infrastructure General Hardware & Software Security 512,407 670,400 $ 736,200 $ - $ 736,200 2,451,412 2,948,700 2,096,700 212,900 2,309,600 - 600 - - - 384,377 401,700 422,400 143,000 565,400 4,317,368 5,346,400 6,651,300 187,300 6,838,600 Project Management 394,259 492,000 519,400 - 519,400 Geospatial Information 617,268 784,500 818,000 - 818,000 Public Safety 572,226 624,500 691,900 145,900 837,800 Service Desk - - 951,200 - 951,200 920,315 702,100 146,200 919,100 1,065,300 Application Development & Support 1-Time & Capital Projects Total Information Technology $ 10,169,632 $ 11,970,900 $ 13,033,300 $ 1,584,561 $ 1,948,600 $ 2,733,600 $ 1,608,200 $ 14,641,500 7,000 $ 2,740,600 46,000 $ 2,779,600 - $ DIGITAL COMMUNICATIONS Administration $ 1-Time & Capital Projects 79,116 Total Digital Communications $ 26,200 1,663,678 $ 966,200 $ - 1,974,800 $ 1,015,500 $ 39,000 2,733,600 $ 1,097,300 $ 39,000 FIRE DEPARTMENT Administration $ Ambulance 26,897,309 25,008,700 30,652,300 Emergency Services 141,585 179,700 Facilities O & M 693,664 977,000 Homeland Security 1,097,300 267,200 30,919,500 195,600 - 195,600 989,100 7,200 996,300 1,323,688 2,130,100 2,123,500 115,700 2,239,200 Prevention 744,204 714,500 714,500 - 714,500 Support Services 27,441 24,600 26,100 - 26,100 3,976,345 10,286,700 17,832,600 818,400 18,651,000 1-Time & Capital Projects Total Fire Department $ 34,770,437 $ 40,336,800 $ 53,631,000 $ 1,208,500 $ 54,839,500 $ 4,441,071 $ 4,344,500 $ 4,262,900 $ 1,106,800 $ 5,369,700 POLICE DEPARTMENT Administration Telecommunications 3,184,101 3,460,700 3,961,300 225,900 4,187,200 Field Operations 15,026,154 16,399,600 19,727,500 1,916,600 21,644,100 Specialized Patrol 3,462,062 3,217,500 4,061,900 4,800 4,066,700 Traffic 2,139,254 2,323,500 2,982,500 2,700 2,985,200 General Investigations 4,846,930 5,715,500 6,866,200 34,100 6,900,300 Support Services 1,457,951 1,675,500 1,850,800 202,600 2,053,400 Professional Standards 2,611,323 3,002,500 3,521,600 44,800 3,566,400 Community Services 1,888,870 1,372,800 1,595,900 2,800 1,598,700 554,245 740,400 740,400 - 740,400 1,449,233 2,545,900 2,201,100 191,000 2,392,100 366,974 363,900 557,500 - 557,500 3,626,228 3,837,600 3,912,800 1,455,800 5,368,600 Facilities Operations & Maintenance Fleet Operations & Maintenance Municipal Security 1-Time & Capital Projects Total Police Department $ 222 45,054,397 $ 48,999,900 $ 56,242,400 $ 5,187,900 $ Jump to TOC 61,430,300 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2024 ACTUALS FY2025 REVISED BUDGET $ $ FY2026 Base Budget FY2026 Supplementals FY2026 TOTAL BUDGET DEVELOPMENT SERVICES Administration 733,442 800,700 $ 840,600 $ 2,400 $ 843,000 Planning & Zoning 1,354,414 1,576,600 1,529,000 - 1,529,000 Building Safety 2,457,281 2,784,300 2,858,100 125,900 2,984,000 Code Compliance DSD Engineering - Plan Review Permits DSD Engineering - Inspection 1-Time & Capital Projects 522,077 744,200 769,800 - 769,800 1,376,811 1,976,100 2,072,000 - 2,072,000 751,069 924,500 860,700 336,200 1,196,900 1,570,491 1,922,200 1,882,000 289,700 2,171,700 2,770,792 Total Development Services $ 3,588,300 1,497,400 2,066,400 3,563,800 11,536,375 $ 14,316,900 $ 12,309,600 $ 2,820,600 $ 15,130,200 $ 1,800,467 $ 2,115,900 $ 1,880,700 $ - $ 1,880,700 Total Economic Development $ 2,554,503 $ 4,080,900 $ 4,850,400 $ 200,000 $ 5,050,400 871,532 $ 1,197,500 $ 1,364,400 $ 137,400 $ 1,501,800 ECONOMIC DEVELOPMENT Administration 1-Time & Capital Projects 754,036 1,965,000 2,969,700 200,000 3,169,700 ENGINEERING Administration $ Project Management 1,389,869 1-Time & Capital Projects 1,611,800 8,218,257 546,500 54,047,400 170,000 92,785,700 716,500 646,000 93,431,700 Total Engineering $ 10,479,658 $ 56,856,700 $ 94,696,600 $ 953,400 $ 95,650,000 $ 1,028,543 $ 1,463,600 $ 1,843,600 $ 99,700 $ 1,943,300 PARKS & RECREATION Administration Art & Culture Administration 1,659,672 1,882,200 1,857,200 25,000 1,882,200 Operations 5,818,768 6,194,800 6,421,800 5,400 6,427,200 Right-of-Way 2,584,556 2,831,900 4,442,100 114,400 4,556,500 525,100 525,100 525,100 - 525,100 Recreation Operations 2,012,189 1,828,700 2,039,900 500 2,040,400 Recreation Operations- Aquatics 1,836,260 1,628,500 2,025,900 - 2,025,900 Goodyear Rec Campus 2,637,147 2,391,700 2,662,900 - 2,662,900 - 200,000 200,000 - 200,000 1,242,858 1,478,900 1,478,900 - 1,478,900 - - 451,000 106,300 557,300 3,651,092 12,986,300 31,742,300 1,944,700 33,687,000 Right-of-Way - CFD Service Goodyear Rec Campus- Aquatics Library Neighborhood Services 1-Time & Capital Projects Total Parks & Recreation $ 22,996,185 $ 713,386 $ 33,411,700 $ 799,800 $ 55,690,700 $ 2,296,000 $ 845,200 $ 80,900 $ 57,986,700 PUBLIC WORKS Administration $ Facility Administration Fleet Services 1-Time & Capital Projects 4,971,000 5,340,200 14,800 5,355,000 517,898 110,800 156,200 7,200 163,400 6,425,490 Total Public Works $ 926,100 4,669,135 12,325,908 11,851,500 $ 17,733,100 9,361,300 $ 15,702,900 601,000 $ 703,900 9,962,300 $ Jump to TOC 16,406,800 223 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2024 ACTUALS FY2025 REVISED BUDGET $ $ FY2026 Base Budget FY2026 Supplementals FY2026 TOTAL BUDGET WATER SERVICES Stormwater 1-Time & Capital Projects 907,892 1,285,880 Total Water Services Department $ 958,900 $ 2,908,200 1,654,100 2,193,772 $ $ - 2,613,000 $ - $ - $ 2,908,200 130,000 $ 3,038,200 - $ 130,000 2,908,200 $ - $ 130,000 DEBT SERVICE Debt Service-General Fund $ 5,000 $ Total Debt Service $ 5,000 $ $ 2,993,399 $ - $ - $ - - $ - NON-DEPARTMENTAL Contractual Services CMO Ongoing Contingency - 3,500,000 $ 4,903,400 269,500 250,000 $ - $ 4,903,400 - 250,000 CMO 1-Time Contingency - 222,200 350,000 - 350,000 Mayor & Council Special Projects - 100,000 100,000 - 100,000 Contingency & Reserves 377,300 $ 79,223,700 Total Non-Departmental $ 2,993,399 $ 76,477,200 80,568,900 $ 78,846,400 84,449,800 $ 377,300 $ 84,827,100 Sub-Total General Fund $ 189,305,738 $ 352,372,300 $ 441,656,200 $ 17,244,700 $ 458,900,900 175,288 $ 2,491,700 $ 3,319,400 $ - $ ASSET MANAGEMENT & RISK RESERVE Fire Asset Management $ 3,319,400 Fleet Asset Management 4,333,791 16,275,800 19,272,200 - 19,272,200 Parks Asset Management 1,574,573 7,649,300 6,948,800 - 6,948,800 Risk Reserve 2,947,135 3,805,800 3,990,600 29,600 4,020,200 Traffic Signals Asset Management 497,398 3,201,300 3,188,900 - 3,188,900 Technology Asset Management 2,153,641 3,360,400 3,857,100 - 3,857,100 PW Facilities Asset Mgmt Plan 655,727 6,313,800 6,702,000 - 6,702,000 Total AM & Risk Reserve Funds $ 12,337,553 TOTAL GENERAL FUNDS $ 201,643,290 $ 47,279,000 $ 29,600 $ 47,308,600 $ 395,470,400 43,098,100 $ $ 488,935,200 $ 17,274,300 $ 506,209,500 $ $ $ 2,383,200 $ 14,877,500 SPECIAL REVENUE FUNDS Highway User Revenue Fund (HURF) $ 7,674,647 13,672,400 12,494,300 Arizona Lottery Funds 358,876 753,200 250,000 - 250,000 Park and Ride Marquee 1,105,656 991,400 2,496,000 - 2,496,000 Court Enhancement Fund 43,780 447,500 497,500 95,500 593,000 Fill the Gap - 91,100 117,800 - 117,800 Judicial Collection Enhancement Fund (JCEF) - 176,600 209,500 - 209,500 Impound Fund 88,508 392,400 570,200 - 570,200 Opioid Settlement 77,307 302,600 867,100 - 867,100 Officer Safety Equipment 56,112 46,300 20,000 - 20,000 Ambulance 1,369,561 6,198,400 4,997,200 2,453,400 7,450,600 Ballpark Operating 17,814,060 20,353,200 27,007,300 537,600 27,544,900 Ballpark Capital Replacement Fund 4,900,900 1,746,264 3,945,200 4,410,900 490,000 Prop 302 Funds (Tourism) 288,592 300,000 252,500 - 252,500 CBDG Entitlement 465,227 739,400 1,067,700 - 1,067,700 1,048,156 9,482,400 5,387,100 - 5,387,100 Miscellaneous Grants TOTAL SPECIAL REVENUE FUNDS $ 224 32,136,747 $ 57,892,300 $ 60,645,100 $ 5,959,700 $ 66,604,800 Jump to TOC CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2024 ACTUALS FY2025 REVISED BUDGET $ $ FY2026 Base Budget FY2026 Supplementals FY2026 TOTAL BUDGET DEBT SERVICE FUNDS Secondary Property Tax McDowell Improvement District 10,467,195 2,915,583 TOTAL DEBT SERVICE FUNDS $ 13,225,900 $ 3,805,900 7,723,100 $ - $ 7,723,100 - $ 11,532,700 625,500 $ 46,737,900 3,809,600 - 13,382,778 $ 17,031,800 $ 11,532,700 $ 34,793,932 $ 42,817,100 $ 46,112,400 $ 3,809,600 ENTERPRISE FUNDS WATER Ongoing $ 1-Time & Capital Projects Asset Management 2,601,255 5,581,000 2,429,900 1,538,300 - 3,058,900 7,297,900 - 3,968,200 7,297,900 Total Water Fund $ 37,395,186 $ 51,457,000 $ 55,840,200 $ 2,163,800 $ 58,004,000 $ 7,131,276 $ 23,818,300 $ 25,327,700 $ 1,478,900 $ 26,806,600 WASTEWATER Ongoing 1-Time & Capital Projects Asset Management 2,009,569 14,415,900 48,060,000 487,400 48,547,400 - 5,392,200 3,810,600 - 3,810,600 Total Wastewater Fund $ 9,140,845 $ 43,626,400 $ 77,198,300 $ 1,966,300 $ 79,164,600 $ 7,458,255 $ 10,382,900 $ 10,938,400 $ 57,300 $ 10,995,700 SOLID WASTE Ongoing 1-Time & Capital Projects Asset Management 280,495 537,600 - 65,000 65,000 - 93,200 1,104,500 - 1,104,500 Total Solid Waste Fund $ 7,738,750 TOTAL ENTERPRISE FUNDS $ 54,274,781 $ 11,013,700 $ 12,042,900 $ 122,300 $ 12,165,200 $ 106,097,100 $ 145,081,400 $ 4,252,400 $ 149,333,800 $ $ $ - $ CAPITAL FUNDS GO BONDS 2019 GO Bonds $ 2022 GO Bonds 3,013,645 1,919,636 2025 GO Bond Total GO Bond Funds $ 10,717,700 10,472,400 20,463,900 - 94,305,200 - 4,933,281 $ 31,181,600 $ 104,777,600 $ 54,498 $ - $ - $ - 10,472,400 94,305,200 $ 104,777,600 $ - NON-UTILITY IMPACT FEES DIF - Streets Central FY14 $ - DIF - Fire North 18 9,545,016 - - - - DIF - Fire South 18 212,505 - - - 3,671,700 DIF - Fire 24 - 145,000 3,671,700 - DIF - Police 18 3,315,722 - - - - DIF - Police 24 - 1,435,700 660,100 2,280,000 2,940,100 DIF - Streets North 18 1,756,529 - - - - DIF - Streets South 18 755,400 - - - - DIF - Prks & Rec North 18 653 - - - - DIF - Prks & Rec South 18 274 - - - - DIF - Streets North FY24 - 27,432,500 36,982,100 - 36,982,100 DIF - Streets South FY24 - 14,657,000 53,855,000 - 53,855,000 DIF - Prks & Rec South 24 - 17,900 17,900 - 17,900 DIF - Prks & Rec South 24 - 7,500 7,500 - Total Non-Utility Impact Fee Funds $ 15,640,597 $ 43,695,600 $ 95,194,300 $ 2,280,000 7,500 $ Jump to TOC 97,474,300 225 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 3 - TOTAL EXPENDITURES - ALL FUNDS FUND / DEPARTMENT FY2024 ACTUALS FY2025 REVISED BUDGET $ $ FY2026 Base Budget FY2026 Supplementals FY2026 TOTAL BUDGET UTILITY IMPACT FEES DIF - Water North 18 3,700 - $ - $ - $ - DIF - Water South 18 1,895,066 - - - - DIF - Water North 24 - 101,500 101,500 - 101,500 DIF - Water South 24 - 1,344,300 2,050,800 - 2,050,800 DIF - WasteWater North 18 3,720,432 - - - - DIF - WasteWater South 18 929,806 - - - - DIF - WasteWater North 24 - 6,567,000 16,384,600 - 16,384,600 DIF - WasteWater South 24 - Total Utility Impact Fee Funds $ 29,995,500 39,831,100 - 6,549,004 $ 38,008,300 $ 58,368,000 $ - $ 29,485,800 $ 27,077,500 $ - 39,831,100 $ 58,368,000 $ 27,077,500 WATER & WASTEWATER BONDS Water Bond FY2025 $ Water Bond FY2026 - 8,484,300 - 8,484,300 Wastewater Bond FY2025 1,351,215 23,307,400 20,586,000 - 20,586,000 Wastewater Bond FY2026 - - 84,089,200 - 84,089,200 FY2023 Wastewater Bond - - - - Total Water & Wastewater Bond Funds $ 1,351,215 - - $ 52,793,200 $ 140,237,000 $ - $ 140,237,000 OTHER CAPITAL Budget Authority Construction Sales Tax - Dedicated - 22,853,200 15,000,000 - 744,257 2,207,100 9,740,100 - Total Other Capital Funds $ 744,257 TOTAL CAPITAL FUNDS $ 29,218,355 $ 25,060,300 $ 24,740,100 $ $ 190,739,000 $ 423,317,000 $ - 15,000,000 9,740,100 $ 24,740,100 2,280,000 $ 425,597,000 81,425,700 CFD & TRUST FUNDS CFD & Trust Funds $ 39,699,023 $ 50,866,000 $ 81,238,700 $ 187,000 $ Total CFD & Trust Funds $ 39,699,023 $ 50,866,000 $ 81,238,700 $ 187,000 $ 81,425,700 TOTAL CFD & TRUST FUNDS $ 39,699,023 $ 50,866,000 $ 81,238,700 $ 187,000 $ 81,425,700 $ 1,210,750,100 $ 29,953,400 GRAND TOTAL ALL FUNDS $ 370,354,973 226 $ 818,096,600 $ 1,240,703,500 Jump to TOC CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 4 - DEBT SERVICE FY2024 ACTUAL DEBT BY BOND General Obligation Bonds (G.O.) Series 2026 Series 2022 Series 2021 Refunding 2020 Series 2019 Refunding 2019 Series 2017 Refunding 2016 $ 4,838,000 2,262,200 1,132,600 1,652,000 205,300 713,300 5,299,900 $ 16,103,300 $ 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 $ $ 5,089,700 1,704,200 446,100 21,900 7,261,900 $ $ 3,032,814 1,290,017 311,487 21,938 4,656,255 $ 5,102,700 2,473,500 443,900 21,900 8,042,000 $ Total MID $ 2,915,283 2,915,283 $ $ 3,459,300 3,459,300 $ $ 3,802,300 3,802,300 $ $ 3,808,600 3,808,600 $ $ $ 1,270,200 1,141,800 2,614,300 5,026,300 $ $ 1,273,400 1,141,800 2,621,800 5,037,000 $ Total PIC $ 1,202,767 570,898 2,182,150 3,955,815 $ 6,156,800 1,141,800 2,629,600 9,928,200 $ $ 4,846,290 4,846,290 $ $ 4,957,800 4,957,800 $ $ 4,963,400 4,963,400 $ $ 4,951,100 4,951,100 1,049,400 515,300 3,151,975 121,550 214,200 16,059,121 282,267 174,114 $ 21,567,927 $ $ 30,868 $ 1,049,400 519,200 3,157,100 119,800 218,800 4,122,300 285,200 179,900 9,651,700 5,496,000 38,700 $ 1,049,400 519,200 3,157,100 119,800 218,800 3,988,200 285,200 179,900 9,517,600 38,700 $ TOTAL $ 50,747,157 $ 53,389,200 $ 47,104,800 $ 72,494,400 FY2025 BUDGET FY2025 ESTIMATE FY2026 BUDGET TOTAL FY2024 ACTUAL $ 5,000 9,993,800 10,467,195 2,915,583 4,890,141 893,668 21,581,770 $ 50,747,157 Water & Sewer Revenue (W&S) Revenue 2020 Refunding 2020 Refunding 2016 Refunding 2009 $ Total W&S McDowell Improvement District (MID) Refunding 2018 FY2026 BUDGET $ Water Infrastructure Finance Authority (WIFA) 2009 Issue $ Total WIFA $ Public Improvement Corporation (PIC) PIC Series 2017 - MLB Guardians Project PIC Refunding Series 2016A PIC Refunding Series 2016B Excise Tax Revenue Series 2021 Excise Tax Total Excise Tax Revenue Community Facilities Districts (CFD) Goodyear General Palm Valley Goodyear Utility Wildflower 2 Cottonflower Estrella Mountain Ranch EMR CIP Centerra Cortina $ Total CFD's Future Bonds Total Fiscal Agent Fees DEBT BY FUNDING SOURCE General Fund Ballpark Debt Service Secondary Property Tax McDowell Improvement District Water Wastewater CFD $ FY2025 ESTIMATE 4,838,000 3,318,000 1,137,700 1,662,600 205,300 713,300 5,272,300 $ 17,147,200 Total G.O. 3,352,500 1,586,125 981,275 1,310,975 102,625 356,656 4,744,925 $ 12,435,081 FY2025 BUDGET $ $ $ $ 10,001,800 13,225,900 3,805,900 11,296,800 5,386,900 9,671,900 $ 53,389,200 $ $ $ $ 10,001,800 11,204,100 3,802,300 8,862,800 3,561,900 9,671,900 $ 47,104,800 1,360,300 2,186,900 1,143,300 1,662,600 205,300 713,300 5,269,100 $ 12,540,800 1,048,000 518,800 3,160,300 50,400 218,200 4,088,600 17,813,500 290,800 175,300 $ 27,363,900 $ 5,483,000 $ 37,200 $ 15,000,200 8,723,100 3,809,600 11,224,000 6,353,400 27,384,100 $ 72,494,400 Jump to TOC 227 CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2025 FY2024 POSITION TITLE Budget CITY MANAGER'S OFFICE Administration City Manager Deputy City Manager Chief Government Affairs Officer Governmental Relations Manager Assistant to the City Manager Strategic Planning & Org Performance Manager Chief of Staff Assistant to the Mayor Assistant to the Council 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 Internal Audit Internal Audit Program Manager Original FY2026 Change Revised Supplemental Budget 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 1.00 (1.00) (1.00) 1.00 1.00 (1.00) (1.00) - 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 - 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 - - 1.00 1.00 - 1.00 19.00 19.00 - 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 3.00 1.00 1.00 1.00 2.00 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 - 1.00 1.00 3.00 1.00 1.00 1.00 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 4.00 - 1.00 2.00 1.00 4.00 - 1.00 2.00 1.00 4.00 17.00 18.00 (2.00) 16.00 - 16.00 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 2.00 1.00 6.00 4.00 1.00 1.00 0.30 - 1.00 1.00 1.00 1.00 1.00 2.00 1.00 6.00 4.00 1.00 1.00 0.30 1.00 1.00 2.00 - 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 6.00 5.00 1.00 3.00 0.30 Total Municipal Court 17.30 20.30 - 20.30 4.00 24.30 Total City Clerk 1.00 1.00 1.00 1.00 3.00 7.00 1.00 1.00 1.00 1.00 3.00 7.00 - 1.00 1.00 1.00 1.00 3.00 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 Deputy Court Administrator Court Hearing Officer Courtroom Supervisor Court Supervisor Senior Courtroom Specialist Senior Court Specialist Courtroom Specialist Court Specialist Court Compliance Officer Security Guard Judge Pro tem CITY CLERK Administration City Clerk Deputy City Clerk Records Program Supervisor Senior City Clerk Specialist City Clerk Specialist 228 Jump to TOC CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2025 FY2024 POSITION TITLE Budget FINANCE Administration Finance Director Deputy Finance Director Business Analyst Management Assistant Budget & Research Finance Manager Budget & Research Principal Budget & Research Analyst Senior Budget & Research Analyst Budget & Research Analyst Tax & Financial Analyst Financial Services Finance Manager Financial Services Finance Supervisor Senior Accountant Senior Financial Analyst Accountant Senior Account Clerk Customer Service Finance Manager Utilities & Revenue Customer Service Supervisor Utility Billing Specialist Billing Specialist Senior Customer Service Representative Customer Service Representative I Procurement Finance Manager Procurement Procurement Supervisor Senior Procurement Officer Procurement Officer Procurement Specialist Senior Procurement Clerk Mailroom Senior Procurement Clerk AP/Payroll Finance Supervisor Payroll Analyst Payroll Specialist Senior Account Clerk Total Finance HUMAN RESOURCES Administration Human Resources Director Deputy Human Resources Director Continuous Improvement Program Manager Total Compensation HRIS Manager Organizational Development Manager Senior HR Business Partner HR Business Partner II HR Analyst HRIS Analyst Organizational Wellbeing Coordinator Benefits Analyst Recruitment Analyst Compensation Analyst HR Specialist Training & Volunteer Specialist Administrative Assistant Intern Risk Management Risk & Safety Coordinator Loss Control Specialist Total Human Resources Original FY2026 Change Revised Supplemental Budget 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 - 1.00 2.00 1.00 2.00 - 1.00 2.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 (3.00) - 1.00 1.00 3.00 1.00 - 1.00 1.00 3.00 1.00 1.00 1.00 3.00 2.00 3.00 1.00 1.00 3.00 2.00 3.00 (1.00) (1.00) 1.00 (3.00) 1.00 2.00 1.00 2.00 - - 1.00 2.00 1.00 2.00 - 1.00 1.00 2.00 1.00 3.00 1.00 1.00 2.00 1.00 1.00 3.00 - 1.00 1.00 2.00 1.00 1.00 3.00 - 1.