Document farmingtonnm_gov_doc_ae5a1fc7aa

CITY OF FARMINGTON NEW MEXICO Final Program Budget July 1, 2013 to June 30, 2014 ---PAGE BREAK--- Prepared by: Administrative Services Department Teresa Emrich, Budget Officer April Duncan, Financial Analyst With Special Thanks to: Lisa Armer, Payroll Analyst Eric D. Schlotthauer, Controller and the Finance Division Printing by Garrison Graphics, Inc. Cover: Compass (com·pass;ˈkəmpəs’; Noun) is defined as an instrument for determining directions. Just like a compass, the Program Budget Book is an instrument to provide financial guidance and direction. ---PAGE BREAK--- TABLE OF CONTENTS INTRODUCTION Document 1 Government Finance Officers Distinguished Budget Principal Officials 3 Manager’s Transmittal Letter 5 Organizational Chart 23 City of Farmington Profile 24 Basis of Budgeting 26 Budget Schedule 28 Budget Calendar 29 Management Policies 30 Budget Development General Fund Summary 33 Fund Structure by Function 34 Contact Directory 35 FUND SUMMARIES Fund Summary 37 Revenue Summary 38 Source of Revenues 41 Budgeted Revenues by Fund Type 42 Revenue Analysis 43 Expenditure Summary 45 Budgeted Expenditures by Expenditure Category 46 Budgeted Expenditures by Fund Type 47 Total City Actual Expenditures Graph 48 EXPENDITURES ADMINISTRATION Administration Graph 49 City Council/Clerk 50 Municipal Court 52 City Manager 54 Governmental Relations 56 Intra-Government 58 Library 60 Legal 62 Departmental Summary 64 Administration Expenditure Graph 65 INFORMATION TECHNOLOGY Information Technology Graph 67 Administration 68 Enterprise Systems 70 Computer Operations 72 Geographic Information Systems 74 Departmental Summary 76 Information Technology Expenditure Graph 77 ADMINISTRATIVE SERVICES Administrative Services Graph 79 Administration 80 Central Purchasing 82 Warehouse 84 Finance 86 Departmental Summary 88 Administrative Services Expenditure Graph 89 ---PAGE BREAK--- GENERAL SERVICES General Services Graph 91 Administration 92 Building and Maintenance 94 Community Services 96 Building Support/Mail Room 98 Vehicle Maintenance 100 Print Shop 102 Airport 104 Transit System 106 Departmental Summary 108 General Services Expenditure Graph 109 PARKS & RECREATION Parks, Recreation & Cultural Affairs Graph 111 Administration 112 Operations 114 Recreation Center 116 Sycamore Park Community Center 118 Crouch Mesa Community Center 120 Farmington Indian Center 122 Aquatics 124 Aquatic Center 126 Recreation Programs 128 Animal Shelter/Park Ranger 130 Senior Citizens Center 132 Production Company 134 Civic Center 136 Museum Administration 138 Museum Operations 140 E3 Children’s Museum 142 Riverside Nature Center 144 Golf Enterprise 146 Departmental Summary 149 Parks Expenditure Graph 150 POLICE Police Graph 151 Administration 152 Operations/Grant Funds 154 School Cross Guards 156 Code Compliance 158 Detectives 160 K-9 Unit 162 School Resource Officers 164 SWAT 166 Traffic 168 Training 170 Crime Lab 173 Records & Evidence 174 Departmental Summary 176 Police Expenditure Graph 177 FIRE Fire Graph 179 Administration 180 Operations 182 Departmental Summary 184 Fire Expenditure Graph 185 ---PAGE BREAK--- COMMUNITY DEVELOPMENT Community Development Graph 187 Administration/CDBG 188 Planning 191 Metropolitan Planning Organization Administration 193 Metropolitan Redevelopment Area 195 Building Inspection 199 Departmental Summary 199 Community Development Expenditure Graph 200 PUBLIC WORKS Public Works Graph 201 Administration 202 Construction Inspection 204 City Engineering 206 Survey 208 Traffic Engineering 210 Streets 212 Water/Wastewater/Sanitation Utility 214 Departmental Summary 216 Public Works/Water Wastewater Expenditure Graphs 217 HUMAN RESOURCES Human Resources Graph 219 Personnel 220 Insurance/Benefits 222 Payroll 224 Workers’ Compensation 226 Departmental Summary 228 Human Resources Expenditure Graph 229 ELECTRIC UTILITY Electric Utility Graph 231 Administration 232 Compliance 234 Safety 236 Customer Service 238 Construction 240 Animas Power Plant 242 Bluffview Power 244 Transmission & Distribution 246 Engineering 248 Metering Services 250 Meter Shop 252 Substation Maintenance 254 Relay 256 System Control Center 258 San Juan No. 4 260 Navajo Dam Power Plant 262 Departmental Summary 264 Electric Utility Expenditure Graph 265 STAFFING ANALYSIS 267 CAPITAL IMPROVEMENT PLAN 287 ---PAGE BREAK--- DEBT POSITION 301 GENERAL FUND FINANCIAL FORECAST 307 STATISTICS 311 APPENDIX Glossary of Budget Book Terminology 331 Abbreviations, Acronyms & Terms 335 Numeric List of Funds by Category 340 Fund Description by Category 341 ---PAGE BREAK--- DOCUMENT DESCRIPTION This document is the Final Program Budget for the City of Farmington for the fiscal year beginning July 1, 2013 and ending June 30, 2014. Throughout the document, the prior fiscal year, containing actual expenditures, is often referred to as FY13, the current budget year as FY14, and the future projected year as FY15. 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” or “line item budget book”. It contains only actual historical FY12 and FY13, FY13 adjusted budget and the final 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 FY14 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, 2012. 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 2013 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--- 4 ---PAGE BREAK--- July 1, 2013 Honorable Mayor, Council Members, Citizens of Farmington: Introduction: I am pleased to present this final FY14 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, FY14 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 March, 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, a formal budget document is prepared that was first submitted to Council on April 10, 2013. After several council budget sessions and some final adjustments, the Council formally adopted the FY14 budget on June 4, 2013. As we are all aware, the national economy continues to struggle to recover from the recent recession. Approximately 64.1% of the City of Farmington general fund revenue budget is funded by Gross Receipts Tax (GRT). Any fluctuation to the economy has a direct effect on the GRT and the ability to accomplish budgetary goals. In 2008, Farmington watched as economic disaster struck the nation. As the national housing market collapsed and businesses, banks, and other local governments went bankrupt, Farmington’s economy maintained and GRT even boomed in FY09 to the highest level in Farmington’s history. Farmington’s economy, however, generally experiences a two-year lag behind the rest of the nation. In FY10, GRT plummeted 17.3% which brought the level of GRT back to FY05 levels, almost $8 million less. FY11 and FY12 showed slight improvement with a 4% increase and 7.7% increase, respectively, giving the impression the recession was lifting and hinting at a more optimistic economic outlook. FY13 dampened that optimistic spirit with GRT dropping 4.7%. Although the average unemployment rate remained at 6.8% for FY12 & FY13, the unknown factor is the number of citizens who left the area to find work elsewhere. High levels of natural gas production in the country as a whole have led to decreasing price levels that directly affect the level of activity here in the San Juan Basin. In April 2012, natural gas prices dropped to $1.95 per 1000 cubic feet (mcf), a rate not seen since 1999. June 2013 showed a substantial increase in natural gas prices to $3.82 per mcf, a 95.9% increase, but the market remains saturated with ample natural gas supply which stifles production. Oil prices, on the other hand, have all but 5 ---PAGE BREAK--- recovered since the drop in 2012 and the demand for oil remains constant. Many Farmington residents involved in the oil industry have left Farmington for oil rich areas such as Texas and North Dakota. Although there are rumors of oil production in the San Juan Basin, no substantial fluctuations in GRT have been noticed as a result. In addition to the depressed oil and gas industry, it is anticipated that electric power production will be reduced as a result of EPA mandates at the San Juan Generating Station. This looming threat will result in the loss of well-paying jobs which will have a dramatic effect on the Farmington economy. Although not a factor in the FY14 budget, the State of New Mexico has passed HB 641 which repeals the hold-harmless distribution to municipalities and counties that offset the food and health care practitioner (medical) deductions. In FY05, the State of New Mexico exempted the sale of food and health care practitioner (medical) from gross receipts tax. Cities and counties were held harmless from this legislation and the State made payments in lieu of the GRT. The repeal of the hold harmless will be phased-out over the next 15 years beginning with an approximate first year payment of $375,000 and, after that, make compounding payments for the remaining 14 years. During the 15 year phase- in, the accumulative loss of revenue to our existing tax revenue is $45.1 million. For these reasons, a conservative approach was taken budgeting the GRT for FY14 approximately 5% below the actual results for FY13. With a higher degree of uncertainty as to actual revenue levels, the budget for FY14 will be even more closely scrutinized than in prior years. On the expenditure side, general fund personnel costs comprise 78% of the total FY14 budgeted expenditures while city-wide expenses consist of 25% of the total annual budget. With some slight variations, staffing has mirrored the economic financial trends of the City. FY08 staffing levels were at their highest in City history. By FY11, staffing levels drastically decreased by 39 positions city- wide and 48 positions within the general fund. This reduction represents a 4.8% reduction city-wide and a 7.8% reduction in the general fund. 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. Since FY11, there has been a slight increase in staffing levels that represents an increase in service to the citizens in Farmington including additional grant funded public safety personnel and increased staff to operate the newly expanded Regional Animal Shelter. Additional staffing, however, is added with an extremely cautious Year Estimated "Phase In" Increment Actual Annual Reduction Accumulative loss of revenue to date 1 375,000.00 $ 375,000.00 $ 375,000.00 $ 2 375,000.00 $ 750,000.00 $ 1,125,000.00 $ 3 375,000.00 $ 1,125,000.00 $ 2,250,000.00 $ 4 375,000.00 $ 1,500,000.00 $ 3,750,000.00 $ 5 375,000.00 $ 1,875,000.00 $ 5,625,000.00 $ 6 375,000.00 $ 2,250,000.00 $ 7,875,000.00 $ 7 375,000.00 $ 2,625,000.00 $ 10,500,000.00 $ 8 375,000.00 $ 3,000,000.00 $ 13,500,000.00 $ 9 375,000.00 $ 3,375,000.00 $ 16,875,000.00 $ 10 375,000.00 $ 3,750,000.00 $ 20,625,000.00 $ 11 375,000.00 $ 4,125,000.00 $ 24,750,000.00 $ 12 375,000.00 $ 4,500,000.00 $ 29,250,000.00 $ 13 375,000.00 $ 4,875,000.00 $ 34,125,000.00 $ 14 375,000.00 $ 5,250,000.00 $ 39,375,000.00 $ 15 375,000.00 $ 5,625,000.00 $ 45,000,000.00 $ 6 ---PAGE BREAK--- approach. With such fluctuating revenue sources, adding additional staff and assuming the obligation of accumulating personnel costs would be unwise at this time. GENERAL FUND DEPARTMENT/DIVISION FUND NUMBER FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 Budget Administration 59.5 61.5 62.5 65.5 31.5 33.5 34.5 33.5 32.5 32.5 32.5 31.5 Library 25.0 30.0 29.0 30.0 24.0 23.0 22.0 22.0 Information Technology 9.0 9.0 16.0 14.0 12.0 12.0 13.0 14.0 Administrative Services 31 31 31 31 30.0 31.0 29.0 29.0 29.0 29.0 29.0 29.0 General Services 43.5 41.5 41.5 45.5 52.5 52.5 58.0 58.0 49.0 46.0 47.0 47.0 Parks, Recreation, & Cultural Affairs 98 97 98 100 99.0 104.0 106.0 105.0 100.0 101.0 101.0 107.0 Police 148.5 148.5 148.5 159.5 170.5 171.5 161.5 162.0 153.0 155.0 156.0 160.0 Fire 73 73 73 82 96.0 96.0 95.0 95.0 91.0 93.0 92.0 92.0 Community Development 75 77 78 81 25.0 25.0 21.0 19.0 18.0 18.0 18.0 15.0 Public Works- 48.0 49.0 50.0 48.0 46.0 46.0 46.0 46.0 Human Resources 10 10 10 11 11.0 12.0 12.0 12.0 11.0 11.0 11.0 9.0 Total General Fund 101 538.5 539.5 542.5 575.5 597.5 613.5 612.0 605.5 565.5 566.5 567.5 572.5 OTHER FUND EMPLOYEES Metropolotin Planning Organization 222 0 1 2 3 0.0 0.0 0.0 3.0 Police-Region II & ARRA Grant 246 2.0 3.0 4.0 3.0 12.0 8.5 8.5 4.0 Comm. Development Block Grant 401/223 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Electric Utility 601 135 142 144 147 168.0 174.0 172.0 179.0 175.0 178.0 179.0 181.0 Water/Wastewater Utility 602/603 8.0 8.0 8.0 8.0 8.0 8.0 8.0 8.0 Golf Courses 610 7.0 7.0 7.0 7.0 7.0 7.0 6.0 6.0 Total Other Fund Employees 135 142 144 147 186 194 194 201 203 202.5 202.5 203 Total Budgeted Regular Positions 673.5 681.5 686.5 722.5 783.5 807.5 806.0 806.5 768.5 769.0 770.0 775.5 City of Farmington Staffing Summary FY03 to FY14 Budget 7 ---PAGE BREAK--- The FY14 budget suspends the FY12 approved HayGroup compensation plan and controls personnel costs with a 2% at anniversary pay increase for all employees. Unpredictable future revenue streams mandate controlling not only the current fiscal year personnel costs but future accumulating personnel costs as well. Also 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 began providing services as of July 1, 2012. These policy changes, along with future modest increases in premiums, will promote the health insurance fund on the path of self- sufficiency and facilitate generating adequate levels of reserves to cover the fund through periods of high claims usage. As depicted in this graph, with the implementation of these policies, cash levels went from ($213k) in FY11 to $688k in FY13. An additional 10% premium increase is anticipated in FY15 in order to reach sufficient reserve levels. June FY09 June FY10 June FY11 June FY12 Q4/FY13 HEALTH INSURANCE $41,170 $67,937 $(213,282) $688,154 $41,170 $67,937 $(213,282) $688,154 ($300,000) ($200,000) ($100,000) $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 HEALTH INSURANCE FUND CASH BALANCE, FY13 FIVE YEAR COMPARISON 8 ---PAGE BREAK--- New for the FY14 budget is the reclassification of certain grants previously recorded in the general fund to separate funds in an effort to increase clarity and transparency in both the general fund and the grant related funds. The Red Apple Transit funded by the U.S. Department of Transportation, Metropolitan Planning Organization (MPO) funded by the Federal Transit Authority through the New Mexico Department of Transportation and the Community Development Block Grant (CBDG) funded by the U.S. Department of Housing and Urban Development were all moved to separate special revenue funds. The Red Apple Transit and the MPO were previously accounted for in the general fund while the CDBG was located in the community dev./public works grant projects fund. Only public works projects remain in this fund. The Metropolitan Redevelopment Authority financial transactions were also removed from the governmental capital projects fund to the new Metropolitan Redevelopment Authority fund. The current FY14 budget of $1.3 million for new vehicles is budgeted in five separate funds and should maintain the “regular” vehicle replacement schedule. Vehicle usage and operating costs are continually being updated and vehicle accident rates are always unknown so this account is carefully monitored throughout the year. Goals and Objectives: 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 48% 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 16% of the general fund budget to the Parks, Recreation, and Cultural Affairs department and over 6% to the city library. The City supports an airport and transit system to accommodate the movement of people and goods. Vital to the economy of Farmington is quality, controlled growth. With growth must be guidelines to ensure appropriate land use, development, and proper 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 such a high standard expected by the citizens of Farmington, there may be several challenges in Farmington’s future to accomplish these goals. As mentioned earlier, GRT makes up approximately 70% of the total general fund revenue. HB64 allows a new municipal local option gross receipts tax to be imposed by ordinance but not to exceed an aggregate rate of 3/8 percent of the gross receipts of any person engaging in business in the municipality. In addition, the City of Farmington has the following Local Option GRT unimposed increments- Type of Gross Receipt Tax % Dedication Value Municipal Local Option 0.2500% General or Specific Purpose 4.74 $ Municipal Local Option 0.2500% General or Specific Purpose 4.74 $ Municipal Infrastructure 0.0625% Infrastructure or General Purpose 1.18 $ Municipal Infrastructure 0.0625% Infrastructure or General Purpose 1.18 $ Municipal Capital Outlay 0.2500% Infrastructure or Infrastructure Rev Bonds 4.74 $ Municipal Quality of Life 0.2500% Cultural Programs & Activities 4.74 $ 1.1250% 21.31 $ 9 ---PAGE BREAK--- As depicted on the below schedule, Farmington’s GRT rate is the second lowest to comparable size cities in New Mexico. When property tax is included, Farmington has the lowest tax effect on same size cities. Even with such a low rate, the City’s share is $.34 out of every $1.00 collected of GRT. Of course, GRT will be evaluated carefully to ensure taxes are not unnecessarily raised. If the need arises for additional revenue sources and others are not determined, the need to reduce services may be another alternative. Property Taxes are estimated at 3.4% of the FY14 budget. Of the total county property tax collected, Farmington receives only As a result, a property tax increase will not have a significant financial impact. City Current GRT Rate Ruidoso 8.6250% Santa Fe 8.1875% Taos 8.1875% Tucumcari 8.1250% Gallup 8.0625% Durango, CO 7.9000% Aztec 7.7500% Bloomfield 7.6875% Rio Rancho 7.6250% Las Cruces 7.5625% Roswell 7.1250% Farmington 7.1250% Albuquerque 7.0000% Farmington Property tax on $200,000 home $1,494 GRT tax on $25,000 spending 1,781 TOTAL $3,275 Albuquerque Property tax on $200,000 home $2,723 GRT tax on $25,000 spending 1,750 TOTAL $4,473 10 ---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 FY14, this policy will result in a transfer of $6,429,504. 