Document farmingtonnm_gov_doc_2b0a85d3c3

City of Farmington New Mexico July1, 2012 to June 30, 2013 Final Program Budget New Mexico Centennial 1912-2012 ---PAGE BREAK--- Prepared by: Administrative Services Department Teresa Emrich, Budget Officer Linda Flores, Financial Analyst With Special Thanks to: Lisa Armer, Payroll Analyst Eric D. Schlotthauer, Controller Krista Martin, Accountant II Printing by Garrison Graphics, Inc. Cover: Main Street, Farmington, NM 1894 New Mexico Centennial- On January 6, 1912, New Mexico became the 47th State in the U.S. Beginning on August 28, 2011 and continuing throughout 2012, communities statewide will commemorate one hundred years of New Mexico statehood. The blank pages in this document are filled with pictures depicting Farmington’s history during the past 100 years. ---PAGE BREAK--- TABLE OF CONTENTS INTRODUCTION Document 1 Government Finance Officers Distinguished Budget Principal Officials 3 Manager’s Transmittal Letter 4 Organizational Chart 14 City of Farmington Profile 15 Basis of Budgeting 17 Budget Schedule 19 Budget Calendar 20 Management Policies 21 Budget Development General Fund Summary 24 Fund Structure by Function 25 Contact Directory 26 FUND SUMMARIES Fund Summary 27 Revenue Summary 28 Source of Revenues 31 Budgeted Revenues by Fund Type 32 Revenue Analysis 33 Expenditure Summary 35 Budgeted Expenditures by Expenditure Category 36 Budgeted Expenditures by Fund Type 37 Total City Actual Expenditures Graph 38 EXPENDITURES ADMINISTRATION Administration Graph 39 City Council/Clerk 40 Municipal Court 42 City Manager 44 Governmental Relations 46 Intra-Government 48 Library 50 Legal 52 Departmental Summary 54 Administration Expenditure Graph 55 INFORMATION TECHNOLOGY Information Technology Graph 56 Administration 57 Enterprise Systems 59 Computer Operations 61 Geographic Information Systems 63 Departmental Summary 65 Information Technology Expenditure Graph 66 ADMINISTRATIVE SERVICES Administrative Services Graph 67 Administration 68 Central Purchasing 70 Warehouse 72 Finance 74 Departmental Summary 76 Administrative Services Expenditure Graph 77 ---PAGE BREAK--- GENERAL SERVICES General Services Graph 78 Administration 79 Building and Maintenance 81 Community Services 83 Building Support/Mail Room 85 Vehicle Maintenance 87 Print Shop 89 Airport 91 Transit System 93 Departmental Summary 95 General Services Expenditure Graph 96 PARKS & RECREATION Parks, Recreation & Cultural Affairs Graph 97 Administration 98 Operations 100 Recreation Center 102 Sycamore Park Community Center 104 Farmington Indian Cent 106 Aquatics Division 108 Aquatic Center 110 Recreation Programs 112 Animal Shelter/Park Ranger 114 Senior Citizens Center 116 Production Company 118 Civic Center 120 Museum Administration 122 Museum Operations 124 Harvest Grove Farm & Orchards 126 E3 Children’s Museum 128 Riverside Nature Center 130 Golf Enterprise 132 Departmental Summary 135 Parks Expenditure Graph 136 POLICE Police Graph 137 Administration 138 Operations/Grant Funds 140 School Cross Guards 142 Departmental Summary 144 Police Expenditure Graph 145 FIRE Fire Graph 146 Administration 147 Operations 149 Departmental Summary 151 Fire Expenditure Graph 152 COMMUNITY DEVELOPMENT Community Development Graph 153 Administration 154 Planning 156 Metropolitan Planning Organization Administration 158 Metropolitan Redevelopment Area 160 Community Development Block Grant (CDBG) 162 Building Inspection 164 Departmental Summary 166 Community Development Expenditure Graph 167 ---PAGE BREAK--- PUBLIC WORKS Public Works Graph 168 Administration 169 Construction Inspection 171 City Engineering 173 Survey 175 Traffic Engineering 177 Streets 179 Water/Wastewater/Sanitation Utility 181 Departmental Summary 183 Public Works/Water Wastewater Expenditure Graphs 184 HUMAN RESOURCES Human Resources Graph 185 Personnel 186 Insurance/Benefits 188 Payroll 190 Workers’ Compensation 192 Safety 194 Departmental Summary 196 Human Resources Expenditure Graph 197 ELECTRIC UTILITY Electric Utility Graph 198 Administration 199 Compliance 201 Customer Service 203 Electric Construction 205 Animas Power Plant 207 Bluffview Power 209 Transmission & Distribution 211 Electrical Engineering 213 Metering Services 215 Meter Shop 217 Substation Maintenance 219 Relay 221 System Control Center 223 San Juan No. 4 225 Navajo Dam Power Plant 227 Departmental Summary 229 Electric Utility Expenditure Graph 230 STAFFING ANALYSIS 231 CAPITAL IMPROVEMENT PLAN 248 DEBT POSITION 262 GENERAL FUND FINANCIAL FORECAST 270 STATISTICS 273 APPENDIX Glossary of Budget Book Terminology 291 Abbreviations, Acronyms & Terms 295 Numeric List of Funds by Category 300 Fund Description by Category 301 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 First National Bank 1902 Farmington Train Depot 1910 Farmington Band 1911 ---PAGE BREAK--- DOCUMENT DESCRIPTION This document is the Final Program Budget for the City of Farmington for the fiscal year beginning July 1, 2012 and ending June 30, 2013. Throughout the document, the prior fiscal year, containing actual expenditures, is often referred to as FY12, the current budget year as FY13, and the future projected year as FY14. The City presents its budget in two separate documents in order to facilitate the ease of use for the reader. The first document is entitled the “Final Budget” and is informally known as the “Numbers Book”. It contains only actual historical FY11 and FY12, final FY13 budget, and projected FY14 budget numbers for each budgeted account within the City’s accounting system. If a reader is interested in a specific account or only desires numerical information, the “Numbers Book” provides that information, organized by fund, in both a revenue and expenditure section. The second document, the Final Program Budget, aggregates the budget numbers by categories such as “operating” or “capital”. It includes extensive information concerning City policies, programs, and statistics communicated in ways designed to enhance the understanding of the management of City programs. PROGRAM BUDGET FORMAT There are five major sections in this Final Program Budget document: Introductory, Fund Summaries, Financial/Operational, Statistical, and Appendix. The Introductory section contains the City Manager’s letter to the City Council outlining the policies and issues that affected the development of the FY13 budget. This section also includes additional general information about the City, the financial policies, and the process utilized to prepare this budget document. The Fund Summaries section provides both revenue and expenditure summary information, by fund, in both tabular and graphical formats. Additional information presented includes revenue by type and a narrative revenue analysis. The Financial/Operational section presents summary budget information by category for each division within each City department. A personnel position schedule, including position salaries, is also included for each division. Each division prepares a program description with goals and objectives for their division during the upcoming fiscal year. The narratives attempt to relate the actual services provided with the required budget resources. At the end of the division presentations, a departmental summary provides spreadsheet numerical totals, as well as a ten- year graphical summary. Following the department/division budgets is a group of five sections presenting information for additional clarification on underlying topics that affect the budget. The Staffing Analysis details a four-year history of budgeted staff positions by division. The Capital Improvement Plan provides a five-year plan of anticipated large capital projects. The Debt Position section describes different types of debt, the City’s current and future plans for debt, the existing debt level, and the budget amounts necessary to meet debt service requirements. The next section contains the five-year General Fund Financial Forecast. This overview of the General Fund provides additional information concerning the history and projections for the City’s primary fund. Finally, the Statistical section consists of eighteen (18) pages containing charts, graphs, maps and narratives on a wide range of City information that is designed to provide additional geographical, demographical, and economic information that serves to complete a comprehensive view of the City. The Appendix contains a glossary of budget terminology as used throughout the book, a listing of commonly used budget acronyms, and a description of all funds with their intended usage. 1 ---PAGE BREAK--- The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Farmington, New Mexico for its annual budget for the fiscal year beginning July 1, 2011. In order to receive this award, a government unit must publish a budget document that meets program criteria as policy document, as an operations guide, as a financial plan, and as a communications device. This Award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 2 ---PAGE BREAK--- CITY OF FARMINGTON Principal Officials JULY 2012 MAYOR Tommy Roberts CITY COUNCIL Dan Darnell Mary Fischer Gayla McCulloch Jason Sandel CITY MANAGER Robert Mayes ASSISTANT CITY MANAGER Robert Campbell ADMINISTRATIVE SERVICES DIRECTOR H. Andrew Mason BUDGET OFFICER Teresa C. Emrich 3 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 Main Street Downtown 1910 ---PAGE BREAK--- July 1, 2012 Honorable Mayor, Council Members, Citizens of Farmington: Introduction: I am pleased to present this final FY13 budget document for your review. The Finance staff, Department Heads, and my office have worked diligently during the past six months to develop a document that accurately presents a comprehensive conceptual plan for the provision of City services to the citizens of Farmington during the upcoming fiscal year. This year, FY13 budget development was again organized around a process designed to generate input from all stakeholders. The early months of the process involved staff efforts to establish a framework for general budget assumptions and discussions, especially on projected revenue. In April, two public input sessions were held in order provide general budget information to the public and to receive direct citizen input on all budget topics. Next in the process was a series of informal meetings between staff and mayor/councilors to discuss the original framework assumptions and the citizen input that was received. The final steps of the process involved formal public budget hearings during scheduled City Council meetings. During these meetings discussion included revenue projections, services to be provided, capital projects, and all related costs. Based upon the information received and compiled from these sources, and in conjunction with State Statute NM 3-14-14, I prepared a formal budget document that was first submitted to Council on May 1, 2012. After several council budget sessions and some final adjustments, the Council formally adopted the FY13 budget on June 5, 2012. As we are all aware, the national economy continues to exhibit historically low levels of activity which continue to impact our local economy. The irony is that increasingly higher levels of natural gas production in the country as a whole has led to decreasing price levels that directly affect the level of activity here in the San Juan Basin. The good news is that after a drop of 17.5% in our Gross Receipts Tax during FY10, this last fiscal year saw an increase in the Gross Receipts tax of 7.75% from the prior year. Since the GRT comprises over 67% of our revenue in the general fund, the results from our last fiscal year were encouraging in that it appears the largest GRT decline in twenty-five years may be over. However, due to the difficulty in projecting the direction of future revenue, this current budget assumes revenue will remain at the current level based upon the projected actual for FY12. On the expenditure side, two initiatives are ongoing and two others have been implemented beginning in FY13. The ongoing initiatives relate to staffing and compensation. As a result of revenue decline in FY10, thirty-six staff positions were eliminated through attrition. This staff reduction lowered employee costs for not only FY11 but reset expenditures for employee compensation to a level that continues to save money over what would otherwise be even higher employee expenditures. This approximate 6% reduction in staffing level requires each employee to work efficiently to continue providing the same level of service. Consequently, the FY13 budget includes step increases for employees as provided for in the current adopted pay plan. 4 ---PAGE BREAK--- The other ongoing initiative has been the health insurance fund. Contained within this budget is a 10% increase in health insurance premiums. In conjunction with this premium increase a new health plan provider, Blue Cross Blue Shield of NM, has been selected and will begin providing services as of July 1, 2012. These policy changes, along with future modest increases in premiums, should promote the health insurance fund self-sufficiency and facilitate generating adequate levels of reserves to cover the fund through periods of high claims usage. New for the FY13 budget is the incorporation of the Civitan Golf course into the general fund from the golf enterprise funs. It was determined that this golf course operated more as a community park and was not financially viable and should not be included in the golf enterprise fund. Also new for FY13 is the budgeting of $350k for vehicles in the 408 Fund. This purchase of five year capital assets in the 408 general government capital projects fund will help the City maintain a fully operational vehicle fleet. Finally, for FY13 the City is in a much better financial position to weather any upcoming financial uncertainty as a result of a growing cash balance in the general fund. Goals and Objectives: The core goals for Farmington remain much the same as in prior years. The City is dedicated to providing its citizens with a full spectrum of specific municipal services, the most basic of which are the public safety services of police, fire and municipal court. These services comprise over 46% of general fund budget expenditures and remain the core function of city government. However, the City is also dedicated to providing services that contribute to a desirable quality of life and make the City a vibrant and economically successful place to live. To this end, the City expends over 15% of the general fund budget to the Parks, Recreation, and Cultural Affairs department and over 6% to the city library. The City also funds an airport and transit system to accommodate the movement of people and goods. The City is committed to quality growth and has adopted appropriate land use, development, and building codes. As part of this effort and to ensure continued economic vitality, the City is dedicated to the revitalization of older commercial and residential areas as well as maintaining existing infrastructure. These general goals set a high standard for the City as we attempt to maintain the safe and scenic community that is currently Farmington. With a local economy significantly based upon electricity generated by two coal fired power plants and the production of natural gas throughout the San Juan Basin, the economy has historically tended to fluctuate with the price of electricity and natural gas. However, even with this economic concentration in the energy industry, only twice in the last twenty-five years has the Gross Receipts Tax, which funds approximately 70% of the general fund, declined on a year over year basis. The last of these two declines was in FY10 and represented a 17.5% decrease in revenue. To cope with this drastic drop in revenue, a strategic plan was developed which contained a two-pronged approach of expenditure reductions and revenue enhancements while maintaining the current level of service provision. On the expenditure side the reductions were achieved by first freezing payroll at current existing levels and then reducing staff through attrition. From FY10 to FY13 a total of 36 positions were eliminated in this manner. With personnel costs comprising 75% of the total general fund budget this reduction not only saved over a million dollars in FY10 but also reduced the level of funding required in future years so that FY13 benefits from that reduction. Other expenditure areas such as travel, computer equipment, fleet vehicles, and supplies were also reduced by over one million dollars. It was not until FY12 that these operating costs were added back to former levels. For FY13 all operating costs, such as computers, are budgeted at scheduled replacement levels so that employees have the necessary tools to perform their jobs. 5 ---PAGE BREAK--- The Council adopted a dividend policy with regard to the Electric Utility. This policy provides that, in accordance with State law, the city may transfer excess funds from the Utility to the general fund. Given the comparably low rates of the Farmington Electric Utility System and the desire to adequately maintain/expand the electric infrastructure, the adopted dividend policy provides that 40% of the net income of the Utility be transferred to the general fund. For FY13 this policy will result in a transfer of $5,781,780. The adoption of this strategic plan for both general fund revenue and expenditures accomplished the objective to maintain basic services at existing levels. This objective received the highest priority at public input sessions where citizens voiced their desire to maintain existing services to the extent possible. For FY13, budget deliberations centered on revenue projections. Although GRT was 9% over budget for FY12, the economic situation, especially in terms of natural gas production, remain somewhat uncertain. To be conservative, the FY13 budget projects GRT revenue to be the approximately the same as the actual for FY12. On the expenditure side, the only increases are salary steps for employees and a 10% health insurance premium increase. The other major adjustment to expenditures are the reduction of $770k in fleet vehicle purchases in the general fund and the transfer of the Civitan Golf Course from the golf enterprise fund to the general fund. Looking backward and forward, over the short term it appears that our strategic response to the FY10 17% GRT revenue decrease year was successful and that as a result of the approaches taken, we continue to improve our financial position. So strong in fact that, after Council adoption of a Cash Reserve policy, we were able to set aside $3.6 million in FY12 and project another $2.8 million for FY13 for capital projects. These funds will be prioritized and allocated to specific projects according to Council approval. Thus, for FY13, we appear to be in a much better financial position than prior years. However, there are several caveats going forward. The first is that the GRT at least maintain the same level as FY12. Although GRT receipts in the last half of FY12 continued to improve, the FY13 budget conservatively estimates that GRT will maintain the same level as last year. The second is that the Electric Utility continues to generate funds available for transfer. The level of transfer is based upon the continued demand for electricity and the related expenditures of providing that electricity, including capital outlays necessary to maintain and expand the utility infrastructure. Should electricity demand decrease, or costs increase, the amount available for transfer will decrease and adjustments will have to be made. Over the longer term, the City is in a sound financial position in that reserves are now more than double the level they were when the revenue decline first appeared. This level of reserves will provide a high degree of flexibility should another shortfall arise. Unfortunately there are several scenarios that may negatively affect the City’s economy in the future. Spillover from the national economy may continue to affect the local economy and the two local coal fired power plants are under increasing pressure to reduce emissions with three of the five units at Four Corners Power Plant scheduled for a shutdown. This type of action has the potential to create some fairly large economic dislocations. However, with the reduction of thirty-six positions and a strong cash balance for the general fund and financially stable special and capital projects funds, the City is in a very favorable position to face the future. For FY13, the general fund shows a $273k surplus, after allowing for a $2.8 million dollar transfer to the general governmental capital projects fund. For other funds, the expenditure budget reflects the inclusion of accumulated balances from prior periods that still remain unexpended due to the incompletion of various capital projects. However, all funds contain sufficient ending cash balances necessary for the purpose of each individual fund. 6 ---PAGE BREAK--- The compilation of this FY13 Final Budget also reflects the following policy initiatives: ► Continuation of the two-year budget process for FY13 and FY14 and the integration of these budget periods within our continuing five-year financial forecast. ► Compliance with the comprehensive planning process, development of fair and financially sound rate structures for Electric, Water and Wastewater operations, and the allocation of sufficient resources to maintain current operations and infrastructure. ► A detailed review of both the golf and health insurance funds to determine the necessary actions that will be needed during the year to put both funds on a firmer economic operating basis. Health insurance premiums were increased 10% with a change to Blue Cross Blue Shield as both administrator and coverage provider. ► The general fund portion of the expenditure budget continues the provision of existing municipal services. This being accomplished with a budget only higher than the adjusted budget for FY12. ► For FY13, funding is adequate for training, supplies, and equipment available to City staff. There is no deferred maintenance for any city assets. ► For the FY13 budget, the staffing level was held constant although there is a provision for step increases. As mentioned above, with the reduction in staff since FY10, current staff is asked to do more in order to provide the same level of service. In order to retain experienced staff, it is important to ensure wages are paid at industry levels. The City has contracted with the Hay Group to evaluate all regular positions within the City and compare the wage or salary with surrounding, comparable areas. Once the evaluation is complete, Council will review the new pay plan and any variance in pay due to the market evaluation. ► During the FY13 budget process, the City Council continued the Electric dividend policy that sets forth the conditions under which the Electric Utility will make dividend payments to the general fund. The policy calls for 40% of net income from the Electric Utility to be transferred to the general fund as owner of the Electric Utility. For FY13 the dividend amount is $5.8 million. ► There remains some concern over developments with regard to the State budget. The possibility remains that revenue shortfalls at the State level may yet have some impact on local budgets during this fiscal year. There is also the possibility that the State may implement or change regulations in such a way as to negatively affect the City’s revenue stream. Although the likelihood of any developments on this front has decreased, we will continue to monitor State budget developments and will respond appropriately, in a timely fashion, to any situation that may develop. Overall Budget Summary: (FY2013 only) The total FY13 expenditure budget of $250,078,193 for all funds represents a $16,716,117 increase from the previous year’s original budgeted expenditures of $233,362,076. This equates to a 7.2% increase overall due to increases of $3.4 million in the general fund, $4.1 million in the Streets Fund, $1.1 million in the general government capital projects fund, and $3.5 million in the 7 ---PAGE BREAK--- wastewater fund. The increases in the streets and general government capital projects funds are the result of budgeting for large capital expenditures to replace aging infrastructure and improve City facilities. The total budget for capital projects included in the Capital Improvement Plan is $60,814,881, an increase of 27.0% or $12,941,749 from FY12. Budgeted revenue for all funds is $216,346,350, which is $4,528,975 or 2.1% more than the prior year’s original budgeted revenues of $211,817,375. With expenditures greater than revenue, the difference of $33,731,843 is funded by beginning cash balances including cash reserves remaining from unanticipated revenue or unfinished projects in prior years. The presented FY13 Final Budget reflects currently existing staff positions for all funds. This listing is essentially the same as FY12 with the exception of the addition of a plumber in the General Services department and a police detective in the Police department. The Library Facilities Technician, Budget Officer, General Services Director, and PRCA Marketing staff positions were not funded in FY13. As in prior years when vacancies occur throughout the year, each position will be evaluated on a case by case basis to determine if they will be filled, frozen, or reorganized. For a complete description of City staffing patterns please see the Staffing Analysis section. Total gross receipts tax revenue for all funds has been budgeted at $ 50,882,956 which was originally intended to equal the same level as FY12. Actual GRT received in FY2012 totaled $51,634,809. Included in this number, however, was a one-time GRT adjustment received in the amount of $900k. This one-time, non-recurring adjustment was not taken into account when budgeting FY13 revenues. When actual results for June were higher than anticipated, the FY13 budget amount resulted in a increase or $148,147 over FY12 actual Gross Receipts Tax (GRT) revenue of $50,734,809 (excluding the one-time adjustment). GRT revenue is approximately 23.5% of total budgeted revenues and Enterprise Funds’ service fees of $125,309,005 are approximately 57.9% of total budgeted revenues. GENERAL FUND The budgeted FY13 general fund total revenues are $55,588,112, and budgeted expenditures are $58,176,882. The adoption of a Cash Reserve policy, designating any cash balance greater than 20.8% of the current expenditure budget as available for transfer, allows excess cash in the general fund to be transferred to the general government capital projects fund and expended on Council designated capital projects. When total expenditures are adjusted for the transfer out of $2.8 million to the general government capital projects fund, then revenue and expenditures are essentially equal with the budget showing a surplus of $272k. When compared to FY12 adjusted budget, FY13 revenue was increased by and expenditures have decreased by 3.6%. The ending cash balance is projected at $13.7 million, or 23.7% of the total budgeted expenditures, which will leave a reserve balance that is 15.7% greater than the State minimum requirement of 8% of the total expenditure budget. This strong cash balance position will provide the needed flexibility necessary to adjust to any additional impacts caused by changing economic conditions. In FY13, $39,019,868 is budgeted for GRT revenue. This forecast is over the actual GRT revenue for FY12 but since it is difficult to determine if the current downtick in revenue is an ongoing trend or merely an aberration, the FY13 GRT budget is based upon a conservative approach which involves extending the current level into the future. The long-term GRT trend is presented in the 10 year GRT History Chart located in the Fund Summaries Section. Of the total amount of GRT deposited to the general fund, $1,168,331 is to be transferred to the 501-Debt Service Fund for servicing the required debt 8 ---PAGE BREAK--- payments on the 2005 and 2012 Sales Tax Revenue Bond issues. Budgeted GRT revenue is approximately 70.2% of the total general fund revenue budget. For FY13, capital spending has been reduced to $525k in the general fund from the $1.3 million budgeted in the FY12 budget. This decrease is due largely to the decision to budget $350k for vehicles in the 408 general governmental capital projects fund. With $505k budgeted for replacement vehicles the remaining $20k is budgeted for capital items at the Civitan Golf Course. In accordance with the definition of a capital item as defined by the State Department of Finance and Administration capitalization rules, any single item having a value of $5,000 or less is now treated as an operating supply rather than capital. Thus, many items formerly included as capital are now reflected in the operating section. Special general government capital projects, as defined in the Capital Improvement Plan, are funded by transfers from the general fund to the general government capital projects fund. For FY13 this estimated transfer budget is set at $2.8 million but that amount could be higher depending on the final determination of general fund cash as of June 30, 2012. The current FY13 budget of $1.5 million, in three separate funds, for new vehicles should maintain the “regular” replacement schedule for vehicles during FY13. Usage and operating costs are continually being updated and vehicle accident rates are always unknown so this account is carefully monitored throughout the year. Municipal Court correction fees for prisoner days are budgeted at $1.4 million in the general fund for FY13 which translates into $39,746 less than the actual amount expended in FY12. For FY13 there may be some trial testing of a program involving house arrests with the use of ankle bracelets as a method of reducing incarceration costs. Since staffing comprises over 76% of the general fund budget, the extreme importance of staffing analysis remains ongoing. After the reduction of thirty-six positions and reorganization of several more during FY11, the staffing for FY13 was left essentially the same as last year. Future planning will also pay close attention to required staff levels so that the cost of the expansion of services or staffing new facilities can be reviewed before commitments are made. Additional costs may be incurred as the result of the HayGroup pay plan evaluation to increase wages and salaries to regional market rates. The cost of providing basic services is also affected by increasing costs of fuel, energy, and materials. The challenge for the future will be to establish the proper levels of service delivery and to determine the optimal method for funding those specific levels. GRT-STREETS FUND (201) & GRT–PARKS FUND (202) 201 Fund: The FY13 expenditure budget for the 201 Fund is $14,272,900; up 7% from the FY12 adjusted budgeted of $13,334,420. The increase is due to the addition of several capital projects and a 30% increase in street paving. The streets capital projects were delayed the last couple of years as a result of the flooding that occurred in the fall of 2010. Flood work has largely been completed and the goal now is to focus attention on past projects that were temporarily postponed. The revenue supporting these expenditures includes a 3/8% Gross Receipts Tax projected at $7,908,892, state gasoline tax of $775,000, and interest income of $110,000. Out of the Gross Receipts Tax revenue, $307,158 will be transferred to the 501- Debt Service Fund for servicing the required debt payments on the 2005 Sales Tax Revenue Bonds issued for street projects. There is no scheduled transfer to the 401 Grant Fund for FY13 because there is a sufficient cash balance in the 401 Fund to meet any grant match requirements. The FY13 budget anticipates utilizing $2.4 million of the beginning cash balance for various street projects that were delayed as a result of the flooding that occurred in the 9 ---PAGE BREAK--- fall of 2010. The 201 Fund proposed expenditures are as follows: Annual Street Maintenance and Construction General operating expenses $ 5,212,900 Street resurfacing 4,000,000 Vehicles 625,000 Street construction 750,000 Traffic lights and signalization 900,000 Storm sewer cleaning/construction 1,650,000 General fund expense transfer 1,135,000 TOTAL $14,272,900 202 Fund: FY13 expenditures for the 202 Fund are budgeted at $2,739,801 which is 4% less than the adjusted FY12 budget of $2,853,793. The primary revenue source supporting this fund is a 1/8% GRT dedicated to Parks. For FY13, GRT revenue is projected at $2,635,964, which, unlike the 201 fund, includes no debt service reductions. Interest income is budgeted at $12,000. The expenditures in this fund support both maintenance and improvements to existing parks infrastructure as well as new parks projects.The expenditures for Fund 202 are as follows: Parks Parks maintenance projects $ 764,000 Parks construction projects 550,000 Salaries and wages (seasonal employees) 1,253,577 Miscellaneous 172,224 TOTAL $ 2,739,801 The total Salaries and Wages category includes a $570,000 expenditure transfer from the general fund for Parks/Recreation salaries. These transfers have historically allowed the general fund parks department to benefit from GRT Revenue in the 202 Fund by transferring a portion of their costs applicable to various projects out of the general fund. LODGERS TAX FUND (230) The Lodgers Tax fund was created on July 1, 1990 and is dedicated to the “purpose of advertising, publicizing, and promoting tourist-related attractions, facilities and events and acquiring, establishing and operating tourist-related facilities, attractions or transportation systems,” as authorized in City Code section 8-12-8. For FY13, the City’s 5% occupancy tax on lodging accommodations is budgeted to generate $1.2 million. An additional $3,000 in interest and $3,000 in miscellaneous revenue will provide a total of $1,206,000 for tourism promotion. The City has budgeted $122,703 on Lions Wilderness Park Amphitheater operations, $580k for the Convention and Visitors Bureau’s contract, $260k to promote special tourist related events, and the remaining $274,402 for the Civic Center’s promotion of tourist attractions such as the Totah Festival and maintenance of the Civic Center’s support equipment for ongoing operations. Although Lodgers Tax revenue suffered a decrease in collections from FY10 to FY11, the past year has seen a recovery from the lows of FY11 with FY13 budgeted at essentially the same level as the prior year so the Lodger Tax Fund will be able to maintain services during FY13. This budget should allow the Convention and Visitors Bureau to support those activities that will encourage a vibrant tourist industry. 10 ---PAGE BREAK--- COMMUNITY DEVELOPMENT/PUBLIC WORKS GRANT PROJECTS (401) The total expenditure budget for FY13 is $3,185,695. This amount includes $2,797,054 in capital street projects, $281,748 for property improvements under the CDBG program, and $106,893 for Community Development staff support. Various State Highway programs such as the Municipal Arterial and Safety Programs, along with local matching monies, fund the street programs. GENERAL GOVERNMENT CAPITAL PROJECTS (408) The June 30, 2012 cash balance for the general government capital project fund was $3.6 million. This fund is funded by transfers from the general fund and is utilized for capital projects. In FY12, $3,645,233 was transferred into this fund of which $3,109,150 was earmarked by Council for specific projects such as investment into the Metropolitan Redevelopment Area, fire engine replacement, roof repair or replacement on five City facilities, repaving the Municipal Operation Center parking lot, remodeling Fire Station #3 & Safety City improvements, additional paving throughout the City, and data (fiber) upgrades at several City locations. FY12 funds were used as a catch-up fund to complete capital projects postponed until the economy improved. The current FY13 budget anticipates $2,861,732 will be available for transfer from the general fund based upon the recently adopted Cash Reserve policy. Project priorities will be established by Council on an as needed basis. ELECTRIC ENTERPRISE FUND (601) The June 30, 2012 cash balance for the Electric Fund was $74.5 million. Of this cash balance, approximately $3.6 million represents construction and utility deposits, which are liabilities of the utility and are only held for surety purposes. The budgeted FY13 revenues are $99,770,991 which is 1.9% less than FY12 adjusted budget revenues of $101,683,264. The budgeted expenditures are $108,327,860 which represents a 4.2% decrease from the prior year adjusted budget amount of $113,062,353. Capital improvement projects of $18,702,818 for FY13 include $4.0 million construction of an addition to the transformer shop, $1.1 million for Mesa Substation upgrades, $1.6 million for SCADA upgrades, and $2.4 million for customer work orders. By adding approximately 14,000 square feet to the existing Transmission and Distribution Operations facility, work flow will be improved, and inventory control and storage will be added. The renovation will provide oil handling areas and equipment to meet EPA standards for containment in addition to providing areas to store safety equipment and facilitate FERC/NERC compliance processes. Mesa Substation upgrades will serve the new junior high school and area to the north of Twin Peaks Road. Computer hardware and software will be upgraded or replaced to provide real-time SCADA control of the Electric Utility system by system operations staff. Total Electric Utility debt service payments are budgeted at $3,358,725. WATER ENTERPRISE FUND (602) The June 30, 2012 cash balance for the Water Fund was $6.9 million. In November 1999, the City entered into an agreement with Operations Management International (OMI), which has since merged and become part of CH2M Hill, to operate and maintain the City’s entire Water/Wastewater system. The contract expired in January 2008 and was renewed for an additional eight years. The 11 ---PAGE BREAK--- FY13 budgeted revenues are $13,981,694 which represents a decrease from FY12 and the budgeted expenditures are $16,727,168 which represents a 7.5 % increase from the prior year. The increase in expenditures is due to a $1.1 million increase in capital outlays. The FY13 budget includes $784,770 in debt service payments. The FY13 budget also includes a total of $7,106,822 in capital projects and $3,546,590 to fulfill contract obligations with CH2M Hill as operator of the water system. The water rate structure provides $2.1 million in revenue dedicated to “renewal and replacement” for water infrastructure. This revenue will be utilized in FY13 to continue replacing water lines in the central part of the City and to extend lines to new development. WASTEWATER ENTERPRISE FUND (603) The June 30, 2012 cash balance for the Wastewater Fund was $6.4 million. In March 1991, the City Council passed the environmental gross receipts tax, a 1/16% gross receipts tax restricted to water/wastewater infrastructure, landfills, etc. The FY13 budget includes $1,318,232 in revenue from this tax. In November 1999, the City entered into an agreement with Operations Management International (OMI), which later merged with CH2M Hill, to operate and maintain the City’s entire Water/Wastewater system. The contract expired in January 2008 and was renewed along with the Water portion of the contract. The FY13 total budgeted revenues are $11,325,705 which is a 46.9% increase from the FY12 final budget. FY13 revenues include $3.5 million anticipated loan proceeds from the NMFA/NMED for to complete phase II of the wastewater treatment plant. Total expenditures of the fund are budgeted at $14,292,968 which is a 32.7% increase from the FY12 expenditure budget. The main reason for this increase is the implementation of the second MRAS Basin which included in phase II of the waste water treatment plant. The difference of $3 million between revenue and expenses will be funded from the beginning cash balance. On August 21, 2000, the City entered into a loan agreement with the New Mexico Environment Department for $14.2 million at a 3% interest rate to fund the capacity expansion and other improvements to the Wastewater Treatment Plant. The FY13 budget includes $322,954 in interest payments and $630,043 in principal payments on the NMED loan. The City is working on plans for Phase II of the expansion project and is in the process of applying to the NMED for funding of the project. The FY13 capital budget is $8,120,080 while the budget for operations as outlined in the CH2M Hill contract stands at $2,396,000. In January of 2007 the Wastewater rate schedule was adjusted to provide a revenue stream dedicated for “renewal and replacement” of old wastewater lines and to provide additional plant capacity. The revenue from this stream is $1,345,080 for FY13. SANITATION FUND (604) The June 30, 2012 cash balance for the Sanitation Fund was $1.8 million. The City had contracted with Waste Management of New Mexico, Inc. to operate sanitation services until January 2008 when the contract expired. The City sent out Request for Proposals and subsequently negotiated a new contract with Waste Management. The new contract requires the City to pay the contractor 90% of City billings for refuse collection services. A revision to the contract in January 2009 initiated a new residential curbside recycling program within the City. In accordance with the prior contract, sanitation rates are adjusted yearly by 75% of the Consumer Price Index. For FY13, revenue in this fund is budgeted at $5,494,950 and expenditures at $5,215,103. During FY11 the City renegotiated the contract for a recycling center whereby Waste Management will now be responsible for construction and operation of the center building. 12 ---PAGE BREAK--- HEALTH INSURANCE FUND (701) The June 30, 2012 cash balance for the health insurance fund was This status was only obtained through the assessment of additional premiums to each fund to cover unanticipated claims as of June 30, 2012. For the additional premium, the employer share was 100% rather than the 78%/22% employer/employee split, respectively. The health fund has faced continuing financial stress as premium levels are stretched to cover increasing health costs and unusually high claims. Even with a 5% premium increase implemented in FY12, the health insurance fund found itself in a negative cash balance status. The FY13 budget includes a 10% premium increase with the possibility of another premium increase that may be instituted sometime during the fiscal year depending on the continued analysis of the fund. In addition to increasing premiums, effective July, 2012, Blue Cross Blue Shield will administer the plan. After a thorough evaluation of previous year claims, Blue Cross Blue Shield believes that claims expense can be significantly decreased in FY13through better medical service contracts. For FY12, a Health and Wellness Program designed to encourage employees to become active participants in their individual health status was initiated. As part of this program, the benefit structure was modified to encourage employees to make wise health care decisions. After educating employees on the nature of these changes, the result should be a reduction in health care costs as more appropriate health care services are provided. During FY07 the City Council approved participation in the State-sponsored New Mexico Retiree Health Care Plan and retirees were removed from the City health plan. Previously, participants in the City’s health care plan could remain in the plan after retirement with the condition that they became liable for 100% of the premium amount. After payment of a $1.6 million buy-in premium in late FY07, retirees now join the State Plan and make lower premium payments as a result. The City plan “spun off” the retirees effective January 1, 2008, the goal being to decrease claims pressure on the City health fund. This strategy has helped to reduce the claims pressure and thus been a positive effect on the health fund. Revenue from non-retiree participants is budgeted at $6,651,300 and expenditures for health care are budgeted at $6,651,300. Finally, I would like to add a note of thanks to the Mayor, Council and all employees, who have worked tirelessly to implement those policies and procedures that have allowed our City to be administered in a financially responsible manner. We recognize that the recent past has created the most financial uncertainties in recent memory. This FY13 Final Budget attempts to recover the deferrals that were made last year while still maximizing options and recognizing opportunities. With the assistance of our employees, I believe that we can not only survive but actually thrive in these turbulent times. The recognition by the Government Finance Officers of America for our excellence in budgeting and financial reporting is testament to our adherence to the highest standards of financial administration. Finally, I would like to take this opportunity to state my confidence in this final budget document and believe the continued dedication of all participants in the budget process will once again produce a successful financial plan for the City of Farmington in the upcoming fiscal year. Respectfully submitted, Robert Mayes, City Manager City of Farmington RM/se 13 ---PAGE BREAK--- Citizens of Farmington Citizens of Farmington City Attorney Burnham Claims Legal Mayor and Council Roberts, Darnell, Fischer, McCulloch, Sandel City Clerk Fuhrman Archives Business Registration Administration City Manager Mayes Human Resources Williams Employee Benefits Personnel Payroll Insurance Workplace Safety Police Westall Administration Special Operations Traffic Control School Crossing Guards Detectives Patrol Code Compliance Fire Page Information Technology Friedman Enterprise Systems Computer Operations Help Desk GIS Administrative Services Mason Administration Accounting Operations Finance Purchasing Utility/Enterprise Warehouse Community Development Holton Administration Development Services Planning Metro. Planning Org. Building Inspection Metro. Redev. Area Public Works Smaka Administration Solid Waste City Engineering Water/Waste Water Admin. Traffic Engineering Water Rights Streets Storm Water Survey Construction Inspection Government Relations/ Special Projects General Services Campbell (Acting) Administration Building Support Building & Maintenance Community Services Vehicle Maintenance Electric Utility Sims (Interim) Administration Electric Meter Shop Animas Power Plant Electric Relay Shop Bluffview Power Plant Metering Services Compliance Navajo Dam Power Plant Electric Engineering San Juan No. 4 Electric Construction Substation Maintenance System Control Center Transmission & Distribution Parks, Recreation & Cultural Affairs Bowman Administration Senior Citizen Center Animal Shelter/Park Ranger Museum System Aquatic Facilities Parks Operations Civic Center Recreation Center Farmington Indian Center Recreation Programs Golf Courses Sandstone Production Sycamore Center City of Farmington – Organizational Chart Municipal Judges Liese & Rowland September 2012 Library Administration Homeland Security Fire Marshalls Operations Customer Care Community Services Assistant City Manager Campbell Airport/Transit 14 ---PAGE BREAK--- CITY OF FARMINGTON PROFILE Incorporated: 1901 Form of Government: Council-Manager Area in Square Miles: 33 Estimated Population: 45,877 Farmington, New Mexico is located in the northwest corner of New Mexico, which is part of the Colorado Plateau. Its rich geography allows for a diverse experience that blends the arid desert to the high-elevated plateau then to the beautiful mountains of the Rockies, which truly makes it a “land of enchantment”. Located on the boundary where the La Plata, Animas, and San Juan rivers come together, it takes on the name “Totah” which is translated from the Native American tongue to mean “where three rivers meet”. Major Services Provided: Police The Farmington Police Department is comprised of several different divisions which include Police Administration, the Patrol Division, the Detective Division, the Training Division, Internal Affairs, and Inspections and all the respective elements that enable the organization to deliver police services to our community. The Patrol Division is the largest and most visible unit of the Farmington Police Department. Patrol officers are on duty 24 hours a day, seven days a week, and are usually the first to arrive at the scene of an accident, a crime scene, or a disaster. Within the Patrol Division there are several specialty units, including Traffic, Bicycle Patrol, Crime Scene Technician, K-9 Units, Bomb Squad, SWAT, Gangs and District Coordinators, and Code Compliance. The Detective Division investigates all major crimes, does follow-up on cases initially handled by the Patrol Division and provides assistance investigating crimes to other area agencies. A Detective may be assigned to specialize in investigating particular types of crimes which include Homicide, Property Crimes, Crimes Against Children and Fraud. The School Resource Officers are also assigned to the Detective Division, although they work primarily in the Farmington schools. The main focus of these officers is to act as a resource to both the school administration and the student body to create a safe and secure learning environment. The Police Department participates in numerous community programs such as the Citizens Academy, the Summer Adventure Camp, and the Special Olympics to name a few. Municipal Airport The Four Corners Regional Airport serves a population exceeding 100,000. With two runways at an elevation of 5,506 feet, direct flights are offered to Phoenix, Denver, Las Vegas. Air service is provided by Great Lakes Airlines and rental car services are offered by Avis, Budget, Hertz, and National. In addition to fuel sales, Atlantic Aviation, a Fixed Base Operation (FBO) facility, offers hangar space, flight crew lounge and flight planning services. The Four Corners Regional airport offers small and large hanger lease opportunities. In addition, the airport has a full-service restaurant, Zebra’s Sports Grill. 15 ---PAGE BREAK--- CITY OF FARMINGTON PROFILE Library The Farmington Public Library enlightens, enriches, and changes lives by providing resources, programs and services that are efficient, innovative and convenient, in an environment that is clean, safe, and pleasant. Streets and Traffic Maintenance Maintain 1,356 lane miles of paved streets and 30 miles of gravel roads Maintain 83 signalized intersections Maintain 9,760 traffic signs Fire and Rescue Fire Suppression – Structural, Wildland, Transportation, other Types Fires Emergency medical Services (EMS) – Basic Life Support Hazardous Materials – Emergency Response and Preparedness Homeland Security – Civil Disturbances and Terrorism Incidents Technical Rescue Services-Extrication, Swift Water, High Angle, Confined Space Mutual Aid given – Provide Regional Support SWAT Paramedics-Support for the Police Department’s SWAT Team Innovative Programs-Succession Planning Certifications (Acting in Capacity) Parks/Facilities: Parks – Sixty-two parks over 1,673 acres Pools - Brookside (outdoor), Lion’s (indoor), Aquatic Center (indoor) Animas River Walk/Berg National Recreation Trail Outdoor Summer Theater- Lions Wilderness Park Amphitheater Golf Courses - Civitan, Pinon Hills – voted 4th best Municipal golf course in the nation by Golf Digest magazine Museums - Gateway, Children’s E-3, Nature Center, Harvest Grove Farm Facilities - Civic Center, Senior Center, Recreation Center, Sycamore Park Community Center, tennis courts, soccer, softball, and baseball fields Animal Shelter Services Yearly Events - Connie Mack World Series, Riverfest, Freedom Days, Totah Festival, Renaissance Fair Water and Wastewater Utility Services: Service area: 33 square miles Water Customers: 16,246 Wastewater Customers: 14,201 The water and wastewater services are managed and operated by CH2M Hill, a private company, which operates these City services pursuant to contract with the City. Electric Utility Service: Service area: 1,718 square miles Electric Customers: 43,791 Electric Generation Navajo Dam Hydroelectric Capacity 30 Megawatts San Juan Unit #4 Coal Fired Capacity 43.4 Megawatts Animas Plant Natural Gas Capacity 24.68 Megawatts Bluffview Plant Natural Gas Capacity 63 Megawatts 16 ---PAGE BREAK--- OVERVIEW The budget is prepared on the cash basis as required by the New Mexico Department of Finance and Administration. This basis begins with actual cash available on July 1st and projects the actual amount of cash that will be received and expended throughout the year. The ending balance will reflect the actual amount of cash on hand at the end of the year. However, before the end of the year a final budget revision is done to convert the budget to a budgetary basis in order to make valid comparisons of budget to actual in the Comprehensive Annual Financial Report, (CAFR). This means that the budget will be adjusted to a modified accrual basis to account for year-end accruals of receivables and payables. Since the adjustment for prior year accruals usually offsets the current year accruals, the net effect is usually inconsequential. Enterprise funds are treated somewhat differently in that they report CAFR information on a full accrual basis while the budget is still presented on a budgetary basis. To facilitate a valid budget to actual comparison, the Enterprise fund numbers are presented on a budgetary basis with reconciliation to full accrual contained at the bottom of the statement. This essentially means that while such non-cash entries as depreciation are not included in the budget they are included in the reconciliation so that the overall presentation is in conformity with Generally Accepted Accounting Principles (GAAP). Based on prior year history and current projections, the departments prepare their requests for the upcoming year. Using governmental accounting funds as the basic budgetary unit, the budget is organized by department and division within each fund. Fund types include the General Fund, Special Revenue Funds, a Debt Service Fund, Capital Improvement Project Funds, Enterprise Funds, and an Internal Service Fund. The City prepares its budget at the detailed line item level. If adequate cash reserves are available from the prior year, and if deemed necessary, the City may budget expenditures in excess of revenues. Actual expenditures may not exceed the budget on a fund basis. All annual appropriations lapse at year-end. Carryover funds must be appropriated in the budget of the subsequent fiscal year. Budgets may be amended by City Council ordinance with approval by the New Mexico Department of Finance and Administration. The City's Department Heads may make transfers of appropriations within a department. The legal level of budgetary control is the fund level. Increases or decreases of appropriations between or within a fund require the approval of the governing council. The New Mexico Department of Finance and Administration’s Local Government Division requires all municipalities to establish and maintain a cash balance in the General Fund equal to 1/12 of the budgeted expenditures at fiscal year end (June 30). BASIS OF BUDGETING 17 ---PAGE BREAK--- ONGOING CITY COUNCIL UPDATES The City Council receives a financial report which includes the Cash Report containing cash balances for all City funds with comparative data for the previous two months and budget data for comparison purposes, the Investment Portfolio, and the Financial Summary Report containing current month and year to date actual and budgeted revenues and expenditures. The City Council also receives a Gross Receipts Tax Report comparing actual with budgeted Gross Receipts Tax revenue. These reports are provided as informational items with no scheduled public discussion. Every quarter a detailed graphic/text report is given to the City Council. This report contains key information on major financial, employee, productivity, and economic trends compared with the previous eleven or twelve quarters. ANNUAL TOTAL COMPENSATION SURVEY - November to Mid-February Pursuant to Section 21-3-1 of the Personnel Ordinance "The City Manager shall annually instruct the Human Resources Director to review and propose a compensation plan which considers both salary and benefits levels, for job classifications within the classification plan." This policy recognizes that wage and benefit expense is a dominant factor in the City budget, particularly the General Fund budget. This policy is based on an objective measurement of wage and benefit data that was developed in 1988 and is still utilized to compare the City’s wage structure to that of similar cities in New Mexico. The New Mexico Municipal League conducts an annual wage and benefit survey of municipalities in New Mexico. In addition, the City is in the process of using an independent contractor (HayGroup) to compare each regular position wage or salary within the City with those in comparable surrounding areas. This independent comparison is intended to be reviewed every 3-5 years to ensure wages are competitive. The Personnel Division will compile the results of both surveys and presents these findings to the City Manager. The City Manager then develops a recommendation for wage adjustments for the City Council. During the budget hearings, the City Council may direct staff to make adjustments to current wage and benefit levels in the final budget document. BUDGET PROCESS INITIATION To initiate the annual budget process, the Department Directors are directed by the City Manager to begin compiling their annual budget requests in early January. The Department Directors then enter their requests into a budget module in the City’s computer system. CAPITAL IMPROVEMENT PROJECT FIVE YEAR PLAN The five-year Capital Improvement Plan worksheets are included with the budget worksheet distribution. The Department Directors are responsible for updating capital expenditure projections for the current year, as well as the next four years. Several capital improvement project workshops are held to obtain the City Council’s input on prioritizing the projects. 18 ---PAGE BREAK--- MANAGER AND DEPARTMENT DIRECTOR REVIEW The City Manager and the Department Directors individually review all department requests and note necessary changes. They then meet and, after reviewing and evaluating projected revenue levels, agree on adjustments that need to be made. PRELIMINARY BUDGET REPORTS PREPARED After all changes have been entered into the computer, the Budget staff prepares preliminary budget data to present to the City Council for review. One report is a computer printout of the detail per fund, department, division and line item. The other report is a budget summary of various revenue, expenditure, staffing, and capital data. CITY COUNCIL REVIEW The City Council reviews the Executive Budget Summary prior to the budget hearings. They also review the two preliminary budget reports before the public hearing. PUC BUDGET HEARINGS At a scheduled public hearing, Utility personnel present the Utility budget to the Public Utility Commission (PUC). The PUC reviews the budget of each division of the Utility Department and makes recommendations to the City Council. BUDGET HEARINGS At a scheduled public hearing, the Department Directors each present their proposed budgets to the City Council. Any changes the City Council recommends are incorporated into the final budget. PRELIMINARY AND FINAL BUDGET At City Council work sessions, the preliminary and final budgets are approved for submission to the State of New Mexico Department of Finance & Administration (NMDFA) for final approval and certification. SUBMIT OPERATING BUDGET TO DEPARTMENT OF FINANCE AND ADMINISTRATION State statute requires the governing body to submit its preliminary budget to the NMDFA for review and approval by June 1st. The final adopted budget is required to be submitted to NMDFA by July 31 of the new fiscal year. BUDGET AMENDMENTS - Quarterly Quarterly during the fiscal year, the Department Directors assess their current budget. If any budget adjustments are required, the Department Directors submit their budget adjustment request to the City Manager who presents these requests to the City Council for approval. After the City Council’s approval, the amended budget is sent to the NMDFA for review and approval. BUDGET SCHEDULE 19 ---PAGE BREAK--- MEETING: DATE/LOCATION Council Information Sessions April 2-8, 2012 Executive Summary Preview City Manager’s Office Community Public Input Meeting April 5, 2012 5:00-6:30PM Farmington Public Library Multi-purpose Room Council Work Session – Budget Hearing I - CIP April 17, 2012 Executive Conference Room PUC/Council Budget Hearings April 18, 2012 (Utilities) 9:30AM-2:30PM Lunch provided Farmington Public Library Multi-purpose Room Community Public Input Meeting April 12, 2012 7:00-8:30PM Farmington Public Library Multi-purpose Room Council Work Session – Budget Hearing II May 1, 2012 Departmental Budgets and Final CIP Executive Conference Room Council Meeting (Adoption of Preliminary Budget) May 22, 2012 Council Chambers Adoption of Final Budget June 5, 2012 Executive Conference Room Submit Final Budget to State DFA July 31, 2012 Submit Final Program Budget to GFOA December 4, 2012 FY 2013 BUDGET CALENDAR 20 ---PAGE BREAK--- Financial Policy Goals The City of Farmington is dedicated to providing its citizens a wide range of services from basic necessities such as police and fire protection to “quality of life” services such as parks and museums. It is the goal of City management to provide these services in the most efficient manner possible. To accomplish this goal the City must insure that all available resources are correctly accounted for and expended according to applicable statutes, rules and regulations, and Council priorities. To facilitate this accountability, the City has developed financial policies that serve to insure that the resources entrusted to it are expended wisely and in accordance with the service requests of the citizenry. The City of Farmington adheres to and enforces “Financial Policies” developed from several different perspectives. Some of the policies result from adherence to State Statute, while development of other internal policies results from response to suggestions such as audit comments. A description of the source and nature of many of the policies is as follows: Budget Policies Compliance with State Statutes- Chapter 6, Article 6 of the New Mexico State Statutes Annotated (NMSA) 1978 requires the New Mexico Department of Finance and Administration, through its Local Government Division to make rules and regulations relating to budgets, records, reports, and disbursements of public monies. Local governments are required to keep all books, make all reports and conform to all rules and regulations adopted by the Local Government Division including the submission of a proposed budget. The State has issued the “Budgeting and Financial Accounting Manual for Local Governments”. This manual prescribes in detail many of the financial policies required for local governments, such as the proper disposition of obsolete property and various reporting requirements for budget adoption and successive expenditures against those budgets. The State, in other pronouncements, also establishes such various regulations as rates of reimbursement for travel and specifications requiring the establishment of separate funds. The State Auditor, every year, issues an “Audit State Rule”. This 95- page manual details the requirements for obtaining an outside auditor, defines some minimum standards, and outlines the expected scope of the audit. Although too numerous to specifically list, the City attempts to adhere to all State financial requirements as a general policy. As required by State guidelines, the City obtains the services of an independent public accounting firm to issue an “opinion” on the “fairness” of the financial statements as prepared by City staff. The external auditor also performs a “Single Audit” for federal grant reporting purposes. Citizen Involvement- As part of this year’s budget process, the Mayor hosted two public meetings designed to facilitate public input into the budget process. This year the two special sessions were held in April. Citizens expressed their appreciation for existing services and a desire to maintain those services despite declining revenue. Many citizens voiced the opinion that they thoroughly enjoyed the many services and benefits available to them and that they would rather pay somewhat higher taxes than face a reduction in services. The Mayor stated that there was no plan to increase any type of tax and that reducing costs would be the first priority when it came time to balance the budget. An additional formal budget hearing was held in May where citizen input was again solicited. Balanced Budget- The City must, as a general budget policy, develop a balanced budget. In most cases, the interpretation of a balanced budget is expenditures are equal to revenue. However, in those years when actual results have generated a more than adequate cash balance necessary to meet City defined reserve requirements, which are greater than State mandates, it is acceptable to spend down such a balance. In this case, utmost care will be exercised to insure that such expenditures will not be ongoing in nature to avoid the creation of a continuing funding requirement. For FY13 the General Fund budget anticipates transferring approximately $2.9 million to a capital projects fund for various to be determined projects. After adjustment for this transfer the budget shows a deficit of expenditures over revenue of $44 thousand. MANAGEMENT POLICIES 21 ---PAGE BREAK--- Performance Measures- The FY13 budget is organized and presented by Department. In addition to positions and dollars for each Division, each Division includes a description of major programs with measurable objectives, expressed as quantities, for the current budget year. Two different quarterly reports track and present the results. One monitors financial condition with budget to actual comparisons and the other presents performance information mostly in a graphical mode. Schedules 16 and 17 of the Statistics section portray examples of functional performance indicators. Planning Policies Five Year Strategic Plan- As part of the budget process the Administrative Services Department develops a Five-Year Financial Plan to be included as part of the Final Program Budget. During the budget development process, the Plan is used as a tool to compare different economic and program scenarios based upon various underlying assumptions and possible levels of service provision. During the development of the FY13 budget, many different scenarios were developed to compare the financial impacts of adjusting service and staff levels, given different levels of Gross Receipts Taxes. Non-Financial Goals and Policies- As part of Farmington’s Comprehensive Plan, which was developed as a vision for the first twenty years of the 21st Century, the following core goals were outlined:  Land use and development consistent and compatible with the natural and man-made environment that will promote a vibrant, scenic and safe community.  