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 0.75 1.00 1.00 1.00 1.00 0.75 1.00 (1.00) (0.75) 1.00 1.00 1.00 1.00 - 1.00 - 1.00 1.00 1.00 1.00 1.00 - 0.25 0.25 (0.25) - - - - - 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 - 1.00 1.00 1.00 2.00 35.00 36.00 - 36.00 1.00 37.00 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 0.50 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 - 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 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 0.50 1.00 1.00 1.00 1.00 - 1.00 1.00 - 1.00 1.00 18.50 19.50 - 19.50 2.00 21.50 Jump to TOC 229 CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE POSITION TITLE FY2025 FY2024 Budget Original FY2026 Change Revised Supplemental Budget 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 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 Sr. Systems Engineer 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 1.00 3.00 1.00 (1.00) (1.00) (3.00) (1.00) 1.00 1.00 2.00 2.00 - 1.00 - 1.00 1.00 2.00 2.00 1.00 - Geospatial Information GIS Manager GIS Data Administrator GIS Analyst 1.00 1.00 3.00 1.00 1.00 3.00 - 1.00 1.00 3.00 - 1.00 1.00 3.00 Information Security Information Security Officer Security Engineer Security Analyst 1.00 1.00 - 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 1.00 3.00 - 1.00 3.00 - - 1.00 3.00 - 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 1.00 Public Safety Technology Public Safety Technology Manager Applications & Business Analyst Public Safety Technician IT Service Desk IT Service Desk Manager PC Hardware Specialist IT Technician AV Technician Water\Wastewater Operations IT SCADA Engineer Total Information Technology DIGITAL COMMUNICATIONS Administration Digital Communications Director Deputy Digital Communications Director Digital Communications & Social Media Manager Management Assistant Digital Content Strategist Digital Technology Specialist Multi-Media Graphic Designer Digital Journalist Digital Communications Specialist Lead Videographer Videographer Total Digital Communications 230 1.00 1.00 - 1.00 - 1.00 38.00 39.00 - 39.00 3.00 42.00 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 3.00 1.00 - 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 9.00 5.00 14.00 - 14.00 Jump to TOC CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE Budget FIRE DEPARTMENT Administration Fire Chief Administrative Services Manager Management Analyst Administrative Assistant Emergency Services Deputy Fire Chief Battalion Fire Chief Firefighter Fire Captain Fire Engineer Crisis Response Supervisor Accreditation & Compliance Coordinator Public Information Officer - Sworn Crisis Services Specialist Crisis Response Specialist Payroll Specialist Emergency Management/Homeland Security Emergency Manager Prevention Fire Marshal Fire Inspector II Community Risk Reduction Specialist Community Risk Reduction Coordinator Fire Plans Examiner Fire Inspector Support Services Deputy Fire Chief Fire Equipment Maintenance Worker Ambulance Firefighter Fire Captain Emergency Medical Tech (EMT) Paramedic Fire Medical Billing Specialist Total Fire Department POLICE DEPARTMENT Administration Chief of Police Deputy Chief of Police Administrative Services Manager Public Information Officer Management Assistant Administrative Assistant Telecommunications Telecommunications Manager Telecommunications Supervisor Telecommunications Operator Emergency Communications Specialist Radio Systems Analyst Field Operations Chief of Police Deputy Chief of Police Administrative Services Manager Management Assistant Management Analyst Administrative Assistant Tactical Dispatcher Crime Analyst Telecommunications Manager Telecommunications Supervisor Telecommunications Operator FY2025 FY2024 POSITION TITLE Original FY2026 Change Revised Supplemental 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 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 1.00 (1.00) - 1.00 9.00 64.00 38.00 27.00 1.00 1.00 0.48 1.00 0.48 1.00 (0.48) 1.00 - 1.00 9.00 65.00 38.00 27.00 1.00 1.00 2.00 0.48 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 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 - 1.00 2.00 1.00 1.00 3.00 3.00 3.00 1.00 15.00 1.00 3.00 3.00 1.00 4.00 (3.00) (1.00) - 19.00 1.00 2.00 1.00 8.00 - 27.00 1.00 2.00 1.00 166.96 182.96 - 182.96 10.52 193.48 1.00 2.00 1.00 1.00 2.00 3.00 1.00 2.00 1.00 1.00 2.00 3.00 (1.00) (2.00) (1.00) (1.00) (2.00) (3.00) - - - 1.00 5.00 19.00 1.00 0.55 1.00 5.00 19.00 1.00 0.55 (1.00) (5.00) (19.00) (1.00) (0.55) - - - - - 1.00 2.00 1.00 1.00 1.00 4.00 1.00 5.00 18.55 1.00 2.00 1.00 1.00 1.00 4.00 1.00 5.00 18.55 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 6.00 20.55 Jump to TOC 231 CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE Tactical Operations Police Lieutenant Police Sergeant Police Officer Special Patrol Police Sergeant Police Officer Investigation Specialist Investigations Police Lieutenant Police Sergeant Police Officer Crime Intelligence Analyst Victim Services Supervisor Forensic Services Supervisor Forensic Specialist Crime Scene Supervisor Crime Scene Specialist Investigations Specialist Victim Services Advocate Support Services Police Lieutenant Police Records Supervisor Police Records Clerk II Police Records Specialist Property & Evidence Supervisor Property Officer Professional Standards Police Lieutenant Police Sergeant Police Officer Accreditation & Compliance Coordinator Background Investigator Administrative Assistant Community Services Police Sergeant Police Officer Volunteer Coordinator Municipal Security Municipal Security Coordinator Administrative Assistant Total Police Department FY2026 Revised Supplemental 6.00 1.00 6.00 11.00 72.00 6.00 1.00 6.00 11.00 72.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 4.00 1.00 2.00 1.00 2.00 0.50 2.00 6.00 12.00 53.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 4.00 1.00 2.00 1.00 2.00 0.50 8.00 1.00 12.00 23.00 125.00 1.00 2.00 2.00 19.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 4.00 1.00 3.00 1.00 2.00 0.50 10.00 1.00 12.00 25.00 144.00 1.00 3.00 11.00 1.00 3.00 11.00 (1.00) (3.00) (11.00) - - - 2.00 10.00 1.00 2.00 10.00 1.00 (2.00) (10.00) (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 (1.00) (3.00) (21.00) (1.00) (1.00) (1.00) (2.00) (1.00) (2.00) - - - 1.00 1.00 2.00 4.00 1.00 2.00 1.00 1.00 2.00 4.00 1.00 2.00 (1.00) (1.00) (2.00) (4.00) (1.00) (2.00) - - - 1.00 4.00 6.00 1.00 2.00 1.00 1.00 4.00 6.00 1.00 2.00 1.00 (1.00) (4.00) (6.00) (1.00) (2.00) (1.00) - - - 2.00 7.00 0.50 2.00 7.00 0.50 (2.00) (7.00) (0.50) - - - 1.00 1.00 1.00 1.00 - 1.00 1.00 - 1.00 1.00 231.05 231.05 (1.00) 230.05 29.00 259.05 Budget Emergency Communications Specialist Radio Systems Analyst Investigation Specialist Crime Intelligence Analyst Victim Services Supervisor Forensic Services Supervisor Forensic Specialist Investigations Specialist Victim Services Advocate Police Records Supervisor Police Records Clerk II Police Records Specialist Property & Evidence Supervisor Property Officer Accreditation & Compliance Coordinator Background Investigator Volunteer Coordinator Police Assistant Police Commander Police Lieutenant Police Sergeant Police Officer 232 FY2025 FY2024 POSITION TITLE Original Change Jump to TOC Budget CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE POSITION TITLE DEVELOPMENT SERVICES Administration Development Services Director Deputy Director of Planning Deputy Director of Development Engineering Administrative Services Manager Business Analyst Administrative Assistant Code Compliance Code Compliance Manager Code Compliance Officer FY2025 FY2024 Budget Original FY2026 Change Revised Supplemental Budget 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 1.00 4.00 1.00 5.00 - 1.00 5.00 - 1.00 5.00 Building Inspection Chief Building Official Deputy Building Official Building Inspection Supervisor Building Inspection Superintendent Building Inspector I Building Inspector II Building Inspector III Fire Plan Review & Inspection Specialist Plans Examiner 1.00 1.00 2.00 1.00 1.00 4.00 1.00 1.00 4.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 1.00 4.00 (1.00) 1.00 - 1.00 1.00 2.00 1.00 4.00 2.00 1.00 4.00 - 1.00 1.00 2.00 1.00 4.00 2.00 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 - Permits Permit Manager Permit Administrator Development Services Project Coordinator Development Services Technician I Development Services Technician II Development Services Technician III 1.00 2.00 2.00 2.00 1.00 - 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 - 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 2.00 Plan Review Plan Review Manager Plan Review Supervisor Sr. Civil Engineer Civil Engineer Plans Examiner 1.00 2.00 1.00 3.00 2.00 1.00 2.00 1.00 3.00 2.00 - 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 III Sr. Construction Inspector Construction Inspector I Construction Inspector II Dry Utility Coordinator Traffic Control Coordinator Electrical Specialist Inspector 1.00 1.00 1.00 3.00 5.00 - 1.00 1.00 1.00 3.00 6.00 - - 1.00 1.00 1.00 3.00 6.00 - 1.00 1.00 1.00 1.00 1.00 1.00 3.00 6.00 1.00 1.00 1.00 64.00 66.00 - 66.00 6.00 72.00 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 1.00 (1.00) (1.00) (1.00) (1.00) 1.00 1.00 1.00 4.00 1.00 1.00 - - 1.00 1.00 1.00 4.00 1.00 1.00 - 12.00 12.00 (3.00) 9.00 - 9.00 Total Development Services ECONOMIC DEVELOPMENT Administration Economic Development Director Deputy Economic Development Director Sr Business Development Manager Business Development Manager Management Assistant Marketing Coordinator Economic Development Research & Program Coordinator Marketing Specialist Total Economic Development Jump to TOC 233 CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2025 FY2024 POSITION TITLE Budget ENGINEERING Administration Director of Engineering Deputy Director of Transportation Deputy Director of Engineering - Continuous Improvement Management Assistant Administrative Assistant Project Management Coordinator Real Estate Supervisor Real Estate Services Specialist Original FY2026 Change Revised Supplemental 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 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 1.00 1.00 1.00 1.00 6.00 1.00 1.00 6.00 1.00 - 1.00 6.00 1.00 1.00 - 1.00 7.00 1.00 1.00 1.00 - 1.00 - 1.00 1.00 2.00 1.00 1.00 2.00 1.00 (1.00) - 2.00 1.00 - 2.00 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 - 1.00 1.00 1.00 1.00 2.00 1.00 23.00 23.00 2.00 25.00 3.00 28.00 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) 3.00 1.00 2.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 5.00 Arts & Culture Administration Arts & Culture Administrator Recreation Superintendent Festival Event Coordinator Recreation Coordinator Recreation Programmer Recreation Specialist Recreation Leader Administrative Assistant 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 (1.00) 1.00 (1.00) (1.00) (0.30) - 1.00 2.00 1.00 1.00 0.50 0.70 - 1.00 2.00 1.00 1.00 0.50 0.70 Parks Operations Parks Superintendent Parks Supervisor Parks Worker I Parks Worker II Parks Worker III 1.00 3.00 13.10 8.00 7.00 1.00 3.00 13.10 8.00 7.00 (1.00) 1.00 3.00 13.10 8.00 6.00 - 1.00 3.00 13.10 8.00 6.00 Right of Way Right of Way Superintendent ROW Landscape Supervisor Right of Way Supervisor Irrigation Specialist Parks Worker I Right of Way Worker II Right of Way Worker III Right of Way Specialist 1.00 1.00 2.00 2.00 3.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 (1.00) 1.00 1.00 1.00 2.00 1.00 2.00 2.00 1.00 - 1.00 1.00 1.00 3.00 1.00 2.00 2.00 Project Management CIP Manager Sr. Project Manager Project Management Assistant Streets & Markings Traffic Operations Worker II Traffic Signals Traffic Operations Foreman Signal Technician II Signal Technician III Traffic Management City Traffic Engineer Assistant City Traffic Engineer Intelligent Transportation Systems Analyst Intelligent Transportation Systems Technician Traffic Operator Total Engineering PARKS AND RECREATION Administration Parks & Recreation Director Deputy Parks & Recreation Director Support Services Manager Administrative Services Manager P&R Project Manager Operations Readiness Coordinator Safety Program Administrator Management Assistant Administrative Assistant 234 - Jump to TOC CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE POSITION TITLE FY2025 FY2024 Budget Original FY2026 Change Revised Supplemental - 1.00 4.00 2.00 2.00 4.82 1.50 1.75 Budget Recreation Operations Recreation Superintendent Recreation Coordinator Recreation Programmer Park Ranger Recreation Leader Recreation Instructor Park Attendant 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 4.00 2.00 2.00 4.82 1.50 1.75 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 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 1.00 1.00 0.50 1.80 0.30 4.70 5.00 2.20 1.90 Recreation Campus - Rec Operations Recreation Superintendent Recreation Coordinator Recreation Programmer Recreation Operations Specialist Administrative Assistant Recreation Leader Recreation Center Attendant Program Instructor Programs Program Instructor Fitness Recreation Specialist Park Ranger/Attendant 1.00 2.00 1.00 4.00 1.00 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) 0.30 - 1.00 2.00 1.00 4.00 1.50 1.10 1.10 1.10 0.80 1.50 - - 1.00 2.00 1.00 4.00 1.50 1.10 1.10 1.10 0.80 1.50 - - 1.00 - 1.00 - 1.00 1.00 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 1.10 1.60 0.40 2.10 1.00 1.00 2.13 (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 1.00 - 1.00 2.00 1.00 1.00 1.10 1.60 0.40 2.10 1.00 1.00 2.13 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 - 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 0.50 155.37 157.80 - 157.80 4.00 161.80 Neighborhood Services Neighborhood Services Manager Community Navigator 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 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 Total Parks and Recreation Jump to TOC 235 CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE FY2025 FY2024 POSITION TITLE Budget PUBLIC WORKS General Administration Public Works Director Deputy Public Works Director Administrative Services Manager Management Assistant Administrative Assistant Original FY2026 Change Revised Supplemental 0.50 - 1.00 1.00 0.50 1.00 1.00 - 1.00 1.00 7.00 1.00 1.00 Budget 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 7.00 1.00 1.00 - 1.00 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 1.00 2.00 1.00 1.00 3.00 11.00 1.00 2.00 1.00 1.00 3.00 11.00 - 1.00 2.00 1.00 1.00 3.00 11.00 - 1.00 2.00 1.00 1.00 3.00 11.00 Streets Maintenance Administrative Services Manager Street Superintendent Street Maintenance Foreman Street Maintenance Worker II Street Maintenance Worker III Heavy Equipment Operator 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 0.25 - 0.25 1.00 1.00 4.00 2.00 1.00 3.00 3.00 - - 3.00 1.00 1.00 1.00 1.00 1.00 (1.00) - 3.00 1.00 1.00 - 1.00 1.00 Solid Waste Administration Administrative Services Manager 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 8.00 - 1.00 2.00 2.00 1.00 8.00 0.25 - 0.25 1.00 2.00 2.00 1.00 8.00 Container Maintenance Solid Waste Equipment Operator 1.00 1.00 - 1.00 - 1.00 Sweeper Operations Equipment Operator Pavement Management Pavement Management Supervisor Pavement Management Coordinator Pavement Management Inspector 59.00 63.00 - 63.00 1.00 64.00 WATER SERVICES Stormwater Environmental Program Manager Environmental Compliance Inspector 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 - 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 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 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 236 - - Jump to TOC CITY OF GOODYEAR FY2026 ANNUAL BUDGET SCHEDULE 5 - AUTHORIZED POSITION DETAIL BY POSITION TITLE POSITION TITLE Water/Wastewater Maintenance* Asset Reliability Superintendent Operations Supervisor Utility Maintenance Supervisor Instrument Controls Technician Maintenance Mechanic I Maintenance Mechanic II Senior Maintenance Mechanic Maintenance Coordinator Sr. Instrumentation & Controls Utilities Electrician Scada Engineer FY2025 FY2024 Budget Original FY2026 Change Revised Supplemental Budget 1.00 1.00 4.00 1.00 3.00 1.00 1.00 1.00 - 1.00 1.00 1.00 4.00 1.00 3.00 1.00 1.00 1.00 - (1.00) (4.00) (1.00) (1.00) - 1.00 1.00 1.00 3.00 1.00 - 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 5.00 1.00 2.00 2.00 3.00 5.00 - 1.00 2.00 2.00 3.00 5.00 1.00 - 2.00 2.00 2.00 3.00 5.00 1.00 2.00 3.00 2.00 1.00 2.00 3.00 2.00 - 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 1.00 1.00 1.00 2.00 Water/ Wastewater Water Quality* Environmental Program Manager Water Quality Supervisor Pretreatment Supervisor Senior Water Quality Technician Business Analyst Senior Industrial Pretreatment Inspector Industrial Pretreatment Inspector Cross Connection Specialist 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 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 4.00 1.00 1.00 1.00 4.00 1.00 - 1.00 1.00 4.00 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 1.00 2.00 7.00 1.00 1.00 2.00 1.00 2.00 7.00 - 1.00 1.00 2.00 1.00 2.00 7.00 1.00 - 2.00 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 1.00 2.00 2.00 8.00 2.00 2.00 2.00 8.00 - 2.00 2.00 2.00 8.00 - 2.00 2.00 2.00 8.00 *Positions within this division funded by multiple sources. Total Water Services 89.00 93.00 - 93.00 6.00 99.00 TOTAL POSITION COUNT 961.18 996.61 1.00 997.61 69.52 1,067.13 Water Distribution Operations Supervisor Utility Locator Sr. Utility Technician Utility Technician I Utility Technician II Water Production Operations Supervisor Sr. Utility Technician Utility Technician I Utility Technician II Water Resources Water Resources & Sustainability Manager Water Conservation Coordinator Water Conservation Supervisor Water Resources Planning Advisor Water Conservation Specialist Water Conservation Specialist II Instrumentation and Controls Instrumentation Controls Supervisor Sr. Instrumentation & Controls Technician Instrument Controls Technician Utilities Electrician Jump to TOC 237 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 5A - AUTHORIZED POSITIONS BY DEPARTMENT AND BY FUND POSITIONS BY DEPARTMENT FY2024 FY2025 BUDGET BUDGET FY2026 SUPPLEMENTAL BUDGET City Manager's Office 19.00 19.00 - 19.00 Legal Services 17.00 16.00 - 16.00 Full-Time 17.00 20.00 4.00 24.00 Part-Time 0.30 0.30 - 0.30 City Clerk's Office 7.00 7.00 - 7.00 Finance 35.00 36.00 1.00 37.00 Full-Time 18.00 19.00 2.00 21.00 Part-Time 0.50 0.50 - 0.50 Information Technology 