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. As discussed later in this transmittal letter, the electric utility is in the process of evaluating electric rates. The level of the dividend 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. In FY11, in accordance with GFOA “best practices”, Council approved the Cash Reserve Transfer policy which transfers to the government capital projects fund the previous year’s June 30 cash balance exceeding 20.8% of the current year’s general fund expense budget. As depicted in the below schedule, the 20.8% far exceeds the State Minimum reserve of 8.3%. These funds will be prioritized and allocated to specific projects according to Council approval. In addition, these funds may be used to mitigate current and future risks due to temporary revenue shortfalls or unanticipated, one-time expenditures. In FY12, a $3.6 million Cash Reserve Transfer was made, while in FY13, the transfer totaled $4.1 million. Of these cash transfers, Council approved $4.0 million to be spent on various capital projects. During the FY14 budget process, the initial budget projected a $6.5 million deficit. In order to resolve this deficit, $3 million of expense cuts were applied and $3.5 million was transferred back to the general fund. The FY14 general fund budget does not include an amount for a Cash Reserve Transfer but due to an unanticipated surplus at June 30, 2013, it is estimated that a $2.9 million Cash Reserve Transfer will be made in FY14. Unfortunately there are several scenarios that may negatively affect the City’s economy in the future. For FY14, general fund budget deliberations centered on revenue projections. Spillover from the national economy may continue to affect the local economy, reduced natural gas production, 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. These factors have the potential to create some fairly large economic dislocations and produce an economic situation that remains somewhat uncertain. As a result, GRT was conservatively budgeted over 5% less than FY13 actual GRT received. On the expenditure side, personnel costs were limited to a 2% on anniversary increase and health insurance premiums were increased by 10%. As mentioned above, in order to balance the FY14 budget, over $3 million in expenditure cuts were made which include reducing general fund fleet purchases and reductions in travel and computers. Cuts were made to the library and specific *Cash Reserve Policy Calculation Reserve Percent of FY Expenditure Budget 8.3% 16.6% 20.8% Reserve Description Required State Minimum Reserve GFOA Recommended Best Practice City of Farmington Cash Reserve Policy 11 ---PAGE BREAK--- PRCA operations that have minimal effect on customer service offered. In addition, expense reductions were made to anticipated correction fees and the contingency expense line item. Finally, some sanitation expenses were transferred to the sanitation fund while the MPO, CDBG and Red Apple Transit grants were transferred to newly established special revenue/capital funds. On a positive note, although not one relied on during the budgeting process, there has been some local discussion about the mining of the Mancos Shale for oil and other resources. With the development of new technologies, specifically horizontal drilling, oil and other natural resources might be able to be mined from the San Juan Basin which would revitalize the City of Farmington’s economy. This type of drilling, however, is very costly with much State regulation and it is uncertain if exploration companies will be willing to tap this local resource. However, the City of Farmington boasts a strong cash balance for the general fund along with financially stable special and capital projects funds. The City is in a very favorable position to face the future. The compilation of this FY14 Final Budget also reflects the following policy initiatives: ► Continuation of the two-year budget process for FY14 and FY15 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. ► The general fund portion of the expenditure budget continues the provision of existing municipal services. This being accomplished with a budget 7.95% lower than the adjusted budget for FY13 less the Cash Reserve Transfer. ► For FY14, funding is adequate for training, supplies, and equipment available to City staff. Although the budget includes a 25% reduction in travel, essential travel and training remains as a budgeted expense. Other alternatives, such as web-based training, is utilized and provides less-expensive training alternatives. There is no deferred maintenance for any city assets. ► For the FY14 budget, the general fund staffing levels increased by 5 positions while city-wide positions increased by 5.5 positions. The 5.5 staff increase is composed of 6 new kennel technicians for the new Regional Animal Shelter expansion less a Region II part-time employee originally classified as a regular employee that is now classified as temporary. With the MPO staff and safety being reclassified from the general fund to other funds and the COPS officers being transferred into the General fund, there is no net effect on the city-wide staffing fluctuation. ► During the FY14 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 and return on its investment. For FY14 the dividend amount is $6.4 million. 12 ---PAGE BREAK--- Overall Budget Summary: (FY14 only) The total FY14 expenditure budget of $253,822,460 for all funds represents a $3,744,267 increase from the previous year’s original budgeted expenditures of $250,078,193. This equates to a 1.5% increase overall due to increases of $1.2 million in the Red Apple Transit fund, $1.3 million in the governmental capital projects fund and $1.4 million in the electric utility fund. The FY14 budget includes decreases of $2 million in the general fund, $755k in the GRT streets fund, and $2.3 million in the wastewater fund. The increases in the government capital projects funds are the result of budgeting for large capital expenditures to replace aging infrastructure and improve City facilities. The decrease in the GRT streets fund and the wastewater fund are a result of the completion of capital projects. The total budget for capital projects included in the Capital Improvement Plan is $60,780,054, a decrease of less than 1.0% or $34,827 from FY13. Budgeted revenue for all funds is $220,781,578, which is $4,435,228 or 2.1% more than the prior year’s original budgeted revenues of $216,346,350. 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 FY14 Final Budget reflects currently existing staff positions for all funds. This listing is essentially the same as FY13 with the exception of the addition of six kennel technicians added to assist with the Regional Animal Shelter’s increased operations. In addition, staffing is reduced by one half position that was reclassified to a temporary position rather than a regular position. 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 $ 46,676,675 which conservatively is budgeted at 5.2% less than FY13. Actual GRT received in FY13 totaled $49,233,583. When actual results for June were higher than anticipated, the FY13 budget amount resulted in an additional reduction of from FY13 actual Gross Receipts Tax (GRT) revenue. GRT revenue is approximately 21.2% of all funds budgeted revenues and enterprise funds’ service fees of $128,021,077 are approximately 58% of all funds budgeted revenues. GENERAL FUND The budgeted FY14 general fund total revenues are $56,228,873, and budgeted expenditures are $56,228,873. 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 government capital projects fund and expended on Council designated capital projects and future risks due to temporary revenue shortfalls or unanticipated, one-time expenditures. During the FY14 budget process, the initial budget projected a $6.5 million deficit. In order to resolve this deficit, $3 million of expense cuts were applied and $3.5 million was budgeted to be transferred back from the government capital projects Fund. The FY14 budget does not include an amount for the Cash Reserve Transfer but due to an unanticipated surplus at June 30, 2013, it is estimated that a Cash Reserve Transfer of $2.9 million will be made in FY14. When compared to FY13 adjusted budget, FY14 revenue was decreased by 1.8% and expenditures have decreased by 4.6%. The ending cash balance is projected at $13 million, or 23.2% of the total budgeted expenditures, which will leave a reserve balance that is 14.9% greater than the State minimum requirement of 8.3% of the total expenditure budget. This strong cash balance position 13 ---PAGE BREAK--- will provide the needed flexibility necessary to adjust to any additional impacts caused by changing economic conditions. In FY14, $36,018,512 is budgeted for GRT revenue. This forecast is over 5% less than the actual GRT revenue for FY13. The FY14 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, $1,164,850 is to be transferred to the debt service fund for servicing the required debt payments on the 2005 and 2012 Sales Tax Revenue Bond issues. Budgeted GRT revenue is approximately 64.1% of the total general fund revenue budget. For FY14, capital spending has been reduced to $392k in the general fund from the $525k budgeted in the FY13 budget. This decrease is due largely to the decision to reduce the fleet replacement budget by $200k. With $305k budgeted for replacement vehicles, the remaining $87k is budgeted for capital items at the Airport ($20k), Police Department ($60k) and Human Resources 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. Municipal Court correction fees for prisoner days are budgeted at $1.8 million in the general fund for FY14 which translates into $401,275 less than the actual amount expended in FY13. For FY14, there may be some trial testing of a program targeting the top 20 offenders which incur a large portion of the prisoner days. Since staffing comprises over 77% of the general fund budget, the extreme importance of staffing analysis remains ongoing. Most staffing changes occurred between divisions leaving the total staff count the same. In the City Manager division, an administrative aid unfilled position was transferred to Information Technology to provide an additional help desk/trainer. In FY14, the newly constructed Regional Animal Shelter will open and require additional staffing to accommodate the increase in animal capacity. Six new kennel technicians were added to facilitate the Regional Animal Shelter needs. In the Police department, four grant funded COPS positions were absorbed into the general fund with the partial completion of COPS grant. In an unrelated decision, four certified officer positions were un-funded for budget purposes. The MPO staff of three was reclassified to the new special revenue fund while the Safety division was combined with the electric utility compliance division. Two safety employees were reclassified to the electric fund as a result of this reclassification. Finally, in the parks operations, the arborist position was un-funded. 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. In FY13, the HayGroup pay plan evaluation was adopted by Council to increase wages and salaries to regional market rates. This pay plan, however, was suspended in FY14 and a 2% at anniversary increase was implemented by Council. 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. 14 ---PAGE BREAK--- GRT-STREETS FUND (201) & GRT–PARKS FUND (202) 201 Fund: The FY14 expenditure budget for the 201 Fund is $13,517,470; down 11% from the FY13 adjusted budgeted of $15,147,093. The largest reason for the decrease is a $400k reduction in non-capital major street resurfacing. Budgeted traffic signal and storm sewer capital projects also decreased over $518k. 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 in FY13, the goal was to focus attention on past projects that were temporarily postponed. In FY14, projects are more caught-up and the budget amounts can be reduced to a normal, expected annual maintenance amount. The revenue supporting these expenditures includes a 3/8% Gross Receipts Tax projected at $7,255,442, state gasoline tax of $775,000, and interest income of $110,000. Funded by the Gross Receipts Tax revenue, on the expense side $304,638 will be transferred to the 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 public works capital grant fund for FY14 because there is a sufficient cash balance in the public works capital grant fund to meet any grant match requirements. The FY14 budget anticipates utilizing $5.4 million of the beginning cash balance for various street projects that were delayed as a result of the flooding that occurred in the fall of 2010. Construction of the Porter Arroyo Detention Pond is currently included in the 201fund Capital Improvement Plan and budgeted to be funded by GRT revenue. FEMA funding has been applied for however, which if received, would reduce the amount of cash balance utilized. The 201 fund proposed expenditures are as follows: Annual Street Maintenance and Construction General operating expenses $ 4,827,832 Debt Service 304,638 Street resurfacing 3,000,000 Vehicles 525,000 Street construction 550,000 Traffic lights, signalization and intersection improve. 1,360,000 Storm sewer cleaning/construction 1,650,000 General fund expense transfer 1,300,000 TOTAL $13,517,470 The total General operating expenses category includes a $1,005,000 expenditure transfer from the general fund for public works salaries. These transfers have historically allowed the general fund public works department to benefit from GRT Revenue in the 201 Fund by transferring a portion of their costs applicable to various projects out of the general fund. 202 Fund: FY14 expenditures for the 202 GRT parks fund are budgeted at $2,936,866 which is 7% less than the adjusted FY13 budget of $3,152,912. The primary revenue source supporting this fund is a 1/8% GRT dedicated to Parks. For FY14, GRT revenue is projected at $2,437,481, 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 $ 771,000 Parks construction projects 485,000 Salaries and wages (seasonal employees) 1,441,718 Miscellaneous 239,148 TOTAL $ 2,936,866 15 ---PAGE BREAK--- The total Salaries and wages category includes a $685,000 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 FY14, the City’s 5% occupancy tax on lodging accommodations is budgeted to generate approximately $1.25 million. Ticket and food sales of $60k and a $25k transfer from the general fund are also budgeted revenue intended to fund the Lions Wilderness Park Amphitheater operations, particularly Sandstone Productions. An additional $3,000 in interest and $3,000 in miscellaneous revenue will provide a total of $1,343,105 for tourism promotion. The City has budgeted $175k 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 $293,424 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 for a total budgeted expense of $1,308,313. Lodgers tax mirrors GRT in the sense that lodgers tax revenue suffered a decrease in collections from FY10 to FY11. With just over $1 million collected in FY10 and FY11, FY12 showed signs of recovery reporting $1.2 million in collections. FY14 is budgeted higher than the prior year so the lodgers tax fund will be able to maintain services during FY14. This budget should allow the Convention and Visitors Bureau to support those activities that will encourage a vibrant tourist industry. PUBLIC WORKS GRANT PROJECTS (401) The total expenditure budget for FY14 is $3,179,571 which is solely for the purpose of capital street projects. All CDBG community development budgets have been transferred to the 223- CDBG grant special revenue fund. Various State Highway programs such as the Municipal Arterial and Safety Programs, along with local matching monies, fund the street programs. GOVERNMENT CAPITAL PROJECTS (408) During the FY14 budget process, the initial general fund budget projected a $6.5 million deficit. In order to resolve this deficit, $3 million of expense cuts were applied and $3.5 million was transferred back to the general fund from the governmental capital projects fund. The FY14 budget does not include an amount for the Cash Reserve Transfer but due to a surplus due to expenditures less than budget at June 30, 2013, it is estimated that a $2.9 million Cash Reserve Transfer will be made in FY14. Project priorities will be established by Council on an as needed basis. On the following page, please find a reconciliation of the transfers and Council-approved projects resulting in a projected undesignated balance of $3.1 million at the end of FY14. 