Facilitate, provide and maintain a safe, convenient and efficient multi-modal transportation system to efficiently move people and goods.  Promote adequate housing to meet community needs by promoting orderly development that meets nationally standardized codes.  Facilitate and encourage diverse economic growth and development.  Provide the necessary facilities and programs to meet the recreational and cultural needs and desires of the community.  Participate in cooperative efforts with Federal, State and local agencies to ensure that the educational needs of the community are met.  Promote and provide a safe environment for home, work, school and recreation activities. Management Policies Accounting Policies- The City, as a general financial policy, attempts to adhere to all national standards such as those issued through the Governmental Accounting Standards Board (GASB). Considerable effort has been expended in the last few years to comply with Statements such as GASB 34. All accounting records are kept in strict accordance with Generally Accepted Accounting Principles (GAAP). The City also adheres to the principles and standards promulgated by the Government Finance Officers Association (GFOA), and participates in the “Certificate of Excellence” program in financial reporting as sponsored by the GFOA. The “Certificate of Excellence” for last year’s budget is displayed on the inside cover page. Internal Control Policies-The City has adopted by regulation a series of internal control policies that were designed to safeguard assets ranging from warehouse inventory to actual cash. For example, the cash handling procedures are designed to protect the cash receipts of all cash accumulation points and the proper procedure for recording and depositing these funds. Internal control policies also address proper purchasing card procedures and computer security issues. Investment Policies- The focus of the investment policy is to maximize the earnings on idle cash while providing necessary safety and liquidity. Investments are limited to collateralized Certificates of Deposit and federally guaranteed securities. The investment policy also covers the reporting requirement to insure elected officials are informed concerning the various securities in the portfolio and the interest earnings being generated. The Investment Policy was updated during FY09. 22 ---PAGE BREAK--- Reserve Policies-The State has mandated the maintenance of a General Fund cash balance reserve of 8.3% of budgeted expenditures. For FY13 the City adopted a cash reserve policy that established several levels of reserves according to possible uses for the reserves. The highest level of reserve is 20.8% of budgeted expenditures. Amounts above this level are available for transfer to a capital projects fund. Capital Improvement Plan Policies Plan Development- Part of the budget process is the development of a five-year plan detailing specific large capital items and infrastructure projects. The projects for the current year agree with the actual budget. The presentation for future years is for planning purposes. The basis for project inclusion is the need for new infrastructure and the need to maintain/replace existing capital. The presentation of projects is by fund and reflects the funding source. For enterprise funds, the rate structures should be sufficient to generate funds on a pay-as-you-go basis or to service the required debt. For governmental projects, the source of funding may vary or be a combination of sources. The City participates in the State ICIP program, which presents infrastructure information to the Governor and State Legislature as a planning tool and guide for State appropriations. Debt Management Policies Debt Issuance-The City has adopted policies that restrict the use of debt for capital projects. The debt service schedule should not be longer than the life of the asset that it finances and there should be a dedicated revenue stream to fund the debt service. The City maintains the best credit rating possible and adheres to all Governmental Accounting Standards Board disclosure and reporting requirements. The separate “Debt Position” tab in this document provides specific information on the City’s current debt levels and margin, as well as future debt planning. Revenue Policies Economic variability- The economic climate will change from time to time. Realizing this basic economic tenet, the City will attempt to diversify its resource base to avoid dependence on any single revenue source. The City will also closely monitor revenue sources to determine any potential variations in revenue to minimize reaction time to any shortfalls. With the sharp drop in revenue at the beginning of FY10 the importance of resource diversity was highlighted. As part of the adjustment to lower revenue levels all sources were, and continue to be, reviewed in an attempt to maximize the benefit from each source. Fees and Rates- On a periodic basis the City will perform a fee/rate analysis on all charges for services. This analysis will seek to determine the relationship between the charges and costs. For utility services, the rates must be set at levels that will recoup all costs and that will be fair to the different classes of ratepayers. For other services, it is important to know the level of subsidy to the extent that fees are not covering all incurred costs including depreciation. An independent consultant conducts a review of general government charges to enterprise funds for services provided to insure that the charges are fair and properly allocated. Interest Income- The allocation of interest earnings from the City’s investment portfolio is on a percentage basis to individual funds based upon the cash balance in the fund. In fact, the basic cash account in each fund is entitled “equity in pooled cash”. Non-Operating Revenue- The City avoids the use of infrequent or one-time basis non-ordinary revenue to fund any operating costs unless such costs also relate to a one-time activity such as a special event. A corollary to this policy is the restricted use of dedicated revenue sources to the purposes for which they are dedicated. 23 ---PAGE BREAK--- BUDGET Beginning Cash Balance $ 15,042,509 $ 15,042,509 $ 14,700,000 $ 16,361,891 Revenue Gross Receipts Tax $ 36,501,580 $ 39,605,292 $ 39,019,868 $ 39,019,868 Other Taxes 2,218,734 2,389,613 2,355,599 2,355,599 Franchise Fees 3,258,976 3,340,051 3,459,331 3,459,331 Other Revenue 6,398,179 6,366,164 6,285,440 6,285,440 Transfers (debt service) (1,075,000) (1,075,000) (1,313,906) (1,313,906) Electric Dividend 8,140,386 8,140,386 5,781,780 5,781,780 Total Revenue $ 55,442,855 $ 58,766,505 $ 55,588,112 $ 55,588,112 Expenditures Wages/Benefits $ 43,325,734 $ 42,332,556 $ 42,613,027 $ 42,621,812 Operating Expenses 18,202,204 16,847,010 18,539,015 18,530,230 Capital 1,292,308 1,191,604 525,000 525,000 Transfers (6,129,952) (6,129,848) (6,361,892) (6,361,892) Total Expenditures $ 56,690,294 $ 54,241,322 $ 55,315,150 $ 55,315,150 Operating Surplus/Deficit $ (1,247,439) $ 4,525,183 $ 272,962 $ 272,962 Transfer to 408 Capital 3,645,233 3,645,233 2,861,732 2,861,732 Ending Cash Balance $ 10,149,837 $ 15,922,459 $ 12,111,230 $ 13,773,121 Cash Balance in Reserve* 17.90% 29.35% 21.89% 24.90% of Expenditures) Cash Reserve Requirements $ 4,520,092 $ 4,609,577 $ 4,609,577 $ 9,036,604 $ 9,215,504 $ 9,215,504 GFOA Rec. Best Practices 16.6% FY13 BUDGET DEVELOPMENT GENERAL FUND SUMMARY FINAL BUDGET DEVELOPMENT FY12 FY13 FY13 PRELIMINARY BUDGET ADJUSTED NM State Cash Reserve Minimum 8.3% FY12 FINAL BUDGET ACTUAL 24 ---PAGE BREAK--- FY13 Budget FUND PUBLIC DEBT NUMBER FUND TITLE GENERAL LIBRARY PARKS POLICE FIRE WORKS UTILITIES AIRPORT SERVICE TOTAL 101 GENERAL FUND 20,421,241 3,697,533 8,735,011 14,741,401 8,460,782 1,427,050 693,864 58,176,882 SPECIAL REVENUE FUNDS 201 GRT-STREETS 14,272,900 14,272,900 202 GRT-PARKS AND PUBLIC WORKS 2,739,801 2,739,801 211 PARKS DEVELOPMENT FEES 48,000 48,000 213 LIBRARY GIFTS AND GRANTS 90,500 90,500 214 PARKS/REC GIFTS AND GRANTS 511,188 511,188 217 MUSEUM GIFTS AND GRANTS 133,000 133,000 230 LODGERS TAX 1,237,105 1,237,105 240 STATE POLICE PROTECTION 104,900 104,900 246 REGION II NARCOTICS 450,350 450,350 248 COPS PROGRAM 253,500 253,500 249 LAW ENFORCEMENT BLOCK GRANT 40,000 40,000 250 STATE FIRE 362,238 362,238 251 PENALTY ASSESSMENT 200,000 200,000 CAPITAL PROJECTS FUNDS 401 COMMUNITY DEV. GRANT PROJECTS 388,641 2,797,054 3,185,695 402 GRT 2012 BOND PROJECTS 940,000 3,700,000 2,700,000 800,000 8,140,000 408 GENERAL GOVN'T CAPITAL PROJECTS 4,017,332 190,000 250,000 4,457,332 409 AIRPORT GRANTS 1,666,775 1,666,775 DEBT SERVICE FUND 501 SALES TAX BOND RETIREMENT 1,581,700 1,581,700 ENTERPRISE FUNDS 601 ELECTRIC ENTERPRISE 104,969,135 3,358,725 108,327,860 602 WATER ENTERPRISE 27,538 15,974,860 724,770 16,727,168 603 WASTEWATER ENTERPRISE 27,538 13,193,173 1,072,257 14,292,968 604 SANITATION ENTERPRISE 5,215,103 5,215,103 610 GOLF ENTERPRISE 1,211,928 1,211,928 INTERNAL SERVICE 701 HEALTH INSURANCE 6,651,300 6,651,300 GRAND TOTAL 32,618,514 3,788,033 18,316,033 15,590,151 11,713,020 19,602,080 139,352,271 2,360,639 6,737,452 250,078,193 CITY OF FARMINGTON FUND STRUCTURE BY FUNCTION 25 ---PAGE BREAK--- August 2012 DEPARTMENT POSITION NAME PHONE* EMAIL Administration Mayor Tommy Roberts 1103 [EMAIL REDACTED] Councilor-District 1 Dan Darnell 1155 [EMAIL REDACTED] Councilor-District 2 Mary Fischer 1112 n/a Councilor-District 3 Gayla McCulloch 1111 [EMAIL REDACTED] Councilor-District 4 Jason Sandel 1105 [EMAIL REDACTED] City Manager Rob Mayes 1114 [EMAIL REDACTED] Assistant City Manager Bob Campbell 1102 [EMAIL REDACTED] City Attorney Jay Burnham 1124 [EMAIL REDACTED] City Clerk Dianne Fuhrman 1106 [EMAIL REDACTED] Governmental Relations Director Elizabeth Isenberg 1419 [EMAIL REDACTED] Library Director Karen McPheeters 1275 Public Works Public Works Director Jeff Smaka 1283 [EMAIL REDACTED] Community Development Community Dev. Director Mary Holton 1285 [EMAIL REDACTED] Police Police Chief Kyle Westall 1039 [EMAIL REDACTED] General Services General Services Director Bob Campbell (Interim) 1102 [EMAIL REDACTED] Fire Fire Chief Terry Page 1431 [EMAIL REDACTED] Human Resources Human Resources Director Lyle Williams 1133 [EMAIL REDACTED] Electric Utility Electric Utility Director Mike Sims (Interim) 1165 [EMAIL REDACTED] Administrative Services Administrative Services Director Andy Mason 1367 [EMAIL REDACTED] Parks, Recreation & Cultural Affairs PRCA Director Jeff Bowman 1402 [EMAIL REDACTED] Information Technology Information Technology Director Rich Friedman 1218 [EMAIL REDACTED] * All City phone extensions begin with the Area Code 505 and the prefix 599 CITY OF FARMINGTON CONTACT DIRECTORY 26 ---PAGE BREAK--- 1911 to 1974 Farmington Drug Store ---PAGE BREAK--- UNAUDITED PROJECTED FY13 FY13 BEGINNING ENDING FUND FUND CASH TOTAL TOTAL CASH NAME NO. BALANCE REVENUES EXPENDITURES BALANCE General Fund 101 16,361,891 $ 55,588,112 $ 58,176,882 $ 13,773,121 $ GRT-Streets 201 9,718,050 8,487,234 14,272,900 3,932,384 GRT-Parks 202 1,426,767 2,650,964 2,739,801 1,337,930 Park Development Fees 211 380,935 48,000 48,000 380,935 Library Gifts & Grants 213 296,554 72,700 90,500 278,754 Parks/Rec Gifts & Grants 214 1,048,998 436,400 511,188 974,210 Museum Gifts & Grants 217 180,341 135,000 133,000 182,341 Lodgers Tax 230 310,748 1,206,000 1,237,105 279,643 State Police Protection 240 28,413 104,900 104,900 28,413 Region II Narcotics 246 (90,482) 450,350 450,350 (90,482) COPS Program 248 (73,027) 253,500 253,500 (73,027) Law Enforcement Block Grant 249 8,053 40,000 40,000 8,053 State Fire 250 230,491 394,938 362,238 263,191 Penalty Assessment 251 15,380 200,000 200,000 15,380 Comm. Dev./Public Wks. Grant Projects 401 1,166,142 1,661,888 3,185,695 (357,665) GRT 2012 Series Bonds 402 8,979,166 40,000 8,140,000 879,166 General Gov't. Capital Projects 408 3,593,867 2,886,732 4,457,332 2,023,267 Airport Grants 409 42,713 1,666,775 1,666,775 42,713 Sales Tax Bond Retirement 501 661,453 1,586,289 1,581,700 666,042 Electric Enterprise 601 74,456,794 99,770,991 108,327,860 65,899,925 Water Enterprise 602 6,953,095 13,981,694 16,727,168 4,207,621 Wastewater Enterprise 603 6,404,511 11,325,705 14,292,968 3,437,248 Sanitation Enterprise 604 1,835,588 5,494,950 5,215,103 2,115,435 Golf Enterprise 610 1,250 1,211,928 1,211,928 1,250 Health Insurance 701 - 6,651,300 6,651,300 - TOTALS 133,937,692 $ 216,346,350 $ 250,078,193 $ 100,205,849 $ CITY OF FARMINGTON FY13 FUND SUMMARY 27 ---PAGE BREAK--- FY11 FY12 % FY13 % FY14 % Actual Actual Change Budgeted Change Projected Change GENERAL FUND (101) Taxes 38,881,601 $ 41,842,174 $ 7.6% 41,215,467 $ ( 1.5%) 42,451,926 $ 3.0% License/Permits 601,750 647,638 7.6% 680,250 5.0% 700,657 3.0% Intergov't. Revenue 1,573,413 1,478,536 ( 6.0%) 1,536,100 3.9% 1,582,183 3.0% Charges for Services 2,123,457 2,821,319 32.9% 2,599,350 ( 7.9%) 2,677,329 3.0% Fines/Fees 1,093,373 1,017,977 ( 6.9%) 1,135,400 11.5% 1,169,462 3.0% Misc. Revenue 1,217,585 2,881,872 136.7% 2,846,814 ( 1.2%) 2,932,216 3.0% Assessments 1,971 22 ( 98.9%) - (100.0%) - - Intragovernmental 8,267,280 8,076,968 ( 2.3%) 5,574,731 ( 31.0%) 5,741,973 3.0% TOTAL 53,760,430 $ 58,766,506 $ 9.3% 55,588,112 $ ( 5.4%) 57,255,746 $ 3.0% GRT - STREETS (201) Taxes 8,246,462 $ 8,776,819 $ 6.4% 8,683,892 $ ( 1.1%) 8,944,408 $ 3.0% Intergov't. Revenue 1,669,826 4,705 ( 99.7%) - (100.0%) - - Misc. Revenue 110,674 76,765 ( 30.6%) 110,500 43.9% 113,815 3.0% Intragovernmental (533,500) (533,500) - (307,158) ( 42.4%) (316,372) 3.0% TOTAL 9,493,462 $ 8,324,789 $ ( 12.3%) 8,487,234 $ 2.0% 8,741,851 $ 3.0% GRT - PARKS (202) Taxes 2,480,499 $ 2,673,231 $ 7.8% 2,635,964 $ ( 1.4%) 2,715,042 $ 3.0% Intergov't. Revenue 27,591 - (100.0%) - - - - Misc. Revenue 17,088 207,871 1,116.5% 15,000 ( 92.8%) 15,450 3.0% TOTAL 2,525,178 $ 2,881,102 $ 14.1% 2,650,964 $ ( 8.0%) 2,730,492 $ 3.0% PARK DEVELOPMENT FEES (211) Charges for Services 4,628 $ 24,039 $ 419.4% 40,000 $ 66.4% 41,200 $ 3.0% Misc. Revenue 5,079 2,777 ( 45.3%) 8,000 188.1% 8,240 3.0% TOTAL 9,707 $ 26,816 $ 176.3% 48,000 $ 79.0% 49,440 $ 3.0% LIBRARY GIFTS & GRANTS (213) Intergov't. Revenue 46,817 $ 266,318 $ 468.8% 60,000 $ ( 77.5%) 61,800 $ 3.0% Misc. Revenue 13,571 50,983 275.7% 12,700 ( 75.1%) 13,081 3.0% TOTAL 60,388 $ 317,301 $ 425.4% 72,700 $ ( 77.1%) 74,881 $ 3.0% PARKS/REC GIFTS & GRANTS (214) Intergov't. Revenue 133,943 $ 36,722 $ ( 72.6%) 34,000 $ ( 7.4%) 35,020 $ 3.0% Charges for Services 275,371 304,563 10.6% 96,300 ( 68.4%) 99,189 3.0% Misc. Revenue 588,517 367,179 ( 37.6%) 306,100 ( 16.6%) 315,283 3.0% TOTAL 997,831 $ 708,464 $ ( 29.0%) 436,400 $ ( 38.4%) 449,492 $ 3.0% MUSEUM GIFTS & GRANTS (217) Charges for Services 62,273 $ 79,990 $ 28.5% 71,500 $ ( 10.6%) 73,645 $ 3.0% Misc. Revenue 51,278 29,184 ( 43.1%) 63,500 117.6% 70,420 10.9% TOTAL 113,551 $ 109,174 $ ( 3.9%) 135,000 $ 23.7% 144,065 $ 6.7% LODGERS TAX (230) Taxes 1,068,354 $ 1,235,675 $ 15.7% 1,200,000 $ ( 2.9%) 1,236,000 $ 3.0% Misc. Revenue 48,936 45,886 ( 6.2%) 6,000 ( 86.9%) 6,180 3.0% TOTAL 1,117,290 $ 1,281,561 $ 14.7% 1,206,000 $ ( 5.9%) 1,242,180 $ 3.0% STATE POLICE PROTECTION (240) Intergov't. Revenue 105,000 $ 106,800 $ 1.7% 104,400 $ ( 2.2%) 107,532 $ 3.0% Misc. Revenue 1,169 539 ( 53.9%) 500 ( 7.2%) 515 3.0% TOTAL 106,169 $ 107,339 $ 1.1% 104,900 $ ( 2.3%) 108,047 $ 3.0% CITY OF FARMINGTON REVENUE SUMMARY 28 ---PAGE BREAK--- FY11 FY12 % FY13 % FY14 % Actual Actual Change Budgeted Change Projected Change REGION II NARCOTICS (246) Intergov't. Revenue 572,338 $ 366,242 $ ( 36.0%) 385,350 $ 5.2% 396,910 $ 3.0% Misc. Revenue 89,872 44,423 ( 50.6%) 35,000 ( 21.2%) 36,050 3.0% Intragovernmental 30,000 30,000 - 30,000 - 30,900 3.0% TOTAL 692,210 $ 440,665 $ ( 36.3%) 450,350 $ 2.2% 463,860 $ 3.0% COPS PROGRAM (248) Intergov't. Revenue 297,718 $ 331,216 $ 11.3% 253,500 $ ( 23.5%) 261,105 $ 3.0% TOTAL 297,718 $ 331,216 $ 11.3% 253,500 $ ( 23.5%) 261,105 $ 3.0% LAW ENFORCEMENT BLOCK GRANT (249) Intergov't. Revenue 96,369 $ 55,957 $ ( 41.9%) 40,000 $ ( 28.5%) 41,200 $ 3.0% Misc. Revenue 1,007 323 ( 67.9%) - (100.0%) - - TOTAL 97,376 $ 56,280 $ ( 42.2%) 40,000 $ ( 28.9%) 41,200 $ 3.0% STATE FIRE (250) Intergov't. Revenue 717,072 $ 1,305,895 $ 82.1% 492,238 $ ( 62.3%) 562,211 $ 14.2% Misc. Revenue 12,470 9,106 ( 27.0%) 8,500 ( 6.7%) 8,755 3.0% Intragovernmental (110,000) (110,000) - (105,800) ( 3.8%) (164,180) 55.2% TOTAL 619,542 $ 1,205,001 $ 94.5% 394,938 $ ( 67.2%) 406,786 $ 3.0% PENALTY ASSESSMENT (251) Fines/Fees 181,100 $ 165,559 $ ( 8.6%) 200,000 $ 20.8% 206,000 $ 3.0% Misc. Revenue 404 147 ( 63.6%) - (100.0%) - - TOTAL 181,504 $ 165,706 $ ( 8.7%) 200,000 $ 20.7% 206,000 $ 3.0% COMM. DEV. /PUBLIC WORKS GRANT PROJECTS (401) Intergov't. Revenue 2,480,969 $ 486,334 $ ( 80.4%) 1,661,888 $ 241.7% 1,711,744 $ 3.0% Misc. Revenue 63,067 9,561 ( 84.8%) - (100.0%) - - TOTAL 2,544,036 $ 495,895 $ ( 80.5%) 1,661,888 $ 235.1% 1,711,744 $ 3.0% GRT 2012 Bonds (402) Intergov't. Revenue - $ (2,231,667) $ - - $ (100.0%) - $ - Misc. Revenue - 11,411,694 - 40,000 ( 99.6%) 41,200 3.0% TOTAL - $ 9,180,027 $ - 40,000 $ (99.6%) 41,200 $ 3.0% GENERAL GOVERNMENT CAPITAL PROJECTS (408) Intergov't. Revenue 780,391 $ - $ (100.0%) - $ - - $ - Misc. Revenue 1,644 27,324 1562.0% 25,000 ( 8.5%) 25,750 3.0% Intragovernmental 396,962 3,622,974 812.7% 2,861,732 ( 21.0%) 2,947,583 3.0% TOTAL 1,178,997 $ 3,650,298 $ 209.6% 2,886,732 $ (20.9%) 2,973,333 $ 3.0% AIRPORT GRANTS (409) Intergov't. Revenue 1,106,356 $ 1,281,039 $ 15.8% 1,551,200 $ 21.1% 1,597,736 $ 3.0% Misc. Revenue 79 9,246 11603.8% - (100.0%) - - Intragovernmental 24,375 72,500 197.4% 115,575 59.4% 119,042 3.0% TOTAL 1,130,810 $ 1,362,785 $ 20.5% 1,666,775 $ 22.3% 1,716,778 $ 3.0% SALES TAX BOND RETIREMENT (501) Misc. Revenue 10,193 $ 4,459 $ ( 56.3%) 5,000 $ 12.1% 5,150 $ 3.0% Intragovernmental 1,586,000 3,847,667 142.6% 1,581,289 ( 58.9%) 1,683,932 6.5% TOTAL 1,596,193 $ 3,852,126 $ 141.3% 1,586,289 $ ( 58.8%) 1,689,082 $ 6.5% CITY OF FARMINGTON REVENUE SUMMARY 29 ---PAGE BREAK--- FY11 FY12 % FY13 % FY14 % Actual Actual Change Budgeted Change Projected Change ELECTRIC ENTERPRISE (601) Intergov't. Revenue 20,472 $ 27,841 $ 36.0% - $ (100.0%) - $ - Charges for Services 93,937,192 97,048,441 3.3% 98,449,941 1.4% 98,951,092 0.5% Misc. Revenue 1,390,661 1,687,096 21.3% 1,321,050 ( 21.7%) 1,386,050 4.9% TOTAL 95,348,325 $ 98,763,378 $ 3.6% 99,770,991 $ 1.0% 100,337,142 $ 0.6% WATER ENTERPRISE (602) Intergov't. Revenue 1,292,049 $ 284,788 $ ( 78.0%) - $ (100.0%) - $ - Charges for Services 14,059,923 13,875,919 ( 1.3%) 13,866,694 ( 0.1%) 14,282,692 3.0% Misc. Revenue 86,957 76,305 (12.2%) 115,000 50.7% 118,450 3.0% TOTAL 15,438,929 $ 14,237,012 $ ( 7.8%) 13,981,694 $ ( 1.8%) 14,401,142 $ 3.0% WASTEWATER ENTERPRISE (603) Taxes 1,240,212 $ 1,336,593 $ 7.8% 1,318,232 $ ( 1.4%) 1,357,778 $ 3.0% Intergov't. Revenue - - - 3,500,000 - 3,605,000 3.0% Charges for Services 6,517,876 6,530,893 0.2% 6,401,473 ( 2.0%) 6,593,513 3.0% Misc. Revenue 73,216 59,539 ( 18.7%) 106,000 78.0% 109,180 3.0% TOTAL 7,831,304 $ 7,927,025 $ 1.2% 11,325,705 $ 42.9% 11,665,471 $ 3.0% SANITATION ENTERPRISE (604) Charges for Services 5,009,740 $ 5,311,227 $ 6.0% 5,378,969 $ 1.3% 5,540,335 $ 3.0% Misc. Revenue 106,347 119,040 11.9% 115,981 ( 2.6%) 119,460 3.0% TOTAL 5,116,087 $ 5,430,267 $ 6.1% 5,494,950 $ 1.2% 5,659,795 $ 3.0% GOLF ENTERPRISE (610) Charges for Services 1,019,300 $ 1,041,478 $ 2.2% 1,211,928 $ 16.4% 1,248,285 $ 3.0% Misc. Revenue 449 1,043 132.3% - (100.0%) - - Intragovernmental 88,376 100,102 13.3% - (100.0%) - - TOTAL 1,108,125 $ 1,142,623 $ 3.1% 1,211,928 $ 6.1% 1,248,285 $ 3.0% HEALTH INSURANCE (701) Charges for Services 6,449,355 $ 8,731,917 $ 35.4% 6,651,300 $ ( 23.8%) 6,850,839 $ 3.0% Misc. Revenue 4 16 300.0% - (100.0%) - - Intragovernmental - 396,961 - - (100.0%) - - TOTAL 6,449,359 $ 9,128,894 $ 41.5% 6,651,300 $ ( 27.1%) 6,850,839 $ 3.0% GRAND TOTAL 207,814,521 $ 229,892,250 $ 10.6% 216,346,350 $ 220,469,956 $ 1.9% CITY OF FARMINGTON REVENUE SUMMARY 30 ---PAGE BREAK--- FY11 FY12 % FY13 % FY14 % CATEGORY Actual Actual Change Budgeted Change Projected Change Taxes 51,917,128 $ 55,864,492 $ 7.6% 55,053,555 $ ( 1.5%) 56,705,154 $ 3.0% License/Permits 601,750 647,638 7.6% 680,250 5.0% 700,657 3.0% * Intergov't. Revenue 10,920,324 3,800,726 ( 65.2%) 9,618,676 153.1% 9,962,441 3.6% Charges for Services 129,459,115 135,769,786 4.9% 134,767,455 ( 0.7%) 136,358,119 1.2% Fines/Fees 1,274,473 1,183,536 ( 7.1%) 1,335,400 12.8% 1,375,462 3.0% Miscellaneous 3,890,267 17,122,378 340.1% 5,140,645 ( 70.0%) 5,325,245 3.6% Assessments 1,971 22 ( 98.9%) - (100.0%) - - Intragovernmental 9,749,493 15,503,672 59.0% 9,750,369 ( 37.1%) 10,042,878 3.0% Total Revenue 207,814,521 $ 229,892,250 $ 10.6% 216,346,350 $ ( 5.9%) 220,469,956 $ 1.9% * Includes Federal/State grants, NMFA loan proceeds and intergovernmental revenue Taxes 25.4% License/Permits 0.3% Intergov't. Revenue 4.4% Charges for Services 62.3% Fines/Fees 0.6% Miscellaneous 2.4% Intragovernmental 4.5% SOURCE OF REVENUES FY13 BUDGETED REVENUES 31 ---PAGE BREAK--- * Fiscal Year General Fund Special Revenue Debt Service Capital Projects Enterprise Internal Service Total 2011 53,760,430 $ 16,311,926 1,596,193 4,853,843 124,842,770 6,449,359 207,814,521 $ 2012 58,766,506 $ 15,955,414 3,852,126 14,689,005 127,500,305 9,128,894 229,892,250 $ 2013 55,588,112 $ 14,479,986 1,586,289 6,255,395 131,785,268 6,651,300 216,346,350 $ 2014 57,255,746 $ 14,919,399 1,689,082 6,443,055 133,311,835 6,850,839 220,469,956 $ * Revenues for FY11 and FY12 are actual. Revenue for FY13 is budgeted, and revenue for FY14 is projected. General Fund 25.7% Special Revenue 6.7% Debt Service 0.7% Capital Projects 2.9% Enterprise 60.9% Internal Service 3.1% FY13 BUDGETED REVENUES BY FUND TYPE $0 $50 $100 $150 $200 $250 2011 2012 2013 2014 Millions REVENUE SUMMARY General Fund Special Revenue Debt Service Capital Projects Enterprise Internal Service Fiscal Year 32 ---PAGE BREAK--- REVENUE ANALYSIS Gross Receipts Taxes: The State of New Mexico Taxation and Revenue Department levies a gross receipts tax (GRT) for the privilege of doing business in the state. With the exception of qualified food sales and medical services, the tax is imposed on retail sales, total construction receipts including labor, and sales of business and professional services. “Gross receipts” is defined as the total amount of money or value of other consideration received from selling property in New Mexico; from leasing property employed in New Mexico; from selling services performed outside New Mexico the product of which is initially used in New Mexico; or from performing services in New Mexico. The State Taxation and Revenue Department collects and distributes the state-shared and local-option gross receipts taxes to the City. The City receives 1.225% as the state-shared GRT and imposes an additional 1.1875% of local-option GRT. Effective July 1, 2010, the State of New Mexico increased the state rate by .125% and the total in-city rate is currently 7.125%. In budgeting for gross receipt tax revenue, historical trends are analyzed, and legislative changes are reviewed. The ten-year average growth in gross receipts tax revenue equals 43.6%. However, in direct contrast to the prior six years, FY10 saw a 17.5% decrease in one year. This decrease to FY05 levels now appears to have run its course since FY12 generated a 7.75% increase. Even though local economic conditions appear to have stabilized, a conservative approach to revenue was taken setting FY13 GRT revenue projected to remain at the FY12 level. For FY13, GRT revenue has been conservatively budgeted at $50.9 million or approximately a 1.5% decrease over FY12 GRT revenue. Total budgeted gross receipts tax revenue is 23.8% of total budgeted revenues for all funds. Gross receipts tax for the FY13 General Fund budget is $39 million which is 70.2% of the total general fund budgeted revenues. The following graph represents a 10-year history of gross receipts tax revenue: 51.6 33 ---PAGE BREAK--- Electric 78.6% Water 11.1% Wastewater 5.1% Sanitation 4.3% Golf 1.0% ENTERPRISE SERVICE FEES FY13 . Service Fees: For FY13, Enterprise Funds service fees are budgeted at $125,309,005 and represents 57.9% of the City’s total budgeted revenues. The Enterprise Funds include the electric, water, wastewater, sanitation, and golf funds. The Farmington Electric Utility System generation facilities include the 25 megawatt Animas Power Plant (combined cycle-natural gas), the 30 megawatt Navajo Dam (hydroelectric plant), and the City’s 8.475% ownership in the San Juan Power Plant unit #4 (coal-fired) which generates 43 megawatts. The City’s newest generation facility is its 63 megawatt Bluffview Power Plant (combined cycle -natural gas) which began operation in May 2005. The number of electric customers has increased from 31,171 in 1994 to 43,791 in FY 2013. The last electric rate increase was in May, 1982. The efficient operation of the electric utility and the increase in customers, have prevented the need for rate increases. The budget for electric user fees in FY13 is $98,449,941. The operation and maintenance of the water and wastewater services is currently under contract with CH2MHILL OMI, Inc. (OMI). The number of water and wastewater customers is 16,246 and 14,201, respectively. Prior to January, 2007, water rates had not been adjusted since July 1991. In January 2007, after completion of a water/wastewater rate study, the City Council implemented a new rate schedule designed to provide funds for renewal and replacement of aging water and wastewater infrastructure. Water and wastewater user rates have increased annually an average of 9.5% and 7.5% respectively from January, 2007 through January, 2011. A repair and replacement fee was also implemented that increased from zero to $6.60 per month and zero to $5.65 per month for water and wastewater residential users respectively during this 5 year period. Water fund service fees are budgeted at $13.9 million for FY13 and wastewater service fees are budgeted at $6.4 million. Relative to wastewater treatment facility improvements, the City received a $14.2 million twenty year loan from the New Mexico Environment Department for expansion of the Wastewater Treatment Plant. Annual debt service payments of $952,997 began in FY08. Sanitation services are currently under contract with Waste Management of New Mexico, Inc. Sanitation rates are evaluated yearly according to the contract and adjusted by 75% of CPI. Sanitation service fees are budgeted at $5.4 million for FY13. The City’s parks and recreation department operates Piñon Hills Golf Course and Civitan Golf Course, a par-three course. In FY12, A study of golf fees was completed and golf fees were increased an average of 4.5% for non-pass holders, 16.4% for pass holders and 6.7% for other golf services provided such as cart rental and driving range. Also in FY2012, Civitan Golf Course was transferred to the general fund after the determination was made that this was more of a service being provided as a park to the citizens of Farmington rather than a profitable operation. Golf fund service fees are budgeted at $1.2 million for FY13. The following chart represents the FY13 budgeted fees by service: 34 ---PAGE BREAK--- FY11 FY12 % FY13 % FY14 % CATEGORY Actual Actual Change Budgeted Change Projected Change Employee Wages & Benefits 55,569,089 $ 59,722,629 $ 7.5% 61,547,288 $ 3.1% 63,596,236 $ 3.3% General Operating Expenses 96,480,484 105,808,566 9.7% 113,477,940 7.2% 116,254,102 2.4% Debt Service 9,119,863 11,176,426 22.6% 6,797,452 ( 39.2%) 2,645,360 ( 61.1%) Capital Expenses 20,598,457 21,919,180 6.4% 60,047,132 173.9% 49,725,339 ( 17.2%) SUBTOTAL 181,767,893 198,626,801 9.3% 241,869,812 21.8% 232,221,037 ( 4.0%) Transfers 8,248,538 11,624,301 40.9% 8,208,381 ( 29.4%) 7,700,542 ( 6.2%) TOTAL 190,016,430 $ 210,251,102 $ 10.6% 250,078,193 $ 18.9% 239,921,579 $ ( 4.1%) FY11 FY12 % FY13 % FY14 % FUNDS Actual Actual Change Budgeted Change Projected Change General Fund (101) 47,936,096 $ 57,887,087 $ 20.8% 58,176,882 $ 0.5% 60,193,393 $ 3.5% GRT-Streets (201) 6,162,105 8,457,986 37.3% 14,272,900 68.8% 14,701,247 3.0% GRT-Parks & Public Works (202) 2,110,793 2,717,848 28.8% 2,739,801 0.8% 2,822,063 3.0% Park Development Fees (211) - 5,131 - 48,000 835.5% 49,440 3.0% Library Gifts & Grants (213) 177,403 113,607 ( 36.0%) 90,500 ( 20.3%) 93,215 3.0% Parks/Rec Gifts & Grants (214) 690,197 597,913 ( 13.4%) 511,188 ( 14.5%) 526,524 3.0% Museum Gifts & Grants (217) 99,249 108,941 9.8% 133,000 22.1% 136,990 3.0% Lodgers Tax (230) 1,201,992 1,251,638 4.1% 1,237,105 ( 1.2%) 1,274,210 3.0% State Police Protection (240) 122,267 78,925 ( 35.4%) 104,900 32.9% 108,047 3.0% Region II Narcotics (246) 642,423 443,996 ( 30.9%) 450,350 1.4% 465,627 3.4% COPS (248) 352,584 327,255 ( 7.2%) 253,500 ( 22.5%) 263,819 4.1% Law Enforcement Block (249) 100,770 59,653 ( 40.8%) 40,000 ( 32.9%) 41,200 3.0% State Fire (250) 438,283 1,545,303 252.6% 362,238 ( 76.6%) 305,125 ( 15.8%) Penalty Assesment (251) 203,771 166,556 ( 18.3%) 200,000 20.1% 206,000 3.0% Comm. Dev./Public Wks Grant Proj (401) 1,662,728 924,930 ( 44.4%) 3,185,695 244.4% 3,282,169 3.0% GRT 2012 Bond Projects (402) - 199,082 - 8,140,000 3,988.8% 660,918 ( 91.9%) General Gov't Capital Projects (408) 780,391 562,691 ( 27.9%) 4,457,332 692.1% 4,591,051 3.0% Airport Grants (409) 1,226,534 1,323,436 7.9% 1,666,775 25.9% 1,716,778 3.0% Sales Tax Bond Retirement (501) 1,645,393 3,698,145 124.8% 1,581,700 ( 57.2%) 1,632,294 3.2% Electric Enterprise (601) 89,345,092 95,987,218 7.4% 108,327,860 12.9% 102,323,934 ( 5.5%) Water Enterprise (602) 14,359,592 12,615,635 ( 12.1%) 16,727,168 32.6% 16,482,419 ( 1.5%) Wastewater Enterprise (603) 7,170,838 6,231,959 ( 13.1%) 14,292,968 129.3% 14,571,385 1.9% Sanitation Enterprise (604) 5,313,914 5,247,986 ( 1.2%) 5,215,103 ( 0.6%) 5,371,569 3.0% Golf Enterprise (610) 1,254,809 1,131,117 ( 9.9%) 1,211,928 7.1% 1,251,324 3.3% Health Insurance (701) 7,019,207 8,567,063 22.1% 6,651,300 ( 22.4%) 6,850,838 3.0% GRAND TOTAL 190,016,430 $ 210,251,102 $ 10.6% 250,078,193 $ 18.9% 239,921,579 $ ( 4.1%) CITY OF FARMINGTON EXPENDITURE SUMMARY 35 ---PAGE BREAK--- FY11 FY12 % FY13 % FY14 % CATEGORY Actual Actual Change Budgeted Change Projected Change Wages and Benefits 55,569,089 $ 59,722,629 $ 7.5% 61,547,288 $ 3.1% 63,596,236 $ 3.3% General Operating 96,480,484 105,808,566 9.7% 113,477,940 7.2% 116,254,102 2.4% Debt Service 9,119,863 11,176,426 22.6% 6,797,452 (39.2%) 2,645,360 (61.1%) Capital 20,598,457 21,919,180 6.4% 60,047,132 173.9% 49,725,339 (17.2%) SUBTOTAL 181,767,893 198,626,801 9.3% 241,869,812 21.8% 232,221,037 Transfers 8,248,538 11,624,301 40.9% 8,208,381 (29.4%) 7,700,542 TOTAL 190,016,431 $ 210,251,102 $ 10.6% 250,078,193 $ 18.9% 239,921,579 $ Wages and Benefits 24.6% General Operating 45.4% Debt Service 2.7% Capital 24.0% Transfers 3.3% FY13 BUDGETED EXPENDITURES BY EXPENDITURE CATEGORY $0 $50 $100 $150 $200 $250 $300 FY11 FY12 FY13 FY14 Millions EXPENDITURE SUMMARY BY CATEGORY Wages and Benefits General Operating Debt Service Capital Transfers 36 ---PAGE BREAK--- * Fiscal General Special Debt Capital Internal Year Fund Revenue Service Projects Enterprise Service Total 2011 47,936,096 $ 12,301,837 1,645,393 3,669,653 117,444,245 7,019,207 190,016,430 $ 2012 57,887,087 $ 15,874,752 3,698,145 3,010,139 121,213,916 8,567,063 210,251,102 $ 2013 58,176,882 $ 20,443,482 1,581,700 17,449,802 145,775,027 6,651,300 250,078,193 $ 2014 60,193,393 $ 20,993,507 1,632,294 10,250,916 140,000,631 6,850,838 239,921,579 $ * Expenditures for FY11 and FY12 are actual. Expenditures for FY13 are budgeted. Expenditures for FY14 are projected. Enterprise Funds include Enterprise Debt Service. General Fund 23.5% Special Revenue 7.0% Debt Service 0.7% Capital Projects 3.7% Enterprise 62.4% Internal Service 2.6% FY13 BUDGETED EXPENDITURES BY FUND TYPE $0 $50 $100 $150 $200 $250 FY11 FY12 FY13 FY14 Millions EXPENDITURE SUMMARY BY FUND TYPE General Fund Special Revenue Debt Service Internal Service Capital Projects Enterprise 37 ---PAGE BREAK--- 0 21 42 63 84 105 126 147 168 189 210 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th TOTAL CITY ACTUAL EXPENDITURES Capital Expenses Debt Service Gen. Oper. Exp. Emp.Wages & Ben. Debt Service Capital Wages/Benefits Operating 0 20 40 60 80 100 120 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th TOTAL CITY ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY TEN YEAR HISTORY 38 ---PAGE BREAK--- FY06 FY06 FY 05 FY06 FY07 Adjusted Proposed Budget FY 05 FY06 FY07 Adjusted Proposed Budget ADMINISTRATION 7.0% Administrative Services 0.9% General Services 3.0% Parks & Recreation 7.5% Police 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Human Resources 3.5% Information Technology 0.7% Electric 43.3% ADMINISTRATION PERCENTAGE OF FY13 BUDGET City Council/Clerk 1.6% Municipal Court 14.3% City Manager 1.6% Governmental Relations 0.7% Intra-Government 54.1% Library 21.6% Legal 6.1% ADMINISTRATION PERCENTAGE BY DIVISION 39 ---PAGE BREAK--- ADMINISTRATION: CITY COUNCIL/CLERK PROGRAM DESCRIPTION: The City Clerk’s office is oriented toward public service/relations, many of which are governed by State law. The City Clerk, assisted by two staff members, performs the following duties: prepares agendas and minutes for all City Council meetings, conducts regular and special municipal elections, serves as the official custodian of City records and directs record retention, microfilming, archival and destruction. In addition, the City Clerk directs the issuance of business registrations and liquor and security guard licenses; administers the City liquor license process, and issues applications for special dispenser and public celebration permits. The Clerk’s office also prepares transcripts of bond issues and assessment districts; processes oil and gas well permits; directs publication of legal notices; processes applications to inspect public records; and provides staff services and support for the Mayor, City Council and City Manager. Staff members of this office take pride in their ability to efficiently assist and direct the public beyond the scope of City-related inquiries. PROGRAMS AND SERVICE DELIVERY:  Staff of the City Clerk’s office attended and prepared minutes for 45 Council meetings. All agendas for these meetings were delivered to the Mayor, Council and staff three days prior to the meeting, and draft minutes of the meetings were available within 10 business days;  Processed 151 legal notices in 2011 in accordance with State law;  Processed 590 Inspection of Public Records requests in 2011;  Collected $151,885 in business registration revenues and had contact with 4,315 customers in order to process, renew or inactivate business registrations;  Processed 30 microfilm cartridges; and  In compliance with the annual archive destruction run, destroyed 560 items. FY13 GOALS/OBJECTIVES:  The City Clerk’s office will continue its endeavors to employ available technology to increase public awareness of, and interest in, City government.  Utilizing the document imaging software system, the City Clerk’s office is continuing to convert all minutes, ordinances, resolutions and contracts into electronic format for easy viewing and retrieval by other departments. This process also preserves the integrity of the paper records.  Implement the “paperless” agenda process. PERFORMANCE MEASURES: With rare exception, the City Clerk’s office provides immediate processing of records release requests, and the Business Registration Division provides same-day processing of business registrations, licenses and renewals for the convenience of the public. 40 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Mayor (Elected) 1 1 15,041 $ 15,041 $ - Council Members (Elected) 4 4 30,084 30,084 - City Clerk 1 1 70,315 70,610 0.4% Deputy City Clerk 1 1 56,233 56,231 - Business Registration Clerk 1 1 35,454 36,232 2.2% TOTAL 8 8 207,127 $ 208,198 $ 0.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 258,489 $ 274,636 $ 6.2% 269,743 $ ( 1.8%) 279,652 $ 3.7% Operating 45,489 58,057 27.6% 40,180 ( 30.8%) 41,383 3.0% SUBTOTAL 303,978 332,693 9.4% 309,923 ( 6.8%) 321,035 3.6% Transfers (39,960) (31,536) ( 21.1%) (37,548) 19.1% (38,673) 3.0% TOTAL 264,018 $ 301,157 $ 14.1% 272,375 $ ( 9.6%) 282,362 $ 3.7% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 264,018 $ 301,157 $ 14.1% 272,375 $ ( 9.6%) 282,362 $ 3.7% TOTAL 264,018 $ 301,157 $ 14.1% 272,375 $ ( 9.6%) 282,362 $ 3.7% 1) Detail Information available on expenditure pages 1-2 of line item budget book. ADMINISTRATION CITY COUNCIL / CLERK 41 ---PAGE BREAK--- ADMINISTRATION: MUNICIPAL COURT PROGRAM DESCRIPTION: The Municipal Court is the Judicial Branch of Local Government and as such, is responsible for conducting judicial proceedings in accordance with City Ordinances and State Statutes. This process includes arraignments and hearings on criminal offenses, as well as operation of traffic violations bureau. In the Judicial process, the Court is also responsible for collecting and reporting fines and fees, along with assigning and monitoring community service work done in lieu of fines. In addition to the traditional court functions, the court now provides supervised probation services to DWI offenders, and provides specific monitoring of youthful offenders. The Court will be expanding its community service program, as well as other service-oriented programs in the near future. FY13 GOALS/OBJECTIVES:  Establish and maintain six week docket time for trials.  Establish service-oriented goals and objectives for all Court staff.  Streamline docketing process to reduce officer overtime.  Work on alternative sentencing programs to mitigate jail costs.  Expand Minor Subsequent Substance Abuse Program, designed for substance abuse offenders ages 18, 19, and 20.  Establish a referral and probation program in partnership with the San Juan County Meth Program.  Establish a Public Inebriant Jail and Treatment Program. PERFORMANCE MEASURES:  Improved docket time over previous year.  Streamline court services. 42 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Municipal Judge (Elected) 1 1 72,856 $ 71,780 $ ( 1.5%) Municipal Judge 0.5 0.5 32,381 31,902 ( 1.5%) Court Services Administrator 1 1 56,234 56,231 - Court Clerk Administrator 1 1 48,180 48,177 - Court Services Coordinator 2 2 83,681 84,922 1.5% Court Clerk III 2 2 73,977 74,752 1.0% Court Clerk II 3 3 91,436 93,884 2.7% Court Clerk I 1 1 25,147 26,231 4.3% Court Security Clerk 1 1 35,368 36,142 2.2% TOTAL 12.5 12.5 519,260 $ 524,023 $ 0.9% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 649,220 $ 682,292 $ 5.1% 676,896 $ ( 0.8%) 700,884 $ 3.5% Operating 1,573,804 1,796,976 14.2% 1,830,950 1.9% 1,885,878 3.0% Capital - 56,656 - - (100.0%) - - TOTAL 2,223,024 $ 2,535,924 $ 14.1% 2,507,846 $ ( 1.1%) 2,586,762 $ 3.1% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 2,019,253 $ 2,312,712 $ 14.5% 2,307,846 $ ( 0.2%) 2,380,762 $ 3.2% 2) Asment (251) 203,771 166,556 ( 18.3%) 200,000 20.1% 206,000 3.0% 3) Gen Gov't Cap (408) - 56,656 - - (100.0%) - - TOTAL 2,223,024 $ 2,535,924 $ 14.1% 2,507,846 $ ( 1.1%) 2,586,762 $ 3.1% 1) Detail information available on expenditure pages 3-4 of line item budget book. 2) Detail information available on expenditure page 128 of line item budget book. 3) Detail information available on expenditure page 139 of line item budget book. ADMINISTRATION MUNICIPAL COURT 43 ---PAGE BREAK--- ADMINISTRATION: CITY MANAGER PROGRAM DESCRIPTION: The City of Farmington operates under a council/manager form of government, combining the political leadership of the elected officials with the managerial experience of a professionally trained, local government manager appointed to the position. The responsibilities of the City Manager include:  Professional leadership in the administration and execution of policies and objectives formulated by the City Council  Development and recommendation of solutions to community problems for Council consideration  Planning and development of new programs to meet the future needs of the City  Guidance in the preparation of the annual budget  Administration of all personnel policies  Fostering community pride in City government through excellent customer service FY13 GOALS/OBJECTIVES:  Ensure that the policy direction set by the City Council is carried out.  Responsible for the City’s delivery of the highest quality public services provided in an efficient and cost effective manner.  Hold all City departments responsible for operating within the budget approved by the City Council.  To engage the City Council and management staff in a strategic planning and budgeting process for Capital Improvement Projects. 44 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change City Manager 1 1 121,544 $ 133,697 $ 10.0% Assistant City Manager 1 1 110,224 110,219 - Asst to Director of Marketing 1 1 56,288 57,698 2.5% Adminstrative Aide 1 1 34,765 35,513 2.2% TOTAL 4 4 322,821 $ 337,128 $ 4.4% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 464,544 $ 430,328 $ ( 7.4%) 434,926 $ 1.1% 450,424 $ 3.6% Operating 30,746 32,502 $ 5.7% 28,500 $ ( 12.3%) 29,354 $ 3.0% SUBTOTAL 495,290 462,830 ( 6.6%) 463,426 0.1% 479,778 3.5% Transfers (153,156) (207,588) $ 35.5% (181,452) $ ( 12.6%) (186,893) $ 3.0% TOTAL 342,134 $ 255,242 $ ( 25.4%) 281,974 $ 10.5% 292,885 $ 3.9% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 342,134 $ 255,242 $ ( 25.4%) 281,974 $ 10.5% 292,885 $ 3.9% TOTAL 342,134 $ 255,242 $ ( 25.4%) 281,974 $ 10.5% 292,885 $ 3.9% 1) Detail information available on expenditure pages 5-6 of line item budget book. ADMINISTRATION CITY MANAGER 45 ---PAGE BREAK--- ADMINISTRATION: GOVERNMENT RELATIONS PROGRAM DESCRIPTION:  Work with City officials to develop publications and tools for the City’s lobbying efforts at both the state and federal level.  Manage the public relations of the City of Farmington.  Serve as a media contact for the City. Direct media to the appropriate personnel within the City.  Work with the City’s IT Department on the continual development of the City’s Website.  Provide marketing and grant writing assistance to the City departments as needed/requested.  Create and oversee quarterly distribution of the city newsletter, “Farmington Insights.”  Create and distribute press releases.  Design ads, create utility insert, and marketing campaigns as needed.  Act as City of Farmington liaison to/with community organizations.  Manage the day-to-day communications and operation of the Downtown Association and MainStreet Program.  Develop and maintain contacts with downtown business and property owners and act as a liaison for the downtown business community.  Communicate Downtown Association activities with stakeholders and the community at large.  Maintain a working relationship with the State MainStreet Program through quarterly meetings, trainings, the completion of the bi-annual MOU, and quarterly reports. PROGRAMS AND SERVICE DELIVERY: The Government Relations Division for the City of Farmington works with City departments/divisions to unify the image of the City and to market that image as well as identify funding opportunities for special projects. It also oversees and creates the quarterly newsletter for the City to inform the public on activities, events, services, and current projects of the City. It acts as a liaison for community organizations. The Government Relations Division works closely with City Officials on lobbying efforts at both the state and federal level and acts as the press liaison. The Government Relations Division is also the home of the Farmington Downtown Association, which works in partnership with the New Mexico MainStreet Program – a program committed to promoting commerce, culture, and community in Downtowns. FY13 GOALS/OBJECTIVES:  Produce utility inserts and ads for various activities, needs, or events within the City.  Work with the IT Department on the continued development of the City’s website.  Write press releases.  Develop marketing campaigns and identify funding for departments/divisions as needed.  Create and maintain a photo archive for events, awards, projects, etc. of the City.  Create new ways to communicate with the community through the creation of a City of Farmington blog and/or other forms of Social Media.  Continue to facilitate interaction and uphold the MOU between the state program and the Downtown Association.  Continue to create promotional and special event opportunities for the Downtown. PERFORMANCE MEASURES:  Press releases are sent to all area media, including radio, newspapers in the Four Corners area, and television stations.  Creation and distribution of Utility inserts for City events, activities, or general information for 10 months out of the year to over 42,000 households.  Radio station KSJE features a City Day on their morning show where events of the City or a special guest appear one day each month.  Continue to build a positive perception of the Downtown District through retail traffic and event participation. 46 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Governmental Relations Director 1 1 64,326 $ 65,613 $ 2.0% TOTAL 1 1 64,326 $ 65,613 $ 2.0% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 72,668 $ 77,128 $ 6.1% 79,161 $ 2.6% 81,533 $ 3.0% Operating 24,514 43,473 77.3% 38,875 ( 10.6%) 40,041 3.0% TOTAL 97,182 $ 120,601 $ 24.1% 118,036 $ ( 2.1%) 121,574 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 97,182 $ 120,601 $ 24.1% 118,036 $ ( 2.1%) 121,574 $ 3.0% TOTAL 97,182 $ 120,601 $ 24.1% 118,036 $ ( 2.1%) 121,574 $ 3.0% 1) Detail information available on expenditure page 7 of line item budget book. ADMINISTRATION GOVERNMENTAL RELATIONS 47 ---PAGE BREAK--- ADMINISTRATION: INTRA-GOVERNMENT PROGRAM DESCRIPTION: This division was established to account for activities outside the scope of any one department but which benefit the City as a whole. For FY13, $440,000 is budgeted for payment to San Juan County for the DWI program, $602,579 for citywide landline telephone service, $216,000 for other miscellaneous items such as sponsorships, audits and other professional services, and $505,000 for vehicle purchases. The general fund GRT administrative fee budgeted at $180,000 was moved to this division from Administrative Services in FY13. An account for unanticipated expenditures common to the entire general government is budgeted at $672,215 in this division. Finally, the cash reserve transfer is recorded in this division. In accordance with the Cash Reserve Policy, any cash in the general fund in excess of 20.8% of the general fund expenditure budget is to be transferred to the General Governmental Capital Project fund (408) to be available for capital projects as deemed by Council. 48 ---PAGE BREAK--- STAFFING POSITION TITLES No Regular Employees FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Operating 1,804,917 $ 1,483,486 $ ( 17.8%) 2,319,294 $ 56.3% 2,388,872 $ 3.0% Capital 483,508 976,108 101.9% 4,383,182 349.0% 4,207,395 ( 4.0%) SUBTOTAL 2,288,424 2,459,594 7.5% 6,702,476 172.5% 6,596,267 ( 1.6%) Transfers 350,618 3,909,288 1,015.0% 2,781,368 ( 28.9%) 2,864,810 3.0% TOTAL 2,639,042 $ 6,368,882 $ 141.3% 9,483,844 $ 48.9% 9,461,077 $ ( 0.2%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 2,639,042 $ 6,061,759 $ 129.7% 5,605,662 $ ( 7.5%) 5,773,832 $ 3.0% 2) 2012 Series Bonds(402) - - - 940,000 - 660,918 ( 29.7%) 3) Gen. Gov't. Cap.Proj.(408) - 307,123 - 2,938,182 856.7% 3,026,327 3.0% TOTAL 2,639,042 $ 6,368,882 $ 141.3% 9,483,844 $ 48.9% 9,461,077 $ ( 0.2%) 1) Detail information available on expenditure page 8 of line item budget book. 2) Detail information available on expenditure page 132 of line item budget book. 3) Detail information available on expenditure page 140 of line item budget book. ADMINISTRATION INTRA-GOVERNMENT 49 ---PAGE BREAK--- ADMINISTRATION: LIBRARY PROGRAM DESCRIPTION: Our Vision is a literate and enlightened population with the City of Farmington Public Library serving to enrich lives through its resources, programs and services. Our Mission - Farmington Public Library enlightens, enriches, and changes lives by providing resources, programs and services that are efficient, innovative and convenient, in an environment that is clean, safe, and pleasant. FY13 GOALS/OBJECTIVES:  Continue to provide quality library services to area residents in accordance with the library’s long-range plan and collection development policies within the constraints of our budget.  Continue to provide value to our community, operate on well-reasoned budgets, spend wisely to maximize return on investment, and justify citizen support for library services. PERFORMANCE MEASURES: AVERAGE COMPARISON (July-Feb) FY11 FY12 Change Visitors 39,216 37,122 Circulation 41,504 40,178 Program Attendance 3,736 3,652 Computer Users 8,778 7,868 -10% Includes Main Library, Power Library, and Shiprock Library FIVE-YEAR USAGE COMPARISON FY06 FY11 5-Yr Change Visitors 481,315 468,455 Circulation 521,676 506,247 Program Attendance* 86,207 42,698 -50% Computer Users 117,516 102,443 -13% Includes Main Library, Power Library, and Shiprock Library *Excludes attendance at Four Corners Storytelling Festival 50 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Library Director 1 1 93,319 $ 93,394 $ 0.1% Deputy Library Director 1 1 73,047 74,508 2.0% Management Systems Administrator 1 1 67,473 69,834 3.5% Digital Design Coordinator 1 1 56,233 56,231 Computer Support Supervisor 1 1 47,761 48,331 1.2% Adult Services Librarian 3 3 143,432 141,390 Library Adult Services Coordinator 1 1 56,238 57,363 2.0% Library Teen Services Coordinator 1 1 45,882 47,488 3.5% Youth Services Coordinator 1 1 62,562 63,814 2.0% Technical Services Coordinator 1 1 49,224 49,978 1.5% Library Program Coordinator 1 1 48,823 49,769 1.9% Patron Services Coordinator 1 1 49,543 50,188 1.3% Youth Services Librarian 1 1 44,979 46,553 3.5% Library Acquisitions Technician 1 1 30,839 31,550 2.3% Library Technician 2 2 57,209 63,706 11.4% Library Technician II 1 1 38,919 39,585 1.7% Library Facilities Technician 1 - 34,122 - (100.0%) Library Patron Services Technician 2 2 54,250 55,259 1.9% Library Clerk 1 1 25,654 26,047 1.5% TOTAL 23 22 1,079,509 $ 1,064,990 $ FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 2,228,460 $ 2,394,661 $ 7.5% 2,189,528 $ ( 8.6%) 2,264,076 $ 3.4% Operating 1,285,025 1,523,790 18.6% 1,598,505 4.9% 1,646,458 3.0% Capital 131,164 - (100.0%) - - - - TOTAL 3,644,650 $ 3,918,451 $ 7.5% 3,788,033 $ ( 3.3%) 3,910,534 $ 3.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 3,467,247 $ 3,804,844 $ 9.7% 3,697,533 $ ( 2.8%) 3,817,319 $ 3.2% Gifts/Grants (213) 177,403 113,607 ( 36.0%) 90,500 ( 20.3%) 93,215 3.0% TOTAL 3,644,650 $ 3,918,451 $ 7.5% 3,788,033 $ ( 3.3%) 3,910,534 $ 3.2% Detail information available on expenditure pages 9-10 of line item budget book. Detail information available on expenditure page 105 of line item budget book. ADMINISTRATION LIBRARY 51 ---PAGE BREAK--- ADMINISTRATION: LEGAL PROGRAM DESCRIPTION:  Provides legal advice to the Mayor, City Council, City Manager and City Departments.  Drafts and interprets City ordinances.  Maintains the Farmington City Code.  Drafts and reviews agreements and other legal documents.  Prosecutes violations of municipal ordinances.  Coordinates the use of outside attorneys who provide advice and handle litigation on behalf of the City.  Evaluates, adjusts or defends claims brought against the City by third parties. BUDGET HIGHLIGHTS: As government becomes increasingly complicated, there is a higher demand for daily legal services provided by the City Attorney's office such as advice, drafting, legal research, claims evaluation, compliance review and criminal case prosecution. The Legal Division is comprised of 3 attorneys, a paralegal, two legal secretaries and a claims manager. Our office prosecuted approximately 545 cases in Municipal Court in calendar year 2011. The Claim's Division opened 398 new claim/collection files in calendar year 2011. Six new lawsuits were filed against the City. Five lawsuits were settled, dismissed or received a defense judgment, leaving five lawsuits in various stages of litigation. The Unified Development Code (UDC) was codified and primary ordinances adopted were: 1) liquor license approvals; 2) K-2/Spice; 3) UDC revisions; 4) college parking enforcement; 5) texting while driving; and 6) an ordinance necessary to complete the $5.5 million loan from the NM Environment Dept., for the Wastewater Treatment Plant expansion. FY13 GOALS/OBJECTIVES:  Contract Review - Review contracts within 2 business days after receipt in the Legal Division.  Ordinance Preparation - Complete necessary research and an initial rough draft of proposed ordinance within 15 days of receipt of written request and present the final draft to the City Manager within 30 days.  Requests for Legal Opinion - Respond to written requests for a legal opinion within 10 days. When more time is needed to respond, the reasons will be explained within 15 days.  Claims Response - Research claims and, where liability is clear, provide an initial response (accept or deny) within 7 days of receiving the claim. When liability is not clear, a response will be provided within 7 days of a liability determination.  Training - Added emphasis on all staff positions receiving adequate training. PERFORMANCE MEASURES:  Contract Review – Of the 227 documents the Legal Division received for review in 2011, we reviewed and returned 99.0% of those contracts within 2 business days of receipt.  Ordinance Preparation - When Council directs the Legal Division to prepare an ordinance, the project begins immediately. The Ordinance is placed on a Council Agenda as soon as it can be scheduled. However, when legal issues arise, further research may be necessary before the presentation of a draft ordinance is ready for the Council.  Requests for Legal Opinion – Monitor requests for compliance with the time standards set forth in Goals/Objectives.  Claims Response – Provided an initial response in 7 days when liability was clear. When liability was questionable, response time was within 7 days of a liability determination. 52 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change City Attorney 1 1 110,224 $ 110,219 $ ( 0.0%) Deputy City Attorney - 1 - 84,769 - Assistant City Attorney I 2 1 123,704 63,862 ( 48.4%) Claims Manager 1 1 60,925 62,143 2.0% Legal Assistant 1 1 56,231 56,231 - Legal Secretary 1 1 39,708 40,315 1.5% Administrative Aide 1 1 34,615 36,424 5.2% TOTAL 7 7 425,407 $ 453,963 $ 6.7% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 517,252 $ 593,589 $ 14.8% 589,947 $ ( 0.6%) 610,990 $ 3.6% Operating 362,893 482,404 32.9% 563,175 16.7% 580,068 3.0% SUBTOTAL 880,145 1,075,993 22.3% 1,153,122 7.2% 1,191,058 3.3% Transfers (118,080) (96,516) ( 18.3%) (82,776) ( 14.2%) (85,253) 3.0% TOTAL 762,065 $ 979,477 $ 28.5% 1,070,346 $ 9.3% 1,105,805 $ 3.3% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 762,065 $ 979,477 $ 28.5% 1,070,346 $ 9.3% 1,105,805 $ 3.3% TOTAL 762,065 $ 979,477 $ 28.5% 1,070,346 $ 9.3% 1,105,805 $ 3.3% 1) Detail information available on expenditure pages 11-13 of line item budget book. ADMINISTRATION LEGAL 53 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 55.5 54.5 2,618,450 $ 2,653,915 $ 1.4% FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change City Council/Clerk 264,018 $ 301,157 $ 14.1% 272,375 $ ( 9.6%) 282,362 $ 3.7% Municipal Court 2,223,024 2,535,924 14.1% 2,507,846 ( 1.1%) 2,586,762 3.1% City Manager 342,134 255,242 ( 25.4%) 281,974 10.5% 292,885 3.9% Governmental Relations 97,182 120,601 24.1% 118,036 ( 2.1%) 121,574 3.0% Intra-Government 2,639,042 6,368,882 141.3% 9,483,844 48.9% 9,461,077 ( 0.2%) Library 3,644,650 3,918,451 7.5% 3,788,033 ( 3.3%) 3,910,534 3.2% Legal 762,065 979,477 28.5% 1,070,346 9.3% 1,105,805 3.3% TOTAL 9,972,115 $ 14,479,734 $ 45.2% 17,522,454 $ 21.0% 17,760,999 $ 1.4% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 4,190,633 $ 4,452,634 $ 6.3% 4,240,201 $ ( 4.8%) 4,387,559 $ 3.5% Operating 5,127,388 5,420,688 5.7% 6,419,479 18.4% 6,612,054 3.0% Capital 614,672 1,032,764 68.0% 4,383,182 324.4% 4,207,395 ( 4.0%) SUBTOTAL 9,932,693 10,906,086 9.8% 15,042,862 37.9% 15,207,008 1.1% Transfers 39,422 3,573,648 8,965.2% 2,479,592 ( 30.6%) 2,553,991 3.0% TOTAL 9,972,115 $ 14,479,734 $ 45.2% 17,522,454 $ 21.0% 17,760,999 $ 1.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 9,590,941 $ 13,835,792 $ 44.3% 13,353,772 $ ( 3.5%) 13,774,539 $ 3.2% Gifts/Grants (213) 177,403 113,607 ( 36.0%) 90,500 ( 20.3%) 93,215 3.0% Penalty Assess. (251) 203,771 166,556 ( 18.3%) 200,000 20.1% 206,000 3.0% 2012 Series Bonds (402) - - - 940,000 - 660,918 ( 29.7%) Gen. Gov't. Cap.Proj.(408) - 363,779 - 2,938,182 707.7% 3,026,327 3.0% TOTAL 9,972,115 $ 14,479,734 $ 45.2% 17,522,454 $ 21.0% 17,760,999 $ 1.4% ADMINISTRATION DEPARTMENTAL SUMMARY 54 ---PAGE BREAK--- Capital Wages/Benefits Operating $0 $1 $2 $3 $4 $5 $6 $7 $8 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Administration Expenditures FY03 Through FY12 55 ---PAGE BREAK--- Ed Woods Store 1948 ---PAGE BREAK--- FY06 FY06 FY 05 FY06 FY07 Adjusted Proposed Budget FY 05 FY06 FY07 Adjusted Proposed Budget INFORMATION TECHNOLOGY 0.7% Administration 7.0% Administrative Services 0.9% General Services 3.0% Parks & Recreation 7.5% Police 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Human Resources 3.5% Electric 43.3% INFORMATION TECHNOLOGY PERCENTAGE OF FY13 BUDGET Administration 28.8% Enterprise Systems 31.5% Computer Operations 29.1% GIS System 10.5% INFORMATION TECHNOLOGY PERCENTAGE BY DIVISION 56 ---PAGE BREAK--- INFORMATION TECHNOLOGY: ADMINISTRATION PROGRAM DESCRIPTION: The Information Technology Department is responsible for the oversight and direction of the City’s computing resources, the data and communications network, and the City telephone system. Included are maintenance and support services for computer, telephone, communication and spatial information resources. The responsibilities of the three divisions are as follows:  The Enterprise Systems Division provides technologically current computer hardware and software to meet the information processing, retrieval and storage needs of the City and regional public safety agencies. The Division is responsible for all mid-range enterprise computer systems, including client/server hardware and software, Internet access, email, communication networks, operating systems, disaster recovery, and applications software.  The Computer Operations Division provides personal computer technology resources, user support, and telephone/network services for the City. The Division supports 12 file servers, 558 workstations and 110 mobile data terminals and in-car camera recording systems. The Division is also responsible for the implementation, management, and maintenance of the City telephone and computer network resources, including fiber optic, wireless, and the leased line communications infrastructure.  