38.00 39.00 3.00 42.00 Digital Communications 9.00 14.00 - 14.00 Municipal Court Human Resources Fire Full-Time Non Sworn 25.00 22.00 2.00 24.00 Full-Time Sworn 141.00 160.00 9.00 169.00 0.96 0.96 (0.48) 0.48 Part-Time Police Full-Time Non Sworn 64.00 66.00 8.00 74.00 Full-Time Sworn 166.00 163.00 21.00 184.00 Part-Time 1.05 1.05 - 1.05 Development Services 64.00 66.00 6.00 72.00 Economic Development 12.00 9.00 - 9.00 Engineering 23.00 25.00 3.00 28.00 Full-Time 104.00 105.00 4.00 109.00 Part-Time 51.37 52.80 - 52.80 Public Works 59.00 63.00 1.00 64.00 Water Services 89.00 93.00 6.00 99.00 Parks and Recreation 961.18 997.61 69.52 1,067.13 Total Full-Time TOTAL POSITIONS BY DEPARTMENT 907.00 942.00 70.00 1,012.00 Total Part-Time 54.18 55.61 (0.48) 55.13 POSITIONS BY FUND FY2024 FY2025 BUDGET BUDGET FY2026 SUPPLEMENT BUDGET General Full-Time 747.93 762.53 52.50 815.03 Part-Time 35.18 35.68 (0.48) 35.20 24.00 24.00 1.25 25.25 Full-Time 28.00 27.00 1.00 28.00 19.93 Highway User Revenue Fund Ballpark Part-Time 19.00 19.93 - Impound Fund 0.60 - - - Court Enhancement Fund 0.57 0.57 1.00 1.57 Ambulance 7.00 23.00 8.00 31.00 Water 41.45 43.95 4.50 48.45 Wastewater 44.45 45.95 1.50 47.45 Solid Waste 13.00 15.00 0.25 15.25 961.18 997.61 69.52 1,067.13 TOTAL POSITIONS BY FUND 238 Jump to TOC CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 6 - INTERFUND TRANSFERS FY2025 REVISED BUDGET IN GENERAL FUNDS General Fund $ General Fund One-Time 9,256,200 OUT $ 269,400 General Fund 34,919,600 $ 12,445,800 FY2025 ESTIMATE FY2026 BUDGET IN IN 9,471,500 OUT $ 59,100,000 89,739,300 $ 8,852,000 10,696,300 OUT $ 384,600 34,660,000 22,067,200 $ 9,525,600 $ 47,365,400 $ 68,571,500 $ 98,591,300 $ 11,080,900 $ 56,727,200 $ $ $ 1,300,000 4,300,000 1,600,000 1,180,000 1,700,000 2,000,000 12,080,000 $ $ 723,000 723,000 $ $ 1,200,000 5,200,000 1,650,000 1,200,000 1,300,000 2,000,000 12,550,000 $ $ - $ Asset Management $ 1,200,000 5,200,000 1,650,000 1,200,000 1,300,000 2,000,000 12,550,000 $ 384,600 384,600 Risk Reserve $ 2,705,700 $ - $ 2,202,100 $ - $ 2,662,800 $ - $ 24,781,300 $ 47,365,400 $ 83,323,600 $ 99,314,300 $ 25,823,700 $ 57,111,800 $ 5,894,700 $ - $ 3,478,300 $ - $ 6,946,500 $ - Asset Management - Fire Asset Management - Fleet Asset Management - Parks Asset Management - Traffic Signals Asset Management - Technology Asset Management - Facilities TOTAL GENERAL FUNDS SPECIAL REVENUE FUNDS Highway User Revenue Fund (HURF) Park and Ride Marquee 74,200 - 189,200 - 2,370,400 - Ambulance Ballpark Operating 5,477,400 560,000 - 3,604,700 775,300 - 6,135,900 790,400 - 16,462,000 - 14,608,000 - 22,898,800 - Ballpark Capital Replacement Fund TOTAL SPECIAL REVENUE FUNDS 350,000 28,258,300 560,000 21,880,200 775,300 490,000 38,841,600 AZ Smart & Safe ENTERPRISE FUNDS Water Operating Water One-Time Wastewater Operating Wastewater One-Time Solid Waste Operating 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 - 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 TOTAL CAPITAL FUNDS $ $ $ $ $ $ 4,400,000 478,100 4,878,100 $ 3,731,500 3,731,500 $ $ $ $ 4,505,600 3,408,300 782,300 8,696,200 $ 3,731,500 4,400,000 478,100 8,609,600 $ $ 15,565,800 15,536,900 31,102,700 $ 3,016,800 5,796,900 2,004,200 1,727,100 40,377,600 14,656,900 14,423,000 647,300 6,190,600 22,737,500 $ 111,577,900 $ $ $ $ 4,505,600 11,307,700 3,408,300 38,016,200 782,300 58,020,100 $ $ $ $ $ 4,269,100 810,600 5,079,700 10,035,200 $ 241,400 3,894,100 (877,300) 5,796,900 40,136,200 4,621,700 2,004,200 1,727,100 14,423,000 647,300 6,190,600 258,200 4,258,100 93,356,700 $ 7,324,300 61,361,600 10,150,000 78,835,900 $ $ $ 790,400 5,058,800 3,858,500 10,150,000 988,600 20,055,900 68,685,900 4,269,100 810,600 73,765,600 Jump to TOC 239 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 6 - INTERFUND TRANSFERS FY2025 REVISED BUDGET IN CFD & TRUST FUNDS CFD Self Insurance Trust Fund Retiree Healthcare Fund TOTAL CFD & TRUST FUNDS TOTAL TRANSFERS - ALL FUNDS 240 $ $ OUT $ $ $ 182,600 3,582,000 3,764,600 $ 182,600 182,600 $ 65,413,800 $ 65,413,800 $ $ $ FY2025 ESTIMATE FY2026 BUDGET IN IN 182,600 3,582,000 3,764,600 $ 251,649,000 OUT $ $ $ 182,600 182,600 $ 251,649,000 $ $ $ 17,500 357,100 3,142,800 3,517,400 $ 152,098,300 OUT $ $ $ 17,500 357,100 374,600 $ 152,098,300 Jump to TOC CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 7 - PROPERTY TAX FY2024 BUDGET DESCRIPTION FY2025 BUDGET FY2026 BUDGET Primary Property Tax Property Valuation Primary Levy Rate Per $100 Assessed Valuation $ 1,447,838,834 $ 1,635,614,677 $ 1,770,911,953 $ 13,923,866 $ 15,140,885 $ 16,503,128 $0.9617 $0.9257 $0.9319 Secondary Property Tax Property Valuation Secondary Levy Rate $ 1,447,838,834 $ 1,635,614,667 $ 1,770,911,953 $ 11,196,100 $ 13,237,000 $ 14,222,200 $0.7733 $0.8093 $0.8031 Combined Property Tax Levy Combined Property Tax Rate $ 25,119,966 $ $1.7350 28,377,885 $ $1.7350 30,725,328 $1.7350 Primary property tax levy FY2025 $ 15,140,885 Value of new construction FY2026 $ 113,696,828 Net assessed value less new construction FY2026 $ 1,657,215,125 Total Net assessed valuation FY2026 $ 1,770,911,953 Truth in Taxation Rate $ 0.9136 Max. Levy Allowed by law Requires Truth in Taxation $ 16,503,128 Max. Levy that can be imposed without Truth in Taxation FY2026 $ 16,179,052 Levy Amount Requiring Truth in Taxation $ 303,271 Maximum Allowable Tax Rate $ 0.9319 Truth in Taxation - FY2026 Jump to TOC 241 CITY OF GOODYEAR FY2026 TENTATIVE BUDGET SCHEDULE 8 - ARIZONA CONSTITUTIONAL DEBT LIMIT 2025/2026 Secondary Assessed Valuation (AV) $ 3,129,220,440 6% Bonds Debt Limit 6% Of Assessed Valuation (1) $ 187,753,200 Bonds Outstanding At June 30, 2025 Excess Available At June 30, 2025 39,216,300 $ 148,536,900 $ 625,844,100 20% Bonds Debt Limit 20% Of Assessed Valuation (2) Bonds Outstanding At June 30, 2025 Excess Available At June 30, 2025 (1) 109,626,700 $ 516,217,400 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. 242 Jump to TOC Description City of Goodyear - - - - - We are requesting funding to 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. Goodyear shares the cost of a Workforce Development Coordinator (WDC) with Maricopa County, to provide essential career services to Goodyear residents at the County’s new Goodyear location. This collaborative effort offers residents an easily accessible location to work with an on-site career advisor for job search assistance, resume development, and connections to job training programs, as well as business services support to employers as part of the ARIZONA@WORK network. We are requesting to extend our agreement with Maricopa County for the Workforce Development Coordinator Program. We are requesting to transition this from a contracted program to a fulltime FTE. The GoodyearCares Community Navigator program launched as a pilot in January 2022 in response to the COVID-19 pandemic. The Navigator assists Goodyear residents with navigating and applying for public assistance, nonprofit programs, and otherwise finding resources to help address their needs. 2. Consultant Services 3. Extend Workforce Development Program Partnership 4. Add GoodyearCares Community Navigator Position 5. Increase Fighter Country This is a request to increase the City's support for Fighter Country Partnership Sponsorship Partnership from our current Bronze Partnership ($5,000) to the Silver Level Partnership level ($15,000). The net increase is $10,000. This is a request to host a Marvin Andrews Fellow (graduate student) from Arizona State University during the 2025-2026 school year. As 6. Host A Marvin Andrews directed by the City Manager's Office, the Fellow will work with various Fellow city departments to provide general support and assistance on special projects. Jump to TOC Fiscal & Resource Management This is a request to create an Internal Auditing Program, per Council’s direction. The request includes the addition of 1 FTE as well as $75,000 for consulting services to assist with conducting audits as directed by the Council Audit Subcommittee. Focus Area - - - - - Internal Auditing Action Item STRATEGIC PLAN - 10,000 106,300 - - 260,000 Ongoing 30,000 - 3,600 60,000 150,000 3,600 1-Time - - - - - 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations 1. Internal Auditing Program City Manager General Fund & General Fund Subsidized Supplemental Request by Department 243 PT - - - - - - - 10,000 106,300 - - 260,000 Ongoing 30,000 - 3,600 60,000 150,000 3,600 1-Time - - - - - 1.00 FT RECOMMENDED FUNDING PT - - - - - - The Sr. Procurement Officer will perform a variety of complex procurements while providing customer support and consultation services to ensure compliance with Federal, State, and Local polices, including grant requirements. Management Assistant for the City Clerk’s Office to address the need for increased capacity as the city continues to grow. The addition of this position will allow department leadership to prioritize strategic planning and process improvements while supporting staff to continue to maintain a high level of customer service. The Management Assistant position will enhance department service delivery and operational efficiency by facilitating projects, managing the budget and performance measurements, improving systems, and ensuring compliance with federal, state and local regulations. Jump to TOC The Utility Billing Supervisor will oversee utility billing processes, financial and customer information systems and functions. The position will ensure accurate alignment and reconciliation between utility billing charges and general ledger revenues, as well as proper posting and reconciliation of utility payments with accounting records. The position 2. Utility Billing Supervisor will develop queries and reports across multiple databases, collaborating with customer service staff, and other city departments to maintain current knowledge and access to information systems. The role involves setting and achieving departmental goals and objectives, managing staff effectively, and leading special projects to drive operational improvements and efficiency. 1. Sr. Procurement Officer Finance 1. Management Assistant City Clerk 4. Sr Court Specialist - - - - - 2. Deputy Court Administrator Court Specialist - Customer Service Division. Was previously funded onetime, request for on-going resource for future years. Sr Court Specialist - provide secondary financial reconciliation lead role in the Customer Service Division of the Court. - The Deputy Court Administrator position will support department and organizational goals, monitoring progress towards and providing regular reports to the Court Administrator and Presiding Judge. The executive responsibilities of the Court Administrator cannot be appropriately delegated to existing positions within the organizational structure. 3. Court Specialist - Focus Area Action Item STRATEGIC PLAN - - - - - - - 148,900 143,000 134,500 106,400 94,900 154,700 192,000 Ongoing 3,800 3,800 3,300 5,400 800 7,900 6,800 1-Time 1.00 1.00 1.00 1.00 1.00 1.00 2.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Court Security Guard - provide two additional Court Security Guards for adequate coverage and compliance with security mandates. Description City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations 1. Court Security Guard Municipal Court Supplemental Request by Department 244 PT - - - - - - - - 143,000 - - 94,900 154,700 192,000 Ongoing - 3,800 - - 800 7,900 6,800 1-Time - 1.00 - - 1.00 1.00 2.00 FT RECOMMENDED FUNDING PT - - - - - - - City of Goodyear - This request will extend the existing contract with the Sales Tax Auditing consulting firm. The city is focused on continuing the Sales Tax Auditing program to 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. 4. Sales Tax Auditing Contract Cultural Journey Innovative and High Performing Organization 2. Gallup Boss to Coach Leadership Development Training (Citywide) Jump to TOC Purchase supplies and collateral to uphold the design of the city's culture. Cultural Journey $180,000 for (2) Boss to Coach One and (2) Boss to Coach Two Cohorts ($1730 per participant for (4) 1/2 days of leadership training). Boss to Coach One provides leaders with principles, tools, and methods to refine leadership skills, transforming them into team coaches, ultimately Innovative and fostering employee commitment, facilitating growth and highHigh performance. Boss to Coach Two offers the opportunity for managers that elect to continue with this advanced leadership development Performing course, building on the foundational skills and strategies from in Boss to Organization Coach One. This next-level training focuses on deepening managers' abilities to lead through coaching by emphasizing strength-based development, team engagement strategies, and further growing the culture of high performance. 3. Cultural Journey: Supplies & Collateral (Citywide) Cultural Journey Innovative and High Performing Organization - - 1. Culture Journey: Continued Innovation of the Employee Experience (HR) Action Item This request will support the continuation of Q12 Survey, Gallup Access, and CliftonStrengths which play a critical role in advancing the Cultural Journey and aligning with the strategic goal of fostering an Innovative and High-Performing Organization. Currently funded through a onetime allocation; $75,000 requested to secure ongoing access to critical Gallup services and subscriptions ensuring the continued availability of essential resources that support key organizational initiatives and workforce development efforts. Human Resources - This request is to contract for mailroom operations services currently performed using volunteers and Accounts Payable staff. This is a pilot program and will be assessed after one year. 3. Contracting Mailroom Services Focus Area Description STRATEGIC PLAN - - 10,000 90,000 75,500 Ongoing - 90,000 - 48,000 72,000 1-Time - - - FT - - REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 245 - - - PT - - - - 10,000 90,000 75,500 Ongoing - 90,000 - 48,000 72,000 1-Time - - - FT - - RECOMMENDED FUNDING - - - PT - - Description City of Goodyear - This addition is necessary to maintain service levels commensurate with employee growth and increased utilization. Service offerings will also be expanded by the addition of a naturopathic practitioner and a part-time medical assistant augmenting available care by 20 hours weekly while 8. Expansion of Wellness Center Services and Hours enhancing accessibility and expanding the range of holistic, preventive care options. This investment is expected to improve overall well-being, reduce absenteeism, increase productivity, and boost job satisfaction, fostering a healthier and engaged workforce. 1. API (Application Programming Interface) Integrations Jump to TOC - - Enlist the services of a consultant to continuously evaluate our deferred 7. Deferred Compensation compensation benefits and to proactively market our deferred Consultant (Citywide) compensation products available to our employees. The consultant will ensure fees and fee structures for our employees are competitive. In order to integrate software applications and increase automation activities, some vendors charge for access to their API (Application Programming Interface) data. This request is providing one-time funding to purchase APIs for vendors without Open API data. - Increase standby pay to acknowledge the critical availability employees provide during standby periods, ensuring timely responses to operational needs. 6. Stand By Pay Increase (Citywide) Information Technology - 5. Organizational Development Manager (HR) - Add an Organizational Development Manager (ODM) to manage organizational development, learning and development, succession planning, organizational wellbeing, and volunteer program management. The ODM will work to improve organizational effectiveness and engagement by targeting gaps in learning development and measuring the success and impact of initiatives targeted at optimizing and delivering a great workplace environment. The addition of an Organizational Development Manager will provide dedicated leadership to drive initiatives that are vital for our city's growth and sustainable success by development of succession planning initiatives. Focus Area Action Item STRATEGIC PLAN - - - - - - - 187,000 35,000 179,900 179,000 132,600 Ongoing 85,000 - - - 4,100 29,100 1-Time - - - - 1.00 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Add an analyst and purchase Payscale software for market data which 4. Class and Compensation will enhance our compensation structure, maintain competitive pay (HR) practices, and support equitable compensation strategies. Supplemental Request by Department 246 - - - - - PT - - 187,000 35,000 179,900 179,000 132,600 Ongoing 85,000 - - - 4,100 29,100 1-Time - - - - 1.00 1.00 FT RECOMMENDED FUNDING - - - - - PT - City of Goodyear - Power BI enables IT to establish an enterprise-wide strategy for the Data Management Program, driving efficiency and cost reduction over time. By leveraging Power BI’s scalable architecture, all city staff can access and utilize business intelligence reports without the need for individual licenses, streamlining operations and enhancing data-driven decision-making. Licensing requirements are limited to report creators, who will be carefully managed through a governance program, ensuring security, compliance, and optimal resource allocation. This approach not only minimizes costs but also fosters a data-driven culture, improves operational transparency, and enhances overall organizational efficiency. 7. Power BI Fabric Capacity Jump to TOC - Installation of Fiber for Fire Stations 184 and 185 - 6. Installation of Fiber for Fire Stations 184 and 185 5. One-Time PMO Professional Services - 3. Security Analyst Modify City Hall Audio Visual (AV) features and hardware in the City Hall's Canyon Trails conference rooms that will meet the needs of the business use. One-Time Professional Services to assist with the volume of new projects and assessments. This support will identify the correct software/hardware solutions and implement critical city strategic projects. - This positions would 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. 