16 ---PAGE BREAK--- City of Farmington 408 Fund Investments Fund 408 FY2012 Beginning Cash Balance 109,119 $ FY2012 Cash Reserve Transfer 3,645,233 FY2012 Interest Income 27,324 Transfer from General fund for 701 Health Insurance 396,962 Transfer to 701 Health Insurance fund (307,123) Transfer to 610 Golf Fund-Fiber to PHGC (22,259) FY2012 Approved Projects Funded by the 408 Fund Estimated Project Cost Reserve for MRA Investment 500,000 $ Replace Fire Engine #5 455,000 Roof Replacement/Repair 750,000 MOC Parking Lot (GF Portion) 70/30 split with FEUS 201,150 Fire PPE Building Construction at Station #5 40,000 Fire Equipment/Inventory Building Construction at Stn #3 150,000 Safety City Improvements- 70,000 Data/Phone Network Upgrade Police Building 65,000 14 City Facilities without fiber/Redundant Fiber Path to City connectivity backbone 355,396 Additional Paving 500,000 FY2012 Total Approved Projects 3,086,546 $ Undesignated Fund Balance as of 6/30/12 762,709 $ FY2013 Cash Reserve Transfer 4,099,695 $ Transfer in from 250 fund for additional Fire truck costs 34,767 FY2013 Interest Income (YTD) 27,479 FY2013 Approved Projects Funded by the 408 Fund Estimated Project Cost Additional Fire Engine #5 costs 34,767 $ Airport Taxiway Maintenance 171,667 Communication Equipment 218,000 Rickets Park renovations 83,500 Vehicles 350,000 FY2013 Total Approved Projects 857,934 $ Projected Undesignated Fund Balance as of 6/30/13 4,066,715 $ FY2014 Cash Reserve Transfer-estimated 2,859,729 $ FY2014 Interest Income (YTD) 15,000 FY2014 Expenditures Funded by the 408 Fund Estimated Project Cost Vehicles 350,000 $ Transfer to General fund 3,500,000 FY2014 Total Approved Expenditures 3,850,000 $ Projected Undesignated Fund Balance as of 6/30/14 3,091,444 $ 17 ---PAGE BREAK--- ELECTRIC ENTERPRISE FUND (601) The June 30, 2013 cash balance for the electric fund was $63.4 million. Of this cash balance, approximately $4.7 million represents construction and utility deposits, which are liabilities of the utility and are only held for surety purposes. The budgeted FY14 revenues are $101,370,867 which is 1.6% more than FY13 adjusted budget revenues of $99,770,991. The budgeted expenditures are $109,761,945 which represents a 1.4% increase from the prior year adjusted budget amount of $108,249,563. Capital improvement projects of $23,155,829 for FY14 include $4.0 million construction of an addition to the transformer shop, $1.2 million for NPDES Projects at the Animas Power Plant, $1.8 million for Aztec Substation refurbishment, $1.7 million for Transformer replacements, and $2.0 million for customer work orders. In FY13, the final payment was made on the Series 2002 Revenue Bonds. There are no amounts budgeted in the electric utility for debt service. The Farmington Electric Utility has, by quite some margin, the lowest residential rates in the area (rates are as of March 2013). According to the rate history of the Farmington Electric Utility System (FEUS), the last time rates were increased were in 1982. At that time, rates were increased to make system improvements necessary to make the utility a state of the art, reliable utility. Since 1982, FEUS has experienced tremendous growth with minimal system upgrades and infrastructure improvements. Without the necessary infrastructure, customer reliability was threatened and operating costs had increased tremendously over the prior 30 years. During FY14, a rate study will be presented to Council and the Public Utility Commission (PUC) requesting an overall 6.7% increase by the end of three years. The additional revenue will allow the FEUS to upgrade systems and infrastructure which will result in a decrease in operating costs and increased reliability to the customer. If approved by both the PUC and Council, although new rates may be implemented in FY14, the new rates will not be reflected in the budget until FY15. (Rates presented are as of March 2013) Residential Rate Rate per % Higher Utility Service Area for 500kWh kWh than FEUS City of Aztec Aztec, NM 73.52 0.147 65.40% La Plata Electric Co-op* La Plata/Archuleta Co. 67.60 0.135 52.08% SRP (summer rate) Arizona except Phoenix 65.50 0.131 47.36% Xcel (summer rate) Denver 64.60 0.129 45.33% PNM (summer rate)* Albuquerque 63.33 0.127 42.47% Jemez Mountain Co-op* Cuba 61.48 0.123 38.31% APS (summer rate) Phoenix 60.97 0.122 37.17% Continental Divide Co-op Grants 59.50 0.119 33.86% Farmington Electric Utility San Juan/Rio Arriba Co. 44.45 0.089 * Rate increase in last 12 months 18 ---PAGE BREAK--- 1950's 26% 1960's 21% 1970's 17% 1980's 15% 1990's 13% 2000's 8% MILES OF WATERLINES BY DECADE 1950's 1960's 1970's 1980's 1990's WATER ENTERPRISE FUND (602) The June 30, 2013 cash balance for the water fund was $8.9 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 FY14 budgeted revenues are $14,354,732 which represents a 3% increase from the FY13 adjusted budget and the budgeted expenditures are $17,422,612 which represents a 4% increase from the prior year. The increase in expenditures is due to a $710k increase in capital outlays. The difference of $3.1 million between revenue and expenses will be funded from the beginning cash balance. The FY14 budget includes a total of $7,775,000 in capital projects and $3,723,920 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 FY14 to continue replacing water lines in the central part of the City and to extend lines to new development. The FY14 budget also includes $58,554 in debt service payments payable to the NMFA for the Animas Waterline. In FY13, the final payment was made on the Series 2002 Revenue Bonds. As detailed in the below pie chart, much of the waterlines in Farmington are in need of replacement to prevent critical water problems for the citizens of Farmington. To put some perspective to the amount of waterline that needs to be replaced, just the 1950’s waterlines, only 26% of the total waterline in Farmington, will cost $58.2 million to replace. Using the current renewal and replacement fee, this would take 31.5 years just to replace the 1950’s waterlines. 1950's 84.34 26% R&R 9.15 10% Renewal and Replacement of Waterline Cost to Date - $7,069,056 - Cost /Mile - $773,000 Total R&R • 1950’s – Balance of pipe footage to replace = 77.32 miles • Estimated cost to replace 77.32 miles of pipe = $58, 200,000 • Estimated years to replace at current R & R income = 31.5 years ($58,200,000 / $1,850,000/year = 31.5 years) 19 ---PAGE BREAK--- A rate study is underway now to determine the future revenue of the water enterprise. Although not the lowest rate in the area, Farmington’s water rate is over 41% lower than the highest rate in the area for comparable service. (Note: Rio Rancho and Durango do not include renewal and replacement charges in the quoted rate.) WASTEWATER ENTERPRISE FUND (603) The June 30, 2013 cash balance for the wastewater fund was $7.6 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 FY14 budget includes $1,209,240 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 FY14 total budgeted revenues are $7,973,210 which is a 29.6% decrease from the FY13 adjusted budget. The FY13 revenue budget included a $3.5 million anticipated loan proceeds from the NMFA/NMED to complete phase II of the wastewater treatment plant. The loan proceeds were not received in FY13 and not included in the FY14 budget. Total expenditures of the fund are budgeted at $12,029,950 which is a 15.8% increase from the FY13 expenditure budget. The main reason for this increase is the addition of the second MRAS Basin to the budgeted capital expenditures in FY14. It is planned that the MRAS Basin will be funded with a combination of grant and loan proceeds. The project must be built, however and if outside funding is not received, the project must be constructed using 602 fund cash reserves. Typical water bill Residents 5/8” Meter Customer (as of 3/27/2012 20 ---PAGE BREAK--- 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 FY14 budget includes $304,052 in interest payments and $648,945 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 FY14 capital budget is $5,406,894 while the budget for operations as outlined in the CH2M Hill contract stands at $2,515,800. 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 $1,494,391 for FY14. SANITATION FUND (604) The June 30, 2013 cash balance for the sanitation fund was $2.2 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. In FY11, the City renegotiated the contract for a recycling center whereby Waste Management would be responsible for construction and operation of the current recycling center building. 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. Although FY14 does not contain any capital expenditures, cash is being reserved to construct a second Community Drop- off Center in FY17. The agreement with Waste Management must be re-negotiated at that time and will include operating the second recycling facility. For FY14, revenue in this fund is budgeted at $5,741,000 and expenditures at $5,541,724 producing an estimated $200k increase in cash. HEALTH INSURANCE FUND (701) The June 30, 2013 cash balance for the health insurance fund was $688k. Prior to FY13, 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 ended the year in a negative cash balance position. To help remedy this issue, FY13 included a 10% premium increase. In addition to increasing premiums, effective July, 2012, Blue Cross Blue Shield began administering the plan. After a thorough evaluation of previous year claims, Blue Cross Blue Shield made the statement that claims expense can be significantly decreased in FY13 through better medical service contracts. FY12 claims expense was $6.7 million while FY13 claim expense was $4.9 million resulting in a 28%, or $1.9 million, decrease in health insurance claims. At first glance it would appear that Blue Cross Blue Shield’s services are working to reduce claims expense. Upon closer examination it is clear that the significant decrease between FY12 and FY13 is due to extraordinarily high claims expense in FY12. Claims expense in FY14 and beyond will need to be evaluated to determine if Blue Cross Blue Shield is producing cost saving services. A10% premium increase has been included in the FY14 budget and is also anticipated to be included in the FY15 budget in order to promote the health insurance fund on the path of self-sufficiency and facilitate generating adequate levels of reserves to cover the fund through periods of high claims usage. 21 ---PAGE BREAK--- 22 ---PAGE BREAK--- Citizens of Farmington City Attorney Burnham Claims Legal Mayor and Council Roberts, Darnell, Fischer, McCulloch, Sandel City Clerk Smylie Archives Business Registration Administration City Manager Mayes Human Resources Swenk 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 Campbell Enterprise Systems Computer Operations Help Desk GIS Administrative Services Mason Purchasing Utility/Enterprise Warehouse Community Development Holton Administration Development Services Planning Metro. Planning Org. Building Inspection Metro. Redev. Area Public Works Sypher 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 Baird Administration Building Support Building & Maintenance Community Services Vehicle Maintenance Electric Utility Sims Administration Electric Meter Shop Animas Power Plant Electric Relay Shop Bluffview Power Plant Metering Services Compliance & Safety Navajo Dam Power Plant Electric Engineering San Juan No. 4 Electric Construction Substation Maintenance System Control Center Transmission & Distribution Customer Care Parks, Recreation & Cultural Affairs Styron 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 November 2013 Library Administration Homeland Security Fire Marshalls Operations Community Services Assistant City Manager Campbell Airport/Transit Workplace Safety 23 ---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 FY14 budget identified the several different divisions which include administration, operations, school crossing guards, code compliance, detectives, K-9 unit, school resource officers, SWAT/bomb squad, traffic, training, crime lab, and records & evidence. Each of these divisions and all the respective elements enable the organization to deliver police services to our community. The operations 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 operations division there are several specialty units, including bicycle patrol, gangs and district coordinators. These units work very closely with other divisions such as traffic, crime scene technicians, K-9 units, SWAT/bomb squad, and code compliance. The detective division investigates all major crimes, does follow-up on cases initially handled by the operations 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 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 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 Denver, CO. 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. 24 ---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, and other types of 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 1,684 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 Facilities - Civic Center, Senior Center, Recreation Center, Sycamore Park Community Center, Crouch Mesa Community Center, Sports Complex, Ricketts Park, Gateway Museum, and Farmington Regional Animal Shelter. Annual Events - Connie Mack World Series, Riverfest, Freedom Days, Totah Festival, Indian Market, Miss Indian Farmington. 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 OMI, a private company, which operates these city services pursuant to contract with the City. Electric Utility Service: Service area: 1,718 square miles Electric Meters: 44,197 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 25 ---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 26 ---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 present the 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. 27 ---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 28 ---PAGE BREAK--- MEETING: DATE/LOCATION Council Information Sessions March 11-18, 2013 Executive Summary Preview City Manager’s Office Community Public Input Meeting March 19, 2013 5:00-6:30PM Bonnie Dallas Senior Center Community Public Input Meeting March 21, 2013 7:00-8:30PM Farmington Public Library Multi-purpose Room PUC/Council Budget Hearings #1 April 10, 2013 Utilities 9:30AM-2:30PM Lunch provided Farmington Public Library Multi-purpose Room Council Work Session – Budget Hearing #2 - CIP April 16, 2013 Executive Conference Room Special Council Work Session – Budget Hearing #3 April 26, 2013 Executive Conference Room Council Work Session – Budget Hearing #4 May 7, 2013 Executive Conference Room Special Council Work Session – Budget Hearing #5 May 10, 2013 Departmental Budgets and Final CIP Executive Conference Room Council Work Session Budget Hearing #6 May 21, 2013 Adoption of Preliminary Budget Executive Conference Room Council Work Session Budget Hearing #7 June 4, 2013 Adoption of Final Budget Executive Conference Room Submit Final Budget to State DFA July 31, 2013 Submit Final Program Budget to GFOA November 29, 2013 FY 2013 BUDGET CALENDAR 29 ---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 108- 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 March. 