The Geographic Information Systems Division is responsible for coordinating the collection/creation of GIS data to meet the varied needs of the City and the delivery of the data to the end user and the public. These responsibilities include the creation and maintenance of various Internet/Intranet mapping sites, the recommendation of GIS hardware/software, the provision of GIS software support, and maintenance and administration of the City’s spatial database. BUDGET HIGHLIGHTS: The Information Technology Department provides oversight and unified direction for computer automation across the various City departments and implements a comprehensive Information Technology Strategic Plan. The budget and focus for this year includes the implementation of a Web based help desk system, expansion of the use of document imaging and automated time and attendance, improving network communications to outlying locations, expanding the use of GIS, and completion of the implementation of the Electric GIS. FY13 GOALS/OBJECTIVES: In addition to the goals and objectives stated in each division’s respective portion of the budget, the overall goals and objectives for the department include:  Continue to expand the use of the Kace KBOX systems management appliance, which provides a number of features to increase both security and efficiency. It supports efficient inventory and management of network workstations, including software deployment and patch management. Its help desk ticketing system provides a single point of contact for technology users.  Provide additional online training for COF employees, and create a computer user self help system using the KBOX Knowledge Base feature.  Staff levels allowing, resume periodic IT training sessions for new City employees.  Offer timely, relevant response to immediate technology needs via our IT help desk tools and staff.  Continued consolidation and integration of computing resources to reduce data and hardware duplication and improve efficiency.  Continued expansion of the fiber network as funding allows.  Improvement in the delivery of GIS services via Desktop and Web based mapping/analysis applications. PERFORMANCE MEASURES:  Maintain a user satisfaction rating (as collected via help-desk ticket feedback) above 4.5 out of 5.  Continue the rollout of the imaging system to additional departments.  Expand the use of GIS by other Departments to 25% through the implementation of the ESRI ELA.  Consolidate data sets to reduce data duplication. 57 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Information Technology Director 1 1 90,204 $ 93,361 $ 3.5% TOTAL 1 1 90,204 $ 93,361 $ 3.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 113,966 $ 123,259 $ 8.2% 124,124 $ 0.7% 128,753 $ 3.7% Operating 11,566 16,475 42.4% 29,550 79.4% 30,435 3.0% Capital - 106,631 - 378,000 254.5% 389,340 3.0% SUBTOTAL 125,532 246,365 96.3% 531,674 115.8% 548,528 3.2% Transfers - - - (32,916) - (33,902) 3.0% TOTAL 125,532 $ 246,365 $ 96.3% 498,758 $ 102.4% 514,626 $ 3.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 125,532 $ 139,734 $ 11.3% 120,758 $ ( 13.6%) 125,286 $ 3.7% 2) Gen Gov't Cap (408) - 106,631 - 378,000 254.5% 389,340 3.0% TOTAL 125,532 $ 246,365 $ 96.3% 498,758 $ 102.4% 514,626 $ 3.2% 1) Detail information available on expenditure page 14 of line item budget book. 2) Detail information available on expenditure page 141 of line item budget book. INFORMATION TECHNOLOGY ADMINISTRATION 58 ---PAGE BREAK--- INFORMATION TECHNOLOGY: ENTERPRISE SYSTEMS PROGRAM DESCRIPTION: The Enterprise Systems Division provides technologically current computer hardware and software to meet the information processing, retrieval and storage needs of the City and regional public safety agencies. The Division is responsible for hardware and software for all mid-range computer systems, Internet access, email, communication networks, operating systems, disaster recovery, and applications software. FY13 GOALS/OBJECTIVES:  Continue implementation of the API imaging application.  Implement new lease and upgrade the iSeries to a new server(s).  Implement new lease for new iSeries servers. PERFORMANCE MEASURES:  Continue to strive for a high-level system reliability through the implementation of a System i based High Availability solution.  Successful upgrade of iSeries servers (AS400). 59 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Information Services Administrator 1 1 90,371 $ 90,368 $ ( 0.0%) Programmer Analyst 2 2 124,206 127,521 2.7% TOTAL 3 3 214,577 $ 217,889 $ 1.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 269,434 $ 281,926 $ 4.6% 280,369 $ ( 0.6%) 290,262 $ 3.5% Operating 497,741 518,507 4.2% 601,130 15.9% 619,162 3.0% Capital - 58,091 - - (100.0%) - - SUBTOTAL 767,175 858,524 11.9% 881,499 2.7% 909,424 3.2% Transfers (333,264) (420,372) 26.1% (335,508) ( 20.2%) (345,572) 3.0% TOTAL 433,911 $ 438,152 $ 1.0% 545,991 $ 24.6% 563,852 $ 3.3% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 433,911 $ 438,152 $ 1.0% 545,991 $ 24.6% 563,852 $ 3.3% TOTAL 433,911 $ 438,152 $ 1.0% 545,991 $ 24.6% 563,852 $ 3.3% 1) Detail information available on expenditure pages 15-16 of line item budget book. INFORMATION TECHNOLOGY ENTERPRISE SYSTEMS 60 ---PAGE BREAK--- INFORMATION TECHNOLOGY: COMPUTER OPERATIONS PROGRAM DESCRIPTION: The Computer Operations Division provides personal computer technology resources and user support to most City departments. The division supports 13 file servers, 575 workstations, 120 mobile data terminals, 120 in-car camera-recording systems, and over 800 phones. Computer Operations also manages the entire telephone and computer network resources for the city, including fiber optic, wireless, and leased line communications infrastructure. FY13 GOALS/OBJECTIVES:  Maintain and expand the high-speed fiber communications backbone that connects all city servers, PC’s, telephone, radio communications, add connectivity to the Airport and Fire Station 3 and a redundant loop.  Improve the city’s web presence to the public through the implementation of a new web site coordinated through Government Relations.  Work toward a standard PC software deployment throughout the city by standardizing and installing current PC and Office Suite software in a fair and uniform manner throughout city departments.  Increase the performance and availability of resources to the City’s mobile users. PERFORMANCE MEASURES:  Provide quality and technically current enhancements and updates to city personal computers on a daily basis by establishing standardized industry guidelines for PC hardware and software purchases. Provide a consolidated communications platform for both voice and data communications by monitoring and controlling ongoing communications costs, and monitoring the technology industry for new products and services.  Improve the reliability of the City fiber network by implementing redundancy on for the network.  Support the replacement and reuse of 33% of personal computers to provide consistency in computer purchases.  Increase software productivity for city users by providing a consistent and standardized software platform. Software consistency will enable city users to more easily share files, develop expertise, and better utilize city computer resources. Standardize the core software on city computers by automatically deploying software to city computers. 61 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change PC Services Administrator 1 1 72,471 $ 73,920 $ 2.0% PC Communications Technician III 2 2 111,757 114,454 2.4% Technology Coordinator - 1 - 52,918 - Police I.S. Technician-Lead 1 1 64,641 64,639 - Police I.S. Technicial-Assistant 1 1 44,124 45,006 2.0% Police I.S. Technician 1 1 40,185 41,591 3.5% TOTAL 6 7 333,178 $ 392,529 $ 17.8% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 478,142 $ 540,137 $ 13.0% 526,453 $ ( 2.5%) 544,894 $ 3.5% Operating 44,307 55,030 24.2% 64,645 17.5% 66,584 3.0% SUBTOTAL 522,449 595,167 13.9% 591,098 ( 0.7%) 611,478 3.4% Transfers (102,960) (100,404) ( 2.5%) (86,304) ( 14.0%) (88,891) 3.0% TOTAL 419,489 $ 494,763 $ 17.9% 504,794 $ 2.0% 522,587 $ 3.5% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 419,489 $ 494,763 $ 17.9% 504,794 $ 2.0% 522,587 $ 3.5% TOTAL 419,489 $ 494,763 $ 17.9% 504,794 $ 2.0% 522,587 $ 3.5% 1) Detail information available on expenditure page 17 of line item budget book. INFORMATION TECHNOLOGY COMPUTER OPERATIONS 62 ---PAGE BREAK--- INFORMATION TECHNOLOGY: GEOGRAPIC INFORMATION SYSTEMS PROGRAM DESCRIPTION: A Geographic Information System, otherwise known as GIS, is a type of information system designed for efficient storage, retrieval, mapping and analysis of geographic data. Geographic features are stored in spatial context via a specific coordinate system (Latitude/Longitude, UTM, etc.) to reference the data to a particular place on the earth. Among other things, GIS can improve emergency services, resource management, and development planning. The GIS Division is responsible for coordinating the collection/creation of GIS data to meet the varied needs of the City, the delivery of the data to the user, recommendation of GIS software, and software/data support. BUDGET HIGHLIGHTS:  Assume maintenance/acquisition of GIS specific software, consolidate GIS resources, and implement a true Enterprise GIS.  Deploy ESRI’s GIS Software and train users to use this software.  Launch updated Intranet/Internet mapping capabilities using Manifold GIS Web Template.  Continue to develop new GIS resources while expanding the use of GIS in new departments. FY13 GOALS/OBJECTIVES:  Continue coordination of GIS activities among all City departments and other organizations. The goal is to create a distributed GIS by integrating data from the Electric Utility, Community Development, Public Works, Fire Department, Police Department and external agencies. Provide single source GIS data access via the enterprise server.  Improve access to, and use of, GIS through: ► Developing additional application specific Intranet Mapping Service (IMS) Sites. ► Improving application development response times by implementing additional commercial and open source IMS technologies to optimize work flow.  Designing, directing, and managing development of GIS data and applications for use by City departments to meet their respective GIS needs. This includes continued development of the Enterprise GIS utilizing data maintained in HTE. Goals include standard software, database development, map formats, coordinate systems, training, and aerial photo acquisition. PERFORMANCE MEASURES:  Replace the current Manifold Web Site on www.fmtn.org with a new version containing links to updated information.  Upgrade current ESRI software to version 10.1.  Continue to scan approved and recorded subdivision plats into Server and link the files to the Farmington Parcel GIS layer. Goal is to have all plats for 2012 – 2011 complete.  The creation of a centralized enterprise GIS data store should result in a reduction in duplication of effort and improve the quantity and quality of GIS data available to City personnel. All data used by multiple departments will be consolidated and available on appropriate servers with the data location(s) published.  All data usable by multiple persons shall reside on the appropriate GIS data server.  Internet/Intranet GIS deployments will be to increase the number of total “hits” on the intranet web pages by 50%, and have additional data available to the general public via the Internet. Additional data to be made available on the intranet will include meter data, business and occupational licenses, zoning, accounts payable, and parcels. Additional data available on the Internet will include zoning, council districts, and locations of interest. Additional tools will be available to make the user interface more friendly. 63 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change GIS Analyst/Land Mgmt. Database 1 1 58,890 $ 60,950 $ 3.5% GIS Technician 1 1 48,437 49,542 2.3% TOTAL 2 2 107,327 $ 110,492 $ 2.9% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 143,749 $ 159,615 $ 11.0% 158,078 $ ( 1.0%) 164,633 $ 4.1% Operating 59,740 57,215 ( 4.2%) 81,495 42.4% 83,936 3.0% SUBTOTAL 203,489 216,830 6.6% 239,573 10.5% 248,569 3.8% Transfers (68,292) (70,032) 2.5% (57,264) ( 18.2%) (58,980) 3.0% TOTAL 135,197 $ 146,798 $ 8.6% 182,309 $ 24.2% 189,589 $ 4.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 135,197 $ 146,798 $ 8.6% 182,309 $ 24.2% 189,589 $ 4.0% TOTAL 135,197 $ 146,798 $ 8.6% 182,309 $ 24.2% 189,589 $ 4.0% 1) Detail information available on expenditure page 18 of line item budget book. INFORMATION TECHNOLOGY GEOGRAPHIC INFORMATION SYSTEMS 64 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 12 13 745,286 $ 814,271 $ 9.3% FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Information Technology 125,532 $ 246,365 $ 96.3% 498,758 $ 102.4% 514,626 $ 3.2% Enterprise Services 433,911 438,152 1.0% 545,991 24.6% 563,852 3.3% Computer Operations 419,489 494,763 17.9% 504,794 2.0% 522,587 3.5% GIS System 135,197 146,798 8.6% 182,309 24.2% 189,589 4.0% TOTAL 1,114,129 $ 1,326,078 $ 19.0% 1,731,852 $ 30.6% 1,790,654 $ 3.4% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 1,005,291 $ 1,104,937 $ 9.9% 1,089,024 $ ( 1.4%) 1,128,542 $ 3.6% Operating 613,354 647,227 5.5% 776,820 20.0% 800,117 3.0% Capital - 164,722 - 378,000 129.5% 389,340 3.0% SUBTOTAL 1,618,645 1,916,886 18.4% 2,243,844 17.1% 2,317,999 3.3% Transfers (504,516) (590,808) 17.1% (511,992) ( 13.3%) (527,345) 3.0% TOTAL 1,114,129 $ 1,326,078 $ 19.0% 1,731,852 $ 30.6% 1,790,654 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 1,114,129 $ 1,219,447 $ 9.5% 1,353,852 $ 11.0% 1,401,314 $ 3.5% Gen Gov't Cap (408) - 106,631 - 378,000 254.5% 389,340 3.0% TOTAL 1,114,129 $ 1,326,078 $ 19.0% 1,731,852 $ 30.6% 1,790,654 $ 3.4% INFORMATION TECHNOLOGY DEPARTMENTAL SUMMARY 65 ---PAGE BREAK--- Capital Operating Wages/Benefits $0 $200 $400 $600 $800 $1,000 $1,200 03 04 05 06 07 08 09 10 11 12 Thousands Fiscal Year Ending June 30th Information Technology Expenditures FY03 Through FY12 66 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 EL PASO PIPELINE 1950 ---PAGE BREAK--- Administration 6.3% Central Purchasing 7.3% Finance 17.8% Debt Service 68.6% ADMINISTRATIVE SERVICES PERCENTAGE BY DIVISION ADMINISTRATIVE SERVICES 0.9% General Services 3.0% Parks & Recreation 7.5% Police 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Human Resources 3.5% Information Technology 0.7% Electric 43.3% Administration 7.0% ADMINISTRATIVE SERVICES PERCENTAGE OF FY13 BUDGET The Warehouse Division is excluded from this graph because all costs are allocated to other divisions. 67 ---PAGE BREAK--- ADMINISTRATIVE SERVICES: ADMINISTRATION PROGRAM DESCRIPTION: The Administrative Services Department provides support services to City Council, the City Manager’s office, City departments and the citizenry. The Department is comprised of four divisions: Administration, Finance, Central Purchasing, and Warehouse. The Administration Division consists of three employees, the Director, generally a Budget Officer, and a Financial Analyst. However, in FY13, the Budget Officer position was temporarily vacant and unfunded. The Director serves as City Treasurer and, by providing advice and updates to City officials, is instrumental in decisions affecting the financial health of the City. This position is responsible for the management of the various divisions and provides leadership and direction in the development of division goals and objectives and the strategies required to obtain these goals. This division develops and implements the City’s annual budget, along with procedural guidelines for continued financial improvement in City operations. FY13 GOALS/OBJECTIVES:  Receive the GFOA Distinguished Budget Presentation Award for FY2013.  Prepare and publish in a timely manner a Citizen’s Annual Report for FY2012. Receive the GFOA Award for Outstanding Achievement in Popular Annual Financial Reporting.  Continue in-depth analysis of GRT on a basis.  Provide financial reporting formats to present useful, meaningful and easy to read information.  Develop and compile the annual five-year Capital Improvement Plan.  Ensure that proper and effective controls are in place to protect City funds and assets.  Maximize the return on the investment portfolio while maintaining safety and liquidity within the investment guidelines required by the City Council and the State of New Mexico. PERFORMANCE MEASURES: FY09 FY10 FY11 FY12 Distinguished Budget Presentation Award X X X X Outstanding Achievement in Popular Annual Financial Reporting Not Achieved X X X Financial reports internally reviewed within 2 weeks of month- end 90% 95% 100% 25% Qtr Financial Update presented within 6 weeks of quarter ending 100% 100% 100% 25% Gross receipts tax analyzed following receipt of State Taxation & Revenue reports 100% 100% 100% 100% 68 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Administrative Services Director 1 1 109,109 $ 110,219 $ 1.0% Budget Officer 1 - 89,288 - (100.0%) Financial Analyst 1 1 51,027 51,618 1.2% TOTAL 3 2 249,424 $ 161,837 $ ( 35.1%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 307,826 $ 350,169 $ 13.8% 213,295 $ ( 39.1%) 221,221 $ 3.7% Operating 97,701 202,536 107.3% 36,130 ( 82.2%) 37,210 3.0% SUBTOTAL 405,526 552,705 36.3% 249,425 ( 54.9%) 258,431 3.6% Transfers (93,228) (112,836) 21.0% (103,368) ( 8.4%) (106,465) 3.0% TOTAL 312,298 $ 439,869 $ 40.8% 146,057 $ ( 66.8%) 151,966 $ 4.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 312,298 $ 439,869 $ 40.8% 146,057 $ ( 66.8%) 151,966 $ 4.0% TOTAL 312,298 $ 439,869 $ 40.8% 146,057 $ ( 66.8%) 151,966 $ 4.0% 1) Detail information available on expenditure pages 19-20 of line item budget book. ADMINISTRATIVE SERVICES ADMINISTRATION 69 ---PAGE BREAK--- ADMINISTRATIVE SERVICES: PURCHASING FY13 GOALS/OBJECTIVES:  Acquire goods, services and construction contracts to fulfill the requirements of City programs. Meet and/or exceed the target processing turnaround time.  Provide for the fair and equal treatment of all persons involved in public procurement, to maximize the purchasing value of public funds and to provide safeguards for maintaining a procurement system of quality and integrity.  Develop and promote customer service excellence through training and other opportunities.  Develop and foster positive supplier relations by implementing and administering mutually beneficial procurement programs and supplier training opportunities.  Review repetitive procurement for the most cost effective acquisition and implementation of extended price agreement programs.  Coordinate procurement process with Warehouse for disposition of excess supplies, equipment, and hazardous and non-hazardous waste.  Promote continuing education to obtain and/or retain professional certification.  Pursue the goals and objectives necessary to obtain the Achievement of Excellence in Procurement. PERFORMANCE MEASURES: Actual FY09 Actual FY10 Actual FY11 Target FY12 Goal FY13 Avg Purchasing cost to issue a purchase order 1 $207 $207 $198 $200 $200 Avg Requisition to Purchase Order Turnaround Time < $20,000 2 7 days 6 days 7 days 6 days 6 days % of time 15 day turnaround time met 3 90% 90% 90% 92% 93% Avg Requisition to Purchase Order turnaround time > $20,000 (does not include RFPs) 4 40 days 39 days 39 days 38 days 37 days % of time 60 day turnaround time met 5 90% 91% 91% 92% 93% 1. Salaries & Wages (excluding Temporary) for Purchasing Staff plus purchase order operating expenses divided by Total number of Purchase Orders Issued = Avg. PO cost. 2. Avg. number of days from approved purchase requisition date to purchase order issue date for purchase orders less than $20,000. 3. The maximum target turnaround time for requisitions with a value less than $20,000 is 15 days. The calculation of this benchmark percentage uses the number of requisitions that met the 15-day turnaround target divided by the total number of requisitions issued. 4. Average number of days from approved purchase requisition date to purchase order issue date for purchase orders greater than $20,000 excluding request for proposals. 5. The maximum target turnaround time for requisitions with a value greater than $20,000 is 60 days. The calculation of this benchmark percentage uses the number of requisitions that met the 60-day turnaround target divided by the total number of requisitions issued. 70 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Purchasing Officer 1 1 72,731 $ 72,748 $ 0.0% Purchasing Supervisor 1 1 60,157 61,360 2.0% Contracts Administrator 1 1 58,092 59,254 2.0% Buyer II 3 3 132,221 135,303 2.3% Buyer I 2 2 74,829 73,903 ( 1.2%) Administrative Aide 1 1 32,116 33,164 3.3% TOTAL 9 9 430,146 $ 435,733 $ 1.3% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 551,926 $ 583,727 $ 5.8% 573,860 $ ( 1.7%) 595,043 $ 3.7% Operating 28,232 30,536 8.2% 44,140 44.6% 45,460 3.0% SUBTOTAL 580,158 614,263 5.9% 618,000 0.6% 640,503 3.6% Transfers (416,376) (425,196) 2.1% (448,956) 5.6% (462,422) 3.0% TOTAL 163,782 $ 189,067 $ 15.4% 169,044 $ ( 10.6%) 178,081 $ 5.3% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 163,782 $ 189,067 $ 15.4% 169,044 $ ( 10.6%) 178,081 $ 5.3% TOTAL 163,782 $ 189,067 $ 15.4% 169,044 $ ( 10.6%) 178,081 $ 5.3% 1) Detail information available on expenditure pages 21-22 of line item budget book. ADMINISTRATIVE SERVICES PURCHASING 71 ---PAGE BREAK--- ADMINISTRATIVE SERVICES: WAREHOUSE PROGRAM DESCRIPTION: The Warehouse is comprised of two main subdivisions: the Central and Electric Warehouses. The Central Warehouse stocks high demand material and supply inventories, maintains the City’s fuel stations, and administers the City’s surplus and online auction. The Electric Warehouse stocks and supplies most materials used by the Farmington Electric Utility System Transmission and Distribution division. Approximately 96% of all Warehouse inventory value is composed of Electric Utility related supplies. FY13 GOALS/OBJECTIVES:  Utilize Continuous Improvement Processes to improve and maintain inventory accuracy, by identifying and resolving events that cause discrepancies.  Work with Finance to identify causes and find solutions to Inventory Reconciliation variances.  Continue to identify and remove obsolete inventory from the Central Warehouse. PERFORMANCE MEASURES: Actual FY09 Actual FY10 Actual FY11 Projected FY12 Target FY13 Inventory carrying cost 1 11.2% 10.9% 10.8% 10.5% 10.5% Average Annual Inventory Level 2 (Central Warehouse) $93,927 $94,557 $85,394 $94,000 $94,000 % Decrease/Increase of inventory value 3 (Central Warehouse) (decrease) 0.7% increase (decrease) 10% increase 0% Change Inventory Cycle Count accuracy rate 4 (Central Warehouse) 93.7% 89.7% 99.5% 4 99.5% 4 99.8% 4 Average Annual Inventory Level2 (Electric Warehouse) $4.42m $4.46m $4.2m $4.5m $4.7m % Decrease/Increase of inventory value 3 (Electric Warehouse) 24% Increase* 0.9% Increase* (decrease) 7% Increase 5% Increase Inventory Cycle Count accuracy rate 4 (Electric Warehouse) 80% 78% 97.9% 4 98% 4 98.5% 4 Average Annual Inventory Level2 (Bulk Fuel) $84,956 $83,799 $77,846 $115,000 $125,000 1. Inventory Carrying Cost is the Total Operating Cost divided by Average Annual Inventory Value. Total Operating Cost equals Calculated Inventory Insurance Costs + Investment Interest Lost + Over/Short/Damaged + Physical Inventory Reconciliation + Warehouse Operating Budget. The Physical Inventory Reconciliation variance is the comparison between the HTE inventory system inventory value and the HTE accounting system inventory value, as calculated on the last day of the fiscal year. 2. The Average Annual Inventory Level is the average of the total inventory value at each month’s end. 3. The Decrease and Increase percentages are calculated from the Average Annual Inventory Level for the current fiscal year compared to the previous fiscal year. 4. To better reflect the actual level of inventory accuracy, the cycle count accuracy calculation was changed in FY11 from the percentage of accurate counts to the absolute dollar value of all discrepancies as compared to the total inventory value. The Warehouse has established the cycle count system to replace the annual physical inventory, as recommended by the auditors.  The dramatic increases and instability of metals pricing and fuel costs over the past several years have driven up the cost of most of the products we buy. In January 2008, we also began paying NM GRT on all EW purchases, which alone increased purchase costs and inventory levels by more than 72 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Warehouse Superintendent 1 1 59,294 $ 60,480 $ 2.0% Warehouse Receiving Clerk 1 1 34,502 39,779 15.3% Warehouse Inventory Analyst 1 1 38,293 39,296 2.6% Warehouse Clerk 3 3 109,460 100,105 ( 8.5%) TOTAL 6 6 241,549 $ 239,660 $ ( 0.8%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 323,222 $ 370,899 $ 14.8% 337,937 $ ( 8.9%) 351,617 $ 4.0% Operating 10,856 33,292 206.7% 61,810 85.7% 63,658 3.0% SUBTOTAL 334,079 404,191 21.0% 399,747 ( 1.1%) 415,275 3.9% Transfers (512,448) (477,756) ( 6.8%) (427,512) ( 10.5%) (440,333) 3.0% TOTAL (178,369) $ (73,565) $ ( 58.8%) (27,765) $ ( 62.3%) (25,058) $ ( 9.7%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) (178,369) $ (73,565) $ ( 58.8%) (27,765) $ ( 62.3%) (25,058) $ ( 9.7%) TOTAL (178,369) $ (73,565) $ ( 58.8%) (27,765) $ ( 62.3%) (25,058) $ ( 9.7%) 1) Detail information available on expenditure pages 23-24 line item budget book. ADMINISTRATIVE SERVICES WAREHOUSE 73 ---PAGE BREAK--- ADMINISTRATIVE SERVICES: FINANCE PROGRAM DESCRIPTION: The Finance division is responsible for all financial functions of the City including: accounts payable, accounts receivable, debt service, asset management, fund management, financial reporting, grant administration, utility accounting, work order processing, investing of City funds, banking services, and managing internal controls. The Finance division is responsible for the preparation of the annual financial statements and provides assistance in the development of the annual budget document. MISSION STATEMENT: To provide accurate, timely, and relevant financial information; to offer financial support services to all departments; to protect the assets of the City of Farmington; and to provide assurance to the citizens that City funds are managed prudently. BUDGET HIGHLIGHTS:  Added funds for temporary part-time labor to help scan financial documents. FY13 GOALS/OBJECTIVES:  Train new employees on procurement card program.  Train new employees on the updated cash handling policy.  Audit the City’s petty cash and cash drawers and perform Lodger’s Tax audits.  Implement new GASB Statements.  Continue training for staff to remain current with the increasing number of GASB statements. PERFORMANCE MEASURES: GOAL: Maintain a high standard in Financial Reporting. Objective: To achieve the GFOA Certificate of Achievement for Excellence in Financial Reporting. Status: The Certificate of Achievement for Excellence in Financial Reporting has been received for the past seventeen years. GOAL: To provide timely financial information to City staff. Objective: Close the accounting records by the 5th business day of the month. Status: Finance staff will continue to work towards this goal. PERFORMANCE MEASURES: FY07 FY08 FY09 FY10 FY11 Award for Excellence in Financial Reporting Received Received Received Received Received PERFORMANCE MEASURES: FY07 Avg. Days FY08 Avg. Days FY09 Avg. Days FY10 Avg. Days FY11 Avg. Days Close Accounting Ledgers 5.8 5.3 4.8 4.7 4.6 74 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Controller 1 1 86,707 $ 88,441 $ 2.0% Enterprise Accountant 1 1 60,370 62,482 3.5% Staff Accountant II 2 2 100,347 102,625 2.3% Staff Accountant I 1 1 41,549 43,894 5.6% Accounting Office Manager 1 1 53,891 54,969 2.0% Accounting Assistant 1 1 44,743 44,743 - Accounting Tech Ill 1 1 37,867 38,973 2.9% Accounting Tech II 3 3 99,252 101,980 2.7% TOTAL 11 11 524,726 $ 538,108 $ 2.6% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 619,513 $ 683,797 $ 10.4% 702,216 $ 2.7% 727,296 $ 3.6% Operating 98,396 331,873 237.3% 169,305 ( 49.0%) 174,379 3.0% Debt Service 1,645,393 3,698,145 124.8% 1,581,700 ( 57.2%) 1,632,294 3.2% SUBTOTAL 2,363,302 4,713,815 99.5% 2,453,221 ( 48.0%) 2,533,969 3.3% Transfers (702,462) (487,059) ( 30.7%) (461,068) ( 5.3%) (474,897) 3.0% TOTAL 1,660,840 $ 4,226,756 $ 154.5% 1,992,153 $ ( 52.9%) 2,059,072 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 15,447 $ 329,529 $ 2,033.2% 410,453 $ 24.6% 426,778 $ 4.0% 2) 2012 Series Bonds(402) - 199,082 - - (100.0%) - - 3) GRT Bond (501) 1,645,393 3,698,145 124.8% 1,581,700 ( 57.2%) 1,632,294 3.2% TOTAL 1,660,840 $ 4,226,756 $ 154.5% 1,992,153 $ ( 52.9%) 2,059,072 $ 3.4% 1) Detail information available on expenditure pages 25-26 of line item budget book. 2) Detail information available on expenditure page 133 of line item budget book. 3) Detail information available on expenditure page 149 of line item budget book. ADMINISTRATIVE SERVICES FINANCE 75 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 29 28 1,445,845 $ 1,375,338 $ ( 4.9%) FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 312,298 $ 439,869 $ 40.8% 146,057 $ ( 66.8%) 151,966 $ 4.0% Central Purchasing 163,782 189,067 15.4% 169,044 ( 10.6%) 178,081 5.3% Warehouse (178,369) (73,565) ( 58.8%) (27,765) ( 62.3%) (25,058) ( 9.7%) Finance 1,660,840 4,226,756 154.5% 1,992,153 ( 52.9%) 2,059,072 3.4% TOTAL 1,958,551 $ 4,782,127 $ 144.2% 2,279,489 $ ( 52.3%) 2,364,061 $ 3.7% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 1,802,488 $ 1,988,592 $ 10.3% 1,827,308 $ ( 8.1%) 1,895,177 $ 3.7% Operating 235,185 598,237 154.4% 311,385 ( 47.9%) 320,707 3.0% Debt Service 1,645,393 3,698,145 124.8% 1,581,700 ( 57.2%) 1,632,294 3.2% SUBTOTAL 3,683,065 6,284,974 70.6% 3,720,393 ( 40.8%) 3,848,178 3.4% Transfers (1,724,514) (1,502,847) ( 12.9%) (1,440,904) ( 4.1%) (1,484,117) 3.0% TOTAL 1,958,551 $ 4,782,127 $ 144.2% 2,279,489 $ ( 52.3%) 2,364,061 $ 3.7% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 313,159 $ 884,900 $ 182.6% 697,789 $ ( 21.1%) 731,767 $ 4.9% 2012 Series Bonds(402) - 199,082 - - (100.0%) - - GRT Bond Retire (501) 1,645,393 3,698,145 124.8% 1,581,700 ( 57.2%) 1,632,294 3.2% TOTAL 1,958,551 $ 4,782,127 $ 144.2% 2,279,489 $ ( 52.3%) 2,364,061 $ 3.7% ADMINISTRATIVE SERVICES DEPARTMENTAL SUMMARY 76 ---PAGE BREAK--- Capital Operating Wages/Benefits Debt Service $0 $1 $2 $3 $4 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Administrative Services Expenditures FY03 Through FY12 77 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 Farmington Lumber & Hardware Co. 1955 ---PAGE BREAK--- Administration 10.4% Community Services 18.8% Building Support 5.2% Building & Maintenance 9.0% Vehicle Maintenance 10.8% Transit System 14.3% Airport 31.5% GENERAL SERVICES PERCENTAGE BY DIVISION GENERAL SERVICES 3.0% Parks & Recreation 7.5% Police 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Human Resources 3.5% Information Technology 0.7% Electric 43.3% Administration 7.0% Administrative Services 0.9% GENERAL SERVICES PERCENTAGE OF FY13 BUDGET 78 ---PAGE BREAK--- GENERAL SERVICES: ADMINISTRATION PROGRAM DESCRIPTION: The General Services Department provides support services to the City Manager’s office, City departments, and the citizens. The Department is comprised of seven divisions: Administration, Airport, Building & Maintenance, Building Support, Vehicle Maintenance, Community Services, and Transit. The Administration Division consists of two employees: Director and Office Manager. FY13 GOALS/OBJECTIVES:  Continue to facilitate and enable other City departments to conduct their operations in a smooth and unencumbered manner relating to facility and vehicle matters.  Ensure Community Service Agencies are performing contracted functions in accordance with contract performance requirements.  Ensure that proper and effective controls are in place.  Provide leadership and support to each division in developing goals, objectives, and strategies to meet these goals/objectives.  Operate a safe work environment. PERFORMANCE MEASURES:  City operates facilities and vehicles within budgeted funding.  Facilities meet or exceed operational requirements.  Red Apple Transit operates within budget and increases use by customers.  Community Service Agencies under contract perform as required.  Accurately track spending and authority levels of employees.  Divisions and functions of the General Services Department develop meaningful goals and objectives.  No accidents occur resulting from a lack of equipment or training. 79 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change General Services Director 1 - 110,220 $ - $ (100.0%) Office Manager 1 1 36,436 41,674 14.4% TOTAL 2 1 146,656 $ 41,674 $ ( 71.6%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 170,850 $ 50,650 $ ( 70.4%) 57,506 $ 13.5% 59,790 $ 4.0% Operating 207,479 499,448 140.7% 521,150 4.3% 536,781 3.0% Capital - 82,117 - 201,150 145.0% 207,184 3.0% SUBTOTAL 378,329 632,215 67.1% 779,806 23.3% 803,755 3.1% Transfers (5,700) (2,616) ( 54.1%) (2,580) ( 1.4%) (2,656) 2.9% TOTAL 372,629 $ 629,599 $ 69.0% 777,226 $ 23.4% 801,099 $ 3.1% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 372,629 $ 547,482 $ 46.9% 576,076 $ 5.2% 593,915 $ 3.1% 2) Gen. Gov't. Cap.Proj.(408) - 82,117 - 201,150 145.0% 207,184 3.0% TOTAL 372,629 $ 629,599 $ 69.0% 777,226 $ 23.4% 801,099 $ 3.1% 1) Detail information available on expenditure pages 27-28 of line item budget book. 2) Detail information available on expenditure page 142 of line item budget book. GENERAL SERVICES ADMINISTRATION 80 ---PAGE BREAK--- GENERAL SERVICES: BUILDING & MAINTENANCE PROGRAM DESCRIPTION: Buildings Maintained: 230 ADMIN POLICE FIRE ELECTRIC PUBLIC WORKS GEN SERV PRCA City Hall (complex) Main Bldg. Station #1 Animas Plant WW Plant 1 Main MOC Building Main Building Annex Photo Lab Station #2 Navajo Plant WW Plant 2 Warehouse 5 Maint. Buildings Branch Library Safety City Station #3 Bluffview Plant 14 Pump Stns. Vehicle Maint. 3 Pools New Library Region II Station #4 12 10 Water Tanks 2 Car Washes 7 Ball parks Old Animas CU 3 SubStations Station #5 24 Substations WW Trmt Plant Weight Room Soccer Fields Command Cntr Station #6 4 Storage 11 Lift Stations Hazard Matl. Bldg. 2 Golf Courses Storage Garage Recycle Center 2 Storages Boys & Girls Club WW Treatment Lab Muni Court Bldg Civic Center 11 Buildings Ojo Court 2 Senior Centers 3 Micro W. Daily Bread Rec. Center Lakeview Substation Echo 3 Animal Shelter Family Crisis Cntr 7 @ Lions Park Women’s Shelter 6 Shelters Child Haven 6 Storages Indian Center & 2 shelters 5 C. S. The Roof Sports Complex General Services Bldg. E3 & 2 Airport Main Terminal Gateway Museum Airport Maint. Bldg. Harvest Barn C A P Bldg. Nature Center Airport Tower 9 Various 17 Hangers 1 Shade Hangar 11 8 6 44 55 52 54 FY13 GOALS/OBJECTIVES:  Conduct facilities maintenance, building, and repairs in an efficient manner.  Maintain all plumbing, heating, air-conditioning and electrical services in operational condition.  Maintain all alarm systems in an operational condition.  Respond to facility emergencies  Maintain a safe working environment for all employees. PERFORMANCE MEASURES:  All maintenance, building, and repair functions conducted within time and budgeted constraints.  Less than 2% down time for facility support systems throughout the year.  Maintain all entry control security and alarm systems at a 99% operational rate throughout the year.  All responses to repairs and emergencies are met in a timely manner.  No accidents occur as a result of a lack of equipment or training. 81 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Building Construction/Maintenance Supervisor 1 1 60,917 $ 63,962 $ 5.0% Lead Carpenter - Structural 1 1 54,645 54,496 ( 0.3%) Lead Carpenter - Finish 1 1 54,645 54,496 ( 0.3%) Lead Electrician/HVAC 1 1 54,000 54,496 0.9% Plumber-Lead - 1 - 54,496 - Plumber 1 1 53,004 35,790 ( 32.5%) Carpenter 4 4 152,978 155,016 1.3% Welder/Fabricator 1 1 44,448 44,448 - Carpenter/Concrete Worker 1 1 39,296 39,296 - Maintenance Technician 2 2 83,823 88,084 5.1% TOTAL 13 14 597,756 $ 644,579 $ 7.8% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 659,876 $ 751,167 $ 13.8% 791,277 $ 5.3% 819,907 $ 3.6% Operating 92,757 70,275 ( 24.2%) 85,458 21.6% 88,019 3.0% Capital 55,565 (20,730) (137.3%) - (100.0%) - - SUBTOTAL 808,198 800,712 ( 0.9%) 876,735 9.5% 907,926 3.6% Transfers (134,880) (194,736) 44.4% (202,332) 3.9% (208,401) 3.0% TOTAL 673,318 $ 605,976 $ ( 10.0%) 674,403 $ 11.3% 699,525 $ 3.7% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 673,318 $ 605,976 $ ( 10.0%) 674,403 $ 11.3% 699,525 $ 3.7% TOTAL 673,318 $ 605,976 $ ( 10.0%) 674,403 $ 11.3% 699,525 $ 3.7% 1) Detail information available on expenditure pages 29-30 of line item budget book. GENERAL SERVICES BUILDING & MAINTENANCE 82 ---PAGE BREAK--- GENERAL SERVICES: COMMUNITY SERVICES PROGRAM DESCRIPTION: The Community Services Division of the General Services Department provides oversight to the following Community Service agencies that contract with the City to provide key and essential social services to citizens of the City of Farmington and San Juan County: Community Service Agencies Family Crisis Center PATH Childhaven Northwest NM Seniors Four Winds Addiction Recovery Presbyterian Medical Services Rehabilitation Salvation Army Totah Behavioral Health Agency (PMS) San Juan Safe Communities FY13 GOALS/OBJECTIVES:  Ensure that all Community Service agencies are fulfilling contract requirements.  Ensure that the City is meeting the contract requirements, as stated, with the Community Service agencies.  Continue monitoring methods and data tracking of performance by the Community Service agencies.  Act as liaison between the Community Service agencies and the City to ensure clear lines of communication.  Ensure contract renewals are accomplished in a timely fashion.  Ensure contract payments are made in a timely fashion to the Community Service agencies.  Provide a single point-of-contact for the Community Service agencies with the City.  Establish parameters and administer facility rehabilitation project funded by the State of New Mexico. PERFORMANCE MEASURES:  Assure the provision of adequate social and community services in accordance with contracts. 83 ---PAGE BREAK--- STAFFING POSITION TITLES No Regular Employees FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Operating 921,370 $ 1,361,571 $ 47.8% 1,407,500 $ 3.4% 1,449,725 $ 3.0% Capital 780,706 - (100.0%) - - - - TOTAL 1,702,076 $ 1,361,571 $ ( 20.0%) 1,407,500 $ 3.4% 1,449,725 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 921,685 $ 1,361,571 $ 47.7% 1,407,500 $ 3.4% 1,449,725 $ 3.0% 2) Gen. Gov't. Cap.Proj.(408) 780,391 - (100.0%) - - - - TOTAL 1,702,076 $ 1,361,571 $ ( 20.0%) 1,407,500 $ 3.4% 1,449,725 $ 3.0% 1) Detail information available on expenditure page 31 of line item budget book. 2) Detail information available on expenditure page 143 of line item budget book. GENERAL SERVICES COMMUNITY SERVICES 84 ---PAGE BREAK--- GENERAL SERVICES: BUILDING SUPPORT/MAIL ROOM PROGRAM DESCRIPTION: The Building Support Division provides custodial and mail support to the City of Farmington. The custodial staff cleans City facilities primarily in the evenings following the workday. The Mail Room conducts postage application to outgoing City mail, delivers incoming official mail and also handles in and outgoing FedEx, UPS, and DHL packages. FY13 GOALS/OBJECTIVES:  Provide clean, sanitary, and pleasant facilities for employees and the public.  Coordination and pick up of recycled paper products throughout City buildings.  Maintain on-time delivery, pick-up, and forwarding of City mail to and from City customers.  Maintain a safe work environment for all employees. Buildings Cleaned: LOCATION SQ. FEET City Hall 24,464 Annex 27,720 Municipal Operations Center 44,632 Municipal Court Building 28,000 Police Department 30,400 Police Photo Lab 1,500 Old Animas Credit Union 9,750 Region II Task Force 3,332 Safety City 5,712 McCormick Police Sub-station 1,845 Orchard St. Police Sub-station 380 Bluffview Power Plant 2,000 Power Plant Office 4,510 Total Square Feet Cleaned 184,245 PERFORMANCE MEASURES:  All facilities are clean and tidy at the start of each workday.  Recycled goods are picked-up and handled on a regular, published schedule.  Handle all mail in a timely fashion.  No accidents occur resulting from the lack of training or equipment. 85 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Custodial Supervisor 1 1 49,677 $ 49,677 $ - Lead Custodian 1 1 23,601 24,954 5.7% Custodian 8 8 176,588 179,492 1.6% Mail Clerk 1 1 29,210 29,210 - TOTAL 11 11 279,076 $ 283,333 $ 1.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 330,294 $ 325,187 $ ( 1.5%) 383,793 $ 18.0% 396,822 $ 3.4% Operating 156,006 132,352 ( 15.2%) 171,975 29.9% 177,133 3.0% SUBTOTAL 486,300 457,539 ( 5.9%) 555,768 21.5% 573,955 3.3% Transfers (186,868) (148,569) ( 20.5%) (164,760) 10.9% (169,700) 3.0% TOTAL 299,432 $ 308,970 $ 3.2% 391,008 $ 26.6% 404,255 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 299,432 $ 308,970 $ 3.2% 391,008 $ 26.6% 404,255 $ 3.4% TOTAL 299,432 $ 308,970 $ 3.2% 391,008 $ 26.6% 404,255 $ 3.4% 1) Detail information available on expenditure pages 33-34 of line item budget book. GENERAL SERVICES BUILDING SUPPORT/MAIL ROOM 86 ---PAGE BREAK--- GENERAL SERVICES: VEHICLE MAINTENANCE PROGRAM DESCRIPTION: Vehicle Maintenance consists of two sections: Customer Service & Scheduling and Fleet Operations. With 100% of the technicians ASE Certified, Vehicle Maintenance operates a complete service facility for the City of Farmington and other entities. The Division executes repairs, routine maintenance and conversions on over 750 city vehicles and pieces of equipment. The functional areas consist of mechanics (to include one Emergency Vehicle Technician), parts and supplies warehouse, technical writer, fleet analyst, and welding shop. FY13 GOALS/OBJECTIVES:  Maintain records of all maintenance, repairs and usage of vehicles and equipment for justification of repairs and replacements.  Accurately write the specifications for replacement vehicles.  Ensure expeditious repair of all emergency service vehicles.  Review vehicle bids and make recommendations as to which vendor best meets specifications at the lowest total price.  Maintain a safe work environment.  Improve communications with customers regarding vehicle or equipment repair status. PERFORMANCE MEASURES:  All vehicle records are 100% accurate.  Assure correctness of vehicle specifications to avoid errors in ordering replacement vehicles.  All vendors chosen are of best value to the City.  No accidents occur resulting from a lack of safety equipment or training.  No valid customer complaints regarding lack of status updates or inaccuracies. 87 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change VM Superintendent 1 1 54,992 $ 57,703 $ 4.9% Welder/Fabricator 1 1 44,448 44,448 - Lead Mechanic 3 2 140,680 123,851 ( 12.0%) Mechanic 5 6 243,693 245,598 0.8% Vehicle Analyst 1 1 41,451 41,674 0.5% Service Writer 1 1 35,560 37,504 5.5% Automotive Warehouse Lead Clerk 1 1 44,448 44,448 - Automotive Warehouse Clerk 1 1 35,481 37,427 5.5% TOTAL 14 14 640,753 $ 632,653 $ ( 1.3%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 881,691 $ 864,505 $ ( 1.9%) 861,274 $ ( 0.4%) 892,214 $ 3.6% Operating 56,270 143,795 155.5% 107,438 ( 25.3%) 110,649 3.0% Capital - 64,949 - - (100.0%) - - SUBTOTAL 937,961 1,073,249 14.4% 968,712 ( 9.7%) 1,002,863 3.5% Transfers (204,444) (199,248) ( 2.5%) (158,808) ( 20.3%) (163,570) 3.0% TOTAL 733,517 $ 874,001 $ 19.2% 809,904 $ ( 7.3%) 839,293 $ 3.6% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 733,517 $ 874,001 $ 19.2% 809,904 $ ( 7.3%) 839,293 $ 3.6% TOTAL 733,517 $ 874,001 $ 19.2% 809,904 $ ( 7.3%) 839,293 $ 3.6% 1) Detail information available on expenditure pages 35-36 of line item budget book. GENERAL SERVICES VEHICLE MAINTENANCE 88 ---PAGE BREAK--- GENERAL SERVICES: PRINT SHOP PROGRAM DESCRIPTION: After a thorough review of the costs and benefits associated with the operations of the Print Shop it was decided to cease operations and use outside printing contractors to provide City printing services. Prior years information is presented for historical comparison purposes and the two year lag in cost allocation charges means those costs will continue to appear for FY12 and FY13. 89 ---PAGE BREAK--- STAFFING POSITION TITLES No Regular Employees FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 29,940 $ - $ (100.0%) - $ - - $ - Operating 42,145 19,898 ( 52.8%) - (100.0%) - - SUBTOTAL 72,085 19,898 ( 72.4%) - (100.0%) - - Transfers (25,740) (14,628) ( 43.2%) (12,096) ( 17.3%) (12,455) 3.0% TOTAL 46,345 $ 5,270 $ ( 88.6%) (12,096) $ (329.5%) (12,455) $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 46,345 $ 5,270 $ ( 88.6%) (12,096) $ (329.5%) (12,455) $ 3.0% TOTAL 46,345 $ 5,270 $ ( 88.6%) (12,096) $ (329.5%) (12,455) $ 3.0% 1) Detail information available on expenditure page 37 of line item budget book. Note: The Print Shop was closed beginning with fiscal year 2012. GENERAL SERVICES PRINT SHOP 90 ---PAGE BREAK--- GENERAL SERVICES: AIRPORT PROGRAM DESCRIPTION: The Airport Division operates the City-owned Four Corners Regional Airport serving a regional population well over 100,000 and is the 3rd busiest airport in New Mexico. Great Lakes Airlines provides direct air service to: Denver; Phoenix; Ontario, CA; Las Vegas, NV; Kingman, AZ; and Prescott, AZ. Private enterprise provides all business activity, including air traffic control. Division and General Service’s staff negotiate and monitor contracts and lease agreements with tenants and the Federal Aviation Administration (FAA). In conjunction, the airport manager is responsible for the overall safe and efficient operation of the airport including the direction of maintenance personnel who perform daily airfield inspections, correct Airport Operations Area (AOA) deficiencies, respond to emergencies, and maintain terminal/hangar integrity and housekeeping staff who assure the cleanliness of the terminal and annex for the traveling public. FY13 GOALS/OBJECTIVES:  Maintain a safe and attractive facility for the traveling public that is self-supporting.  Encourage improved air service to the community through cheaper fares and reliable service.  Improve the air terminal customer services and facility.  Foster good airport-tenant relations and provide the infrastructure necessary to support aviation and non-aviation enterprises.  Seek additional commercial air services for the traveling public.  Promote the establishment of commercial, self-fueling operations by a valid FBO operator.  Seek additional airport businesses that will increase airport revenues. PERFORMANCE MEASURES:  Increase in airport enplanements over FY11 levels.  Increase airport revenues.  Secure new airport routes and promote sustainability. 91 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Airport Manager 1 1 69,365 $ 70,753 $ 2.0% Airport Maintenance Worker 2 2 80,005 83,056 3.8% Administrative Aide 1 1 34,404 35,166 2.2% Custodian 2 2 33,037 34,294 3.8% TOTAL 6 6 216,811 $ 223,269 $ 3.0% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 303,923 $ 336,804 $ 10.8% 324,964 $ ( 3.5%) 338,041 $ 4.0% Operating 216,928 332,636 53.3% 368,900 10.9% 379,965 3.0% Capital 1,226,534 1,258,569 2.6% 1,666,775 32.4% 1,716,778 3.0% TOTAL 1,747,385 $ 1,928,009 $ 10.3% 2,360,639 $ 22.4% 2,434,784 $ 3.1% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 520,851 $ 604,573 $ 16.1% 693,864 $ 14.8% 718,006 $ 3.5% 2) Airport Grants (409) 1,226,534 1,323,436 7.9% 1,666,775 25.9% 1,716,778 3.0% TOTAL 1,747,385 $ 1,928,009 $ 10.3% 2,360,639 $ 22.4% 2,434,784 $ 3.1% 1) Detail information available on expenditure pages 38-39 of line item budget book. 2) Detail information available on expenditure page 148 of line item budget book. GENERAL SERVICES AIRPORT 92 ---PAGE BREAK--- GENERAL SERVICES: TRANSIT SYSTEM PERFORMANCE MEASURES: The City of Farmington operates six fixed- route bus routes and a demand response system (Dial-a-Ride). The City is currently a sub-grantee for Section 5307 and grantee for 5309 federal grant funding from the Federal Transit Agency (FTA). Day to day system operations are provided via an operations contract (currently First Transit, Inc.). Both the fixed-route and demand response components operate Monday through Saturday, between 7:00 a.m. and 6:00 p.m. The route-mile total for the Red Apple Transit is approximately 87 miles. Transit service extends as far west as Kirtland, NM; as far east as Aztec, NM and Bloomfield, NM; as far north as San Juan College; and as far south as Murray Drive. FY13 GOALS/OBJECTIVES:  Increase ridership by five percent over previous year.  Operate a customer-friendly system that is convenient, safe, and enjoyable to use. PERFORMANCE MEASURES:  5% increase of ridership over FY11 figures.  No more than one formal complaint per year made by the public.  No accidents caused by Red Apple drivers. 93 ---PAGE BREAK--- STAFFING POSITION TITLES No Regular Employees FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Operating 1,011,895 $ 1,042,921 $ 3.1% 1,072,500 $ 2.8% 1,104,673 $ 3.0% Capital 1,585 82,180 5,084.9% - (100.0%) - - TOTAL 1,013,480 $ 1,125,101 $ 11.0% 1,072,500 $ ( 4.7%) 1,104,673 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 1,013,480 $ 1,125,101 $ 11.0% 1,072,500 $ ( 4.7%) 1,104,673 $ 3.0% TOTAL 1,013,480 $ 1,125,101 $ 11.0% 1,072,500 $ ( 4.7%) 1,104,673 $ 3.0% 1) Detail information available on expenditure page 40 of line item budget book. GENERAL SERVICES TRANSIT SYSTEM 94 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 46 46 1,881,052 $ 1,825,508 $ ( 3.0%) FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 372,629 $ 629,599 $ 69.0% 777,226 $ 23.4% 801,099 $ 3.1% Building & Maintenance 673,318 605,976 ( 10.0%) 674,403 11.3% 699,525 - Building Support/Mail Room 299,432 308,970 3.2% 391,008 26.6% 404,255 3.4% Community Services 1,702,076 1,361,571 ( 20.0%) 1,407,500 3.4% 1,449,725 - Vehicle Maintenance 733,517 874,001 19.2% 809,904 ( 7.3%) 839,293 3.6% Print Shop 46,345 5,270 ( 88.6%) (12,096) (329.5%) (12,455) 3.0% Airport 1,747,385 1,928,009 10.3% 2,360,639 22.4% 2,434,784 3.1% Transit System 1,013,480 1,125,101 11.0% 1,072,500 ( 4.7%) 1,104,673 3.0% TOTAL 6,588,182 $ 6,838,497 $ 3.8% 7,481,084 $ 9.4% 7,720,899 $ 3.2% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 2,376,574 $ 2,328,313 $ ( 2.0%) 2,418,814 $ 3.9% 2,506,774 $ 3.6% Operating 2,704,850 3,602,896 33.2% 3,734,921 3.7% 3,846,945 3.0% Capital 2,064,390 1,467,085 ( 28.9%) 1,867,925 27.3% 1,923,962 3.0% SUBTOTAL 7,145,814 7,398,294 3.5% 8,021,660 8.4% 8,277,681 3.2% Transfers (557,632) (559,797) 0.4% (540,576) ( 3.4%) (556,782) 3.0% TOTAL 6,588,182 $ 6,838,497 $ 3.8% 7,481,084 $ 9.4% 7,720,899 $ 3.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 4,581,257 $ 5,432,944 $ 18.6% 5,613,159 $ 3.3% 5,796,937 $ 3.3% Gen. Gov't. Cap.Proj.(408) 780,391 82,117 ( 89.5%) 201,150 145.0% 207,184 3.0% Airport Grants (409) 1,226,534 1,323,436 7.9% 1,666,775 25.9% 1,716,778 3.0% TOTAL 6,588,182 $ 6,838,497 $ 3.8% 7,481,084 $ 9.4% 7,720,899 $ 3.2% GENERAL SERVICES DEPARTMENTAL SUMMARY Note: In FY13, the Farmington Indian Center budget was moved from the General Services Department to the PRCA Department. In order to better reflect annual comparative data, the Farmington Indian Center is reported in the PRCA Department. 95 ---PAGE BREAK--- Capital Wages/Benefits Operating $0 $1 $2 $3 $4 $5 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th General Services Expenditures FY03 Through FY12 96 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 Freight Train and Boxcars 1968 ---PAGE BREAK--- Parks & Recreation Administration 3.4% Production Company 1.0% Parks Operations 31.3% Animal Shelter 7.9% Sycamore Park Community Center 1.8% Farmington Indian Center 1.8% Aquatics & Recreation 7.8% Senior Citizens Center 4.0% Civic Center 15.1% Golf 7.5% Museum 18.4% PARKS, RECREATION & CULTURAL AFFAIRS PERCENTAGE BY DIVISION PARKS & RECREATION 7.5% Police 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Human Resources 3.5% Information Technology 0.7% Electric 43.3% Administration 7.0% Administrative Services 0.9% General Services 3.0% PARKS, RECREATION & CULTURAL AFFAIRS PERCENTAGE OF FY13 BUDGET 97 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: ADMINISTRATION DEPARTMENT MISSION: The City of Farmington Parks, Recreation, and Cultural Affairs Department is dedicated to providing the opportunity for people to play, to laugh, to grow, to learn, and to engage in enriching their quality of life. Our department recognizes the in:  Consistency and Fairness  Service and Integrity  Loyalty and Respect PROGRAM DESCRIPTION: Administration is responsible for the overall management of the Department, including the oversight of personnel, purchasing, budgetary matters, and capital improvement projects. The department consists of ten divisions. The functional areas of responsibility are:  A contact for public information regarding recreational facilities and activities.  Marketing and Public Relations for the department.  Planning of all parks and facilities.  Oversee the construction of all parks and recreational facilities.  Support of various special events throughout the community such as the Connie Mack World Series, Riverfest, Freedom Days, Totah Festival, Road Apple Rally Mountain Bike Race, and Four Corners Storytelling Festival; and support the departmental facilities with their various events. FY13 GOALS/OBJECTIVES:  Provide the necessary technological equipment and training.  Consider alternative methods of financing special events and improvements to the parks and to recreational facilities.  Support and encourage the growth of various special events that the department already supports, and assist in development and implementation of new events.  Ensure positive customer service by providing training for all employees.  Continue marketing plan catered to increasing public awareness of programs and facilities provided for the public’s enjoyment. PERFORMANCE MEASURES:  Acquisition of grant money, and other sources such as donations.  Increased attendance and satisfaction at established events, and creation of new events.  Response to complaints by appropriate personnel within 24 hours when possible. 98 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Parks & Recreation Director 1 1 110,221 $ 110,219 $ - Parks Superintendent 2 2 137,527 140,893 2.4% Clean & Beautiful Specialist 1 1 30,331 31,575 4.1% Public Relations & Marketing Specialist 2 1 95,624 48,367 ( 49.4%) Office Manager 1 1 39,553 39,196 ( 0.9%) Administrative Aide 1 1 29,759 31,395 5.5% TOTAL 8 7 443,015 $ 401,645 $ ( 9.3%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 494,317 $ 574,093 $ 16.1% 512,354 $ ( 10.8%) 530,187 $ 3.5% Operating 91,574 125,391 36.9% 143,221 14.2% 147,514 3.0% SUBTOTAL 585,891 699,484 19.4% 655,575 ( 6.3%) 677,701 3.4% Transfers (20,000) (20,000) - (30,000) 50.0% (30,900) 3.0% GRT Transfers (2,220,249) (2,447,833) 10.3% (2,655,680) 8.5% (2,735,350) 3.0% GRT Transfers 2,220,249 2,447,833 10.3% 2,655,680 8.5% 2,735,350 3.0% TOTAL 565,891 $ 679,484 $ 20.1% 625,575 $ ( 7.9%) 646,801 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 565,891 $ 679,484 $ 20.1% 625,575 $ ( 7.9%) 646,801 $ 3.4% TOTAL 565,891 $ 679,484 $ 20.1% 625,575 $ ( 7.9%) 646,801 $ 3.4% 1) Detail information available on expenditure pages 41-42 and 62 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS ADMINISTRATION 99 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: PARKS OPERATIONS PROGRAM DESCRIPTION: The Parks Operations division of PRCA is responsible for the design, construction, and operation of over 1,800 acres of City owned property and parkland within the City. Parks Operations provides maintenance and services to City parks, dog parks, medians, river trails, public facilities, sport/athletic fields, and special events. The Parks Division provides the public the opportunity to partake in a variety of safe enjoyable leisure opportunities within the City of Farmington. Service Delivery:  Maintenance of 1,819 acres of parkland.  Maintenance of 58 dedicated parks and park properties.  Maintenance of the grounds, around 38 city and public buildings.  Maintenance of 128 street medians.  Maintenance of 8 softball, 15 baseball, 10 soccer, and 1 football field and 25 tennis courts.  Maintenance of 2 dedicated dog parks.  Maintenance of 9 concession stands and 24 public restrooms.  Maintenance of River Corridor, Lions Wilderness Park Amphitheater and Frisbee Golf Course, Westland Dog Park, Saddleback Dog Park.  Maintenance of Ricketts Park-“Home of the Connie Mack World Series.”  Maintenance of the Farmington Sports Complex.  Construction of new parks, medians, shelters, and playgrounds.  Tree trimming for the PRCA Department, Electric Utility System, and other City Departments.  Design all parkland and other City department grounds as requested.  Maintenance of grounds and sports fields at San Juan College and 3 public schools.  Provide crews and materials for 15 major special events throughout the year.  Maintenance, setup, and tear down of Main Street, Broadway, Orchard Plaza, City Hall, River Reach Terrace, and Civic Center Christmas decorations.  Structural pest control for all City owned and operated buildings.  Vector Control within the City limits.  Graffiti removal within the City limits. FY13 GOALS/OBJECTIVES:  Maintain a high standard and quality of sports fields.  Continue to improve the quality of existing parks.  Replace old outdated playgrounds with new ADA approved playground structures, where funding is available.  Add park shelters and restrooms where possible in parks without facilities, where funding is available.  Continue to and improve the quality of the riverine trail system-trails, observation areas, plazas and park areas.  Continue to update parks, buildings, and equipment in accordance with City safety standards.  Continue an efficient graffiti removal and vector control program.  Increase safety training for Parks Operations employees. PERFORMANCE MEASURES:  Analyzed feedback to achieve less than 1% negative comments from client contacts on operation and level of services.  Handled minor public complaints within 3 hours of receiving, and major complaints within 8 hours of receiving or by the next day’s operation.  Scheduled to prune all Park trees where needed.  Improved procedures to conform to safety standards.  Removed snow from City sidewalks and buildings within 4 hours of the end of the storm.  Vector control schedule for all City-owned buildings.  Removed all public and private graffiti in accordance with the existing City graffiti ordinance. 100 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Parks Superintendent 1 1 82,712 $ 82,710 $ - Assistant Parks Superintendent 2 2 125,036 126,211 0.9% Landscape Architect 1 1 74,732 76,227 2.0% Parks Foreman Maintenance 10 10 541,879 542,150 0.1% Parks Maintenance Worker IV 4 4 198,707 198,708 0.0% Parks Mainetnance Worker II 4 4 177,632 177,792 0.1% Parks Maintenance Worker I 10 10 325,947 334,398 2.6% Warehouse Manager 1 1 43,750 44,395 1.5% TOTAL 33 33 1,570,395 $ 1,582,591 $ 0.8% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 3,341,644 $ 3,355,434 $ 0.4% 3,418,203 $ 1.9% 3,537,080 $ 3.5% Operating 1,544,497 2,051,136 32.8% 2,084,775 1.6% 2,147,317 3.0% Capital 296,999 600,147 102.1% 825,000 37.5% 849,750 3.0% SUBTOTAL 5,183,140 6,006,717 15.9% 6,327,978 5.3% 6,534,147 3.3% Transfers (498,992) (396,277) ( 20.6%) (486,276) 22.7% (500,865) 3.0% TOTAL 4,684,148 $ 5,610,440 $ 19.8% 5,841,702 $ 4.1% 6,033,282 $ 3.3% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 2,272,440 $ 2,697,448 $ 18.7% 2,723,683 $ 1.0% 2,821,654 $ 3.6% 2) GRT Parks (202) 2,110,793 2,717,848 28.8% 2,739,801 0.8% 2,822,063 3.0% 3) Park Dev Fees (211) - 5,131 - 48,000 835.5% 49,440 3.0% 4) P/R Gift Fund (214) 300,915 190,013 ( 36.9%) 330,218 73.8% 340,125 3.0% TOTAL 4,684,148 $ 5,610,440 $ 19.8% 5,841,702 $ 4.1% 6,033,282 $ 3.3% 1) Detail information available on expenditure pages 43-44 of line item budget book. 2) Detail information available on expenditure page 103 of line item budget book. 3) Detail information available on expenditure page 104 of line item budget book. 4) Detail information available on expenditure page 106 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS OPERATIONS 101 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: RECREATION CENTER MISSION: The Farmington Recreation Center is committed to developing and offering diverse quality recreational opportunities in a safe and pleasant environment that nurture and enrich the lives of citizens of all ages in the community. The Recreation Center further acts as an information hub for other recreation and leisure based programs in the community. The Recreation Center maintains a high public service standard and the Center staff consistently strive to provide excellent customer service. PROGRAM DESCRIPTION: The Recreation Center facility offers the community a full-size gymnasium, 5 racquetball courts, and 2 small class/meeting rooms. These areas allow the Center to provide a variety of indoor recreation opportunities including racquetball, Wally ball, basketball, volleyball, dodge ball, exercise programs, and craft classes. The Center also facilities numerous special programs, events, and tournaments throughout the year. The Recreation Center staff, which consists of 3 full-time and 3 part-time employees, provides the knowledge to plan, organize, and direct recreation programming for both active and passive activities and special events. Staff members work cooperatively with and coordinate schedules for community youth and adult athletic associations, Farmington School District, Navajo Prep School, church schools, and San Juan College for the use of athletic fields, courts, and gyms. The Recreation Center and staff serve as the ticket sales headquarters for the Connie Mack World Series PARTICIPATION NUMBERS: Racquetball / Wallyball Courts  Reservations: 7,226  High School classes: 2,086  Summer Recreation classes: 528 Gym Admissions  Open gym: 4,628  Senior activities: 380  Jazzercise classes: 5,034  Zumba classes: 2,633  Summer Recreation classes: 1,160  League activities: 6,214  Special events: 1,626 Total Admissions 31,515 FY13 GOALS/OBJECTIVES:  Continue the renovation of the current Recreation Center building to better serve the public.  Establish the Recreation Center as a rental facility in order to expand services provided to the community and increase facility revenue.  Establish and integrate the use of RecTrac pass cards in the Recreation Center’s check in and administration system.  Expand the Recreation Center staff.  Increase visits and participation in programs at the Recreation Center.  Further develop the use of volunteers. PERFORMANCE MEASURES:  Complete renovation of small meeting room, lobby, and office areas.  Create and initiate rental policies, procedures, and prices for the Recreation Center.  Have all pass holders using RecTrac cards by Fall, 2012.  Addition of one regular full-time programmer position.  Increase visit and participation numbers by 5% or more.  Have a list compiled of and utilize volunteers at the Recreation Center in various described roles. 102 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Recreation Manager 1 1 60,517 $ 61,727 $ 2.0% Recreation Supervisor 1 1 42,840 43,051 0.5% Administrative Aide 1 1 28,382 30,694 8.1% TOTAL 3 3 131,739 $ 135,472 $ 2.8% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 192,897 $ 195,047 $ 1.1% 209,150 $ 7.2% 216,605 $ 3.6% Operating 19,814 42,324 113.6% 51,950 22.7% 53,506 3.0% TOTAL 212,711 $ 237,371 $ 11.6% 261,100 $ 10.0% 270,111 $ 3.5% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 212,711 $ 237,371 $ 11.6% 261,100 $ 10.0% 270,111 $ 3.5% TOTAL 212,711 $ 237,371 $ 11.6% 261,100 $ 10.0% 270,111 $ 3.5% 1) Detail information available on expenditure page 45 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS RECREATION CENTER 103 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: SYCAMORE PARK COMMUNITY CENTER MISSION: The Sycamore Park Community Center is committed to providing recreational and educational programming to the entire family in a friendly and welcoming environment. PROGRAM DESCRIPTION: The Sycamore Park Community Center  provides a safe and pleasant environment for members of the surrounding neighborhood to participate in recreational activities.  