2. Systems Engineer II 4. AV Updates for Large Conference Rooms - This position serves as the primary architect for the organization’s systems hardware, with additional responsibility for designing, managing, and optimizing cloud-based solutions, including the organization’s Azure tenant. This role acts as a Tier 3 escalation point for advanced troubleshooting, oversees the implementation of hardware and cloud technologies, and trains other team members to enhance the division’s technical capabilities. The ideal candidate possesses expertise in both on-premises and cloud-based architectures, ensuring scalable, reliable, and secure IT systems infrastructure. Focus Area Description Action Item STRATEGIC PLAN - - - - - - 60,000 - - - 144,300 158,200 Ongoing - 125,000 100,000 150,000 3,100 3,100 1-Time - - - - 1.00 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 247 PT - - - - - - 60,000 - - - 144,300 158,200 Ongoing - 125,000 100,000 150,000 3,100 3,100 1-Time - - - - 1.00 1.00 FT RECOMMENDED FUNDING PT - - - - - - - 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. 5. Fire Department Honor Guard 8. Accreditation Hearing 7. Zoll AutoPulse NXT Devices & Warranty Jump to TOC - - - - Replace MCT radio's due to upgrades installed by another servicing agency. 4. Mobile Computer Terminal (MCT) Radio Replacement Add a Fire Equipment Maintenance Worker to meet the needs of department operations. This position will assist with in-house PPE testing, self-contained breathing apparatus repairs, compressor repairs and radio programming for Fire and Police. Purchase automatic chest compression devices that are equipped with updated technology to apply advance patient care interventions during cardiac arrest events. This one-time purchase also includes a four year warranty. Add one-time budget to allow staff and city management to attend and host the accreditation hearing. This is the last step in the process for agency accreditation. - Expand the Crisis Response Unit by adding 1 Full-Time Firefighter position, creating a third shift, to align with fire department operations. 3. Firefighter for Crisis Response Unit 6. Fire Equipment Maintenance Worker - 2. Convert Part-Time Crisis Convert a part-time Crisis Response Specialist to full-time to expand the Response Specialist to FullCrisis Response Unit by adding a third shift. Time 1. 8 Firefighters and Reserve Ambulance Add eight firefighters and purchase one reserve ambulance to finish the phased staffing for the ambulance division. - These funds will be used to hire a professional photographer with the technical expertise, artistic skills and interpersonal abilities required to capture dynamic photography for marketing materials. 4. Professional Photography Services Fire Department - 3. Social Media Care Specialist - Intern - It is the recommendation of the Director to secure one-time funds to extend the services of a part-time intern in the Digital Communications Department for an additional fiscal year. This position already exists and is primarily responsible for providing online customer service to the city’s 110,000 social media followers and 48,000 Nextdoor members by responding quickly to social media comments and questions. Safe and Vibrant Community Safe and Vibrant Community Focus Area - - - - - - - - - - Ambulance Service Update City Website Action Item STRATEGIC PLAN - - 113,000 10,000 - 147,700 84,600 1,384,600 7,000 - 133,300 33,000 Ongoing 41,100 262,600 73,400 - 230,000 42,200 - 1,085,800 - 39,000 19,700 125,000 1-Time - - - - - - - - - - - - (0.48) - PT - 1.00 - - 1.00 1.00 8.00 - - 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * It is the recommendation of the Director to secure funding to evaluate and consolidate four separate city websites into a single, comprehensive website for the city of Goodyear. This project will streamline digital communications, improve the user experience for residents and increase efficiency for employees responsible for website maintenance. Description City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations This new position will communicate non-incident-related news, 2. Digital Communications information and safety campaigns for the city's public safety Specialist departments, as well as provide communications support for additional city departments. 1. City Website Update Digital Communication Supplemental Request by Department 248 - - 113,000 10,000 - 147,700 84,600 1,384,600 7,000 - - 33,000 Ongoing 41,100 262,600 73,400 - 230,000 42,200 - 1,085,800 - 39,000 - 125,000 1-Time - - - - - - 1.00 - - 1.00 1.00 8.00 FT RECOMMENDED FUNDING - - - - - - - - - - (0.48) - PT Inventory / Asset tracking software 3. Facilities and Security Upgrades Year 3 4. Inventory/Asset Tracking Software 6. Replace Under Cover Vehicle 5. Polygrapher Equipment and Training Facilities and Security Upgrades Year 3 2. Goodyear Real Time Intelligence and Tactical (GRIT) Center Personnel Jump to TOC Purchase of polygraph equipment to perform in house polygraphs on candidates. Training for officer to perform polygraphs as an additional duty. Current UC Vehicle was totaled in an accident. Requesting replacement vehicle. - The Goodyear Real time Intelligence and Tactical (GRIT) center will be used by the police department to assist patrol and special assignment units. In addition the GRIT can support fire and emergency management during critical incidents or disasters. The project includes a build out of the emergency operations center conference room with expansion into the Telecom training area. Installation of a video wall and networking for 6 - 8 analysts. Only 3 officers/civilians will be hired in FY26. Software for the GRIT will be included as well as hardware and FFE. - - - - - 1. Police Personnel - - - - - Add 18 Police Officers, 2 Police Sergeants, 2 Police Assistants, 2 Telecom Operators, 1 Telecom Supervisor, and 1 Property Officer. These positions will handle increased calls for service and the influx of people, businesses, and residences in Goodyear. Recommendation: Fund ongoing personnel costs for 6 months. Police Department 13. Mass Casualty Kits 12. EMS Captain Vehicle 11. Hazmat Tuition and Training Purchase mass casualty kits which include tourniquets, pressure bandages, hemostatic agents, chest seals, airways, and other essential equipment. Each kit can treat up to 40-60 patients, with a potentially up to 180+ patients. These kits will be staged with Fire Department personnel for any large special event hosted by the City of Goodyear. Purchase hydration packets for Emergency Services division. Subscribe to Haas Transportation/ Responder to Responder to allow real time data from emergency vehicles to notify drivers and other responding vehicles of nearby hazards. The alerts are sent to drivers through navigation apps to notify the drivers that they should slow down and move over. Add one-time budget for Hazmat tuition and training for two students and overtime backfill. Purchase a vehicle for the EMS Captain to assist with trainings, supply runs and attend regional meetings as required. 9. Hydration Packets Focus Area Action Item STRATEGIC PLAN - - - - - - - - - - - - 6,800 - 50,000 - 1,202,000 4,707,900 - 5,600 - 15,000 Ongoing 20,000 15,000 50,000 400,000 161,700 3,358,100 12,000 55,000 87,600 - 20,500 1-Time - - - - 4.00 26.00 - - - - - - - - - - - - - - - - PT FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Description 10. Haas Transportation / Responder to Responder Subscription City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 249 - 6,800 - - - 1,202,000 2,711,100 - 5,600 - 15,000 Ongoing 20,000 15,000 - 400,000 161,700 3,358,100 12,000 55,000 87,600 - 20,500 1-Time - - - - 4.00 26.00 - - - - - FT RECOMMENDED FUNDING - - - - - - - - - - - PT - A Project Coordinator position to serve as central point of contact for managing high-profile and critical projects, ensuring efficient project coordination and acting as an ombudsman. This will allow plan reviewers and inspectors to focus on their core work and reduce review timeframes and complaints. This position is necessitated by the city's ongoing development growth and an increased emphasis on CIP. The Strategic Plan includes about 18 CIP projects, in addition to other highprofile project, e.g. the Goodyear Ballpark Development. Due to current staff workloads, the department is unable to offer expedited plan reviews. Without these, the city is unable to fully recoup costs since it cannot consistently commit to expedited processing. 2. Contract Plan Review and Inspection Services 3. Project Coordinator Jump to TOC - Development Services has utilized contract employee services for the past several years, both in inspections and plan review. The department currently employs 5 contract Civil Plans Examiners, 3 contract Civil Inspectors, and 6 contract Building Inspectors. Professional contract services are required to meet development demand within these divisions, provide required operational services to our customers, and allow staff to have time for professional development. Building Safety – Requesting funds for 3 contract Building Inspectors at a 10% increase to the contracts. Civil Plan Review – Requesting funds for 1 full-time and 4 part-time Civil Plan Reviewers. Civil Inspections - Requesting funds for 3 contract Construction Inspectors. Safe and Vibrant Community Focus Area - - Zoning Ordinance Rewrite Action Item STRATEGIC PLAN 132,800 - - Ongoing 22,800 1,507,400 301,000 1-Time 1.00 - - FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * 1. Zoning Ordinance Update Description City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations The Zoning Ordinance (ZO) update is a Strategic Plan Action Item that will be completed in FY2026. The majority of funding for the estimated scope of work was provided in FY2024, however due to carryover restrictions, an updated scope of work, and contract assistance required, additional funding is needed. In FY2024, $257,000 was funded for the ZO update. Michael Baker Intl., as the consultant has provided an updated scope of work that includes similar public outreach that was done with the General Plan and Design Guidelines update. Development Services Supplemental Request by Department 250 - - - PT - - 132,800 Ongoing 22,800 1,507,400 301,000 1-Time 1.00 - - FT RECOMMENDED FUNDING - - - PT City of Goodyear - - - Traffic Control Coordinator for the Civil Inspections Division to oversee the coordination and management of work activities impacting vehicular and pedestrian travel ways. This includes utility work, private development projects, capital improvement projects, City maintenance activities, and special events. Traffic control permit applications have increased 24% from FY2023 to FY2024 and nearly tripled since 2020, necessitating a dedicated coordinator to manage the escalating demand. Implementation of new traffic control fees are projected to offset the cost of this position through an increase in base fees. As the city continues to grow, increased development and special events require a centralized role to manage the complexities of traffic impacts. Dry Utility Coordinator for the Civil Inspection Division to facilitate the increase in dry utility permits, as well as enhanced coordination and management of dry utility projects. The city has experienced a 30% increase in dry utility permits from FY2023 to FY2024, with 693 permits issued in FY2024.The Dry Utility Coordinator position will coordinate utility installation and relocation efforts to minimize delays and prevent field changes, serve as the primary customer contact for resolving issues, and collaborate with utility service providers to address their expanding footprint and increased maintenance needs. This position aligns with the city’s commitment to maintaining infrastructure quality and delivering superior service to its growing community and stakeholders. Electrical Specialist Inspector for the Building Safety Division who would be responsible for conducting all commercial electrical inspections within the city, ensuring compliance with local codes, safety regulations, and emerging technologies. With emerging technologies like battery energy storage systems, renewable energy integration, electric vehicle (EV) charging stations, and smart building technologies becoming more common, it’s vital to have an expert who is well-versed in these evolving systems. An Electrical Specialist Inspector with up-to-date knowledge of these technologies ensures the city is equipped to handle cutting-edge electrical systems safely and effectively. 4. Permit Tech II and III 5. Traffic Control Coordinator 6. Dry Utility Coordinator 7. Electrical Specialist Inspector Jump to TOC - Permit Tech II and Permit Tech III positions for the Permitting Division to streamline the plan review and permitting process by handling routine administrative tasks, minor plan reviews, and financial coordination. These roles will alleviate the workload of specialized reviewers, engineers, and inspectors, enabling them to focus on critical technical evaluations. By improving workflow efficiency and accuracy, these positions will enhance the city’s ability to manage increased development activity effectively. By transferring minor plan reviews and administrative tasks to Permit Technician staff, plans examiners, engineers, and inspectors can focus on complex technical evaluations, improving the efficiency, accuracy, and quality of reviews. Focus Area Description Action Item STRATEGIC PLAN - - - - 129,400 160,600 136,900 213,900 Ongoing 80,100 85,800 85,800 45,600 1-Time 1.00 1.00 1.00 2.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 251 - - - - PT 129,400 160,600 136,900 213,900 Ongoing 80,100 85,800 85,800 45,600 1-Time 1.00 1.00 1.00 2.00 FT RECOMMENDED FUNDING - - - - PT Description City of Goodyear A large SUV vehicle with an additional third row of seating to 4. Department SUV Vehicle accommodate prospect tours, site visits, and increased staff travel for offsite meetings and events. Engineering Jump to TOC - - 3. Business Attraction Marketing 1. Project Management & Construction Contract Services for CIP Projects - Funds to support marketing and development efforts for business attraction. The goal is to enhance Goodyear's visibility among key industries, site selectors, and investors. This effort ensures the city is positioned as a prime destination for business. 2. Business Retention & Expansion Program Funding Requesting budget for a contractor to support the Engineering CIP Team with construction cost estimates and project management services. A 3rd Party Cost Estimating Service will help validate contractor pricing, identify supply chain challenges, and improve the accuracy of CIP project budgets. Contract Project Management Services will enhance current staffing with developing CIP documentation, processes, and procedures. - Funds to develop and grow newly launched Business Retention and Expansion (BRE) program. Programming and events for BRE may include speaker panels, an annual award gala, and breakfast round table discussions on industry specific topics. These events would bring valuable information to Goodyear, strengthen relationships between the city and business community, provide resources to the Goodyear business community, support workforce development initiatives, assist business retention, and promote expansion opportunities. Economic Vitality Focus Area Innovation Hub. Action Item STRATEGIC PLAN - - - - - 8,700 - - - Ongoing 472,300 75,000 50,000 30,000 120,000 1-Time - - - - - FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations This request is to fund a pilot program aimed at increasing engagement with small businesses and entrepreneurs through the InnovationHub. 1. InnovationHub Program This program will pursue a third-party contract with ASU Edson E+I that Funding will include data collection surveys, expand current offerings, and enhance small business and entrepreneur community events. Economic Development Supplemental Request by Department 252 - - - - - PT Ongoing - - - - - 472,300 - 50,000 30,000 120,000 1-Time - - - - - FT RECOMMENDED FUNDING - - - - - PT City of Goodyear This request proposes converting the existing full-time Temporary Project Manager (608) to a full-time authorized FTE, Senior Project Manager (610). 2. Senior Project Manager (1 FTE) - - The Real Estate Division recently transitioned from the Legal Department to the Engineering Department without accompanying administrative support. While in Legal, the Real Estate Division benefited from regular assistance provided by administrative staff, but the current staffing levels in Engineering cannot absorb the additional workload. This request is to continue the Temporary Administrative Assistant position to address the increased demands stemming from the division’s transfer and the rising number of projects and activities within Engineering. This role is necessary to support the existing Management Assistant and Administrative Assistant, ensuring departmental needs are met effectively. This budget request is necessary to adequately maintain the level of service provided to the City’s residents by allocating funds for critical transportation infrastructure maintenance under the Highway User Revenue Fund (HURF). The request includes resources for roadway lane striping, traffic signing, traffic signal parts, ITS equipment, neighborhood traffic management, and streetlight maintenance. These funds will enable proactive upkeep of aging assets such as crosswalks, traffic signals, solar-powered flashers, and city-owned streetlights, ensuring safety, functionality, and compliance with standards. The request also supports neighborhood traffic calming measures and maintenance labor not covered by other funding sources. 