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 at this time to increase any type of tax and that reducing costs would be the first priority when it came time to balance the budget. The Mayor did mention that at some point costs will no longer be able to be cut without reducing services. It is at this point the decision will need to be made to increase revenue or discontinue services. 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 FY14, the general fund budget anticipates transferring approximately $3.5 million from the capital projects fund to cover the general fund anticipated budget deficit. After adjustment for this transfer, budget revenues equal budget expenditures. MANAGEMENT POLICIES 30 ---PAGE BREAK--- Performance Measures- The FY14 budget is organized and presented by Department. In addition to positions and dollars for each Division, each Division independently develops and 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 FY14 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 twenty-first 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. 31 ---PAGE BREAK--- Reserve Policies-The State has mandated the maintenance of a General Fund cash balance reserve of 8.3% of budgeted expenditures. In addition, 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. 32 ---PAGE BREAK--- BUDGET Beginning Cash Balance $ 16,192,121 $ 16,192,121 $ 12,803,827 $ 13,039,856 Revenue Gross Receipts Tax $ 37,763,295 $ 39,019,868 $ 35,793,512 $ 35,793,512 Other Taxes 2,428,136 2,372,371 2,375,384 2,375,384 Franchise Fees 3,345,344 3,459,331 3,458,674 3,458,674 Other Revenue 6,273,933 6,306,440 4,671,799 4,671,799 Transfers (Gen Gov Fund) - 0 3,500,000 3,500,000 Electric Dividend 7,459,646 5,781,780 6,429,504 6,429,504 Total Revenue $ 57,270,355 $ 56,939,790 $ 56,228,873 $ 56,228,873 Expenditures Wages/Benefits $ 41,807,605 $ 42,984,780 $ 43,744,191 $ 43,744,191 Operating Expenses 17,686,134 18,481,055 17,292,562 17,292,562 Capital 367,747 529,238 392,400 392,400 Transfers (4,995,786) (5,011,219) (5,200,280) (5,200,280) Total Expenditures $ 54,865,701 $ 56,983,854 $ 56,228,873 $ 56,228,873 Operating Surplus/Deficit $ 2,404,654 $ (44,064) $ - $ - Cash Reserve Transfer 4,099,695 4,099,695 - - Ending Cash Balance $ 14,497,080 $ 12,048,362 $ 12,803,827 $ 13,039,856 Cash Balance in Reserve 26.42% 21.14% 22.77% 23.19% of Expenditures) Cash Reserve Requirements $ 4,748,636 $ 4,685,721 $ 4,685,721 $ 9,493,510 $ 9,367,730 $ 9,367,730 Total Expense 58,965,396.09 61,083,549 56,228,873 56,228,873 GFOA Rec. Best Practices 16.6% FY14 BUDGET DEVELOPMENT GENERAL FUND SUMMARY FINAL BUDGET DEVELOPMENT FY13 FY14 FY14 PRELIMINARY BUDGET ADJUSTED NM State Cash Reserve Minimum 8.3% FY13 FINAL BUDGET ACTUAL 33 ---PAGE BREAK--- FY14 Budget FUND PUBLIC DEBT NUMBER FUND TITLE GENERAL LIBRARY PARKS POLICE FIRE WORKS UTILITIES AIRPORT SERVICE TOTAL 101 GENERAL FUND 16,908,778 3,748,725 9,291,447 15,479,321 8,691,439 1,170,444 938,719 56,228,873 SPECIAL REVENUE FUNDS 201 GRT-STREETS 13,517,470 13,517,470 202 GRT-PARKS 2,936,866 2,936,866 211 PARKS DEVELOPMENT FEES 48,000 48,000 213 LIBRARY GIFTS AND GRANTS 127,500 127,500 214 PARKS/REC GIFTS AND GRANTS 940,697 940,697 217 MUSEUM GIFTS AND GRANTS 145,000 145,000 221 RED APPLE TRANSIT GRANT 1,226,681 1,226,681 222 GENERAL GRANTS 626,201 626,201 223 CDBG GRANT 827,211 827,211 230 LODGERS TAX 1,308,313 1,308,313 240 STATE POLICE PROTECTION 104,900 104,900 246 REGION II NARCOTICS 489,306 489,306 248 COPS PROGRAM 68,588 68,588 249 LAW ENFORCEMENT BLOCK GRANT 40,000 40,000 250 STATE FIRE 472,238 472,238 251 PENALTY ASSESSMENT 155,000 155,000 CAPITAL PROJECTS FUNDS 401 COMMUNITY DEV. GRANT PROJECTS 3,179,571 3,179,571 402 GRT 2012 BOND PROJECTS 572,945 4,503,305 2,912,000 1,000,000 8,988,250 408 GENERAL GOVN'T CAPITAL PROJECTS 4,969,428 65,000 63,057 180,000 450,000 5,727,485 409 AIRPORT GRANTS 1,480,000 1,480,000 411 MRA FUND 500,000 500,000 DEBT SERVICE FUND 501 SALES TAX BOND RETIREMENT 1,632,294 1,632,294 ENTERPRISE FUNDS 601 ELECTRIC ENTERPRISE 109,761,945 109,761,945 602 WATER ENTERPRISE 28,746 17,335,412 58,454 17,422,612 603 WASTEWATER ENTERPRISE 28,746 11,048,207 952,997 12,029,950 604 SANITATION ENTERPRISE 5,541,724 5,541,724 610 GOLF ENTERPRISE 1,339,734 1,339,734 INTERNAL SERVICE 701 HEALTH INSURANCE 6,956,051 6,956,051 GRAND TOTAL 32,742,295 3,876,225 20,578,362 16,245,172 12,255,677 19,374,977 143,687,288 2,418,719 2,643,745 253,822,460 CITY OF FARMINGTON FUND STRUCTURE BY FUNCTION 34 ---PAGE BREAK--- November 2013 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 Smylie 1106 Governmental Relations Director Elizabeth Isenberg 1419 [EMAIL REDACTED] Library Director Karen McPheeters 1275 Public Works Public Works Director David Sypher 1283 Community Development Community Dev. Director Mary Holton 1285 [EMAIL REDACTED] Police Police Chief Kyle Westall 1039 [EMAIL REDACTED] General Services General Services Director Julie Baird 1156 [EMAIL REDACTED] Fire Fire Chief Terry Page 1431 [EMAIL REDACTED] Human Resources Human Resources Director Tom Swenk 1133 [EMAIL REDACTED] Electric Utility Electric Utility Director Mike Sims 1165 [EMAIL REDACTED] Administrative Services Administrative Services Director Andy Mason 1367 [EMAIL REDACTED] Parks, Recreation & Cultural Affairs PRCA Director Cory Styron 1402 Information Technology Information Technology Director James Campbell 1102 [EMAIL REDACTED] *All City phone extensions begin with the Area Code 505 and the prefix 599 CITY OF FARMINGTON CONTACT DIRECTORY 35 ---PAGE BREAK--- 36 ---PAGE BREAK--- UNAUDITED PROJECTED FY14 FY14 BEGINNING ENDING FUND FUND CASH TOTAL TOTAL CASH NAME NO. BALANCE REVENUES EXPENDITURES BALANCE General Fund 101 13,039,856 $ 56,228,873 $ 56,228,873 $ 13,039,856 $ GRT-Streets 201 7,811,159 8,140,942 13,517,470 2,434,631 GRT-Parks 202 942,619 2,437,481 2,936,866 443,234 Park Development Fees 211 354,040 17,000 48,000 323,040 Library Gifts & Grants 213 322,464 146,700 127,500 341,664 Parks/Rec Gifts & Grants 214 939,828 668,700 940,697 667,831 Museum Gifts & Grants 217 184,494 140,000 145,000 179,494 Red Apple Transit Grant 221 - 1,138,681 1,226,681 (88,000) General Grants 222 - 627,058 626,201 857 CDBG Grant 223 - 806,189 827,211 (21,022) Lodgers Tax 230 184,802 1,343,105 1,308,313 219,594 State Police Protection 240 83,711 104,900 104,900 83,711 Region II Narcotics 246 (88,897) 492,000 489,306 (86,203) COPS Program 248 (35,956) 253,500 68,588 148,956 Law Enforcement Block Grant 249 32,631 40,000 40,000 32,631 State Fire 250 109,428 480,738 472,238 117,928 Penalty Assessment 251 12,352 155,000 155,000 12,352 Comm. Dev./Public Wks. Grant Projects 401 1,386,546 2,760,928 3,179,571 967,903 GRT 2012 Series Bonds 402 5,560,768 3,059,000 8,988,250 (368,482) General Gov't. Capital Projects 408 5,635,409 15,000 5,727,485 (77,076) Airport Grants 409 144,798 1,448,941 1,480,000 113,739 Metropolitan Redevelopment Authority 411 - 503,000 500,000 3,000 Sales Tax Bond Retirement 501 193,218 1,635,894 1,632,294 196,818 Electric Enterprise 601 63,376,017 101,370,867 109,761,945 54,984,939 Water Enterprise 602 8,918,222 14,354,732 17,422,612 5,850,342 Wastewater Enterprise 603 7,610,720 7,973,210 12,029,950 3,553,980 Sanitation Enterprise 604 2,213,380 5,741,000 5,541,724 2,412,656 Golf Enterprise 610 27,980 1,195,928 1,339,734 (115,826) Health Insurance 701 688,154 7,502,211 6,956,051 1,234,314 TOTALS 119,647,745 $ 220,781,578 $ 253,822,460 $ 86,606,863 $ CITY OF FARMINGTON FY14 FUND SUMMARY 37 ---PAGE BREAK--- FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 1-Taxes 41,842,175 $ 40,042,868 $ 38,008,896 $ 38,667,294 $ 1.7% 2-License/Permits 647,637 633,467 680,250 7.4% 697,256 2.5% 3-Intergov't Revenue 1,478,536 1,402,758 669,640 (52.3%) 686,381 2.5% 4-Charges for Services 2,821,317 2,756,273 1,936,509 (29.7%) 1,984,922 2.5% 5-Fines/Fees 1,017,977 1,001,305 1,135,100 13.4% 1,163,478 2.5% 6-Misc Revenue 2,881,896 2,952,532 2.5% 2,748,034 2,816,735 2.5% 8-Intragovernmental 8,076,968 8,481,151 5.0% 11,050,444 30.3% 7,739,205 (30.0%) TOTAL 58,766,505 $ 57,270,355 $ 56,228,873 $ 53,755,271 $ 201-GRT - STREETS 1-Taxes 8,776,819 $ 8,262,636 $ 8,030,442 $ 8,172,419 $ 1.8% 3-Intergov't Revenue 4,705 285,209 5961.4% - (100.0%) - 0.0% 4-Charges for Services - 600,431 0.0% - (100.0%) - 0.0% 6-Misc Revenue 76,765 243,457 217.1% 110,500 (54.6%) 113,263 2.5% 8-Intragovernmental (533,500) - (100.0%) - 0.0% - 0.0% TOTAL 8,324,789 $ 9,391,732 $ 12.8% 8,140,942 $ (13.3%) 8,285,682 $ 1.8% 202-GRT - PARKS 1-Taxes 2,673,231 $ 2,548,962 $ 2,418,481 $ 2,459,348 $ 1.7% 6-Misc Revenue 207,872 27,119 (87.0%) 19,000 (29.9%) 19,475 2.5% TOTAL 2,881,102 $ 2,576,080 $ (10.6%) 2,437,481 $ 2,478,823 $ 1.7% 211-PARK DEVELOPMENT FEES 4-Charges for Services 24,039 $ 18,118 $ (24.6%) 15,000 $ (17.2%) 12,950 $ (13.7%) 6-Misc Revenue 2,777 2,187 (21.3%) 2,000 2,050 2.5% TOTAL 26,816 $ 20,305 $ (24.3%) 17,000 $ (16.3%) 15,000 $ (11.8%) 213-LIBRARY GIFTS & GRANTS 3-Intergov't Revenue 266,318 $ 18,003 $ (93.2%) 118,000 $ 555.4% 120,950 $ 2.5% 6-Misc Revenue 50,983 49,502 28,700 (42.0%) 29,418 2.5% TOTAL 317,301 $ 67,505 $ (78.7%) 146,700 $ 117.3% 150,368 $ 2.5% 214-PARKS/REC GIFTS & GRANTS 3-Intergov't Revenue 36,721 $ 119,120 $ 224.4% 29,000 $ (75.7%) 29,725 $ 2.5% 4-Charges for Services 304,563 292,976 269,500 276,238 2.5% 6-Misc Revenue 367,179 226,903 (38.2%) 370,200 63.2% 379,455 2.5% TOTAL 708,464 $ 638,998 $ 668,700 $ 4.6% 685,418 $ 2.5% 217-MUSEUM GIFTS & GRANTS 4-Charges for Services 79,990 $ 52,732 $ (34.1%) 75,500 $ 43.2% 77,388 $ 2.5% 6-Misc Revenue 29,184 9,140 (68.7%) 64,500 605.7% 66,113 2.5% TOTAL 109,174 $ 61,871 $ (43.3%) 140,000 $ 126.3% 143,500 $ 2.5% 221-RED APPLE TRANSIT GRANT 3-Intergov't Revenue - $ - $ 0.0% 549,000 $ 0.0% 562,725 $ 2.5% 4-Charges for Services - - 0.0% 144,200 0.0% 147,805 2.5% 8-Intragovernmental - - 0.0% 445,481 0.0% 456,618 2.5% TOTAL - $ - $ 0.0% 1,138,681 $ 0.0% 1,167,148 $ 2.5% 222-GENERAL GRANTS 3-Intergov't Revenue - $ - $ 0.0% 558,838 $ 0.0% 565,309 $ 1.2% 8-Intragovernmental - - 0.0% 68,220 0.0% 69,926 2.5% TOTAL - $ - $ 0.0% 627,058 $ 0.0% 635,234 $ 1.3% 223-CDBG GRANT 3-Intergov't Revenue - $ - $ 0.0% 806,189 $ 0.0% 826,344 $ 2.5% TOTAL - $ - $ 0.0% 806,189 $ 0.0% 826,344 $ 2.5% CITY OF FARMINGTON REVENUE SUMMARY 38 ---PAGE BREAK--- FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change CITY OF FARMINGTON REVENUE SUMMARY 230-LODGERS TAX 1-Taxes 1,235,675 $ 1,190,133 $ 1,252,105 $ 5.2% 1,252,105 $ 0.0% 4-Charges for Services 42,805 60,389 41.1% 60,000 61,500 2.5% 6-Misc Revenue 3,080 28,193 815.3% 31,000 10.0% 31,775 2.5% TOTAL 1,281,561 $ 1,278,715 $ 1,343,105 $ 5.0% 1,345,380 $ 0.2% 240-STATE POLICE PROTECTION 3-Intergov't Revenue 106,800 $ 104,400 $ 104,400 $ 0.0% 107,010 $ 2.5% 6-Misc Revenue 539 101 (81.2%) 500 392.9% 513 2.5% TOTAL 107,339 $ 104,501 $ 104,900 $ 0.4% 107,523 $ 2.5% 246-REGION II NARCOTICS 3-Intergov't Revenue 366,242 $ 275,871 $ (24.7%) 410,350 $ 48.7% 420,609 $ 2.5% 6-Misc Revenue 44,423 68,594 54.4% 51,650 (24.7%) 52,941 2.5% 8-Intragovernmental 30,000 30,000 0.0% 30,000 0.0% 30,000 0.0% TOTAL 440,665 $ 374,465 $ (15.0%) 492,000 $ 31.4% 503,550 $ 2.3% 248-COPS PROGRAM 3-Intergov't Revenue 331,216 $ 271,787 $ (17.9%) 253,500 $ 259,838 $ 2.5% TOTAL 331,216 $ 271,787 $ (17.9%) 253,500 $ 259,838 $ 2.5% 249-LAW ENFORCEMENT BLOCK GRANT 3-Intergov't Revenue 55,957 $ 27,504 $ (50.8%) 40,000 $ 45.4% 41,000 $ 2.5% 6-Misc Revenue 323 391 20.9% - (100.0%) - 0.0% TOTAL 56,280 $ 27,894 $ (50.4%) 40,000 $ 43.4% 41,000 $ 2.5% 250-STATE FIRE 3-Intergov't Revenue 1,305,895 $ 1,089,778 $ (16.5%) 472,238 $ (56.7%) 484,044 $ 2.5% 6-Misc Revenue 9,106 5,297 (41.8%) 8,500 60.5% 8,713 2.5% 8-Intragovernmental (110,000) - (100.0%) - 0.0% - 0.0% TOTAL 1,205,001 $ 1,095,076 $ 480,738 $ (56.1%) 492,756 $ 2.5% 251-PENALTY ASSESSMENT 5-Fines/Fees 165,559 $ 152,637 $ 155,000 $ 1.5% 158,875 $ 2.5% 6-Misc Revenue 147 84 (42.7%) - (100.0%) - 0.0% TOTAL 165,706 $ 152,721 $ 155,000 $ 1.5% 158,875 $ 2.5% 401-PUBLIC WORKS GRANT PROJECTS 3-Intergov't Revenue 486,334 $ 1,038,718 $ 113.6% 2,310,928 $ 122.5% 2,368,701 $ 2.5% 4-Charges for Services - - 0.0% 450,000 0.0% 461,250 2.5% 6-Misc Revenue 9,561 7,397 (22.6%) - (100.0%) - 0.0% TOTAL 495,894 $ 1,046,115 $ 111.0% 2,760,928 $ 163.9% 2,829,951 $ 2.5% 402-GRT 2012 BONDS 3-Intergov't Revenue - $ 352,350 $ 0.0% 3,039,000 $ 762.5% 3,114,975 $ 2.5% 6-Misc Revenue 11,411,694 46,910 (99.6%) 20,000 (57.4%) 20,500 2.5% 8-Intragovernmental (2,231,667) 125,000 (105.6%) - (100.0%) - 0.0% TOTAL 9,180,028 $ 524,260 $ (94.3%) 3,059,000 $ 483.5% 3,135,475 $ 2.5% 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 6-Misc Revenue 27,324 $ 27,479 $ 0.6% 15,000 $ (45.4%) 15,375 $ 2.5% 8-Intragovernmental 3,622,974 4,134,462 14.1% - (100.0%) - 0.0% TOTAL 3,650,297 $ 4,161,941 $ 14.0% 15,000 $ (99.6%) 15,375 $ 2.5% 409-AIRPORT GRANTS 3-Intergov't Revenue 1,281,039 $ 1,080,788 $ (15.6%) 1,419,688 $ 31.4% 1,455,180 $ 2.5% 6-Misc Revenue 9,247 4,920 (46.8%) - (100.0%) - 0.0% 8-Intragovernmental 72,500 115,575 59.4% 29,253 (74.7%) 29,984 2.5% TOTAL 1,362,786 $ 1,201,283 $ (11.9%) 1,448,941 $ 20.6% 1,485,165 $ 2.5% 39 ---PAGE BREAK--- FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change CITY OF FARMINGTON REVENUE SUMMARY 411-METROPOLITAN REDEVELOPMENT AUTHORITY 6-Misc Revenue - $ - $ 0.0% 3,000 $ 0.0% 3,075 $ 2.5% 8-Intragovernmental - - 0.0% 500,000 0.0% - (100.0%) TOTAL - $ - $ 0.0% 503,000 $ 0.0% 3,075 $ (99.4%) 501-SALES TAX BOND RETIREMENT 6-Misc Revenue 4,459 $ 3,965 $ (11.1%) 3,600 $ 3,690 $ 2.5% 8-Intragovernmental 3,847,667 1,646,595 (57.2%) 1,632,294 1,635,893 0.2% TOTAL 3,852,126 $ 1,650,560 $ (57.2%) 1,635,894 $ 1,639,583 $ 0.2% 601-ELECTRIC ENTERPRISE 3-Intergov't Revenue 27,841 $ - $ (100.0%) - $ 0.0% - $ 0.0% 4-Charges for Services 97,048,441 102,191,317 5.3% 100,299,947 102,418,795 2.1% 6-Misc Revenue 1,687,096 1,211,957 (28.2%) 1,070,920 (11.6%) 1,097,693 2.5% TOTAL 98,763,378 $ 103,403,274 $ 4.7% 101,370,867 $ 103,516,488 $ 2.1% 602-WATER ENTERPRISE 3-Intergov't Revenue 284,788 $ 2,510 $ (99.1%) - $ (100.0%) - $ 0.0% 4-Charges for Services 13,875,920 15,585,669 12.3% 14,239,732 14,595,725 2.5% 6-Misc Revenue 76,305 82,574 8.2% 115,000 39.3% 117,875 2.5% TOTAL 14,237,012 $ 15,670,752 $ 10.1% 14,354,732 $ 14,713,600 $ 2.5% 603-WASTEWATER ENTERPRISE 1-Taxes 1,336,593 $ 1,274,442 $ 1,209,240 $ 1,229,674 $ 1.7% 4-Charges for Services 6,530,892 6,857,621 5.0% 6,657,970 6,824,419 2.5% 6-Misc Revenue 59,539 47,668 (19.9%) 106,000 122.4% 108,650 2.5% TOTAL 7,927,024 $ 8,179,731 $ 3.2% 7,973,210 $ 8,162,743 $ 2.4% 604-SANITATION ENTERPRISE 4-Charges for Services 5,311,227 $ 5,352,420 $ 0.8% 5,627,500 $ 5.1% 5,768,188 $ 2.5% 6-Misc Revenue 119,039 95,159 (20.1%) 113,500 19.3% 116,338 2.5% TOTAL 5,430,267 $ 5,447,579 $ 0.3% 5,741,000 $ 5.4% 5,884,525 $ 2.5% 610-GOLF ENTERPRISE 4-Charges for Services 1,041,478 $ 955,183 $ 1,195,928 $ 25.2% 1,225,826 $ 2.5% 6-Misc Revenue 1,043 3,691 253.8% - (100.0%) - 0.0% 8-Intragovernmental 100,103 - (100.0%) - 0.0% - 0.0% TOTAL 1,142,624 $ 958,874 $ (16.1%) 1,195,928 $ 24.7% 1,225,826 $ 2.5% 701-HEALTH INSURANCE 4-Charges for Services 8,731,917 $ 7,501,716 $ (14.1%) 7,499,211 $ 7,686,691 $ 2.5% 6-Misc Revenue 17 46,076 276466.8% 3,000 (93.5%) 3,075 2.5% 8-Intragovernmental 396,962 - (100.0%) - 0.0% - 0.0% TOTAL 9,128,895 $ 7,547,792 $ (17.3%) 7,502,211 $ 7,689,766 $ 2.5% Grand Total 229,892,250 $ 223,124,165 $ 220,781,578 $ 221,353,281 $ 0.3% 40 ---PAGE BREAK--- FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1-Taxes 55,864,492 $ 53,319,040 $ 50,919,164 $ 51,780,840 $ 1.7% 2-License/Permits 647,637 633,467 680,250 7.4% 697,256 2.5% * 3-Intergov't Revenue 6,032,392 6,068,797 0.6% 10,780,771 77.6% 11,042,790 2.4% 4-Charges for Services 135,812,590 142,224,844 4.7% 138,470,997 141,541,696 2.2% 5-Fines/Fees 1,183,536 1,153,942 1,290,100 11.8% 1,322,353 2.5% 6-Misc Revenue 17,079,596 5,191,291 (69.6%) 4,884,604 5,006,719 2.5% 8-Intragovernmental 13,272,006 14,532,783 9.5% 13,755,692 9,961,626 (27.6%) Total Revenue 229,892,250 $ 223,124,165 $ 220,781,578 $ 221,353,281 $ 0.3% * Includes Federal/State grants, NMFA loan proceeds and intergovernmental revenue. 