facilitates quality educational and recreational classes, activities, and special events for the community.  offers to the public a rental facility for meetings, birthday parties, receptions, showers, etc.  works closely with other community agencies to provide needed classes and services to the patrons.  offers a computer lab to the public to use for homework, research, Internet, and e-mail. Annual Usage: 64,455 Programs and Services: Rentals/Reservations Paid Rentals: 195 Non-Paid Rentals 291 Partnered Programs 678 Total Rental/Reservations 1,164 Special Events Breakfast with Santa 363 Human Paint Brush 67 Back to School Bash 132 Cake Walk 81 Harvest Party 220 Boogie Man Ball 187 Thanksgiving Potluck 21 Family Bakeoff 7 teams Lucky Leprechaun 80 Mother-Son Dodge ball 15 Health Fair 127 Car Show 1,976 Sweet-Art Soiree 177 Daddy-Daughter Ball 166 Easter Egg Hunt 662 Mother-Daughter Tea Party 65 Father-Son Campout 23 Total Special Event Participants: 4,369 FY13 GOALS/OBJECTIVES  Continue to reach out to the surrounding neighborhood through the delivery of various programs and activities.  Enhance the marketing of programs to increase awareness and attendance.  Determine trends and public demands to best facilitate the community’s recreation wants and needs.  Provide training to newly hired staff to insure knowledge and efficiency in their positions. PERFORMANCE MEASURES  Facilitate existing programs and increase attendance by  Conduct a survey to determine satisfaction of services and recreational wants and needs of the neighborhood patrons to have an approval rating of 90%.  Provide staff professional development opportunities to insure growth and development in all employees by sending at least two employees to two trainings each. 104 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Community Center Manager - 1 - $ 52,049 $ - Recreation Supervisor 1 1 50,289 36,367 ( 27.7%) Program Coordinator 1 - 30,166 - (100.0%) Facilities Aide 1 1 27,318 24,179 ( 11.5%) Administrative Aide 1 1 28,838 30,174 4.6% TOTAL 4 4 136,611 $ 142,768 $ 4.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 210,908 $ 226,615 $ 7.4% 246,308 $ 8.7% 254,922 $ 3.5% Operating 45,600 72,343 58.6% 84,528 16.8% 87,062 3.0% TOTAL 256,508 $ 298,958 $ 16.5% 330,836 $ 10.7% 341,984 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 256,508 $ 298,943 $ 16.5% 330,836 $ 10.7% 341,984 $ 3.4% 2) P/R Gift Fund (214) - 15 - - (100.0%) - - TOTAL 256,508 $ 298,958 $ 16.5% 330,836 $ 10.7% 341,984 $ 3.4% 1) Detail information available on expenditure page 46 of line item budget book. 2) Detail information available on expenditure page 107 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS SYCAMORE PARK COMMUNITY CENTER 105 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURE AFFAIRS: FARMINGTON INDIAN CENTER (FIC) PROGRAM DESCRIPTION: The Farmington Indian Center (FIC) is a direct- reporting division to the Cultural Affairs Superintendent. Four full-time employees and two part-time employees staff the FIC. The FIC provides Native American food in its restaurant, provides shower and restroom facilities, community education, and cultural programs. It also serves as a focal point for Native Americans in the Farmington Area to rest, relax, and socialize. FY13 GOALS/OBJECTIVES: Provide adequate services to the Native Americans in the Farmington area through enhanced community programs and use of existing facilities. PERFORMANCE MEASURES: Receive positive feedback from the Native Americans living in the Farmington area. 106 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Indian Center Community Coordinator 1 1 41,659 $ 43,117 $ 3.5% Indian Center Aide 1 1 25,443 26,027 2.3% Indian Center Cook 1 1 23,653 25,801 9.1% Secretary II - Indian Center 1 1 28,093 29,208 4.0% TOTAL 4 4 118,848 $ 124,153 $ 4.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 127,600 $ 177,840 $ 39.4% 206,019 $ 15.8% 214,286 $ 4.0% Operating 157,292 150,614 ( 4.2%) 131,662 ( 12.6%) 135,603 3.0% TOTAL 284,892 $ 328,454 $ 15.3% 337,681 $ 2.8% 349,889 $ 3.6% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 269,090 $ 311,710 $ 15.8% 337,681 $ 8.3% 349,889 $ 3.6% 2) Lodgers Tax (230) 15,802 16,744 6.0% - (100.0%) - - TOTAL 284,892 $ 328,454 $ 15.3% 337,681 $ 2.8% 349,889 $ 3.6% 1) 2) Detail information available on expenditure page 116 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS FARMINGTON INDIAN CENTER Note: In FY13, the Farmington Indian Center budget was moved from the General Services Department to the PRCA Department. In order to better reflect annual comparative data, the Farmington Indian Center is reported in the PRCA Department. FY13 & Projected FY14 detail information available on expenditure page 47 of line item budget book. FY12 & FY13 actual detail information available on expenditure page 32 of line item budget book. 107 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: AQUATICS DIVISION PROGRAM DESCRIPTION: The City of Farmington Parks, Recreation and Cultural Affairs Department is dedicated to providing the opportunity for people to play, to laugh, to grow, to learn, and to engage in enriching their quality of life. Our department recognizes the in:  Consistency and Fairness  Service and Integrity  Loyalty and Respect MISSION: The City of Farmington pools are committed to:  Providing an abundance of multifaceted programs that reflect innovative programming and planning.  Providing safe and healthy opportunities for family-friendly aquatic recreation.  Providing opportunities for aquatic fitness. LIONS POOL: PROGRAM DESRIPTION:  Year-round, indoor facility located at 405 N. Wall  Provides a wide range of activities primarily for a senior clientele PARTICIPATION NUMBERS: General Admission: Lap Swimming 4,709 Aquacise 7,968 Therapy 5,246 Arthritis 1,725 Special Activities: Parties 347 Special Pool Use 264 Scuba 60 Special Olympics 310 Shower 157 TOTAL PARTICIPANTS: 22,333 BROOKSIDE POOL: PROGRAM DESCRIPTION  Outdoor facility located in Brookside Park.  Provides recreational and fitness activities seven days a week during the summer months. PARTICIPATION NUMBERS: General Admission: Public Swim: Adult 4,711 Student 7,444 Under 3 186 Summer Pass Use 321 Lap Swimming 312 Special Activities: Age Group (F-CAT) 620 City Picnic 20 Beach Party 52 Shower 5 TOTAL PARTICIPANTS: 13,671 Lessons 1,143 FY 13 GOALS/OBJECTIVES:  Successfully re-surface Lions Pool.  Implement preschool and learn-to-swim swimming lessons at Brookside Pool. PERFORMANCE INDICATORS:  Participation will increase by 2% because the resurfacing will be more accommodating and for spectators and swimmers.  Participation will increase by 2% 108 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Pool Supervisor 1 1 31,139 $ 29,567 $ ( 5.0%) TOTAL 1 1 31,139 $ 29,567 $ ( 5.0%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 142,739 $ 141,690 $ ( 0.7%) 131,597 $ ( 7.1%) 135,544 $ 3.0% Operating 64,676 76,374 18.1% 82,660 8.2% 85,139 3.0% TOTAL 207,415 $ 218,064 $ 5.1% 214,257 $ ( 1.7%) 220,683 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 207,415 $ 218,064 $ 5.1% 214,257 $ ( 1.7%) 220,683 $ 3.0% TOTAL 207,415 $ 218,064 $ 5.1% 214,257 $ ( 1.7%) 220,683 $ 3.0% 1) Detail information available on expenditure page 48 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS AQUATICS DIVISION 109 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: AQUATIC CENTER MISSION: The City of Farmington pools are committed to:  Providing an abundance of multifaceted programs that reflect innovative programming and planning  Providing safe and healthy opportunities for family-friendly aquatic recreation  Providing opportunities for aquatic fitness PROGRAM DESCRIPTION:  The Farmington Aquatic Center offers a variety of aquatic activities and services for all age groups in the Four Corners area.  Provides swimming and diving instruction, exercise classes, and American Red Cross certification classes for lifeguard training and water safety instructors.  Provides opportunities for High School Students of Farmington, as well as, San Juan College students to take accredited swimming classes.  Offers educational assistance to community groups on all facets of water safety.  Serves as the training facility for competitive programs such as Age Group (F-CAT), Masters, Diving, and High School. PARTICIPATION NUMBERS: General Admission: Public 23,628 Laps 9,901 Annual Passes 1,410 Swim Lessons 9,195 Individual Passes 1,138 Competitive Programs: Age Group (F-CAT) 8,520 Masters 3,329 Swim Meets 3,455 High School 2,695 Special Activities: Spring Fling 261 Parties 2,552 College Classes 982 HS Lifestyles 560 Incentive School Programs 2,233 Clinics 978 Parent/Child Play Time 410 Exercise Programs: Aquacise 788 Training Programs: Lifeguard/Water Safety 131 Purchase Order 453 TOTAL PARTICIPANTS: 72,549 FY 13 GOALS/OBJECTIVES:  Successfully submit a bid to host the Western Zones in 2014.  Reorganize operational schedule to bring in revenue. PERFORMANCE INDICATORS:  Participation numbers will increase by  Subsidy will decrease by 110 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Aquatics Manager 1 1 54,568 $ 56,553 $ 3.6% Assistant Aquatics Manager - 1 - 38,399 - Pool Shift Supervisor 1 - 33,369 - (100.0%) Administrative Coordinator-Pools 1 1 34,615 35,367 2.2% Mechanical Technician 1 1 39,296 39,296 - Aquatic Center Front Desk Clerk 2 2 45,704 56,945 24.6% TOTAL 6 6 207,552 $ 226,560 $ 9.2% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 535,746 $ 515,654 $ ( 3.8%) 496,605 $ ( 3.7%) 514,861 $ 3.7% Operating 255,255 319,461 25.2% 346,462 8.5% 356,854 3.0% TOTAL 791,001 $ 835,115 $ 5.6% 843,067 $ 1.0% 871,715 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 781,565 $ 822,091 $ 5.2% 837,067 $ 1.8% 865,535 $ 3.4% 2) P/R Gift Fund (214) 9,436 13,024 38.0% 6,000 ( 53.9%) 6,180 3.0% TOTAL 791,001 $ 835,115 $ 5.6% 843,067 $ 1.0% 871,715 $ 3.4% 1) Detail information available on expenditure pages 49 of line item budget book. 2) Detail information available on expenditure page 108 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS AQUATIC CENTER 111 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: RECREATION PROGRAMS PROGRAM DESCRIPTION: The Farmington Recreation Center is committed to developing and offering diverse quality recreational opportunities in a safe and pleasant environment that nurture and enrich the lives of citizens of all ages in the community. The Recreation Programs:  Plan and facilitate special events throughout the year that encompass sports, children, adults, and family oriented activities.  Provide quality staffing and leadership in all programs and activities offered through the Recreation Center.  Plan and facilitate quality recreational adult athletic leagues and tournaments throughout the year.  Supervise, schedule, and seasonally staff activities at the Farmington Sports Complex to include the softball/baseball complex, and the tennis complex, and tennis pro shop. PARTICIPATION NUMBERS: Athletics City Leagues: Men’s Slow Pitch (spring/fall) 9,792* Coed Slow Pitch 8,800* Men’s 3on3 Basketball 1,024* Adult Volleyball 6,630* Associations: provided by associations) Fat Women’s Softball 6,300* SJC Coed Softball League 6,800* Church Coed League Softball 4,900* Youth Baseball 22,880* Youth Softball 20,010* Youth Soccer – FUSA 6,300* Youth Soccer – Venom 3,680* Classes/Programs Summer Recreation 5,945* Jazzercise 5,034* Zumba 2,633* Craft Workshops 19 Kids’ Day Off 19 Saturday Night Fun 110 Special Events/Tournaments Adult Coed Wally ball Tournament 23 Spring Fling 280* Funny Bunny Fest 162 Adult Coed Dodge ball Tournament 55 10K, 5K Runs & 2 Mile Walk 239 Adult Coed Kickball Tournament 204 Munchkin Masquerade Carnival 438 Christmas Craft Fair (vendors) 55 Christmas Craft Fair (shoppers) 370 Candy Cane Christmas 200 Holiday Escape for Kids 7 Total Participants: 112,829 *duplicate numbers FY 13 GOALS/OBJECTIVES:  Continue to expand and develop a diverse selection of recreational activities for all ages.  Use newly renovated class/meeting rooms to offer more passive style programming.  Increase attendance and public awareness through additional marketing endeavors. PERFORMANCE MEASURES:  Offer two new programs.  Increase participation in programs and services by at least  Establish outdoor marketing and visibility with signs and/or banners at the Recreation Center. 112 ---PAGE BREAK--- STAFFING POSITION TITLES Seasonal Employees Only FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 59,862 $ 83,670 $ 39.8% 78,503 $ ( 6.2%) 80,858 $ 3.0% Operating 88,406 115,059 30.1% 52,450 ( 54.4%) 54,023 3.0% TOTAL 148,268 $ 198,729 $ 34.0% 130,953 $ ( 34.1%) 134,881 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 72,340 $ 96,532 $ 33.4% 90,553 $ ( 6.2%) 93,269 $ 3.0% 2) P/R Gift Fund (214) 75,928 102,197 34.6% 40,400 ( 60.5%) 41,612 3.0% TOTAL 148,268 $ 198,729 $ 34.0% 130,953 $ ( 34.1%) 134,881 $ 3.0% 1) Detail information available on expenditure page 51 of line item budget book. 2) Detail information available on expenditure page 109 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS RECREATION PROGRAMS 113 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: ANIMAL SHELTER PROGRAM DESCRIPTION: Located at 1395 South Lake, the Farmington Animal Shelter provided humane care for 7,960 animals from San Juan County in 2011 and collected $121,821 in refundable and nonrefundable fees and donations. The shelter is approximately 8,800 square feet and houses adoptive/stray kennels for dogs, a cat room, petting room, puppy room and rabies observation kennels. The division also has a 1,792 square foot spay/neuter facility at 1391 S. Lake where all dogs and cats over 2 pounds are sterilized before they go to their new homes. Staff includes 13 full time Rangers and 7 seasonal employees, who are responsible for all phases of caring for the animals and providing enforcement of all Parks and Animal Control ordinances. Specific Services:  Respond to over 5500 specific animal/park related calls.  Provide care for 7,963 animals from the Farmington/San Juan County area.  Provide security for major events (Riverfest, Connie Mack, 4th of July).  Patrol approximately 1,900 acres of golf courses, ball fields, parks, and buildings.  Coordinate usage (when needed) for park reservation issued.  Patrol City streets and public thoroughfares for Chapter 6 violations.  Since the opening in March of 2007, the Spay/Neuter Clinic at the Farmington Animal Shelter has sterilized 4,594 dogs and cats. FY13 GOALS/OBJECTIVES:  Continue shelter goals of reducing pet overpopulation with our spay/neuter clinic that went online in March of 2007. The goal is to eventually reduce the numbers of unwanted animals coming through our doors.  Continue utilizing the Petfinders.com website, Daily Times, and Tri-City Tribune “Pets of the Week” stores to showcase our adoptive animals in need of new homes. Our fulltime rescue coordinator continues to get as many animals to rescue agencies as possible and with the addition of our new rescue van; it is now easier for volunteers to participate in that effort.  Take advantage of KSJE radio’s Pets for Adoption segment we do every week and continue taking adoptive animals to Petco every Sunday.  The Shelter continues our vaccination program. Every dog and cat that arrives at the Shelter will be vaccinated upon arrival by following a set of recommendations designed for shelter dogs and cats by AAHA and AAFP.  Work closely with the Mayor’s newly appointed Animal Services Advisory Commission for their input on all phases of Farmington Animal Services.  Work on expanding the volunteer base to help with the many opportunities available at the Animal Shelter.  Promote even greater customer service at the shelter by taking advantage of customer service training offered by the Department. PERFORMANCE MEASURES:  Sterilization of all dogs and cats adopted from the Shelter will result in lower numbers of unwanted and unplanned animals in the Shelter. The division needs to be part of the solution to the problem and lead by example for the citizens.  Continuing our course with Petfinder.com, Pet of the Week, KSJE radio, using rescue groups and our involvement with Petco adoptions on Sundays, will enable us to find homes for our animals.  Working with the new commission will introduce and implement new ideas regarding shelter operations, ordinance changes, spay/neuter goals and educational opportunities.  By vaccinating all incoming dogs and cats (with few exceptions) we will be participating in proactive shelter medicine which is becoming the standard for animal shelters nationwide. Eradication of infectious diseases in a shelter environment is not an attainable goal, but it is possible to minimize the spread of diverse infections within a high density, high risk population by vaccinating. 114 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Animal Ranger Supervisor 1 1 64,641 $ 55,759 $ ( 13.7%) Animal/Park Ranger-Corporal 2 2 99,354 90,821 ( 8.6%) Animal/Park Ranger 11 11 422,961 414,566 ( 2.0%) TOTAL 14 14 586,956 $ 561,146 $ ( 4.4%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 917,506 $ 999,514 $ 8.9% 934,532 $ ( 6.5%) 967,143 $ 3.5% Operating 226,783 234,129 3.2% 234,910 0.3% 241,953 3.0% Capital - - - 300,000 - - (100.0%) TOTAL 1,144,289 $ 1,233,643 $ 7.8% 1,469,442 $ 19.1% 1,209,096 $ ( 17.7%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 1,127,202 $ 1,210,710 $ 7.4% 1,161,442 $ ( 4.1%) 1,200,856 $ 3.4% 2) P/R Gift Fund (214) 17,087 22,933 34.2% 8,000 ( 65.1%) 8,240 3.0% 3) 2012 Series Bonds (402) - - - 300,000 - - (100.0%) TOTAL 1,144,289 $ 1,233,643 $ 7.8% 1,469,442 $ 19.1% 1,209,096 $ ( 17.7%) 1) Detail information available on expenditure pages 52-53 of line item budget book. 2) Detail information available on expenditure page 110 of line item budget book. 3) Detail information available on expenditure page 134 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS ANIMAL SHELTER/PARK RANGER 115 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: SENIOR CENTER PROGRAM DESCRIPTION: The Bonnie Dallas Senior Center “A place where friends meet friends.” Campus Atmosphere: Main Dining Hall, Annex, Activity Center & Silver Fitness Center, & Ceramic Building 1,400 seniors registered to eat. 2,638 on database. 160 Active Volunteers. A place to eat a nutritious meal, socialize, learn, play, and feel valued. Home away from Home where the staff truly cares and gives great customer service. Program Participation: 2011 (calendar year data) Congregate Meals 43,621 Under Age 709 Meals On Wheels 20,467 Classes and Workshops 21,389 Counseling and Outreach 1,063 Volunteers 3,365 Transportation 2,375 Special Events 1,998 GRAND TOTAL: 94,987 Programs and Service Delivery: Art Classes: Oil Painting, Calligraphy, Drawing Mixed Media Art, Decorative Painting Dance and Music: Music Club, Hillbilly Music Club, Saturday Night Live Music Dance, Line Dance Classes: Paper Craft, Make and Take Crafts, Ceramics, Bernina Sewing Class, Quilting Class, Woodcarving, Writing Class, Nutrition Classes, Hooks and Needles, Art Jewelry, Basic Stone Cutting Games: Bridge, Cribbage, Canasta, Dominoes, Bingo, Mexican Train, Mah Jongg Exercise Classes: Chair and Strength Training, Tai Chi, Zumba, Yoga Health Events: Health Fair, Flu Clinic, Cholesterol Screening, Diabetes Screening, Blood Pressure Screening Educational: Lawyer Referral Clinics Medicare Part D Clinic, AARP Defensive Driving Class, NARFE, Bible Study, Garden Club, Tax Aide Special Events: Bar D Wranglers & Dance, Tax Aide, Valentines Dinner and Dance, St. Patrick Dinner and Dance, Senior Olympics, Annual Flea Market, Halloween Dinner and Dance, Thanksgiving Dinner, Christmas Craft and Collectibles Fair, Christmas Dinner , New Years Eve Dance, Special Event Bingo Games Day Trips: County and State travels Benefits Counseling: Counseling Services on Medicare, Medicaid, Social Security, Insurance, Housing, Low Income Eligibility on Federal and State Programs FY13 GOALS/OBJECTIVES:  Silver Fitness Center up and running  Construct Kiln Building  Find a solution to our parking dilemma  Train and certify all staff in CPR/AED & Safety Concerns  Continue to expand programs relating to Fitness, Lapidary, Leatherwork  Meet all requirements for Accreditation  Implement Rec Trac  Staff for Fitness Area PERFORMANCE MEASURES:  Increase the number of participants and continue to look for ways to add programs that interest the Boomers.  Continue to evaluate staff and their customer service skills. Give additional training where needed.  Continue to get positive feedback from our seniors on our services, programs, and activities.  Document suggestions and interest to increase satisfaction. 116 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Senior Center Administrator 1 1 64,642 $ 64,639 $ - Senior Center Program Coordinator 1 1 45,912 48,177 4.9% Senior Center Coordinator 1 1 38,580 33,070 ( 14.3%) Senior Center Transportation Coordinator 1 1 30,412 30,919 1.7% Senior Center Cook 1 1 35,516 33,330 ( 6.2%) Senior Center Assistant Cook 2 2 60,650 61,704 1.7% Senior Center Facilities Aide 1 1 29,206 29,206 - Administrative Aide 1 1 30,540 31,755 4.0% TOTAL 9 9 335,458 $ 332,800 $ ( 0.8%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 541,566 $ 605,163 $ 11.7% 583,048 $ ( 3.7%) 604,475 $ 3.7% Operating 174,169 219,423 26.0% 171,628 ( 21.8%) 176,775 3.0% Capital 2,971 - (100.0%) - - - - TOTAL 718,706 $ 824,586 $ 14.7% 754,676 $ ( 8.5%) 781,250 $ 3.5% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 660,412 $ 744,729 $ 12.8% 718,106 $ ( 3.6%) 743,583 $ 3.5% 2) P/R Gift Fund (214) 58,294 79,857 37.0% 36,570 ( 54.2%) 37,667 3.0% TOTAL 718,706 $ 824,586 $ 14.7% 754,676 $ ( 8.5%) 781,250 $ 3.5% 1) Detail information available on expenditure page 54 of line item budget book. 2) Detail information available on expenditure page 111 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS SENIOR CITIZENS CENTER 117 ---PAGE BREAK--- PARKS, RECREATION & CULTURAL AFFAIRS: PRODUCTION COMPANY PROGRAM DESCRIPTION: Sandstone Productions operates and conducts plays at Lions Wilderness Park Amphitheater during the summer outdoor season. FY12 GOALS/OBJECTIVES:  Produce the play, “Joseph and the Amazing Technicolor Dreamcoat”.  Increase attendance levels for summer performances.  Require house staff to attend “Disney” and or “FISH School” customer service training.  Continue to improve the return rate of the customer service surveys by developing new and different methods for customers to return them.  Heather McGaughey Children’s Theater will produce two performances of Disney’s “The Jungle Book” Kids.  Utilizing Rectrac, make tickets available online for customers.  Continue to develop Web Page to be interactive as well as informative.  Evaluate with and through the Farmington Convention and Visitors Bureau the current promotional campaign and adjust it to create better coverage in the region.  Develop advertising campaign that promotes the show as new, fresh and exciting.  Develop a concession menu that will be simple, fast and diversified.  Work in association with the Anasazi Foundation to create fund raising opportunities. PERFORMANCE MEASURES:  Attendance increased by 8% in FY2012.  Continue selecting productions that will allow Sandstone Productions to continue its development and growth with more diversified programming.  100% of all house staff to receive customer service training.  Sandstone Productions to receive no lower than a 90% good-excellent rating based on returned surveys.  Analyze feedback from participants to achieve less than 1% negative comments from total clientele contacts on the operation and level of service.  Continuously improve our safety rating with the City of Farmington safety office by providing training and making all company member’s part of the safety team. 118 ---PAGE BREAK--- STAFFING POSITION TITLES Temporary Employees Only FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 156,172 $ 149,658 $ ( 4.2%) 94,355 $ ( 37.0%) 97,184 $ 3.0% Operating 21,649 37,070 71.2% 61,420 65.7% 63,262 3.0% Capital 18,476 - (100.0%) 12,500 - 12,875 3.0% SUBTOTAL 196,297 186,728 ( 4.9%) 168,275 ( 9.9%) 173,321 3.0% Transfers 17,658 12,078 ( 31.6%) 19,428 60.9% 20,010 3.0% TOTAL 213,955 $ 198,806 $ ( 7.1%) 187,703 $ ( 5.6%) 193,331 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) P/R Gift Fund (214) 77,409 $ 62,611 $ ( 19.1%) 65,000 $ 3.8% 66,950 $ 3.0% 2) Lodgers Tax (230) 136,546 136,195 ( 0.3%) 122,703 ( 9.9%) 126,381 3.0% TOTAL 213,955 $ 198,806 $ ( 7.1%) 187,703 $ ( 5.6%) 193,331 $ 3.0% 1) Detail information available on expenditure page 112 of line item budget book. 2) Detail information available on expenditure page 117 of line item budget book. (Amphitheater Operations) PARKS, RECREATION & CULTURAL AFFAIRS PRODUCTION COMPANY 119 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: CIVIC CENTER Farmington Civic Center – Miriam M. Taylor Theater PROGRAM DESCRIPTION: The Farmington Civic Center serves a pivotal role in the cultural life of Farmington and San Juan County. Off-Broadway performances, cultural festivals, and state-wide conferences have shared the facility along with countless non-profit groups, graduation parties, weddings, and corporate Christmas parties. The Miriam M. Taylor Theater seats 1,200 for performing arts events. Each year, the theater hosts productions sponsored by the Civic Center Foundation for Performing Arts as well as concerts, comedy nights, and faith-centered events. The Exhibit Halls provide 7,371 sq. feet for banquets, art shows, and community events like the Gun and Knife shows. An additional 2,973 sq. ft. of meeting space accommodates a wide range of needs including Sunday services and non-profit meetings. A full-service kitchen is featured along with available liquor services. Current AV equipment, DVD, teleconference, email, Wi-Fi, event planning, administrative and technical assistance are but a few of the amenities provided to our guests. With the 2012 fiscal year, the operations of Lions Wilderness Park were moved under the responsibility of the Civic Center Supervisor. The support and marketing of this unique venue will be managed through the Civic Center office. Starting with the Sandstone Productions 2012 season, facility support will be enhanced in addition to the technical support provided in the past. ANNUAL EXHIBIT HALL and THEATRE ATTENDANCE and REVENUE Events Attendance Revenue Exhibit Hall 1,541 103,711 $131,286 Theatre 105 58,204 $35,017 TOTALS 1,646 161,915 $166,303 FY13 GOALS & OBJECTIVES: Civic Center Facility 1) Continue to exceed customers’ expectations of superb service. 2) Continue clean out and reorganization of storage spaces for increased safety and staff efficiency. 3) Improve venue signage and event schedule information through interactive media screens. 4) Implement facility upgrades to facility exhibit halls as funds become available. 5) Establish regular maintenance schedules for facility and equipment. Miriam M. Taylor Theatre 1) Continue to support the Civic Center Foundation for Performing Arts to bring outstanding performing arts events to our venue. 2) Develop opportunities to bring additional performing arts and concert performances to the theater to fully utilize our space. 3) Create training opportunities for crews for improved technical capacity. 4) Establish multi-year theater equipment replacement plans. Staff 1) Provide supervisory training for facility shift supervisors. 2) Facilitate an environment of cooperation and communication among all staff. 3) Provide staff support for department special events and city projects. Amphitheatre 1) Integrate operations of Lions Wilderness Park Amphitheater into Civic Center operations at all levels; bookings, support, and custodial. 2) Provide superb technical support for Sandstone Productions. 3) Maintain adequate inventory of theater equipment. PERFORMANCE MEASURES: 1) Increase use of theater and amphitheater. 2) Achieve an overall rating of 90% or above indicating a good/excellent rating from participant based surveys on overall visitor services and customer services. 3) Address dated technology and equipment with initial upgrades and plan for next three years. 120 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Civic Center Supervisor 1 1 47,186 $ 57,165 $ 21.1% Facilities Technician Supervisor 3 3 141,275 145,152 2.7% Facilities Technician 3 3 95,197 97,823 2.8% Administrative Aide 2 2 70,197 71,784 2.3% Secretary l 1 1 29,090 29,764 2.3% TOTAL 10 10 382,945 $ 401,689 $ 4.9% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 574,651 $ 655,704 $ 14.1% 649,906 $ ( 0.9%) 673,005 $ 3.6% Operating 1,263,205 1,346,048 6.6% 1,253,857 ( 6.8%) 1,291,463 3.0% Capital 1,380 - (100.0%) 900,000 - - (100.0%) SUBTOTAL 1,839,236 2,001,752 8.8% 2,803,763 40.1% 1,964,468 ( 29.9%) Transfers 17,658 12,078 ( 31.6%) 19,428 60.9% 20,010 3.0% TOTAL 1,856,894 $ 2,013,830 $ 8.5% 2,823,191 $ 40.2% 1,984,478 $ ( 29.7%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 656,122 $ 787,868 $ 20.1% 783,789 $ ( 0.5%) 810,899 $ 3.5% 2) P/R Gift Fund (214) 151,128 127,263 ( 15.8%) 25,000 ( 80.4%) 25,750 3.0% 3) Lodgers Tax (230) 1,049,644 1,098,699 4.7% 1,114,402 1.4% 1,147,829 3.0% 4) 2012 Series Bonds (402) - - - 900,000 - - (100.0%) TOTAL 1,856,894 $ 2,013,830 $ 8.5% 2,823,191 $ 40.2% 1,984,478 $ ( 29.7%) 1) Detail information available on expenditure pages 55-56 of line item budget book. 2) Detail information available on expenditure page 113 of line item budget book. 3) Detail information available on expenditure page 118 of line item budget book. 4) Detail information available on expenditure page 135 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS CIVIC CENTER 121 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: MUSEUM ADMINISTRATION PROGRAM DESCRIPTION: Museum Administration Provides support and direction for the overall museum system including Farmington Museum and Visitor Center at Gateway Park, Harvest Grove Farm & Orchards, Riverside Nature Center: (RNC), E3 Children’s Museum & Science Center, and The Gallery at the City Centre. Administration also coordinates visitor services, parks reservations, volunteer coordination, museum store operations at three sites, Convention and Visitors Bureau (CVB) partnership, and community involvement through the Farmington Museum Foundation and Friends of the Nature Center. Programs and Services Delivery: Visitor Services Volunteer Recruitment, Training, Placement Coordination with CVB Foundation and Friends Board Coordination Public Events and Programs Park Shelter Reservations Facility Rental Museum Store Operations (three stores) Research and Educational Services Off-site Exhibits and Programs FY13 GOALS/OBJECTIVES:  Continue to improve customer service to visitors at all facilities.  Design and construct an exhibit on the Bureau of Land Management’s (BLM) role in administering energy development on public lands utilizing previously allocated grant funding.  Further facilitate fund-raising efforts with the Farmington Museum Foundation to raise the $2 million needed to construct the long-term energy exhibits planned.  Update the Museum System website for better public image, accessibility, and functionality.  Conduct an oral history program to capture interviews of veterans for the vet’s park kiosk including: Korea, Vietnam, and later wars.  Continue to build volunteer base for all facilities through active docent recruitment, training and monitoring program.  Develop interpretive graphic panels for outdoor equipment park elements.  Continue to develop public programs aspects for programs such as: Real Night at the Museum, Gateway to Imagination: A National Juried Art Competition, the Summer Terrace Series musical groups on the terrace, and Farmington Renaissance Faire.  Add to and refine elements of the Trading Post exhibit including: adding a photo mural and installing additional Navajo Rugs on display.  Coordinate Farmington Museum Foundation, Friends of the RNC, and advisory committee activities to the benefit of the overall museum goals.  Bring in one major traveling exhibit during the year. One currently being south is “100 years of Art in New Mexico.” PERFORMANCE MEASURES:  Achieve good/excellent rating from secret shopper participants.  Produce exhibit on BLM.  Coordinate with Farmington Museum Foundation in fundraising efforts in approaching energy companies for funding.  Continue to improve website by upgrading individual facility pages.  Conduct oral history project and create videos for inclusion in vet’s park kiosk.  Recruit and train volunteers in all areas of Museum services.  Create graphic panels for outdoor equipment park.  Continue to provide quality programming related to major Museum events.  Upgrade Trading Post exhibit with new elements.  Continue to work with our Foundation/Friends groups to raise funds, improve facilities, and provide great educational programming.  Host “100 Years of Art in New Mexico” or similar caliber traveling exhibit. 122 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Museum Director 1 1 72,715 $ 74,169 $ 2.0% Volunteer Coordinator 1 1 45,935 46,854 2.0% Administrative Aide 1 1 28,176 28,176 - TOTAL 3 3 146,826 $ 149,199 $ 1.6% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 222,484 $ 231,578 $ 4.1% 264,369 $ 14.2% 273,827 $ 3.6% Operating 32,325 31,537 ( 2.4%) 32,089 1.8% 33,051 3.0% Capital - - - 2,500,000 - - (100.0%) TOTAL 254,809 $ 263,115 $ 3.3% 2,796,458 $ 962.8% 306,878 $ ( 89.0%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 254,809 $ 263,115 $ 3.3% 296,458 $ 12.7% 306,878 $ 3.5% 2) 2012 Series Bonds (402) - - - 2,500,000 - - (100.0%) TOTAL 254,809 $ 263,115 $ 3.3% 2,796,458 $ 12.7% 306,878 $ ( 89.0%) 1) Detail information available on expenditure page 57 of line item budget book. 2) Detail information available on expenditure page 136 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS MUSEUM ADMINISTRATION 123 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: MUSEUM OPERATIONS PROGRAM DESCRIPTION: Museum Operations Offers programs and exhibits related to the cultural and natural history, art and science of the Four Corners area and the Southwest for visitors of all ages; hosts permanent and changing exhibits expanding the educational opportunities for the citizens of our area; provides lectures, tours, demonstrations, and workshops related to exhibits and collections; coordinates with schools and other learning centers to foster enriching educational experiences for adults and children alike; and collects, preserves, and interprets objects of significance to our area, caring for over 60,000 two and three dimensional objects. Programs and Service Delivery: Museum Exhibits School Programs Outreach Programs Adult Programs After-school Student and Family Programs Visitor Services Object Interpretation, Preservation and Care Research and Research Requests Special Events FY13 GOALS/OBJECTIVES:  Develop and increase quality educational programs relating to current exhibits and the Museum’s mission.  Create adult programming in the form of hikes, lectures, workshops, and activities geared toward bring new audiences.  Develop UPC content related to exhibits to enhance education.  Upgrade collections storage of artifacts by adding additional compact storage unit(s) and shelving.  Continue digitizing collections and integrating imagery into the collections database.  Develop signature products to sell in the Museum Store utilizing images and objects from our collections.  Develop plans to implement energy exhibit.  Continue to develop relationships with outside organizations: Tractor Club, Chamber, Farmer’s Market, and incorporate activities into their events. PERFORMANCE MEASURES:  Achieve a good/excellent rating from secret shopper surveys.  Re-introduce guided hikes, brown bag lectures, and advanced craft workshops.  Implement smart-phone UPC labels for viewing exhibit information on the web.  Purchase additional storage cabinets and archive type store objects within them per museum standards.  Scan additional photos, archives, newspapers and connect the imagery into the website for greater accessibility.  Identify iconic objects from our collections and use them to create signature products for sale in the Museum Store(s).  Develop outline/storyline for energy exhibits.  Work with outside groups to bring attendance to their events at the Museum. 124 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Education Coordinator 1 1 35,170 $ 39,506 $ 12.3% Exhibits Coordinator 1 1 45,948 47,935 4.3% Collections Manager 1 1 43,958 41,081 ( 6.5%) Facilities Technician 1 1 23,344 25,856 10.8% TOTAL 4 4 148,420 $ 154,378 $ 4.0% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 151,961 $ 221,617 $ 45.8% 245,588 $ 10.8% 254,180 $ 3.5% Operating 148,105 210,056 41.8% 230,672 9.8% 237,591 3.0% Capital 13,234 3,357 ( 74.6%) 19,000 466.0% 19,570 3.0% TOTAL 313,300 $ 435,030 $ 38.9% 495,260 $ 13.8% 511,341 $ 3.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 214,051 $ 326,089 $ 52.3% 362,260 $ 11.1% 374,351 $ 3.3% 2) Mus.Gift Fund (217) 99,249 108,941 9.8% 133,000 22.1% 136,990 3.0% TOTAL 313,300 $ 435,030 $ 38.9% 495,260 $ 13.8% 511,341 $ 3.2% 1) Detail information available on expenditure page 58 of line item budget book. 2) Detail information available on expenditure pages 114-115 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS MUSEUM OPERATIONS 125 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: HARVEST GROVE FARM and ORCHARDS PROGRAM DESCRIPTION: Harvest Grove Farm and Orchards Harvest Grove Farm and Orchards offers programs and exhibits related to the agricultural history of Farmington and the San Juan Basin. The focus is on the time- period from the1880s to the 1950s by hosting permanent and changing exhibits expanding the educational opportunities for the citizens of our area. It provides demonstrations and workshops relating to agriculture in the region and maintains collections of relevant artifacts, documents, photographs, and other materials. The Museum researches and interprets the native and domesticated plants and animals during the time-period. Programs and Service Delivery: Museum Exhibits School Programs Adult Programs Outreach Programs Interpretation, Preservation, and Care of Objects, Heritage Plants and Animals Visitor Services Research and Research Requests Special Events FY13 GOALS AND OBJECTIVES:  Construct exhibits interpreting the farming and orchards associated with Harvest Grove Barn.  Partner with the Four Corners Antique Power Association to provide additional educational opportunities in conjunction with their annual show and Real Night at the Museum.  Maintain orchard at Harvest Grove Farm and Orchards, continue planning Community Garden, implement conservation and use plan for Sammons House, and begin improvements for creating demonstration crops.  Secure storage for exhibits/objects in the Barn so exhibit space can be utilized for interpretation. PERFORMANCE MEASURES:  Create exhibit/demonstration plan for the Barn incorporating the adjacent orchard. Plan and execute an irrigation plan for small fields in front of the Barn.  Plan two demonstration days in conjunction with the Four Corners Antique Power Association for living history days.  Develop overall plan for all facilities/grounds of the Harvest Grove facility.  Allocate funding for additional storage to be able to use exhibit space for interpretation. 126 ---PAGE BREAK--- STAFFING POSITION TITLES No employees assigned to this Division FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Operating 136 $ 826 $ 507.4% 3,100 $ 275.3% 3,193 $ 3.0% TOTAL 136 $ 826 $ 507.4% 3,100 $ 275.3% 3,193 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 136 $ 826 $ 507.4% 3,100 $ 275.3% 3,193 $ 3.0% TOTAL 136 $ 826 $ 507.4% 3,100 $ 275.3% 3,193 $ 3.0% 1) Detail information available on expenditure page 59 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS HARVEST GROVE FARM & ORCHARDS 127 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURE AFFAIRS: E3 CHILDREN’S MUSEUM AND SCIENCE CENTER PROGRAM DESCRIPTION: E3 Children’s Museum and Science Center E3 (Explore, Experience, Enjoy) offers interactive programs, activities, and exhibits for children and families in an informal, hands-on learning environment; features interactive exhibits and programs related to science and math, encouraging fun, lifelong learning for all ages. Programs and Service Delivery: Participatory Exhibits School Programs Family Programs Outreach programs After school and summer programs FY13 GOALS/OBJECTIVES:  Fundraise and bring in one major traveling exhibit similar to Baby Dinos or Robotics.  Create additional science curriculum and related exhibits similar to Explora.  Upgrade facility with track lighting for better exhibit presentation.  Renovate store cash wrap for additional security and safety in money handling.  Make SMRC (Science, Mathematics Resource Center) science trunks available to teachers as a resource. PERFORMANCE MEASURES:  Identify and contract for a major traveling exhibit in 2012-13.  Create exhibit and floor plan utilizing wall dividers and new lighting to change user experience.  Install new track lighting.  Construct plan for and build new cash wrap counter for the Museum store.  Implement plan for making science trunks available to school. 128 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Children's Museum Coordinator 1 1 36,806 $ 37,451 $ 1.8% TOTAL 1 1 36,806 $ 37,451 $ 1.8% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 44,476 $ 43,140 $ ( 3.0%) 44,638 $ 3.5% 45,974 $ 3.0% Operating 15,738 19,247 22.3% 26,000 35.1% 26,778 3.0% TOTAL 60,214 $ 62,387 $ 3.6% 70,638 $ 13.2% 72,752 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 60,214 $ 62,387 $ 3.6% 70,638 $ 13.2% 72,752 $ 3.0% TOTAL 60,214 $ 62,387 $ 3.6% 70,638 $ 13.2% 72,752 $ 3.0% 1) Detail information available on expenditure page 60 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS E3 CHILDREN'S MUSEUM & SCIENCE CENTER 129 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURE AFFAIRS: RIVERSIDE NATURE CENTER PROGRAM DESCRIPTION: Riverside Nature Center Offers programs and exhibits related to the natural environment of our river systems and the surrounding San Juan Basin serves as a focal point for environmental education within the River Corridor, and promotes good stewardship and appreciation of our natural environment. Programs and Services Delivery: Exhibits Adult programs Trail Use School Programs Other Programs Special events Interpret natural and manmade environment at the Nature Center and Farm/Orchards FY13 GOALS/OBJECTIVES:  Create New Mexico Centennial Exhibit utilizing all the State’s official objects.  Continue developing interpretation by creating a Piñon Pine area.  Design and install additional interpretive signage for the facility.  Continue to build and expand volunteer base for Nature Center programs and activities.  Provide direction and assistance to Friends of the Nature Center organization that supports the exhibits and programs of the Nature Center.  Continue rotating photography show and traveling exhibits. PERFORMANCE MEASURES:  Research, design, and execute New Mexico Centennial exhibit related to natural history objects.  Plan and implement a new section of the garden to include a Piñon Pine area.  Create additional embedded interpretive signage for the trails.  Recruit and train new volunteers to be trail guides for schools.  Recruit and train new volunteers to be trail guides for schools.  Partner with the Friends of the Nature Center to implement improvements to the facility/grounds.  Recruit, organize, and showcase at least three photography shows during the year. 130 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Museum Specialist 1 1 42,534 $ 43,385 $ 2.0% TOTAL 1 1 42,534 $ 43,385 $ 2.0% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 53,859 $ 56,539 $ 5.0% 55,826 $ ( 1.3%) 57,802 $ 3.5% Operating 7,554 15,285 102.3% 15,700 2.7% 16,171 3.0% TOTAL 61,413 $ 71,824 $ 17.0% 71,526 $ ( 0.4%) 73,973 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 61,413 $ 71,824 $ 17.0% 71,526 $ ( 0.4%) 73,973 $ 3.4% TOTAL 61,413 $ 71,824 $ 17.0% 71,526 $ ( 0.4%) 73,973 $ 3.4% 1) Detail information available on expenditure page 61 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS RIVERSIDE NATURE CENTER 131 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURE AFFAIRS: GOLF ENTERPRISE PROGRAM DESCRIPTION:  Provide quality facilities for the community to play golf.  Provide a comprehensive program in teaching golfers of all levels, working with men’s and women’s associations, and offering golf tournaments and play days.  Operation of an 18-hole golf course (Piñon Hills) designed to meet the needs of Farmington and the Four Corners area, as well as golfers from the USA and countries around the globe. Programs and Service Delivery: Piñon Hills: Number of rounds played – 35,642 Maintain 90 acres of turf area Maintain 100+ acres of natural area contained within boundaries Maintain landscape in the clubhouse area FY13 GOALS/OBJECTIVES:  Maintain facility in a manner which promotes repeat customers and more family participation.  Complete construction and open the practice area to the east of the current driving range tee box.  Continue using resources from other city areas to build a new practice area to the east of the current driving range tee.  Use technologies to keep golfers and customer updated on tournaments, group lessons, specials, etc. to maximize revenue potential.  Continue high standards of maintenance while staying within budget constraints.  Continue new partnership with First Tee Program of San Juan County to increase participation of junior golfers at Piñon Hills.  Maintain service and maintenance standards at Piñon Hills Golf Course to retail #4 Municipal Golf Course in the USA ranking for 2013.  Continue to train staff at both courses to improve pace of play on a daily basis.  Through e-mail marketing, help organize and promote tournaments to increase participation. PERFORMANCE MEASURES: Gather results and feedback from our customers in the following areas:  Total Revenue  Number of new e-mail addresses added to our database  Number of repeat customers  Number of rounds  Retaining Tournaments  Customer Survey results from new online survey/website  Compare results to previous data  Compare how new internet tools have impacted results 132 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURE AFFAIRS: GOLF ENTERPRISE PROGRAM DESCRIPTION:  Provide quality facilities for the community to play golf.  Provide a comprehensive program in teaching golfers of all levels, working with the men’s and women’s associations, and offering golf tournaments and play days.  Operation of a 9-hole par-3 golf course designed to serve the needs of Farmington and the surrounding Four Corners areas. Programs and Service Delivery: Civitan:  Number of rounds played - 18,498  Maintain 20+ acres of turf area  Maintain 12 horseshoe pits FY 13 GOALS/OBJECTIVIES:  Maintain in a manner which promotes repeat customers and more family participation.  Continue high standards of maintenance while staying within budget constraints.  Continue partnership with First Tee Program of San Juan County to increase participation of junior golfers.  Continue to train staff to improve pace of play on a daily basis  Through e-mail marketing, help organize and promote tournaments to increase participation. PERFORMANCE MEASURES: Gather results and feedback from our customers in the following areas:  Total revenue  Number of new email addresses added to our database  Number of repeat customers  Number of rounds  Number of rounds generated by Mid- day and twilight specials  Retaining tournaments  Developing new tournament opportunities  Compare how using internet tools have impacted results 133 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Golf Course Superintendent 1 1 61,900 $ 63,138 $ 2.0% Golf Course Manager 1 1 64,641 64,639 ( 0.0%) Golf Professional 1 1 47,966 48,177 0.4% Assistant Golf Course Superintendent 1 1 51,901 54,496 5.0% Parks Maintenance Worker IV 1 1 49,677 47,120 ( 5.1%) Parks Maintenance Worker II 2 2 88,897 88,896 ( 0.0%) TOTAL 7 7 364,981 $ 366,466 $ 0.4% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 646,805 $ 702,102 $ 8.5% 712,985 $ 1.6% 737,716 $ 3.5% Operating 608,004 572,975 ( 5.8%) 570,304 ( 0.5%) 587,410 3.0% Capital - 22,259 - 120,000 439.1% 123,600 3.0% SUBTOTAL 1,254,809 1,297,336 3.4% 1,403,289 8.2% 1,448,726 3.2% Transfers - 3,482 - - (100.0%) - - TOTAL 1,254,809 $ 1,300,818 $ 3.7% 1,403,289 $ 7.9% 1,448,726 $ 3.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) - $ 169,701 $ - 191,361 $ 12.8% 197,402 $ 3.2% 2) Golf Entpr (610) 1,254,809 1,131,117 ( 9.9%) 1,211,928 7.1% 1,251,324 3.3% TOTAL 1,254,809 $ 1,300,818 $ 3.7% 1,403,289 $ 7.9% 1,448,726 $ 3.2% *Civitan Golf Course was transferred into the General Fund 101 in FY12. 1) Detail information available on expenditure page 50 of line item budget book. 2) Detail information available on expenditure pages 193-195 of line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS GOLF ENTERPRISE 134 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 108 107 4,684,225 $ 4,689,270 $ 0.1% FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 565,891 $ 679,484 $ 20.1% 625,575 $ ( 7.9%) 646,801 $ 3.4% Parks Operations 4,684,148 5,610,440 19.8% 5,841,702 4.1% 6,033,282 3.3% Recreation Center 212,711 237,371 11.6% 261,100 10.0% 270,111 3.5% Sycamore Park Com Cntr. 256,508 298,958 16.5% 330,836 10.7% 341,984 3.4% Farmington Indian Center 284,892 328,454 15.3% 337,681 2.8% 349,889 3.6% Aquatics Division 207,415 218,064 5.1% 214,257 ( 1.7%) 220,683 3.0% Fmtn Aquatic Cntr 791,001 835,115 5.6% 843,067 1.0% 871,715 3.4% Recreation Programs 148,268 198,729 34.0% 130,953 ( 34.1%) 134,881 3.0% Animal Shelter 1,144,289 1,233,643 7.8% 1,469,442 19.1% 1,209,096 ( 17.7%) Senior Citizen Cntr 718,706 824,586 14.7% 754,676 ( 8.5%) 781,250 3.5% Production Company 213,955 198,806 ( 7.1%) 187,703 ( 5.6%) 193,331 3.0% Civic Center 1,856,894 2,013,830 8.5% 2,823,191 40.2% 1,984,478 ( 29.7%) Museum Admin. 254,809 263,115 3.3% 2,796,458 962.8% 306,878 ( 89.0%) Museum Operations 313,300 435,030 38.9% 495,260 13.8% 511,341 3.2% Harvest Grove 136 826 507.4% 3,100 275.3% 3,193 3.0% Children's Museum 60,214 62,387 3.6% 70,638 13.2% 72,752 3.0% Riverside Nature Cen. 61,413 71,824 17.0% 71,526 ( 0.4%) 73,973 3.4% Golf Enterprise 1,254,809 1,300,818 3.7% 1,403,289 7.9% 1,448,726 3.2% TOTAL 13,029,359 $ 14,811,480 $ 13.7% 18,660,454 $ 26.0% 15,454,364 $ ( 17.2%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 8,415,193 $ 8,935,058 $ 6.2% 8,883,986 $ ( 0.6%) 9,195,649 $ 3.5% Operating 4,764,782 5,639,298 18.4% 5,577,388 ( 1.1%) 5,744,665 3.0% Capital 333,060 625,763 87.9% 4,676,500 647.3% 1,005,795 ( 78.5%) SUBTOTAL 13,513,035 15,200,119 12.5% 19,137,874 25.9% 15,946,109 ( 16.7%) Transfers (483,676) (388,639) ( 19.6%) (477,420) 22.8% (491,745) 3.0% TOTAL 13,029,359 $ 14,811,480 $ 13.7% 18,660,454 $ 26.0% 15,454,364 $ ( 17.2%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 7,672,319 $ 8,998,892 $ 17.3% 9,079,432 $ 0.9% 9,393,813 $ 3.5% GRT Parks (202) 2,110,793 2,717,848 28.8% 2,739,801 0.8% 2,822,063 3.0% Park Dev Fees (211) - 5,131 - 48,000 835.5% 49,440 3.0% P/R Gift Fund (214) 690,197 597,913 ( 13.4%) 511,188 ( 14.5%) 526,524 3.0% Mus.Gift Fund (217) 99,249 108,941 9.8% 133,000 22.1% 136,990 3.0% Lodgers Tax (230) 1,201,992 1,251,638 4.1% 1,237,105 ( 1.2%) 1,274,210 3.0% 2012 Series Bonds (402) - - - 3,700,000 - - (100.0%) Golf Entpr (610) 1,254,809 1,131,117 ( 9.9%) 1,211,928 7.1% 1,251,324 3.3% TOTAL 13,029,359 $ 14,811,480 $ 13.7% 18,660,454 $ 26.0% 15,454,364 $ ( 17.2%) PARKS, RECREATION & CULTURAL AFFAIRS DEPARTMENTAL SUMMARY 135 ---PAGE BREAK--- Capital Operating Wages/Benefits $0 $1 $2 $3 $4 $5 $6 $7 $8 $9 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Parks, Recreation & Cultural Affairs Expenditures FY03 Through FY12 136 ---PAGE BREAK--- Police Administration 8.0% Police Operations 85.8% Police Grants 5.4% School Cross Guards 0.8% POLICE PERCENTAGE BY DIVISION POLICE 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Human Resources 3.5% Information Technology 0.7% Electric 43.3% Administration 7.0% Administrative Services 0.9% General Services 3.0% Parks & Recreation 7.5% POLICE PERCENTAGE OF FY13 BUDGET 137 ---PAGE BREAK--- POLICE: ADMINISTRATION PROGRAM DESCRIPTION: Administration is comprised of command officers, administrative support officers, a fleet manager, internal affairs, accreditation, crime analysis; recruiting, hiring, training, budgeting, planning, and other programs not directly associated with basic police services. The total authorized manpower strength of the department is 134; current manpower is at 129. 2012 Recruiting, Selection, and Hiring results: Job Title Applicants Tested Hired Commissioned: Police Officer 273 98 10 Lateral Police Officer 12 11 6 Civilian Positions: Secretary II (internal) 2 2 2 Crime Scene Investigator 17 16 1 FY13 GOALS/STRATEGIES:  Identify and provide increased specialized training for preparing employees for management, leadership, and supervisory positions.  Increased recruiting efforts dedicated to maintain staffing levels at full authorized strength, especially in the area of Lateral Police Officers.  Increase, review, and refine methods to increase female and minority applications.  Develop strategies needed to maximize the efficient use of current police facilities so as to best continue to provide police services and manage the work environment.  Increased research, planning, and real-time testing of emergent police technologies.  Identify and prepare operational and logistical planning required for appropriate response to likely growth through potential annexation or regional economic expansion. PERFORMANCE MEASURES:  Improved efficiency in the rate of field-deployment of available police technologies.  Increase opportunities for specialized training in management, leadership, and supervision.  Dedicated lateral recruiting efforts to meet departmental authorized strength goals and to minimize the impact of the loss of experienced police officers.  Implement targeted female and minority applicant recruiting efforts designed to prepare candidates for successful selection.  Enhance existing work spaces and employee work environment areas.  Identify existing resources needed for likely annexation areas. 138 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Police Chief 1 1 113,068 $ 115,329 $ 2.0% Police Captain 3 3 244,655 259,132 5.9% Accreditation Manager 1 1 54,905 55,912 1.8% Office Manager 1 1 42,473 43,960 3.5% Secretary II 1 1 31,000 32,181 3.8% TOTAL 7 7 486,101 $ 506,514 $ 4.2% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 653,353 $ 689,471 $ 5.5% 672,059 $ ( 2.5%) 695,565 $ 3.5% Operating 609,056 515,647 ( 15.3%) 570,400 10.6% 587,512 3.0% Capital 10 10,164 101,540.0% - (100.0%) - - SUBTOTAL 1,262,419 1,215,282 ( 3.7%) 1,242,459 2.2% 1,283,077 3.3% GRT Transfers (2,220,249) (2,447,833) 10.3% (2,655,680) 8.5% (2,735,350) 3.0% GRT Transfers 2,220,249 2,447,833 10.3% 2,655,680 8.5% 2,735,350 3.0% TOTAL 1,262,419 $ 1,215,282 $ ( 3.7%) 1,242,459 $ 2.2% 1,283,077 $ 3.3% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 1,262,419 $ 1,205,118 $ ( 4.5%) 1,242,459 $ 3.1% 1,283,077 $ 3.3% 2) Gen. Gov't. Cap.Proj.(408) - 10,164 - - (100.0%) - - TOTAL 1,262,419 $ 1,215,282 $ ( 3.7%) 1,242,459 $ 2.2% 1,283,077 $ 3.3% 1) Detail information available on expenditure pages 63-64, & 69 of line item budget book. 2) Detail information available on expenditure page 144 of line item budget book. POLICE ADMINISTRATION 139 ---PAGE BREAK--- POLICE: OPERATIONS PROGRAM DESCRIPTION: Operations are divided into Patrol Services and Investigative Services. Patrol Services is responsible for responding to calls for service and crime control. Investigative Services is responsible for conducting follow-up investigations on major crimes. Specific Programs and Functions: Calendar Year 2009 2010 2011 Patrol Personnel 67 71 70 Patrol Service Calls 63,634 67,974 69,260 Self Initiated Contacts 25,350 27,991 36,255 Offense Reports 7,953 7,801 8,029 Adult Arrests 6,095 5,628 6,132 Traffic Citations 29,177 25,049 23,115 Vehicle Accidents 1,944 1,901 1,703 Alcohol-Related Accidents 96 105 98 DWI Arrests 701 554 645 Community Meetings 217 186 357 The Police Department has traditionally funded several projects through the use of grant funding. Although new grants are continually pursued and explored, Federal and State grant funding opportunities are rapidly diminishing. The Police Department still maintains a state grant allowing for dedicated DWI enforcement officers as well a COPS CHRP grant that provides for 5 additional police officer positions which have been dedicated to Community Policing: School Resource Officers; Bicycle Officers; Crime Analyst. As the grant nears completion, reimbursement for the salary and benefits for the officer positions ceases, with two of the CHRP positions ending during FY2013. The Department’s ongoing support for the combined operations of Region II Narcotics and the Gang Investigations Unit continues to produce lasting results. FY13 GOALS/STRATEGIES:  Continued reduction of the impact of gang related crimes through collaborative efforts with State and Federal resources.  Reduced dependency on State and Federal funding for critical projects due to significantly reduced availability and projected loss of future funding.  Increased internal education on the impact of traffic safety enforcement and continued DWI enforcement.  Identify and maximize the use of available resources dedicated toward increasing the Department’s regional emergency management capabilities.  Increase capacity to improve operational efficiency and crime prevention through Crime Analysis data. PERFORMANCE MEASURES:  Obtain further increases in successful federal prosecutions for violent crimes related to gangs and narcotics.  Maintenance of required certifications, equipment, and knowledge required to perform regional emergency responses  Reduce per capita motor vehicle crashes by 2% through increased traffic safety enforcement activity.  Continued reduction in the percentage of alcohol related crashes.  Provide dedicated, job-specific, training toward improving the Department’s Crime Analysis capabilities. 140 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Police Commander 1 1 67,357 $ 86,307 $ 28.1% Police Lieutenant 4 4 302,408 295,335 ( 2.3%) Police Sergeant 14 14 944,029 919,434 ( 2.6%) Police Corporal 10 10 615,982 575,780 ( 6.5%) Police Detective 17 19 958,816 1,068,256 11.4% Police Officer 81 80 4,141,974 4,067,949 ( 1.8%) Community Service Officer 4 4 161,001 163,167 1.3% Lead Crime Scene Investigator 1 1 68,020 66,515 ( 2.2%) Crime Scene Investigator II 1 - 48,108 - (100.0%) Crime Scene Investigator 1 2 52,672 102,530 94.7% Civilian Evidence Technician 3 3 95,750 97,887 2.2% Domestic Violence Advocate 2 2 94,998 94,376 ( 0.7%) Police Support Services Specialist 1 1 40,151 40,784 1.6% Chief Code Compliance Officer 1 1 47,832 49,507 3.5% Code Compliance Officer 3 3 135,750 136,648 0.7% Civilian Oper. Supervisor 1 1 53,991 55,071 2.0% Police Records Technician 6 6 178,107 182,645 2.5% Secretary II 2 2 67,504 68,545 1.5% Region II HIDTA Agent 2.5 2.5 131,401 113,145 ( 13.9%) Region ll Administrative Assistant 1 1 39,659 39,069 ( 1.5%) TOTAL 156.5 157.5 8,245,510 $ 8,222,950 $ ( 0.3%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 11,620,861 $ 12,408,949 $ 6.8% 12,597,691 $ 1.5% 13,061,090 $ 3.7% Operating 1,626,920 1,735,164 6.7% 1,575,356 ( 9.2%) 1,622,616 3.0% Capital 88,310 43,435 ( 50.8%) 70,000 61.2% 72,100 3.0% SUBTOTAL 13,336,091 14,187,548 6.4% 14,243,047 0.4% 14,755,806 3.6% Transfers 14,598 10,671 ( 26.9%) 10,000 ( 6.3%) 10,300 3.0% TOTAL 13,350,689 $ 14,198,219 $ 6.3% 14,253,047 $ 0.4% 14,766,106 $ 3.6% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 12,132,645 $ 13,288,390 $ 9.5% 13,404,297 $ 0.9% 13,887,413 $ 3.6% 2) Police Protect (240) 122,267 78,925 ( 35.4%) 104,900 32.9% 108,047 3.0% 3) Reg II (246) 642,423 443,996 ( 30.9%) 450,350 1.4% 465,627 3.4% 4) COPS Prog. (248) 352,584 327,255 ( 7.2%) 253,500 ( 22.5%) 263,819 4.1% 5) Law Enforc. (249) 100,770 59,653 ( 40.8%) 40,000 ( 32.9%) 41,200 3.0% TOTAL 13,350,689 $ 14,198,219 $ 6.3% 14,253,047 $ 0.4% 14,766,106 $ 3.6% 1) Detail information available on expenditure pages 65-66 & 68 of line item budget book. 2) Detail information available on expenditure page 119 of line item budget book. 3) Detail information available on expenditure pages 120-122 of line item budget book. 4) Detail information available on expenditure pages 123-124 of line item budget book. 5) Detail information available on expenditure pages 125-126 of line item budget book. POLICE OPERATIONS 141 ---PAGE BREAK--- POLICE: SCHOOL CROSSGUARDS PROGRAM DESCRIPTION: The school crossing guard program is a joint City and School District operation. The City hires, trains, supervises and equips the crossing guards. The City and the School District share the wage expenses involved. Guards are assigned to specific crosswalks and are responsible for early morning or after school crossings for elementary aged school children. There are 30 part-time, temporary guards, which includes one Lead School Crossing Guard. Specific Programs and Functions: 2009 2010 2011 Number of Crosswalks Served 23 22 22 Average Number of Child Crossings Daily 3075 1,449* 1,796 Approximate Annual Number of Child Crossings 373,500 260,820* 321,484 * School crossing count was incomplete (two crossings un-reported) FY13 GOALS/STRATEGIES:  Continue to provide Crossing Guards with up-to-date training, including procedural changes and review of current rules, regulations and techniques.  Identify methods for increasing crossing guard retention rates.  Coordinate with City Engineering to make sure there are no changes/complaints with current crossings. Correct any issues to ensure the safety of the children. PERFORMANCE MEASURES:  Conduct training with all Crossing Guards to maintain high performance standards.  Obtain input from Crossing Guards on employee retention rates. 142 ---PAGE BREAK--- STAFFING POSITION TITLES Seasonal Employees Only FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 108,053 $ 123,104 $ 13.9% 126,845 $ 3.0% 130,649 $ 3.0% Operating 1,053 1,460 38.7% - (100.0%) - - TOTAL 109,106 $ 124,564 $ 14.2% 126,845 $ 1.8% 130,649 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 109,106 $ 124,564 $ 14.2% 126,845 $ 1.8% 130,649 $ 3.0% TOTAL 109,106 $ 124,564 $ 14.2% 126,845 $ 1.8% 130,649 $ 3.0% 1) Detail information available on expenditure page 67 of line item budget book. POLICE SCHOOL CROSSGUARDS 143 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 163.5 164.5 8,731,611 $ 8,729,464 $ ( 0.0%) FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 1,262,419 1,215,282 ( 3.7%) 1,242,459 2.2% 1,283,077 3.3% Operations 13,350,689 14,198,219 6.3% 14,253,047 0.4% 14,766,106 3.6% School Crossguards 109,106 124,564 14.2% 126,845 1.8% 130,649 3.0% TOTAL 14,722,214 $ 15,538,065 $ 5.5% 15,622,351 $ 0.5% 16,179,832 $ 3.6% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 12,382,267 $ 13,221,524 $ 6.8% 13,396,595 $ 1.3% 13,887,304 $ 3.7% Operating 2,237,029 2,252,271 0.7% 2,145,756 ( 4.7%) 2,210,128 3.0% Capital 88,320 53,599 ( 39.3%) 70,000 30.6% 72,100 3.0% SUBTOTAL 14,707,616 15,527,394 5.6% 15,612,351 0.5% 16,169,532 3.6% Transfers 14,598 10,671 ( 26.9%) 10,000 ( 6.3%) 10,300 3.0% TOTAL 14,722,214 $ 15,538,065 $ 5.5% 15,622,351 $ 0.5% 16,179,832 $ 3.6% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 13,504,170 $ 14,618,072 $ 8.2% 14,773,601 $ 1.1% 15,301,139 $ 3.6% Police Protect (240) 122,267 78,925 ( 35.4%) 104,900 32.9% 108,047 3.0% Reg II Narcotics(246) 642,423 443,996 ( 30.9%) 450,350 1.4% 465,627 3.4% COPS Program (248) 352,584 327,255 ( 7.2%) 253,500 ( 22.5%) 263,819 4.1% Law Enforc. Blk (249) 100,770 59,653 ( 40.8%) 40,000 ( 32.9%) 41,200 3.0% Gen. Gov't. Cap.Proj.