5. Temporary Administrative Assistant 6. Transportation Infrastructure Maintenance Jump to TOC - - - The increase in project volume and complexity of projects, coupled with the addition of the Real Estate Division to the Engineering Department, require expanded support to meet operational demands effectively and maintain productivity. Focus Area 4. Management Assistant (1 FTE) The proposed Traffic Management Center (TMC) Operator position will enhance transportation safety and accessibility by monitoring and managing traffic via cameras and other technologies. An AECOM assessment in 2024 identified the need for additional staffing to improve 3. TMC Traffic Operator (1 traffic operations and safety. This position will expand TMC monitoring from 5-10 to 50 hours per week, covering peak traffic times, supporting FTE) special events, and improving coordination with the police. Operator will also assist with manual signal control during incidents. This role will optimize traffic signal software to enhance timing, synchronization, and overall traffic flow. Description Action Item STRATEGIC PLAN - - - - - - - 136,300 112,300 170,900 Ongoing 900,000 97,500 4,300 3,600 40,100 1-Time - - 1.00 1.00 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 253 - - - - - PT - - 136,300 112,300 170,900 Ongoing 900,000 97,500 4,300 3,600 40,100 1-Time - - 1.00 1.00 1.00 FT RECOMMENDED FUNDING - - - - - PT City of Goodyear - - - This request is related to the organizational change that transferred the Real Estate Division into the Engineering Department and seeks budget 9. Real Estate Professional allocation for as-needed professional services to address: •Non-CIP or Services unbudgeted project-related expenses •Title reports, appraisals, miscellaneous real estate services •External legal counsel, primarily for incidental concerns, in coordination with the Legal Department This Design Concept Report (DCR) will determine the ultimate solution for widening Estrella Parkway from 4 to 6 lanes between Vineyard and Cotton Lane. Unlike the section south of the Cotton roundabout, this segment was not designed to accommodate median widening, creating 10. DCR for Estrella potential conflicts and risks. The DCR will identify these issues, enabling Parkway between City staff to more accurately scope, estimate costs, identify funding, and Vineyard and Cotton Lane program future design, right-of-way acquisition, and construction. This proactive planning effort will help minimize surprises during the design phase and engage stakeholders, including Estrella and King Ranch developers, to support coordinated future development. This request is for a new Temporary Survey Technician position to support Engineering – Capital Improvement Projects, Real Estate Division Services, and Development Services. This request is related to the organizational change that transferred the Real Estate Division into the Engineering Department. The technician will provide technical assistance through GIS data analysis, research of survey records and property deeds, address right-of-way issues, confirm legal descriptions’ accuracy, perform field checks, assist with construction staking, and review technical plans for accuracy. 8. Median Safety Modifications Jump to TOC - This budget request seeks funding for median safety improvements at four locations along arterial streets: •Partial McDowell Road median break approximately 625 feet west of Bullard Avenue & McDowell Road (near existing QuikTrip). •Partial McDowell Road median break approximately 500 feet east of 150th Drive & McDowell Road •Partial Van Buren Street median break approximately 1,275 feet west of Sarival Avenue & Van Buren Street •Partial Indian School Road median break approximately 815 feet east of Minnezona Avenue & Indian School Road 7. Maintenance of Traffic Signals 11. Temporary Survey Technician/Engineer - This budget request is necessary to adequately maintain transportation infrastructure service levels by allocating funds for contract labor and police officer assistance in traffic signal maintenance. The request includes resources for rewiring traffic signals, installing ITS components, and supporting traffic control during these activities. It covers services such as traffic signal rewiring, fiber optic cable installation, and the collection of traffic data for analysis. Funding will support safe, efficient infrastructure maintenance, addressing aging traffic signal systems, and ensuring compliance with safety and operational standards. Focus Area Description Action Item STRATEGIC PLAN - - - - - 3,300 - - - - Ongoing 144,100 250,000 40,000 200,000 175,000 1-Time - - - - - FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 254 - - - - - PT Ongoing - - - - - - 250,000 40,000 200,000 175,000 1-Time - - - - - FT RECOMMENDED FUNDING - - - - - PT Description This supplemental will add a full-time staff member to provide event support for the more than 80 events and tournaments hosted annually at Goodyear Ballpark and Player Development Complexes. 11. AQA - Aquatics Maintenance PT Staff (.5 PTE) 12. REC - Park Ranger PT Staff (.5 PTE) Jump to TOC This supplemental request will add 1,040 hours to service the Aquatics Center, Loma Linda Pool, GCP Splash Pad and various decorative fountains. (.5 PTE) This supplemental request will add 1,040 hours for additional park ranger patrols. (.5 PTE) 10. BP - Ballpark Convert 2,080 part-time hours to add a full-time Groundskeeper I at Groundskeeper I (Convert Goodyear Ballpark. 1 PTE to 1 FTE) 9. PKS - Grounds Equipment Mechanic (Convert .5 PTE to 1 FTE) This supplemental will convert an existing .5 PTE to 1 FTE to provide a Grounds Equipment Mechanic to support Parks, ROW and Special Events. Add one (1) Administrative Assistant to assist with work load leveling, maximize efficiency, and provide support to the department's daily operations. This supplemental request will add one (1) Irrigation Specialists to the 7. ROW - Irrigation Parks Department. The department currently has four dedicated Specialist (1 FTE) irrigation staff to service over 900 acres of improved landscape in citymaintained Parks & ROW areas. 8. BP - Irrigation Specialist This supplemental request will add one (1) Irrigation Specialist for the (1 FTE) Ballpark. 6. ADM - Administrative Support (1 FTE) - - - - - - - - - - - - - - - - 5. BP - Ballpark Coordinator (1 FTE) - - - 4. ROW - Virginia/Sarival - - This supplemental will be used to purchase a new point of sale system for Ballpark concessions. This supplemental will be used to maintain or replace assets with a life cycle of more than 10 years. This supplemental will replace the loss that naturally occurs over time to Right of Way vegetation and granite, as well as replace the irrigation system. - - - 2. BP - Ballpark Point of Sale System 3. PKS - Parks Long Lived Assets - - Action Item - This request is for the replacement of Traffic Operations Service Truck (Unit 948) with a bucket truck. This upgrade will enhance operational efficiency by addressing the increasing demand for bucket trucks in Traffic Operations & ITS, as there are more technicians than available trucks. Focus Area STRATEGIC PLAN - 411,000 - 19,000 109,200 1,200 - 29,600 2,800 37,600 44,500 2,800 82,500 117,100 104,100 3,900 100,200 3,800 460,000 - 139,000 150,000 740,000 145,000 1-Time - - 800 20,000 Ongoing - - 1.00 1.00 1.00 1.00 1.00 1.00 - - - - - - FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * 1. BP - Ballpark Long Lived This supplemental request will provide funding to replace 10+ year Assets assets for Goodyear Ballpark and player Development Complexes. Parks & Recreation 13. Replacement Upgrade of Unit 948 Service Truck City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations This request seeks funding for the accurate and updated collection of citywide vehicle traffic data, including daily vehicle counts and speed measurements, on selected arterial and collector roadways. This will 12. Citywide Traffic Counts ensure our city-wide traffic data will be less than 2 years old, to keep pace with one of the fastest growing City’s in the nation. The data will be made publicly available on the city’s website for use by residents and departments. Supplemental Request by Department 255 0.50 0.50 (1.00) (0.50) - - - - - - - - - - PT - - - - - - - - - - - 117,100 100,200 139,000 Ongoing - - - - - - - 82,500 3,900 3,800 411,000 460,000 150,000 740,000 1-Time - - - - - 1.00 1.00 1.00 - - - - - - FT RECOMMENDED FUNDING - - - - - - - - - - - - - - PT City of Goodyear - - This supplemental request will replace the fireworks at Star Spangled Fourth with a custom show of 400 drones. This supplemental request will bring the Loma Linda Park Facilities (Pool and Community Room) up to the city standard regarding: connectivity, network access, presentation capabilities, remote meeting equipment (screens, camera, tap devices, etc.). This supplemental request converts approximately 5,000 sq. ft. of nonprogrammable turf to synthetic turf. 20. The Rinq (Real Ice) 21. Star Spangled Fourth Drone Show 22. AQA - Loma Linda IT Upgrades (Pool and Community Room) 23. PKS - GSQ Turf Reduction (City Hall Building) Jump to TOC - This supplemental will provide a real ice rink for the community to enjoy throughout the holiday season. UPDATE: Per direction from Council, this supplemental has been changed to a synthetic ice rink. Of the amount to the right, ~377k has been re-programmed into a contingency line as part of the final FY2026 budget and our budget amendment policy will need to be followed to utilize these funds for another purpose. - - 19. Pop Ups in the Park Temporary Public Art - - - - - - - - - - - - Action Item - - - This supplemental request will continue the temporary public art installations for Veterans Day and Juneteenth. Veterans Day creates a week-long Arts experience at Civic Square for artists to create artwork on site representing the patriotism of the community. Juneteenth experience brings live art to the Goodyear Recreation Campus that engages all and demonstrates the diversity of Goodyear. This supplemental request will repair/replace various sidewalk panels throughout Goodyear parks. This supplemental request will provide resources to support donations for the Mavericks Food Truck Round Up, American Heart Association 18. Support for Third-Party West Valley Heart Walk and Skatercon to provide staffing (Police, Fire, Special Events and Parks), facility rentals, permitting fees, and treatment of dirt lots for overflow parking. This supplemental request will make needed electrical improvements related to pathway lighting at GSQ. 16. PKS - Civic Park Electrical Improvements 17. PKS - Park Concrete Repairs This supplemental request will make improvements to the fountain vaults at GSQ for improved access and ventilation. - This supplemental request is for an articulating boom lift that will allow staff to safely perform a variety of maintenance tasks at the Goodyear Recreation & Aquatics Center. 14. GRC - Safety Equipment - Boom Lift 15. PKS - GSQ Vault Improvements: Access Lid and Ventilation - This supplemental request will add additional safety equipment and supplies to the ROW Division: • Two (2) Towable Arrow Boards ($7k/=$14k total)• Three (3) Mounted Arrow Boards ($5k/=$15k total)• Two (2) Small Utility Vehicles & Trailers ($35k/=$70k total)• Various Vertical Panels, Signage, & Cones ($16k total) 13. ROW - Safety Equipment Focus Area Description STRATEGIC PLAN - - - - 100,000 150,000 182,500 488,300 - 98,600 - 25,000 160,000 75,000 75,000 110,000 115,000 1-Time - - - - - Ongoing - - - - - - - - - - - FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 256 - - - - - - - - - - - PT - - - - - - - - - - 25,000 Ongoing - - 182,500 488,300 - 98,600 160,000 75,000 75,000 110,000 115,000 1-Time - - - - - - - - - - - FT RECOMMENDED FUNDING - - - - - - - - - - - PT 5. Bridge Maintenance Pilot Program Jump to TOC - - Replace the fire-life safety system for the Police Department (PD) substation portion of the Fire Station (FS) #182 building. This project will proactively address this need, as a part of our comprehensive Asset 3. Replace Fire-life safety & Management program. HVAC: Replace five HVAC units that serve HVAC and Remove Planter the PD substation portion of the FS #182 building. This project will at the PD Substation at FS proactively address this need, as a part of our comprehensive Asset 182 Management program. Planter Removal: Remove the exterior planter in front of the PD substation portion of the FS #182 building to prevent moisture damage. PWD’s Streets Division is requesting funding to launch a pilot program focused on performing critical maintenance on the City’s 27 bridge structures to ensure the safety of the traveling public This funding will allow for sealing two to three structures per year and repair minor concrete spalling issues, putting us on a 10-year asset management cycle. Maintenance repairs are identified in inspections performed annually by Arizona Department of Transportation and reported to the city. - - - - The fire-life safety system at the Goodyear Ballpark is approaching the 2. Fire-life Safety System at end of its useful life. If funded, this project will proactively replace the Goodyear Ballpark (Asset current system, as a part of the City's comprehensive Asset Replacement) Management program. 1. Administrative Services Manager Public Works This is a request to consolidate administrative and budgetary functions within PWD, mirroring the successful model utilized in other City departments. This will support 1) Smooth continuity of operations 2) Responsible management of PWD CIP, Operational, Asset Management and Supplemental budgets. 3) Enhanced customer services 4) Grant Management 5) Enhanced Data management and Analysis 6) Workforce Development and Training to maintain our top VPP Star Employer status. With oversight of software systems, contracts, and recruitment activities, this position will promote efficiency and workload balance. This role will address the extensive needs of PWD's four divisions that are responsible for an annual budget of $42.7M, 63 employees, and managing 187+ purchase orders & 350+ invoices monthly. This supplemental request will purchase a compact Excavator and Trailer for the Parks Department. This supplemental will provide funds to purchase one (1) utility truck, outfitted with a tool accessory kit, and provide dedicated transportation to the FT Aquatics Maintenance Technician. 24. ROW - Compact Excavator and Trailer Focus Area Action Item STRATEGIC PLAN - - - - - - - - - 500,000 201,000 400,000 4,100 79,100 4,500 161,300 90,000 1-Time - Ongoing - - - 1.00 - - FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Description 25. GRC - Utility Truck City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 257 - - PT - - - - - - - - - 161,300 Ongoing - - 500,000 201,000 400,000 4,100 1-Time - - - 1.00 - - FT RECOMMENDED FUNDING - - PT - - - - Description - - - PWD is requesting funding to add a text messaging feature to our existing Solid Waste notification system, Recycle Right Wizard. This additional communication option has been requested by several residents and would provide a more convenient and effective way for many people to receive important updates. Currently, the system offers email and robo-call notifications, and the addition of text messaging would enhance the City's ability to keep our residents informed and engaged. PWD is requesting funding to implement an early warning thermal imaging system for the safety of our employees (Solid Waste Equipment Operators) and City equipment. This innovative system, developed in PWD is requesting funding to implement an early warning thermal imaging system on five solid waste rear-loader trucks to detect and respond to fire hazards, particularly from lithium-ion batteries, enhancing safety for operators and protecting City equipment. Developed in collaboration with city staff and a vendor, the system—currently in a promising pilot phase—provides early visual and audible alerts, giving operators critical time to safely offload burning material before it poses risks to personnel, vehicles, or property 1. Recollect Text Notification 2. Thermal Imaging Cameras Jump to TOC Action Item GF & GF Subsidized Total: Focus Area STRATEGIC PLAN - - - 10,000 8,000 12,701,600 - 100,900 Ongoing 65,000 - 16,872,200 200,000 4,100 1-Time - - 72 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * 7. Pavement Management Request for contracting services to support Pavement Management Inspection Support inspections for Public Works Department projects. Enterprise Funds Public Works City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations Public Works has four key divisions- Solid Waste, Facilities, Fleet and Street Maintenance, each with critical administrative needs like financial processes, contract research, data entry and most importantly our communications services related to staff and residents concerns, updating the department's website with latest information on Streets 6. Administrative Assistant Sweeping and Maintenance projects and numerous Solid Waste Services. PWD has identified a need for 3 full-time administrative support employees. In FY2025, PWD was allocated one Administrative Assistant position. PWD is requesting an additional administrative support position for FY2026. The additional administrative support need will be filled by temporary staff and volunteers. Supplemental Request by Department 258 - - - (0.98) PT - - 10,000 8,000 9,668,500 Ongoing - 65,000 - 15,976,900 200,000 1-Time - - - - 64 FT RECOMMENDED FUNDING - - - - (0.48) PT - - On August 28, 2023, the city entered into a new Agreement with the Arizona Department of Corrections, Rehabilitation and Reentry (ADCRR) for the Capital Improvements, Operations, and Maintenance of the Perryville Grinder Station (C-0752-23). CIP 61013 Perryville Grinder Expansion was created mid-FY2024 via Council approval. The project will manage the design and construction of infrastructure to treat 100% of the flows from Perryville Prison and will duplicate the existing infrastructure at the site, resulting in two grinder stations. This request will increase the base budget for operations and maintenance of the 2nd grinder. The project completion date was revised to 12/23/2025 when updating the existing CIP project tickets, so only half the amount will be needed for FY2026. The SCADA Engineer is vital in designing, configuring, deploying, and maintaining SCADA systems for the water and wastewater systems. SCADA allows for real-time data processing, analysis, and system control to quickly adapt to changing conditions, whether remotely or onsite. We currently have one SCADA Engineer providing support, but as the system grows and more sites and equipment are added, another Engineer is needed to keep up with the demand, as well as provide redundancy. This position is rooted in the increasing need for customer support and the projected rise in water demand resulting from our ongoing efforts to enhance the efficiency of water and wastewater operations. This position is included in the rate model for FY2026. 