1‐Taxes 23.1% 2‐License/Permits 0.3% 3‐Intergov't Revenue 4.9% 4‐Charges for Services 62.7% 5‐Fines/Fees 0.6% 6‐Misc Revenue 2.2% 8‐Intragovernmental 6.2% SOURCES OF REVENUES FY14 BUDGETED REVENUES 41 ---PAGE BREAK--- General Fund Special Revenue Capital Projects Debt Service Enterprise Internal Service Total 2012 58,766,505 $ 15,955,414 14,689,005 3,852,126 127,500,304 9,128,895 229,892,250 $ 2013 57,270,355 $ 16,061,651 6,933,598 1,650,560 133,660,210 7,547,792 223,124,165 $ 2014 56,228,873 $ 16,991,994 7,786,869 1,635,894 130,635,737 7,502,211 220,781,578 $ 2015 53,755,271 $ 17,296,438 7,469,041 1,639,583 133,503,182 7,689,766 221,353,281 $ *Revenues for FY12 and FY13 are actual. Revenue for FY14 is budgeted, and revenue for FY15 is projected. FISCAL YEAR General Fund 25.5% Special Revenue 7.7% Capital Projects 3.5% Debt Service 0.7% Enterprise 59.2% Internal Service 3.4% FY14 BUDGETED REVENUES BY FUND TYPE $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 2012 2013 2014 2015 MILLIONS Internal Service Enterprise Debt Service Capital Projects Special Revenue General Fund *FISCAL YEAR 42 ---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 26.8%. However, in direct contrast to the prior six years, FY10 saw a 17.5% decrease back to FY05 levels. FY11 and 12 showed slight improvement hinting at an economic recovery. FY13, however, dampened that optimistic outlook with GRT dropping 4.7%. With the high degree of uncertainty in the current economy, a conservative approach to revenue was taken when budgeting FY14 GRT revenue. For FY14, GRT revenue has been conservatively budgeted at $46.7 million or approximately a 5.2% decrease over FY13 GRT revenue. Total budgeted gross receipts tax revenue is 21.1% of total budgeted revenues for all funds. Gross receipts tax for the FY14 General Fund budget is $35.8 million which is 63.7% of the total general fund budgeted revenues. The following graph represents a 10-year history of gross receipts tax revenue: $38.8 $44.0 $49.8 $52.9 $54.8 $55.9 $46.1 $47.9 $51.6 $49.2 $30,000,000 $40,000,000 $50,000,000 $60,000,000 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Fiscal Year City of Farmington 10 Year GRT History 43 ---PAGE BREAK--- Service Fees: For FY14, Enterprise Funds service fees are budgeted at $128,021,077 and represents 58% 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 meters has increased from 31,171 in 1994 to 44,197 in FY14. On October 8th, 2013, the first rate change for the Farmington Electric Utility System was approved by Council. This increase was the first since May 1982. Rates will be increased a total of 6.7% to be implemented by the 3rd year. The budget for electric user fees in FY14 is $109,761,945. 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 16,359 and 14,328, 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 $14.2 million for FY14 and wastewater service fees are budgeted at $6.7 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 $5.6 million for FY14. 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 FY12, 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 FY14. The following chart represents the FY14 budgeted fees by service: Electric $100,299,947 Water $14,239,732 Wastewater $6,657,970 Sanitation $5,627,500 Golf $1,195,928 Enterprise Service Fees FY14 44 ---PAGE BREAK--- CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 59,722,623 $ 59,256,299 $ 64,680,215 $ 9.2% 67,149,889 $ 3.8% b) General Operating 105,608,951 103,417,783 114,379,517 10.6% 123,534,594 8.0% c) Capital 21,919,182 37,758,105 72.3% 59,960,920 58.8% 42,127,732 (29.7%) d) Debt Service 11,375,408 7,319,346 (35.7%) 3,253,560 (55.5%) 3,116,288 e) Transfers 11,624,301 12,500,808 7.5% 11,548,248 8,551,016 (26.0%) TOTAL 210,250,466 $ 220,252,340 $ 4.8% 253,822,460 $ 15.2% 244,479,518 $ FUNDS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 57,886,555 $ 58,965,396 $ 1.9% 56,228,873 $ 58,584,468 $ 4.2% 201-GRT - STREETS 8,457,988 11,304,796 33.7% 13,517,470 19.6% 10,288,833 (23.9%) 202-GRT - PARKS 2,717,846 2,725,192 0.3% 2,936,866 7.8% 3,548,740 20.8% 211-PARK DEVELOPMENT FEES 5,131 46,925 814.5% 48,000 2.3% 100,000 108.3% 213-LIBRARY GIFTS & GRANTS 113,606 41,526 (63.4%) 127,500 207.0% 130,688 2.5% 214-PARKS/REC GIFTS & GRANTS 597,915 734,500 22.8% 940,697 28.1% 710,714 (24.4%) 217-MUSEUM GIFTS & GRANTS 108,940 57,759 (47.0%) 145,000 151.0% 143,500 221-RED APPLE TRANSIT GRANT - - 0.0% 1,226,681 0.0% 1,103,991 (10.0%) 222-GENERAL GRANTS - - 0.0% 626,201 0.0% 649,463 3.7% 223-CDBG GRANT - - 0.0% 827,211 0.0% 779,883 230-LODGERS TAX 1,251,640 1,403,662 12.1% 1,308,313 1,346,206 2.9% 240-STATE POLICE PROTECTION 78,926 49,204 (37.7%) 104,900 113.2% 107,523 2.5% 246-REGION II NARCOTICS 443,993 365,452 (17.7%) 489,306 33.9% 502,766 2.8% 248-COPS PROGRAM 327,255 217,422 (33.6%) 68,588 (68.5%) 71,335 4.0% 249-LAW ENFORCEMENT BLOCK GRANT 59,653 24,043 (59.7%) 40,000 66.4% 41,000 2.5% 250-STATE FIRE 1,545,303 1,215,896 (21.3%) 472,238 (61.2%) 481,573 2.0% 251-PENALTY ASSESSMENT 166,556 155,723 155,000 158,875 2.5% 401-PUBLIC WORKS GRANT PROJECTS 924,931 821,185 (11.2%) 3,179,571 287.2% 4,313,247 35.7% 402-GRT 2012 BONDS 199,082 3,944,437 1881.3% 8,988,250 127.9% - (100.0%) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 562,691 2,120,218 276.8% 5,727,485 170.1% 3,500,000 (38.9%) 409-AIRPORT GRANTS 1,323,436 1,099,204 (16.9%) 1,480,000 34.6% 1,705,753 15.3% 411-METROPOLITAN REDEVELOPMENT AUTHORITY - - 0.0% 500,000 0.0% 25,625 (94.9%) 501-SALES TAX BOND RETIREMENT 3,698,145 1,646,595 (55.5%) 1,632,294 1,635,893 0.2% 601-ELECTRIC ENTERPRISE 95,987,214 102,155,611 6.4% 109,761,945 7.4% 115,148,447 4.9% 602-WATER ENTERPRISE 12,615,635 11,986,880 17,422,612 45.3% 15,227,756 (12.6%) 603-WASTEWATER ENTERPRISE 6,231,855 6,685,304 7.3% 12,029,950 79.9% 9,916,099 (17.6%) 604-SANITATION ENTERPRISE 5,247,987 5,094,384 5,541,724 8.8% 5,681,529 2.5% 610-GOLF ENTERPRISE 1,131,118 1,078,858 1,339,734 24.2% 1,343,863 0.3% 701-HEALTH INSURANCE 8,567,063 6,312,165 (26.3%) 6,956,051 10.2% 7,231,750 4.0% TOTAL 210,250,466 $ 220,252,340 $ 4.8% 253,822,460 $ 15.2% 244,479,518 $ CITY OF FARMINGTON EXPENDITURE SUMMARY 45 ---PAGE BREAK--- *Fiscal Year General Fund Special Revenue Capital Projects Debt Service **Enterprise Internal Service Total 2012 57,886,555 $ 15,874,752 3,010,141 3,698,145 121,213,810 8,567,063 210,250,466 $ 2013 58,965,396 $ 18,342,101 7,985,045 1,646,595 127,001,038 6,312,165 220,252,340 $ 2014 56,228,873 $ 23,033,971 19,875,306 1,632,294 146,095,965 6,956,051 253,822,460 $ 2015 58,584,468 $ 20,165,088 9,544,625 1,635,893 147,317,695 7,231,750 244,479,518 $ *Expenditures for FY12 and FY13 are actual. Expenditures for FY14 are budgeted. Expenditures for FY15 are projected. **Enterprise Funds include Enterprise Debt Service. $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 2012 2013 2014 2015 MILLIONS FISCAL YEAR EXPENDITURE SUMMARY BY FUND TYPE Internal Service **Enterprise Debt Service Capital Projects Special Revenue General Fund General Fund 22.2% Special Revenue 9.1% Capital Projects 7.8% Debt Service 0.6% **Enterprise 57.6% Internal Service 2.7% FY14 BUDGETED EXPENDITURES BY FUND TYPE 46 ---PAGE BREAK--- CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 59,722,623 $ 59,256,299 $ 64,680,215 $ 9.2% 67,149,889 $ 3.8% b) General Operating 105,608,951 103,417,783 114,379,517 10.6% 123,534,594 8.0% c) Capital 21,919,182 37,758,105 72.3% 59,960,920 58.8% 42,127,732 (29.7%) d) Debt Service 11,375,408 7,319,346 (35.7%) 3,253,560 (55.5%) 3,116,288 e) Transfers 11,624,301 12,500,808 7.5% 11,548,248 8,551,016 (26.0%) TOTAL 210,250,466 $ 220,252,340 $ 4.8% 253,822,460 $ 15.2% 244,479,518 $ a) Employee Wages & Benefits 25% b) General Operating 45% c) Capital 24% d) Debt Service 1% e) Transfers 5% FY14 BUDGETED EXPENDITURES BY EXPENDITURE CATEGORY $0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 FY12 FY13 FY14 FY15 EXPENDITURES SUMMARY BY CATETORY e) Transfers d) Debt Service c) Capital b) General Operating a) Employee Wages & Benefits 47 ---PAGE BREAK--- e) Transfers d) Debt Service c) Capital b) General Operating a) Personnel Costs $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 TOTAL CITY ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 TOTAL CITY ACTUAL EXPENDITURES TEN YEAR HISTORY a) Personnel Costs b) General Operating c) Capital d) Debt Service e) Transfers 48 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 (blank) Grand Total 253822460 Row Labels Sum of FY14 Budgeted City Clerk 342235 City Mgr 199788 General Liability 473240 Government Relations 119836 Intra-Gov't 8332476 Legal 564883 Library 3876225 Municipal 2846256 Grand Total 16754939 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% ADMINISTRATION PERCENTAGE OF FY14 BUDGET City Clerk 2.0% City Manager 1.2% General Liability 2.8% Government Relations 0.7% Intra‐Gov't 49.7% Legal 3.4% Library 23.1% Municipal 17.0% ADMINISTRATION PERCENTAGE BY DIVISION 49 ---PAGE BREAK--- ADMINISTRATION: CITY COUNCIL/CLERK PROGRAM DESCRIPTION: The City Clerk’s office is oriented towards 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 44 Council meetings. All agendas for these meetings were delivered to the Mayor, Council and staff three days prior to the meeting. In addition, draft minutes of the meetings were available within 10 business days;  Processed 184 legal notices in calendar year 2012 in accordance with state law;  Processed 783 Inspection of Public Records requests in calendar year 2012;  Collected $152,430 in business registration revenues and had contact with 4,263 customers in order to process, renew or inactivate business registrations;  Processed 25 microfilm cartridges; and  In compliance with the annual archive destruction run, destroyed 390 items. FY14 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.  Conduct the Regular Municipal Election on March 4, 2014. PERFORMANCE MEASURES: With rare exception, the City Clerk’s office provides immediate processing of records requests and the Business Registration Division provides same-day processing of business registrations, licenses and renewals for the convenience of the public. 50 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Mayor (Elected) 1 1 15,041 $ 15,041 $ - Council Members (Elected) 4 4 30,084 40,110 33.3% City Clerk 1 1 70,610 73,458 4.0% Deputy City Clerk 1 1 56,231 59,022 5.0% Business Registration Clerk 1 1 36,232 37,248 2.8% TOTAL 8 8 208,198 $ 224,880 $ 8.0% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 274,637 $ 281,686 $ 2.6% 287,511 $ 2.1% 304,397 $ 5.9% b) General Operating 58,057 32,025 (44.8%) 76,912 140.2% 78,835 2.5% e) Transfers (31,536) (37,548) 19.1% (22,188) (40.9%) (22,743) 2.5% Grand Total 301,157 $ 276,163 $ 342,235 $ 23.9% 360,489 $ 5.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 301,157 $ 276,163 $ 342,235 $ 23.9% 360,489 $ 5.3% Grand Total 301,157 $ 276,163 $ 342,235 $ 23.9% 360,489 $ 5.3% Detail information available on expenditure pages 1-2 of the line item budget book. ADMINISTRATION CITY COUNCIL / CLERK $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 101‐GENERAL FUND CITY COUNCIL/CLERK FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 51 ---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 the 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. FY14 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. 52 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Municipal Judge (Elected) 1 1 71,780 $ 71,780 $ - Municipal Judge 0.5 0.5 31,902 31,902 - Court Services Administrator 1 1 56,231 59,077 5.1% Court Clerk Administrator 1 1 48,177 51,106 6.1% Court Services Coordinator 2 2 84,922 87,696 3.3% Court Clerk III 2 2 74,752 77,994 4.3% Court Clerk II 3 3 93,884 97,540 3.9% Court Clerk I 1 1 26,231 28,961 10.4% Court Security Clerk 1 1 36,142 30,968 (14.3%) TOTAL 12.5 12.5 524,023 $ 537,025 $ 2.5% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 682,292 $ 696,744 $ 2.1% 715,276 $ 2.7% 758,088 $ 6.0% b) General Operating 1,796,978 2,581,122 43.6% 2,130,980 (17.4%) 2,184,255 2.5% c) Capital 56,656 55,199 - (100.0%) - Grand Total 2,535,926 $ 3,333,064 $ 31.4% 2,846,256 $ (14.6%) 2,942,342 $ 3.4% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 2,312,714 $ 3,122,142 $ 35.0% 2,691,256 $ (13.8%) 2,783,467 $ 3.4% 2) 251-PENALTY ASSESSMENT 166,556 155,723 155,000 158,875 2.5% 3) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 56,656 55,199 - (100.0%) - Grand Total 2,535,926 $ 3,333,064 $ 31.4% 2,846,256 $ (14.6%) 2,942,342 $ 3.4% 1) Detail information available on expenditure pages 3-4 of the line item budget book. 2) Detail information available on expenditure page 142 of the line item budget book. 3) Detail information available on expenditure page 152 of the line item budget book. ADMINISTRATION MUNICIPAL COURT $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 101‐GENERAL FUND 251‐PENALTY ASSESSMENT 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS MUNICIPAL COURT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 53 ---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. FY14 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. 54 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change City Manager 1 1 133,697 $ 138,926 $ 3.9% Assistant City Manager 1 1 110,219 116,920 6.1% Administrative Assistant 1 - 57,698 - - Adminstrative Aide 1 1 35,513 36,931 4.0% TOTAL 4 3 337,128 $ 292,776 $ (13.2%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 430,328 $ 406,344 $ 388,200 $ 411,071 $ 5.9% b) General Operating 32,501 17,188 (47.1%) 26,532 54.4% 27,195 2.5% e) Transfers (207,588) (181,452) (12.6%) (214,944) 18.5% (220,318) 2.5% Grand Total 255,241 $ 242,080 $ 199,788 $ (17.5%) 217,949 $ 9.1% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 255,241 $ 242,080 $ 199,788 $ (17.5%) 217,949 $ 9.1% Grand Total 255,241 $ 242,080 $ 199,788 $ (17.5%) 217,949 $ 9.1% 1) Detail information available on expenditure pages 5-6 of the line item budget book. ADMINISTRATION CITY MANAGER $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 101‐GENERAL FUND CITY MANGER FUNDING SOURCES FY13 Actual FY14 Budgeted FY15 Projected 55 ---PAGE BREAK--- ADMINISTRATION: GOVERNMENT RELATIONS PROGRAM DESCRIPTION: 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 an on-line 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. PROGRAMS AND SERVICE DELIVERY:  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 new website.  Provide marketing and grant writing assistance to the City departments as needed/requested.  Create and oversee distribution of the city on-line newsletter, “Farmington Insights.”  Create and distribute press releases.  Design ads, create utility inserts, 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. FY14 GOALS/OBJECTIVES:  Produce utility inserts and ads for various activities, needs, or events within the City.  Work on the continued development and up-keep of the City’s new 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 district. 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. 56 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Governmental Relations Director 1 1 65,613 $ 67,582 $ 3.0% TOTAL 1 1 65,613 $ 67,582 $ 3.0% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 77,129 $ 79,678 $ 3.3% 81,511 $ 2.3% 85,995 $ 5.5% b) General Operating 43,473 26,323 (39.4%) 38,325 45.6% 39,283 2.5% Grand Total 120,602 $ 106,001 $ (12.1%) 119,836 $ 13.1% 125,278 $ 4.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 120,602 $ 106,001 $ (12.1%) 119,836 $ 13.1% 125,278 $ 4.5% Grand Total 120,602 $ 106,001 $ (12.1%) 119,836 $ 13.1% 125,278 $ 4.5% 1) Detail information available on expenditure page 7 of the line item budget book. ADMINISTRATION GOVERNMENT RELATIONS $95,000 $100,000 $105,000 $110,000 $115,000 $120,000 $125,000 $130,000 101‐GENERAL FUND GOVERNMENT RELATIONS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 57 ---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 FY14, $440,000 is budgeted for payment to San Juan County for the DWI program, $602,579 for citywide landline telephone service, $161,388 for other miscellaneous items such as sponsorships, audits and other professional services, and $305,000 for vehicle purchases. The general fund GRT administrative fee budgeted at $165,500 was moved to this division from Administrative Services in FY13. An account for unanticipated expenditures common to the entire general government is budgeted at $727,705 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. 