(408) - 10,164 - - (100.0%) - - TOTAL 14,722,214 $ 15,538,065 $ 5.5% 15,622,351 $ 0.5% 16,179,832 $ 3.6% POLICE DEPARTMENTAL SUMMARY 144 ---PAGE BREAK--- Capital Operating Wages/Benefits $0 $2 $4 $6 $8 $10 $12 $14 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Police Expenditures FY03 Through FY12 145 ---PAGE BREAK--- Farmington Police Force 1950 ---PAGE BREAK--- Fire Administration 7.2% Fire Operations 92.8% FIRE PERCENTAGE BY DIVISION FIRE 4.7% Human Resources 3.5% General Services 3.0% Administration 7.0% Police 6.2% Community Development 0.9% Public Works 22.3% Administrative Services 0.9% Information Technology 0.7% Electric 43.3% Parks & Recreation 7.5% FIRE PERCENTAGE OF FY13 BUDGET 146 ---PAGE BREAK--- FIRE DEPARTMENT: ADMINISTRATION PROGRAM DESCRIPTION: Programs that fall within this area comprise the overall management of the department that includes matters relating to personnel, initiatives, property, policies, and budget. The divisional agenda includes the areas of fire prevention/life safety procedures, public education and accreditation, methods to investigate fires systematically, and disaster management and preparedness. The other area of administration is Fire prevention, which activities include code enforcement, inspections, and public fire/life safety education. Fire Marshal’s Office: The Fire Marshal has been working close with the Operations Division to develop an efficient Engine Company Inspection program. This office works closely with Community Development and local area businesses in issues related to fire prevention and code enforcement. Department Training: The Farmington Fire Department has several “special pay” positions that require a great deal of additional training. These include Hazmat, Tech Rescue, SWAT, AIC (acting in capacity), ARFF (aircraft firefighting), EMS shift trainers, and Fitness Coordinators.  The Hazmat team – is comprised of 18 specially trained personnel who have met minimum standards for inclusion on the team. This is a regional response unit.  The Tech Rescue team – consists of 18 specially trained personnel in the areas of swift water, high/low angle rescue, and confined space. Members of this team help make up New Mexico’s “Task Force which is our State’s Urban Search and Rescue Team for FEMA. These members are on call for federal disasters throughout the year.  The department supplies 4 SWAT medics to the Police Department SWAT Team. These individuals are trained to the EMT Intermediate level, and potentially to the paramedic level.  The Wildland Team – 24 specially trained personnel required to meet minimum standards to be eligible to not only be a member of the team, but able to respond to regional/national callout.  The AIC program trains employees for the higher positions, such as Engineer or Captain. The programs require many hours of additional training, college classes, and outside classes, such as the NFA (National Fire Academy) in order to certify. This training is in addition to the normal training.  The Department has progressed over the last year with becoming accredited. This is a long process to access the Departments goals and objectives to provide the best service possible. All members of the Department will be working to collect this information over the next 6-12 months. FY13 GOALS/OBJECTIVES:  Work with other divisions in the City to complete newly funded Capitol Projects.  Continue to develop the Engine Company Inspection program along with business owners to insure quality fire safety inspections.  Continue to pursue alternate funding sources to help finance our commitment to excellent service to our community and beyond.  Work towards the Fire Service Accreditation process. PERFORMANCE MEASURES:  Use the information collected during the Accreditation process to help with future planning.  Identify needs and create a plan for alternative inspection routes.  Continue to work with County Emergency Manager to secure grant money for training and apply for grant funding at the federal and state level.  Continue to work with San Juan County Fire and San Juan County Communications Authority to insure that all agencies have the tools and agreements needed to provide quality emergency services. 147 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Fire Chief 1 1 105,560 $ 109,464 $ 3.7% Fire Battalion Chief 1 1 74,432 74,282 ( 0.2%) Support Services Admin. 1 1 75,950 79,093 4.1% Fire Marshall - 1 - 64,690 - Assistant Fire Marshall 2 - 130,051 - (100.0%) Fire Captain - 1 - 65,944 - Technology Coordinator 1 - 68,460 - (100.0%) Emergency Vehicle Technician 1 1 49,067 47,994 ( 2.2%) Office Manager 1 1 48,045 35,170 ( 26.8%) Administrative Aide 1 1 33,075 33,677 1.8% TOTAL 9 8 584,640 $ 510,315 $ ( 12.7%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 564,029 $ 743,628 $ 31.8% 725,797 $ ( 2.4%) 752,109 $ 3.6% Operating 104,823 101,354 ( 3.3%) 114,848 13.3% 118,290 3.0% TOTAL 668,852 $ 844,982 $ 26.3% 840,645 $ ( 0.5%) 870,399 $ 3.5% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 668,852 $ 844,982 $ 26.3% 840,645 $ ( 0.5%) 870,399 $ 3.5% TOTAL 668,852 $ 844,982 $ 26.3% 840,645 $ ( 0.5%) 870,399 $ 3.5% 1) Detail information available on expenditure pages 70-71 of line item budget book. FIRE ADMINISTRATION 148 ---PAGE BREAK--- FIRE DEPARTMENT: OPERATIONS PROGRAM DESCRIPTION: The Fire Operations Division is responsible for providing fire protection and emergency response duties citywide. The Fire Department responded to 7,541 calls for service this past year. The legitimate calls for service include, but are not limited to, any or all of the following:  Fire suppression (including structural, Wildland, transportation, and all other types of fires). Total (Numbers in parenthesis are the previous year’s statistics) Structure Fires: 52 (56) Vehicle Fires: 20 (31) Brush Fires: 64 (38) Trash Fires: 24 (43) Other Fires: 2 (38)  Emergency Medical Services (basic life support). Medical Calls: 5,530 (5237)  Hazardous materials emergency response and preparedness (including civil disturbances and terrorism incidents). Haz-Mat: 107 (99)  Technical rescue services (extrication, swift water, high angle, and confined space). Calls for Technical rescue are tracked within the “all other calls” category.  Mutual Aid Given: 15 (20)  All other Calls including False Alarms: 370 Total Other Hazardous response: 100 (89) Total ‘All Other responses’: 1227 (637)  SWAT Paramedics are provided as a support service to the Police Department’s SWAT team. Because of this, no statistics are kept within the Fire Department as to response, but can be found within the Police Department.  Our Wildland Firefighting Team responded to 2 callouts this year. After paying all associated costs, the team netted a $73,452 profit for the season which will pay for a new brush truck minus the cab/chassis. . FY13 GOALS/OBJECTIVES:  Replace Fire Station #1 with funds bonded using the Cities GRT. The building has surpassed its useful life span but has been an integral part of the Fire Department for over 60 years.  In FY12 the Department received Assistance to Fire Fighters Grant for putting in fire suppression and alarm systems in all the Fire Stations. This project will be completed in FY13.  Enhance and improve EMS delivery to our community.  We purchased to new engines in FY12 with State Grant and State Fire Funds. We will be buying another Engine in FY13 with funds bonded using the City’s GRT.  Continue to keep all equipment on a replacement schedule utilizing as many outside funds as possible.  Purchase new Breathing Apparatus for the department using Federal Grant money that was awarded to Farmington, Aztec and San Juan County Fire departments. This is one step in creating interoperability between agencies in San Juan County.  Continue with the “Citizen Fire Academy” for community members. The Department started this program back up in FY12. PERFORMANCE MEASURES:  Testing to be conducted and documented according to departmental SOP’s and NFPA standards.  Purchase the equipment necessary to meet the industry standards and put it into service.  Develop advanced life support and intermediate life support protocols and training that will meet state standards for EMS delivery.  Purchase one new fire engine and move one to reserve ladder status.  Keep all hose and nozzles in compliance with industry standards.  Get the community involved in the accreditation process. 149 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Fire Batallion Chief 2 3 152,156 $ 201,607 $ 32.5% Fire Captain 19 18 1,115,242 1,080,142 ( 3.1%) Fire Engineer 27 27 1,322,394 1,360,908 2.9% Firefighter 36 36 1,425,397 1,517,437 6.5% TOTAL 84 84 4,015,189 $ 4,160,093 $ 3.6% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 6,637,086 $ 7,143,641 $ 7.6% 7,108,560 $ ( 0.5%) 7,372,507 $ 3.7% Operating 862,780 914,442 6.0% 787,815 ( 13.8%) 811,447 3.0% Capital 99,610 1,167,160 1,071.7% 2,956,000 153.3% 195,700 ( 93.4%) SUBTOTAL 7,599,476 9,225,243 21.4% 10,852,375 17.6% 8,379,654 ( 22.8%) Transfers - - - 23,000 - 23,690 3.0% TOTAL 7,599,476 $ 9,225,243 $ 21.4% 10,875,375 $ 17.9% 8,403,344 $ ( 22.7%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 7,161,193 $ 7,679,940 $ 7.2% 7,623,137 $ ( 0.7%) 7,902,519 $ - 2) State Fire (250) 438,283 1,545,303 252.6% 362,238 ( 76.6%) 305,125 ( 15.8%) 3) 2012 Series Bonds(402) - - - 2,700,000 - - (100.0%) 4) Gen. Gov't. Cap.Proj.(408) - - - 190,000 - 195,700 3.0% TOTAL 7,599,476 $ 9,225,243 $ 21.4% 10,875,375 $ 17.9% 8,403,344 $ ( 22.7%) 1) Detail information available on expenditure pages 72-73 of line item budget book. 2) Detail information available on expenditure page 127 of line item budget book. 3) Detail information available on expenditure page 137 of line item budget book. 4) Detail information available on expenditure page 145 of line item budget book. FIRE OPERATIONS 150 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 93 92 4,599,829 $ 4,670,408 $ 1.5% FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 668,852 $ 844,982 $ 26.3% 840,645 $ ( 0.5%) 870,399 $ 3.5% Operations 7,599,476 9,225,243 21.4% 10,875,375 17.9% 8,403,344 ( 22.7%) TOTAL 8,268,328 $ 10,070,225 $ 21.8% 11,716,020 $ 16.3% 9,273,743 $ ( 20.8%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 7,201,115 $ 7,887,269 $ 9.5% 7,834,357 $ ( 0.7%) 8,124,616 $ 3.7% Operating 967,603 1,015,796 5.0% 902,663 ( 11.1%) 929,737 3.0% Capital 99,610 1,167,160 1,071.7% 2,956,000 153.3% 195,700 ( 93.4%) SUBTOTAL 8,268,328 10,070,225 21.8% 11,693,020 16.1% 9,250,053 ( 20.9%) Transfers - - - 23,000 - 23,690 3.0% TOTAL 8,268,328 $ 10,070,225 $ 21.8% 11,716,020 $ 16.3% 9,273,743 $ ( 20.8%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 7,830,045 $ 8,524,922 $ 8.9% 8,463,782 $ ( 0.7%) 8,772,918 $ 3.7% State Fire (250) 438,283 1,545,303 252.6% 362,238 ( 76.6%) 305,125 ( 15.8%) 2012 Series Bonds(402) - - - 2,700,000 - - (100.0%) Gen. Gov't. Cap.Proj.(408) - - - 190,000 - 195,700 3.0% TOTAL 8,268,328 $ 10,070,225 $ 21.8% 11,716,020 $ 16.3% 9,273,743 $ ( 20.8%) FIRE DEPARTMENTAL SUMMARY 151 ---PAGE BREAK--- Capital Operating Wages/Benefits $0 $1 $2 $3 $4 $5 $6 $7 $8 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Fire Expenditures FY03 Through FY12 152 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 Farmington Fire Truck 1924 ---PAGE BREAK--- Administration 9.7% Planning 15.3% Metropolitan Planning Organization 22.1% Metropolitan Redevelopment Authority 13.3% Community Development Block Grant 17.2% Building Inspection 22.5% COMMUNITY DEVELOPMENT PERCENTAGE BY DIVISION COMMUNITY DEVELOPMENT 0.9% Public Works 22.3% Human Resources 3.5% Administration 7.0% Administrative Services 0.9% General Services 3.0% Parks & Recreation 7.5% Police 6.2% Fire 4.7% Information Technology 0.7% Electric 43.3% COMMUNITY DEVELOPMENT PERCENTAGE OF FY13 BUDGET 153 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: ADMINISTRATION PROGRAM DESCRIPTION: The Administration Division is responsible for managing and monitoring departmental activities as required by City Code and the policies set forth by the City Manager and City Council. The Division provides direction for the department’s four functional divisions — Planning; Building Inspection; the Community Development Block Grant (CDBG) entitlement program; and, the Metropolitan Planning Organization, (MPO). The Administration Division also provides the oversight of economic development activities, including long range planning activities, overseeing the acquisition, disposal and management of the City’s real property, coordination with SJEDS, and planning for the Metropolitan Redevelopment Area (MRA). The department’s functional divisions and their areas of responsibility are as follows:  Planning: provides primary staff support to the Planning and Zoning Commission, the Administrative Review Board, the Oil & Gas and Geologic and Engineering Hazards Advisory Commission, and other boards and commissions, in addition to reviewing petitions, reviewing development plans, and ensuring zoning compliance.  Building Inspection: is responsible for building, mechanical, and plumbing inspections within the City, and electrical inspections within the City and surrounding area.  Community Development Block Grant (CDBG): is the HUD entitlement program administering approximately $350,000 of grant funding annually.  Farmington Metropolitan Planning Organization (MPO): is the regional transportation planning organization comprised of the four local governments located within the MPO planning area. The MPO Division provides staff support to the MPO Technical and Policy Committees, and works closely with NM DOT, FHWA, and FTA on funding opportunities for regional and local transportation projects. Budget Highlights: The implementation of the Metropolitan Redevelopment Area (MRA) Plan is a high priority for the entire Department. FY13 GOALS/OBJECTIVES: Goals/Objectives for the different functional areas of Community Development are contained within the budget narratives for the respective divisions. Additional FY13 Administration objectives are as follows:  Develop and implement digital standard operating procedure manuals for each of the organizational divisions.  Institute tracking databases to ensure productivity improvements throughout the department.  Continue to improve customer service and communication with customers and applicants, improving informational forms and postings on the City web page.  Establish standard procedures to ensure inclusive and transparent public review/input processes for proposals, petitions, and issues that will include internet postings, use of email, hosting community meetings, and providing minimum 30-day review time periods, where possible.  Establish economic development planning as a function within the Division, including redevelopment, affordable housing, land acquisition, and SJEDS coordination.  Hire a Development Coordinator/Long Range Planner to prepare revisions and updates to the City’s land use plans; to work on economic development projects; to evaluate the fiscal impacts of proposals; to draft development agreements and prepare documents to establish tax increment financing districts; to process annexation proposals; to act as an ombudsman to the development community; to assist the Director in managing the City’s real property program; and, to provide staff support for the MRA Board of Commissioners.  Complete all proposed annexations as directed by the City Council.  Assist IT/GIS with the completion of the City- owned real property database and atlas. 154 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Community Development Director 1 1 93,971 $ 98,224 $ 4.5% Office Manager 1 1 39,551 40,679 2.9% TOTAL 2 2 133,522 $ 138,903 $ 4.0% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 161,867 $ 196,345 $ 21.3% 183,180 $ ( 6.7%) 189,886 $ 3.7% Operating 14,271 20,876 46.3% 36,200 73.4% 37,284 3.0% TOTAL 176,138 $ 217,221 $ 23.3% 219,380 $ 1.0% 227,170 $ 3.6% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 176,138 $ 217,221 $ 23.3% 219,380 $ 1.0% 227,170 $ 3.6% TOTAL 176,138 $ 217,221 $ 23.3% 219,380 $ 1.0% 227,170 $ 3.6% 1) Detail information available on expenditure pages 75-76 of line item budget book. COMMUNITY DEVELOPMENT ADMINISTRATION 155 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: PLANNING PROGRAM DESCRIPTION:  Planning Division staff oversees and coordinates the City’s processes relating to development review, including the compilation of review comments from various City departments.  Division staff answers development-related questions from the general public, residents, builders, and developers.  Division staff review site plans, development plans, land use applications, and provide support for several commissions and boards including: the Planning and Zoning Commission; the Administrative Review Board; the Oil, Gas and Geological Engineering Hazards Advisory Commission; and, the Capital Improvements Advisory Committee.  The Division monitors and manages zoning code compliance issues, and oil and gas well compliance issues.  The Division furnishes and maintains up-to- date economic, demographic and geographic data relevant to Farmington and San Juan County per US Census Affiliate Data Center Agreement.  The Division is responsible for maintaining the City’s Street Addressing and Street Dictionary Program for utility and E-911 use. Budget Highlights: The Division completed the Affordable Housing Plan during FY 2011 and plans to develop an Affordable Housing Ordinance in FY 2012-2013. FY13 GOALS/OBJECTIVES:  Work with other departments, neighborhood organizations and Farmington citizens to implement strategies, and action items from the Comprehensive Plan and various other plans adopted by the City Council.  Continue to improve customer service and communication with customers and applicants, improving informational forms and postings on the City web page.  Identify, acquire and implement suitable project tracking software.  Establish standard procedures to ensure inclusive and transparent public review/input processes for proposals, petitions, and issues that will include internet postings, use of email, hosting community meetings, and providing minimum 30-day review time periods, where possible.  Explore the potential for development of impact fees compliant with state statutes.  Take a revised Park Impact Fee recommendation from the Capital Improvements Advisory Committee to the City Council.  Make additional improvements to the City’s web page to improve access to Farmington and San Juan County demographic and economic data, development information, applications and checklists.  Develop a comprehensive affordable housing ordinance proposal.  Utilize the Zoning Compliance Officer to coordinate code issues with the Police Department’s Code Compliance Division, and to ensure zoning code compliance and enforcement of oil and gas regulations.  Participate with the Fire Marshal’s office on yearly oil and gas well inspections.  Re-classify the associate planner position to a planner II position, and add a planner I job classification for future hiring purposes. 156 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Senior Planner 1 1 64,284 $ 65,569 $ 2.0% Associate Planner 2 2 104,365 108,019 3.5% Zoning Officer 1 1 40,330 41,319 2.5% TOTAL 4 4 208,979 $ 214,907 $ 2.8% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 266,361 $ 282,734 $ 6.1% 285,763 $ 1.1% 296,105 $ 3.6% Operating 53,111 40,603 ( 23.6%) 60,750 49.6% 62,570 3.0% TOTAL 319,472 $ 323,337 $ 1.2% 346,513 $ 7.2% 358,675 $ 3.5% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 319,472 $ 323,337 $ 1.2% 346,513 $ 7.2% 358,675 $ 3.5% TOTAL 319,472 $ 323,337 $ 1.2% 346,513 $ 7.2% 358,675 $ 3.5% 1) Detail information available on expenditure pages 77-78 of line item budget book. COMMUNITY DEVELOPMENT PLANNING 157 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: METROPOLITAN PLANNING ORGANIZATION (MPO) PROGRAM DESCRIPTION: The Farmington MPO is the regional transportation planning organization for the cities of Farmington, Aztec, and Bloomfield, and for San Juan County. It serves as the regional forum for discussing regional transportation needs, planning transportation systems, and programming federal funding to the region. The MPO is guided by federal planning principles. Federal regulations outline the requirements and responsibilities of the MPO:  Develop the long range Metropolitan Transportation Plan that assesses transportation needs and identifies projects that will be funded through federal, state, and local sources during the next twenty years.  Develop a short range Transportation Improvement Program (TIP) that prioritizes and programs federal funds to regionally significant projects during the next four years.  Develop an annual work plan that describes the planning activities and projects to be carried out by MPO staff and the entities during the fiscal year.  Coordinate planning activities with Red Apple Transit.  Maintain and update a Public Participation Plan that determines the means of interaction between the public and the MPO.  Maintain a financially constrained budget for transportation activities through federal, state, and local funding sources. Budget Highlights: The MPO will be receiving approximately $188,500 in federal FHWA PL planning funds and $35,000 in federal FTA 5303 planning funds for various MPO activities outlined in the FY2013 Unified Planning Work Program (UPWP). These amounts are expected to cover about 69% of the MPO budget for the fiscal year. The other local governments will contribute about $41,000 for local match, which covers about 13% of the MPO budget. FY13 GOALS/OBJECTIVES AND PERFORMANCE MEASURES: In FY2013, the MPO will look to:  Develop a plan for implementing Intelligent Transportation Systems (ITS) technologies, which improve safety and mobility and provide regional travel information.  Develop a Complete Streets policy, which will apply to the design of streets to provide facilities for all users of a road and improve accessibility and safety.  Conduct surveys and collect passenger travel data to analyze the efficiency of the Red Apple system and to better understand travel patterns and ridership characteristics.  Take traffic counts at approximately 85 locations throughout the MPO to document current traffic conditions and trends.  Calibrate and validate the MPO regional traffic model using annual traffic count data in order to study the impacts of proposed transportation projects and make better projections of future traffic volumes.  Work with the entities to prioritize transportation projects and secure federal funding through the update to the Transportation Improvement Program.  Perform student arrival counts and evaluate conditions at schools participating in the Safe Routes to School program to improve safety for children and reduce traffic congestion.  Review land use developments to identify any regional impacts and to ensure compliance with various regional transportation plans.  Stay informed on air quality issues and their effect on transportation planning.  Other products and reports, as identified in the FY2013 UPWP. 158 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change MPO Planner 1 1 61,438 $ 62,927 $ 2.4% MPO Associate Planner 1 1 57,710 41,049 ( 28.9%) Administrative Aide 1 1 31,305 32,465 3.7% TOTAL 3 3 150,453 $ 136,442 $ ( 9.3%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 180,465 $ 171,632 $ ( 4.9%) 186,623 $ 8.7% 192,826 $ 3.3% Operating 99,908 69,128 ( 30.8%) 113,250 63.8% 116,645 3.0% TOTAL 280,373 $ 240,760 $ ( 14.1%) 299,873 $ 24.6% 309,471 $ 3.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 280,373 $ 240,760 $ ( 14.1%) 299,873 $ 24.6% 309,471 $ 3.2% TOTAL 280,373 $ 240,760 $ ( 14.1%) 299,873 $ 24.6% 309,471 $ 3.2% 1) Detail information available on expenditure page 79 of line item budget book. COMMUNITY DEVELOPMENT METROPOLOTAN PLANNING ORGANIZATION (MPO) 159 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: METROPOLITAN REDEVELOPMENT AREA (MRA) PROGRAM DESCRIPTION: Background In 2005, the City of Farmington designated the three Downtown neighborhoods the Downtown, the Civic Center, and the Animas District – as a Metropolitan Redevelopment Area (MRA) under the authority of the New Mexico Metropolitan Redevelopment Code [3-60A-1 to 3-60A-13, 3-60A-14 to 3-60A-48 NMSA 1978]. MRA Vision Statement The Metropolitan Redevelopment Area is a safe, vibrant activity center for the Four Corners region where people can live, work and play as a community. MRA Mission Statement The Metropolitan Redevelopment Agency is the catalyst for creating renewed energy and vitality in the area it serves through plan development and implementation. Budget Highlights: The City Council has set aside $500,000 in the General Governmental Capital Project fund (408) earmarked for the MRA. The plan presented to Council reflected the intended use of these funds to be utilized to implement the economic-based objectives of the MRA Plan, which was adopted in 2009. Generally, these goals include upgrading infrastructure to support economic development, attracting public and private investment to key opportunity sites and locations, achieving a more sustainable mix of land uses, including market-rate housing, live- work properties, and neighborhood-serving businesses, attracting developers and job- producing businesses, improving the streetscape and public signage to make the MRA more pedestrian-friendly, providing pedestrian connections between the River/Riverwalk and Downtown, cleaning up specific areas to make them more attractive for development, reducing crime in the MRA, providing incentives and opportunities for the relocation of industrial users, remediating brownfield areas, and providing the funding needed to establish public-private partnerships, most especially, for the desired catalyst projects. FY13 GOALS/OBJECTIVES AND PERFORMANCE MEASURES: In FY2013, subject to Council approval, use of the MRA reserved funds may be used to support:  Any and all projects identified in the MRA Plan, including but not limited to: o Funding of an MRA land assembly program o Establishing a tax increment district in the MRA o Purchasing privately-owned parcels adjoining City-owned properties that could be marketed for specific development o Establishing public-private partnerships to attract infill development or redevelopment, such as a full-service hotel to complement the existing Civic Center o Making the recommended roadway improvements in the MRA to Main Street and Broadway o Expanding the open space at the Riverwalk area west of Miller o Completing the connection of the Animas Trail to Downtown o Constructing streetscape and sidewalk improvements throughout the MRA o Developing a high-quality whitewater park at Boyd Park o Developing an outdoor amphitheater and recreation complex o Designing and constructing MRA gateway features at both ends of Main Street o Establishing a wayfinding program in the MRA o Establishing Downtown as a New Mexico-designated Arts and Cultural District 160 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change No Regular Employees FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Capital - $ - $ - 500,000 $ - 515,000 $ 3.0% TOTAL - $ - $ - 500,000 $ - 515,000 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Gen. Gov't. Cap.Proj.(408) - $ - $ - 500,000 $ - 515,000 $ 3.0% TOTAL - $ - $ - 500,000 $ - 515,000 $ 3.0% 1) Detail information available on expenditure page 146 of line item budget book. COMMUNITY DEVELOPMENT METROPOLITAN REDEVELOPMENT AUTHORITY (MRA) 161 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM DESCRIPTION: On October 1, 2009, the Community Development Block Grant began five years of new funding. The City’s CDBG 2013 Budget will be part of the fourth year of the five-year grant cycle. The 2012 Annual Action Plan will establish projects and their budgets beginning on October 1, 2012. Staff is charged with ensuring that the program is carried out in compliance with HUD regulations and grant funds are spent in a manner consistent with National Objectives and with the City of Farmington Consolidated Plan Priorities. The City of Farmington Consolidated Plan Federal Fiscal Year runs from October 1, through September 30, and overlaps the City’s Fiscal Year by three months. Budget Highlights:  The CDBG Program HUD FY11 budget is $405,158.  The CDBG Program HUD FY12 budget is currently projected at $352,185. FY12 Activities: The following types of programs were funded by the 2011 Annual Action Plan during City of Farmington FY 2012:  Day care assistance for college students - $15,000  Day care assistance for families in transitional housing - $15,000  Senior services - $15,000  Rental assistance - $15,692  Downtown Façade Improvements – $50,000  Expansion/remodeling of a day care facility for children in transitional housing - $50,000  Construction of a new transitional housing facility – $166,591 FY13 GOALS/OBJECTIVES:  Continue to make the necessary improvements recommended in last year’s assessment to ensure that the Community Development Block Grant program fully complies with HUD policies and procedures and that grant funds are spent in a manner consistent with National Objectives and with the City of Farmington Consolidated Plan Priorities.  Assist in funding the Community Needs Assessment to be conducted by the San Juan County Partnership. The data from this assessment will be utilized in the 2014 Consolidated Plan.  Develop and implement a digital standard operating procedure manual, including an annual calendar for milestones and flowcharts.  Establish standard procedures to ensure inclusive and transparent public review/input processes for plan development, reports, and issues. Internet postings, use of email, hosting community meetings, and minimum 30-day review time periods, will be utilized, where possible. The Community Development Block Grant program includes the annual preparation of two key documents. First is the Annual Action Plan, which documents the fiscal year’s projects, budget, and performance goals, as adopted by the City Council. Second is the Consolidated Annual Performance Evaluation Report, which documents the project accomplishments for the year and the expenditures and budget balance. 162 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Associate Planner CDBG 1 1 58,154 $ 60,207 $ 3.5% TOTAL 1 1 58,154 $ 60,207 $ 3.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 68,284 $ 81,869 $ 19.9% 84,393 $ 3.1% 87,831 $ 4.1% Operating 114,420 380,619 232.7% 244,248 ( 35.8%) 251,574 3.0% Capital 484,903 6,204 ( 98.7%) 60,000 867.1% 61,800 3.0% TOTAL 667,607 $ 468,692 $ ( 29.8%) 388,641 $ ( 17.1%) 401,205 $ 3.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) CDBG Grant (401) 667,607 $ 468,692 $ ( 29.8%) 388,641 $ ( 17.1%) 401,205 $ 3.2% TOTAL 667,607 $ 468,692 $ ( 29.8%) 388,641 $ ( 17.1%) 401,205 $ 3.2% 1) Detail information available on expenditure page 129 of line item budget book. COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT BLOCK GRANT 163 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: BUILDING INSPECTION PROGRAM DESCRIPTION: The Building Inspection Division provides a full- level of inspection services comprised of inspection and plan review for building, plumbing/mechanical and electrical projects. All new, private residential and commercial projects including offices, retail stores, churches, day care centers, etc., are reviewed and inspected for building, plumbing, mechanical and electrical code requirements. Building, electrical and plumbing/mechanical services are provided for the area within the city limits. Electrical inspectors also perform electrical service connect inspections throughout the Farmington Electrical Utility System’s service area. This division currently enforces over 10 separate codes and provides other departments, contractors, the media, architects and the public with information concerning these codes. Besides permitting and inspecting new structures, additions, remodels, etc., inspections are performed at all business locations where there is a change in occupancy, pursuant to the International Building Code. FY 13 GOALS/OBJECTIVES: Construction activity has been busy the last three years with an average construction valuation of $50,079,007 as compared to the previous three years with an average construction valuation of $78,465,370. Goals and objectives for the division include:  Permit small residential projects over the counter the same day.  Complete the review of plans on new residential dwellings within three days of plan submittal.  Complete the review of plans on ninety percent of new commercial buildings within two weeks of plan submittal.  Perform all building, plumbing, mechanical and electrical inspections within 24 hours of scheduling.  As the State of New Mexico adopts new building, plumbing, mechanical and energy conservation codes, we will enforce these codes once they become effective.  All building, plumbing/mechanical and electrical inspectors will maintain State of New Mexico requirements for state and national certifications.  During FY 13, re-classify one of the Permit Technician I positions into a Permit Technician II position, having lead responsibilities and required certification.  The Division will continue to participate with the State of New Mexico Construction Industries Division in future code adoptions, technical advisory committees, and education for inspectors and contractors concerning adopted building, plumbing/mechanical, and electrical codes. 164 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Chief Building Inspector 1 1 80,157 $ 80,157 $ - Electrical Inspector 2 2 127,086 128,333 1.0% Plumbing/Mechanical Inspector 1 1 64,641 64,639 ( 0.0%) Building Inspector 3 3 177,076 180,525 1.9% Permit Tech I - 1 - 32,291 - Administrative Aide 2 1 66,756 38,580 ( 42.2%) TOTAL 9 9 515,716 $ 524,525 $ 1.7% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 644,975 $ 689,804 $ 7.0% 681,437 $ ( 1.2%) 705,816 $ 3.6% Operating 47,110 48,145 2.2% 50,130 4.1% 51,631 3.0% SUBTOTAL 692,085 737,949 6.6% 731,567 ( 0.9%) 757,447 3.5% Transfers (243,492) (222,444) ( 8.6%) (223,092) 0.3% (229,783) 3.0% TOTAL 448,593 $ 515,505 $ 14.9% 508,475 $ ( 1.4%) 527,664 $ 3.8% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 448,593 $ 515,505 $ 14.9% 508,475 $ ( 1.4%) 527,664 $ 3.8% TOTAL 448,593 $ 515,505 $ 14.9% 508,475 $ ( 1.4%) 527,664 $ 3.8% 1) Detail information available on expenditure pages 80-81 of line item budget book. COMMUNITY DEVELOPMENT BUILDING INSPECTION 165 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 19 19 1,066,824 $ 1,074,984 $ 0.8% FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 176,138 $ 217,221 $ 23.3% 219,380 $ 1.0% 227,170 $ 3.6% Planning 319,472 323,337 1.2% 346,513 7.2% 358,675 3.5% MPO Administration 280,373 240,760 ( 14.1%) 299,873 24.6% 309,471 3.2% MRA - - - 500,000 - 515,000 3.0% CDBG 667,607 468,692 ( 29.8%) 388,641 ( 17.1%) 401,205 3.2% Building Inspection 448,593 515,505 14.9% 508,475 ( 1.4%) 527,664 3.8% TOTAL 1,892,183 $ 1,765,515 $ ( 6.7%) 2,262,882 $ 28.2% 2,339,185 $ 3.4% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 1,321,952 $ 1,422,384 $ 7.6% 1,421,396 $ ( 0.1%) 1,472,464 $ 3.6% Operating 328,820 559,371 70.1% 504,578 ( 9.8%) 519,704 3.0% Capital 484,903 6,204 ( 98.7%) 560,000 8,926.4% 576,800 3.0% SUBTOTAL 2,135,675 1,987,959 ( 6.9%) 2,485,974 25.1% 2,568,968 3.3% Transfers (243,492) (222,444) ( 8.6%) (223,092) 0.3% (229,783) 3.0% TOTAL 1,892,183 $ 1,765,515 $ ( 6.7%) 2,262,882 $ 28.2% 2,339,185 $ 3.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 1,224,576 $ 1,296,823 $ 5.9% 1,374,241 $ 6.0% 1,422,980 $ 3.5% CDBG Grant (401) 667,607 468,692 ( 29.8%) 388,641 ( 17.1%) 401,205 3.2% Gen. Gov't. Cap.Proj.(408) - - - 500,000 - 515,000 3.0% TOTAL 1,892,183 $ 1,765,515 $ ( 6.7%) 2,262,882 $ 28.2% 2,339,185 $ 3.4% COMMUNITY DEVELOPMENT DEPARTMENTAL SUMMARY 166 ---PAGE BREAK--- Capital Operating Wages/Benefits $0.0 $0.4 $0.8 $1.2 $1.6 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Community Development Expenditures FY03 Through FY12 167 ---PAGE BREAK--- Farmington Motor Company 1955 Creamland Daries 1958 New Mexico Centennial 1912-2012 ---PAGE BREAK--- Administration 0.3% Streets 33.0% Construction Inspection, City Engineering, Survey & Traffic Engineering 1.9% Water, Wastewater, Sanitation 64.9% PUBLIC WORKS PERCENTAGE BY DIVISION PUBLIC WORKS 22.3% Community Development 0.9% Human Resources 3.5% Administration 7.0% Administrative Services 0.9% General Services 3.0% Parks & Recreation 7.5% Police 6.2% Fire 4.7% Information Technology 0.7% Electric 43.3% PUBLIC WORKS PERCENTAGE OF FY13 BUDGET 168 ---PAGE BREAK--- PUBLIC WORKS: ADMINISTRATION PROGRAM DESCRIPTION: The Administration Division is responsible for the oversight and direction of the department’s two major organizational divisions which cover 10 functional areas. These divisions and functional areas of responsibility are as follows:  Engineering and Construction, which includes Construction Inspection, Drafting, Engineering, Survey, Traffic Engineering, and Streets (responsible for street maintenance, weed control, snow removal and street sweeping activities).  Water/Wastewater Utility, which includes Water Utility Administration, Wastewater Utility Administration, Solid Waste Management (including recycling), and Water Rights Management. Budget Highlights: The following projects were completed in FY12:  Due to severe rains in late July and early August 2010 (approximately 3 inches in 37 minutes) a Federal Disaster was declared in New Mexico. FEMA arrived in the City in September 2010 and finished their evaluation in February 2011. A total of 119 project work orders were issued by FEMA with an approximate value of $3.5 million dollars; to date 70 are complete.  Apache Street Waterline Replacement, Auburn to Butler  Animas District Waterline Replacement, various streets in the MRA, south of Broadway and east of Lake Street  Complete reconstruction of US64 / Apache Street / Westland Park Traffic Signal  Street Resurfacing: Apache, US 64 to Airport; Auburn, Apache to Animas; and various other city streets; City street resurfacing completed - 486,000 sq yds (70.8 lane miles) or 5.2% of total lane miles. FY13 GOALS/OBJECTIVES: Goals/objectives for the different functional areas of Public Works are contained within the budget narratives for the respective areas. Additional FY13 Administration objectives are as follows:  Develop and implement “work program” guidelines to better track projects throughout the year and to improve productivity measurement.  In concert with the Community Development Department, complete detailed process/flow charts to ensure more expedient processing and tracking of development applications.  Refine the street maintenance assessment program to implement an objective and systematic, ongoing approach to maintaining 396 lane miles at collector and above and 960 lane miles at residential, for a total of 1,356 lane miles.  Pursue state and federal assistance on street maintenance using MAP, CO-OP, and TPE funding programs.  FEMA: 49 project work orders remain to be completed. All include structural mitigation in various arroyos. 169 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Public Works Director 1 1 102,505 $ 105,212 $ 2.6% Administrative Assistant 1 1 42,949 45,917 6.9% TOTAL 2 2 145,454 $ 151,128 $ 3.9% FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 192,611 $ 208,672 $ 8.3% 204,926 $ ( 1.8%) 212,874 $ 3.9% Operating 6,474 9,784 51.1% 14,131 44.4% 14,552 3.0% SUBTOTAL 199,085 218,456 9.7% 219,057 0.3% 227,426 3.8% Transfers - (69,958) - (56,556) ( 19.2%) (58,251) 3.0% TOTAL 199,085 $ 148,498 $ ( 25.4%) 162,501 $ 9.4% 169,175 $ 4.1% FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 120,033 $ 60,822 $ ( 49.3%) 79,887 $ 31.3% 83,551 $ 4.6% 2) GRT-Streets (201) 23,714 25,259 6.5% 24,784 ( 1.9%) 25,688 3.6% 3) Wtr.Enterprise (602) 26,350 31,548 19.7% 27,538 ( 12.7%) 28,542 3.6% 4) Wastewater (603) 26,350 28,066 6.5% 27,538 ( 1.9%) 28,542 3.6% 5) Sanitation (604) 2,638 2,803 6.3% 2,754 ( 1.7%) 2,852 3.6% TOTAL 199,085 $ 148,498 $ ( 25.4%) 162,501 $ 9.4% 169,175 $ 4.1% 1) Detail information available on expenditure page 82 of line item budget book. 2) Detail information available on expenditure page 100 of line item budget book. 3) Detail information available on expenditure page 178 of line item budget book. 4) Detail information available on expenditure page 184 of line item budget book. 5) Detail information available on expenditure page 191 of line item budget book. PUBLIC WORKS ADMINISTRATION 170 ---PAGE BREAK--- PUBLIC WORKS: CONSTRUCTION INSPECTION PROGRAM DESCRIPTION: Under the direction of the City Engineer, the Construction Inspection Division reviews, estimates and inspects all projects under the Annual Streets and Utility contracts; reviews pay requests; reviews, estimates and inspects capital improvements projects, water and wastewater projects and provides similar services for other departments upon request. This division also assists in coordinating construction efforts with private utilities and contractors to ensure proper construction procedures, scheduling and timely completion of projects. The division drafts work orders and cost estimates; plans and schedules the Annual Street Rehabilitation Program, answers complaints; monitors safety compliance and provides public notice on projects or emergency repairs which disrupt traffic. Budget Highlights: There are no significant changes in program or equipment planned for FY13. FY13 GOALS/OBJECTIVES: Water & Wastewater Utility Division Projects:  Review, estimate, and inspect work performed under Annual Utilities Contract.  Inspect various water and sewer line rehabilitation & replacement projects.  Inspect rehabilitation work at both Water and Wastewater Treatment Plants.  Manage sewer video inspection program, estimate repairs, and inspect construction.  Manage storm sewer inspection program, estimate repairs, and inspect construction.  Inspect work performed by City’s Operation and Maintenance Contractor.  Inspections – Respond to inspection request within 24 hours 95% of the time. Public Works Projects:  Review, estimate, and inspect work performed under Annual Street Maintenance Contract.  Inspect FY13 Multi-Million dollar street resurfacing program.  Inspect miscellaneous storm drain improvement projects.  Inspect Porter Arroyo Detention Pond construction and oversee the FEMA 404 Grant.  Inspect Piedra Vista High School Access Road and English Extension.  Inspect various roadway improvement projects.  Inspect public improvements in new subdivisions.  Inspect MAP project: Municipal Resurfacing and possibly Apache Resurfacing.  Field verify 5% of existing Water, Wastewater, and Storm Sewer Systems per year.  Inspect Collector and Above Street by section and provide data for Pavement Management Model.  Inspect and Document Federal Disaster Relief Fund repair. Other Department Projects:  Review, estimate, and inspect miscellaneous capital improvement projects as requested/required (PRCA, FEUS, Building Maintenance).  Provide estimating services to other City Departments upon request. 171 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Construction Inspector 3 3 149,565 $ 152,765 $ 2.1% TOTAL 3 3 149,565 $ 152,765 $ 2.1% FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 207,209 $ 213,733 $ 3.1% 257,844 $ 20.6% 267,725 $ 3.8% Operating 8,776 10,297 17.3% 17,750 72.4% 18,278 3.0% SUBTOTAL 215,985 224,030 3.7% 275,594 23.0% 286,003 3.8% Transfers (179,736) (79,236) ( 55.9%) (126,492) 59.6% (130,286) 3.0% TOTAL 36,249 $ 144,794 $ 299.4% 149,102 $ 3.0% 155,717 $ 4.4% FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 36,249 $ 144,794 $ 299.4% 149,102 $ 3.0% 155,717 $ 4.4% TOTAL 36,249 $ 144,794 $ 299.4% 149,102 $ 3.0% 155,717 $ 4.4% 1) Detail information available on expenditure pages 83-84 of line item budget book. PUBLIC WORKS CONSTRUCTION INSPECTION 172 ---PAGE BREAK--- PUBLIC WORKS: CITY ENGINEERING PROGRAM DESCRIPTION: Under the direction of the City Engineer, the Engineering Division performs engineering design and analysis, drafting and writing of technical specifications and reports for Public Works, Water and Wastewater Utilities, Parks and Recreation, and other City departments. Budget Highlights: The Engineering Division’s workload has continued to increase due to changes in federal regulations regarding storm water discharges and flood plain development. FY13 GOALS/OBJECTIVES: The division will design and coordinate construction of the following major projects: Water and Wastewater Utility Division Projects:  Provide support to the Water/Wastewater Utilities Division in the design and/or oversight of water, sewer, and solid waste projects.  Prepare technical specifications for Annual Utilities Maintenance Contract. Public Works Department Projects:  Prepare technical specifications for Annual Street Maintenance Contract.  Design and oversee construction of miscellaneous storm drain and arroyo erosion control projects.  Design and manage New Mexico Department of Transportation CO-OP, MAP and TPE projects.  Continue implementation of NPDES and MS4 Storm Water Management Plan.  Design replacement of apx. 1500 LF of 72” culvert conveying Porter Arroyo along East Main by Webb Chevrolet.  Oversee development of Pavement Management System.  Continue to set up Facility Management and work orders in HTE for GIS & GASB34.  Oversee Porter Arroyo Detention Pond construction.  Oversee post construction FEMA Remapping of Porter Arroyo 100 year Flood Plain.  Oversee design and construction of Lakewood Detention Pond.  Oversee post construction FEMA Remapping of Carl Arroyo of Lakewood Detention Pond 100 year Flood Plain.  Coordinate FY13 Street Resurfacing program.  Oversee Piedra Vista High School Access Road and English Extension. Miscellaneous Projects:  Design various CIP projects Parks, FEUS and other City Departments.  Assist Building Inspection in review of construction permits for drainage requirements.  Assist Community Development in review of new subdivision development, including review of proposed infrastructure and plat requirements. PERFORMANCE MEASURES:  New Streets/corrections included in the update to the street directory three times per year, 85%.  Final Plat map application reviews signed within 2 weeks of final submittal, if submitted correctly, 100%.  Building permits – 3-day turnaround, if complete, 95%.  Flood Plain Elevation Certificates – 5-day turnaround, 95%. Letter of Map Request 15 day turn around, 95%.  Subdivision Plat Review – 10-day turnaround, 95%.  Respond to citizen requests – 48-hour turnaround, 90%.  Consultant’s Plan Review – 15-day turnaround, 80%. 173 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change City Engineer 1 1 92,051 $ 93,394 $ 1.5% Associate Project Engineer I 1 1 57,592 58,744 2.0% Project Engineer I 2 2 132,852 134,660 1.4% GIS Technician 1 1 41,049 41,049 - Administrative Aide 1 1 36,234 36,811 1.6% TOTAL 6 6 359,778 $ 364,658 $ 1.4% FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 403,468 $ 450,252 $ 11.6% 488,202 $ 8.4% 506,689 $ 3.8% Operating 43,224 61,779 42.9% 121,300 96.3% 124,938 3.0% SUBTOTAL 446,692 512,031 14.6% 609,502 19.0% 631,627 3.6% Transfers (97,968) (6,972) ( 92.9%) (79,332) 1,037.9% (81,711) 3.0% TOTAL 348,724 $ 505,059 $ 44.8% 530,170 $ 5.0% 549,916 $ 3.7% FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 348,724 $ 505,059 $ 44.8% 530,170 $ 5.0% 549,916 $ 3.7% TOTAL 348,724 $ 505,059 $ 44.8% 530,170 $ 5.0% 549,916 $ 3.7% 1) Detail information available on expenditure pages 85-86 of line item budget book. PUBLIC WORKS CITY ENGINEERING 174 ---PAGE BREAK--- PUBLIC WORKS: SURVEY PROGRAM DESCRIPTION: Under the direction of the City Engineer, the Survey Division is responsible for topographical surveying and construction staking, preparing preliminary drawings for various City departments and divisions. Work by this division includes identifying the location and descriptions of property from existing established boundary corners and recorded plats; existing topography for future roadways, utilities and other public facilities projects; the establishment of grades and alignments, as-built surveys for public improvements; and, engineering construction measurements and staking for Public Works Capital Improvement Projects. Budget Highlights: The Survey Division will continue to be involved in the documentation of existing street and utility infrastructure components through the use of GPS survey equipment. FY13 GOALS/OBJECTIVES: Water and Wastewater Utility Department Projects:  Collection of existing infrastructure data for design of water and wastewater projects.  Field layout of construction drawings for water main extensions and water main replacements.  Field layout of construction drawings for sewer main extensions and replacements.  Verification of lots and plats related to rights of way and easements.  Verification of lots and plats related to water rights projects.  Survey of proposed easements for water and wastewater projects.  As-built surveys for installed water and sewer utilities. Public Works Projects:  Existing topography survey and construction layout of various storm drainage projects.  Existing topography survey and construction layout for NMDOT TPE and MAP projects.  Field verify all storm sewer manhole inverts.  Verification of lots and plats related to obtaining easements, right-of-way, and property for the City.  Provide GPS survey support to GIS Coordinator for City basemap.  Perform field checks of existing Global Positioning System (GPS) Control Points every year to verify condition of monuments. Other Departments:  Construction staking for other City department projects, as needed.  Assist Community Development in review of field requirements of subdivision plats. PERFORMANCE MEASURES:  95% of all projects started within five working days.  As-built surveys for installed facilities, 98% accurate. 175 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Survey Party Chief 2 2 85,302 $ 87,627 $ 2.7% Surveyor Aide 1 1 34,889 36,110 3.5% TOTAL 3 3 120,191 $ 123,737 $ 3.0% FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 173,915 $ 183,124 $ 5.3% 190,894 $ 4.2% 197,543 $ 3.5% Operating 14,487 13,638 ( 5.9%) 23,265 70.6% 23,960 3.0% SUBTOTAL 188,402 196,762 4.4% 214,159 8.8% 221,503 3.4% Transfers (74,856) (26,016) ( 65.2%) (64,224) 146.9% (66,150) 3.0% TOTAL 113,546 $ 170,746 $ 50.4% 149,935 $ ( 12.2%) 155,353 $ 3.6% FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 113,546 $ 170,746 $ 50.4% 149,935 $ ( 12.2%) 155,353 $ 3.6% TOTAL 113,546 $ 170,746 $ 50.4% 149,935 $ ( 12.2%) 155,353 $ 3.6% 1) Detail information available on expenditure page 87 of line item budget book. PUBLIC WORKS SURVEY 176 ---PAGE BREAK--- PUBLIC WORKS: TRAFFIC ENGINEERING PROGRAM DESCRIPTION: Under the direction of the City Engineer, the Traffic Engineering Division is responsible for the safe and efficient movement of traffic throughout the City. The division maintains and installs all traffic control devices within the City and administers the City’s street light program. Traffic control devices include:  Pavement Markings: over 335 lane miles, 633 crosswalks, along with symbols and curb markings.  Signs: Regulatory (4,462), warning (1,015), school (290), street name (3,391), and others (616).  Traffic Signals: The City has 82, of which 77 have emergency vehicle preemption systems. The City contracts maintenance for 9 signals outside the City limits.  School Zone Speed Limit Flashers: 30.  Warning Beacon Lights: 4. The street lighting system has over 4,244 lights City-wide. This division investigates traffic complaints, responds to citizen requests regarding traffic control and street lighting issues, works closely with police and others to ensure safe and efficient traffic flows, and monitors construction and maintenance in the roadway to ensure all applicable traffic control laws and work zone safety guidelines are followed. FY13 GOALS/OBJECTIVES:  Continue to perform annual preventative maintenance on each traffic signal (82 each).  Continue annual sign reflectivity evaluation program.  Maintain over 9,800 traffic sign installations, upgrading as necessary.  Conduct turning movement counts at 22 of 81 signalized locations.  Field investigation of known vegetative sight obstructions, twice each year.  Maintain average response time to after hours signal maintenance call out time to less than 30 minutes.  Paint each of the City‘s 335 lane miles, twice (spring/fall).  Re-mark 110 worn crosswalks and stop bars.  Replace traffic signal poles and mast arms as necessary for upgrade.  Replace and upgrade Traffic Signal System.  Construct one new traffic signal. PERFORMANCE MEASURES:  311 traffic signs were repaired in FY12.  Turning movement counts were conducted at 12 signalized locations.  Annual preventative maintenance program for all traffic signals was completed.  Reflectivity evaluation completed.  One new traffic signal was designed and constructed.  City streets were painted once.  Cabinet and controller upgrade at 5 locations. 177 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Traffic Engineering Administrator 1 1 84,984 $ 84,980 $ - Electronics Technician II 1 1 56,906 58,044 2.0% Electronics Technician I 1 1 56,234 56,231 - Traffic Engineering Technician 1 1 48,588 49,676 2.2% Working Foreman 1 1 49,677 49,676 - Painter 1 1 39,296 39,296 - Traffic Sign Technician 2 2 68,244 68,244 - TOTAL 8 8 403,929 $ 406,147 $ 0.5% FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 554,557 $ 585,033 $ 5.5% 587,163 $ 0.4% 609,014 $ 3.7% Operating 82,534 104,604 26.7% 145,075 38.7% 149,426 3.0% SUBTOTAL 637,091 689,637 8.2% 732,238 6.2% 758,440 3.6% Transfers (500,000) (500,000) - (500,000) - (515,000) 3.0% TOTAL 137,091 $ 189,637 $ 38.3% 232,238 $ 22.5% 243,440 $ 4.8% FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 137,091 $ 189,637 $ 38.3% 232,238 $ 22.5% 243,440 $ 4.8% TOTAL 137,091 $ 189,637 $ 38.3% 232,238 $ 22.5% 243,440 $ 4.8% 1) Detail information available on expenditure pages 88-89 of line item budget book. PUBLIC WORKS TRAFFIC ENGINEERING 178 ---PAGE BREAK--- PUBLIC WORKS: STREETS PROGRAM DESCRIPTION: The Streets Division is responsible for the repair and maintenance of 245 miles of paved streets and 30 miles of dirt streets. The Streets Division is also responsible for alleys, public parking lots, and storm drainage systems in the City. The division is functionally divided into four work crews. The Truck and Equipment crew performs heavy construction for other City departments, maintains and builds dirt streets, builds milled asphalt streets, maintains dirt alleys, constructs and maintains retention ponds, and prepares areas for paving. The Concrete Construction crew repairs existing and constructs new concrete curb and gutters, sidewalks, headwalls, erosion control walls, curb inlets, collection boxes, manholes, and rundowns. The crew also installs storm drainage pipe and repairs and installs guardrails. The Street Maintenance crew is responsible for maintenance of all paved streets, alleys, and parking lots within the city. This work consists of potholes, utility cuts, crack sealing, and new paving of streets, alleys, and parking lots. The Street Sweeper and Cleanup crew is responsible for the sweeping of streets, alleys, and public parking lots. The Roadside crew cleans right of ways, medians, drainage channels, storm drain inlets, and performs miscellaneous repair work. The Streets Division is also responsible for flood control when it rains, and snow and ice control in the winter. Budget Highlights: Although not included in the budget numbers, the Streets Division anticipates the need to add one position in the future, street sweeper operator, to adequately maintain the increasing number of road miles in the City. If new position is added, additional equipment also will be needed for this position. In addition, two laborers will be needed in the future to assist in roadside cleanup of weeds and debris and in other areas in the street division as needed. FY13 GOALS/OBJECTIVES: The division will strive to provide a quick response to any problems that arise due to our aging streets and from the demands placed on our facilities by new development. The division will continue to work to improve its snow response with existing equipment and the use of pre-wet salt and sand (magnesium chloride). The Streets Division will continue to apply milled asphalt to designated dirt streets. The Streets Division will continue its limited program of magnesium chloride application to dirt roadways to control dust and reduce frequency of blading. Other projects include continued construction of erosion control walls, retention ponds, drop inlets, pipes, and various locations to address storm drainage problems and the installation of new sidewalks adjacent to City property, major streets, and in areas where needed for the Traffic Division‘s “Safe Routes to School” program. PERFORMANCE MEASURES: Sweeper:  25 miles per operator per seven-hour shift.  Residential streets - 6 times per year.  Arterial streets - 12 times per year (Scott & San Juan Blvd., Dustin, 30th, 20th, Butler, Sullivan, Piñon Hills Blvd., English & Largo).  Truck routes- 12 times per year (LE Murray, Bloomfield Hwy., E. Main, W. Main, Browning Parkway and La Plata Hwy.).  Downtown - 76 times a year, 90% of the time swept average frequency is 12 months; twice weekly. Concrete:  Construct 15 sq. ft. of new sidewalk per man hour or 60 sq. ft. of new sidewalk per crew hour. Asphalt:  Pothole repair within 72 hours of notification.  Repair 10.5 sq. ft. of asphalt per man hour or - 73.5 sq. ft. per crew hour.  Crack seal 1,500 sq. ft. per man hour or 10,500 sq. ft. per crew hour. Blade:  Blade two miles of dirt-street per operator, per seven hour shift.  Blade a street within seven working days of receiving a request (weather conditions will determine compliance). 179 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Streets Superintendent 1 1 71,965 $ 73,150 $ 1.6% Lead Foreman 1 1 54,496 54,496 - Working Foreman 3 3 149,031 149,028 - Heavy Equipment Operator 4 4 165,654 171,780 3.7% Street Sweeper Operator 3 3 113,954 116,454 2.2% Truck Driver 4 4 129,458 134,474 3.9% Concrete Carpenter 2 2 78,592 73,418 ( 6.6%) Laborer 6 6 179,628 185,080 3.0% TOTAL 24 24 942,778 $ 957,880 $ 1.6% FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 2,154,403 $ 2,197,654 $ 2.0% 2,283,878 $ 3.9% 2,361,376 $ 3.4% Operating 3,053,675 3,277,616 7.3% 5,403,940 64.9% 5,566,057 3.0% Capital 1,842,450 4,211,382 128.6% 10,922,054 159.3% 10,425,714 ( 4.5%) SUBTOTAL 7,050,528 9,686,652 37.4% 18,609,872 92.1% 18,353,147 ( 1.4%) Transfers (11,997) (311,796) 2,498.9% (229,284) ( 26.5%) (236,163) 3.0% TOTAL 7,038,531 $ 9,374,856 $ 33.2% 18,380,588 $ 96.1% 18,116,984 $ ( 1.4%) FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) (94,981) $ 485,891 $ (611.6%) 285,418 $ ( 41.3%) 302,961 $ 6.1% 2) GRT-Streets (201) 6,138,391 8,432,727 37.4% 14,248,116 69.0% 14,675,559 3.0% 3) Streets Grants (401) 995,121 456,238 ( 54.2%) 2,797,054 513.1% 2,880,964 3.0% 4) 2012 Series Bonds (402) - - - 800,000 - - (100.0%) 5) Gen. Gov't. Cap.Proj.(408) - - - 250,000 - 257,500 3.0% TOTAL 7,038,531 $ 9,374,856 $ 33.2% 18,380,588 $ 96.1% 18,116,984 $ ( 1.4%) 1) Detail information available on expenditure pages 90-91 of line item budget book. 2) Detail information available on expenditure pages 100-102 of line item budget book. 3) Detail information available on expenditure pages 130-131 of line item budget book. 4) Detail information available on expenditure page 138 of line item budget book. 5) Detail information available on expenditure page 147 of line item budget book. PUBLIC WORKS STREETS 180 ---PAGE BREAK--- PUBLIC WORKS: WATER/WASTEWATER/SANITATION UTILITY PROGRAM DESCRIPTION: The primary responsibility of the City Water/Wastewater/Sanitation Utility Division is to oversee the City’s Water and Wastewater Utilities and monitor the City’s operations and maintenance contracts with private sector firms. The main focus of this division is to oversee the operation of the City’s Water and Wastewater Utilities including financial management of the capital improvements planning and environmental compliance. This division is also responsible for overseeing and monitoring the solid waste contractor’s performance. Related responsibilities include serving as the City’s environmental office on regional efforts to address environmental and/or regulatory compliance issues such as the Clean Water Act, Clean Air Act, and the Resource Recovery Act. The Water/Wastewater/Sanitation Utility Division consists of three subunits: Operations, Capital Construction, and Water Resources Management. The Operations and Maintenance Contracts Manager is responsible for the Operations area and serves as the liaison between the City and its water and wastewater operations and maintenance contractor, CH2MHILL OMI, Inc., as well as Waste Management, Inc., the City’s solid waste contractor. A Project Engineer is responsible for the Capital Construction area and oversees all capital improvement projects in the Water and Wastewater Utilities. The Water Resource Manager is responsible for the Water Resources unit and overall management of the City‘s water resources, including water rights acquisition, adjudication, perfection, transfers, and accounting; 40-Year Water Plan; Return Flow Plan; and Water Conservation Plan. Water Resources includes three additional positions: Water Resources Specialist, Water Rights Specialist and Water Technician. Five of the eight positions are staffed and the focus of the Division will be continuing work on the 40-Year Water Plan, Conservation Plan and the Wastewater Treatment Plant Discharge Permit. Budget Highlights: Both the Water and Wastewater Funds are in good financial condition and the capital projects are being managed so the funds will meet obligations. The consultant will be working on the construction drawing for phase III of the WWTP expansion. The planned capital projects for the Water Fund will focus on system maintenance, security improvements, and replacement of water lines to improve service and fire flow. The planned capital projects for the Wastewater Fund will focus on system maintenance and replacement of deteriorating sewer lines as conditions warrant improving service. A major project for the Wastewater Fund is the construction of a new MRAS basin, Final Clarifier and UV Disinfection System at the treatment plant to add the redundancy need in our treatment train. Water Storage Rehab: 11 of 12 water storage tanks completed (Base Tank, 1C, 2C, 4C, 5C, 3E, 4E, 5E, 2P, 4P and 3W). FY13 GOALS/OBJECTIVES:  Continue oversight and coordination of the Operations & Maintenance (O&M) contract with CH2MHILL OMI and annual capital improvements related to system expansion and maintenance.  