2. Perryville Grinder #2 Operating Expenses 2. SCADA Engineer Jump to TOC - Annual operating costs to transmit brine from the two reverse osmosis facilities (Site 12 and Bullard Water Campus) to Palo Verde Generating Station. These operating costs were identified as part of CIP 60034 1. Operating Costs to Send Brine Disposal to begin 7/1/24 (FY2025). The funds will pay for APS's Brine to Palo Verde additional costs of operating the systems and the maintenance, repair, Generating Station and periodic replacement of the systems improvements. $2M is needed each year; however, only half was funded for the first year (FY2025). This request is for the remaining $1M in ongoing funds to be added to the budget for FY2026. This is included in the rate model for FY2026. Focus Area Action Item STRATEGIC PLAN - - - - - 159,200 87,000 1,000,000 Ongoing 56,200 - - 300,000 1-Time - - - 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * - Description City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations Install online analyzer instrumentation at the five entry points to Goodyear's water distribution system (EPDS) to continuously monitor water quality, including chlorine, nitrates, pH, and turbidity. This will 1. Monitoring Analyzers for reduce staff time spent in daily manual water sampling, ensure real-time Entry Points to the monitoring and notifications, and compliance with all county, state and Distribution System (EPDS) federal regulatory statutes, including the EPA Safe Drinking Water Act. The projects ranks as our top priority due to its direct impact on water quality compliance and operational efficiency. Water Services Supplemental Request by Department 259 PT - - - - - 159,200 87,000 1,000,000 Ongoing 56,200 - - 300,000 1-Time - - - 1.00 FT RECOMMENDED FUNDING PT - - - - City of Goodyear - - Assessment of city-owned box culverts (59 assets) maintained by the Stormwater Division. A box culvert is a drainage structure with a rectangular or square opening used to convey stormwater under city roadways. These are not considered bridges per the National Bridge 4. Box Culvert Assessment Inventory. Box culverts require annual inspection and maintenance. This supplemental will provide the city with an initial assessment and the necessary repair list for developing the Box Culvert Asset Management program. As the city continues to grow, the need for a Senior Maintenance Mechanic within Utility Maintenance to oversee daily operations and provide guidance to the team of mechanics becomes increasingly important. This role involves not only supervising routine tasks, such as preventive maintenance and various repairs, but also coordinating with other divisions to schedule complex repairs and ensuring the appropriate parts are ordered in a timely manner. The Senior Mechanic will be responsible for identifying the need for spare parts, conducting repairs on critical equipment like pumps and motors, and serving as the primary problem solver when challenges arise. This position is being requested in place of the Maintenance Mechanic II included in the rate model for FY2026. 3. Water Conservation Specialist II Jump to TOC - This position will focus on the unique water use challenges of the growing commercial, industrial, and institutional (CII) sector, as well as HOAs. Conservation outreach efforts have been focused on residential customers, reaching only 2% of those customers annually with the current level of staffing. This position will move us beyond the current limitations and achieve a more comprehensive and effective water conservation strategy through in-depth analysis and direct interactions. This position will track and analyze water demands as outlined in the proposed Water Policy to ensure compliance from high water users. Without this oversight, the policy will be ineffective in its ability to manage water demands from CII users. This position is included in the rate model for FY2026. 3. Las Brisas Lift Station Odor Control Dosing Site 4. Senior Maintenance Mechanic - Add an odor control chemical dosing site at the Las Brisas lift station to mitigate the high Hydrogen Sulfide (H2S) levels and corrosion east of the Las Brisas lift station along West Elwood Street. The benefits of this system will be optimized chemical dosing for maximum efficiency, reducing time spent repairing corrosion damage, responding to odor challenges, and protecting the health and safety of the public and employees by reducing H2S levels. This will be an ongoing cost to operate the dosing system including chemicals and H2S monitoring. Focus Area Description Action Item STRATEGIC PLAN - - - - 131,200 - 136,400 134,000 Ongoing - 90,900 130,000 45,600 1-Time - 1.00 - 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 260 PT - - - - 131,200 - 136,400 134,000 Ongoing - 90,900 130,000 45,600 1-Time - 1.00 - 1.00 FT RECOMMENDED FUNDING PT - - - - - Add a supervisor to the Water Distribution Division to split the division into two specialized groups - Meter Services and Maintenance. The addition of the supervisor will allow for a more manageable span of 6. Operations Supervisor control (the current supervisor has 13 direct reports). This position will Water Distribution (Meter supervise Meter Services and focus on tasks such as new meter installs, Services) meter replacement, meter reading, disconnects, utility locations, and customer concerns. This position is being requested in place of the Utility Technician II included in the rate model for FY2026. Jump to TOC - Add a supervisor to the Wastewater Collections Division to split the division into two specialized groups – Lift Stations/Construction and Sewer Maintenance/Inspections. This position will oversee Sewer Maintenance/Inspections focusing on tasks such as routine/emergency 5. Operations Supervisor - sewer cleaning, air relief valve/manhole inspections, final/warranty Wastewater Collections inspections and CCTV inspections. The addition of the supervisor will allow for a more manageable span of control (the current supervisor has 11 direct reports and 2 new positions are being requested this fiscal year). This position is being requested in place of the Utility Technician I included in the rate model for FY2026. Focus Area Action Item STRATEGIC PLAN - - - - 158,700 160,900 Ongoing 121,200 146,500 400,000 1-Time - 1.00 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * - Description City of Goodyear Schedule 9 - FY2026 Supplemental Requests and Recommendations Goodyear has 4,300 fire hydrants in the water distribution system that require maintenance to ensure proper operation in the event of a fire. American Water Works Association (AWWA) Method M17 and National Fire Protection Association (NFPA) 291 require hydrants to be inspected and maintained once a year as a minimum requirement. 5. Contractor Services for Regular maintenance allows us to identify problems before they become Fire Hydrant Maintenance catastrophic, prevent operational delays, and reduce costs by minimizing repairs and replacements. We are unable to complete this annual task due to current staffing and more pressing priorities. This funding will hire a contractor to service each hydrant once and allow us to become current with the NFPA and AWWA guidelines. Funding for this request is available in the rate model for FY2026. Supplemental Request by Department 261 PT - - - - 158,700 160,900 Ongoing 121,200 146,500 400,000 1-Time - 1.00 1.00 FT RECOMMENDED FUNDING PT - - - City of Goodyear - - - The hydro tank at Corgett Water Reclamation Facility pressurizes the non-potable water supply needed for essential treatment processes. This original tank (2006) is at the end of its 20 year lifecycle, it is rusting, and needs replacement. This was previously included in the FY2024-FY2028 CIP (Project 60-23-239) and planned for replacement in FY2026. However, when the definition of CIP projects was revised last year, this project was removed since it no longer met the dollar threshold. It is now being requested for funding as a supplemental. This project is included in the rate model for FY2026. Site 12 Booster Station has various maintenance issues due to deferred servicing, including inoperable or unexercised valves that require replacement. As a result, makes it challenging to properly isolate the station during maintenance. This forces crews to isolate the system from points further away, which impacts efficiency and system functionality. These improvements will restore the facility to full operational capacity, as demands increase. We can operate at only 80% of capacity due to equipment limitations. This project was originally in the CIP in FY23 (60089) but was deferred to FY26 to balance the Water Fund. Because this project is under the $500,000 threshold, it is no longer in the CIP and is being requested as a supplemental. This is included in the rate model for FY2026. Add an operator to the Water Treatment Division. The Treatment Division was created in FY2023 in response to requirements from Maricopa County Environmental Services to have treatment operators with a Grade 4 ADEQ certification to operate the complex water treatment facilities. The division currently has 4 operators and a supervisor. An additional skilled operator is needed to support the daily workload as the treatment facilities require more maintenance, adjustments, and testing as the city's water consumption increases. This position is being requested in place of the Utility Technician II included in the current rate model for FY2026. 6. Utility Sewer Camera Truck and Staffing 7. Hydro Tank Replacement for Corgett WRF 7. Site 12 Booster Station Site Improvements 8. Water Treatment Operator I Jump to TOC - This request is for a sewer camera (CCTV) vehicle along with two Utility Technician IIs to meet the minimum requirements of inspecting the entire sewer system on a five year cycle. With the current camera truck and staffing, we are only able to meet 20% of this requirement. The inspections are used to identify structural or maintenance issues as part of our condition assessment program. Overall structural and operational condition grades are assigned to each section of pipeline to determine the course of action (repair/rehabilitation/replacement) to address defects found in the field. This proactive assessment helps identify unseen conditions such as cracks, breaks, root penetrations, and misalignment of piping that could result in sewer overflows. Focus Area Description Action Item STRATEGIC PLAN - - - - 101,900 - - 111,600 Ongoing 65,300 350,000 250,000 650,900 1-Time 1.00 - - 1.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 262 PT - - - - - - - 101,900 Ongoing - 65,300 350,000 250,000 1-Time - - - 1.00 FT RECOMMENDED FUNDING PT - - - - City of Goodyear 10. Vehicle for Maintenance Supervisor Jump to TOC - The Maintenance Supervisor requires a vehicle to effectively conduct daily inspections and oversee staff operations. The supervisor previously had an assigned vehicle, but when it was replaced a couple of years ago, the replacement vehicle was put into the department vehicle pool. Recently, the supervisor was able to keep the replaced vehicle but it was past its lifecycle and had already been replaced. Some of the pool vehicles have been reassigned to other divisions and there is not always a pool vehicle available to meet the supervisor's needs. Given that the supervisor needs to be in the field for part of each day, the lack of a vehicle severely hinders their ability to perform essential job functions. 9. Disinfection System Upgrades for Well 3, Well 11 and Booster 10 Action Item - - ENTERPRISE TOTAL: - This request will upgrade the chlorine systems at Well 3, Well 11, and Booster Station 10 to implement on-site chlorine generation. This will replace the current method of delivering, transporting and handling chlorine barrels. The goal is to improve efficiency, maintain chlorine concentration levels, and enhance safety for personnel. Currently these sites use purchased chlorine stored in 50 gallon drums that require weekly transport and exchange. On-site generation will allow us to produce chlorine as needed, preventing chemical degradation, and ensuring more stable chlorine residuals in the water system. Focus Area Description STRATEGIC PLAN - 2,203,400 4,500 Ongoing 2,932,700 61,100 200,000 1-Time - - 7.00 FT REQUESTED BY DEPARTMENTS *Requests may be split between Funds and/or share Costs with other Departments * Schedule 9 - FY2026 Supplemental Requests and Recommendations Supplemental Request by Department 263 PT - - - - - 2,087,300 Ongoing 2,220,700 - 200,000 1-Time - - 6.00 FT RECOMMENDED FUNDING PT - - - State Schedules 264 Jump to TOC 265 Primary property tax levy Secondary property tax levy Estimated revenues other than property taxes Other financing sources Other financing (uses) Interfund transfers in Interfund Transfers (out) Line 11: Reduction for fund balance reserved for future budget year expenditures 2026 2026 2026 2026 2026 2026 2026 25,823,700 57,111,800 9 10 506,209,500 Budgeted expenditures/expenses 2026 66,604,800 11,532,700 75,768,600 374,600 3,517,400 0 425,597,000 81,425,700 167,194,800 20,055,900 5,079,700 0 0 0 0 0 0 0 0 0 0 Internal Service Funds $ $ $ 2025 818,096,600 818,096,600 218,412,200 599,684,400 675,302,201 $ $ 149,333,800 $ 0 152,098,300 152,098,300 0 0 704,193,300 14,222,200 16,503,128 449,460,600 389,288,800 818,096,600 Total all funds 1,240,703,500 689,455,288 551,248,212 723,162,969 2026 1,240,703,500 0 1,240,703,500 1,184,379,228 3/22 Arizona Auditor General Jump to TOC Schedule A Official City/Town Budget Forms 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). 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. 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 438,329,228 13 Total financial resources available 2026 * ** *** 416,424,100 73,765,600 78,835,900 0 0 130,948,600 51,222,400 69,629,700 106,182,100 Enterprise Funds 0 18,776,300 0 0 0 0 55,046,100 17,579,700 28,213,700 50,866,000 CFD & Trust Funds Maintained for future financial stability 67,886,200 790,400 38,841,600 0 0 264,364,100 146,989,700 34,548,100 190,247,900 Capital Projects Fund 0 11 0 8 0 0 7 0 3,808,600 22,036,600 745,500 14,222,200 16,503,128 7,798,400 15,006,400 227,989,300 225,124,900 4 42,730,600 17,031,800 6 199,160,300 3 57,906,300 Debt Service Fund 5 395,862,500 2 Special Revenue Fund Funds Maintained for future capital projects E D D D D C B B E E 1 General Fund 12 2026 Maintained for future debt retirement Actual expenditures/expenses** Beginning fund balance/(deficit) or net position/(deficit) at July 1*** 2025 2026 Adopted/adjusted budgeted expenditures/expenses* 2025 Fiscal year S c h City/Town of Goodyear Summary Schedule of estimated revenues and expenditures/expenses Fiscal year 2026 City/Town of Goodyear Tax levy and tax rate information Fiscal year 2026 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 $ 2026 15,140,885 $ 16,503,128 15,140,885 $ 16,503,128 $ $ 13,237,000 $ 28,377,885 14,222,200 $ 30,725,328 $ $ $ 13,237,000 $ $ 13,237,000 13,237,000 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.9257 0.9319 Property tax judgment (2) Secondary property tax rate 0.8093 0.8031 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. 2663/22 Arizona Auditor General Jump to TOC Schedule B Official City/Town Budget Forms City/Town of Goodyear Revenues other than property taxes Fiscal Year 2026 Estimated revenues 2025 Source of revenues Actual revenues* 2025 Estimated revenues 2026 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 $ 107,114,800 7,200,000 5,390,400 $ 109,337,600 41,026,400 6,620,000 $ 137,599,000 7,200,000 7,080,000 $ 379,400 $ 332,500 $ 366,000 $ 22,195,300 4,837,700 16,366,700 $ 23,783,000 5,200,000 16,893,000 $ 22,247,100 5,382,000 18,353,000 $ 39,500 2,997,000 511,000 1,883,500 10,357,200 $ 43,200 2,997,000 542,200 2,170,000 22,500,000 $ 93,800 6,166,100 567,900 2,191,700 11,566,400 $ 923,100 $ 1,050,000 $ 1,081,500 $ 3,752,000 $ 6,424,900 $ 5,317,400 $ 1,452,500 $ (1,400,000) 1,003,600 1,824,200 $ (1,400,000) 1,276,900 1,475,000 1,302,400 . Total General Fund $ 185,003,700 $ 240,620,900 $ 227,989,300 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed 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 $ 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 $ 4,600,000 430,000 7,700,000 140,000 250,000 121,900 775,000 125,000 20,000 13,000 17,000 169,200 $ Jump to TOC 3/22 Arizona Auditor General Schedule C 4,646,000 430,000 7,931,000 140,000 250,000 125,600 790,500 126,300 20,200 13,100 17,200 996,900 Official City/Town Budget Forms267 City/Town of Goodyear Revenues other than property taxes Fiscal Year 2026 Source of revenues Estimated revenues 2025 Actual revenues* 2025 Estimated revenues 2026 300,000 721,000 1,558,500 76,900 250,000 745,000 4,109,500 225,000 252,500 1,314,700 4,757,600 225,000 Prop 302 Ambulance Miscellaneous Grants Opioid Settlement Fund Total special revenue funds $ 15,861,400 $ 19,690,600 $ 22,036,600 $ 3,804,900 $ 3,801,300 $ 3,808,600 Total debt service funds $ 3,804,900 $ 3,801,300 $ 3,808,600 15,000,000 104,716,500 23,772,000 143,488,500 $ $ 15,000,000 100,000,000 88,317,100 203,317,100 $ $ 31,194,300 18,415,300 42,660,000 92,269,600 Total capital projects funds $ $ 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 $ $ 30,805,700 30,805,700 $ $ $ 31,194,300 29,348,000 24,647,000 85,189,300 $ 8,521,800 26,645,800 25,879,400 61,047,000 235,758,100 $ 115,995,000 $ 264,364,100 $ $ 42,524,500 53,230,400 9,850,000 105,604,900 $ $ 39,259,100 24,445,000 9,867,200 73,571,300 $ 45,296,200 75,070,900 10,581,500 130,948,600 Total enterprise funds $ 73,571,300 $ 105,604,900 $ 130,948,600 $ 12,524,600 17,179,700 $ 12,524,800 16,282,200 $ 35,479,200 19,566,900 Total CFD & Trust funds $ 29,704,300 $ 28,807,000 $ 55,046,100 Total all funds $ 543,703,700 $ 514,519,700 $ 704,193,300 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. 