58 ---PAGE BREAK--- Staffing Position Titles No Regular Employees EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change b) General Operating 1,483,487 1,624,332 9.5% 2,253,015 38.7% 2,309,340 2.5% c) Capital 976,107 521,982 (46.5%) 1,481,139 183.8% 305,000 (79.4%) e) Transfers 3,909,288 5,333,237 36.4% 4,598,322 (13.8%) 1,098,009 (76.1%) Grand Total 6,368,882 $ 7,479,551 $ 17.4% 8,332,476 $ 11.4% 3,712,349 $ (55.4%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 6,061,759 $ 7,129,551 $ 17.6% 3,656,337 $ (48.7%) 3,712,349 $ 1.5% 2) 402-GRT 2012 BONDS - - 572,945 - (100.0%) 3) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 307,123 350,000 14.0% 4,103,194 1072.3% - (100.0%) Grand Total 6,368,882 $ 7,479,551 $ 17.4% 8,332,476 $ 11.4% 3,712,349 $ (55.4%) 1) Detail information available on expenditure page 8 of the line item budget book. 2) Detail information available on expenditure page 145 of the line item budget book. 3) Detail information available on expenditure page 153 of the line item budget book. ADMINISTRATION INTRA-GOVERNMENT $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 101‐GENERAL FUND 402‐GRT 2012 BONDS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS INTRA‐GOVERNMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 59 ---PAGE BREAK--- ADMINISTRATION: LEGAL PROGRAM DESCRIPTION: 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. PROGRAMS AND SERVICE DELIVERY:  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: Our office prosecuted approximately 350 cases in Municipal Court in calendar year 2012. The Claim's Division opened 404 new claim/collection files in calendar year 2012. Eight new lawsuits were filed against the City. Four lawsuits were settled, dismissed or received a defense judgment. At the end of 2012 the City had eleven lawsuits in various stages of litigation. Thirteen ordinances were adopted during FY13 that included several revisions to the Unified Development Code; Pigeon Control; El Paso Pollution Control Revenue Bonds and Sales Tax Revenue Improvement and Refunding Revenue Bonds for the Animal Shelter, Civic Center, Museum, etc. FY14 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 269 documents the Legal Division received for review in 2012, we reviewed and returned 97% 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. 60 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change City Attorney 1 1 110,219 $ 115,795 $ 5.1% Deputy City Attorney 1 1 84,769 71,542 (15.6%) Assistant City Attorney I 1 1 63,862 60,630 Claims Manager 1 1 62,143 64,007 3.0% Senior Certified Leagal Assistant 1 1 56,231 58,573 4.2% Legal Secretary 1 2 40,315 79,319 96.7% Administrative Aide 1 - 36,424 - (100.0%) TOTAL 7 7 453,963 $ 449,867 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 593,589 $ 560,823 $ 591,850 $ 5.5% 626,972 $ 5.9% b) General Operating 482,404 367,733 (23.8%) 560,393 52.4% 574,403 2.5% e) Transfers (96,516) (82,776) (14.2%) (114,120) 37.9% (116,973) 2.5% Grand Total 979,477 $ 845,779 $ (13.6%) 1,038,123 $ 22.7% 1,084,402 $ 4.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 979,477 $ 845,779 $ (13.6%) 1,038,123 $ 22.7% 1,084,402 $ 4.5% Grand Total 979,477 $ 845,779 $ (13.6%) 1,038,123 $ 22.7% 1,084,402 $ 4.5% 1) Detail information available on expenditure pages 11-13 of the line item budget book. ADMINISTRATION LEGAL $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 101‐GENERAL FUND LEGAL FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 61 ---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. FY14 GOALS/OBJECTIVES:  Continue to provide quality library services to area residents utilizing best public library practices within our budget constraints.  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-Jan) FY12 FY13 Change Visitors 37,577 35,290 Circulation 40,617 38,167 Program Attendance* 4,493 3,390 -25% Computer Users 7,993 7,733 Includes Main Library, Power Library, and Shiprock Library *Excludes October, to avoid skewing the average due to Storytelling Festival attendance. USAGE COMPARISON FY07 FY12 5-Yr Change Visitors 503,584 455,516 -10% Circulation 491,621 482,886 Program Attendance 60,282 63,289 5% Computer Users 120,483 94,424 -22% Includes Main Library, Power Library, and Shiprock Library 62 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Library Director 1 1 93,394 $ 97,603 $ 4.5% Deputy Library Director 1 1 74,508 76,743 3.0% Management Systems Administrator 1 1 69,834 71,042 1.7% Digital Design Coordinator 1 1 56,231 58,810 4.6% Computer Support Supervisor 1 1 48,331 49,276 2.0% Adult Services Librarian 3 3 141,390 145,793 3.1% Library Adult Services Coordinator 1 1 57,363 59,084 3.0% Library Teen Services Coordinator 1 1 47,488 48,743 2.6% Youth Services Coordinator 1 1 63,814 65,728 3.0% Youth Services Librarian 1 1 46,553 42,505 Technical Services Coordinator 1 1 49,978 51,478 3.0% Library Program Coordinator 1 1 49,769 51,262 3.0% Patron Services Coordinator 1 1 50,188 51,694 3.0% Library Acquisitions Technician 1 1 31,550 32,777 3.9% Library Technician 2 1 63,706 33,177 (47.9%) Library Technician II 1 1 39,585 40,896 3.3% Library Facilities Technician - 1 - 32,383 - Library Patron Services Technician 2 2 55,259 62,478 13.1% Library Clerk 1 1 26,047 27,203 4.4% TOTAL 22 22 1,064,990 $ 1,098,675 $ 3.2% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 2,394,660 $ 2,344,519 $ 2,322,749 $ 2,457,420 $ 5.8% b) General Operating 1,523,790 1,428,734 1,553,476 8.7% 1,592,313 2.5% c) Capital Grand Total 3,918,451 $ 3,773,253 $ 3,876,225 $ 2.7% 4,049,733 $ 4.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 3,804,845 $ 3,731,726 $ 3,748,725 $ 0.5% 3,823,700 $ 2.0% 2) 213-LIBRARY GIFTS & GRANTS 113,606 41,526 (63.4%) 127,500 207.0% 130,050 2.0% Grand Total 3,918,451 $ 3,773,253 $ 3,876,225 $ 2.7% 3,953,750 $ 2.0% 1) Detail information available on expenditure pages 9-10 of the line item budget book. 2) Detail information available on expenditure page 116 of the line item budget book. ADMINISTRATION LIBRARY $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 101‐GENERAL FUND 213‐LIBRARY GIFTS & GRANTS LIBRARY FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 63 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 54.5 53.5 2,655,226 $ 2,670,805 $ 0.6% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change City Clerk 301,157 $ 276,163 $ 342,235 $ 23.9% 349,080 $ 2.0% City Mgr 255,241 242,080 199,788 (17.5%) 203,784 2.0% General Liability 397,263 299,127 (24.7%) 473,240 58.2% 482,705 2.0% Government Relations 120,602 106,001 (12.1%) 119,836 13.1% 122,233 2.0% Intra-Gov't 6,368,882 7,479,551 17.4% 8,332,476 11.4% 8,499,126 2.0% Legal 582,214 546,652 564,883 3.3% 576,181 2.0% Library 3,918,451 3,773,253 3,876,225 2.7% 3,953,750 2.0% Municipal 2,535,926 3,333,064 31.4% 2,846,256 (14.6%) 2,903,181 2.0% Grand Total 14,479,737 $ 16,055,891 $ 10.9% 16,754,939 $ 4.4% 17,090,038 $ 2.0% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 4,452,635 $ 4,369,794 $ 4,387,097 $ 0.4% 4,474,839 $ 2.0% b) General Operating 5,420,690 6,077,456 12.1% 6,639,633 9.3% 6,772,426 2.0% c) Capital 1,032,764 577,180 (44.1%) 1,481,139 156.6% 1,510,762 2.0% e) Transfers 3,573,648 5,031,461 40.8% 4,247,070 (15.6%) 4,332,011 2.0% Grand Total 14,479,737 $ 16,055,891 $ 10.9% 16,754,939 $ 4.4% 17,090,038 $ 2.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 13,835,795 $ 15,453,443 $ 11.7% 11,796,300 $ (23.7%) 12,032,226 $ 2.0% 213-LIBRARY GIFTS & GRANTS 113,606 41,526 (63.4%) 127,500 207.0% 130,050 2.0% 251-PENALTY ASSESSMENT 166,556 155,723 155,000 158,100 2.0% 402-GRT 2012 BONDS - - 572,945 584,404 2.0% 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 363,780 405,199 11.4% 4,103,194 912.6% 4,185,258 2.0% Grand Total 14,479,737 $ 16,055,891 $ 10.9% 16,754,939 $ 4.4% 17,090,038 $ 2.0% ADMINISTRATION DEPARTMENTAL SUMMARY $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 101‐GENERAL FUND 213‐LIBRARY GIFTS & GRANTS 251‐PENALTY ASSESSMENT 402‐GRT 2012 BONDS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS ADMINISTRATION DEPARTMENT FUNDING SOURCES 64 ---PAGE BREAK--- c) Capital b) General Operating a) Personnel Costs $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 ADMINISTRATION ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 65 ---PAGE BREAK--- 66 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 Grand Total 253822460 Row Labels Sum of FY14 Budgeted Admin 413004 Computer Operations 565578 Enterprise Systems 333564 GIS 164290 Grand Total 1476436 Administration 6.6% Community Development 1.3% Electric 43.3% Fire Department… General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% INFORMATION TECHNOLOGY PERCENTAGE OF FY14 BUDGET Administration 28.0% Computer Operations 38.3% Enterprise Systems 22.6% GIS System 11.1% INFORMATION TECHNOLOGY PERCENTAGE BY DIVISION 67 ---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 14 file servers, 571 workstations, and 125 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. FY14 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. 68 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Information Technology Director 1 1 93,361 $ 96,057 $ 2.9% Programmer/Analyst - 1 - 71,457 - Help Desk/Training - 1 - 47,378 - TOTAL 1 3 93,361 $ 214,891 $ 130.2% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 123,259 $ 124,099 $ 0.7% 279,787 $ 125.5% 296,214 $ 5.9% b) General Operating 16,476 14,718 (10.7%) 52,187 254.6% 53,492 2.5% c) Capital 106,631 174,003 63.2% 122,466 (29.6%) - (100.0%) e) Transfers - (32,916) (41,436) 25.9% (42,472) 2.5% Grand Total 246,365 $ 279,903 $ 13.6% 413,004 $ 47.6% 307,234 $ (25.6%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 139,734 $ 105,901 $ (24.2%) 290,538 $ 174.3% 307,234 $ 5.7% 2) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 106,631 174,003 63.2% 122,466 (29.6%) - (100.0%) Grand Total 246,365 $ 279,903 $ 13.6% 413,004 $ 47.6% 307,234 $ (25.6%) 1) Detail information available on expenditure page 14 of the line item budget book. 2) Detail information available on expenditure page 154 of the line item budget book. INFORMATION TECHNOLOGY ADMINISTRATION $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 101‐GENERAL FUND 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS IT ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 69 ---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. FY14 GOALS/OBJECTIVES:  Continue implementation of the API imaging application.  Implement new lease and upgrade the iSeries to a new server(s). 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). 70 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Information Services Administrator 1 1 90,368 $ 90,368 $ - Programmer/Analyst 2 1 127,521 59,440 (53.4%) TOTAL 3 2 217,889 $ 149,808 $ (31.2%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 281,927 $ 287,678 $ 2.0% 195,432 $ (32.1%) 206,834 $ 5.8% b) General Operating 518,508 473,684 518,880 9.5% 531,852 2.5% c) Capital 58,091 - (100.0%) - - e) Transfers (420,372) (335,508) (20.2%) (380,748) 13.5% (390,267) 2.5% Grand Total 438,154 $ 425,854 $ 333,564 $ (21.7%) 348,419 $ 4.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 438,154 $ 425,854 $ 333,564 $ (21.7%) 348,419 $ 4.5% Grand Total 438,154 $ 425,854 $ 333,564 $ (21.7%) 348,419 $ 4.5% 1) Detail information available on expenditure pages 15-16 of the line item budget book. INFORMATION TECHNOLOGY ENTERPRISE SYSTEMS FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 71 ---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. FY14 GOALS/OBJECTIVES:  Maintain and expand the high-speed fiber communications backbone that connects all city servers, PC’s, telephone and radio communications.  Work toward maintaining 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 communication costs, and monitoring the technology industry for new products and services.  Continue to improve the reliability of the City fiber network by implementing redundancy on 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 encouraging and providing, wherever possible, 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. 72 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change PC Services Administrator 1 1 73,920 $ 76,138 $ 3.0% PC Communications Technician III 2 2 114,454 114,572 0.1% Technology Coordinator 1 1 52,918 54,163 2.4% Police I.S. Technician-Lead 1 1 64,639 64,639 - Police I.S. Technicial-Assistant 1 1 45,006 46,806 4.0% Police I.S. Technician 1 1 41,591 42,911 3.2% TOTAL 7 7 392,529 $ 399,230 $ 1.7% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 540,136 $ 584,148 $ 8.1% 593,458 $ 1.6% 628,188 $ 5.9% b) General Operating 55,031 34,030 (38.2%) 59,408 74.6% 60,893 2.5% e) Transfers (100,404) (86,304) (14.0%) (87,288) 1.1% (89,470) 2.5% Grand Total 494,763 $ 531,875 $ 7.5% 565,578 $ 6.3% 599,611 $ 6.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 494,763 $ 531,875 $ 7.5% 565,578 $ 6.3% 599,611 $ 6.0% Grand Total 494,763 $ 531,875 $ 7.5% 565,578 $ 6.3% 599,611 $ 6.0% 1) Detail information available on expenditure page 17 of the line item budget book. INFORMATION TECHNOLOGY COMPUTER OPERATIONS $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 101‐GENERAL FUND COMPUTER OPERATIONS FUNDING SOURCES FY13 Actual FY14 Budgeted FY15 Projected 73 ---PAGE BREAK--- INFORMATION TECHNOLOGY: GEOGRAPHIC 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 ArcGIS Web Template.  Continue to develop new GIS resources while expanding the use of GIS in new departments. FY14 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:  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 2011 – 2013 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. 74 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change GIS Analyst/Land Mgmt. Database 1 1 60,950 $ 61,869 $ 1.5% GIS Technician 1 1 49,542 51,028 3.0% TOTAL 2 2 110,492 $ 112,897 $ 2.2% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 159,615 $ 157,939 $ 164,510 $ 4.2% 174,843 $ 6.3% b) General Operating 57,215 53,808 74,852 39.1% 76,723 2.5% e) Transfers (70,032) (57,264) (18.2%) (75,072) 31.1% (76,949) 2.5% Grand Total 146,798 $ 154,483 $ 5.2% 164,290 $ 6.3% 174,617 $ 6.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 146,798 $ 154,483 $ 5.2% 164,290 $ 6.3% 174,617 $ 6.3% Grand Total 146,798 $ 154,483 $ 5.2% 164,290 $ 6.3% 174,617 $ 6.3% 1) Detail information available on expenditure page 18 of the line item budget book. INFORMATION TECHNOLOGY GEOGRAPHIC INFORMATION SYSTEMS $135,000 $140,000 $145,000 $150,000 $155,000 $160,000 $165,000 $170,000 101‐GENERAL FUND COMPUTER OPERATIONS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 75 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 13 14 814,271 $ 876,826 $ 7.7% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Admin 246,365 $ 279,903 $ 13.6% 413,004 $ 47.6% 307,234 $ (25.6%) Computer Operations 494,763 531,875 7.5% 565,578 6.3% 599,611 6.0% Enterprise Systems 438,154 425,854 333,564 (21.7%) 348,419 4.5% GIS Systems 146,798 154,483 5.2% 164,290 6.3% 174,617 6.3% Grand Total 1,326,080 $ 1,392,116 $ 5.0% 1,476,436 $ 6.1% 1,429,881 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,104,937 $ 1,153,865 $ 4.4% 1,233,187 $ 6.9% 1,306,079 $ 5.9% b) General Operating 647,230 576,240 (11.0%) 705,327 22.4% 722,960 2.5% c) Capital 164,722 174,003 5.6% 122,466 (29.6%) - (100.0%) e) Transfers (590,808) (511,992) (13.3%) (584,544) 14.2% (599,158) 2.5% Grand Total 1,326,080 $ 1,392,116 $ 5.0% 1,476,436 $ 6.1% 1,429,881 $ FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 1,219,450 $ 1,218,113 $ 1,353,970 $ 11.2% 1,429,881 $ 5.6% 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 106,631 174,003 63.2% 122,466 (29.6%) - (100.0%) Grand Total 1,326,080 $ 1,392,116 $ 5.0% 1,476,436 $ 6.1% 1,429,881 $ INFORMATION TECHNOLOGY DEPARTMENTAL SUMMARY $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 101‐GENERAL FUND 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS INFORMATION TECHNOLOGY DEPARTMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 76 ---PAGE BREAK--- c) Capital b) General Operating a) Personnel Costs $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 INFORMATION TECHNOLOGY ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 77 ---PAGE BREAK--- 78 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 Grand Total 253822460 Row Labels Sum of FY14 Budgeted Administration 67741 Central Purchasing 207360 Debt Service 1632294 Finance 367153 Grand Total 2274548 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department… General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% ADMINISTRATIVE SERVICES PERCENTAGE OF FY14 BUDGET Administration 3.0% Central Purchasing 9.1% Debt Service 71.8% Finance 16.1% ADMINISTRATIVE SERVICES PERCENTAGE BY DIVISION The Warehouse Division is combined with Administration in this graph. All warehouse costs are allocated to other divisions resulting in an overall divisions credit balance. 79 ---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. 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, 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. FY14 GOALS/OBJECTIVES:  Receive the GFOA Distinguished Budget Presentation Award for FY14.  Prepare and publish in a timely manner a Citizen’s Annual Report for FY13. 