Coordinate with the City Engineering staff on the design, construction, and inspection of additional water and wastewater infrastructure as they relate to proposed street capital projects.  Perform professional level administrative and public contract work necessary to monitor the City’s solid waste/recycling and water/wastewater O&M contracts.  Monitor emergency response times to insure a maximum of 2 hours.  Monitor annual fire hydrant flow tests and inspections on all hydrants.  Monitor the water storage tank maintenance program.  Monitor the water distribution system leak detection program – ½ of the system in FY13.  Monitor cleaning and inspection of entire collection system within 60 months.  Monitor total recyclable product, received at the recycling center, goal of 5% increase.  Oversee the permit requirements related to the NPDES permit for the wastewater utilities.  Maintain good relations with the public, media, commissions and boards with regard to the City’s involvement in environmental matters. 181 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Water/Wastewater Utility Administrator 1 1 69,285 $ 69,285 $ - Operations Manager/Environmental Coordinator 1 1 75,613 77,125 2.0% Associate Project Engineer 1 1 57,650 53,106 ( 7.9%) Water Resource Manager 1 1 53,106 53,106 - Water Resource Specialist 1 1 61,526 61,526 - Water Rights Specialist 1 1 41,049 41,049 - Engineering Technician 1 1 51,863 52,901 2.0% Water Technician 1 1 31,932 33,049 3.5% TOTAL 8 8 442,024 $ 441,147 $ ( 0.2%) FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 697,044 $ 944,144 $ 35.4% 1,087,447 $ 15.2% 1,122,458 $ 3.2% Operating 13,740,801 14,658,386 6.7% 16,169,084 10.3% 16,654,150 3.0% Debt Service 2,262,688 2,268,146 - 1,857,027 ( 18.1%) 1,013,066 ( 55.3%) Capital 7,653,019 3,954,809 ( 48.3%) 14,701,902 271.7% 15,142,958 3.0% SUBTOTAL 24,353,552 21,825,485 ( 10.4%) 33,815,460 54.9% 33,932,632 0.3% Transfers 2,435,453 2,207,678 ( 9.4%) 2,361,949 7.0% 2,432,805 3.0% TOTAL 26,789,005 $ 24,033,163 $ ( 10.3%) 36,177,409 $ 50.5% 36,365,437 $ 0.5% FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Water Entpr (602) 14,333,242 $ 12,584,087 $ ( 12.2%) 16,699,630 $ 32.7% 16,453,877 $ ( 1.5%) 2) Wastewater (603) 7,144,488 6,203,893 ( 13.2%) 14,265,430 129.9% 14,542,843 1.9% 3) Sanitation (604) 5,311,275 5,245,183 ( 1.2%) 5,212,349 ( 0.6%) 5,368,717 3.0% TOTAL 26,789,005 $ 24,033,163 $ ( 10.3%) 36,177,409 $ 50.5% 36,365,437 $ 0.5% 1) Detail information available on expenditure pages 166-170 of line item budget book. 2) Detail information available on expenditure pages 172-177 of line item budget book. 3) Detail information available on expenditure page 192 of line item budget book. PUBLIC WORKS WATER/WASTEWATER/SANITATION UTILITY 182 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 54 54 2,563,719 $ 2,597,462 $ 1.3% FY11 FY12 FY13 . FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 199,085 $ 148,498 $ ( 25.4%) 162,501 $ 9.4% 169,175 $ 4.1% Construction Inspection 36,249 144,794 299.4% 149,102 3.0% 155,717 4.4% City Engineering 348,724 505,059 44.8% 530,170 5.0% 549,916 3.7% Survey 113,546 170,746 50.4% 149,935 ( 12.2%) 155,353 3.6% Traffic Engineering 137,091 189,637 38.3% 232,238 22.5% 243,440 4.8% Streets 7,038,531 9,374,856 33.2% 18,380,588 96.1% 18,116,984 ( 1.4%) Water/WW Utility 26,789,005 24,033,163 ( 10.3%) 36,177,409 50.5% 36,365,437 0.5% TOTAL 34,662,231 $ 34,566,753 $ ( 0.3%) 55,781,943 $ 61.4% 55,756,022 $ ( 0.0%) FY11 FY12 FY13 . FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 4,383,207 $ 4,782,612 $ 9.1% 5,100,354 $ 6.6% 5,277,679 $ 3.5% Operating 16,949,971 18,136,104 7.0% 21,894,545 20.7% 22,551,361 3.0% Debt Service 2,262,688 2,268,146 - 1,857,027 ( 18.1%) 1,013,066 ( 45.4%) Capital 9,495,469 8,166,191 ( 14.0%) 25,623,956 213.8% 25,568,672 ( 0.2%) SUBTOTAL 33,091,335 33,353,053 0.8% 54,475,882 63.3% 54,410,778 ( 0.1%) Transfers 1,570,896 1,213,700 ( 22.7%) 1,306,061 7.6% 1,345,244 3.0% TOTAL 34,662,231 $ 34,566,753 $ ( 0.3%) 55,781,943 $ 61.4% 55,756,022 $ ( 0.0%) FY11 FY12 FY13 . FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 660,662 $ 1,556,949 $ 135.7% 1,426,750 $ ( 8.4%) 1,490,938 $ 4.5% GRT - Streets (201) 6,162,105 8,457,986 37.3% 14,272,900 68.8% 14,701,247 3.0% Streets Grants (401) 995,121 456,238 ( 54.2%) 2,797,054 513.1% 2,880,964 3.0% 2012 Series Bonds (402) - - - 800,000 - - (100.0%) Gen. Gov't. Cap.Proj.(408) - - - 250,000 - 257,500 3.0% Water Entpr (602) 14,359,592 12,615,635 ( 12.1%) 16,727,168 32.6% 16,482,419 ( 1.5%) Wastewater (603) 7,170,838 6,231,959 ( 13.1%) 14,292,968 129.3% 14,571,385 1.9% Sanitation (604) 5,313,913 5,247,986 ( 1.2%) 5,215,103 ( 0.6%) 5,371,569 3.0% TOTAL 34,662,231 $ 34,566,753 $ ( 0.3%) 55,781,943 $ 61.4% 55,756,022 $ ( 0.0%) PUBLIC WORKS DEPARTMENTAL SUMMARY 183 ---PAGE BREAK--- Wages/Benefits Capital Operating $0 $1 $2 $3 $4 $5 $6 $7 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Public Works Expenditures FY03 Through FY12 Wages/Benefits Debt Service Operating $0 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Water/Wastewater Expenditures FY03 Through FY12 184 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 Farmington Airport 2001 ---PAGE BREAK--- Personnel 5.2% Insurance and Benefits 85.6% Payroll 3.8% Workers' Compensation 3.4% Safety 1.9% HUMAN RESOURCES PERCENTAGE BY DIVISION HUMAN RESOURCES 3.5% General Services 3.0% Information Technology 0.7% Electric 43.3% Administration 7.0% Administrative Services 0.9% Police 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Parks & Recreation 7.5% HUMAN RESOURCES PERCENTAGE OF FY13 BUDGET 185 ---PAGE BREAK--- HUMAN RESOURCES: PERSONNEL PROGRAM DESCRIPTION: The Personnel Division is responsible for employee recruitment, selection and retention. Working closely with other City departments, personnel staff develops and coordinates the strategy for effective recruitment and retention. By actively participating in the selection process, the division assists the other departments by increasing productivity through improved employee selection and development of current employees. The division also handles unemployment claims, classifies municipal jobs, coordinates the employee performance evaluation program, conducts employee training, implements all pay adjustments market rate adjustments, promotions, and ensures that departments are compliant with HR law. The Human Resources Director represents the City in negotiations with employee unions and assists in resolving employee grievances. Programs and Service Delivery: (Annual Numbers) 2009 2010 2011 External Job Openings 119 103 139 Internal Job Openings 22 33 46 Number of Applications Processed 4,128 4,152 4382 Number of Internal Promotions 37 45 74 Number of Regular New Hires 48 47 140 Number of Seasonal New Hires 180 134 182 Number of Regular Employee Separations 62 73 54 Number of Seasonal Employee Separations 308 134 157 FY13 GOALS/OBJECTIVES:  Continue excellent service to City departments in processing job postings and applications, advising on personnel issues, and ensuring proper pay and classification.  Continue training City policies for all new employees and refresher training for current employees.  Continue specialized supervisory training program with emphasis provided for new supervisors.  Continue to explore technologies that will streamline divisional processes.  Continue building continuity of operations within the Human Resources Department.  Explore different avenues for cost effective ways to enhance employee benefits. PERFORMANCE MEASURES:  Application screening does not exceed five working days. Average of three days’ time from job closing to departmental review. Interview scheduling occurs ASAP after departmental review.  Ensure that annual performance reviews and pay increases are completed in a timely manner.  Annually train all new employees through mandatory programs on City policies.  Continuation of supervisory training programs scheduled regularly throughout the year. 186 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Human Resourcers Director 1 1 93,392 $ 110,219 $ 18.0% Senior Personnel Analyst 1 1 57,166 53,408 ( 6.6%) Personnel Analyst 3 3 139,195 151,805 9.1% Personnel Assistant 1 1 35,635 36,487 2.4% TOTAL 6 6 325,388 $ 351,919 $ 8.2% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 396,815 $ 418,251 $ 5.4% 464,876 $ 11.1% 482,061 $ 3.7% Operating 132,932 251,398 89.1% 166,200 ( 33.9%) 171,185 3.0% Capital - 6,640 - - (100.0%) - - SUBTOTAL 529,747 676,289 27.7% 631,076 ( 6.7%) 653,246 3.5% Transfers (183,948) (172,440) ( 6.3%) (179,808) 4.3% (185,199) 3.0% TOTAL 345,799 $ 503,849 $ 45.7% 451,268 $ ( 10.4%) 468,047 $ 3.7% FY11 FY12 FY13 FY14 Note: Actual expen Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 345,799 $ 503,849 $ 45.7% 451,268 $ ( 10.4%) 468,047 $ 3.7% TOTAL 345,799 $ 503,849 $ 45.7% 451,268 $ ( 10.4%) 468,047 $ 3.7% 1) Detail information available on expenditure pages 92-93 of line item budget book. HUMAN RESOURCES PERSONNEL 187 ---PAGE BREAK--- HUMAN RESOURCES: INSURANCE/BENEFITS PROGRAM DESCRIPTION: The Insurance and Benefits Division is responsible for the group health, life insurance, supplemental life insurance, flexible spending program, and the workers’ compensation program. In an ongoing effort to assist employees in service issues related to these programs, staff members of this division strive to educate employees on the City’s benefit plans, in both group settings and on an individual basis. This year is the ninth that the flexible spending account has been available to provide additional assistance to employees for medical and dependent care expenses using pre-tax dollars. The division also is responsible for the continued development of the wellness program that includes an annual health fair. The division, working closely with other City departments, maintains the property and liability insurance programs for City facilities and operations. Programs and Service Delivery: 2009 2010 2011 Group Health Enrollment 552 579 565 Supplemental Life Enrollment 489 493 509 Flexible Spending Account Enrollment 104 136 150 Health Fair Attendance 425 547 492 Flu Shots 604 511 460 H1N1 Shots 80 Other supplemental benefit policies 62 53 53 FY13 GOALS/OBJECTIVES:  Maintain the group health insurance program.  Continue efforts to reduce group health costs and sick leave usage through ongoing wellness initiatives.  A wellness initiative was started to support and educate employees on how to make informed decisions regarding their own health and wellness.  Continue efforts to reduce group health costs through review of current plan design and administration, including network negotiations and network review. PERFORMANCE MEASURES:  Reduce group health insurance costs by 2% through wellness efforts and plan design. 188 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Insurance/Benefits Specialist 1 1 65,777 $ 67,092 $ 2.0% Administrative Aide 1 1 34,464 35,223 2.2% TOTAL 2 2 100,241 $ 102,316 $ 2.1% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 127,411 $ 132,105 $ 3.7% 130,455 $ ( 1.2%) 134,987 $ 3.5% Operating 7,630,311 9,256,622 21.3% 7,335,522 ( 20.8%) 7,555,587 3.0% SUBTOTAL 7,757,722 9,388,727 21.0% 7,465,977 ( 20.5%) 7,690,574 3.0% Transfers (30,084) (36,912) 22.7% (21,780) ( 41.0%) (22,432) 3.0% TOTAL 7,727,638 $ 9,351,815 $ 21.0% 7,444,197 $ ( 20.4%) 7,668,142 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 708,431 $ 784,752 $ 10.8% 792,897 $ 1.0% 817,304 $ 3.1% 2) Health Ins (701) 7,019,207 8,567,063 22.1% 6,651,300 ( 22.4%) 6,850,838 3.0% TOTAL 7,727,638 $ 9,351,815 $ 21.0% 7,444,197 $ ( 20.4%) 7,668,142 $ 3.0% 1) Detail information available on expenditure pages 94-95 of line item budget book. 2) Detail information available on expenditure page 196 of line item budget book. HUMAN RESOURCES INSURANCE / BENEFITS 189 ---PAGE BREAK--- HUMAN RESOURCES: PAYROLL PROGRAM DESCRIPTION: Programs and Service Delivery:  Assists employees in issues involving payroll.  Assists employees in retirement planning and implementation.  Administers low sick leave benefit program.  Assists employees in preparing 457 plans.  Works with Employee Council, promotes and organizes annual Employee Awards program.  Completes W-2 year-end payroll process.  Organizes and conducts annual Retirement Seminar.  Interacts with Public Employee Retirement Association (PERA) in order to better serve employees’ needs and interests.  Files 941, SUTA and Multiple Work Site Quarterly Reports.  Preparation of Payroll Budget for the City of Farmington.  New employee orientation quarterly. FY13 GOALS/OBJECTIVES:  Continue employee awards ceremony and annual retirement seminars.  Hold payroll training meetings to continue improvement of payroll process.  Confidential documents sorted and archived.  Implementation of automated time and attendance program.  Implementation of e-mail notification for direct deposit payroll checks.  Implementation of Wells Fargo PayCard.  Implement ROTH IRA. PERFORMANCE MEASURES:  Increased attendance at annual employee awards ceremony.  Departmental employees who enter payroll are knowledgeable in timekeeping requirements and the payroll process.  Archiving projects completed in a timely manner while maintaining State of New Mexico requirements.  Increased number of employees using the automated time and attendance system.  Increased number of electronic payment to employees, decreasing the number of live checks written. 190 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Payroll Analyst 1 1 53,444 $ 55,315 $ 3.5% TOTAL 1 1 53,444 $ 55,315 $ 3.5% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 337,466 $ 158,376 $ ( 53.1%) 353,527 $ 123.2% 365,039 $ 3.3% Operating 7,371 4,922 ( 33.2%) 3,900 ( 20.8%) 4,017 3.0% SUBTOTAL 344,837 163,298 ( 52.6%) 357,427 118.9% 369,056 3.3% Transfers (62,160) (34,368) ( 44.7%) (24,948) ( 27.4%) (25,694) 3.0% TOTAL 282,677 $ 128,930 $ ( 54.4%) 332,479 $ 157.9% 343,362 $ 3.3% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 282,677 $ 128,930 $ ( 54.4%) 332,479 $ 157.9% 343,362 $ 3.3% TOTAL 282,677 $ 128,930 $ ( 54.4%) 332,479 $ 157.9% 343,362 $ 3.3% 1) Detail information available on expenditure page 96 of line item budget book. HUMAN RESOURCES PAYROLL 191 ---PAGE BREAK--- HUMAN RESOURCES: WORKERS’ COMPENSATION PROGRAM DESCRIPTION: The Insurance and Benefits Division is responsible for the administration of the workers’ compensation program. Along with an employee who is licensed adjuster, the City has contracted with a third party administrator, Keenan & Associates, to assist in the administration of the workers’ compensation program. While the City’s program is designated as a self-insured program through the New Mexico Workers’ Compensation Administration, an excess insurance policy applies to any claim that exceeds $500,000. Programs and Service Delivery: 2009 2010 2011 Workers' Compensation Injuries/Illnesses 94 95 91 Actual Days Away from Work 357 752 424 FY13 GOALS/OBJECTIVES:  Reduce workers’ compensation injuries and illnesses by 10%.  Reduce days away from work by 10% through a proactive return to work policy. PERFORMANCE MEASURES:  Decrease in workers' compensation claims by employee awareness of safety issues. 192 ---PAGE BREAK--- STAFFING POSITION TITLES No Regular Employees FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Operating - $ 409 $ - 297,225 $ 72,571.1% 306,141 $ 3.0% TOTAL - $ 409 $ - 297,225 $ 72,571.1% 306,141 $ 3.0% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) - $ 409 $ - 297,225 $ 72,571.1% 306,141 $ 3.0% TOTAL - $ 409 $ - 297,225 $ 72,571.1% 306,141 $ 3.0% Note: Actual expenditures, with corresponding budget, are transferred to departmental budgets as incurred. 1) Detail information available on expenditure page 97 of line item budget book. HUMAN RESOURCES WORKERS' COMPENSATION 193 ---PAGE BREAK--- HUMAN RESOURCES: SAFETY PROGRAM DESCRIPTION: The Safety Division is responsible for the development, management, and oversight of the City’s Environmental, Health, and Safety (EHS) Program. The Safety Division works within the organization to provide the City Manager, Department Managers, Division Managers, Staff Members, and Line Employees the tools necessary for an effective EHS Program. The Safety Division continues to advance the City’s EHS program by:  Identifying workplace hazards and risks, and initiating steps to resolve the identified safety discrepancies proactively.  Continuing the development and implementation of essential safety programs to provide guidance and compliance to all City employees.  Providing training to COF employees in the City’s environmental, health, and safety program.  Managing the City’s environmental program. Programs and Service Delivery: 2009 2010 2011 EHS Training Sessions Offered/Provided 59 89 72 Employees trained through the EHS Training Program 839 1184 997 Department Facility Inspections Conducted 13 8 14 Department Facility Deficiencies Identified and Corrected 101 116 118 Jobsite Spot Inspections Conducted 240 247 230 Deficiencies Identified and Corrected Through Spot Inspections 49 56 112 Incident Reports Reviewed/Investigated 234 198 151 FY13 GOALS/OBJECTIVES:  Work with Department Mangers, Supervisors, City employees and City contractors to identify hazards and risks to control or eliminate the risk associated with the identified hazards.  Reduce lost workdays, restricted duty days, medical treatment incidents, and motor vehicle incidents. PERFORMANCE MEASURES:  Provide required safety training and site-specific safety training to targeted City employees.  Increase City facility and job site inspections.  Review and investigate injury/illness and motor vehicle reports and implement corrective actions. 194 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Safety Officer 1 1 64,732 $ 66,026 $ 2.0% Safety Assistant 1 1 47,828 49,762 4.0% TOTAL 2 2 112,560 $ 115,789 $ 2.9% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 134,193 $ 140,534 $ 4.7% 166,730 $ 18.6% 172,291 $ 3.3% Operating 36,951 36,048 ( 2.4%) 44,425 23.2% 45,757 3.0% SUBTOTAL 171,144 176,582 3.2% 211,155 19.6% 218,048 3.3% Transfers (63,216) (76,176) 20.5% (44,520) ( 41.6%) (45,854) 3.0% TOTAL 107,928 $ 100,406 $ ( 7.0%) 166,635 $ 66.0% 172,194 $ 3.3% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) General (101) 107,928 $ 100,406 $ ( 7.0%) 166,635 $ 66.0% 172,194 $ 3.3% TOTAL 107,928 $ 100,406 $ ( 7.0%) 166,635 $ 66.0% 172,194 $ 3.3% 1) Detail information available on expenditure pages 98-99 of line item budget book. HUMAN RESOURCES SAFETY 195 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 11 11 591,633 $ 625,339 $ 5.7% FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Personnel 345,799 $ 503,849 $ 45.7% 451,268 $ ( 10.4%) 468,047 $ 3.7% Insurance 7,727,638 9,351,815 21.0% 7,444,197 ( 20.4%) 7,668,142 3.0% Payroll 282,677 128,930 ( 54.4%) 332,479 157.9% 343,362 3.3% Worker's Comp. - 409 - 297,225 72,571.1% 306,141 3.0% Safety 107,928 100,406 ( 7.0%) 166,635 66.0% 172,194 3.3% TOTAL 8,464,042 $ 10,085,409 $ 19.2% 8,691,804 $ ( 13.8%) 8,957,886 $ 3.1% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 995,885 $ 849,266 $ ( 14.7%) 1,115,588 $ 31.4% 1,154,378 $ 3.5% Operating 7,807,565 9,549,399 22.3% 7,847,272 ( 17.8%) 8,082,687 3.0% Capital - 6,640 - - (100.0%) - - SUBTOTAL 8,803,450 10,405,305 18.2% 8,962,860 ( 13.9%) 9,237,065 3.1% Transfers (339,408) (319,896) ( 5.7%) (271,056) ( 15.3%) (279,179) 3.0% TOTAL 8,464,042 $ 10,085,409 $ 19.2% 8,691,804 $ ( 13.8%) 8,957,886 $ 3.1% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change General (101) 1,444,835 $ 1,518,346 $ 5.1% 2,040,504 $ 34.4% 2,107,048 $ 3.3% Health Ins (701) 7,019,207 8,567,063 22.1% 6,651,300 ( 22.4%) 6,850,838 3.0% TOTAL 8,464,042 $ 10,085,409 $ 19.2% 8,691,804 $ ( 13.8%) 8,957,886 $ 3.1% HUMAN RESOURCES DEPARTMENTAL SUMMARY 196 ---PAGE BREAK--- Capital Wages/Benefits Operating $0 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Human Resources Expenditures FY03 Through FY12 197 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 2005 Animas Valley Mall San Juan College Farmington Public Library ---PAGE BREAK--- ELECTRIC 43.3% General Services 3.0% Parks & Recreation 7.5% Police 6.2% Fire 4.7% Community Development 0.9% Public Works 22.3% Administration 7.0% Human Resources 3.5% Information Technology 0.7% Administrative Services 0.9% ELECTRIC UTILITY PERCENTAGE OF FY13 BUDGET Administration 6.2% Compliance 0.3% Dividend 5.3% Debt Service 3.1% Transmission & Distribution 5.0% Customer Service 1.5% Electric Construction 17.3% Animas Power Plant 9.4% Bluffview Power Plant 18.9% Navajo Power Plant 0.7% San Juan Power Plant 15.5% Electric Engineering 1.5% Substation Maintenance 0.4% Relay 1.3% System Control 11.8% Meter Shop 0.9% Metering Services 0.8% ELECTRIC UTILITY PERCENTAGE BY DIVISION 198 ---PAGE BREAK--- ELECTRIC UTILITY: ADMINISTRATION PROGRAM DESCRIPTION: Administration provides the leadership and framework for the successful operation of a $100 million dollar electric utility under the current vertically integrated model. Energy usage by customers is projected to increase at less than 1% over for the next two years. Specific Program and Services Delivery: Electricity Sales 1,146,153 mWh Revenue Dollars $ 99,770,991 Expense Dollars $ 97,947,862 Capital Investments $ 22,146,287 Capital Purchases $ 1,741,500 FY13 GOALS/OBJECTIVES:  Continuously review all departmental expenses to ensure the level of expenditure will support the electric utility’s goal of operational and customer excellence and deliver competitively priced electricity to our customers while ensuring reliability of service.  Review practices, procedures and policies to ensure the comparable treatment of our customers and the continued viability of the electric utility.  Continue participating in national electric utility organizations on behalf of municipal utilities on reliability issues and customer issues.  Provide useful information on legislation and issues to our public utility commissioners, our elected officials and our customers to enable them to better understand the Utility’s direction. PERFORMANCE MEASURES:  Electric utility operating expenses, including fuel and O & M, will not exceed $.061 per kilowatt hour sold to our customers.  Average annual base rates for electric service to all our customers for the fiscal period July 1, 2012 to June 30, 2013 will be a maximum of $.082 per kilowatt hour. 199 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Electric Utility Director 1 1 138,986 $ 138,985 $ ( 0.0%) Energy Programs Specialist 1 - 62,294 - (100.0%) Utility Financial Analyst 1 1 80,345 82,222 2.3% Quality Control Officer 1 1 66,853 84,417 26.3% Administrative Assistant 1 1 48,178 40,823 ( 15.3%) TOTAL 5 4 396,656 $ 346,447 $ ( 12.7%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 346,140 $ 450,491 $ 30.1% 431,656 $ ( 4.2%) 444,590 $ 3.0% Operating 3,113,283 4,452,968 43.0% 4,555,026 2.3% 4,561,999 0.2% Debt Service 5,211,782 5,210,134 - 3,358,725 ( 35.5%) - (100.0%) Capital - - - 27,500 - 27,500 - SUBTOTAL 8,671,205 10,113,593 16.6% 8,372,907 - 5,034,089 ( 39.9%) Transfers 10,343,760 10,162,149 ( 1.8%) 7,466,153 ( 26.5%) 7,138,768 ( 4.4%) TOTAL 19,014,965 $ 20,275,742 $ 6.6% 15,839,060 $ ( 21.9%) 12,172,857 $ ( 23.1%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 19,014,965 $ 20,275,742 $ 6.6% 15,839,060 $ ( 21.9%) 12,172,857 $ ( 23.1%) TOTAL 19,014,965 $ 20,275,742 $ 6.6% 15,839,060 $ ( 21.9%) 12,172,857 $ ( 23.1%) 1) Detail information available on expenditure pages 150-151 of line item budget book. ELECTRIC UTILITY ADMINISTRATION 200 ---PAGE BREAK--- ELECTRIC UTILITY: COMPLIANCE PROGRAM DESCRIPTION: The Compliance Division researches, reviews and interprets laws, rules and regulations in an endeavor to prevent the assessment of fines or penalties related to not meeting the requirements under which the Farmington Electric Utility System must operate. An established compliance program demonstrates a strong internal culture of compliance, leadership support, continual improvement and reliability excellence thereby reducing the risk of non-compliance. FY13 GOALS/OBJECTIVES:  Implement internal Compliance Monitoring and Enforcement Program (CMEP).  Perform internal audits of all appropriate divisions of the electric utility encompassing all NERC and WECC applicable requirements.  Perform internal reviews, investigations and spot checks for activities or incidents that involve compliance with additional focus on Personnel and Training, Emergency Operations, Modeling and Facilities Standards.  Continual monitoring of regulatory activity of new or revised requirements from NERC and WECC.  Complete regular awareness and training activities with appropriate electric utility personnel on current and pending NERC and WECC requirements.  Participate in compliance outreach activities.  Actively participate in NERC and WECC Standards Development Process.  Complete all required NERC and WECC reporting requirements including self-certifications by the deadlines.  Respond to all data requests from NERC and WECC in a timely fashion, including those for spot checks, audits or active mitigation plans.  Prepare for the 2013 audit through internal reviews, gap assessments and mock audits. PERFORMANCE MEASURES:  Internal audits completed on time with zero violations identified.  Zero violation dollars assessed by NERC and WECC for FY13. 201 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Compliance Engineer 1 - 78,228 $ - $ (100.0%) Compliance Manager - 1 - 88,081 - Relay & Compliance Field - 1 - 65,408 - Engineering & System Operation Computer Spec. - 1 - 49,056 - TOTAL 1 3 78,228 $ 202,545 $ 158.9% FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 96,593 $ 101,573 $ 5.2% 245,682 $ 141.9% 253,051 $ 3.0% Operating 108,043 136,674 26.5% 121,706 ( 11.0%) 115,114 ( 5.4%) TOTAL 204,636 $ 238,247 $ 16.4% 367,388 $ 54.2% 368,165 $ 0.2% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 204,636 $ 238,247 $ 16.4% 367,388 $ 54.2% 368,165 $ 0.2% TOTAL 204,636 $ 238,247 $ 16.4% 367,388 $ 54.2% 368,165 $ 0.2% 1) Detail information available on expenditure page 152 of line item budget book. ELECTRIC UTILITY COMPLIANCE 202 ---PAGE BREAK--- ELECTRIC UTILITY: CUSTOMER SERVICE PROGRAM DESCRIPTION: Customer Service is responsible for managing electric, water, sewer and sanitation account services for residential and commercial customers in our service territory. The division offers a variety of customer programs, such as financial assistance referrals, payment arrangements, and miscellaneous account services, in an effort to provide timely and convenient service that is designed to meet the specific needs of our customers. Specific Program and Service Delivery: Service Avg. Customer contacts 16,935 Statements mailed 40,068 Delinquent notices mailed 6,497 Disconnection notices generated 4,904 Annual CY2011 Utility Assistance $ 86,187 Number of meters as of 12/2011: Electric 43,922 Water 16,124 FY13 GOALS/OBJECTIVES:  Continuous review of internal policies and procedures to ensure timely and accurate service and to promote customer service excellence and process improvement.  Record and trend customer complaints. Implement process improvements to reduce complaints annually.  Fully implement Interactive Voice Response system to allow customers to “self-serve” for utility inquiries, payments and payment arrangements. PERFORMANCE MEASURES:  Achieve 99.9% billing accuracy for all customer accounts.  Achieve less than 1% negative customer comments on the quality of service provided by Customer Care personnel.  Reduce the number of customer call backs by 5% annually. 203 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Customer Care Manager 1 1 68,794 $ 54,002 $ ( 21.5%) Customer Operations Coordinator 1 1 60,730 62,856 3.5% Customer Care Specialist 2 3 84,851 130,344 53.6% Customer Care Cashier 3 3 82,938 82,018 ( 1.1%) Customer Care Associate 10 11 315,422 347,894 10.3% Key Accounts Analyst 1 1 50,665 50,646 ( 0.0%) Exceptions Processing Specialist 1 1 40,442 47,106 16.5% Exceptions Processing Associate 3 3 94,614 88,309 ( 6.7%) Collections Specialist 1 - 41,049 - (100.0%) Collections Associate 1 - 28,176 - (100.0%) Administrative Aide 1 1 31,983 31,620 ( 1.1%) Customer Care Secretary I 1 1 24,664 23,653 ( 4.1%) TOTAL 26 26 924,327 $ 918,448 $ ( 0.6%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 735,769 $ 752,163 $ 2.2% 993,089 $ 32.0% 1,024,044 $ 3.1% Operating 979,794 588,486 ( 39.9%) 813,035 38.2% 863,035 6.1% Capital - - - 15,000 - 15,000 - SUBTOTAL 1,715,563 1,340,649 ( 21.9%) 1,821,124 35.8% 1,902,079 4.4% Transfers (235,245) (199,140) ( 15.3%) (171,384) ( 13.9%) (176,526) 3.0% TOTAL 1,480,318 $ 1,141,509 $ ( 22.9%) 1,649,740 $ 44.5% 1,725,553 $ 4.6% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 1,480,318 $ 1,141,509 $ ( 22.9%) 1,649,740 $ 44.5% 1,725,553 $ 4.6% TOTAL 1,480,318 $ 1,141,509 $ ( 22.9%) 1,649,740 $ 44.5% 1,725,553 $ 4.6% 1) Detail information available on expenditure pages 153-154 of line item budget book. ELECTRIC UTILITY CUSTOMER SERVICE 204 ---PAGE BREAK--- ELECTRIC UTILITY: ELECTRIC CONSTRUCTION PROGRAM DESCRIPTION: This division accounts for expenditures of electric utility funds for the normal construction and retirement of electric line extensions, street lighting, relocations, transmission, substation, distribution and power plant system improvements. Facilities to serve major customers are included in this budget, as are special work orders. Larger customer-paid projects are also part of this program budget. FY13 GOALS/OBJECTIVES:  Highest priority is to serve new customers and maintain reliable facilities to provide electric service.  System facility improvements and upgrades include rebuilding old substations – Mesa and Aztec.  Build the new Vista Substation.  Upgrade distribution circuits for load, voltage support and backup capacity.  Complete the Dwight Arthur Switching Station (DASS) and test the Pine River Substation bringing all components into service.  Construct additional fiber optic network and install pilot automation at Middle Mesa. Budget Highlights: Transformer Shop Addition $4,000,000 Customer Work Orders $2,384,000 Mesa Substation Upgrade and Low Voltage Replacement $2,025,000 Vista Substation $ 942,978 Reconductor and Convert Circuits $ 782,000 Aztec Substation Refurbishment $ 750,000 PERFORMANCE MEASURES:  Work completed for customers in a timely, reliable, and efficient manner.  Completion of all system improvement projects budgeted through contracts or internal staff. . 205 ---PAGE BREAK--- STAFFING POSITION TITLES No Regular Employees NOTE: Several administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 1,550,238 $ 1,877,551 $ 21.1% 2,034,901 $ 8.4% 1,450,571 $ ( 28.7%) Capital 6,094,754 7,592,695 24.6% 14,346,600 89.0% 13,716,000 ( 4.4%) SUBTOTAL 7,644,992 9,470,246 23.9% 16,381,501 73.0% 15,166,571 ( 7.4%) Transfers 1,620,787 1,990,007 22.8% 2,321,317 16.6% 1,654,891 ( 28.7%) TOTAL 9,265,779 $ 11,460,253 $ 23.7% 18,702,818 $ 63.2% 16,821,462 $ ( 10.1%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 9,265,779 $ 11,460,253 $ 23.7% 18,702,818 $ 63.2% 16,821,462 $ ( 10.1%) TOTAL 9,265,779 $ 11,460,253 $ 23.7% 18,702,818 $ 63.2% 16,821,462 $ ( 10.1%) 1) Detail information available on expenditure pages 155 & 177 of line item budget book. ELECTRIC UTILITY ELECTRIC CONSTRUCTION 206 ---PAGE BREAK--- ELECTRIC UTILITY: ANIMAS POWER PLANT PROGRAM DESCRIPTION: Animas Power Plant provides base load electric energy. The plant is expected to provide 12 percent of the total energy requirements of FEUS customers during FY13. The primary generating unit is the combined cycle combustion turbine and its associated steam units. Specific Programs and Service Delivery: (Budgeted figures) Total mWh scheduled for customer load 140,808 FY13 OBJECTIVES:  High availability of combined cycle unit will be obtained through annual plant maintenance.  Keep lost time due to safety/accidents to minimum level. PERFORMANCE MEASURES: Equivalent availability of combined cycle unit 95% Net heat rate of units on an annual basis 9,300 Btu/kWh Cost per mWh for operation and maintenance $ 23.94 Cost per mWh for capital improvements $ 1.37 Cost per mWh for fuel $ 48.59 Lost hours due to accidents 0 207 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Generation & System Control Manager 1 1 130,744 $ 133,026 $ 1.7% Generation Administrative Analyst 1 - 41,537 - (100.0%) Generation Superintendent 1 1 92,568 92,564 ( 0.0%) Generation Technical Support Specialist II 1 - 81,500 - (100.0%) Generation Scheduler & Resource - 1 - 64,331 - Environmental Specialist - 1 - 86,288 - I.C.E. Technician 1 1 74,096 75,373 1.7% Maintenance Technician - Machinist 1 1 74,096 75,373 1.7% Operation Technician I 3 3 222,287 226,119 1.7% Operation Technician II 3 3 244,543 248,760 1.7% Operation Technician Trainee I 1 - 125,181 - (100.0%) Operation Technician Trainee II - 2 - 128,142 - Power Plant Storekeeper 1 1 59,271 60,293 1.7% Power Plant Working Foreman 1 1 81,514 82,920 1.7% Production Specialist II 1 1 59,271 60,293 1.7% Water Treatment Specialist 1 1 66,684 67,834 1.7% Administrative Aide - 1 - 28,176 - TOTAL 17 19 1,353,293 $ 1,429,492 $ 5.6% NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 1,181,527 $ 1,260,976 $ 6.7% 1,199,742 $ - 1,234,040 $ 2.9% Operating 7,131,518 8,387,753 17.6% 9,012,512 7.4% 8,869,133 ( 1.6%) Capital - - - 13,500 - - (100.0%) TOTAL 8,313,045 $ 9,648,729 $ 16.1% 10,225,754 $ 6.0% 10,103,173 $ ( 1.2%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 8,313,045 $ 9,648,729 $ 16.1% 10,225,754 $ 6.0% 10,103,173 $ ( 1.2%) TOTAL 8,313,045 $ 9,648,729 $ 16.1% 10,225,754 $ 6.0% 10,103,173 $ ( 1.2%) 1) Detail information available on expenditure pages 156-157 of line item budget book. ELECTRIC UTILITY ANIMAS POWER PLANT 208 ---PAGE BREAK--- ELECTRIC UTILITY: BLUFFVIEW POWER PLANT PROGRAM DESCRIPTION: Bluffview Power Plant is projected to provide 38 percent of the total energy requirements of FEUS customers in FY13. The primary generating unit is a combustion turbine and its associated steam unit operated in combined cycle mode. Specific Programs and Service Delivery: (Budgeted figures) Total mWh scheduled for customer load 464,531 FY13 GOALS/OBJECTIVES:  High availability of combined cycle unit will be obtained through annual plant maintenance.  Keep lost time due to safety/accidents to minimum level. PERFORMANCE MEASURES: Equivalent availability of combined cycle unit 95% Net heat rate of unit on an annual basis 7,900 Btu/kWh Cost per mWh for operation and maintenance $ 6.27 Cost per mWh for capital improvements $ 2.63 Cost per mWh for fuel $ 37.85 Lost hours due to accidents 0 209 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Generation Engineer 1 1 90,539 $ 92,350 $ 2.0% Operations Technician II 4 3 326,058 248,760 ( 23.7%) Maintenance Technician-Chrome Moly Welder 1 1 74,096 75,373 1.7% Maintenance Technician General 1 1 74,096 75,373 1.7% Production Specialist II 1 1 55,573 56,532 1.7% Power Plant Laborer 1 1 28,209 28,696 1.7% I.C.E. Technician 1 1 74,096 75,373 1.7% Operations Tech Trainee I 1 1 51,084 51,965 1.7% Environmental Engineer 1 - 79,217 - (100.0%) TOTAL 12 10 852,968 $ 704,422 $ ( 17.4%) NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 1,175,487 $ 1,445,798 $ 23.0% 1,239,129 $ ( 14.3%) 1,274,655 $ 2.9% Operating 17,548,987 16,079,016 ( 8.4%) 19,255,444 19.8% 19,784,880 2.7% Capital - - - 13,500 - - (100.0%) TOTAL 18,724,474 $ 17,524,814 $ ( 6.4%) 20,508,073 $ 17.0% 21,059,535 $ 2.7% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 18,724,474 $ 17,524,814 $ ( 6.4%) 20,508,073 $ 17.0% 21,059,535 $ 2.7% TOTAL 18,724,474 $ 17,524,814 $ ( 6.4%) 20,508,073 $ 17.0% 21,059,535 $ 2.7% 1) Detail information available on expenditure pages 158-159 of line item budget book. ELECTRIC UTILITY BLUFFVIEW POWER PLANT 210 ---PAGE BREAK--- ELECTRIC UTILITY: TRANSMISSION AND DISTRIBUTION PROGRAM DESCRIPTION: The T&D Work Group is responsible for the construction of new substations, switchyards and new power lines for the transmission and distribution of electricity. This division is also responsible for the maintenance of approximately 821 miles of transmission and approximately 2,209 miles of distribution lines (overhead and underground), as well as, 38 substations/switching stations throughout a 1,718 square mile service area, which includes the maintenance of approximately over 18,710 distribution transformers in service. Program and Service Delivery: Transmission lines patrolled (821 miles x 3 times/year) 2,463 miles annually Distribution lines patrolled 2,209 miles annually Maintain underground distribution lines 131 miles annually Substation/switch yard checks 34 sites Operations and maintenance of Enterprise substations 4 sites Repair of street lights (system wide)1,018 85/mo average Repair dusk-to-dawn lights (system wide) 197 61/mo average Testing and repair of distribution transformers 420 35/mo average Testing of station class transformers and breakers 35 3-5yr schedule Testing of substation breakers 4 per year Outage times (521 trouble calls) 66,597meter hrs for 20 Non-outage trouble calls 2,023 in 2011 Oilfield trouble calls 153 in 2011 Total OSHA Recordable Incidents 12.56 incident rate for 2011 FY13 GOALS/OBJECTIVES:  Test and dispose of any remaining PCB contaminated distribution transformers and other equipment.  Start new transmission line to Pine River Substation.  Continue a safety awareness program for area fire departments and schools using the “Arc Demo” machine.  Continue line maintenance program to reduce outage times, i.e.: (bird guards, area fusing and tree trimming) with every effort made to protect wildlife on electrical equipment.  Continue maintenance schedule for all electrical equipment in substations and switching stations, and other system equipment such as regulators and reclosers.  Continue updating underground maps and the numbering system for underground cable.  Continue with completion of loop feeds on all existing radial fed underground lines, thus insuring a shorter outage time for customers and better reliability.  Focus on employee safety awareness and training for reduction of recordable incidents. PERFORMANCE MEASURES:  Reduce outage time by 5% from the 2011 time of 66,597 meter hours.  Educate a minimum of 1,000 school children in the awareness of electrical safety using the “Arc Demo”.  Get work orders started no later than two weeks after receiving the order from Engineering.  Reduce total OSHA Recordable Incidents below the 2011 incident rate of 12.56. 211 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Transmission and Distribution Manager 1 1 107,516 $ 108,831 $ 1.2% T & D Construction Superintendent 1 1 92,564 92,564 ( 0.0%) T & D Maintenance Superintendent 1 1 88,802 90,578 2.0% Electric Equipment Working Foreman 1 1 81,514 82,920 1.7% Electric Line Working Foreman 7 7 570,601 580,440 1.7% Line Patroller/Facilities Locator 2 2 83,327 84,764 1.7% Journeyman Lineman 17 19 1,262,183 1,435,856 13.8% Apprentice Lineman 5 5 292,690 305,262 4.3% Digger Operator 2 2 133,368 135,668 1.7% Class A, B Helper 4 5 144,739 178,881 23.6% Administrative Aide 1 1 37,591 38,185 1.6% TOTAL 42 45 2,894,896 $ 3,133,949 $ 8.3% NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 2,222,439 $ 2,278,870 $ 2.5% 2,439,408 $ 7.0% 3,106,829 $ 27.4% Operating 2,049,508 2,450,347 19.6% 2,941,640 20.0% 2,661,458 ( 9.5%) Capital 321,037 354,491 10.4% 954,000 169.1% 614,000 ( 35.6%) SUBTOTAL 4,592,984 5,083,708 10.7% 6,335,048 24.6% 6,382,287 0.7% Transfers (624,921) (801,926) 28.3% (936,461) 16.8% (667,262) ( 28.7%) TOTAL 3,968,063 $ 4,281,782 $ 7.9% 5,398,587 $ 26.1% 5,715,025 $ 5.9% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 3,968,063 $ 4,281,782 $ 7.9% 5,398,587 $ 26.1% 5,715,025 $ 5.9% TOTAL 3,968,063 $ 4,281,782 $ 7.9% 5,398,587 $ 26.1% 5,715,025 $ 5.9% 1) Detail information available on expenditure pages 160-161 of line item budget book. ELECTRIC UTILITY TRANSMISSION AND DISTRIBUTION 212 ---PAGE BREAK--- ELECTRIC UTILITY: ELECTRICAL ENGINEERING PROGRAM DESCRIPTION:  System Transmission and Distribution Planning  Engineering Support  New Customer Service  Customer Construction Estimates  Protection, Control, SCADA  Materials Specs & Const Standards  Substation Design  Transmission Line Design  Distribution Line Design  Surveying & Drafting Specific Programs: Projected FY12 Projected FY13 Estimates Made 600 600 Work Orders Completed 360 475 Meter and Quad Spots 350 300 New Service Connect Requests 450 500 Rights-of-Way Processed for Customers 120 100 FY13 GOALS/OBJECTIVES:  Correctly map joint pole use from data collected in FY2012 survey.  Evaluate relay replacements and communications installations/replacements to increase reliability with units moved to fiber or radio with system expansion.  Improve system reliability and voltage by identifying and writing work orders for areas needing upgrade.  Prepare easement documents efficiently without errors.  Process estimates, meter spots, connects and line extension agreements for customers.  Improve surveying accuracy and efficiency with new GPS survey equipment. Use Estimators mobile mapping system to improve work sketch quality and located projects.  Use pictometry to correct errors in rural areas.  Place all feeder and section maps on computer GIS system and ensure correct data. PERFORMANCE MEASURES:  Customer complaints less than 1% for New Service and Estimators.  All estimators using Futura software for new estimate/work order/GIS systems.  Field easement errors at 1% or less.  Underground installations are monitored and adjusted to cover actual costs.  Respond to customers’ requests for estimates within 3 weeks; oil field within 2 months if system capacity available.  Continue correcting harmonic problems in new and existing services immediately.  Design and acquire right of way for backup UG ties emphasizing cable over 25 years old.  Less than 5% of work orders field checked due to improved accuracy with pocket transits.  Limit OSHA reportable incidents to one for FY13. 213 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Engineering Supervisor/Administrator 1 - 122,309 $ - $ (100.0%) Registered Land Surveyor 1 1 76,104 77,626 2.0% Engineering and Planning Manager 1 1 96,426 123,439 28.0% Transmission and Planning Engineer 1 1 75,971 79,257 4.3% Transmission, Planning & Design Engineer 1 1 101,315 103,341 2.0% Senior Electrical Engineer 1 1 94,581 96,473 2.0% Relay Engineer 1 1 81,865 83,052 1.4% Operations Engineer 1 - 73,539 - (100.0%) Estimator Superintendent 1 1 70,249 71,654 2.0% Estimator 3 3 172,366 169,195 ( 1.8%) Junior Estimator 3 3 143,737 141,465 ( 1.6%) Lead GIS Technician 1 1 59,979 61,225 2.1% GIS Technician 2 2 105,260 107,284 1.9% Assistant GPS Surveyor 1 1 51,764 53,576 3.5% New Service Representative II 2 2 61,454 63,638 3.6% New Service Representative I 1 - 30,195 - (100.0%) Engineering Support Supervisor 1 1 55,803 57,756 3.5% Right of Way/Easement Admin Aide - 1 - 38,635 - Administrative Aide 1 1 38,164 30,850 ( 19.2%) TOTAL 24 22 1,511,081 $ 1,358,466 $ ( 10.1%) NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 1,493,379 $ 1,573,364 $ 5.4% 1,746,728 $ 11.0% 1,792,936 $ 2.6% Operating 293,646 381,061 29.8% 539,350 41.5% 450,700 ( 16.4%) Capital 138,955 64,567 ( 53.5%) 79,500 23.1% 60,000 ( 24.5%) SUBTOTAL 1,925,980 2,018,992 4.8% 2,365,578 17.2% 2,303,636 ( 2.6%) Transfers (530,240) (662,806) 25.0% (774,385) 16.8% (552,458) ( 28.7%) TOTAL 1,395,740 $ 1,356,186 $ ( 2.8%) 1,591,193 $ 17.3% 1,751,178 $ 10.1% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 1,395,740 $ 1,356,186 $ ( 2.8%) 1,591,193 $ 17.3% 1,751,178 $ 10.1% TOTAL 1,395,740 $ 1,356,186 $ ( 2.8%) 1,591,193 $ 17.3% 1,751,178 $ 10.1% 1) Detail information available on expenditure pages 162-163 of line item budget book. ELECTRIC UTILITY ELECTRICAL ENGINEERING 214 ---PAGE BREAK--- ELECTRIC UTILITY: METERING SERVICES PROGRAM DESCRIPTION: Metering Services provides the connection/disconnection of electric and water services to customers in our service territory. This division is responsible for the timely and accurate reading of all electric and water meters throughout our system. This division also assists the Meter Division in the deployment of AMR meters. Specific Program and Service Delivery: Number of Meters Read (Water and Electric) 43,100 avg/mo Disconnect for Non-Pay Notice 2,000 avg/mo Number of after hour reconnects 200 avg/mo FY13 GOALS/OBJECTIVES:  Continue to review internal policies and procedures for customer service excellence and employee safety.  Increase safety training to all readers and installers.  Research automated work order processes.  Increase Meter Reader efficiency which reduces reducing read times. PERFORMANCE MEASURES:  Achieving a 99.9 % read accuracy of meters.  Decrease accidents as a result of safety training. 215 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Metering Coordinator 1 1 46,005 $ 47,615 $ 3.5% Meter Installer ll 7 8 291,644 339,056 16.3% Meter Installer l 2 - 75,752 - (100.0%) Meter Reader ll 1 2 34,493 70,176 103.4% Meter Reader l 2 - 56,026 - (100.0%) Meter Reader 6 8 138,111 206,056 49.2% TOTAL 19 19 642,032 $ 662,903 $ 3.3% NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 331,674 $ 401,166 $ 21.0% 626,479 $ 56.2% 591,512 $ ( 5.6%) Operating 121,547 134,894 11.0% 149,800 11.1% 130,345 ( 13.0%) Capital 16,822 - (100.0%) 125,000 - 65,000 ( 48.0%) SUBTOTAL 470,043 536,060 14.0% 901,279 68.1% 786,857 ( 12.7%) Transfers (97,281) (77,571) ( 20.3%) (50,472) ( 34.9%) (61,145) 21.1% TOTAL 372,762 $ 458,489 $ 23.0% 850,807 $ 85.6% 725,712 $ ( 14.7%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 372,762 $ 458,489 $ 23.0% 850,807 $ 85.6% 725,712 $ ( 14.7%) TOTAL 372,762 $ 458,489 $ 23.0% 850,807 $ 85.6% 725,712 $ ( 14.7%) 1) Detail information available on expenditure pages 164-165 of line item budget book. ELECTRIC UTILITY METERING SERVICES 216 ---PAGE BREAK--- ELECTRIC UTILITY: METER SHOP PROGRAM DESCRIPTION: Maintain, calibrate and test approximately 45,000 kWh revenue meters, three phase and single phase, throughout the system. Investigate customer complaints/inquiries regarding metering and power quality. Maintain AMR System which includes installing AMR meters in the field and installing Turtle and ERT modules in meters at the shop. The Meter Shop will perform maintenance of the Turtle receivers in the substations. The ITRON ERT system continues to be used as a second AMR system. The upgrade of commercial and industrial metering systems with replacement of aging electronic meters and adding check meters is ongoing. Specific Program and Service Delivery: Meters tested and calibrated in shop Single phase 4,000 annually Three phase 800 annually Meters field tested (changed to AMR) Single phase 5,000 annually Install CT rated meters 20 man hrs/mo Set voltage recordings 50 man hrs/mo Detection of radio noise by request 8 man hrs/mo average Respond to customer complaints by request 60 man hrs/mo average Read large-power customer meters 5 man hrs/mo average Keep all data base and paper records up-dated 180 man hrs/mo average Install Turtle/ERT modules in single phase meters 8 man hrs/mo average Set Turtle meters in the field, 3 phase 40 man hrs/mo average Verification of Turtle vs. register 550 man hrs/mo average New meters- shop test and add to inventory 100 man hrs/mo average Upgrade Commercial and Industrial Metering 50 man hrs/mo average Process service orders and update routes 200 man hrs/mo average Field testing and verification of CT installations 320 man hrs/mo average Apprenticeship training 240 man hrs/mo average Test and maintain Primary Metering locations 180 man hrs annually FY13 GOALS/OBJECTIVES:  Test 4,000 single-phase meters to continue the 8 year test cycle.  Change out and test all primary metered installations annually.  Continue 4 and 8 year change-out and testing program on all 3-phase meters.  Continue AMR Verification program.  Continue 0 lost time days due to accidents/injuries. PERFORMANCE MEASURES:  Program meters and input data as needed to complete the Turtle system.  Install TS2 Automated Meters (AMR) on the Pine River Substation Circuits.  Install RF mesh TS2 Meters in Crouch Mesa area. 217 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Superintendent of Technical Services 1 1 74,342 $ 74,342 $ ( 0.0%) Electric Meter Working Foreman 1 1 81,514 82,920 1.7% Journeyman Meterman 4 3 296,383 226,099 ( 23.7%) Meter Repairman I - 1 - 35,686 - Meter Repairman II 1 - 38,531 - (100.0%) Meter Apprentice 1 2 35,081 120,603 243.8% Meter Shop Aide 1 - 32,335 - (100.0%) TOTAL 9 8 558,187 $ 539,650 $ ( 3.3%) NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 556,897 $ 520,554 $ ( 6.5%) 638,560 $ 22.7% 660,401 $ 3.4% Operating 91,658 112,072 22.3% 216,361 93.1% 217,041 0.3% Capital 174,576 141,461 ( 19.0%) 90,000 ( 36.4%) 90,000 - TOTAL 823,131 $ 774,087 $ ( 6.0%) 944,921 $ 22.1% 967,442 $ 2.4% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 823,131 $ 774,087 $ ( 6.0%) 944,921 $ 22.1% 967,442 $ 2.4% TOTAL 823,131 $ 774,087 $ ( 6.0%) 944,921 $ 22.1% 967,442 $ 2.4% 1) Detail information available on expenditure pages 166-167 of line item budget book. ELECTRIC UTILITY METER SHOP 218 ---PAGE BREAK--- ELECTRIC UTILITY: SUBSTATION MAINTENANCE PROGRAM DESCRIPTION: Substation Maintenance is responsible for major substation equipment within the substation fence. That equipment includes breakers, circuit switchers, reclosers, power transformers, battery systems and voltage regulators. This equipment is essential to the healthy operation of the Farmington Electric Utility transmission and distribution systems. Personnel from this division will also provide assistance on construction projects. FY13 GOALS/OBJECTIVES:  Maintain and operate the 40 transmission and distribution switching stations and substations to manufacturer and industry standards.  Routine maintenance of each station managed using a 4 year rotation cycle.  Complete required preventive maintenance at 10 of the stations each fiscal year.  Complete repairs as needed. PERFORMANCE MEASURES:  Fewer and shorter duration outages than the hours realized in FY2012.  Meet NERC and WECC compliance requirements.  Provide a safe work environment for employees with 0 workdays lost.  Preventative maintenance will extend life of equipment and increase reliability. 219 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change Substation Foreman 1 1 81,514 $ 82,920 $ 1.7% Substation Journeyman 2 - 148,192 - (100.0%) Apprentice 1st Year 1 - 55,573 - (100.0%) TOTAL 4 1 285,279 $ 82,920 $ ( 70.9%) NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 11,410 $ 8,743 $ ( 23.4%) 169,896 $ 1,843.2% 173,765 $ 2.3% Operating 275 - (100.0%) 177,100 - 177,100 - Capital - 29,810 - 85,000 185.1% 85,000 - TOTAL 11,685 $ 38,553 $ 229.9% 431,996 $ 1,020.5% 435,865 $ 0.9% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 11,685 $ 38,553 $ 229.9% 431,996 $ 1,020.5% 435,865 $ 0.9% TOTAL 11,685 $ 38,553 $ 229.9% 431,996 $ 1,020.5% 435,865 $ 0.9% 1) Detail information available on expenditure pages 168-169 of line item budget book. ELECTRIC UTILITY SUBSTATION MAINTENANCE 220 ---PAGE BREAK--- ELECTRIC UTILITY: RELAY PROGRAM DESCRIPTION: Construct and maintain all system protection, remote terminal units (RTU) and communications equipment in all substations, switching stations and power plants throughout the system. Design and install all new and updated communication systems. Identify and replace obsolete or un- repairable equipment. Maintain as built drawings for all stations. Specific Program and Service Delivery: Maintain Relay and Control Systems Distribution Relays and Controls 19 sites 80 man hrs/mo avg. Transmission Relays and Controls 16 sites 200 man hrs/mo avg. Generation Plants Relay Systems 3 sites 40 man hrs/mo avg. Maintain SCADA and RTU systems: System wide repair and upgrade (as required) 55 sites 180 man hrs/mo avg. Maintain Communications Equipment/systems: Microwave, Telephone, Fiber, Radio (as required) 140 man hrs/mo avg. Maintain and install voice communication to all stations 60 man hrs/mo avg. Routine communication circuit testing as necessary 80 man hrs/mo avg. Operational and Support: Primary and Backup Control Center Communication Equipment 32 man hrs/mo avg. Respond to Alarms and Trouble Calls 140 man hrs/mo avg. Staff Development and Safety meetings 100 man hrs/mo avg. Reports and Drawing Updates 60 man hrs/mo avg. Procure materials and equipment for jobs. 60 man hrs/mo avg. Documentation and Test result data basing 100 man hrs/mo avg. FY13 GOALS/OBJECTIVES:  Continue lost time accidents.  Continue field testing relays and controls in transmission substations, distribution substations and switching stations to comply with NERC and WECC requirements.  Continue training and staff development.  Assist System Protection Engineer with system upgrades and new additions.  Distribution substation protection and communication upgrades.  Complete relay work at West Loop, Hood Mesa, Sullivan and Dwight Arthur.  Assist in system upgrades and capital improvement projects; approximately 25 projects planned.  Implement protection database and work order system program.  Purchase and implement program for data basing and inventory of fiber optic system assets. PERFORMANCE MEASURES:  Upgrade fiber optic system to OC-48.  Continue fiber optic system build-out to incorporate redundant fail-over paths.  Continue distribution substation protection upgrade of obsolete equipment.  Continue a 4 year maintenance program on all in-service relays for transmission/distribution.  Incorporate functional trip testing for substation WECC/NERC tests. 221 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change System Protection Engineer 1 1 96,820 $ 98,756 $ 2.0% Relay & Control Foreman 1 1 86,828 85,545 ( 1.5%) Journeyman Relay - 1 - 75,373 - Relay & Control Technician 3 2 200,052 135,668 ( 32.2%) Relay Technician Trainee 2 2 87,506 84,871 ( 3.0%) Tehnical Services Aid - 1 - 29,495 - TOTAL 7 8 471,206 $ 509,708 $ 8.2% NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 519,114 $ 537,413 $ 3.5% 646,986 $ 20.4% 698,910 $ 8.0% Operating 97,085 329,619 239.5% 522,755 58.6% 513,042 ( 1.9%) Capital 62,954 67,829 7.7% 285,000 320.2% 130,000 ( 54.4%) TOTAL 679,153 $ 934,861 $ 37.7% 1,454,741 $ 55.6% 1,341,952 $ ( 7.8%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 679,153 $ 934,861 $ 37.7% 1,454,741 $ 55.6% 1,341,952 $ ( 7.8%) TOTAL 679,153 $ 934,861 $ 37.7% 1,454,741 $ 55.6% 1,341,952 $ ( 7.8%) 1) Detail information available on expenditure pages 170-171 of line item budget book. ELECTRIC UTILITY RELAY 222 ---PAGE BREAK--- ELECTRIC UTILITY: SYSTEM CONTROL CENTER PROGRAM DESCRIPTION: The System Control Center directs the day to day operation of the power system. Senior System Operators perform the hourly coordination of resources and power system transmission and distribution to the end customers. Control Center personnel take trouble calls 24/7, isolate problems which occur in the electric system and restore service via remote control where possible. All coordination with other utilities is performed by this group, as well as, the purchase of electric resources for customers and the sale of excess electric resources when possible. Specific Programs and Service Delivery: Native customer load served 1,146,153 mWh Energy purchases 238,421 mWh FY13 GOALS/OBJECTIVES:  Improve economy energy sales to market excess generation.  Minimize energy purchases for customers.  Maintain continuing education hours for certification of all Senior System Operators by the North American Electric Reliability Corporation (NERC).  Ensure switching procedures are done in a safe and reliable manner.  Secure short-term electric resources for unit outages as necessary. PERFORMANCE MEASURES:  Maximum of $8,500,000 for short term power purchases in FY13.  100% of switching orders written without mistakes or safety issues.  All Senior System Operators maintain their North American Electric Reliability Corporation (NERC) certification. 223 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITION TITLES Positions Positions Salaries Salaries Change System Operations Supervisor 1 1 100,529 $ 100,739 $ 0.2% Systems Operator - Senior 7 5 558,792 432,859 ( 22.5%) System Operator - 2 82,614 146,356 77.2% Systems Operations Scheduler 1 1 82,614 63,397 ( 23.3%) EMS Technician - 1 - 65,408 - System Operations EMS/SCADA - 1 - 85,335 - Operations Engineer - 1 - 93,941 - Scheduler 1 - 50,646 - (100.0%) System Operator Trainee 2 2 117,131 98,093 ( 16.3%) TOTAL 12 14 992,327 $ 1,086,128 $ 9.5% NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Budgeted % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 964,270 $ 1,190,913 $ 23.5% 1,436,511 $ 20.6% 1,479,114 $ 3.0% Operating 11,735,387 13,390,078 14.1% 11,266,747 ( 15.9%) 12,097,200 7.4% Capital - - - 40,000 - - (100.0%) TOTAL 12,699,657 $ 14,580,991 $ 14.8% 12,743,258 $ ( 12.6%) 13,576,314 $ 6.5% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 12,699,657 $ 14,580,991 $ 14.8% 12,743,258 $ ( 12.6%) 13,576,314 $ 6.5% TOTAL 12,699,657 $ 14,580,991 $ 14.8% 12,743,258 $ ( 12.6%) 13,576,314 $ 6.5% 1) Detail information available on expenditure pages 172-173 of line item budget book. ELECTRIC UTILITY SYSTEM CONTROL CENTER 224 ---PAGE BREAK--- ELECTRIC UTILITY: SAN JUAN NO. 4 PROGRAM DESCRIPTION: San Juan Units 3 and 4 are expected to supply 21% of the total energy requirements of FEUS customers during FY13. The City owns an 8.475% interest in San Juan Unit 4 which, as a result of a hazard sharing agreement, is taken from Units 3 and 4 in equal amounts. Total capacity owned at the San Juan Plant is 43 megawatts. Specific Programs and Service Delivery: (Budgeted figures) Total mWh scheduled for customer load 249,551 FY13 GOALS/OBJECTIVES:  Continue participation in San Juan Coordination Committee and the Engineering and Operations Committee to protect FEUS’ interest in the power plant.  Optimize utilization of the plant to generate off-system sales.  Participate in San Juan Fuels Committee to ensure maximum benefit from fuels contract.  Participate in life extension studies to determine the optimum retirement date for the San Juan units. PERFORMANCE MEASURES:  Annual operation and maintenance expense per net mWh $ 18.62  Annual fuel expense per net mWh $ 33.71  Units 3 and 4 average availability 85%  Cost per mWh for capital improvements $ 13.80 225 ---PAGE BREAK--- STAFFING POSITION TITLES No City of Farmington Employees NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 8,215 $ 8,404 $ 2.3% 8,246 $ ( 1.9%) 8,494 $ 3.0% Operating 11,205,410 11,676,004 4.2% 13,375,857 14.6% 13,767,460 2.9% Capital 608,935 978,199 60.6% 3,443,469 252.0% 983,075 ( 71.5%) TOTAL 11,822,560 $ 12,662,607 $ 7.1% 16,827,572 $ 32.9% 14,759,029 $ ( 12.3%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 11,822,560 $ 12,662,607 $ 7.1% 16,827,572 $ 32.9% 14,759,029 $ ( 12.3%) TOTAL 11,822,560 $ 12,662,607 $ 7.1% 16,827,572 $ 32.9% 14,759,029 $ ( 12.3%) 1) Detail information available on expenditure page 174 of line item budget book. ELECTRIC UTILITY SAN JUAN NO. 4 226 ---PAGE BREAK--- ELECTRIC UTILITY: NAVAJO DAM POWER PLANT PROGRAM DESCRIPTION: The Navajo Power Plant provides base load generation to supply the energy needs of FEUS’ customers. The plant utilizes water made available by the U.S. Bureau of Reclamation from the Navajo Reservoir to generate hydroelectric power. This resource is expected to supply 10% of the total energy requirements of FEUS customers during FY13. The plant is anticipated to average approximately 43 % capacity factor. Specific Programs and Service Delivery: (Budgeted figures) Total mWh delivered from water releases 115,880 FY13 GOALS/OBJECTIVES:  Maintain high availability of units.  Keep lost time due to safety incidents to a minimum level.  Monitor partial discharge analyzers to ensure stator integrity.  