2683/22 Arizona Auditor General Jump to TOC Schedule C Official City/Town Budget Forms City/Town of Goodyear Other financing sources/(uses) and interfund transfers Fiscal year 2026 Other financing 2026 Sources (Uses) Fund General Fund General Fund $ Risk Reserve Asset Management Reserve Total General Fund $ Special revenue funds Highway User Revenue Fund (HURF) $ Park and Ride Marquee AZ Smart & Safe Ambulance Ballpark Operating Ballpark Capital Replacement Fund Total special revenue funds $ Interfund transfers 2026 In (Out) $ $ $ $ $ $ 11,080,900 2,662,800 12,080,000 25,823,700 6,946,500 2,370,400 56,727,200 $ 384,600 57,111,800 $ 790,400 6,135,900 22,898,800 490,000 38,841,600 $ $ $ 790,400 $ $ $ $ $ $ 68,685,900 $ $ 10,150,000 78,835,900 $ Total permanent funds $ $ $ $ $ $ Total enterprise funds $ $ $ $ $ 5,079,700 5,079,700 $ $ 20,055,900 20,055,900 $ Total CFD & Trust Funds $ $ $ $ $ 3,517,400 3,517,400 $ 374,600 374,600 Total all funds $ $ $ 152,098,300 $ 152,098,300 Debt service funds $ Total debt service funds $ Capital projects funds Non-Utility Impact Fees $ Construction Sales Tax Utility Impact Fees Total capital projects funds $ $ $ $ $ 68,685,900 5,079,700 73,765,600 Permanent funds $ $ Enterprise funds CFD & Trust Funds CFD & Trust Funds Jump to TOC 3/22 Arizona Auditor General Schedule D Official City/Town Budget Forms269 City/Town of Goodyear Expenditures/expenses by fund Fiscal year 2026 Adopted budgeted expenditures/ expenses 2025 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 AZ Smart & Safe 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 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 80,096,700 2,488,700 16,229,800 6,926,300 3,805,800 3,201,300 3,360,400 6,313,800 401,946,900 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 51,346,600 Expenditure/ expense adjustments approved 2025 $ Actual expenditures/ expenses* 2025 24,500 $ 36,500 (199,800) 51,400 (16,500) (33,500) (262,100) 81,700 (691,700) (1,121,500) 1,697,800 46,400 3,399,000 (4,289,200) (2,428,400) (3,700) (3,147,300) 3,000 46,000 723,000 $ (6,084,400) $ $ 258,600 34,000 11,600 $ 472,900 4,501,900 3,034,400 2,423,500 1,009,400 7,886,900 4,072,600 11,389,700 1,827,000 33,350,800 45,220,900 12,193,300 3,721,700 11,255,700 28,000,800 9,503,700 2,558,500 Budgeted expenditures/ expenses 2026 $ 451,300 4,699,900 3,100,300 3,460,500 1,156,400 29,441,700 4,810,500 14,641,500 2,779,600 54,839,500 61,430,300 15,130,200 5,050,400 95,650,000 57,986,700 16,406,800 3,038,200 4,100,000 84,827,100 484,100 3,080,200 1,008,100 3,805,800 1,392,000 1,201,500 1,664,900 199,160,300 3,319,400 19,272,200 6,948,800 4,020,200 3,188,900 3,857,100 6,702,000 506,209,500 28,800 14,877,500 250,000 2,496,000 593,000 117,800 209,500 570,200 20,500 46,300 4,756,400 19,208,000 434,100 170,900 867,100 20,000 7,450,600 27,544,900 4,900,900 252,500 $ (86,400) 7,144,400 6,559,700 $ 98,400 3,480,000 42,730,600 1,067,700 5,387,100 66,604,800 56,400 (47,000) (811,900) 12,773,900 753,700 905,200 54,400 $ $ $ $ 13,225,900 3,805,900 $ $ 11,204,100 3,802,300 $ 7,723,100 3,809,600 Total debt service funds $ 17,031,800 $ $ 15,006,400 $ 11,532,700 2703/22 Arizona Auditor General Jump to TOC Schedule E Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by fund Fiscal year 2026 Adopted budgeted expenditures/ expenses 2025 Fund/Department Expenditure/ expense adjustments approved 2025 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 $ 35,911,100 15,000,000 53,062,800 42,878,200 2,207,100 44,340,200 193,399,400 $ $ Community facility districts funds Community Facility Districts (CFD) $ Total CFD funds $ 23,066,600 23,066,600 $ $ $ Total enterprise funds $ 51,386,500 41,244,700 10,874,700 103,505,900 Trust Funds Self Insurance Trust Fund $ Retiree Healthcare Fund Volunteer Firefighter Trust Fund Other Trust Funds Total trust funds $ Total all funds $ 23,904,100 3,399,400 433,600 62,300 27,799,400 818,096,600 $ Enterprise funds Water Wastewater Solid Waste $ $ $ $ Actual expenditures/ expenses* 2025 (4,729,500) $ 7,275,600 (269,600) 832,300 Budgeted expenditures/ expenses 2026 5,886,200 $ (6,260,300) (3,151,500) $ 12,628,000 12,968,100 2,455,100 610,700 34,548,100 $ 104,777,600 15,000,000 140,237,000 97,474,300 9,740,100 58,368,000 425,597,000 $ $ 10,787,300 10,787,300 $ $ 47,367,400 47,367,400 $ $ $ 39,440,200 20,851,000 9,338,500 69,629,700 58,004,000 79,164,600 12,165,200 149,333,800 $ 17,134,500 $ $ $ 242,200 49,700 17,426,400 389,288,800 $ $ 108,500 2,406,200 161,500 2,676,200 $ 27,465,900 6,185,100 361,700 45,600 34,058,300 1,240,703,500 * 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. Jump to TOC 3/22 Arizona Auditor General Schedule E 271 Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by department Fiscal year 2026 Department/Fund Mayor and Council: General Fund $ Mayor and Council Total $ Actual expenditures/ expenses* Budgeted expenditures/ expenses 2025 2025 2025 2026 $ $ 24,500 24,500 $ 6,327,800 507,600 $ City Manager Total $ 6,835,400 $ Legal Services Total $ Municipal Court: General Fund $ Court Enhancement Fund Fill the Gap Fund Judicial Collection Enhancement Fund Officer Safety Equipment Municipal Court Total $ City Clerk: General Fund Expenditure/ expense adjustments approved 495,400 495,400 City Manager: General Fund CBDG Entitlement Grant Legal Services: General Fund Adopted budgeted expenditures/ expenses $ City Clerk Total $ Finance: General Fund $ Community Facilities District (CFD) Non-Utility Impact Fees Utility Impact Fees GO Bonds Other Finance Total $ 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 $ Information Technology: General Fund $ Technology Asset Management Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Special Revenue Information Technology Total $ Digital Communications: General Fund $ Digital Communications Total $ 2723/22 Arizona Auditor General $ $ 451,300 451,300 4,501,900 $ (55,000) 2,129,600 6,576,500 $ 4,699,900 675,500 $ 36,500 $ (313,900) 2,156,000 1,878,600 $ 3,217,600 3,217,600 $ $ (199,800) $ (199,800) $ 3,034,400 3,034,400 $ $ 3,100,300 3,100,300 2,977,500 56,500 $ 51,400 $ 2,423,500 54,400 $ 3,460,500 155,100 26,700 32,900 3,034,000 $ 51,400 $ 2,477,900 $ 3,675,200 1,292,700 1,292,700 $ $ $ $ $ 1,009,400 1,009,400 $ $ 1,156,400 1,156,400 $ $ $ $ (16,500) $ 7,886,900 1,115,400 14,900 71,600 $ 29,441,700 16,832,500 132,000 32,108,700 $ $ 85,000 155,000 4,287,800 3,805,800 23,904,100 43,200 96,600 10,000 24,800 32,172,300 $ (33,500) $ $ 41,500 12,233,000 1,286,400 266,900 236,100 22,400 $ 21,191,800 10,784,900 $ $ 14,900 71,600 $ 472,900 472,900 217,000 9,305,800 $ 5,375,400 155,100 46,429,300 4,072,600 3,805,800 17,134,500 43,200 96,600 85,000 12,700 25,250,400 $ (262,100) $ (84,900) 11,389,700 1,201,500 263,100 232,300 22,200 $ 14,641,500 2,313,400 229,400 310,700 17,100 75,000 $ $ 4,810,500 4,020,200 20,903,400 43,200 96,600 77,600 15,000 29,966,500 14,044,800 $ $ (347,000) $ 13,108,800 $ 17,512,100 1,893,100 1,893,100 $ $ 81,700 81,700 1,827,000 1,827,000 $ $ 2,779,600 2,779,600 Schedule F $ $ Jump to TOC Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by department Fiscal year 2026 Department/Fund Fire: General Fund $ Fire Asset Management Volunteer Firefighter Trust Fund Non-Utility Impact Fees GO Bonds AZ Smart & Safe Opioid Settlement Grants Ambulance Fire Total $ Police: General Fund $ Impound Fund Opioid Settlement Officer Safety Equipment Fund Grants GO Bonds Non-Utility Impact Fees CFD Trust Police Total $ Development Services: General Fund $ Utility Impact Fees Non-Utility Impact Fees Development Services Total $ 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 CBDG Entitlement 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 $ Adopted budgeted expenditures/ expenses Expenditure/ expense adjustments approved Actual expenditures/ expenses* Budgeted expenditures/ expenses 2025 2025 2025 2026 33,350,800 $ 484,100 242,200 145,000 (2,720,700) 54,839,500 946,000 361,700 3,671,700 9,223,900 131,700 4,756,400 36,389,500 $ 230,500 7,450,600 76,723,900 45,220,900 $ 28,800 (56,400) 46,300 896,800 61,430,300 28,800 56,400 20,000 788,900 $ 2,940,100 30,600 65,295,100 41,028,500 601,900 433,600 307,000 6,043,900 248,400 6,198,400 54,861,700 50,201,400 28,800 $ (691,700) $ (12,800) (162,000) (1,060,700) (3,800) $ (1,931,000) $ $ (1,121,500) $ 56,400 46,300 829,100 63,600 2,520,700 37,500 53,727,400 $ $ (1,341,500) $ 787,500 37,000 46,960,900 12,619,100 $ 1,697,800 $ 12,193,300 $ 15,130,200 12,619,100 $ 1,697,800 $ 12,193,300 $ 15,130,200 4,034,500 $ 46,400 $ 3,721,700 $ 5,050,400 4,034,500 $ 46,400 $ 3,721,700 $ 5,050,400 53,457,700 1,425,000 6,498,700 921,600 52,900 979,800 $ 3,399,000 $ 11,255,700 $ 1,392,000 5,640,400 150,000 753,700 905,200 (100) 8,606,900 400,000 11,995,300 41,099,100 $ 95,650,000 555,200 6,894,100 1,435,900 61,400 2,496,000 341,400 89,842,200 7,685,000 90,837,100 295,798,300 28,000,800 1,008,100 9,206,200 434,100 18,500 170,900 25,400 153,500 39,017,500 57,986,700 2,681,700 12,544,700 3,790,200 11,400 252,500 25,400 4,762,300 82,054,900 27,518,600 152,000 40,025,100 131,031,400 37,988,000 2,205,200 10,398,400 3,341,200 300,000 25,400 2,603,200 56,861,400 872,200 (63,600) (1,085,000) (94,000) 1,014,300 700,300 11,600 341,400 (3,605,200) $ $ $ 2,064,400 3,831,800 $ (4,289,200) $ 248,900 (47,000) (111,900) 31,900 (113,900) (4,281,200) $ $ $ Jump to TOC 3/22 Arizona Auditor General Schedule F Official City/Town Budget Forms273 City/Town of Goodyear Expenditures/expenses by department Fiscal year 2026 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 2025 2025 2025 2026 (2,428,400) $ 46,000 $ 64,000 352,600 (1,965,800) $ 9,503,700 3,080,200 1,664,900 9,208,800 7,133,500 30,591,100 (3,700) $ (269,600) (6,331,900) 3,073,800 70,500 2,381,700 (1,079,200) $ 2,558,500 12,628,000 539,100 153,400 30,233,100 16,935,700 63,047,800 $ 20,161,500 12,886,900 1,810,900 9,360,800 6,915,100 51,135,200 $ 2,616,700 53,062,800 44,340,200 $ $ $ Water Services: General Fund $ Water & Wastewater Bonds Utility DIF Special Revenue Enterprise Fund - Water Enterprise Fund - Wastewater Water Services Total $ 33,890,700 31,858,400 165,768,800 $ Debt Service: General Fund $ Special Revenue Funds Debt Service Funds Enterprise - Water/Wastewater CFD- Trust Funds Debt Services Total $ $ $ $ $ $ $ $ $ 10,001,800 17,031,800 16,683,700 12,281,700 55,999,000 $ $ $ $ $ $ $ $ $ $ $ $ $ (3,147,300) $ 574,800 (1,366,300) $ Non-Departmental: General Fund $ Special Revenue Asset Management GO Bonds Water & Wastewater Bonds Debt Service Enterprise Other Capital CFD- Trust Funds Non-Departmental Total $ Contingency: General Fund Asset Management Special Revenue Enterprise CFD- Trust Funds Other Capital $ 3,500,000 2,000,000 3,399,400 8,899,400 80,096,700 18,304,000 3,626,900 11,037,100 Contingency Total $ 15,000,000 128,064,700 $ $ $ $ $ $ $ Department total $ 818,096,600 $ $ 7,275,600 3,336,800 4,100,000 10,001,800 15,006,400 12,424,700 2,000,000 9,671,900 53,204,800 $ $ $ 16,406,800 13,096,700 1,177,400 10,483,200 7,983,400 49,147,500 3,038,200 139,268,500 58,368,000 2,920,400 39,745,800 68,789,000 312,129,900 84,827,100 18,257,200 22,518,000 1,000,000 968,500 11,532,700 29,541,200 17,000,000 43,282,500 228,927,200 $ $ $ 389,288,800 $ 1,240,703,500 * 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. 2743/22 Arizona Auditor General Jump to TOC Schedule F Official City/Town Budget Forms 48.45 47.45 15.25 111.15 1,067.13 Enterprise funds Water Wastewater Solid Waste Total enterprise funds Total all funds 3/22 Arizona Auditor General 118,154,700 4,459,900 4,045,900 1,161,100 9,666,900 2,294,300 2,992,100 91,300 4,297,900 202,800 9,878,400 98,609,400 Jump to TOC $ $ $ $ 105.75 $ $ 850.23 2026 2026 25.25 47.93 1.57 31.00 Fund Employee salaries and hourly costs Full-time equivalent (FTE) 17,987,000 565,700 514,200 148,200 1,228,100 291,100 283,000 11,900 789,100 59,600 1,434,700 15,324,200 Schedule G $ $ $ $ $ $ 2026 Retirement costs $ $ $ $ $ $ 18,501,700 844,000 825,400 257,900 1,927,300 1,569,700 515,600 438,000 24,800 591,300 15,004,700 2026 Healthcare costs City/Town of Goodyear Full-time employees and personnel compensation Fiscal year 2026 Special revenue funds Highway User Revenue Fund Ballpark Operating Fund Court Enhancement Fund Ambulance Grants Total special revenue funds General Fund 275 $ $ $ $ $ $ $ $ $ $ $ $ 170,089,200 6,470,500 5,929,600 1,751,600 14,151,700 3,455,700 4,091,000 140,400 6,094,400 277,600 14,059,100 141,878,400 2026 Total estimated personnel compensation Official City/Towns Budget Forms 15,445,800 600,900 544,100 184,400 1,329,400 354,700 377,900 12,400 416,100 15,200 1,176,300 12,940,100 2026 Other benefit costs Appendix 276 Jump to TOC Jump to TOC 277 278 Primary property tax levy Secondary property tax levy Estimated revenues other than property taxes Other financing sources Other financing (uses) Interfund transfers in Interfund Transfers (out) Line 11: Reduction for fund balance reserved for future budget year expenditures 2026 2026 2026 2026 2026 2026 2026 57,111,800 10 18,776,300 0 0 0 416,424,100 73,765,600 78,835,900 0 75,768,600 374,600 3,517,400 0 0 55,046,100 17,579,700 28,213,700 50,866,000 167,194,800 20,055,900 5,079,700 0 0 130,948,600 51,222,400 69,629,700 106,182,100 Enterprise Funds 0 0 0 0 0 0 0 0 0 Internal Service Funds 0 152,098,300 152,098,300 0 0 704,193,300 14,222,200 16,503,128 449,460,600 389,288,800 818,096,600 Total all funds 66,604,800 11,532,700 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 506,209,500 13 425,597,000 81,425,700 $ $ $ 2025 818,096,600 818,096,600 218,412,200 599,684,400 675,302,201 $ $ $ 149,333,800 1,240,703,500 689,455,288 551,248,212 723,162,969 2026 1,240,703,500 0 1,240,703,500 1,184,379,228 3/22 Arizona Auditor General Jump to TOC Schedule A Official City/Town Budget Forms 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). 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. Budgeted expenditures/expenses 2026 438,329,228 12 0 67,886,200 790,400 38,841,600 0 0 264,364,100 146,989,700 34,548,100 190,247,900 CFD & Trust Funds Maintained for future financial stability Total financial resources available * ** *** 25,823,700 9 11 0 8 0 0 7 0 3,808,600 22,036,600 745,500 227,989,300 16,503,128 4 7,798,400 15,006,400 6 225,124,900 3 42,730,600 17,031,800 14,222,200 199,160,300 2 57,906,300 5 395,862,500 1 Debt Service Fund Capital Projects Fund 0 E D D D D C B B E E General Fund Special Revenue Fund Funds Maintained for future capital projects 2026 2026 Maintained for future debt retirement Actual expenditures/expenses** Beginning fund balance/(deficit) or net position/(deficit) at July 1*** 2025 2026 Adopted/adjusted budgeted expenditures/expenses* 2025 Fiscal year S c h City/Town of Goodyear Summary Schedule of estimated revenues and expenditures/expenses Fiscal year 2026 City/Town of Goodyear Tax levy and tax rate information Fiscal year 2026 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 $ 2026 15,140,885 $ 16,503,128 15,140,885 $ 16,503,128 $ $ 13,237,000 $ 28,377,885 14,222,200 $ 30,725,328 $ $ $ 13,237,000 $ $ 13,237,000 13,237,000 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.9257 0.9319 Property tax judgment (2) Secondary property tax rate 0.8093 0.8031 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. Jump to TOC 3/22 Arizona Auditor General Schedule B Official City/Town Budget Forms279 City/Town of Goodyear Revenues other than property taxes Fiscal Year 2026 Estimated revenues 2025 Source of revenues Actual revenues* 2025 Estimated revenues 2026 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 $ 93,927,400 20,387,400 5,390,400 $ 109,337,600 41,026,400 6,620,000 $ 111,977,900 32,821,100 7,080,000 $ 379,400 $ 332,500 $ 366,000 $ 22,195,300 4,837,700 16,366,700 $ 23,783,000 5,200,000 16,893,000 $ 22,247,100 5,382,000 18,353,000 $ 39,500 2,997,000 511,000 1,883,500 10,357,200 $ 43,200 2,997,000 542,200 2,170,000 22,500,000 $ 93,800 6,166,100 567,900 2,191,700 11,566,400 $ 923,100 $ 1,050,000 $ 1,081,500 $ 3,752,000 $ 6,424,900 $ 5,317,400 $ 1,452,500 $ (1,400,000) 1,003,600 1,824,200 $ (1,400,000) 1,276,900 1,475,000 1,302,400 . Total General Fund $ 185,003,700 $ 240,620,900 $ 227,989,300 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed 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 280 3/22 Arizona Auditor General $ 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 $ 4,600,000 430,000 7,700,000 140,000 250,000 121,900 775,000 125,000 20,000 13,000 17,000 169,200 $ 4,646,000 430,000 7,931,000 140,000 250,000 125,600 790,500 126,300 20,200 13,100 17,200 996,900 Jump to TOC Schedule C Official City/Town Budget Forms City/Town of Goodyear Revenues other than property taxes Fiscal Year 2026 Estimated revenues 2025 300,000 721,000 1,558,500 76,900 15,861,400 $ Actual revenues* 2025 250,000 745,000 4,109,500 225,000 19,690,600 $ Estimated revenues 2026 252,500 1,314,700 4,757,600 225,000 22,036,600 $ 3,804,900 $ 3,801,300 $ 3,808,600 Total debt service funds $ 3,804,900 $ 3,801,300 $ 3,808,600 15,000,000 104,716,500 23,772,000 143,488,500 $ $ 15,000,000 100,000,000 88,317,100 203,317,100 $ $ 31,194,300 18,415,300 42,660,000 92,269,600 Total capital projects funds $ $ Source of revenues Prop 302 Ambulance Miscellaneous Grants Opioid Settlement Fund Total special revenue funds $ 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 $ $ 30,805,700 30,805,700 $ $ $ 31,194,300 29,348,000 24,647,000 85,189,300 $ 8,521,800 26,645,800 25,879,400 61,047,000 235,758,100 $ 115,995,000 $ 264,364,100 $ $ 42,524,500 53,230,400 9,850,000 105,604,900 $ $ 39,259,100 24,445,000 9,867,200 73,571,300 $ 45,296,200 75,070,900 10,581,500 130,948,600 Total enterprise funds $ 73,571,300 $ 105,604,900 $ 130,948,600 $ 12,524,600 17,179,700 $ 12,524,800 16,282,200 $ 35,479,200 19,566,900 Total CFD & Trust funds $ 29,704,300 $ 28,807,000 $ 55,046,100 Total all funds $ 543,703,700 $ 514,519,700 $ 704,193,300 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. Jump to TOC 3/22 Arizona Auditor General Schedule C Official City/Town Budget Forms 281 City/Town of Goodyear Other financing sources/(uses) and interfund transfers Fiscal year 2026 Other financing 2026 Sources (Uses) Fund General Fund General Fund $ Risk Reserve Asset Management Reserve Total General Fund $ Special revenue funds Highway User Revenue Fund (HURF) $ Park and Ride Marquee AZ Smart & Safe Ambulance Ballpark Operating Ballpark Capital Replacement Fund Total special revenue funds $ Interfund transfers 2026 In (Out) $ $ $ $ $ $ 11,080,900 2,662,800 12,080,000 25,823,700 6,946,500 2,370,400 56,727,200 $ 384,600 57,111,800 $ 790,400 6,135,900 22,898,800 490,000 38,841,600 $ $ $ 790,400 $ $ $ $ $ $ 68,685,900 $ $ 10,150,000 78,835,900 $ Total permanent funds $ $ $ $ $ $ Total enterprise funds $ $ $ $ $ 5,079,700 5,079,700 $ $ 20,055,900 20,055,900 $ Total CFD & Trust Funds $ $ $ $ $ 3,517,400 3,517,400 $ 374,600 374,600 Total all funds $ $ $ 152,098,300 Debt service funds $ Total debt service funds $ Capital projects funds Non-Utility Impact Fees $ Construction Sales Tax Utility Impact Fees Total capital projects funds $ $ $ $ $ 68,685,900 5,079,700 73,765,600 Permanent funds $ $ Enterprise funds CFD & Trust Funds CFD & Trust Funds 282 3/22 Arizona Auditor General $ 152,098,300 Jump to TOC Schedule D Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by fund Fiscal year 2026 Adopted