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: FY10 FY11 FY12 FY13 Distinguished Budget Presentation Award X X X X Outstanding Achievement in Popular Annual Financial Reporting X X X X Financial reports internally reviewed within 4 weeks of month- end 95% 100% 90% 90% Qtr Financial Update prepared within 6 weeks of quarter ending 100% 100% 25% 75% Gross receipts tax analyzed following receipt of State Taxation & Revenue reports 100% 100% 100% 100% 80 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Administrative Services Director 1 1 110,219 $ 114,576 $ 4.0% Budget Officer 1 1 - 59,233 - Financial Analyst 1 1 51,618 52,946 2.6% TOTAL 3 3 161,837 $ 226,755 $ 40.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 350,169 $ 276,174 $ (21.1%) 302,260 $ 9.4% 320,404 $ 6.0% b) General Operating 202,538 31,849 (84.3%) 33,587 5.5% 34,427 2.5% e) Transfers (112,836) (103,368) (115,524) 11.8% (118,412) 2.5% Grand Total 439,871 $ 204,655 $ (53.5%) 220,323 $ 7.7% 236,419 $ 7.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 439,871 $ 204,655 $ (53.5%) 220,323 $ 7.7% 236,419 $ 7.3% Grand Total 439,871 $ 204,655 $ (53.5%) 220,323 $ 7.7% 236,419 $ 7.3% 1) Detail information available on expenditure pages 19-20 of the line item budget book. ADMINISTRATIVE SERVICES ADMINISTRATION $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 101‐GENERAL FUND ADMINISTRATIVE SERVICES ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 81 ---PAGE BREAK--- ADMINISTRATIVE SERVICES: CENTRAL PURCHASING FY14 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 FY10 Actual FY11 Actual FY12 YTD FY13 Goal FY14 Avg Purchasing cost to issue a purchase order 1 $207 $198 $200 $197 $200 Avg Requisition to Purchase Order Turnaround Time < $20,000 2 6 days 7 days 6 days 6 days 5 days % of time 15 day turnaround time met 3 90% 90% 91% 90% 92% Avg Requisition to Purchase Order turnaround time > $20,000 (does not include RFPs) 4 39 days 39 days 38 days 37 days 35 days % of time 60 day turnaround time met 5 91% 91% 92% 91% 92% 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. 82 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Purchasing Officer 1 1 72,748 $ 76,199 $ 4.7% Purchasing Supervisor 1 1 61,360 63,201 3.0% Contracts Administrator 1 1 59,254 61,031 3.0% Buyer II 3 3 135,303 139,471 3.1% Buyer I 2 2 73,903 76,860 4.0% Administrative Aide 1 1 33,164 33,445 0.8% TOTAL 9 9 435,733 $ 450,207 $ 3.3% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 583,727 $ 576,405 $ 593,654 $ 3.0% 628,898 $ 5.9% b) General Operating 30,536 31,036 1.6% 40,738 31.3% 41,756 2.5% e) Transfers (425,196) (448,956) 5.6% (427,032) (437,708) 2.5% Grand Total 189,067 $ 158,485 $ (16.2%) 207,360 $ 30.8% 232,946 $ 12.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 189,067 $ 158,485 $ (16.2%) 207,360 $ 30.8% 232,946 $ 12.3% Grand Total 189,067 $ 158,485 $ (16.2%) 207,360 $ 30.8% 232,946 $ 12.3% 1) Detail information available on expenditure pages 21-22 of the line item budget book. ADMINISTRATIVE SERVICES CENTRAL PURCHASING $50,000 $100,000 $150,000 $200,000 $250,000 101‐GENERAL FUND CENTRAL PURCHASING FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 83 ---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. FY14 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 retire obsolete inventory from both the Electric and Central Warehouses. PERFORMANCE MEASURES: Actual FY10 Actual FY11 Actual FY12 Projected FY13 Target FY14 Inventory Carrying Cost 1 10.9% 10.8% 10.7% 10.5% 10.5% Average Annual Inventory Level 2 (Central Warehouse) $94,557 $85,394 $90,935 $93,000 $94,000 % Decrease/Increase of Inventory Value3 (Central Warehouse) 0.7% Increase (Decrease) 6.5% Increase 2% Increase 1% Increase Inventory Cycle Count Accuracy Rate 4 (Central Warehouse) 89.7% 99.5% 4 99.3% 4 99.5% 4 99.6% 4 Average Annual Inventory Level2 (Electric Warehouse) $4.46m $4.2m $4.4m $4.4m $4.5m % Decrease/Increase of Inventory Value3 (Electric Warehouse) 0.9% Increase (Decrease) 5% Increase No Change 2.3% Increase Inventory Cycle Count Accuracy Rate 4 (Electric Warehouse) 78% 97.9% 4 97.7% 4 98% 4 98.5% 4 Average Annual Inventory Level2 (Bulk Fuel) $83,799 $77,846 $102,308 $100,000 $110,000 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 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. 84 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Warehouse Superintendent 1 1 60,480 $ 62,294 $ 3.0% Warehouse Receiving Clerk 1 1 39,779 38,867 Warehouse Inventory Analyst 1 1 39,296 40,850 4.0% Warehouse Clerk 3 3 100,105 93,064 TOTAL 6 6 239,660 $ 235,075 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 370,899 $ 288,842 $ (22.1%) 310,133 $ 7.4% 328,264 $ 5.8% b) General Operating 33,292 19,289 (42.1%) 60,509 213.7% 62,022 2.5% e) Transfers (477,756) (427,512) (10.5%) (523,224) 22.4% (536,305) 2.5% Grand Total (73,565) $ (119,381) $ 62.3% (152,582) $ 27.8% (146,019) $ FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND (73,565) $ (119,381) $ 62.3% (152,582) $ 27.8% (146,019) $ Grand Total (73,565) $ (119,381) $ 62.3% (152,582) $ 27.8% (146,019) $ 1) Detail information available on expenditure pages 23-24 of the line item budget book. ADMINISTRATIVE SERVICES WAREHOUSE $(180,000) $(160,000) $(140,000) $(120,000) $(100,000) $(80,000) $(60,000) $(40,000) $(20,000) WAREHOUSE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 101‐GENERAL FUND 85 ---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:  Replace three aging computers. FY14 GOALS/OBJECTIVES:  Train new employees on the procurement card program.  Train new employees on the updated cash handling policy.  Audit the City’s petty cash and cash drawers, perform Lodgers Tax audits, and review community service agencies’ internal controls.  Implement new GASB Statement regulations.  Continue staff training to keep up-to-date 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 nineteen 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: FY08 FY09 FY10 FY11 FY12 Award for Excellence in Financial Reporting Received Received Received Received Received PERFORMANCE MEASURES: FY08 Avg. Days FY09 Avg. Days FY10 Avg. Days FY11 Avg. Days FY12 Avg. Days Close Accounting Ledgers 5.3 4.8 4.7 4.6 4.7 86 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Controller 1 1 88,441 $ 91,094 $ 3.0% Enterprise Accountant 1 1 62,482 64,287 2.9% Staff Accountant II 2 2 102,625 106,074 3.4% Staff Accountant I 1 1 43,894 42,989 Accounting Office Manager 1 1 54,969 56,618 3.0% Accounting Assistant 1 1 44,743 46,571 4.1% Accounting Tech Ill 1 1 38,973 40,443 3.8% Accounting Tech II 3 3 101,980 106,462 4.4% TOTAL 11 11 538,108 $ 554,540 $ 3.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 683,797 $ 693,138 $ 1.4% 711,931 $ 2.7% 753,285 $ 5.8% b) General Operating 132,793 158,002 19.0% 163,954 3.8% 168,053 2.5% d) Debt Service 3,897,227 1,646,595 (57.7%) 1,632,294 1,635,893 0.2% e) Transfers (487,059) (461,068) (508,732) 10.3% (521,450) 2.5% Grand Total 4,226,758 $ 2,036,667 $ (51.8%) 1,999,447 $ 2,035,780 $ 1.8% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 329,531 $ 390,072 $ 18.4% 367,153 $ 399,887 $ 8.9% 2) 402-GRT 2012 BONDS 199,082 - (100.0%) - - 3) 501-SALES TAX BOND RETIREMENT 3,698,145 1,646,595 (55.5%) 1,632,294 1,635,893 0.2% Grand Total 4,226,758 $ 2,036,667 $ (51.8%) 1,999,447 $ 2,035,780 $ 1.8% 1) Detail information available on expenditure pages 25-26 of the line item budget book. 2) Detail information available on expenditure page 146 of the line item budget book. 3) Detail information available on expenditure page 171 of the line item budget book. ADMINISTRATIVE SERVICES FINANCE $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 101‐GENERAL FUND 402‐GRT 2012 BONDS 501‐SALES TAX BOND RETIREMENT FINANCE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 87 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 29 29 1,375,338 $ 1,466,577 $ 6.6% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Admn Serv 439,871 $ 204,655 $ (53.5%) 220,323 $ 7.7% 236,419 $ 7.3% Finance 4,226,758 2,036,667 (51.8%) 1,999,447 2,035,780 1.8% Warehouse (73,565) (119,381) 62.3% (152,582) 27.8% (146,019) Central Purchasing 189,067 158,485 (16.2%) 207,360 30.8% 232,946 12.3% Grand Total 4,782,132 $ 2,280,425 $ (52.3%) 2,274,548 $ 2,359,126 $ 3.7% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,988,593 $ 1,834,558 $ 1,917,978 $ 4.5% 2,030,850 $ 5.9% b) General Operating 399,159 240,177 (39.8%) 298,788 24.4% 306,258 2.5% d) Debt Service 3,897,227 1,646,595 (57.7%) 1,632,294 1,635,893 0.2% e) Transfers (1,502,847) (1,440,904) (1,574,512) 9.3% (1,613,875) 2.5% Grand Total 4,782,132 $ 2,280,425 $ (52.3%) 2,274,548 $ 2,359,126 $ 3.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 884,905 $ 633,831 $ (28.4%) 642,254 $ 1.3% 723,233 $ 12.6% 402-GRT 2012 BONDS 199,082 - (100.0%) - - 501-SALES TAX BOND RETIREMENT 3,698,145 1,646,595 (55.5%) 1,632,294 1,635,893 0.2% Grand Total 4,782,132 $ 2,280,425 $ (52.3%) 2,274,548 $ 2,359,126 $ 3.7% ADMINISTRATIVE SERVICES DEPARTMENTAL SUMMARY $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 101‐GENERAL FUND 402‐GRT 2012 BONDS 501‐SALES TAX BOND RETIREMENT ADMININSTRATIVE SERVICES DEPARTMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 88 ---PAGE BREAK--- d) Debt Service c) Capital b) General Operating a) Personnel Costs $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 ADMINISTRATIVE SERVICES ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 89 ---PAGE BREAK--- 90 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 (blank) Grand Total 253822460 Row Labels Sum of FY14 Budgeted Airport 2418719 Build Maint. 658754 Build Supp. 392566 Community Services 1262600 General Services Adminis 814215 Red Apple Transit 1672162 Vehicle Maint. 784837 Fleet Grand Total 8003853 Administration 6.6% Administrative Services 0.9% Community Development… Electric 43.3% Fire Department… General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% GENERAL SERVICES PERCENTAGE OF FY14 BUDGET Airport 30.2% Build Maint. 8.2% Build Supp. 4.9% Community Services 15.8% General Services Administration 10.2% Red Apple Transit 20.9% Vehicle Maint. 9.8% GENERAL SERVICES PERCENTAGE BY DIVISION This is the last year of reporting the Print Shop, a General Service division closed in FY12. Since the Cost Allocation runs 2 years behind the current fiscal year, the only remaining expenses are the final Cost Allocation credits. The Print Shop is combined with Administration for the purposes of this graph. 91 ---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 five divisions:  Administration  Building & Maintenance  Building Support  Vehicle Maintenance  Community Services The Administration Division consists of two employees: the Director and Office Manager. FY14 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.  Facilitate the construction projects related to bond funds.  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.  Community Service Agencies under contract perform as required.  Complete construction projects in a timely manner and within budget.  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. 92 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change General Services Director 1 1 - $ 75,845 $ - Office Manager 1 1 41,674 38,005 TOTAL 2 2 41,674 $ 113,849 $ 173.2% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 50,650 $ 112,772 $ 122.6% 149,013 $ 32.1% 157,819 $ 5.9% b) General Operating 499,449 490,665 491,724 0.2% 504,017 2.5% c) Capital 82,117 242,803 195.7% 201,150 (17.2%) - (100.0%) e) Transfers (2,616) (2,580) (23,520) 811.6% (24,108) 2.5% Grand Total 629,600 $ 843,661 $ 34.0% 818,367 $ 637,728 $ (22.1%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 547,483 $ 600,857 $ 9.7% 617,217 $ 2.7% 637,728 $ 3.3% 2) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 82,117 242,803 195.7% 201,150 (17.2%) - (100.0%) Grand Total 629,600 $ 843,661 $ 34.0% 818,367 $ 637,728 $ (22.1%) 1) Detail information available on expenditure pages 27-28 of the line item budget book. 2) Detail information available on expenditure page 155 of the line item budget book. GENERAL SERVICES ADMINISTRATION $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 101‐GENERAL FUND 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS GENERAL SERVICES ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 93 ---PAGE BREAK--- GENERAL SERVICES: BUILDING & MAINTENANCE PROGRAM DESCRIPTION: The Building and Maintenance Division of the General Services Department provides building maintenance and repair to all of the 251 City buildings. Buildings Maintained: 251 ADMIN POLICE FIRE ELECTRIC PUBLIC WORKS GEN SERV PRCA City Hall (complex) Main Bldg. Station #1 Animas Plant WW Plant 1 Main MOC Electric Bldg. Main Building West Annex Photo Lab Station #2 Navajo Plant WW Plant 2 Warehouse 5 Maint. Buildings East Annex Safety City Station #3 Bluffview Plant 14 Pump Stns. Vehicle Maint. 3 Pools Main Library (Region II) Station #4 12 10 Water Tanks General Services Bldg. 7 Ball parks 2 Branch Libraries 3 SubStations Station #5 34 Substations WW Trmt Plant Weight Room Soccer Fields Airport Terminal Command Cntr Station #6 4 Storage 11 Lift Stations Hazard Matl. Bldg. 2 Golf Courses Airport Main Bldg. Med Svc. Storage Garage Recycle Center 2 Storage Boys & Girls Club CAP Bldg. WW Treatment Lab Muni Court Bldg Civic Center SRE Bldg. 11 Buildings Ojo Court 2 Senior Centers Airport Tower 3 Micro W. Daily Bread Rec. Center 9 Various Lakeview Substation Echo 3 Animal Shelter 22 Hangars Family Crisis Cntr 7 @ Lions Park 1 Shade Hangar Women’s Shelter 6 Shelters Child Haven 6 Storages 2 Car Washes 5 C. S. The Roof Sports Complex Schofield House E3 & 2 Downtown Center Gateway Museum M Moose Bldg. Harvest Barn Old Public Health Bldg. Nature Center Sycamore CC Crouch Mesa CC Indian Cult. & ext. RR Salmon House 43 7 7 54 55 22 63 FY14 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 budget 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. 94 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Building Construction/Maintenance Supervisor 1 1 63,962 $ 66,137 $ 3.4% Lead Carpenter - Structural 1 1 54,496 56,306 3.3% Lead Carpenter - Finish 1 1 54,496 56,262 3.2% Lead Electrician/HVAC 1 1 54,496 46,169 (15.3%) Lead Plumber 1 1 54,496 56,306 3.3% Plumber 1 1 35,790 36,606 2.3% Carpenter 4 4 155,016 159,677 3.0% Welder/Fabricator 1 1 44,448 46,030 3.6% Carpenter/Concrete Worker 1 1 39,296 71,639 82.3% Maintenance Technician 2 2 88,084 37,747 (57.1%) TOTAL 14 14 644,579 $ 632,878 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 751,167 $ 728,169 $ 772,562 $ 6.1% 818,900 $ 6.0% b) General Operating 70,275 69,597 84,720 21.7% 86,838 2.5% c) Capital (20,730) - (100.0%) - - e) Transfers (194,736) (202,332) 3.9% (198,528) (203,491) 2.5% Grand Total 605,976 $ 595,435 $ 658,754 $ 10.6% 702,247 $ 6.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 605,976 $ 595,435 $ 658,754 $ 10.6% 702,247 $ 6.6% Grand Total 605,976 $ 595,435 $ 658,754 $ 10.6% 702,247 $ 6.6% 1) Detail information available on expenditure pages 29-30 of the line item budget book. GENERAL SERVICES BUILDING & MAINTENANCE $540,000 $560,000 $580,000 $600,000 $620,000 $640,000 $660,000 $680,000 101‐GENERAL FUND BUILDING & MAINTENANCE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 95 ---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 Four Winds Addiction Recovery Presbyterian Medical Services Rehabilitation Salvation Army Totah Behavioral Health Agency (PMS) FY14 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 projects funded by the State. PERFORMANCE MEASURES:  Assure the provision of adequate social and community services in accordance with contracts. 96 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No regular employees. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change b) General Operating 1,361,571 $ 1,171,798 $ (13.9%) 1,262,600 $ 7.7% 1,286,665 $ 1.9% c) Capital - 1,486 - (100.0%) - Grand Total 1,361,571 $ 1,173,284 $ (13.8%) 1,262,600 $ 7.6% 1,286,665 $ 1.9% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 1,361,571 $ 1,173,284 $ (13.8%) 962,600 $ (18.0%) 986,665 $ 2.5% 2) 222-GENERAL GRANTS - - 300,000 300,000 0.0% Grand Total 1,361,571 $ 1,173,284 $ (13.8%) 1,262,600 $ 7.6% 1,286,665 $ 1.9% 1) Detail information available on expenditure page 31 of the line item budget book. 2) Detail information available on expenditure page 128 of the line item budget book. GENERAL SERVICES COMMUNITY SERVICES $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 101‐GENERAL FUND 222‐GENERAL GRANTS COMMUNITY SERVICES FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 97 ---PAGE BREAK--- GENERAL SERVICES: BUILDING SUPPORT 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. 