Inspect water and electric systems on a regularly scheduled basis. PERFORMANCE MEASURES:  Annual operation and maintenance expense per net mWh $ 4.22  Cost per mWh for capital improvement/betterments $ 1.93  Lost hours due to accidents 0 227 ---PAGE BREAK--- STAFFING POSITION TITLES No City of Farmington Employees NOTE: Several Administrative positions are distributed over various Electric divisions. FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 301,331 $ 340,963 $ 13.2% 362,652 $ 6.4% 373,182 $ 2.9% Operating 267,793 269,405 0.6% 415,800 54.3% 427,490 2.8% Capital - - - 13,500 - - (100.0%) TOTAL 569,124 $ 610,368 $ 7.2% 791,952 $ 29.7% 800,672 $ 1.1% FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Budgeted % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change 1) Electric Entpr (601) 569,124 $ 610,368 $ 7.2% 791,952 $ 29.7% 800,672 $ 1.1% TOTAL 569,124 $ 610,368 $ 7.2% 791,952 $ 29.7% 800,672 $ 1.1% 1) Detail information available on expenditure pages 175-176 of line item budget book. ELECTRIC UTILITY NAVAJO DAM POWER PLANT 228 ---PAGE BREAK--- FY12 FY13 FY12 FY13 Budgeted Budgeted Budgeted Budgeted % STAFFING POSITIONS Positions Positions Salaries Salaries Change All Positions 178 179 10,960,479 $ 10,975,078 $ 0.1% FY11 FY12 FY13 FY14 Actual Actual % Budgeted % Projected % DIVISIONS Expenditures Expenditures Change Expenditures Change Expenditures Change Administration 19,014,965 $ 20,275,742 $ 6.6% 15,839,060 $ ( 21.9%) 12,172,857 $ ( 23.1%) Compliance 204,636 238,247 16.4% 367,388 54.2% 368,165 0.2% Customer Service 1,480,318 1,141,509 ( 22.9%) 1,649,740 44.5% 1,725,553 4.6% Electric Construction 9,265,779 11,460,253 23.7% 18,702,818 63.2% 16,821,462 ( 10.1%) Animas Power Plant 8,313,045 9,648,729 16.1% 10,225,754 6.0% 10,103,173 ( 1.2%) Bluffview Power Plant 18,724,474 17,524,814 ( 6.4%) 20,508,073 17.0% 21,059,535 2.7% Trans/Distribution 3,968,063 4,281,782 7.9% 5,398,587 26.1% 5,715,025 5.9% Electrical Engineering 1,395,740 1,356,186 ( 2.8%) 1,591,193 17.3% 1,751,178 10.1% Metering Services 372,762 458,489 23.0% 850,807 85.6% 725,712 ( 14.7%) Meter Shop 823,131 774,087 ( 6.0%) 944,921 22.1% 967,442 2.4% Substation Maintenance 11,685 38,553 229.9% 431,996 1,020.5% 435,865 0.9% Relay 679,153 934,861 37.7% 1,454,741 55.6% 1,341,952 ( 7.8%) System Control Center 12,699,657 14,580,991 14.8% 12,743,258 ( 12.6%) 13,576,314 6.5% San Juan No. 4 11,822,560 12,662,607 7.1% 16,827,572 32.9% 14,759,029 ( 12.3%) Navajo Dam Power Plant 569,124 610,368 7.2% 791,952 29.7% 800,672 1.1% TOTAL 89,345,092 $ 95,987,218 $ 7.4% 108,327,860 $ 12.9% 102,323,934 $ ( 5.5%) FY11 FY12 FY13 FY14 EXPENDITURE Actual Actual % Budgeted % Projected % CATEGORY Expenditures Expenditures Change Expenditures Change Expenditures Change Wages/Benefits 11,494,483 $ 12,748,942 $ 10.9% 14,219,665 $ 11.5% 14,566,094 $ 2.4% Operating 54,743,934 58,388,377 6.7% 63,363,133 8.5% 64,635,997 2.0% Debt Service 5,211,782 5,210,134 - 3,358,725 ( 35.5%) - (100.0%) Capital 7,418,033 9,229,052 24.4% 19,531,569 111.6% 15,785,575 ( 19.2%) SUBTOTAL 78,868,232 85,576,505 8.5% 100,473,092 17.4% 94,987,666 ( 5.5%) Transfers 10,476,860 10,410,713 ( 0.6%) 7,854,768 ( 24.6%) 7,336,268 ( 6.6%) TOTAL 89,345,092 $ 95,987,218 $ 7.4% 108,327,860 $ 12.9% 102,323,934 $ ( 5.5%) FY11 FY12 FY13 FY14 FUNDING Actual Actual % Budgeted % Projected % SOURCE Expenditures Expenditures Change Expenditures Change Expenditures Change Electric Entpr (601) 89,345,092 $ 95,987,218 $ 7.4% 108,327,860 $ 12.9% 102,323,934 $ ( 5.5%) TOTAL 89,345,092 $ 95,987,218 $ 7.4% 108,327,860 $ 12.9% 102,323,934 $ ( 5.5%) ELECTRIC UTILITY DEPARTMENTAL SUMMARY 229 ---PAGE BREAK--- Transfers Debt Service Wages/Benefits Capital Operating $0 $10 $20 $30 $40 $50 $60 03 04 05 06 07 08 09 10 11 12 Millions Fiscal Year Ending June 30th Electric Expenses FY03 Through FY12 230 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 1973 San Juan Generating Station 1984 Animas Power Plant Navajo Dam Spillway and Power Plant 2005 Bluffview Power Plant ---PAGE BREAK--- FY10 - FY13 BUDGETED REGULAR POSITIONS DEPARTMENT/DIVISION FY10 FY11 FY12 FY13 Administration 33.5 32.5 32.5 32.5 Library 25.0 24.0 23.0 22.0 Information Technology 14.0 12.0 12.0 12.0 Administrative Services 29.0 29.0 29.0 28.0 General Services 53.0 49.0 46.0 46.0 Parks, Recreation, & Cultural Affairs 110.0 100.0 101.0 101.0 Police 162.0 153.0 155.0 156.0 Fire 95.0 91.0 93.0 92.0 Community Development 19.0 18.0 18.0 18.0 Public Works 48.0 46.0 46.0 46.0 Human Resources 12.0 11.0 11.0 11.0 General Fund 101 600.5 565.5 566.5 564.5 Police-Region II & ARRA Grant Fund 246 3.0 12.0 8.5 8.5 Comm. Development Block Grant Fund 401 1.0 1.0 1.0 1.0 Electric Utility Fund 601 178.0 175.0 178.0 179.0 Water/Wastewater Utility Fund 602/603 8.0 8.0 8.0 8.0 Golf Courses Fund 610 7.0 7.0 7.0 6.0 Total Budgeted Regular Positions 797.5 768.5 769.0 767.0 1 1 Administration 4.2% Library 2.9% Information Technology 1.6% Administrative Services 3.7% General Services 6.0% Parks, Recreation, & Cultural Affairs 13.2% Police 21.4% Fire 12.0% Community Development 2.5% Public Works 7.0% Human Resources 1.4% Electric 23.3% Golf Course 0.8% DEPARTMENT/DIVISION PERCENTAGES 231 ---PAGE BREAK--- CITY COUNCIL / CLERK FY10 FY11 FY12 FY13 Mayor (Elected) 1 1 1 1 Council Members (Elected) 4 4 4 4 City Clerk 1 1 1 1 Deputy City Clerk 1 1 1 1 Business Registration Clerk 1 1 1 1 SUBTOTAL 8 8 8 8 MUNICIPAL COURT FY10 FY11 FY12 FY13 Municipal Judge (Elected) 1 1 1 1 Municipal Judge 0.5 0.5 0.5 0.5 Court Services Administrator 1 1 1 1 Court Clerk Administrator 1 1 1 1 Court Services Coordinator 2 2 2 2 Court Clerk III 3 2 2 2 Court Clerk II 3 3 3 3 Court Clerk I 1 1 1 1 Court Security Clerk 1 1 1 1 SUBTOTAL 13.5 12.5 12.5 12.5 CITY MANAGER FY10 FY11 FY12 FY13 City Manager 1 1 1 1 Assistant City Manager 1 1 1 1 Administrative Assistant 2 1 1 1 Administrative Aide - 1 1 1 SUBTOTAL 4 4 4 4 GOVERNMENTAL RELATIONS FY10 FY11 FY12 FY13 Governmental Relations Director 1 1 1 1 SUBTOTAL 1 1 1 1 ADMINISTRATION STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS 232 ---PAGE BREAK--- LIBRARY FY10 FY11 FY12 FY13 Library Director 1 1 1 1 Deputy Library Director 1 1 1 1 Management Systems Administrator 1 1 1 1 Digital Design Coordinator 1 1 1 1 Computer Support Supervisor 1 - 1 1 Acquisitions Coordinator 1 1 - - Adult Services Librarian 4 4 3 3 Library Adult Services Coordinator 1 1 1 1 Library Teen Services Coordinator 1 1 1 1 Youth Services Coordinator 1 1 1 1 Technical Services Coordinator 1 1 1 1 Library Program Coordinator 1 1 1 1 Patron Services Coordinator 1 1 1 1 Youth Services Librarian 1 1 1 1 Library Acquisitions Technician 1 1 1 1 Library Technician 2 2 2 2 Library Technician II 1 1 1 1 Library Facilities Technician 1 1 1 - Library Patron Services Technician 2 2 2 2 Library Clerk 1 1 1 1 SUBTOTAL 25 24 23 22 LEGAL FY10 FY11 FY12 FY13 City Attorney 1 1 1 1 Deputy City Attorney 1 1 - 1 Assistant City Attorney I 1 1 2 1 Claims Manager 1 1 1 1 Legal Assistant 1 1 1 1 Legal Secretary 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 7 7 7 7 FY10 FY11 FY12 FY13 ADMINISTRATION TOTAL 58.5 56.5 55.5 54.5 ADMINISTRATION STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS 233 ---PAGE BREAK--- I.T. ADMINISTRATION FY10 FY11 FY12 FY13 Information Technology Director 1 1 1 1 SUBTOTAL 1 1 1 1 ENTERPRISE SYSTEMS FY10 FY11 FY12 FY13 Information Services Administrator 1 1 1 1 Information Technology Training Coordinator 1 - - - Programmer Analyst 2 2 2 2 SUBTOTAL 4 3 3 3 COMPUTER OPERATIONS FY10 FY11 FY12 FY13 PC Services Administrator 1 - 1 1 PC Communications Technician III 2 3 2 2 PC Communications Technician I 1 - - - Technology Coordinator - - - 1 Police I.S. Technician-Lead 1 1 1 1 Police I.S. Technician-Assistant 1 1 1 1 Police I.S. Technician 1 1 1 1 SUBTOTAL 7 6 6 7 GIS SERVICES FY10 FY11 FY12 FY13 GIS Analyst/Land Mgt. Database 1 1 1 1 GIS Technician 1 1 1 1 SUBTOTAL 2 2 2 1 FY10 FY11 FY12 FY12 INFORMATION TECHNOLOGY TOTAL 14 12 12 12 INFORMATION TECHNOLOGY STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS 234 ---PAGE BREAK--- ADMINISTRATIVE SERVICES ADMIN. FY10 FY11 FY12 FY13 Administrative Services Director 1 1 1 1 Budget Officer 1 1 1 - Financial Analyst 1 1 1 1 SUBTOTAL 3 3 3 2 PURCHASING FY10 FY11 FY12 FY13 Purchasing Officer 1 1 1 1 Purchasing Supervisor 1 1 1 1 Contracts Administrator 1 1 1 1 Buyer II 3 3 3 3 Buyer I 2 2 2 2 Administrative Aide 1 1 1 1 SUBTOTAL 9 9 9 9 WAREHOUSE FY10 FY11 FY12 FY13 Warehouse Superintendent 1 1 1 1 Warehouse Receiving Clerk 1 1 1 1 Warehouse Inventory Analyst 1 1 1 1 Warehouse Clerk 3 3 3 3 SUBTOTAL 6 6 6 6 FINANCE FY10 FY11 FY12 FY13 Controller 1 1 1 1 Enterprise Accountant 1 1 1 1 Staff Accountant ll 1 1 2 2 Staff Accountant l 1 1 1 1 Accounting Office Manager 1 1 1 1 Accounting Assistant 1 1 1 1 Accounting Technician III 1 1 1 1 Accounting Technician II 4 4 3 3 SUBTOTAL 11 11 11 11 FY10 FY11 FY12 FY13 ADMINISTRATIVE SERVICES TOTAL 29 29 29 28 ADMINISTRATIVE SERVICES STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS 235 ---PAGE BREAK--- GENERAL SERVICES ADMINISTRA FY10 FY11 FY12 FY13 General Services Director 1 1 1 - Office Manager 1 1 1 1 SUBTOTAL 2 2 2 1 BUILDING AND MAINTENANCE FY10 FY11 FY12 FY13 Building Construction/Maintenance Supervisor 1 1 1 1 Lead Carpenter - Structural 1 1 1 1 Lead Carpenter - Finish 1 1 1 1 Lead Electrician/HVAC 1 1 1 1 Plumber - Lead - - - 1 Plumber 1 1 1 1 Carpenter 4 4 4 4 Welder/Fabricator 1 1 1 1 Carpenter/Concrete Worker 1 1 1 1 Maintenance Technician 2 2 2 2 SUBTOTAL 13 13 13 14 BUILDING SUPPORT/MAIL ROOM FY10 FY11 FY12 FY13 Custodial Supervisor 1 1 1 1 Lead Custodian 1 1 1 1 Custodian 9 8 8 8 Mail Clerk 1 1 1 1 SUBTOTAL 12 11 11 11 1 1 VEHICLE MAINTENANCE FY10 FY11 FY12 FY13 Vehicle Maintenance Superintendent - - 1 1 VM Manager - Fleet Operations 1 1 - - VM Manager - Customer Support 1 1 - - Welder/Fabricator 1 1 1 1 Emergency Vehicle Technician 1 1 - - Lead Mechanic 2 2 3 2 Mechanic 7 6 5 6 Vehicle Analyst 1 1 1 1 Service Writer 1 1 1 1 Automotive Warehouse Lead Clerk 1 1 1 1 Automotive Warehouse Clerk 1 1 1 1 Automotive Warehouse Aide 1 - - - SUBTOTAL 18 16 14 14 PRINT SHOP FY10 FY11 FY12 FY13 Print Shop Supervisor 1 1 - - Print Shop Technician 1 - - - SUBTOTAL 2 1 - - AIRPORT FY10 FY11 FY12 FY13 Airport Manager 1 1 1 1 Airport Maintenance Worker 2 2 2 2 Administrative Aide 1 1 1 1 Custodian 2 2 2 2 SUBTOTAL 6 6 6 6 FY10 FY11 FY12 FY13 GENERAL SERVICES TOTAL 53 49 46 46 GENERAL SERVICES STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS Note: In FY13, the Farmington Indian Center budget was moved from the General Services Department to the PRCA Department. In order to better reflect annual comparative data, the Farmington Indian Center is reported in the PRCA Department. 236 ---PAGE BREAK--- PARKS, RECREATION & CULTURAL AFFAIRS STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS PARKS & RECREATION ADMIN. FY10 FY11 FY12 FY13 Parks & Recreation Director 1 1 1 1 Assistant Director - Recreation 1 - - - Parks Superintendent - - 2 2 Program Specialist 1 1 - - Clean & Beautiful Specialist 1 1 1 1 Public Relations & Marketing Specialist 2 2 2 1 Office Manager 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 8 7 8 7 PARKS OPERATIONS FY10 FY11 FY12 FY13 Parks Superintendent 1 1 1 1 Assistant Parks Superintendent 2 2 2 2 Landscape Architect 1 1 1 1 Parks Foreman Maintenance 10 10 10 10 Parks Maintenance Worker IV 5 5 4 4 Parks Maintenance Worker III 1 - - - Parks Maintenance Worker II 5 4 4 4 Parks Maintenance Worker I 10 9 10 10 Warehouse Manager 1 1 1 1 SUBTOTAL 36 33 33 33 RECREATION CENTER FY10 FY11 FY12 FY13 Recreation Manager 1 1 1 1 Recreation Supervisor 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 3 3 3 3 SYCAMORE PARK COMMUNITY CENTER FY10 FY11 FY12 FY13 Community Center Manager - - - 1 Recreation Supervisor 1 1 1 1 Program Coordinator 1 1 1 - Facilities Aide 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 4 4 4 4 AQUATICS DIVISION FY10 FY11 FY12 FY13 Pool Supervisor 1 1 1 1 SUBTOTAL 1 1 1 1 AQUATIC CENTER FY10 FY11 FY12 FY13 Aquatics Director 1 1 1 1 Assistant Aquatics Manger 1 1 - 1 Pool Shift Supervisor 1 1 1 - Administrative Coordinator - Pools 1 1 1 1 Mechanical Technician 1 1 1 1 Aquatic Center Front Desk Clerk 2 2 2 2 SUBTOTAL 7 7 6 6 237 ---PAGE BREAK--- PARKS, RECREATION & CULTURAL AFFAIRS STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS ANIMAL SHELTER/PARK RANGER FY10 FY11 FY12 FY13 Animal Ranger Supervisor 1 1 1 1 Animal/Park Ranger-Corporal 2 2 2 2 Animal/Park Ranger 12 11 11 11 SUBTOTAL 15 14 14 14 SENIOR CITIZENS CENTER FY10 FY11 FY12 FY13 Senior Center Administrator 1 1 1 1 Senior Center Program Coordinator 1 1 1 1 Senior Center Coordinator 1 1 1 1 Senior Center Transportation Coordinator 1 1 1 1 Senior Center Cook 1 1 1 1 Senior Center Assistant Cook 2 2 2 2 Senior Center Facilities Aide 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 9 9 9 9 CIVIC CENTER FY10 FY11 FY12 FY13 Civic Center Supervisor 1 1 1 1 Facilities Technician Supervisor 3 3 3 3 Facilities Technician 5 3 3 3 Administrative Aide 2 2 2 2 Secretary I 1 1 1 1 SUBTOTAL 12 10 10 10 1 1 MUSEUM ADMINISTRATION FY10 FY11 FY12 FY13 Museum Director 1 1 1 1 Volunteer Coordinator 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 3 3 3 3 MUSEUM OPERATIONS FY10 FY11 FY12 FY13 Education Coordinator 1 1 1 1 Exhibits Coordinator 1 - 1 1 Curator 1 - - - Collections Manager 1 1 1 1 Facilities Technician 1 1 1 1 SUBTOTAL 5 3 4 4 238 ---PAGE BREAK--- PARKS, RECREATION & CULTURAL AFFAIRS STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS E3 CHILDRENS MUSEUM FY10 FY11 FY12 FY13 Children's Museum Coordinator 1 1 1 1 SUBTOTAL 1 1 1 1 RIVERSIDE NATURE CENTER FY10 FY11 FY12 FY13 Museum Specialist 1 1 1 1 SUBTOTAL 1 1 1 1 FARMINGTON INDIAN CENTER* FY10 FY11 FY12 FY13 Farmington Indian Center Director 1 - - - Indian Center Community Coordinator 1 1 1 1 Indian Center Aide 1 1 1 1 Indian Center Cook 1 1 1 1 Secretary II - Indian Center 1 1 1 1 SUBTOTAL 5 4 4 4 GOLF-CIVITAN GOLF COURSE FY10 FY11 FY12 FY13 Parks & Maintenance Worker II 1 1 1 1 SUBTOTAL 1 1 1 1 GOLF-PINON HILLS GOLF COURSE FY11 FY12 FY13 FY13 Golf Course Superintendent 1 1 1 1 Golf Course Manager 1 1 1 1 Golf Professional 1 1 1 1 Assistant Golf Course Superintendent 1 1 1 1 Parks & Maintenance Worker IV 1 1 1 1 Parks & Maintenance Worker II 1 1 1 1 SUBTOTAL 6 6 6 6 FY10 FY11 FY12 FY12 PARKS & RECREATION TOTAL 117 107 108 107 *Note: In FY13, the Farmington Indian Center budget was moved from the General Services Department to the PRCA Department. In order to better reflect annual comparative data, the Farmington Indian Center is reported in the PRCA Department. 239 ---PAGE BREAK--- POLICE ADMINISTRATION FY10 FY11 FY12 FY13 Police Chief 1 1 1 1 Deputy Chief 1 1 - - Police Captain 2 2 3 3 Accreditation Manager 1 1 1 1 Office Manager 1 1 1 1 Secreatary II - - 1 1 SUBTOTAL 6 6 7 7 POLICE OPERATIONS FY10 FY11 FY12 FY13 Police Commander - - 1 1 Police Lieutenant 5 5 4 4 Police Sergeant 13 13 14 14 Police Corporal 9 10 10 10 Police Detective 16 16 17 19 Police Officer 77 77 76 75 Community Service Officer 5 4 4 4 Lead Crime Scene Investigator 1 1 1 1 Crime Scene Investigator II 1 1 1 - Crime Scene Investigator 1 1 1 2 Civilian Evidence Technician 3 3 3 3 Domestic Violence Advocate 2 2 2 2 Police Support Services Specialist 1 1 1 1 Chief Code Compliance Officer 1 1 1 1 Code Compliance Officer 3 2 3 3 Civilian Operations Supervisor - - 1 1 Police Records Technician 6 6 6 6 Secretary II 5 4 2 2 SUBTOTAL 149 147 148 149 GRANT FUNDS FY10 FY11 FY12 FY13 Region II HIDTA Agent 2 3 2.5 2.5 Region II Administrative Assistant 1 1 1 1 Police Detective - 1 - - Police Officer - 5 5 5 Police Records Technician - 1 - - Secretary II - 1 - - SUBTOTAL 3 12 8.5 8.5 COMMUNICATIONS FY10 FY11 FY12 FY13 Civilian Operations Supervisor 1 - - - PBX Clerk Typist 6 - - - SUBTOTAL 7 - - - FY10 FY11 FY12 FY13 POLICE TOTAL 165.0 165.0 163.5 164.5 POLICE STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS 240 ---PAGE BREAK--- FIRE STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS FIRE ADMINISTRATION FY10 FY11 FY12 FY13 Fire Chief 1 1 1 1 Deputy Fire Chief 1 1 - - Fire Battalion Chief 1 - 1 1 Support Services Admin. 1 - 1 1 Fire Marshall - - - 1 Assistant Fire Marshall 3 2 2 - Fire Captain - - - 1 Technology Coordinator 1 1 1 - ESM/Fire Training Officer 1 - - - Emergency Vehicle Technician - - 1 1 Office Manager 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 11 7 9 8 FIRE OPERATIONS FY10 FY11 FY12 FY13 Battalion Chief 2 3 2 3 Fire Captain 18 18 19 18 Fire Engineer 27 27 27 27 Firefighter 37 36 36 36 SUBTOTAL 84 84 84 84 FY10 FY11 FY12 FY13 FIRE TOTAL 95 91 93 92 241 ---PAGE BREAK--- COMMUNITY DEVELOPMENT STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS COMMUNITY DEVELOPMENT ADMIN. FY10 FY11 FY12 FY13 Community Development Director 1 1 1 1 Office Manager - - 1 1 SUBTOTAL 1 1 2 2 PLANNING FY10 FY11 FY12 FY13 Associate Planner CDBG 1 1 1 1 Senior Planner 1 1 1 1 Associate Planner 3 2 2 2 Administrative Aide 2 1 - - Zoning Officer - 1 1 1 SUBTOTAL 7 6 5 5 MPO ADMINISTRATION FY10 FY11 FY12 FY13 MPO Planner 1 1 1 1 MPO Associate Planner 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 3 3 3 3 BUILDING INSPECTION FY10 FY11 FY12 FY13 Chief Building Inspector 1 1 1 1 Electrical Inspector 2 2 2 2 Plumbing/Mechanical Inspector 1 1 1 1 Builiding Inspector 3 3 3 3 Permit Tech 1 - - - 1 Administrative Aide 2 2 2 1 SUBTOTAL 9 9 9 9 FY10 FY11 FY12 FY13 COMMUNITY DEVELOPMENT TOTAL 20 19 19 19 242 ---PAGE BREAK--- PUBLIC WORKS STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS PUBLIC WORKS ADMIN. FY10 FY11 FY12 FY13 Public Works Director 1 1 1 1 Administrative Assistant 1 1 1 1 SUBTOTAL 2 2 2 2 CONSTRUCTION INSPECTION FY10 FY11 FY12 FY13 Construction Inspector 3 3 3 3 SUBTOTAL 3 3 3 3 CITY ENGINEERING FY10 FY11 FY12 FY13 City Engineer 1 1 1 1 Associate Project Engineer II 1 1 - - Associate Project Engineer l 1 1 1 1 Project Engineer I 1 1 2 2 GIS Technician 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 6 6 6 6 SURVEY FY10 FY11 FY12 FY13 Survey Party Chief 2 2 2 2 Surveyor Aide 1 1 1 1 SUBTOTAL 3 3 3 3 TRAFFIC ENGINEERING FY10 FY11 FY12 FY13 Traffic Engineering Administrator 1 1 1 1 Electronics Technician II 1 1 1 1 Electronics Technician I 2 1 1 1 Traffic Engineering Technician 1 1 1 1 Working Foreman 1 1 1 1 Painter 1 1 1 1 Traffic Sign Technician 2 2 2 2 SUBTOTAL 9 8 8 8 STREETS FY10 FY11 FY12 FY13 Streets Superintendent 1 1 1 1 Lead Foreman 1 1 1 1 Working Foreman 3 3 3 3 Heavy Equipment Operator 4 4 4 4 Street Sweeper Operator 3 3 3 3 Truck Driver 4 4 4 4 Concrete Carpenter 2 2 2 2 Laborer 7 6 6 6 SUBTOTAL 25 24 24 24 WATER / WASTEWATER UTILITY FY10 FY11 FY12 FY13 Water/Wastewater Utility Administrator 1 1 1 1 Operations Manager/Environmental Coordinator 1 1 1 1 Associate Project Engineer 1 1 1 1 Water Resource Manager 1 1 1 1 Water Resource Specialist 1 1 1 1 Water Rights Specialist 1 1 1 1 Engineering Technician 1 1 1 1 Water Technician 1 1 1 1 SUBTOTAL 8 8 8 8 FY10 FY11 FY12 FY13 PUBLIC WORKS TOTAL 56 54 54 54 243 ---PAGE BREAK--- PERSONNEL FY10 FY11 FY12 FY13 Human Resources Director 1 1 1 1 Senior Personnel Analyst 1 1 1 1 Personnel Analyst 3 3 3 3 Personnel Assistant 1 1 1 1 Personel Aide 1 - - - SUBTOTAL 7 6 6 6 INSURANCE FY10 FY11 FY12 FY13 Insurance / Benefits Specialist 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 2 2 2 2 PAYROLL FY10 FY11 FY12 FY13 Payroll Analyst 1 1 1 1 SUBTOTAL 1 1 1 1 SAFETY OFFICE FY10 FY11 FY12 FY13 Safety Officer 1 1 1 1 Safety Assistant 1 1 1 1 SUBTOTAL 2 2 2 2 FY10 FY11 FY12 FY13 HUMAN RESOURCES TOTAL 12 11 11 11 HUMAN RESOURCES STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS 244 ---PAGE BREAK--- ELECTRIC STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS ELECTRIC ADMINISTRATION FY10 FY11 FY12 FY13 Electric Utility Director 1 1 1 1 Energy Programs Specialist 1 1 1 - Utility Financial Analyst 1 1 1 1 Quality Management & Security Officer - 1 1 1 Administrative Assistant 1 1 1 1 SUBTOTAL 4 5 5 4 COMPLIANCE FY10 FY11 FY12 FY13 Compliance Engineer 1 1 1 - Compliance Manager - - - 1 Relay & Compliance Field - - - 1 Engineering & System Operation Computer Specialist - - - 1 SUBTOTAL 1 1 1 3 CUSTOMER SERVICE FY10 FY11 FY12 FY13 Customer Care Manager 1 1 1 1 Customer Operation Coordinator 1 1 1 1 Customer Care Specialist 2 2 2 3 Customer Care Cashier 4 3 3 3 Customer Care Associate 10 10 10 11 Key Accounts Analyst 1 1 1 1 Exceptions Processing Specialist 1 1 1 1 Exceptions Processing Associate 4 4 3 3 Collections Specialist - - 1 - Collections Associate - - 1 - Administrative Aide - 1 1 1 Customer Care Secretary I 1 1 1 1 SUBTOTAL 25 25 26 26 ANIMAS POWER PLANT FY10 FY11 FY12 FY13 Generation and System Control Manager 1 1 1 1 Generation Administrative Analyst 1 1 1 - Generation Superintendent 1 1 1 1 Generation Technical Support Specialist II 1 1 1 - Generation Scheduler & Resource - - - 1 Environmental Specialist - - - 1 I.C.E. Technician 1 1 1 1 Maintenance Technician-General - 1 - - Maintenance Technician-Machinist 2 1 1 1 Operation Technician I 4 2 3 3 Operation Technician II 4 4 3 3 Operation Technician Trainee I - 1 1 - Operation Technician Trainee II - - - 2 Power Plant Operator Trainee II 1 - - - Power Plant Storekeeper 1 1 1 1 Power Plant Working Foreman 1 1 1 1 Production Specialist II 2 2 1 1 Water Treatment Specialist 1 1 1 1 Administrative Aide - - - 1 SUBTOTAL 21 19 17 19 245 ---PAGE BREAK--- ELECTRIC STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS BLUFFVIEW POWER PLANT FY10 FY11 FY12 FY13 Generation Engineer 1 1 1 1 Operations Technician II 5 4 4 3 Maintenance Technician-Chrome Moly Welder - - 1 1 Maintenance Technician-General - - 1 1 Power Plant Mechanic 1 1 - - Production Specialist II 1 1 1 1 Power Plant Laborer - - 1 1 I.C.E. Technician 1 1 1 1 Utility Worker II 1 - - - Operations Tech Trainee I - 1 1 1 Environmental Engineer - - 1 - SUBTOTAL 10 9 12 10 TRANSMISSION & DISTRIBUTION FY10 FY11 FY12 FY13 System Operations Manager 1 1 - - Tranmission and Distribution Manager - - 1 1 T & D Construction Superintendent 1 1 1 1 T & D Maintenance Superintendent 1 1 1 1 Electric Equipment Working Foreman 1 1 1 1 Electric Line Working Foreman 8 7 7 7 Line Patroller/Facilities Locator 2 2 2 2 Quality Inspector 1 - - - Journeyman Lineman 19 17 17 19 Apprentice Lineman 5 5 5 5 Digger Operator 2 2 2 2 Class A, B Helper 5 4 4 5 Admininstrative Aide 1 1 1 1 SUBTOTAL 47 42 42 45 ELECTRICAL ENGINEERING FY10 FY11 FY12 FY13 Engineering Supervisor/Administrator 1 1 1 - Registered Land Surveyor 1 1 1 1 Engineering and Planning Manager 1 1 1 1 Transmission and Planning Engineer - - 1 1 Transmission Planning and Design Engineer - - 1 1 Senior Planning Engineer 1 1 - - Senior Electrical Engineer 2 2 1 1 Relay Engineer 1 1 1 1 Operations Engineer 1 1 1 - Estimator Superintendent 1 1 1 1 Estimator 2 2 3 3 Junior Estimator 3 3 3 3 Lead GIS Technician 1 1 1 1 GIS Technician 2 2 2 2 Assistant GPS Surveyor 1 1 1 1 New Service Representative II 2 2 2 2 New Service Representative I 1 1 1 - Engineering Support Supervisor - 1 1 1 Right of way/Easement Administrative Assistant - - - 1 Conservation Engineer 1 - - - Work Order Specialist 1 1 - - Administrative Aide 1 1 1 1 SUBTOTAL 24 24 24 22 246 ---PAGE BREAK--- ELECTRIC STAFFING FY10 - FY13 BUDGETED REGULAR POSITIONS METERING SERVICES FY10 FY11 FY12 FY13 Metering Coordinator 1 1 1 1 Meter Installer ll 6 6 7 8 Meter Installer l 3 3 2 - Meter Reader II 1 1 1 2 Meter Reader l 6 6 2 - Meter Reader 2 2 6 8 SUBTOTAL 19 19 19 19 METER SHOP FY10 FY11 FY12 FY13 Superintendent of Technical Services 1 1 1 1 Electric Meter Working Foreman 1 1 1 1 Journeyman Meterman 4 4 4 3 Meter Repairman I 1 1 - 1 Meter Repairman II 1 1 1 - Meter Apprentice - - 1 2 Meter Shop Aide 1 1 1 - SUBTOTAL 9 9 9 8 SUBSTATION MAINTENANCE FY10 FY11 FY12 FY13 Substation Foreman - 1 1 1 Substation Journeyman - 2 2 - Apprentice 1st Year - 1 1 - SUBTOTAL - 4 4 1 1 1 RELAY FY10 FY11 FY12 FY13 System Protection Engineer 1 1 1 1 Relay & Control Foreman 1 1 1 1 Journeyman Relay - 1 - 1 Relay & Control Technician 3 2 3 2 Relay Technician Trainee 2 2 2 2 Technical Services Aide - - - 1 SUBTOTAL 7 7 7 8 SYSTEM CONTROL CENTER FY10 FY11 FY12 FY13 Systems Operations Supervisor 1 1 1 1 Systems Operator-Senior 7 7 7 5 Systems Operator - - - 2 System Operations Scheduler 1 1 1 1 EMS Technician - - - 1 System Operations EMS/SCADA Administrator - - - 1 Operations Engineer - - - 1 Scheduler - - 1 - Systems Operator Trainee 2 2 2 2 SUBTOTAL 11 11 12 14 FY10 FY11 FY12 FY13 ELECTRIC TOTAL 178 175 178 179 FY10 FY11 FY12 FY13 GRAND TOTAL ALL FUNDS 797.5 768.5 769.0 767.0 247 ---PAGE BREAK--- Digging a Pipeline for Continental Oil Company 1926 New Mexico Centennial 1912-2012 Black Diamond Coal Company Truck 1926 ---PAGE BREAK--- CITY OF FARMINGTON FY13 CAPITAL IMPROVEMENT PLAN The City has segregated its capital purchases into two separate categories. Vehicles and general-purpose equipment, including computer software, which are included in the seventy series range within the chart of accounts. These items, while costing more than $5,000 and having a life longer than a year, are routine in the sense that they must be replaced on a regular basis and are included within each Departmental budget. The other category of Capital Projects involves the construction or acquisition of Capital Items usually relating to some type of building or infrastructure. The only major exception to this definition is the resurfacing of streets. The following Capital Improvement Plan includes one-time capital projects. For these projects, the FY13 amounts tie to specific budgeted amounts in capital line items. Amounts in the following years represent the best current estimates of what projects will be desired and/or required in the future. The effect these one-time expenditures will have on the operating budget of the City varies from minor to significant. For example, most paving and street projects will have little effect on operating requirements. Of course, each new street will require some additional maintenance, such as cleaning and striping, but the cost can be covered by the growth in revenue that accompanies the growth of the City that necessitated the new street. Other projects, such as a proposed new Fire Station, will have a substantial impact on operating costs. For Fire Station recruitment and training will need to begin before construction, with twelve new firefighter positions required to staff the new Station. These positions are not currently in the budget with a source of funding because the construction date for the new Station has yet to be determined. These costs will significantly impact the budget, and will have to be included in the budget before construction can begin. The new animal shelter will also require an increase in operating costs, but it, too, has been postponed until revenue growth recovers. Close monitoring of the effect of other one-time expenditures will continue and new projects will only started when it has become clear that City revenue growth has increased enough to carry any additional operating costs. For FY13, there are several new significant capital projects that will affect the operating budget and are currently budgeted. The Cash Reserve Transfer Policy has resulted in monies being transferred into the General Governmental Capital Projects fund (408). For FY13, these funds are being allocated to “catch-up” capital projects that have not been able to be completed due to the depressed economy. In FY13, there is $4.5 million budgeted in the 408 Capital Projects fund that include projects such as the purchase of a new fire truck, remodel of Fire Stations #3 and fiber upgrades to several locations within Farmington, repairing or replacing 5 roofs on City- owned buildings, repaving the MOC parking lot, $500,000 of additional paving and investment into the Metropolitan Redevelopment Authority for $500,000. In addition, in FY12 GRT 2012 Series Bonds were sold to fund a regional animal shelter, remodel the Civic Center exhibit hall, complete a museum expansion, replace fire station and construct Lakewood Detention Pond. These projects will be in process in FY13. 248 ---PAGE BREAK--- FUND FY13 NUMBER BUDGETED 101 505,000 $ 402 940,000 408 2,938,182 TOTAL CAPITAL - DEPARTMENT SUMMARY 4,383,182 $ ADJUST CAPITAL TO CIP 101 VEHICLE PURCHASE (505,000) $ 408 VEHICLE PURCHASE 150,000 CIP SCHEDULE FOR ADMINISTRATION 4,028,182 $ 408 378,000 $ TOTAL CAPITAL - DEPARTMENT SUMMARY 378,000 CIP SCHEDULE FOR INFORMATION TECHNOLOGY 378,000 $ 408 201,150 $ 409 1,666,775 TOTAL CAPITAL - DEPARTMENT SUMMARY 1,867,925 CIP SCHEDULE FOR GENERAL SERVICES 1,867,925 $ 101 20,000 $ 202 550,000 211 48,000 214 232,000 217 19,000 230 7,500 402 3,700,000 610 100,000 TOTAL CAPITAL - DEPARTMENT SUMMARY 4,676,500 $ ADJUST CAPITAL TO CIP 101 CIVITAN GOLF COURSE EQUIPMENT (20,000) $ 202 OPERATING/MAINTENANCE PROJECTS 764,000 214 PRODUCTION WORK REQUEST LABOR (5,000) 217 COMPUTER HARDWARE (5,000) 217 EXHIBIT COLLECTIONS (2,000) 217 GATEWAY EXHIBITS (5,000) 217 CHILDRENS EXHIBITS (5,000) 217 RIVER EXHIBITS (2,000) 230 PROPERTY IMPROVEMENTS (7,500) CIP SCHEDULE FOR PARKS 5,389,000 $ 246 70,000 $ TOTAL CAPITAL - DEPARTMENT SUMMARY 70,000 $ ADJUST CAPITAL TO CIP 246 VEHICLES (30,000) $ 246 FED EQUITY SHARE CAPITAL (20,000) 246 POLICE EQUIPMENT (20,000) CIP SCHEDULE FOR POLICE - $ FY13 FINAL BUDGET RECONCILIATION OF DEPARTMENT CAPITAL TO CIP SCHEDULE GENERAL SERVICES PARKS ADMINISTRATION INFORMATION TECHNOLOGY POLICE 249 ---PAGE BREAK--- FUND FY13 NUMBER BUDGETED 250 66,000 $ 402 2,700,000 408 190,000 TOTAL CAPITAL - DEPARTMENT SUMMARY 2,956,000 $ ADJUST CAPITAL TO CIP 250 VEHICLE LEASE (66,000) $ CIP SCHEDULE FOR FIRE 2,890,000 $ 401 60,000 $ 408 500,000 TOTAL CAPITAL - DEPARTMENT SUMMARY 560,000 $ CIP SCHEDULE FOR COMMUNITY DEVELOPMENT 560,000 $ 201 7,075,000 $ 401 2,797,054 402 800,000 408 250,000 602 7,031,822 603 7,670,080 TOTAL CAPITAL - DEPARTMENT SUMMARY 25,623,956 $ ADJUST CAPITAL TO CIP 201 MINOR STREETS 850,000 $ 602 COMPUTER SOFTWARE (10,000) 602 TOOL AND TEST EQUIPMENT (26,500) 602 VEHICLES 36,500 602 CONSTRUCTION 75,000 603 CONSTRUCTION 450,000 CIP SCHEDULE FOR PUBLIC WORKS 26,998,956 $ 601 19,531,569 $ TOTAL CAPITAL - DEPARTMENT SUMMARY 19,531,569 $ ADJUSTMENTS TO CAPITAL FOR ELECTRIC UTILITY CIP 601 COMPUTER HARDWARE (97,500) $ 601 COMPUTER SOFTWARE (75,000) 601 COMMUNICATION EQUIPMENT (31,000) 601 HEAVY EQUIPMENT (152,000) 601 TOOL AND TEST EQUIPMENT (153,000) 601 ELECTRIC METERS (40,000) 601 VEHICLES (1,193,000) 601 NON CIP PLANT IMPROVEMENTS (2,530,720) 601 SAN JUAN #4 CAPITAL EXPENSES 3,443,469 CIP SCHEDULE FOR ELECTRIC UTILITY 18,702,818 $ TOTAL CIP 60,814,881 $ ELECTRIC UTILITY FIRE COMMUNITY DEVELOPMENT PUBLIC WORKS 250 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount Beginning Cash Balance $ 4,160,000 $ 9,000,000 $ 3,174,334 $ 2,103,521 $ 2,270,065 $ 2,523,527 $ 2,713,952 Plus Projected Revenue 8,264,469 8,754,392 8,841,936 9,080,355 9,271,159 9,363,870 9,457,509 Less Transfer for Debt Service (533,500) (307,158) (304,638) (304,538) (305,238) (305,738) - Less Transfer to 401 Fund for Grant Matches - - (100,000) (100,000) (100,000) (100,000) (100,000) Less Operating Expenditures 5,049,721 6,347,900 5,058,111 5,159,273 5,262,459 5,367,708 5,584,809 Sub-Total $ 6,841,248 $ 11,099,334 $ 6,553,521 $ 5,620,065 $ 5,873,527 $ 6,113,952 $ 6,486,652 Public Wks. Streets Vehicles/Capital Equipment $ 500,000 $ 625,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 1,000,000 Public Wks. Traffic Street Lighting 50,000 - - - - - - Public Wks. Streets Salt Storage Building 100,000 - - - - - - Public Wks. Streets Traffic Signal Modernization 50,000 400,000 400,000 200,000 200,000 200,000 200,000 Sub-Total $ 700,000 $ 1,025,000 $ 900,000 $ 700,000 $ 700,000 $ 700,000 $ 1,200,000 STORM DRAINAGE Public Wks. Storm Storm Sewer Construction/Maint. $ 150,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 Public Wks. Streets Johnson Subdivision Detention Pond - - - - - - 300,000 Public Wks. Streets Porter Arroyo Detention Pond-FY12 450,000 1,350,000 - - - - - Sub-Total $ 600,000 $ 1,650,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 600,000 INTERSECTION/TRAFFIC SIGNAL IMPROVEMENTS Public Wks. Streets Intersection Improvements $ - $ - $ - $ - $ - $ - $ 300,000 Public Wks. Streets Intersection - 30th & P. H. Blvd.-FY12 350,000 - - - - - - Public Wks. Streets Intersection - 30th & Sunset-FY12 - - - 300,000 - - - Public Wks. Streets Intersection - 30th & Sullivan-FY12 - - - - 300,000 - - Public Wks. Streets PHB & Dustin-FY12 - - 300,000 - - - - Public Wks. Streets MOC Entrance-FY13 - 500,000 - - - 300,000 - Sub-Total $ 350,000 $ 500,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 STREET IMPROVEMENTS (existing) Public Wks. Streets PHB Wide -Sports Complex to 30th $ - $ - $ - $ - $ - $ - $ 2,000,000 Public Wks. Streets PHB Widening-Butler to Dustin - - - - - - 2,000,000 Public Wks. Streets PHB Widening-30th St to Dustin - - - - - - 6,000,000 Public Wks. Streets Butler/Dustin Ave Study-FY13 - 150,000 - - - - - Public Wks. Streets Foothills Design-FY13 - 300,000 - - - - - Sub-Total $ - $ 450,000 $ - $ - $ - $ - $ 10,000,000 STREET RESURFACING Public Wks. Streets Major Streets $ 2,150,000 $ 3,000,000 $ 2,150,000 $ 1,550,000 $ 1,550,000 $ 1,600,000 $ 10,000,000 Public Wks. Streets Minor Streets 850,000 850,000 650,000 500,000 500,000 500,000 400,000 Public Wks. Streets Pavement Mgmt. and Analysis-FY13 - 150,000 150,000 - - - - Sub-Total $ 3,000,000 $ 4,000,000 $ 2,950,000 $ 2,050,000 $ 2,050,000 $ 2,100,000 $ 10,400,000 FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET GRT-STREETS (201) MISCELLANEOUS ITEMS 251 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET NEW STREETS Public Wks. Foothills PVHS Access-City Share-FY11 $ 475,000 $ 300,000 $ - $ - $ - $ - $ - Public Wks. Streets Cliffside Dr.- Huntzinger to Fmtn. Ave. - - - - - - 400,000 Public Wks. Foothills English Rd.-Panther Trail to Crestwood - - - - - - 1,200,000 Public Wks. Streets English Road- Largo to Gila - - - - - - 750,000 Public Wks. Streets Gila Street- Main to English - - - - - - 750,000 Public Wks. Streets Herrera Drive- Cliffside to Main - - - - - - 850,000 Public Wks. Streets Herrera Drive- Main to English - - - - - - 2,200,000 Public Wks. Foothills Hill n' Dale Improvements - - - - - - 800,000 Sub-Total 475,000 300,000 - - - - 6,950,000 Total Capital Expenditures $ 5,125,000 $ 7,925,000 $ 4,450,000 $ 3,350,000 $ 3,350,000 $ 3,400,000 $ 29,450,000 Equals Ending Cash Balance $ 1,716,248 $ 3,174,334 $ 2,103,521 $ 2,270,065 $ 2,523,527 $ 2,713,952 $ (22,963,348) Beginning Cash Balance $ 900,000 $ 1,200,000 $ 1,098,163 $ 446,880 $ 179,125 $ 21,545 $ 33,348 Plus Projected Revenue 2,480,823 2,637,964 2,552,800 2,629,384 2,734,559 2,843,942 2,900,821 Less Operating Expenditures 1,450,138 1,425,801 1,451,083 1,474,139 1,474,139 1,474,139 1,474,139 Operating/Maintenance Projects Parks Oper. Irrigation Improvements $ 65,000 $ 60,000 $ 70,000 $ 70,000 $ 80,000 $ 80,000 $ 80,000 Parks Oper. Playground Improvements 15,000 15,000 20,000 20,000 20,000 20,000 20,000 Parks Oper. Facilities - Renovation and 407,000 417,000 444,000 444,000 444,000 444,000 444,000 Parks Oper. Athletic Fields Improvement 70,000 130,000 60,000 60,000 60,000 60,000 60,000 Parks Oper. Utilities, Paving & Landscaping 146,000 142,000 144,000 144,000 144,000 144,000 144,000 Sub-Total Parks Improvements $ 703,000 $ 764,000 $ 738,000 $ 738,000 $ 748,000 $ 748,000 $ 748,000 Ongoing Construction Projects Parks Oper. Ballfield & Park Lighting Improvements $ - $ - $ 125,000 $ 100,000 $ - $ 100,000 $ - Parks Oper. Bluff Shadow Lake - - - - 10,000 - - Parks Oper. BLM-Ten acres off Foothills - - 45,000 - 100,000 - - Parks Oper. Brookside Pool-Skate Park - - 75,000 - - - - Parks Oper. Aquatic Center Condenser-FY13 - 50,000 - - - - - Parks Oper. Pinon Hills Improvements - - - - - - - Parks Oper. Crouch Mesa Park Development - - 150,000 - 100,000 - - Parks Oper. Exercise Cluster in Parks - - - - 50,000 - - Parks Oper. Farmington Lake Development - - 75,000 - - - - Parks Oper. Glade Park - - 5,000 - - - - Parks Oper. Justis Restrooms - - 50,000 - - - - Parks Oper. Land Purchase - - - - - - 150,000 Parks Oper. Lions Pool Replaster-FY13 - 30,000 - - - - - Parks Oper. Lions Pool- South Outdoor Area - - - 75,000 - - - Parks Oper. Lions Wilderness-Paving and Fence - 15,000 - - - - - Parks Oper. Museum Systems 20,000 35,000 35,000 10,000 10,000 10,000 20,000 Parks Oper. Parks Restrooms 40,000 75,000 100,000 100,000 100,000 100,000 100,000 Parks Oper. Replace Parks Paint Booth Bldg. - - - - - 100,000 - Parks Oper. Playground Equipment Replacements - - 100,000 100,000 100,000 100,000 100,000 Parks Oper. River Area Trails 125,000 150,000 - 100,000 100,000 - - Parks Oper. River Bend Park - - 5,000 - - - 200,000 GRT-PARKS (202) 252 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Parks Oper. Recreation Center Classroom - 10,000 - - - - - Parks Oper. Sports Complex Sewer-FY13 - 60,000 - - - - - Parks Oper. Sports Complex Picnic Shelter - - - 50,000 - - - Parks Oper. Sports Complex Tennis Courts - - - - - - 200,000 Parks Oper. Sycamore Park CC - 25,000 100,000 - - - - Parks Oper. Vista Del La Plata-Phase III - - - 50,000 - - - Parks Oper. Worley Park-N. side parking lot - - 50,000 - - - - Parks Oper. Mowing Equipment - 100,000 100,000 100,000 100,000 100,000 100,000 Parks Oper. Stillwater Subdivision - - - - - 100,000 - Parks Oper. Mini Golf Course-Civitan - - - - - - 350,000 Parks Oper. Ricketts Entrance - - - - - - 100,000 Sub-Total Ongoing Improvements $ 185,000 $ 550,000 $ 1,015,000 $ 685,000 $ 670,000 $ 610,000 $ 1,320,000 Total Capital Expenditures $ 888,000 $ 1,314,000 $ 1,753,000 $ 1,423,000 $ 1,418,000 $ 1,358,000 $ - Equals Ending Cash Balance $ 1,042,685 $ 1,098,163 $ 446,880 $ 179,125 $ 21,545 $ 33,348 $ - Beginning Cash Balance $ 356,000 $ 356,000 $ 356,000 $ 287,000 $ 212,000 $ 192,000 $ - Plus Projected Revenue 48,000 48,000 31,000 25,000 30,000 35,000 - Less Operating Expenditures - - - - - - - Parks Oper. Miscellaneous Parks $ 48,000 $ 48,000 $ 100,000 $ 100,000 $ 50,000 $ 50,000 $ - Total Capital Expenditures $ 48,000 $ 48,000 $ 100,000 $ 100,000 $ 50,000 $ 50,000 $ - Equals Ending Cash Balance $ 356,000 $ 356,000 $ 287,000 $ 212,000 $ 192,000 $ 177,000 $ - Beginning Cash Balance $ 925,000 $ 925,000 $ 850,212 $ 797,853 $ 777,853 $ 747,853 $ - Plus Projected Revenue 437,950 436,400 425,000 425,000 425,000 425,000 - Less Operating Expenditures 161,929 284,188 192,959 195,000 205,000 215,000 - Parks Oper. Parks Improvements $ 160,000 $ 135,000 $ 165,000 $ 250,000 $ 250,000 $ 275,000 - Medians/concrete work 99,021 75,000 102,400 75,000 75,000 75,000 - NM Clean and Beautiful 12,000 17,000 12,000 12,000 12,000 12,000 - Anasazi Projects 5,000 - 5,000 5,000 5,000 5,000 - Total Capital Expenditures $ 276,021 $ 227,000 $ 284,400 $ 250,000 $ 250,000 $ 275,000 $ - Equals Ending Cash Balance $ 925,000 $ 850,212 $ 797,853 $ 777,853 $ 747,853 $ 682,853 $ - PARKS GIFTS AND GRANTS FUND (214) PARK DEVELOPMENT FEES (211) 253 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET COMM DEV./PUBLIC WORKS GRANT PROJECTS (401) Beginning Cash Balance $ 1,000,000 $ 1,550,000 $ 26,193 $ 15,392 $ 235,392 $ 345,392 $ - Plus Projected Revenue 3,162,839 1,661,888 1,000,000 3,700,000 700,000 600,000 - Transfer from 201 Fund - - 100,000 100,000 100,000 100,000 - Less Operating Expenditures 435,250 328,641 119,801 180,000 190,000 200,000 - Comm Dev. Streets CDBG Capital Projects $ - $ 60,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - Public Wks. Streets Pinon Hills Bridge Project 1,073,247 1,073,247 - - - - - Public Wks. Streets MAP Projects- Apache Repaving - 283,480 - - - - - Public Wks. Streets Wildflower Widening-ARRA - - - - - - - Public Wks. Streets Safety Projects 300,000 - 250,000 - 250,000 - - Public Wks. Streets PV Secondary Access-FY11 900,000 700,000 - - - - - Public Wks. Streets MAP Projects 200,000 - 200,000 200,000 200,000 200,000 - Public Wks. Streets TPE Projects-Sidewalks - 600,000 - - - - - Public Wks. Streets TPE Projects-20th St. Sidewalks - - 491,000 - - - - Public Wks. Streets Pinon Hills Project NM516 to Hubbard - - - 3,000,000 - - - Public Wks. Streets LGRF Projects 280,000 140,327 - 150,000 - 150,000 - Total Capital Expenditures $ 2,753,247 $ 2,857,054 $ 991,000 $ 3,400,000 $ 500,000 $ 400,000 $ - Equals Ending Cash Balance $ 974,342 $ 26,193 $ 15,392 $ 235,392 $ 345,392 $ 445,392 $ - GRT 2012 BOND PROJECTS(402) Beginning Cash Balance $ - $ 8,100,000 $ - $ - $ - $ - $ - Plus Bond Proceeds 11,321,471 - - - - - - Interest Earnings - 40,000 Less Bond Defeasance/Issue Costs 2,321,471 - - - - - - Parks Animal Regional Animal Shelter-FY09 $ 400,000 $ 300,000 $ - $ - $ - $ - $ - Parks Civic Center Civic Center Exhibit Hall Remodel-FY12 1,000,000 900,000 - - - - - Fire Operations Fire Station #1 Replacement-FY12 3,200,000 2,700,000 - - - - - Parks Museum Museum Expansion Phase 2-FY12 2,500,000 2,500,000 - - - - - Public Wks. Streets Storm System Lakewood Pond-FY12 1,000,000 800,000 - - - - - Admn. Admn. Reserve Contingency-FY12 900,000 940,000 - - - - - Total Capital Expenditures $ 9,000,000 $ 8,140,000 $ - $ - $ - $ - $ - Equals Ending Cash Balance $ - $ - $ - $ - $ - $ - $ - 254 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Beginning Cash Balance $ 284,000 $ 1,720,600 $ - $ - $ - $ - $ - Plus Transfer from General Fund 3,051,600 2,861,732 - - - - - Grants - - - - - - - Interest Earnings 4,000 25,000 - - - - - Less Operating Expenditures - - - - - - - Admn. Court Roof Replacement-FY12 60,000 - - - - - - Admn. Info. Tech. Fiber-Various Facilities-FY12 378,000 378,000 - - - - - Gen. Serv. Admn. MOC Parking Lot-FY12 201,150 201,150 - - - - - Gen. Serv. Veh. Maint Roof Replacement-Vehicle Maint.-FY12 165,000 - - - - - - Gen. Serv. Admn. Roof Replacement-West Annex-FY12 50,000 - - - - - - Gen. Serv. Admn. Roof Replacement-Downtown Center-FY12 75,000 - - - - - - Parks Aqua. Ctr. Roof Replacement-Aquatic Center-FY12 400,000 - - - - - - Police Admn. Safety City/Police Network Upgrades-FY12 135,000 - - - - - - Fire Operations PPE and Inventory Buildings -FY12 190,000 190,000 - - - - - Fire Operations Replace Fire Engine #5-FY12 455,000 - - - - - - Comm Dev MRA MRA Project-FY12 500,000 500,000 - - - - - Pub. Wks. Streets Additional Street Paving-FY12 500,000 250,000 - - - - - Admn. Intra-Govnt Additional vehicles-FY13 - 350,000 - - - - - FY12 undesignated carryover - 226,450 - - - - - FY13 available for new projects - 2,511,732 - - - - - Total Capital Expenditures $ 3,109,150 $ 4,607,332 $ - $ - $ - $ - $ - Equals Ending Cash Balance $ 230,450 $ - $ - $ - $ - $ - $ - Beginning Cash Balance $ - $ - $ - $ 85,000 $ 110,000 $ 2,710,000 $ - Plus Projected Revenue 2,235,000 1,666,775 1,185,000 2,500,000 3,250,000 650,000 - Less Operating Expenditures - - - - - - - Gen. Serv. Airport ARFF Design-FY12 $ 150,000 $ 100,000 $ - $ - $ - $ - $ - Gen. Serv. Airport Electrical Updates-FY12 400,000 - - - - - - Gen. Serv. Airport Master Plan Update-FY12 200,000 - - - - - - Gen. Serv. Airport Operations Vehicle-FY12 35,000 - - - - - - Gen. Serv. Airport Reconstruct Apron-FY12 850,000 - - - - - - Gen. Serv. Airport Terminal Renovations-FY12 300,000 - - - - - - Gen. Serv. Airport VALE Project-FY12 300,000 - - - - - - Gen. Serv. Airport Terminal Design-FY13 - 100,000 - - - - - Gen. Serv. Airport Electrical Upgrades-FY13 - 400,000 - - - - - Gen. Serv. Airport Apron Reconstruction-FY13 - 850,000 - - - - - Gen. Serv. Airport Airfield Maintenance Design-FY13 - 13,900 - - - - - Gen. Serv. Airport Terminal Roof-FY13 202,875 GENERAL CAPITAL PROJECTS FUND (408) AIRPORT GRANTS FUND (409) 255 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Gen. Serv. Airport Animal Control Fence-Phase 2 - - 300,000 - - - - Gen. Serv. Airport North Side Development Phase 2 - - 300,000 - - - - Gen. Serv. Airport Runway Pavement Maintenance - - 300,000 - - - - Gen. Serv. Airport Taxiway Pavement Maintenance - - 200,000 - - - - Gen. Serv. Airport Design/Construct Helicopter Parking - - - 775,000 - - - Gen. Serv. Airport Install PFC, Runway 5-23 - - - 1,000,000 - - - Gen. Serv. Airport Widen Taxiways H and F - - - 700,000 - - - Gen. Serv. Airport Design/Construct Aircraft Wash Rack - - - - 100,000 - - Gen. Serv. Airport North Side Development Phase 3 - - - - 300,000 - - Gen. Serv. Airport Reconstruct Long Term Parking-Design - - - - 250,000 - - Gen. Serv. Airport Airport Runway 25,000,000 Total Capital Expenditures $ 2,235,000 $ 1,666,775 $ 1,100,000 $ 2,475,000 $ 650,000 $ - $ 25,000,000 Equals Ending Cash Balance $ - $ - $ 85,000 $ 110,000 $ 2,710,000 $ 3,360,000 $ - Beginning Cash Balance $ 66,500,000 $ 76,200,000 $ 67,643,131 $ 65,656,338 $ 69,185,810 $ 78,464,509 $ - Plus Revenue 101,683,264 99,770,991 100,337,142 106,318,825 107,794,123 114,333,838 - Less Operating Expenditures 88,383,598 84,440,073 83,432,898 81,910,328 87,324,756 91,485,629 - Less Non-Construction Capital Expenditures 1,748,900 1,741,500 1,086,500 1,119,095 1,152,668 1,187,248 - Less San Juan #4 Capital Expenditures 1,216,255 3,443,469 983,075 2,012,000 2,886,000 2,972,580 - Electric Dist. Customer Work Orders $ 2,776,000 $ 2,384,000 $ 2,698,000 $ 2,384,000 $ 2,812,000 $ 2,698,000 $ 2,384,000 Electric Subs Pine River Sub/Dwight Arthur Stat 634,000 279,000 - - - - - Electric Subs/Trans Pine River 115kV Line and Tap 750,000 - - - - - - Electric Subs Turley Distribution Circuit 133,000 133,000 - - - - - Electric Dist. Loop Feed Underground 195,000 - - - - - - Electric Dist. Reconductor and Convert Circuits 1,157,000 782,000 977,600 390,000 560,000 300,000 360,000 Electric Subs Cedar Hill Substation - - - - - - 2,400,000 Electric Subs/Trans Lone Pine Sub & Transmission - - - 4,100,800 - - - Electric Subs/Trans Knickerbocker Sub & 115 kV line - - - - 2,600,000 1,900,000 - Electric Subs Fruitland Substation Upgrade - 157,000 - - - - - Electric Subs Bisti Breaker 69 kV & relaying - 27,000 27,500 238,000 - - - Electric Subs Bergin Upgrade - 67,000 97,000 - - 580,000 - Electric Trans West Loop Switching Station-Tie Lines 530,000 - 750,000 992,850 - - - Electric Reliability Voltage/Load Control Equipment 210,000 210,000 130,000 120,000 110,000 150,000 125,000 Electric Trans/Dist Highway Pole Relocation 600,000 299,740 299,740 599,480 80,000 80,000 80,000 Electric Commun. Fiber Optics-Hood Mesa to West Loop 750,000 350,000 - - - - - Electric Reliability Fiber Optics-Turley to DA Substation - - 560,500 - - - - Electric Commun. Mobile Radio and Repeater Replacement 200,000 - - - - - - Electric Dist. Install Dist. Automation @ Middle Mesa - 257,000 257,000 - - - - Electric Metering Turtle 2 Radio Mesh Installation - 142,100 152,800 162,800 - - - Electric Subs Aztec Substation Refurbishment 473,500 750,000 1,682,500 - - - - Electric Subs Navajo and Hood Mesa Refurbishment 304,000 97,000 154,000 - - - - Electric Subs Animas Substation & Plant Refurbishment - - 100,000 290,000 950,000 - - Electric Subs Lee Acres Substation-add breakers - - - - - 260,000 - Electric Trans Vista Substation 2,887,800 942,978 1,445,822 - - - - Electric Reliability 69kV tie at Bloomfield - 270,000 - - - - - Electric Subs Refinery Substation 639,000 - 939,000 - - - - Electric Trans Mesa Substation Upgrade 1,800,000 1,080,000 - - - - - Electric Dist. Mesa Sub Low Voltage Replacement - 945,000 405,000 - - - - ELECTRIC ENTERPRISE FUND (601) 256 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Electric Substation Sullivan Substation Replacement - - 3,100,000 - - - - Electric Substation Western Gas Substation - 85,000 2,300,000 - - - - Electric Building Transformer Shop Addition 3,500,000 4,000,000 - - - - - Electric Subs Mobile Substation 1,900,000 - - - - - - Electric Trans N/S RAS Upgrade 10,300 - - - - - - Electric Sys Cont. Upgrade Open Secondary - 300,000 - - - - - Electric Sys Cont. Outage Call System 250,000 - - - - - - Electric Product. Animas: Arc Flash Upgrades 80,000 - - - - - - Electric Product. Wildlife Protection - 100,000 - - - - - Electric Product. Upgrade Knife Switches with GOLB's - 130,000 - - - - - Electric Sys Cont. Uninterrupted Power Supply Replacement - 920,000 - - - - - Electric Sys Cont. SCADA Replacement - 1,600,000 - - - - - Electric Sys Cont. Outage Call System - 225,000 - - - - Electric Product. Animas: Little Hydro Mech/Elect. Replace 200,000 - - - - - - Electric Product. Animas: Zero Liquid Discharge 50,000 - - - - - - Electric Product. Animas: Soft Start for GT Motor 35,000 - - - - - - Electric Product. Animas: Arc Flash Upgrades - 80,000 - - - - - Electric Product. Animas: Hydro Mech & Elec Replacement - 100,000 100,000 - - - - Electric Product. Animas: Cameras 35,000 - - - - - - Electric Product. Animas: Zero Liquid Discharge - - 50,000 1,500,000 - - - Electric Product. Animas: Soft Start for GT Motor - - 35,000 - - - - Electric Product. Bluffview: Zero Liquid Discharge 50,000 - 50,000 6,400,000 - - - Electric Product. Bluffview: Soft Starts - - 300,000 - - - - Electric Product. Bluffview: Heat Trace - - - - - - - Electric Product. Bluffview: HRSG Replace Pump 77,000 - - - - - - Electric Product. Bluffview: GE Duct Air Bleed for Deicing 300,000 1,000,000 - - - - - Electric Product. Bluffview: Recirculating Control Project - - 120,000 - - - - Electric Product. Bluffview: Arc Flash - 50,000 - - - - - Electric Product. Bluffview: Generation Backup Relays 215,000 - - - - - - Electric Product. Bluffview: Transformer Fire Protection 150,000 - - - - - - Electric Product. Bluffview: GE Weather Station 65,000 - - - - - - Electric Product. Bluffview: Backup RO Unit 100,000 - - - - - - Electric Product. Bluffview: Hotwell Makeup System 40,000 - - - - - - Electric Product. Bluffview: Cameras 35,000 - - - - - - Electric Product. Bluffview: MSS Valve - 160,000 - - - - - Electric Product. Navajo: Replace Unit Controls 125,000 85,000 - - - - - Electric Product. Navajo: Replace Protective Relays - 125,000 - - - - - Electric Product. Navajo: Arc Flash - - 50,000 - - - - Electric Product. Willet Ditch Improvements 125,000 55,000 20,000 - 20,000 20,000 - Electric Compliance RSA SIEM - 45,000 - - - - 257 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Electric Cust Care Call Recording System 90,000 - - - - - - Electric Admn. FERC/NERC/WECC Compliance 100,000 - - - - - - Electric Admn. MOC Security 22,000 20,000 - - - - - Electric Admn. MOC Entrance Road Realignment - 250,000 - - - - - Electric Admn. MOC Office Reconfiguration 20,000 200,000 20,000 20,000 20,000 20,000 - Electric Admn. MOC Carpet & Tile - - - 250,000 - - - Electric Admn. MOC Utility Building Painting - - - 300,000 - - - Electric Admn. City Facilities Energy Efficiency Projects 100,000 - - - - - - TOTAL - ELECTRIC ENTERPRISE (601) $ 21,713,600 $ 18,702,818 $ 16,821,462 $ 17,747,930 $ 7,152,000 $ 6,008,000 $ - Equals Ending Cash Balance $ 55,120,911 $ 67,643,131 $ 65,656,338 $ 69,185,810 $ 78,464,509 $ 91,144,890 $ - Beginning Cash Balance $ 3,328,638 $ 5,500,000 $ 2,754,526 $ 1,847,044 $ 2,303,584 $ 2,361,120 $ 2,326,131 Plus Projected Revenue 14,114,743 13,981,694 14,183,413 14,542,419 14,827,711 15,118,702 15,345,483 Less Debt Service Less Operating Expenditures 9,531,066 9,620,346 9,304,743 8,914,727 9,220,231 9,539,373 10,629,308 Routine Items Water Distrib. Water Main Line Extensions $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Water Distrib. Miscellaneous System Upgrades 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Water Distrib. Water Tank Repairs 800,000 100,000 100,000 100,000 100,000 100,000 500,000 Water Distrib. Flow Meter Replace/Upgrade Program 60,000 60,000 60,000 60,000 60,000 60,000 60,000 Water Distrib. Fire Hydrant Installation 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Water Distrib. Fire Hydrant Replacement 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Water Distrib. Pump Station Pump Replacement 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Water Distrib. Install Air Relief Valves 30,000 30,000 30,000 30,000 30,000 30,000 30,000 Water Distrib. Rehab Pressure Reducing Valves 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Water Distrib. Meter Replacement Program 400,000 500,000 500,000 500,000 500,000 500,000 3,000,000 Water Distrib. Water Valve Replacement 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Sub-Total $ 1,890,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 4,190,000 Non-Routine Items Water Distrib. 4P Pump Station Replacement $ 600,000 $ 500,000 $ - $ - $ - $ - $ - Water Distrib. Water Wastewater Operations Building - - - - - 625,000 625,000 Water Distrib. New Water Storage Tank - - - - - - 2,500,000 Sub-Total Distribution $ 2,490,000 $ 1,790,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,915,000 $ 7,315,000 Treatment Items Water Miscellaneous Plant Upgrades $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Water Reline Farmer's Ditch 30,000 30,000 30,000 30,000 30,000 30,000 30,000 Water Various Security Improvements 100,000 100,000 200,000 200,000 200,000 200,000 200,000 Water WTP#1 install new valves 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Water Replace Slow Speed Mixers - 25,000 - 25,000 - 25,000 25,000 Water Basin #3 Storage RM Module 50,000 - - - - - - Water Install VFD at WTP#2 200,000 - - - - - 100,000 Water Animas #2 Pump Replacement 300,000 - 300,000 - - - 300,000 Water Animas #2 Electrical Upgrades - - 250,000 - - - 300,000 Water Replace Roof of Filter Bldg. WTP#1 300,000 450,000 - - - - - Water Control Room Graphics Upgrade - 150,000 150,000 - - - - Water Pump Station 5C-Upgrade Pumps - 125,000 125,000 - - - - Water Pump Station 3W-New Pump Liners - 50,000 50,000 - - - - WATER ENTERPRISE FUND (602) 258 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Water Install VFD at WTP#2-Pump #3 - 200,000 - - - - 100,000 Water WTP #1 Replace Flow Meter - 35,000 - - - - 75,000 Water 1C Tank Site Fencing - 50,000 - - - - - Water Farmington Lake Outlet Piping - 500,000 - - - - - Water 4C Pump Station-Pump Upgrades - - 300,000 - - - - Water 3E Pump Station-Pump Upgrades - - - 300,000 - - - Water 4E Pump Station-Pump Upgrades - - - - 300,000 - - Water 5E Pump Station-Pump Upgrades - - - - - 300,000 - Water WTP Backwash Recovery System - - - - 500,000 - Water Farmers Ditch Pump Replacement - - - 200,000 - - 250,000 Water WTP#1 Concrete Sedimentation Basin - 50,000 - - - - - Water WTP#1 Cover Sedimentation Basins - - - - 100,000 - - Water Filter Piping Mods at WTP #1 - - - - - - 1,000,000 Water Construct new Clearwell at WTP#1 - - - - - - 1,000,000 Water WTP#1 New Sedimentation Basin - - - - - - 2,250,000 Water WTP#2 Sedimentation Basin - - - - - - 2,250,000 Water Rebuild filters at WTP#2 - - - - - - 2,200,000 Water Farmers Ditch Bar Screen - - - 60,000 - - - Water Farmington Lake Tower Repair - - - - - - 500,000 Water Misc. Construction 100,000 150,000 150,000 150,000 150,000 150,000 150,000 Water Water Rights Acquisition 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Water Property Improvements/Vehicles 105,000 96,500 105,000 80,000 105,000 80,000 105,000 Sub-Total Treatment $ 1,385,000 $ 2,211,500 $ 1,860,000 $ 1,245,000 $ 1,585,000 $ 985,000 $ 11,035,000 Water Impact Water Line Extensions 6C $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 Water Impact Water Line Extensions 6E 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Sub-Total Impact Zones $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Water Distrib. Renewal and Replacement $ 1,860,000 $ 2,805,322 $ 2,336,152 $ 2,336,152 $ 2,374,944 $ 2,414,318 $ 2,704,283 Sub-Total R and R $ 1,860,000 $ 2,805,322 $ 2,336,152 $ 2,336,152 $ 2,374,944 $ 2,414,318 $ 2,704,283 Water Distrib. Water Meters for New Service $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 Sub-Total New Meters $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 TOTAL - WATER ENTERPRISE (602) $ 6,035,000 $ 7,106,822 $ 5,786,152 $ 5,171,152 $ 5,549,944 $ 5,614,318 $ 21,354,283 Equals Ending Cash Balance $ 1,877,315 $ 2,754,526 $ 1,847,044 $ 2,303,584 $ 2,361,120 $ 2,326,131 $ - 259 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Beginning Cash Balance $ 4,374,484 $ 6,000,000 $ 3,025,987 $ 1,432,941 $ 770,295 $ 587,240 $ - Plus Projected Revenue 7,711,523 11,318,955 9,963,276 8,061,935 8,324,660 8,573,821 - Less Operating Expenditures 5,918,349 6,172,888 5,999,428 5,782,259 5,619,658 5,753,241 - Routine Items Wastewtr . Collect. Lift Station Pump Replacement $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 Wastewtr . Collect. Main Line Extensions 500,000 750,000 500,000 200,000 200,000 200,000 500,000 Wastewtr . Collect. Miscellaneous System Upgrades 75,000 75,000 75,000 75,000 75,000 75,000 75,000 Wastewtr . Collect. Lift Station Upgrades 125,000 125,000 125,000 125,000 125,000 125,000 500,000 Wastewtr . Collect. Miscellaneous Property Improvements 60,000 60,000 60,000 60,000 60,000 60,000 60,000 Sub-Total Wastewater Collection $ 885,000 $ 1,135,000 $ 885,000 $ 585,000 $ 585,000 $ 585,000 $ 1,260,000 Non-Routine Items Wastewtr . MRAS Basin, Clarifier - 3,750,000 2,000,000 - - - - Wastewtr . W/WW Operations/Maintenance Bldg. $ - $ - $ - $ - $ - $ 375,000 $ 375,000 Sub-Total Wastewater Collection $ 885,000 $ 4,885,000 $ 2,885,000 $ 585,000 $ 585,000 $ 960,000 $ 1,635,000 Treatment Items Wastewtr . WWTP Upgrades/Improvements $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 Wastewtr . WWTP Pump Replacements 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Wastewtr . WWTP Grease Recycling 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Wastewtr . WWTP Belt Press Rehab - - - - - - 200,000 Wastewtr . WWTP MRAS 2nd Basin 2,450,000 200,000 200,000 - - - - Wastewtr . WWTP Upgrade MRAS Blower Controls - 100,000 - - - - 200,000 Wastewtr . WWTP Air Scrubber Rehab - 180,000 - - - - 200,000 Wastewtr . WWTP Screen Washer - 150,000 - - - - 200,000 Wastewtr . LS# 21 Odor Control Equipment - 200,000 - - - - - Wastewtr . LS# 5 Wet Well, Pumps & Electrical - 500,000 - - - - - Wastewtr . WWTP MRAS Pump Station - 75,000 - - - - 200,000 Wastewtr . WWTP Replace Sludge Auger Equipt. - 60,000 - - - - 100,000 Wastewtr . WWTP Plant Lift Station Rehab - 100,000 - - - - 100,000 Wastewtr . WWTP Lab Cabinets - 75,000 - - - - - Wastewtr . WWTP Primary Sludge Pumps & Controls - 50,000 - - - - 100,000 Wastewtr . WWTP Outfall Bank Stabilization - - 250,000 - - - - Wastewtr . WWTP Outdoor Lighting Upgrade - - 60,000 - - - - Wastewtr . LS# 2 Wet Well, Pumps & Electrical - - 500,000 - - - - Wastewtr . Rehab Lift Station 14-Pumps & Electrical - - 100,000 - - - - Wastewtr . LS# 3 Wet Well, Pumps & Electrical - - - 500,000 - - - Wastewtr . Rehab Lift Station 18-Pumps & Electrical - - - 100,000 - - - Wastewtr . WWTP Replace Varec Gas Burner - - - - 275,000 - - Wastewtr . WWTP Clarifiers Sandblast & Controls - - - 175,000 175,000 175,000 - Wastewtr . LS# 9 Wet Well, Pumps & Electrical - - - - 250,000 - - Wastewtr . Rehab old RBC- Bio-wheels Basin - - - - - 150,000 - Wastewtr . WWTP Digester Heat Exchanger - - - - - 200,000 - Wastewtr . LS# 12 Wet Well, Pumps & Electrical - - - - - 250,000 - Wastewtr . WWTP Digester #3 Cleaning/Coating - - - - - - 375,000 Wastewtr . Digester #3 Mixing System - - - - - - 150,000 WASTEWATER FUND (603) 260 ---PAGE BREAK--- FY12 FY13 FY14 FY15 FY16 FY17 FUTURE Budgeted Budgeted PROPOSED PROPOSED PROPOSED PROPOSED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY13 CAPITAL IMPROVEMENT PLAN PROPOSED WORKSHEET Digester #3 Insulation - - - - - - 100,000 Wastewtr . WWTP Digester #1 Cleaning/Coating - - - - - - 450,000 Wastewtr . WWTP Digester #1 Ground Level Hatch - - - - - - 150,000 Wastewtr . WWTP Digester #2 Cleaning & Coating - - - - - - 450,000 Wastewtr . WWTP Digester #2 Roof Coating - - - - - - 100,000 Wastewtr . Rebuild Secondary Clarifier - - - - - - 700,000 Wastewtr . Rebuild Secondary Clarifier - - - - - - 700,000 Wastewtr . Rehab Trickling filter - - - - - - 250,000 Wastewtr . Maintenance Shop Rehab - - - - - - 100,000 Expand Sludge Stockpile Area - - - - - - 100,000 Wastewtr . Misc. Construction 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Sub-Total Wastewater Treatment $ 2,750,000 $ 1,990,000 $ 1,410,000 $ 1,075,000 $ 1,000,000 1,075,000 $ 5,225,000 Wastewtr . Renewal and Replacement $ 1,218,706 $ 1,245,080 $ 1,261,894 $ 1,282,322 $ 1,303,057 $ 1,324,103 $ 1,345,464 Sub-Total Collection Expansion $ 1,218,706 $ 1,245,080 $ 1,261,894 $ 1,282,322 $ 1,303,057 $ 1,324,103 $ 1,345,464 TOTAL - WASTEWATER ENTERPRISE (603) $ 4,853,706 $ 8,120,080 $ 5,556,894 $ 2,942,322 $ 2,888,057 3,359,103 $ 8,205,464 Equals Ending Cash Balance $ 1,313,952 $ 3,025,987 $ 1,432,941 $ 770,295 $ 587,240 $ 48,717 $ - Unfunded Wastewater Projects Wastewtr . WWTP Expansion Phase III $ 250,000 $ 250,000 $ 7,000,000 $ 7,500,000 $ - $ - $ - Beginning Cash Balance $ 25,000 $ - $ - $ - $ - $ - $ - Plus Projected Revenue 1,349,955 1,211,928 1,315,818 1,325,000 1,325,000 1,325,000 - Less Operating Expenditures 1,196,955 1,111,928 1,190,818 1,200,000 1,200,000 1,200,000 - Parks Oper. Pinon Hills-Carts & Mowing -Leases $ 153,000 $ 100,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ - TOTAL - GOLF ENTERPRISE (610) $ 153,000 $ 100,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ - Equals Ending Cash Balance $ 25,000 $ - $ - $ - $ - $ - $ - TOTAL - ALL CIP PROJECTS $ 56,189,724 $ 60,814,881 $ 36,967,908 $ 36,984,404 $ 21,933,001 $ 20,589,421 $ 84,009,747 GOLF ENTERPRISE FUND (610) 261 ---PAGE BREAK--- OVERVIEW The City of Farmington has always approached the issuance of debt from a conservative viewpoint. This approach has led to a decision making process based on the criteria that any capital project requiring bond funding should have a dedicated revenue source available to meet the respective bond payments. Thus, enterprise fund debt is based upon the revenue streams resulting from charges to customers for the services provided. General fund debt issuance is based upon the availability of gross receipts tax revenue to be directed to specific projects. Over the last twenty years, the outstanding general obligation debt has been zero. In FY12, the City received two New Mexico Finance Authority (NMFA) loans. The first loan is an enterprise fund loan and, as mentioned above, enterprise fund debt is based upon the revenue streams resulting from charges to customers for services provided. The second NMFA loan was used to fund the purchase of two fire pumpers. The dedicated revenue source for this loan is from the State Fire Protection funds received. The City also has a capital improvement plan that funds various capital needs on a continuing basis from current financial resources. The graph below depicts a ten-year history of the City’s total outstanding debt including the general government, electric, water, and wastewater utility debt. OUTSTANDING DEBT LEVELS DEBT POSITION 262 ---PAGE BREAK--- TYPES OF DEBT During the last ten years, the City has utilized five different types of debt: Special Assessment Districts - This type of debt issue has been used to pay for infrastructure improvements that will primarily benefit the residents located within the Special Assessment District boundaries. The bond issue provides the capital up front to complete the street/curb and gutter improvement work. Each resident is then assessed a fair share of the total improvement cost and allowed to pay their assessment on a schedule that coincides with the bond payment schedule. There is no special assessment debt outstanding at this time. Sales Tax Revenue Bonds - This type of debt issue is used to pay for certain long lived capital improvements such as streets, buildings, and other infrastructure whose costs are equitably allocated among users with the debt repaid through the collection of gross receipts taxes. In FY2005, the City added to its sales tax debt by issuing $5,725,000 in revenue bonds to fund several pieces of long-life fire equipment and a new fire station. In FY12, the City refunded the 2001 revenue bonds and issued $10,655,000 of Series 2012 Sales Tax Refunding and Improvement Revenue Bonds through the NMFA. Proceeds from this issuance will be used to fund a new regional animal shelter, renovate the Civic Center, expand the Gateway Museum, remodel Fire Station 1, and construct the Lakewood Detention Pond. New Mexico Environment Department Loan - This low interest loan was obtained to modify and expand the wastewater treatment plant to meet increasing capacity requirements. Construction was completed in FY2006. New Mexico Finance Authority Loan – The New Mexico Finance Authority (NMFA) assists qualified governmental entities with affordable financing of capital equipment and infrastructure projects by providing low-cost funds and technical assistance. In FY12, the City of Farmington received two NMFA loans used to finance waterline replacement and two new fire pumpers. As evidenced by the following graph depicting the relationship of each source of debt to total debt, it is obvious that the total outstanding debt for electric, water, and wastewater utilities constitute the largest percentage of the City’s outstanding debt. SHARE OF TOTAL DEBT BY SOURCE 263 ---PAGE BREAK--- Fitch, Moody and Standard & Poor’s Credit Ratings for Municipal Bonds Ratings Description Fitch* Moody’s Standard & Poor’s* AAA Aaa AAA Best quality, extremely strong capacity to pay principal and interest. AA Aa1-Aa3 AA High quality, very strong capacity to pay principal and interest. A A1-A3 A Upper medium quality, strong capacity to pay principal and interest. BBB Baa1- BBB Medium quality, strong capacity to pay Baa3 principal and interest. BB & lower Ba & lower BB & lower Speculative quality, low capacity to pay principal and interest. *Standard & Poor’s and Fitch include the use of + and – to signify a positive or negative gradation to the basic rating. BOND RATINGS To attain the lowest possible interest rate and ensure the widest market for its bonds, the City obtains a credit rating from one or more of the major rating services. A higher rating can lower the interest rate and improve the marketability of the bonds. In some instances, the City may purchase bond insurance, which can also help to improve the rating of a specific issue. Such insurance provides additional support for the creditworthiness of the bonds, which helps to reduce the interest cost to the City. The following table presents the ratings and descriptions as utilized by the three major bond-rating services. GENERAL OBLIGATION BONDS The amount of bonds issued for general purposes (other than water and sewer purposes) is limited by State Statute to 4% of municipal assessed property valuation. Farmington’s assessed property valuation for tax year 2012 was $1,008,129,967. The City could issue general obligation bonds in any amount up to 4% of this valuation or $40,325,199. The City has no general obligation bonds outstanding at this time, and has no plans to issue such bonds in the near future. 264 ---PAGE BREAK--- SALES TAX BOND ISSUES The debt capacity for sales tax bonds is determined by the amount of revenue available for debt service, covenants contained in previous ordinances authorizing issuance of sales tax revenue bonds, and market conditions. According to the 2005 Sales Tax Revenue Bond Ordinance, additional parity bonds may be issued provided the pledged revenues from the previous fiscal year are at least two times the maximum annual debt service for existing and proposed debt. 2005 Sales Tax Revenue Bonds - In April 2005, the City issued $5,725,000 of debt to construct, furnish, equip and improve fire-fighting facilities, and rehabilitate fire-fighting equipment. The underlying rating from Standard and Poor’s for this issue is AA and Moody’s underlying rating is A1. 