budgeted expenditures/ expenses 2025 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 AZ Smart & Safe 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 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 80,096,700 2,488,700 16,229,800 6,926,300 3,805,800 3,201,300 3,360,400 6,313,800 401,946,900 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 51,346,600 Expenditure/ expense adjustments approved 2025 $ Actual expenditures/ expenses* 2025 24,500 $ 36,500 (199,800) 51,400 (16,500) (33,500) (262,100) 81,700 (691,700) (1,121,500) 1,697,800 46,400 3,399,000 (4,289,200) (2,428,400) (3,700) (3,147,300) 3,000 46,000 723,000 $ (6,084,400) $ $ 258,600 34,000 11,600 $ 472,900 4,501,900 3,034,400 2,423,500 1,009,400 7,886,900 4,072,600 11,389,700 1,827,000 33,350,800 45,220,900 12,193,300 3,721,700 11,255,700 28,000,800 9,503,700 2,558,500 Budgeted expenditures/ expenses 2026 $ 451,300 4,699,900 3,100,300 3,460,500 1,156,400 29,441,700 4,810,500 14,641,500 2,779,600 54,839,500 61,430,300 15,130,200 5,050,400 95,650,000 57,986,700 16,406,800 3,038,200 4,100,000 84,827,100 484,100 3,080,200 1,008,100 3,805,800 1,392,000 1,201,500 1,664,900 199,160,300 3,319,400 19,272,200 6,948,800 4,020,200 3,188,900 3,857,100 6,702,000 506,209,500 28,800 14,877,500 250,000 2,496,000 593,000 117,800 209,500 570,200 20,500 46,300 4,756,400 19,208,000 434,100 170,900 867,100 20,000 7,450,600 27,544,900 4,900,900 252,500 $ (86,400) 7,144,400 6,559,700 $ 98,400 3,480,000 42,730,600 1,067,700 5,387,100 66,604,800 56,400 (47,000) (811,900) 12,773,900 753,700 905,200 54,400 $ $ $ $ 13,225,900 3,805,900 $ $ 11,204,100 3,802,300 $ 7,723,100 3,809,600 Total debt service funds $ 17,031,800 $ $ 15,006,400 $ 11,532,700 Jump to TOC 3/22 Arizona Auditor General Schedule E Official City/Town Budget Forms 283 City/Town of Goodyear Expenditures/expenses by fund Fiscal year 2026 Adopted budgeted expenditures/ expenses 2025 Fund/Department Expenditure/ expense adjustments approved 2025 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 $ 35,911,100 15,000,000 53,062,800 42,878,200 2,207,100 44,340,200 193,399,400 $ $ Community facility districts funds Community Facility Districts (CFD) $ Total CFD funds $ 23,066,600 23,066,600 $ $ $ Total enterprise funds $ 51,386,500 41,244,700 10,874,700 103,505,900 Trust Funds Self Insurance Trust Fund $ Retiree Healthcare Fund Volunteer Firefighter Trust Fund Other Trust Funds Total trust funds $ Total all funds $ 23,904,100 3,399,400 433,600 62,300 27,799,400 818,096,600 $ Enterprise funds Water Wastewater Solid Waste $ $ $ $ Actual expenditures/ expenses* 2025 (4,729,500) $ 7,275,600 (269,600) 832,300 Budgeted expenditures/ expenses 2026 5,886,200 $ (6,260,300) (3,151,500) $ 12,628,000 12,968,100 2,455,100 610,700 34,548,100 $ 104,777,600 15,000,000 140,237,000 97,474,300 9,740,100 58,368,000 425,597,000 $ $ 10,787,300 10,787,300 $ $ 47,367,400 47,367,400 $ $ $ 39,440,200 20,851,000 9,338,500 69,629,700 58,004,000 79,164,600 12,165,200 149,333,800 $ 17,134,500 $ $ $ 242,200 49,700 17,426,400 389,288,800 $ $ 108,500 2,406,200 161,500 2,676,200 $ 27,465,900 6,185,100 361,700 45,600 34,058,300 1,240,703,500 * 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. Jump to TOC 284 3/22 Arizona Auditor General Schedule E Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by department Fiscal year 2026 Department/Fund Mayor and Council: General Fund $ Mayor and Council Total $ $ $ 24,500 24,500 $ 6,327,800 507,600 $ City Manager Total $ 6,835,400 $ Legal Services Total $ Municipal Court: General Fund $ Court Enhancement Fund Fill the Gap Fund Judicial Collection Enhancement Fund Officer Safety Equipment Municipal Court Total $ City Clerk: General Fund Expenditure/ expense adjustments approved 2025 495,400 495,400 City Manager: General Fund CBDG Entitlement Grant Legal Services: General Fund Adopted budgeted expenditures/ expenses 2025 $ City Clerk Total $ Finance: General Fund $ Community Facilities District (CFD) Non-Utility Impact Fees Utility Impact Fees GO Bonds Other Finance Total $ 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 $ Information Technology: General Fund $ Technology Asset Management Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Special Revenue Information Technology Total $ Digital Communications: General Fund $ Digital Communications Total $ Actual expenditures/ expenses* 2025 $ $ 451,300 451,300 4,501,900 $ (55,000) 2,129,600 6,576,500 $ 4,699,900 675,500 $ 36,500 $ (313,900) 2,156,000 1,878,600 $ 3,217,600 3,217,600 $ $ (199,800) $ (199,800) $ 3,034,400 3,034,400 $ $ 3,100,300 3,100,300 2,977,500 56,500 $ 51,400 $ 2,423,500 54,400 $ 3,460,500 155,100 26,700 32,900 3,034,000 $ 51,400 $ 2,477,900 $ 3,675,200 1,292,700 1,292,700 $ $ $ $ $ 1,009,400 1,009,400 $ $ 1,156,400 1,156,400 $ $ $ $ (16,500) $ 7,886,900 1,115,400 14,900 71,600 $ 29,441,700 16,832,500 132,000 32,108,700 $ $ 85,000 155,000 4,287,800 3,805,800 23,904,100 43,200 96,600 10,000 24,800 32,172,300 $ (33,500) $ $ 41,500 12,233,000 1,286,400 266,900 236,100 22,400 $ 21,191,800 10,784,900 $ $ 14,900 71,600 $ 472,900 472,900 Budgeted expenditures/ expenses 2026 217,000 9,305,800 $ 5,375,400 155,100 46,429,300 4,072,600 3,805,800 17,134,500 43,200 96,600 85,000 12,700 25,250,400 $ (262,100) $ (84,900) 11,389,700 1,201,500 263,100 232,300 22,200 $ 14,641,500 2,313,400 229,400 310,700 17,100 75,000 $ $ 4,810,500 4,020,200 20,903,400 43,200 96,600 77,600 15,000 29,966,500 14,044,800 $ $ (347,000) $ 13,108,800 $ 17,512,100 1,893,100 1,893,100 $ $ 81,700 81,700 1,827,000 1,827,000 $ $ 2,779,600 2,779,600 $ $ Jump to TOC 3/22 Arizona Auditor General Schedule F Official City/Town Budget Forms 285 City/Town of Goodyear Expenditures/expenses by department Fiscal year 2026 Department/Fund Fire: General Fund $ Fire Asset Management Volunteer Firefighter Trust Fund Non-Utility Impact Fees GO Bonds AZ Smart & Safe Opioid Settlement Grants Ambulance Fire Total $ Police: General Fund $ Impound Fund Opioid Settlement Officer Safety Equipment Fund Grants GO Bonds Non-Utility Impact Fees CFD Trust Police Total $ Development Services: General Fund $ Utility Impact Fees Non-Utility Impact Fees Development Services Total $ 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 CBDG Entitlement 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 $ 286 Adopted budgeted expenditures/ expenses 2025 41,028,500 601,900 433,600 307,000 6,043,900 248,400 6,198,400 54,861,700 50,201,400 28,800 Expenditure/ expense adjustments approved 2025 $ Actual expenditures/ expenses* 2025 (691,700) $ (12,800) (162,000) (1,060,700) (3,800) $ (1,931,000) $ $ (1,121,500) $ 56,400 Budgeted expenditures/ expenses 2026 33,350,800 $ 484,100 242,200 145,000 (2,720,700) 54,839,500 946,000 361,700 3,671,700 9,223,900 131,700 4,756,400 36,389,500 $ 230,500 7,450,600 76,723,900 45,220,900 $ 28,800 (56,400) 46,300 896,800 61,430,300 28,800 56,400 20,000 788,900 $ 2,940,100 30,600 65,295,100 46,300 829,100 63,600 2,520,700 37,500 53,727,400 $ $ (1,341,500) $ 787,500 37,000 46,960,900 12,619,100 $ 1,697,800 $ 12,193,300 $ 15,130,200 12,619,100 $ 1,697,800 $ 12,193,300 $ 15,130,200 4,034,500 $ 46,400 $ 3,721,700 $ 5,050,400 4,034,500 $ 46,400 $ 3,721,700 $ 5,050,400 53,457,700 1,425,000 6,498,700 921,600 52,900 979,800 $ 3,399,000 $ 11,255,700 $ 1,392,000 5,640,400 150,000 753,700 905,200 (100) 8,606,900 400,000 11,995,300 41,099,100 $ 95,650,000 555,200 6,894,100 1,435,900 61,400 2,496,000 341,400 89,842,200 7,685,000 90,837,100 295,798,300 28,000,800 1,008,100 9,206,200 434,100 18,500 170,900 25,400 153,500 39,017,500 57,986,700 2,681,700 12,544,700 3,790,200 11,400 252,500 25,400 4,762,300 82,054,900 27,518,600 152,000 40,025,100 131,031,400 37,988,000 2,205,200 10,398,400 3,341,200 300,000 25,400 2,603,200 56,861,400 872,200 (63,600) (1,085,000) (94,000) 1,014,300 700,300 11,600 341,400 (3,605,200) $ $ $ 2,064,400 3,831,800 $ (4,289,200) $ 248,900 (47,000) (111,900) 31,900 (113,900) (4,281,200) $ $ $ Jump to TOC 3/22 Arizona Auditor General Schedule F Official City/Town Budget Forms City/Town of Goodyear Expenditures/expenses by department Fiscal year 2026 Department/Fund Public Works: General Fund $ Fleet Asset Management Facilities Asset Management Enterprise Fund - Solid Waste HURF Public Works Total $ Adopted budgeted expenditures/ expenses 2025 Expenditure/ expense adjustments approved 2025 20,161,500 12,886,900 1,810,900 9,360,800 6,915,100 51,135,200 $ 2,616,700 53,062,800 44,340,200 $ $ Actual expenditures/ expenses* 2025 (2,428,400) $ 46,000 Budgeted expenditures/ expenses 2026 $ 64,000 352,600 (1,965,800) $ 9,503,700 3,080,200 1,664,900 9,208,800 7,133,500 30,591,100 (3,700) $ (269,600) (6,331,900) 3,073,800 70,500 2,381,700 (1,079,200) $ 2,558,500 12,628,000 539,100 153,400 30,233,100 16,935,700 63,047,800 $ $ Water Services: General Fund $ Water & Wastewater Bonds Utility DIF Special Revenue Enterprise Fund - Water Enterprise Fund - Wastewater Water Services Total $ 33,890,700 31,858,400 165,768,800 $ Debt Service: General Fund $ Special Revenue Funds Debt Service Funds Enterprise - Water/Wastewater CFD- Trust Funds Debt Services Total $ $ $ $ $ $ $ $ $ 10,001,800 17,031,800 16,683,700 12,281,700 55,999,000 $ $ $ $ $ $ $ $ $ $ $ $ $ (3,147,300) $ 574,800 (1,366,300) Contingency Total $ 15,000,000 128,064,700 $ $ $ $ $ $ $ Department total $ 818,096,600 $ $ Non-Departmental: General Fund $ Special Revenue Asset Management GO Bonds Water & Wastewater Bonds Debt Service Enterprise Other Capital CFD- Trust Funds Non-Departmental Total $ Contingency: General Fund Asset Management Special Revenue Enterprise CFD- Trust Funds Other Capital $ 3,500,000 2,000,000 3,399,400 8,899,400 80,096,700 18,304,000 3,626,900 11,037,100 $ 7,275,600 3,336,800 4,100,000 10,001,800 15,006,400 12,424,700 2,000,000 9,671,900 53,204,800 $ $ $ 16,406,800 13,096,700 1,177,400 10,483,200 7,983,400 49,147,500 3,038,200 139,268,500 58,368,000 2,920,400 39,745,800 68,789,000 312,129,900 84,827,100 18,257,200 22,518,000 1,000,000 968,500 11,532,700 29,541,200 17,000,000 43,282,500 228,927,200 $ $ $ 389,288,800 $ 1,240,703,500 * 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. Jump to TOC 3/22 Arizona Auditor General Schedule F Official City/Town Budget Forms 287 288 48.45 47.45 15.25 111.15 1,067.13 Enterprise funds Water Wastewater Solid Waste Total enterprise funds Total all funds 3/22 Arizona Auditor General $ 105.75 118,154,700 4,459,900 4,045,900 1,161,100 9,666,900 2,294,300 2,992,100 91,300 4,297,900 202,800 9,878,400 98,609,400 Jump to TOC $ $ $ $ $ 25.25 47.93 1.57 31.00 850.23 2026 2026 Special revenue funds Highway User Revenue Fund Ballpark Operating Fund Court Enhancement Fund Ambulance Grants Total special revenue funds General Fund Fund Employee salaries and hourly costs Full-time equivalent (FTE) 17,987,000 565,700 514,200 148,200 1,228,100 291,100 283,000 11,900 789,100 59,600 1,434,700 15,324,200 Schedule G $ $ $ $ $ $ 2026 Retirement costs $ $ $ $ $ $ 18,501,700 844,000 825,400 257,900 1,927,300 1,569,700 515,600 438,000 24,800 591,300 15,004,700 2026 Healthcare costs City/Town of Goodyear Full-time employees and personnel compensation Fiscal year 2026 $ $ $ $ $ $ $ $ $ $ $ $ 170,089,200 6,470,500 5,929,600 1,751,600 14,151,700 3,455,700 4,091,000 140,400 6,094,400 277,600 14,059,100 141,878,400 2026 Official City/Towns Budget Forms 15,445,800 600,900 544,100 184,400 1,329,400 354,700 377,900 12,400 416,100 15,200 1,176,300 12,940,100 2026 Other benefit costs Total estimated personnel compensation Jump to TOC 289 290 Jump to TOC Jump to TOC 291 Acronyms AI ACFR ADA ADCRR ADM ADEQ ADOR ALF APS AQA ARPA A.R.S. ASRS AV AVE AWWA AZ BLVD BP BRE CAP CAT CAWRT CCTV CDBG CFD CIP CON CPSE CSU CY DIF DOT DR DRE DSD DUI EMR EMS EMT EPA EPDS EV FFE FS 292 Artificial Intelligence Annual Comprehensive Financial Report Americans with Disabilities Act Arizona Department of Corrections Rehabilitation and Reentry Administrative Arizona Department of Environmental Quality Arizona Department of Revenue Arizona Lottery Fund Arizona Public Service Aquatics American Rescue Plan Act Arizona Revised Statue Arizona State Retirement System Assessed Valuation Avenue American Water Works Association Arizona Boulevard Ballpark Business Retention & Expansion (program) Central Arizona Project Community Action Team Central Area Wildfire Response Team Closed-Circuit Television Community Development Block Grant Community Facilities District Capital Improvement Plan or Program Certificate of Necessity Center of Public Safety Excellence Community Services Unit Calendar Year Development Impact Fees Department of Transportation Drive Drug Recognition Expert Development Services Department Driving Under the Influence Estrella Mountain Ranch Emergency Medical Services Emergency Medical Technician Environmental Protection Agency Entry Points to the Distribution System Electric Vehicle Furniture, Fixtures and Equipment Fire Station Jump to TOC FT FTE FY GAAP GDP GF GFOA GIS GMC GMPTZ G.O. GRC GRIT GSQ GWRF GY HAZMAT HOA HR HRIS HURF HVAC IAFF I-10 ID IDGC IIP INF IT ITS IWMP JCEF LEAD LN LPR M MAG MCT MGD MGMT MID MLB MOU MPA MRCCID MRZ NERIS NFPA NIMS Full Time Full-Time Equivalent Fiscal Year Generally Accepted Accounting Principles Gross Domestic Product General Fund Government Finance Officers Association Geospatial Information System Goodyear Municipal Complex Greater Maricopa Foreign Trade General Obligation Bond Goodyear Recreation Center Goodyear Real Time Intelligence & Tactical G-Square (represents Goodyear & Globe partnership – location of Civic Square) Goodyear Water Reclamation Facility Goodyear Hazardous Material Homeowner Association Human Resources Human Resources Information System Highway User Revenue Fund Heating, Ventilation and Air Conditioning International Association of Fire Fighter’s Interstate 10 Improvement District Intentional Design of Goodyear’s Culture Infrastructure Improvement Plan Infrastructure Information Technology Intelligent Traffic Solution Integrated Water Master Plan Judicial Collection Enhancement Fund Leadership Enrichment and Development Lane License Plate Reader Million(s) Maricopa Association of Governments Mobile Computer Terminals Million Gallons per Day Management McDowell Improvement District Major League Baseball Memorandum of Understanding Municipal Planning Area McDowell Road Commercial Corridor Improvement District Military Rescue Zone National Emergency Response Information System National Fire Protection Association National Incident Management System Jump to TOC 293 O&M OPEB OPS OSHA PD PIC PIO PKWY PM PM PMO PPE PRKS PROP PSPRS PT PVNPGS PW RD REC REI RICO RID ROW SAU SCADA SF or SQ. FT. SFR SIU SLA SR Sr. SRO ST TMC TPT URS VIPS VLT VPP VTTF W&S WIFA WRF WW ZO 294 Operations and Maintenance Other Post- Employment Benefits Operations Occupational Safety and Health Administration Police Department Public Improvement Corporation Public Information Officer Parkway Preventative Maintenance Project Manager Project Management Office Personal Protective Equipment Parks Proposition Public Safety Personnel Retirement System Part Time Palo Verde Nuclear Power Generating Station Public Works Road Recreation Recreational Equipment Inc. Racketeer Influenced and Corrupt Organizations Act Roosevelt Irrigation District Right of Way Special Assignments Unit Supervisory Control and Data Acquisition Square Feet Single Family Residents Special Investigations Unit Service Level Agreement State Route Senior School Resource Officer Street Traffic Management Center Transaction Privilege Tax 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 Zoning Ordinance Jump to 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. Actuals Represents the actual costs of operations. Adopted Budget Formal action made by the City Council that set the spending limits for the fiscal year. Alternative Local Expenditure Limitation Under the state-imposed expenditure limitation, a city may only spend a certain amount of funds regardless of the city’s revenue, as its budget is limited by the state-imposed ceiling. If the funding needs of the city are greater than the State imposed expenditure limit, the following options are available. All four options are subject to voter approval: 1. Local home rule (alternative expenditure) limitation 2. Permanent base adjustment 3. Capital projects accumulation fund 4. One-time override Appropriation An authorization made by the City Council which permits the city to incur obligations and to make expenditures of resources from a specific fund for a specific purpose. Assessed Valuation A valuation established upon real estate or other property by the County Assessor and the State as a basis for levying taxes. 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. Jump to TOC 295 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. 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. 296 Jump to TOC 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, highcost, 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. Commodities Raw materials or products that can be bought and sold. Community Facilities Districts (CFDs) 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 Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. Debt Service Fund A special revenue fund established for the cash required over a given period for the repayment of interest and principal on a debt. Jump to TOC 297 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 (DIFs) 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. 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. 298 Jump to TOC 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. 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. Jump to TOC 299 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. 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. 300 Jump to TOC 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 Basis 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. 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. Jump to TOC 301 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. Revised Budget Adopted budget plus any contingency transfers, approved changes, and anticipated year-end savings. 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. Jump to TOC 302 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. 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. Jump to TOC 303 User Charges Payment of a fee for direct receipt of a public service by the party who benefits from the service. 304 Jump to TOC