2012 Sales Tax Revenue Bonds - In April 2012, the City issued $10,655,000 of debt to fund a new regional animal shelter, renovate the Civic Center, expand the Gateway Museum, remodel Fire Station 1, and construct the Lakewood Detention Pond. The following table presents the total outstanding general government debt and debt service requirements for FY13: ISSUE AMOUNT ISSUED FY13 BEGINNING BALANCE FY13 PRINCIPAL FY13 INTEREST FY13 ENDING BALANCE 2005 SALES TAX $ 5,725,000 $ 3,240,000 $ 410,000 $ 129,600 $ 2,830,000 2012 SALES TAX 10,655,000 10,655,000 645,000 396,689 10,010,000 NMFA Loan 475,726 475,426 43,878 21,427 431,548 TOTAL $ 16,855,726 $ 14,370,426 $ 1,098,878 $ 547,716 $13,271,548 265 ---PAGE BREAK--- DEBT LEVEL The following graph shows the relationship of general government debt service payments compared to the total of other general government expenditures. As depicted in the graph, the budgeted general government debt service payments for FY12 were approximately .76% of total budgeted general government expenditures. GENERAL GOVERNMENT DEBT COMPARED TO TOTAL GENERAL GOVERNMENT EXPENDITURES UTILITY SYSTEM REVENUE BONDS Utility System Revenue Bonds are issued according to State Statute for extending, enlarging, bettering, repairing, or otherwise improving the City’s electric, water, and wastewater facilities. The debt capacity is determined by the amount of revenue available for debt service, covenants contained in previous ordinances authorizing issuance of utility revenue bonds, and bond market conditions. Debt Service Coverage Utility bond covenants require that the City maintain a debt service coverage ratio of at least 125%. This requirement means that after operating expenses are paid, the utility must have remaining revenues at least equal to 125% of the required debt service payments for the fiscal year. The following graph presents the required level of coverage compared to the actual level of coverage. $0 $20 $40 $60 $80 $100 Millions Fiscal Year 266 ---PAGE BREAK--- Series 2002 - On December 17, 2002, the City issued $44,390,000 of 2002A Revenue Bonds and $2,280,000 of 2002B Revenue Bonds to refund $47,150,000 of 1992 Revenue Bonds. The 2002 Bonds are payable from the net revenues of the utility system and certain funds specifically pledged by the City to secure their payment. The Financial Guaranty Insurance Company insures payment of principal and interest on the 2002 Bonds. Fitch Investors Services, Moody’s Investors Service and Standard & Poor’s Rating Group assigned the 2002 Bonds insured ratings of AAA, Aaa and AAA, respectively. The underlying ratings are A1, and A+ respectively. This issue will be completely paid off in 2013. NMED Loan - In FY04, the City placed into service an expanded wastewater treatment plant. The expansion added 870,000 gallons of treatment capacity to the existing 5.8 million gallons. This expansion was financed by a $9.8 million loan obtained from the New Mexico Environment Department in August of 2000. In 2002, the loan amount available was increased to $13 million and a provision to add accumulated interest expense to the loan was incorporated into the loan agreement. The total drawdown of the loan amounted to $12,830,163 and the accumulated interest was $1,348,028. The agreement was finalized on July 1, 2006 and the note bears interest at 3% per annum. NMFA Loan – In January 2010, the City entered into a loan and subsidy agreement with the New Mexico Finance Authority for $2,109,688, for improving approximately 13,900 feet of existing waterline in the City’s Water Utility System. Of this amount, 50% of the amount is forgiven and the amount repayable is $1,054,844 at a 1% interest rate (includes 0.25% for administrative fees). Of this amount, 50% was forgiven with the remaining amount of $1,054,844 payable at a 1% interest rate (includes 0.25% administrative fee). The loan was finalized in February 2012. As of June 30, 2012, the only payment due was for interest and the first principal payment is due May 2013. 0% 100% 200% 300% 400% 500% 600% 700% Fiscal Year DEBT SERVICE COVERAGE 267 ---PAGE BREAK--- The following table presents the total outstanding utility system debt and debt service requirements for FY13: FUTURE DEBT PLANNING The City currently has two outstanding Sales Tax Revenue bond issues. The 2005 and 2012 issues have very favorable interest rates with scheduled maturities in 2019 and 2024, respectively. The City remains in a debt position that continues to allow flexibility for future needs. On the Utility side, the City completed construction of a new power plant in FY05, which was financed through existing Utility cash balance. The City also received advance loan payments from the New Mexico Environment Department for expanding the wastewater treatment plant. The expansion was completed in FY06 and the loan was finalized July 1, 2006. The Farmington Electric Utility System (FEUS) is currently working with a consulting firm to explore the City’s options of meeting future demand for the electric utility. With construction of a new plant taking four to five years, options are being discussed now to take a proactive approach to a possible future increase in service requirements. Of the many options being discussed, a natural gas-fired combined-cycle addition and solar additions could diversify the City’s portfolio and mitigate risk. With Farmington’s economy being significantly based upon the consumption of natural gas, use of the abundant and cost effective natural gas may spur growth in this region affecting not only the electric utility but the general fund and other GRT funded funds as well. ISSUE AMOUNT ISSUED FY13 BEGINNING BALANCE FY13 PRINCIPAL FY13 INTEREST FY13 ENDING BALANCE 2002 UTILITY BONDS $ 46,670,000 $ 4,045,000 $ 4,045,000 $ 157,755 $ - NMED LOAN 14,178,191 10,765,125 630,043 322,954 10,135,082 NMFA LOAN 1,054,844 1,054,844 47,906 7,911 1,006,938 TOTAL $ 61,903,035 $ 15,864,969 $ 4,722,949 $ 488,620 $11,142,020 268 ---PAGE BREAK--- General Government Utility Total 2013 1,646,594 5,211,569 6,858,163 2014 1,632,293 1,008,934 2,641,227 2015 1,635,893 1,009,055 2,644,948 2016 1,632,668 1,009,178 2,641,846 2017 1,628,767 1,009,300 2,638,067 2018 1,637,793 1,009,426 2,647,219 2019 1,635,592 1,009,551 2,645,143 2020 1,321,005 1,009,679 2,330,684 2021 1,214,006 1,009,806 2,223,812 2022 1,219,003 1,009,936 2,228,939 2023 1,161,600 1,010,068 2,171,668 2024 1,158,750 1,010,199 2,168,949 2025 0 1,010,334 1,010,334 2026 0 1,010,469 1,010,469 2027 0 57,608 57,608 2028 0 57,745 57,745 2029 0 57,885 57,885 2030 0 58,024 58,024 2031 0 58,167 58,167 2032 0 58,310 58,310 FUTURE DEBT REQUIREMENTS The following schedule represents the City’s future debt service: Conclusion The City Council has established policies to ensure debt obligations are met in a timely manner and that overall debt levels are well within the City’s financial ability to maintain. Such policies include: 1. Projecting revenue on a conservative basis so that if a shortfall occurs the effect is minimal. 2. Monitoring utility rates by the Public Utility Commission and City Council to insure that debt coverage is adequate for utility bond covenants. 3. Maintaining adequate cash reserve levels, including the designation of specific amounts as debt reserves, to insure the payment of debt obligations as they become due. 4. Careful analysis of proposed debt issuance to determine that the life of debt funded assets will be as least as long as the debt service schedule and that operating costs can be adequately covered with existing revenue sources or that new revenue sources are planned as part of the debt issue. 269 ---PAGE BREAK--- GENERAL FUND FINANCIAL FORECAST City staff has developed a five-year financial forecast for the general fund. The FY13 and FY14 projections serve as the basis for many of the estimates and assumptions found in the five-year forecast. The five-year financial forecast attempts to place the FY13 budget within a long-term perspective that facilitates comparison with the recent past and forecasted future. Revenue Gross Receipts Tax (GRT) is the major component of general fund revenue and constitutes 70% of total general fund revenue for FY13. The GRT forecast is developed by comparing previously budgeted amounts with actual receipts on a month-by-month basis. The actual amounts are then trended to arrive at a projected amount. Local economic conditions and State forecasts are also considered. For FY13, the GRT forecast was developed by taking actual receipts to date through May and then assuming that actual results for June would at least equal the actual amounts received the prior year. Since the trend was no longer decreasing, the GRT projection for FY13 was made at approximately the same level as FY12. This conservative projection provides the flexibility to continue providing necessary services while not over committing resources should actual revenue begin to drift lower during the upcoming year. If the forecast proves to be too low, as actual receipts are higher in FY13, then adjustments can be made as needed. In fact, department heads have been instructed to develop priorities for either increases or decreases in revenue that may appear during the year. For FY15 through FY18, GRT is estimated to grow at a 2.5% annual rate. Since the ten-year growth in GRT, including the down years, has averaged over 4% per year, if the economy is actually in a recovery mode then the long term estimate should remain fairly conservative. The GRT available for actual use in the general fund is reduced by debt service requirements for the 2005 and 2012 Sales Tax Revenue bonds issued for the construction of Fire Station construct a new animal shelter, renovate the Civic Center, expand the Gateway Museum, remodel Fire Station#1, and construct Lakewood Detention Pond. Although new bonds were issued, and as a result of refunding the 2001 Series Revenue bonds, total debt service for FY13 through FY18 will actually decrease by $50K to the $1.6 million level. The general fund portion of this amount is approximately $1,168,331. The remainder comes from the 201 streets fund and the state fire fund. These monies are deposited into their respective funds and then transferred to the sales tax bond debt service fund. Property tax is another component of general fund revenues. FY14 anticipates a 3% growth rate while FY15 through FY18 estimates property tax to grow 2.5% per year. Other revenue includes building permits, business licenses, court fines, park fees, interest, and PILT (payments-in-lieu-of-taxes) received from the utility funds. Other revenue is estimated to grow at 3% for FY14 and 2.5% in FY15 through FY18. Expenditures Wages and benefits are a major component of general fund expenditures constituting 73% of the total general fund budget for FY13. Future years are projected at a 3% increase for FY14 and a 2.5% increase for years FY15 through FY18. The fire and electric union negotiations with City management could also have an impact on the wage and benefit estimates in the five-year forecast. 270 ---PAGE BREAK--- Operating expenditures make up 31.7% of the total general fund budget for FY13. In the five- year forecast, operating expenditures for FY14 are projected to increase 3% and FY15 through FY18 are projected to increase at approximately 2.5% per year. Capital is another component of general fund expenditures. In FY13, recurring capital expenditures make up less than 1% of the total general fund budget. Capital expenditures for infrastructure and special projects are budgeted in other special revenue and capital projects funds. In FY14 through FY18, capital expenditures are estimated to remain the same including the purchases of fleet and Red Apple Transit vehicles. Transfers Transfers of wages are made from the general fund to other revenue producing funds. These transfers are reimbursement for time spent by general fund employees performing activities in other funds. For example, general fund employees work on street projects that are funded within the GRT-streets fund. To account for this time spent and allocate the proper costs to these projects, an expenditure transfer is made from the general fund to the GRT streets fund. The following is a graphic representation of the revenues and expenditures of the five-year financial forecast for the general fund. $45,000,000 $50,000,000 $55,000,000 $60,000,000 $65,000,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year Five Year Financial Forecast General Fund Revenue Expenditures 271 ---PAGE BREAK--- FY 09 FY 10 FY 11 FY 12 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 ACTUAL ACTUAL ACTUAL ADJUSTED BUDGET ACTUAL BUDGETED PROJECTED FORECAST FORECAST FORECAST FORECAST BEGINNING CASH 7,395,297 $ 7,748,363 $ 9,128,460 $ 14,952,792 $ 15,042,509 $ 16,361,891 $ 13,773,121 $ 10,835,474 $ 11,207,850 $ 11,918,095 $ 13,002,195 $ PLUS REVENUES: 3.0% 2.5% 2.5% 2.5% 2.5% Gross Receipt Tax 42,864,088 $ 35,553,104 $ 36,759,317 $ 36,501,580 $ 39,605,292 $ 39,019,868 $ 40,190,461 $ 41,396,175 $ 42,638,060 $ 43,917,202 $ 45,234,718 $ Property Tax 1,440,724 1,479,980 1,859,172 1,652,468 1,738,648 1,675,599 1,725,865 1,777,641 1,830,970 1,885,899 1,942,476 Other 9,357,643 12,686,880 16,084,440 18,282,807 18,395,066 16,060,976 16,542,800 17,039,084 17,550,257 18,076,764 18,619,067 Debt Service Transfer (994,000) (994,000) (942,500) (994,000) (972,500) (1,168,331) (1,203,380) (1,203,380) (1,203,380) (1,203,380) (1,203,380) 60,063,752 $ 56,474,327 $ 62,888,889 $ 70,395,647 $ 73,719,298 $ 71,950,003 $ 71,028,867 $ 69,844,994 $ 72,023,756 $ 74,594,581 $ 77,595,076 $ EXPENDITURES: Administration(include Library) 4,449,245 $ 4,293,151 $ 4,190,633 $ 4,214,557 $ 4,452,634 $ 4,240,201 $ 4,387,559 $ 4,497,248 $ 4,609,679 $ 4,724,921 $ 4,843,044 $ Information Technology 1,060,394 1,021,304 1,005,291 1,053,998 1,104,937 1,089,024 1,128,542 1,156,756 1,185,674 1,215,316 1,245,699 Administrative Services 1,786,641 1,826,520 1,802,487 1,949,142 1,988,592 1,827,308 1,895,177 1,942,556 1,991,120 2,040,898 2,091,921 General Services 2,358,265 2,637,051 2,504,175 2,676,977 2,329,411 2,418,814 2,506,774 2,569,443 2,633,679 2,699,521 2,767,009 Parks and Recreation 6,408,024 6,356,687 6,143,342 6,748,360 6,881,438 6,850,130 7,097,671 7,275,113 7,456,991 7,643,415 7,834,501 Police 12,006,802 11,713,753 11,808,560 13,255,176 12,664,221 12,899,094 13,370,397 13,704,657 14,047,273 14,398,455 14,758,417 Fire 7,632,557 7,313,204 7,201,117 7,948,289 7,887,269 7,834,357 8,124,616 8,327,731 8,535,925 8,749,323 8,968,056 Community Development 1,255,881 1,241,392 1,253,669 1,368,973 1,340,515 1,337,003 1,384,633 1,419,249 1,454,730 1,491,098 1,528,376 Public Works 2,773,987 2,710,156 2,687,111 3,028,006 2,834,274 3,010,293 3,121,997 3,200,047 3,280,048 3,362,049 3,446,101 Human Resources 912,211 1,057,294 995,885 1,082,256 849,266 1,115,588 1,154,378 1,183,237 1,212,818 1,243,139 1,274,217 40,644,007 $ 40,170,512 $ 39,592,270 $ 43,325,734 $ 42,332,557 $ 42,621,812 $ 44,171,744 $ 45,276,038 $ 46,407,939 $ 47,568,137 $ 48,757,340 $ Administration(include Library) 6,278,500 $ 5,030,722 $ 4,848,968 $ 5,792,023 $ 5,140,525 $ 6,128,979 $ 6,312,839 $ 6,470,660 $ 6,632,426 $ 6,798,237 $ 6,968,193 $ Information Technology 663,420 550,141 613,355 728,671 647,227 776,820 800,117 820,120 840,623 861,638 883,179 Administrative Services 309,755 251,239 235,185 384,226 399,155 311,385 320,707 328,725 336,943 345,366 354,001 General Services 2,824,697 2,652,031 2,846,340 3,716,771 3,536,931 3,734,921 3,846,945 3,943,119 4,041,697 4,142,739 4,246,307 Parks and Recreation 2,410,619 1,766,179 1,964,886 2,672,227 2,707,454 2,809,302 2,893,542 2,965,881 3,040,028 3,116,028 3,193,929 Police 1,709,619 1,504,602 1,695,245 2,087,094 1,943,856 1,874,507 1,930,742 1,979,011 2,028,486 2,079,198 2,131,178 Fire 770,372 760,314 586,138 666,223 623,282 606,425 624,612 640,227 656,233 672,639 689,455 Community Development 330,359 141,870 214,399 30,588 178,752 260,330 268,130 274,833 281,704 288,747 295,965 Public Works 542,670 496,754 546,112 805,205 678,339 798,061 821,989 842,539 863,602 885,192 907,322 Human Resources 842,253 844,445 804,929 1,044,276 992,020 1,229,500 1,266,382 1,298,042 1,330,493 1,363,755 1,397,849 16,682,264 $ 13,998,297 $ 14,355,557 $ 17,927,304 $ 16,847,541 $ 18,530,230 $ 19,086,005 $ 19,563,155 $ 20,052,234 $ 20,553,540 $ 21,067,378 $ Administration (3,881) $ 362,430 $ 511,919 $ 1,158,400 $ 976,108 $ 505,000 $ 520,150 $ 517,625 $ 533,154 $ 530,566 $ 546,483 $ Information Technology 83,488 0 0 12,300 58,091 0 0 0 0 0 0 Administrative Services 0 0 0 0 0 0 0 0 0 0 0 General Services 202,469 9,306 57,465 98,075 126,399 0 0 0 0 0 0 Parks and Recreation 0 0 0 0 0 20,000 20,600 21,115 21,643 22,184 22,739 Police 21,904 0 366 9,995 9,995 0 0 0 0 0 0 Fire 21,722 27,287 42,792 13,538 14,371 0 0 0 0 0 0 Community Development 612 0 0 0 0 0 0 0 0 0 0 Public Works 2,580 0 0 0 0 0 0 0 0 0 0 Human Resources 16,922 2,583 0 0 6,640 0 0 0 0 0 0 345,816 $ 401,606 $ 612,542 $ 1,292,308 $ 1,191,604 $ 525,000 $ 540,750 $ 538,740 $ 554,797 $ 552,750 $ 569,221 $ 57,672,087 $ 54,570,415 $ 54,560,369 $ 62,545,346 $ 60,371,702 $ 61,677,042 $ 63,798,499 $ 65,377,933 $ 67,014,969 $ 68,674,426 $ 70,393,940 $ (6,041,837) (7,108,658) (6,624,272) (6,129,952) (6,129,848) (6,361,892) (6,552,689) (6,740,788) (6,909,308) (7,082,041) (7,259,092) TOTAL EXPENDITURES 51,630,250 $ 47,461,757 $ 47,936,097 $ 56,415,394 $ 54,241,854 $ 55,315,150 $ 57,245,810 $ 58,637,144 $ 60,105,661 $ 61,592,386 $ 63,134,848 $ Revenue/Expenditure Diff. 1,038,205 1,264,207 5,824,332 (972,539) 4,524,652 272,962 9,936 372,376 710,246 1,084,100 1,458,033 ENDING CASH RESERVE 8,433,502 $ 9,012,570 $ 14,952,792 $ 13,980,253 $ 19,567,161 $ 16,634,853 $ 13,783,057 $ 11,207,850 $ 11,918,095 $ 13,002,195 $ 14,460,228 $ - - - 3,645,233 3,645,233 2,861,732 2,947,583 - - - 190,979 Transfers to Airport 685,139 - - - - - - - - - - CASH CARRYOVER 7,748,363 $ 9,012,570 $ 14,952,792 $ 10,335,020 $ 15,921,928 $ 13,773,121 $ 10,835,474 $ 11,207,850 $ 11,918,095 $ 13,002,195 $ 14,269,250 $ Cash Bal. to Oper Exp Ratio 15.0% 19.0% 31.2% 18.3% 29.4% 24.9% 18.9% 19.1% 19.8% 21.1% 22.6% GRT Revenue increases 2.5% per year with debt service remaining at the current level. Wage increases are forecasted to increase at 3.0% FY14 and 2.5% thereafter annually. No new positions are included in this forecast. Operating and Capital expenditures are also projected to increase at approximately 3.0% for FY14 and 2.5% per year thereafter. Cash Reserve Transfers were not included once the cash level dropped below 20.8% per the policy. Beginning cash balances vary from ending balances due to various accruals. General Fund OPERATING (4)Transfers for Capital Projects SUB-TOTAL WAGES/OPER/CAP. Cost Allocation/Transfers FIVE YEAR FINANCIAL FORECAST TOTAL RESOURCES AVAILABLE SUB TOTAL CAPITAL SUB TOTAL SUB TOTAL OPERATING CAPITAL WAGES/BENEFITS 272 ---PAGE BREAK--- Farmington, New Mexico New Mexico Centennial 1912-2012 Construction of Animas River Bridge 1926 ---PAGE BREAK--- 273 ---PAGE BREAK--- City of Farmington Schedule 1 Net Assets by Component Last Ten Fiscal Years (accrual basis of accounting) 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Restated Restated Restated Governmental activities Invested in capital assets, net of related debt 55,674,508 $ 63,961,010 $ 64,779,550 $ 66,265,472 $ 74,339,304 $ 75,000,933 $ 74,066,951 $ 82,050,200 $ 94,776,714 $ 91,574,976 $ Restricted 2,689,505 2,678,373 2,422,104 3,514,726 4,219,427 4,491,602 4,599,840 4,085,917 4,195,660 #VALUE! Unrestricted 28,039,208 20,619,682 20,610,228 25,149,317 24,559,417 22,873,893 21,548,521 20,137,410 20,043,161 23,657 Total governmental activities net assets 86,403,221 $ 87,259,065 $ 87,811,882 $ 94,929,515 $ 103,118,148 $ 102,366,428 $ 100,215,312 $ 106,273,527 $ 119,015,535 $ #VALUE! Business-type activities Invested in capital assets, net of related debt 145,695,695 $ 151,976,725 $ 194,430,074 $ 215,390,130 $ 227,625,271 $ 240,380,428 $ 263,888,952 $ 290,777,764 $ 299,184,651 $ 309,610,312 $ Restricted 3,450,823 2,643,773 2,648,557 2,564,255 2,615,937 2,914,976 3,139,945 3,438,741 3,657,082 5,243,850 Unrestricted 33,466,317 41,559,635 18,361,816 16,535,576 30,290,166 45,749,953 54,174,692 59,170,526 75,894,328 80,045,226 Total business-type activities net assets 182,612,835 $ 196,180,133 $ 215,440,447 $ 234,489,961 $ 260,531,374 $ 289,045,357 $ 321,203,589 $ 353,387,031 $ 378,736,061 $ 394,899,388 $ Primary government Invested in capital assets, net of related debt 201,370,203 $ 215,937,735 $ 259,209,624 $ 281,655,602 $ 301,964,575 $ 315,532,250 $ 340,276,555 $ 372,827,964 $ 393,961,365 $ 401,185,288 $ Restricted 6,140,328 5,322,146 5,070,661 6,078,981 6,835,364 7,406,578 7,739,785 7,524,658 7,852,742 #VALUE! Unrestricted 61,505,525 62,179,317 38,972,044 41,684,893 54,849,583 68,623,846 77,309,002 79,307,936 95,937,489 80,068,883 Total primary government net assets 269,016,056 $ 283,439,198 $ 303,252,329 $ 329,419,476 $ 363,649,522 $ 391,411,785 $ 421,418,901 $ 459,660,558 $ 497,751,596 $ #VALUE! Source: City of Farmington CAFRs Note: The city began reporting accrual information with the implementation of GASB Statement 34 in fiscal year 2002. In 2007, a prior period adjustment was made to adjust capital outlay in the Airport fund. In 2008, a prior period adjustment was made to adjust general fund accumulated depreciation and accrued compensated absences. In 2009, a prior period adjustment was made to adjust governmental and business-type net assets. In 2010, the city added airport services to governmental activities which had previously been accounted for as a business-type activity. Fiscal Year 274 ---PAGE BREAK--- City of Farmington Schedule 2 Tax Revenues by Source, Governmental Funds Last Ten Fiscal Years Fiscal Year Gross Receipts Tax Property Tax Franchise Tax Other Taxes Total Taxes 2002 35,922,137 $ 922,002 $ 2,551,995 $ 1,716,477 $ 41,112,611 $ 2003 35,146,693 930,112 2,601,794 1,724,672 40,403,271 2004 38,351,091 985,836 715,022 1,884,994 41,936,943 2005 43,134,352 1,043,064 720,748 1,873,736 46,771,900 2006 49,274,220 1,121,723 1,594,098 1,942,024 53,932,065 2007 51,818,982 1,235,064 1,045,698 1,944,810 56,044,554 2008 54,401,730 1,330,285 992,050 2,124,381 58,848,446 2009 52,406,771 1,440,724 865,346 1,992,189 56,705,030 2010 44,760,879 1,495,634 649,388 2,048,944 48,954,845 2011 47,605,170 1,637,361 614,627 1,828,644 51,685,802 Change 2002-2011 32.5% 77.6% -75.9% 6.5% 25.7% Source: City of Farmington CAFRs Note: Prior to 2004, Payment in Lieu of Taxes (PILT) was reported in the Franchise Tax category. PILT is currently reported as an interfund transfer. 275 ---PAGE BREAK--- City of Farmington Schedule 3 Direct and Overlapping Gross Receipts Tax Rates Last Ten Fiscal Years Fiscal Year State GRT City Share of State GRT City Direct Rate San Juan County Total City GRT 2002 3.2750% 1.2250% 1.1875% 0.3750% 6.0625% 2003 3.2750% 1.2250% 1.1875% 0.3750% 6.0625% 2004 3.2750% 1.2250% 1.1875% 0.6875% 6.3750% 2005 3.7750% 1.2250% 1.1875% 0.6875% 6.8750% 2006 3.7750% 1.2250% 1.1875% 0.8125% 7.0000% 2007 3.7750% 1.2250% 1.1875% 0.8125% 7.0000% 2008 3.7750% 1.2250% 1.1875% 0.8125% 7.0000% 2009 3.7750% 1.2250% 1.1875% 0.8125% 7.0000% 2010 3.7750% 1.2250% 1.1875% 0.8125% 7.0000% 2011 3.9000% 1.2250% 1.1875% 0.8125% 7.1250% Source: State of New Mexico Taxation and Revenue Note: The Local Option Gross Receipts can be increased by enacting a City Ordinance. An increase to Gross Receipts Tax by either raising the Municipal Infrastructure Tax or implementing the Municipal Capital Outlay Tax requires an election. 276 ---PAGE BREAK--- City of Farmington Schedule 4 Taxable Gross Receipts by Industry Last Ten Fiscal Years (in thousands) Ending 6/30 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Agriculture 208 $ 2,002 $ 2,461 $ 2,726 $ 2,769 $ 3,325 $ 3,284 $ (2,519) $ 609 $ 612 $ Mining 125,093 108,454 122,936 133,973 192,806 222,893 185,838 163,216 113,859 121,889 Construction 97,131 98,292 90,069 118,025 142,174 124,428 121,996 157,749 117,169 109,321 Manufacturing 40,120 27,001 33,015 50,656 78,377 69,509 86,755 79,094 57,270 73,713 Trans/Comm/Utility 48,676 24,178 15,481 20,096 33,026 26,547 32,545 30,259 24,207 22,033 Wholesale Trade 103,921 76,836 85,158 113,951 160,468 197,225 164,098 163,014 99,166 97,962 Retail Trade 667,453 668,134 653,535 673,785 634,152 717,121 753,122 772,111 675,796 676,094 Information and Cultural - - 25,225 44,094 43,293 51,774 51,018 53,838 55,436 57,180 Finance/Ins/Real Estate 22,102 21,467 20,539 21,001 26,338 30,878 34,686 33,594 39,232 46,227 Services 365,188 365,245 464,410 507,610 506,892 537,818 580,933 601,162 502,840 579,917 Government - - 2,240 1,920 - - - - - - Unclassified 84 75,713 35,955 40,682 39,669 1,486 14,923 8,359 8,883 6,880 Undisclosed 24,705 33,493 30,835 28,708 26,503 26,258 28,647 31,054 28,235 29,402 Total 1,494,681 $ 1,500,815 $ 1,581,859 $ 1,757,227 $ 1,886,467 $ 2,009,262 $ 2,057,845 $ 2,090,931 $ 1,722,702 $ 1,821,230 $ City Direct Sales Tax Rate 1.1875% 1.1875% 1.1875% 1.1875% 1.1875% 1.1875% 1.1875% 1.1875% 1.1875% 1.1875% Source: State of New Mexico Department of Taxation & Revenue distribution reports Data has been suppressed for purposes of taxpayer confidentiality. Information is suppressed when too few taxpayers are included in a category. Although the figures in the table have been derived from "NM_FR003-500 Local Gov't Distribution Summary" issued by the State, the State suppresses revenue information in certain categories, if release of the information would compromise the confidentiality of an individual taxpayer. Accordingly, the "Taxable Gross Receipts Tax" totals in this table will differ from those in other tables. Beginning with the 1st Quarter of FY 2004, the State changed the gross receipts tax classification system in the report NM_FR003-500 Local Gov't Distribution Summary, from the Standard Industrial Classification format to the North American Industrial Classification format. Effective January 2005, state legislation removed the state and local options gross receipts tax (GRT) from the sales of food and most health care services, by allowing retail food outlets and medical service providers to deduct qualifying food and heath services from gross receipts reported to the NM Taxation and Revenue Department. However, municipalities and counties' are "held harmless" and are reimbursed the local option GRT on these nontaxable items from the State of New Mexico. The financing of this reimbursement is provided by an increase State GRT of Although the "taxable gross receipts" column does not include food sales and health care services, the amounts reported as GRT collected by the City does include these items. 277 ---PAGE BREAK--- City of Farmington Schedule 5 Taxable Gross Receipts Payers by Industry Current Year and Nine Years Ago Ending 6/30 Number of Filers (12 Mth. Avg.) Percentage of Total Taxable Gross Receipts Percentage of Total Number of Filers (12 Mth. Avg.) Percentage of Total Taxable Gross Receipts Percentage of Total (thousands) (thousands) Agriculture 5 0.18% 612 $ 0.03% - 0.00% 208 $ 0.01% Mining 68 2.50% 121,889 6.69% 56 2.45% 125,093 8.37% Construction 251 9.21% 109,321 6.00% 205 8.98% 97,131 6.50% Manufacturing 100 3.67% 73,713 4.05% 69 3.02% 40,120 2.68% Trans/Comm/Utility 38 1.40% 22,033 1.21% 90 3.94% 48,676 3.26% Wholesale Trade 174 6.39% 97,962 5.38% 138 6.04% 103,921 6.95% Retail Trade 600 22.03% 676,094 37.12% 631 27.63% 667,453 44.66% Information and Cultural 79 2.90% 57,180 3.14% - 0.00% - 0.00% Finance/Ins/Real Estate 124 4.55% 46,227 2.54% 75 3.28% 22,102 1.48% Services 1,259 46.22% 579,917 31.84% 1,012 44.31% 365,188 24.43% Government - 0.00% - 0.00% - 0.00% - 0.00% Unclassified 23 0.84% 6,880 0.38% - 0.00% 84 0.01% Undisclosed 3 0.11% 29,402 1.61% 8 0.35% 24,705 1.65% Total 2,724 100.00% 1,821,230 $ 100.00% 2,284 100.00% 1,494,681 $ 100.00% Source: State of New Mexico Department of Taxation & Revenue distribution reports Notes: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are intended to provide alternative information regarding the sources of the city's revenue. Data has been suppressed for purposes of taxpayer confidentiality. Information is suppressed when too few taxpayers are included in a category. Although the figures in the table have been derived from "NM_FR003-500 Local Gov't Distribution Summary" issued by the state, the state suppresses revenue information in certain categories if the release of information would compromise the confidentiality of an individual taxpayer. Accordingly, the "Taxable Gross Receipts Tax" totals in this table will differ from those in other tables. Beginning with the 1st Quarter of FY 2004, the State changed the gross receipts tax classification system in the report NM_FR003-500 Local Gov't Distribution Summary from the Standard Industrial Classification format to the North American Industrial Classification format. Effective January 2005, state legislation removed state gross receipts tax from groceries and healthcare, and held municipal gross receipts tax "harmless". Fiscal Year 2011 Fiscal Year 2002 278 ---PAGE BREAK--- City of Farmington Schedule 6 Assessed Value and Estimated Actual Value of Taxable Property Last Ten Fiscal Years Fiscal Year Residential Property Nonresidential Personal Less: Tax-Exempt Property Total Taxable Assessed Value Total Direct Residential Tax Rate Total Direct Non Residential Tax Rate Estimated Actual Taxable Value Taxable Assessed Value as a Percentage of Actual Taxable Value 2002 301,906,840 $ 266,855,420 $ 61,117,936 $ 53,434,815 $ 576,445,381 $ 1.584 1.905 1,731,067,210 $ 33.3% 2003 355,058,558 270,933,390 65,556,230 56,984,789 634,563,389 1.510 1.806 1,905,595,763 33.3% 2004 373,904,326 279,329,944 66,969,671 59,092,903 661,111,038 1.526 1.850 1,985,318,432 33.3% 2005 414,565,770 290,602,457 69,183,296 61,710,344 712,641,179 1.496 1.877 2,140,063,601 33.3% 2006 449,119,354 300,261,150 72,774,277 61,449,809 760,704,972 1.511 1.877 2,284,399,315 33.3% 2007 518,861,269 343,707,380 80,889,474 67,559,512 875,898,611 1.434 1.824 2,630,326,159 33.3% 2008 556,752,058 354,591,302 88,159,370 68,326,659 931,176,071 1.457 1.879 2,796,324,538 33.3% 2009 593,088,155 431,154,946 86,031,112 88,515,732 1,021,758,481 1.438 1.908 3,068,343,787 33.3% 2010 597,619,324 368,371,078 82,532,302 92,000,870 956,521,834 1.457 1.950 2,872,437,940 33.3% 2011 638,666,041 483,155,959 75,061,549 213,971,715 982,911,834 1.419 2.128 2,951,687,189 33.3% Source: San Juan County Assessor's Office 279 ---PAGE BREAK--- City of Farmington Schedule 7 Direct and Overlapping Property Tax Rates Last Ten Fiscal Years (rate per $1,000 of assessed value) Fiscal Year General Fund Debt Service Fund Total Direct Rate State County School District #5 San Juan College Secondary Vocational Total Direct and Overlapping Rates 2002 1.584 - 1.584 1.123 6.285 10.346 3.410 0.600 23.348 2003 1.510 - 1.510 1.520 6.050 9.757 3.282 0.600 22.719 2004 1.526 - 1.526 1.028 6.661 9.794 3.342 0.600 22.951 2005 1.496 - 1.496 1.234 6.627 9.751 3.316 0.600 23.024 2006 1.511 - 1.511 1.291 6.737 9.800 3.371 0.600 23.310 2007 1.434 - 1.434 1.221 6.451 9.690 3.228 0.600 22.624 2008 1.457 - 1.457 1.250 6.567 9.725 3.283 0.600 22.882 2009 1.438 - 1.438 1.150 6.312 9.644 3.156 0.600 22.300 2010 1.457 - 1.457 1.530 6.425 9.673 3.212 0.600 22.897 2011 1.419 - 1.419 1.362 6.267 9.620 3.133 0.600 22.401 Fiscal Year General Fund Debt Service Fund Total Direct Rate State County School District #5 San Juan College Secondary Vocational Total Direct and Overlapping Rates 2002 1.905 - 1.905 1.123 8.000 10.469 4.500 0.600 26.597 2003 1.806 - 1.806 1.520 8.000 9.887 4.500 0.600 26.313 2004 1.850 - 1.850 1.028 8.500 9.943 4.500 0.600 26.421 2005 1.877 - 1.877 1.234 8.500 9.961 4.500 0.600 26.672 2006 1.925 - 1.925 1.291 8.500 9.934 4.500 0.600 26.750 2007 1.824 - 1.824 1.221 8.500 9.853 4.500 0.600 26.498 2008 1.879 - 1.879 1.250 8.500 9.902 4.500 0.600 26.631 2009 1.908 - 1.908 1.150 8.500 9.915 4.500 0.600 26.573 2010 1.950 - 1.950 1.530 8.500 9.921 4.500 0.600 27.001 2011 2.128 - 2.128 1.362 8.500 9.923 4.500 0.600 27.013 Source: San Juan County Assessor's Office City of Farmington Residential Direct Rates Overlapping Rates City of Farmington Nonresidential Direct Rates Overlapping Rates 280 ---PAGE BREAK--- City of Farmington Schedule 8 Principal Property Tax Payers Current Year and Nine Years Ago Percentage of Percentage of Taxable Total City Taxable Taxable Total City Taxable Taxpayer Assessed Value Rank Assessed Value Assessed Value Rank Assessed Value Animas Valley Land and Water 17,933,371 $ 1 1.8% - $ - - Animas Valley Mall, LLC 9,662,751 2 1.0% 19,819,989 1 3.4% San Juan Regional Medical Center 3,927,199 3 0.4% - - - Plaza Farmington II LLC 3,641,859 4 0.4% - - - Burlington Resources Oil and Gas LP. 3,315,327 5 0.3% 6,047,748 3 1.0% Wal-Mart/Sam's Club 3,293,093 6 0.3% 16,293,264 2 2.8% San Juan Development Corporation 3,247,441 7 0.3% 5,899,221 4 1.0% Dugan Production Corp 2,767,661 8 0.3% - - - Lowe's Home Centers, Inc. 2,639,290 9 0.3% - - - PI Farmington Incorporated 2,325,787 10 0.2% - - 0.0% SW Farmington Incorporated (The Inn) - - - 5,460,993 5 0.9% Farmington Hotel Assets - - - 4,985,352 6 0.9% Hwy 550 LLC - - - 4,747,851 7 0.8% Citizens Bank - - - 4,519,032 8 0.8% San Juan Associates (San Juan Plaza) - - - 4,301,337 9 0.7% Target Corporation - - - 3,890,277 10 0.7% Total 52,753,779 $ 5.4% 75,965,064 $ 13.2% Source: San Juan County Assessor. 2011 2002 281 ---PAGE BREAK--- City of Farmington Schedule 9 Property Tax Levies and Collections Last Ten Calendar Years Calendar Year Taxes Levied for the Fiscal Year Amount Percentage of Levy Collections in Subsequent Years Amount Percentage of Levy 2001 899,429 $ 865,899 $ 96% 41,751 $ 907,650 $ 101% 2002 927,021 874,028 94% 38,212 912,240 98% 2003 971,270 926,305 95% 41,402 967,707 100% 2004 1,026,992 982,868 96% 37,284 1,020,152 99% 2005 1,103,523 1,055,826 96% 38,894 1,094,720 99% 2006 1,197,589 1,158,836 97% 43,328 1,202,164 100% 2007 1,320,436 1,257,590 95% 36,247 1,293,837 98% 2008 1,439,218 1,363,140 95% 41,035 1,404,175 98% 2009 1,565,793 1,415,035 90% 45,082 1,460,117 93% 2010 1,647,620 1,568,062 95% 54,986 1,623,048 99% Source: San Juan County Treasurer Notes: Taxes are levied and collected by the County Treasurer and distributed to all taxing jurisdictions. The tax rate is requested by the City Council and set by the New Mexico Department of Finance and Administration. The State allows the rate to be set at 5% in excess of the requirements to allow for delinquencies. Collected Within the Fiscal Year of the Levy Total Collections to Date 282 ---PAGE BREAK--- City of Farmington Schedule 10 Ratios of Outstanding Debt by Type Last Ten Fiscal Years General Bonded Debt Governmental Activities Fiscal Year General Obligation Bonds Percentage of Actual Taxable Value of Property Per Capita Sales Tax Revenue Bonds Utility Revenue Bonds NMED Loan NMFA Loan Capital Leases Total Primary Government Percentage of Personal Income Per Capita 2002 - $ N/A N/A 13,815,000 $ 57,040,000 $ 3,466,634 $ - $ 454,081 $ 74,775,715 $ 9.8% 1,869 $ 2003 - N/A N/A 12,000,000 52,210,000 9,488,786 - 373,369 74,072,155 9.6% 1,829 2004 - N/A N/A 10,100,000 47,090,000 12,830,162 - 192,042 70,212,204 8.2% 1,696 2005 - N/A N/A 13,860,000 41,620,000 12,830,162 - 646,958 68,957,120 7.4% 1,630 2006 - N/A N/A 12,800,000 36,850,000 12,830,162 - 456,114 62,936,276 6.3% 1,457 2007 - N/A N/A 11,670,000 31,945,000 13,650,539 - 356,707 57,622,246 4.5% 1,322 2008 - N/A N/A 10,490,000 26,810,000 13,107,058 - 250,269 50,657,327 3.9% 1,194 2009 - N/A N/A 9,265,000 21,470,000 12,547,273 - 136,302 43,418,575 3.0% 1,018 2010 - N/A N/A 7,995,000 15,945,000 11,970,694 - 86,845 35,997,539 2.5% 829 2011 - N/A N/A 6,680,000 10,140,000 11,376,818 1,054,844 34,400 29,286,062 1.9% 638 Source: Details regarding the city's outstanding debt can be found in the notes to the financial statements. See Schedule 20 for personal income and population data. These ratios are calculated using personal income and population for the prior calendar year. Business-type Activities 283 ---PAGE BREAK--- City of Farmington Schedule 11 Direct and Overlapping Governmental Activities Debt As of June 30, 2011 Governmental Unit Debt Outstanding Estimated Percentage Applicable Estimated Share of Direct and Overlapping Debt San Juan County - $ 30.320% - $ Farmington Public Schools 42,112,332 100.000% 42,112,332 San Juan College 17,190,000 30.322% 5,212,352 Subtotal Overlapping Debt 47,324,684 City direct debt 6,680,000 Total direct and overlapping debt 54,004,684 $ Source: Debt amounts are provided by each governmental unit. 284 ---PAGE BREAK--- City of Farmington Schedule 12 Legal Debt Margin Information Last Ten Fiscal Years 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Assessed Valuations Assessed Value 523,010,566 $ 577,578,600 $ 602,018,135 $ 650,930,835 $ 699,255,163 $ 808,339,099 $ 862,849,412 $ 933,242,749 $ 864,520,964 $ 768,940,119 $ Add back - exempt property 53,434,815 56,984,789 59,092,903 61,710,344 61,449,809 67,559,512 68,326,659 88,515,732 92,000,870 213,971,715 Total Assessed Value 576,445,381 634,563,389 661,111,038 712,641,179 760,704,972 875,898,611 931,176,071 1,021,758,481 956,521,834 982,911,834 Legal Debt Margin Debt limitation - 4 % of total assessed value 23,057,815 25,382,536 27,134,479 28,505,647 30,428,199 35,035,944 37,247,043 40,870,339 38,260,873 39,316,473 Debt applicable to limitation: Total bonded debt 70,855,000 64,210,000 57,190,000 55,480,000 49,650,000 43,615,000 37,300,000 30,735,000 23,940,000 16,820,000 Less: Revenue bonds (70,855,000) (64,210,000) (57,190,000) (55,480,000) (49,650,000) (43,615,000) (37,300,000) (30,735,000) (23,940,000) (16,820,000) Total net debt applicable to limitation - - - - - - - - - - Legal Debt Margin 23,057,815 $ 25,382,536 $ 27,134,479 $ 28,505,647 $ 30,428,199 $ 35,035,944 $ 37,247,043 $ 40,870,339 $ 38,260,873 $ 39,316,473 $ Excludes centrally assessed property. Fiscal Year Source: Details regarding the city's revenue bonds can be found in the notes to the financial statements. See Schedule 12 for assessed valuation amounts. 285 ---PAGE BREAK--- City of Farmington Schedule 13 Pledged-Revenue Coverage Last Ten Fiscal Years Fiscal Year Utility Service Less: Operating Net Available Sales Tax Charges Expenses Revenue Principal Interest Coverage Revenue Principal Interest Coverage 2002 92,079,901 $ 58,676,235 $ 33,403,666 $ 4,380,000 $ 4,005,058 $ 3.98 18,241,261 $ 965,000 $ 368,188 $ 13.68 2003 91,914,248 61,217,128 30,697,120 4,350,000 2,726,755 4.34 17,847,491 1,815,000 560,368 7.51 2004 97,272,752 64,101,912 33,170,840 5,120,000 2,291,203 4.48 19,474,684 1,900,000 483,230 8.17 2005 104,017,779 73,226,886 30,790,893 5,470,000 2,048,221 4.10 21,903,624 1,965,000 421,480 9.18 2006 104,286,825 64,874,653 39,412,172 4,770,000 1,790,605 6.01 25,021,449 1,060,000 588,522 15.18 2007 107,924,587 65,220,228 42,704,359 4,905,000 1,647,505 6.52 26,313,679 1,130,000 512,904 16.02 2008 121,977,607 77,084,567 44,893,040 5,135,000 1,421,305 6.85 27,625,198 1,180,000 470,217 16.74 2009 117,183,511 73,688,514 43,494,997 5,340,000 1,215,905 6.63 26,612,158 1,225,000 425,643 16.12 2010 115,238,191 73,490,029 41,748,162 5,525,000 1,029,005 6.37 22,729,574 1,270,000 379,342 13.78 2011 111,560,052 75,470,531 36,089,521 5,805,000 752,755 5.50 24,173,905 1,315,000 330,393 14.69 Source: City of Farmington CAFRs and Budgets Utility Revenue Bonds Sales Tax Revenue bonds 286 ---PAGE BREAK--- City of Farmington Schedule 14 Demographic and Economic Status Last Ten Calendar Years Population Personal Income Per Capita Personal Income Median Age School Enrollment Percentage High School Graduate Percentage Bachelor's Degree Unemployment Rate 2001 40,000 760,000,000 $ 19,000 $ 33.6 10,215 83.6% 19.7% 5.4% 2002 40,500 769,500,000 19,000 33.6 10,126 83.6% 19.7% 6.1% 2003 41,400 852,343,200 20,588 33.6 10,055 83.6% 19.7% 6.8% 2004 42,300 926,327,700 21,899 33.6 10,137 83.6% 19.7% 6.1% 2005 43,100 1,202,015,900 27,889 33.6 10,253 83.6% 19.7% 5.5% 2006 43,600 1,276,390,000 29,275 33.6 10,257 83.6% 19.7% 4.3% 2007 42,425 1,300,368,675 30,651 33.6 10,253 83.6% 19.7% 3.4% 2008 42,637 1,425,354,910 33,430 33.6 10,467 83.6% 19.7% 4.0% 2009 43,412 1,441,799,344 33,212 33.6 10,517 85.4% 20.3% 7.6% 2010 45,877 1,552,340,049 33,837 33.6 10,646 84.0% 19.7% 9.6% Sources: Statistical information prior to 2003 was obtained from City of Farmington Community Development mid-year staff estimate. Demographic information acquired from Bureau of Business and Economic Research, University of New Mexico, U.S. Census Bureau, and San Juan Economic Development Services. School enrollment provided by Farmington Municipal Schools as of the 40 day census. Unemployment information obtained from the New Mexico Department of Workforce Solutions. Calendar Year 287 ---PAGE BREAK--- City of Farmington Schedule 15 Principal Employers Current Year and Ten Years Ago Percentage of Percentage of Total City Total City Employer Employees Rank Employment Employees Rank Employment San Juan Regional Medical Center 1,487 1 2.6% 776 4 1.5% Farmington Public Schools 1,129 2 2.0% 1,090 2 2.1% Central Consolidated Schools 1,068 3 1.9% 1,128 1 2.2% BHP Billiton/New Mexico Coal 1,015 4 1.8% 854 3 1.7% City of Farmington 771 5 1.4% 655 5 1.3% San Juan County 701 6 1.2% 448 9 0.9% Conoco Philips 659 7 1.2% - - - Arizona Public Service 504 8 0.9% 565 7 1.1% San Juan College 494 9 0.9% - - - Bloomfield Municipal Schools 470 10 0.8% 492 8 1.0% Public Service Co of NM - - - 567 6 1.1% Aztec Schools - - - 415 10 0.8% Total 8,298 14.7% 6,990 13.5% Source: San Juan Economic Development Service and the Farmington Chamber of Commerce; City of Farmington Program Budget - Staffing Analysis Section Note: Statistical data is representative of entire county as City data is not available. In 2009, this schedule was changed to a ten year variance to be in accordance with GASB Statement 44. 2011 2002 288 ---PAGE BREAK--- City of Farmington Schedule 16 Operating Indicators by Function/Program Last Ten Fiscal Years 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 General Government Total number of business registration/licenses 2,549 2,576 2,730 2,680 2,739 2,839 3,926 4,212 3,848 3,660 Police Police reports 8,429 7,177 6,512 6,636 6,254 6,500 6,770 7,723 7,894 6,731 Arrests 5,472 5,118 4,523 4,400 3,814 3,787 4,113 6,882 6,274 5,418 Traffic citations 23,475 26,147 22,274 17,473 16,263 18,982 24,449 24,586 27,372 13,058 Fire Fire alarm responses 886 804 772 700 888 760 927 954 991 1,295 Total responses 4,195 4,160 4,746 4,885 5,457 5,825 6,386 6,347 6,058 6,988 Parks and Recreation Parks and recreation participants 320,048 310,076 304,701 299,248 309,546 305,279 349,042 438,179 494,845 606,384 Library Library Visits 289,280 247,983 327,505 410,690 427,831 436,629 503,148 517,452 530,119 468,455 Circulation 279,452 280,022 392,221 490,717 517,654 468,998 489,126 513,588 530,918 506,247 Number of computer users 54,184 55,656 67,532 69,403 117,516 120,483 125,210 131,295 126,215 102,443 Museum Patrons 47,281 57,782 52,314 64,572 75,427 71,332 65,784 97,003 81,366 108,156 Community Development Summary plats 49 43 38 89 77 71 66 63 54 54 Building permits issued 1,382 1,339 1,443 1,554 1,494 1,539 1,334 1,225 1,194 1,310 Permit valuation (in 41,087,054 47,827,308 54,288,877 76,647,366 99,406,673 68,119,054 82,560,865 66,119,298 49,316,168 44,138,834 Asphalt placed (sq.ft.) 106,852 96,798 123,514 83,727 132,216 88,582 103,006 129,349 139,464 119,745 Concrete placed (cu.yd.) 1,071 1,032 756 698 441 727 574 174 438 338 Electric Meter connections 8,608 9,201 9,478 9,265 9,387 8,769 8,484 7,956 8,329 7,650 Meter reads 567,942 558,859 554,291 561,898 541,090 559,121 510,751 505,471 512,488 517,339 Water/Wastewater Water treated (millions of gallons) 4,534 4,452 4,057 3,366 3,842 4,029 4,346 4,512 4,630 4,409 Effluent treated (millions of gallons) 1,772 1,832 1,781 1,858 1,881 2,057 1,906 1,894 1,845 1,864 New water meter installations 177 176 205 304 373 342 262 158 156 116 Golf Golf course participants 58,466 54,388 58,399 60,999 71,689 60,455 65,791 53,612 49,009 50,687 Airport Total enplanements 39,085 27,160 30,132 35,503 32,575 30,177 26,472 13,617 14,628 16,655 Transit Total Ridership 12,954 33,364 42,650 43,999 57,043 87,298 109,992 120,298 138,246 143,073 Source: Provided by various City Departments Note: Fluctuation in museum patronage is due to special exhibits. In 2011, Number of computer users was added. This item replaced Number of items in collection, which was not considered to be as meaningful of a measure. Data from fiscal years 2002 and 2003 was not available. The 2008 concrete placed (cu. yd.) reported has been restated in 2009 to the correct figure. In 2009, Civitan Golf Course was closed for remodel improvements which resulted in fewer golf course participants when compared to previous years. In 2009, a full 12 months of participants in the newly opened Sycamore Park Community Center were included which resulted in the increase in participants when compared to previous years. 289 ---PAGE BREAK--- City of Farmington Schedule 17 Capital Asset Statistics by Function/Program Last Ten Fiscal Years 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Police Police stations 1 1 1 1 1 1 1 1 1 1 Sub-stations 3 3 3 3 3 3 4 4 4 4 Patrol vehicles 166 170 172 155 170 186 196 206 125 125 Fire stations 5 5 5 5 6 6 6 6 6 6 Parks and Recreation Developed acres 584 586 588 588 589 592 594 1,364 1,364 1,364 Undeveloped acres 1,275 1,273 1,282 1,289 1,288 1,285 1,283 309 309 309 Number of parks/facilities 76 77 79 80 80 80 80 87 88 88 Baseball/softball diamonds 24 24 24 25 25 24 24 23 23 23 Soccer/football fields 11 11 11 13 13 14 14 11 11 11 Number of golf courses 2 2 2 2 2 2 2 2 2 2 Community Development Streets (miles) 234 235 238 240 245 253 N/A 268 270 274 Highway (miles) 17 17 17 17 17 17 17 17 17 17 Streetlights 3,843 3,871 3,915 3,933 3,971 4,124 4,135 4,238 4,226 4,251 Traffic Signals 73 74 75 76 77 78 79 80 80 81 Water Water mains (miles) 310 318 325 330 336 336 340 340 340 340 Fire hydrants 1,866 2,010 2,154 2,296 2,360 2,400 2,470 2,500 2,511 2,556 Storage capacity (thousands of gallons) 24,300 24,300 24,300 24,300 24,300 24,300 24,300 24,860 24,860 26,860 Wastewater Sanitary sewers (miles) 191 195 199 203 207 275 272 275 275 275 Treatment capacity (thousands of gallons) 5,800 5,800 6,670 6,670 6,670 6,670 6,670 6,670 6,670 6,670 Transit - minibuses/vans 8 8 8 8 8 11 11 11 16 12 Source: Provided by various City Departments Note: The city implemented GASB Statement 34 infrastructure information in fiscal year 2002. In 2009, an audit of the number of streetlights was conducted and the figure was adjusted to actual. Fiscal Year [a-b] In 2009, the number developed acres was redefined from previous years to include parks that are partially developed but still maintained by the Parks and Recreation Department. Conversely, this adjustment reduced the amount of undeveloped acres. In 2009, the number of parks/facilities was redefined to include all facilities maintained by the Parks and Recreation Department City-wide rather than just Parks and Recreation facilities. 290 ---PAGE BREAK--- Glossary of Budget Book Terminology Accrual Accounting: Under this basis of accounting, revenues are recognized as soon as they are earned and expenditures (or expenses) are recognized as soon as a liability is incurred, regardless of the timing of related cash inflows and outflows. Accrual accounting is used by the City’s proprietary (business-type) and internal service funds. Annexation: The act of incorporating territory (land) into the domain of a city. Appropriation: Legal authorization granted by the City Council to make expenditures and incur obligations up to a specific dollar amount. Bond: Written promise to pay a specified sum of money, called the face value or principal, at a specified date or dates in the future, called maturity date, together with periodic interest at a specified date. Budget Highlights: Noteworthy budget items unique to this fiscal budget including capital outlay and changes in personnel. Capital Expenditures: Expenditures by City Departments for fixed assets such as automobiles, equipment and infrastructure. Acquisitions of capital assets in a proprietary fund affect only balance sheet accounts at the time of purchase, and affect expense accounts over time as depreciation of the asset is “exhausted”. In governmental funds which focus on the flow of financial resources, the entire cost of the asset is treated as expenditure at the time of purchase because the financial “cash” is depleted by the amount of the asset. Capital Improvements Plan: An annual, updated plan of capital expenditures for public facilities and infrastructure (buildings, streets etc.) with estimated costs, sources of funding and timing of work over a five year period. Cash Basis: A method of accounting that reports cash receipts and expenditures when actually received or disbursed as opposed to accrual or modified accrual methods that report revenue and expense based upon when revenue or expenditures are either earned or obligations incurred. 291 ---PAGE BREAK--- Combined Cycle: Process where a gas turbine generator generates electricity and the waste heat is used to power a second steam generator that produces electricity. Debt Service: The City's obligation to pay the principal and interest of all bonds and other debt instruments according to a predetermined payment schedule. Department: A major administrative section of the City that indicates overall management responsibility for an operation or a group of Divisions. Depreciation: The systematic allocation of the cost of a capital asset over the period of its useful life. Division: An administrative section of a Department within the City. Employee Wages and Benefits: Expenditures by City Departments for permanent and part-time City employees' salaries, wages and benefits (i.e. medical insurance, pensions, social security tax). Enplanements: The act of boarding an airplane, a reference to the number of people who boarded an airplane. Enterprise Fund: A fund that is used to account for governmental activities that are similar to activities that may be performed by a commercial enterprise. The electric, water, wastewater, sanitation, golf course and internal service funds are all enterprise funds. Fiscal Year (FY): The City's financial period which begins July 1 and ends June 30. Fund: A separate set of accounts that track revenues, expenditures and transfers of monies relating to the activities for which the fund has been created. The fund types in governmental accounting are: the General Fund, special revenue funds, capital projects funds, debt service funds, enterprise funds, internal service funds, and trust and agency funds. Fund Balance: The difference between assets and liabilities in governmental funds. The “unreserved” portion at year end reflects net available resources that may be appropriated in the following year. 292 ---PAGE BREAK--- Fund Equity: The difference between assets and liabilities in proprietary funds. The two components of fund equity are retained earnings and contributed capital. Retained earnings are the result of operations, while contributed capital represents equity obtained from other sources. Generally Accepted Accounting Principles: Uniform minimum standards and guidelines for financial accounting and reporting. General Operating Expenses: Expenditures by City Departments that support the normal operations of a City Department /Division (i.e. supplies, telephone charges, gasoline, utility bills). Goals & Objectives: Description of what the public can expect from the department/division in terms of its primary function and the reason this function is performed for the citizens. Grant: A contribution of funds by a governmental or private entity to support a particular function. Grants may be classified as either categorical or noncategorical depending upon the amount of discretion allowed by the grantor. Gross Receipts Tax: A tax imposed on receipts from sales of goods and services for the privilege of doing business in New Mexico. The City of Farmington has authority, under state statutes, to impose local option gross receipts taxes. Infrastructure: The fundamental facilities and systems serving the city such as roads, bridges and sidewalks. Intergovernmental Revenue: Revenue from other governments in the form of grants, entitlements, shared revenue, etc. Joint Powers Agreement: An adopted written agreement between two or more governments detailing each others' responsibilities for jointly delivering a service. Kilowatt: A unit of power equal to 1,000 watts. Line Item: A specific account used to budget and record expenditures (i.e. supplies, telephone) or revenues (i.e. interest, miscellaneous). Megawatt: A unit of power equal to 1,000,000 watts. Picometry: Digital aerial photography company. 293 ---PAGE BREAK--- Spot Market (energy): The spot energy market allows producers of surplus energy to instantly locate available buyers for this energy, negotiate prices within milliseconds and deliver actual energy to the customer just a few minutes later. Stator: In electric generation, the portion of a machine that remains fixed with respect to rotating parts. Turtle Meter: An automatic electric meter reading device which relays information through power lines – this process take up to 27 hours, hence the name “turtle”. Transfer: Transfer of expenditures between funds that usually occurs when a City Department performs a service or work for another City Department in a separate fund. The most common transfers are the expense transfers between the General Fund Departments (Administration, Finance, Community Development, etc.) and other City Funds for which the General Fund performs services. Topography: The detailed mapping or charting of the features of a particular area. Vector: An insect or other organism that transmits a pathogenic fungus, virus or bacterium. 294 ---PAGE BREAK--- ABBREVIATIONS, ACRONYMS AND TERMS AAFP American Association of Feline Practitioners AAHA American Animal Hospital Association AAM American Association of Museums ADA Americans with Disabilities Act ALS Advanced Life Support AMR Automatic Meter Reading System AOA Airport Operations Area API Advanced Processing and Imaging ARFF Airport Rescue and Firefighting A.S.E. Automotive Service Excellence AV Audio Visual BLM Bureau of Land Management CALEA Commission on Accreditation for Law Enforcement Agencies CD Community Development CDBG Community Development Block Grant CIAC Capital Improvement Advisory Committee CIP Capital Improvements Plan COF City of Farmington CPR Cardiopulmonary Resuscitation CRT Cathode-Ray Tube CT Current Transformer CVB Convention and Visitors Bureau DFA Department of Finance and Administration DHL Dasley, Hillblom, and Lynn, Freight Company 295 ---PAGE BREAK--- DVD Digital Video Disk DWI Driving While Intoxicated E3 Children=s Museum: Explore, Experience and Enjoy EHS Environmental, Health, and Safety EMS Emergency Medical Services EMT Emergency Medical Technician ERT Electronic Radio Transmitter EV Electro Voice FAA Federal Aviation Administration O&M Operations and Maintenance FBI Federal Bureau of Investigation FCAT Four Corners Aquatic Team FD Fire Department FedEx Federal Express Corporation FEUS Farmington Electric Utility System FIC Farmington Indian Center FIIO Farmington Inter-Tribal Indian Organization FTA Federal Transit Administration FTE Full Time Equivalent FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board GASB 34 Governmental Accounting Standards Board Statement Number 34 GFOA Government Finance Officers Association GIS Geographical Information System GPS Global Positioning System 296 ---PAGE BREAK--- GRT Gross Receipts Tax HAZMAT Hazardous Materials HTE Harwood Technology Enterprises HUD Housing and Urban Development ICIP Infrastructure Capital Improvement Plan ILS Intermediate Life Support IS Information Services IT Information Technology ITRON Electric Metering Manufacturing Company ITS Intelligent Transportation Systems LCD Liquid Display LGRF Local Government Road Fund KV Kilovolt kW Kilowatt kWh Kilowatt Hours LED Light Emitting Diode MAP Municipal Arterial Program MHZ Megahertz MIPSIS Multi-jurisdictional Integrated Public Safety Information System MOC Municipal Operations Center MOU Memorandum of Understanding MPO Metropolitan Planning Organization MRA Metropolitan Redevelopment Area MS4 Municipal Separate Storm Sewer System 297 ---PAGE BREAK--- MSDS Materials Safety Data Sheet MTP Metropolitan Transportation Plan mWh Megawatt Hour NCIC National Crime Information Computer NERC North American Electric Reliability Council NFA National Fire Academy NM New Mexico NMDFA New Mexico Department of Finance and Administration NMDOT New Mexico Department of Transportation NMED New Mexico Environment Department NMSA New Mexico Statutes Annotated NPDES National Pollution Discharge Elimination System O&M Operations and Maintenance OMI Operations Management International OSHA Occupational Safety & Health Administration PATH People Assisting the Homeless PBX Private Branch Exchange PC Personal Computer PCB Poly Chlorinated Biphenyl PERA Public Employees Retirement Association PHB Pinôn Hills Boulevard PID Public Improvement District PMS Presbyterian Medical Services PRCA Parks, Recreation, & Cultural Affairs PSA Public Service Announcement 298 ---PAGE BREAK--- PUC Public Utility Commission RFP Request for Proposal RNC Riverside Nature Center RTU Remote Terminal Units SCADA Supervisory Control And Data Acquisition SJEDS San Juan Economic Development Service SOP Standard Operating Procedures SUTA State Unemployment Tax Administration SWAT Special Weapons And Tactics T&D Transmission and Distribution TAC Terminal Agency Coordinator TIDD Tax Increment Development District TPE Transportation Projects Enhancement UDC Unified Development Code UG Underground UTM Universal Transverse Mercator UPS United Parcel Service UPWP United Planning Work Program VM Vehicle Maintenance WAA Western Arts Alliance WECC Western Electricity Coordinating Council WTP Water Treatment Plant WWTP Wastewater Treatment Plant YTD Year to Date 299 ---PAGE BREAK--- NUMERIC LIST OF FUNDS BY CATEGORY GENERAL FUND: 101 General Fund SPECIAL REVENUE FUNDS: 201 Gross Receipts Tax-Streets Fund 202 Gross Receipts Tax-Parks Fund 211 Park Development Fees Fund 212 Recreation Fund 213 Library Gifts and Grants Fund 214 Parks/Recreation Gifts and Grants Fund 217 Museum Gifts and Grants 230 Lodgers Tax Fund 240 State Police Protection Fund 246 Region II Narcotics Grant Fund 248 COPS Grant 249 Law Enforcement Block Grant Fund 250 State Fire Grant Fund 251 Penalty Assessment Fund CAPITAL PROJECTS FUNDS: 401 Community Dev./Public Works Grant Projects Fund 408 Governmental Capital Projects Fund 409 Airport Grants Fund DEBT SERVICE FUND: 501 Sales Tax Bond Retirement Fund ENTERPRISE FUNDS: 601 Electric Enterprise Fund 602 Water Enterprise Fund 603 Wastewater Enterprise Fund 604 Sanitation Enterprise Fund 610 Golf Enterprise Fund INTERNAL SERVICE FUNDS: 701 Health Insurance Fund 300 ---PAGE BREAK--- FUND DESCRIPTION BY CATEGORY GENERAL FUND: The primary operating fund of most municipal governments, whereby operating expenses are supported by general governmental revenue sources such as gross receipts tax, property tax, licenses and permits, and other financing sources. Some basic operating services financed through the General Fund include police, fire, parks, recreation, libraries, airport, and general administration. SPECIAL REVENUE FUNDS: Gross Receipts Tax (Streets) Fund This fund is used to account for the City's share of gross receipts tax that is legally restricted to the maintenance of streets. Gross Receipts Tax (Parks) Fund This fund is used to account for the City's share of gross receipts tax that is legally restricted to the maintenance of parks. Parks Development Fees Fund This fund is used to account for fees collected from developers for the purchase of land and development of parks. Recreation Fund The Department of Finance and Administration requires this fund be used to account for the City's share of a state cigarette tax legally restricted for parks and recreation expenditures. Library Gifts and Grants Fund This fund is used to account for state and county grants and gifts restricted for the purchase of library books and other educational library needs. Parks/Recreation Gifts and Grants Fund This fund is used to account for state grants and gifts restricted to expenditures for parks and recreation activities. Museum Gift and Grants Fund This fund is used to account for state grants and gifts restricted to expenditures for museum activities. Lodgers Tax Fund State statute requires this fund to account for the City-imposed tax restricted for tourism and promotion. One-fourth of the revenues are restricted to tourism and promotion and three-fourths of the revenues are restricted for promotional facilities. 301 ---PAGE BREAK--- State Police Protection Fund This fund is used to account for state grants restricted for the purchase of police equipment and other approved police needs. Region II Narcotics Grant Fund This fund is used to account for federal grants restricted to expenditures for approved police needs. COPS Grant This fund is used to account for the police COPS Grant. Law Enforcement Block Grant Fund This fund is used to account for federal grants restricted to expenditures for approved police needs. State Fire Grant Fund This fund is used to account for state grants restricted for the purchase of fire fighting equipment and other approved fire department needs. Penalty Assessment Fund This fund is used to account for traffic fine revenues restricted for the payment of prisoner expenses. CAPITAL PROJECTS FUNDS: Community Development/Public Works Grant Projects This fund is used to account for the acquisition and construction of major capital projects, other than those financed by proprietary funds. These projects are funded by some combination of federal and state grants, usually with some type of matching City share. The CDBG program is also included in this fund. Governmental Capital Projects Fund This fund is used to account for capital projects that are funded with transfers from the General Fund. Airport Grant Fund This fund is used to account for various grants for capital projects at the airport. DEBT SERVICE FUND: Sales Tax Bond Retirement Fund This fund is used to account for the retirement of the City's sales tax and assessment district bond obligations. ENTERPRISE FUNDS: These self-supporting funds are established to provide goods or services to the general public. These funds operating budgets are supported by the revenue generated from user fees and service charges. 302 ---PAGE BREAK--- Electric Enterprise Fund This fund accounts for the revenue and expenses of the Electric Utility. Water Enterprise Fund This fund accounts for the revenue and expenses of the Water Utility. Wastewater Enterprise Fund This fund accounts for the revenue and expenses of the Wastewater Utility. Sanitation Enterprise Fund This fund accounts for the revenue and expenses of the Sanitation Utility. Golf Enterprise Fund This fund accounts for the revenue and expenses of both the Civitan and Pinon Hills golf courses. INTERNAL SERVICE FUNDS: Health Insurance Fund This fund is used to account for the City's self insurance for employee health insurance claims. 303 ---PAGE BREAK--- 1959 Aerial View Farmington, NM New Mexico Centennial 1912-2012