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 East Annex 9,750 Downtown Center 8,708 Safety City 5,712 McCormick Police Sub-station 1,845 Aquatic Center 4,100 Recreation Center 17,000 Bluffview Power Plant 2,000 Power Plant Offices 6,290 Total Square Feet Cleaned 210,621 FY14 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. 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. 98 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Custodial Supervisor 1 1 49,677 $ 49,690 $ 0.0% Lead Custodian 1 1 24,954 27,513 10.3% Custodian 8 8 179,492 197,362 10.0% Mail Clerk 1 1 29,210 30,619 4.8% TOTAL 11 11 283,333 $ 305,184 $ 7.7% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 325,187 $ 350,917 $ 7.9% 387,977 $ 10.6% 410,390 $ 5.8% b) General Operating 132,351 144,614 9.3% 171,905 18.9% 176,203 2.5% e) Transfers (148,569) (149,327) 0.5% (167,316) 12.0% (169,624) 1.4% Grand Total 308,969 $ 346,204 $ 12.1% 392,566 $ 13.4% 416,969 $ 6.2% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 308,969 $ 346,204 $ 12.1% 392,566 $ 13.4% 416,969 $ 6.2% Grand Total 308,969 $ 346,204 $ 12.1% 392,566 $ 13.4% 416,969 $ 6.2% 1) Detail information available on expenditure pages 33-34 of the line item budget book. GENERAL SERVICES BUILDING SUPPORT/MAIL ROOM FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 99 ---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 746 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. FY14 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. 100 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Vehicle Maintenance Superintendent 1 1 57,703 $ 59,399 $ 2.9% Welder/Fabricator 1 1 44,448 46,592 4.8% Senior Lead Mechanic - 1 - 40,210 - Lead Mechanic 2 1 123,851 51,601 (58.3%) Mechanic 6 6 245,598 246,141 0.2% Vehicle Analyst 1 1 41,674 44,011 5.6% Service Writer 1 1 37,504 38,581 2.9% Automotive Warehouse Lead Clerk 1 1 44,448 46,592 4.8% Automotive Warehouse Clerk 1 1 37,427 37,275 TOTAL 14 14 632,653 $ 610,403 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 864,505 $ 824,496 $ 836,240 $ 1.4% 886,069 $ 6.0% b) General Operating 143,794 98,497 (31.5%) 106,115 7.7% 108,768 2.5% c) Capital 64,950 150 (99.8%) 42,618 28312.0% - (100.0%) e) Transfers (199,248) (158,808) (20.3%) (200,136) 26.0% (205,139) 2.5% Grand Total 874,000 $ 764,335 $ (12.5%) 784,837 $ 2.7% 789,698 $ 0.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 874,000 $ 764,335 $ (12.5%) 742,219 $ 789,698 $ 6.4% 2) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - - 42,618 - (100.0%) Grand Total 874,000 $ 764,335 $ (12.5%) 784,837 $ 2.7% 789,698 $ 0.6% 1) Detail information available on expenditure pages 35-36 of the line item budget book. 2) Detail information available on expenditure page 157 of the line item budget book. GENERAL SERVICES VEHICLE MAINTENANCE FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 101 ---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. 102 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No regular employees. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change b) General Operating 19,898 $ - $ (100.0%) - $ - $ e) Transfers (14,628) (12,096) (17.3%) (4,152) (65.7%) (4,256) 2.5% Grand Total 5,270 $ (12,096) $ (329.5%) (4,152) $ (65.7%) (4,256) $ 2.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 5,270 $ (12,096) $ (329.5%) (4,152) $ (65.7%) (4,256) $ 2.5% Grand Total 5,270 $ (12,096) $ (329.5%) (4,152) $ (65.7%) (4,256) $ 2.5% 1) Detail information available on expenditure page 37 of the line item budget book. Note: The Print Shop was closed beginning with FY12. GENERAL SERVICES PRINT SHOP $(14,000) $(12,000) $(10,000) $(8,000) $(6,000) $(4,000) $(2,000) $2,000 $4,000 $6,000 $8,000 PRINT SHOP FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 101‐GENERAL FUND 103 ---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 4th busiest airport in New Mexico. Great Lakes Airlines provides direct air service to Denver and operates as a code share partner for Frontier Airlines and United Airlines. With just one connection through Denver, there are hundreds of domestic and international connections available. Private enterprise provides all business activity, including air traffic control. Division staff negotiates and monitors contracts and lease agreements with tenants and the Federal Aviation Administration (FAA). 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 the housekeeping staff who assure the cleanliness of the terminal and annex for the traveling public. FY14 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 service opportunities for the traveling public.  Promote the establishment of commercial, self-fueling operations.  Seek additional airport businesses that will increase airport revenues. PERFORMANCE MEASURES:  Maintain airport enplanements over FY13 levels.  Increase airport revenues.  Recruit new airport tenants and promote sustainability. 104 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Airport Manager 1 1 70,753 $ 71,441 $ 1.0% Airport Maintenance Worker 2 2 83,056 85,400 2.8% Administrative Aide 1 1 35,166 38,368 9.1% Custodian 2 2 34,294 37,222 8.5% TOTAL 6 6 223,269 $ 232,430 $ 4.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 336,805 $ 369,828 $ 9.8% 363,789 $ 385,951 $ 6.1% b) General Operating 332,639 515,784 55.1% 555,677 7.7% 569,569 2.5% c) Capital 1,258,568 1,065,959 (15.3%) 1,470,000 37.9% 1,675,003 13.9% e) Transfers - - 29,253 29,984 2.5% Grand Total 1,928,012 $ 1,951,570 $ 1.2% 2,418,719 $ 23.9% 2,660,507 $ 10.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 604,577 $ 680,698 $ 12.6% 938,719 $ 37.9% 954,754 $ 1.7% 2) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - 171,668 - (100.0%) - 3) 409-AIRPORT GRANTS 1,323,436 1,099,204 (16.9%) 1,480,000 34.6% 1,705,753 15.3% Grand Total 1,928,012 $ 1,951,570 $ 1.2% 2,418,719 $ 23.9% 2,660,507 $ 10.0% 1) Detail information available on expenditure pages 38-39 of the line item budget book. 2) Detail information available on expenditure page 158 of the line item budget book. 3) Detail information available on expenditure page 169 of the line item budget book. GENERAL SERVICES AIRPORT $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 101‐GENERAL FUND 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS 409‐AIRPORT GRANTS AIRPORT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 105 ---PAGE BREAK--- GENERAL SERVICES: RED APPLE TRANSIT PROGRAM DESCRIPTION: The City of Farmington operates eight fixed- route bus routes and a demand response system (Dial-a-Ride). The City is currently a sub-grantee for Section 5307 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. The 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. FY14 GOALS/OBJECTIVES:  Increase ridership by 5% over the previous year.  Operate a customer-friendly system that is convenient, safe and enjoyable to use.  Enter into a ridership agreement with San Juan College. PERFORMANCE MEASURES:  5% increase of ridership over FY13 figures.  No more than one formal complaint per year made by the public.  No accidents caused by Red Apple Drivers. 106 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No regular employees. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,098 $ 1,206 $ 9.8% 13,081 $ 984.9% 13,801 $ 5.5% b) General Operating 1,041,825 963,688 1,063,600 10.4% 1,090,190 2.5% c) Capital 82,180 161,380 96.4% 150,000 - (100.0%) e) Transfers - - 445,481 456,618 2.5% Grand Total 1,125,103 $ 1,126,273 $ 0.1% 1,672,162 $ 48.5% 1,560,609 $ FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 1,125,103 $ 1,126,273 $ 0.1% 445,481 $ (60.4%) 456,618 $ 2.5% 2) 221-RED APPLE TRANSIT GRANT - - 1,226,681 1,103,991 (10.0%) Grand Total 1,125,103 $ 1,126,273 $ 0.1% 1,672,162 $ 48.5% 1,560,609 $ 1) Detail information available on expenditure pages 40-41 of the line item budget book. 2) Detail information available on expenditure page 127 of the line item budget book. Note: In FY14, the Red Apple Transit was moved to Fund 221. GENERAL SERVICES TRANSIT $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 101‐GENERAL FUND 221‐RED APPLE TRANSIT GRANT TRANSIT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 107 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 47 47 1,542,186 $ 1,589,571 $ 3.1% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Airport 1,928,012 $ 1,951,570 $ 1.2% 2,418,719 $ 23.9% 2,660,507 $ 10.0% Building & Maintenance 605,976 595,435 658,754 10.6% 702,247 6.6% Building Support 308,969 346,204 12.1% 392,566 13.4% 416,969 6.2% Community Services 1,361,571 1,173,284 (13.8%) 1,262,600 7.6% 1,294,165 2.5% General Services Administration 629,600 843,661 34.0% 818,367 637,728 (22.1%) Print Shop 5,270 (12,096) (329.5%) (4,152) (65.7%) (4,256) 2.5% Red Apple Transit 1,125,103 1,126,273 0.1% 1,672,162 48.5% 1,560,609 Vehicle Maintenance 874,000 764,335 (12.5%) 784,837 2.7% 789,698 0.6% Grand Total 6,838,501 $ 6,788,665 $ 8,003,853 $ 17.9% 8,057,667 $ 0.7% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 2,329,413 $ 2,387,388 $ 2.5% 2,522,662 $ 5.7% 2,672,930 $ 6.0% b) General Operating 3,601,800 3,454,642 3,736,341 8.2% 3,829,750 2.5% c) Capital 1,467,085 1,471,778 0.3% 1,863,768 26.6% 1,675,003 (10.1%) e) Transfers (559,797) (525,143) (118,918) (77.4%) (120,016) 0.9% Grand Total 6,838,501 $ 6,788,665 $ 8,003,853 $ 17.9% 8,057,667 $ 0.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 5,432,948 $ 5,274,989 $ 4,753,404 $ 4,940,423 $ 3.9% 221-RED APPLE TRANSIT GRANT - - 1,226,681 1,103,991 (10.0%) 222-GENERAL GRANTS - - 300,000 307,500 2.5% 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 82,117 414,471 404.7% 243,768 (41.2%) - (100.0%) 409-AIRPORT GRANTS 1,323,436 1,099,204 (16.9%) 1,480,000 34.6% 1,705,753 15.3% Grand Total 6,838,501 $ 6,788,665 $ 8,003,853 $ 17.9% 8,057,667 $ 0.7% GENERAL SERVICES DEPARTMENTAL SUMMARY $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 101‐GENERAL FUND 221‐RED APPLE TRANSIT GRANT 222‐GENERAL GRANTS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS 409‐AIRPORT GRANTS GENERAL SERVICES DEPARTMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 108 ---PAGE BREAK--- d) Debt Service c) Capital b) General Operating a) Personnel Costs $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 GENERAL SERVICES ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 109 ---PAGE BREAK--- 110 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 Grand Total 253822460 Row Labels Sum of FY14 Budgeted Animal Shelter 3930748 Aquatics & Recreation 1498027 Civic Center 2380941 Farmington Indian Center 360396 Golf 1500555 Museum 3214404 Parks & Recreation Administration 611957 Parks Operations 5904994 Senior Citizens Center 750790 Sycamore Park & Crouch Mesa Community Centers 425550 Grand Total 20578362 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% PARKS, RECREATION & CULTURAL AFFAIRS PERCENTAGE OF FY14 BUDGET Animal Shelter 19.1% Aquatics & Recreation 7.3% Civic Center 11.6% Farmington Indian Center 1.8% Golf 7.3% Museum 15.6% Parks & Recreation Administration 3.0% Parks Operations 28.7% Senior Citizens Center 3.6% Sycamore Park & Crouch Mesa Community Centers 2.1% PARKS, RECREATION & CULTURAL AFFAIRS PERCENTAGE BY DIVISION 111 ---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 strength 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. FY14 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. 112 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Parks & Recreation Director 1 1 110,219 $ 103,843 $ Parks Superintendent 2 2 140,893 147,418 4.6% Clean & Beautiful Specialist 1 1 31,575 32,480 2.9% Public Relations & Marketing Specialist 1 1 48,367 49,986 3.3% Office Manager 1 - 39,196 - - Administrative Aide 1 2 31,395 63,679 102.8% TOTAL 7 7 401,645 $ 397,407 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 574,093 $ 549,381 $ 515,611 $ 545,919 $ 5.9% b) General Operating 125,393 117,539 156,346 33.0% 160,255 2.5% e) Transfers (20,000) (30,000) 50.0% (60,000) 100.0% (61,500) 2.5% Grand Total 679,486 $ 636,921 $ 611,957 $ 644,674 $ 5.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 679,486 $ 636,921 $ 611,957 $ 644,674 $ 5.3% Grand Total 679,486 $ 636,921 $ 611,957 $ 644,674 $ 5.3% 1) Detail information available on expenditure pages 42-43 & page 65 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS ADMINISTRATION $560,000 $580,000 $600,000 $620,000 $640,000 $660,000 $680,000 $700,000 101‐GENERAL FUND PARKS, RECREATION & CULTURAL AFFAIRS ADMINISTRATION FUNDING SOURCES FY13 Actual FY14 Budgeted FY15 Projected 113 ---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 fields, 1 football field and 25 tennis courts.  Maintenance of 2 dedicated dog parks.  Maintenance of 9 concession stands and 25 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. FY14 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 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. 114 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Parks Superintendent 1 1 82,710 $ 85,553 $ 3.4% Assistant Parks Superintendent 2 1 126,211 68,784 (45.5%) Arborist* - - - - - Landscape Architect 1 1 76,227 77,909 2.2% Parks Foreman Maintenance 10 10 542,150 558,471 3.0% Parks Maintenance Worker IV 4 4 198,708 184,772 Parks Maintenance Worker II 4 4 177,792 184,858 4.0% Parks Maintenance Worker I 10 10 334,398 339,244 1.4% Warehouse Manager 1 1 44,395 45,727 3.0% TOTAL 33 32 1,582,591 $ 1,545,318 $ # *In FY14, the Arborist position is authorized but not funded. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 3,355,433 $ 3,252,501 $ 3,562,681 $ 9.5% 3,731,441 $ 4.7% b) General Operating 2,051,136 1,885,825 1,989,173 5.5% 2,038,902 2.5% c) Capital 600,148 1,050,049 75.0% 884,600 (15.8%) 1,409,400 59.3% e) Transfers (396,277) (465,276) 17.4% (531,460) 14.2% (544,747) 2.5% Grand Total 5,610,440 $ 5,723,099 $ 2.0% 5,904,994 $ 3.2% 6,634,997 $ 12.4% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 2,697,448 $ 2,602,010 $ 2,513,618 $ 2,650,006 $ 5.4% 2) 202-GRT - PARKS 2,717,846 2,725,192 0.3% 2,936,866 7.8% 3,548,740 20.8% 3) 211-PARK DEVELOPMENT FEES 5,131 46,925 814.5% 48,000 2.3% 100,000 108.3% 4) 214-PARKS/REC GIFTS & GRANTS 190,014 265,472 39.7% 386,510 45.6% 336,251 (13.0%) 5) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - 83,500 20,000 (76.0%) - (100.0%) Grand Total 5,610,440 $ 5,723,099 $ 2.0% 5,904,994 $ 3.2% 6,634,997 $ 12.4% 1) Detail information available on expenditure pages 44-45 of the line item budget book. 2) Detail information available on expenditure page 114 of the line item budget book. 3) Detail information available on expenditure page 115 of the line item budget book. 4) Detail information available on expenditure page 117 of the line item budget book. 5) Detail information available on expenditure page 161 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS OPERATIONS $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 101‐GENERAL FUND 202‐GRT ‐ PARKS 211‐PARK DEVELOPMENT FEES 214‐PARKS/REC GIFTS & GRANTS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS PARKS, RECREATION & CULTURAL AFFAIRS ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 115 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: RECREATION CENTER RECREATION CENTER VISION: 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 facilitates 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 and coordinates schedules for community youth and adult athletic associations, such as, 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 / Wally ball Courts  Reservations: 6,779  High School classes: 1,829  Summer Recreation classes: 225 Gym Admissions  Open gym: 4,779  Senior activities: 404  Jazzercise classes: 5,543  Zumba classes: 2,301  Summer Recreation classes: 805  League activities: 4,947  Special events: 2,017 Total Admissions 29,629 FY14 GOALS/OBJECTIVES:  Update and renovate the Recreation Center gymnasium to better facilitate a variety of programs for the public.  Install better signage on the street to market the Recreation Center.  Establish the Recreation Center as a rental facility in order to expand services to the community and increase facility revenue.  Establish and integrate the use of RecTrac pass cards in the Recreation Center’s check in and admission system.  Expand the recreation staff.  Increase visits and participation in programs at the Recreation Center. PERFORMANCE MEASURES:  Install new mechanical basketball goals, install a gym divider, and acquire a portable stage.  Purchase and install a building and information sign on the street side by the end of 2013.  Have all pass holders using RecTrac cards by summer of 2013.  Addition of one regular full time programmer position.  Increase visit and participation numbers by 5% or more. 116 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Recreation Manager 1 1 61,727 $ 64,197 $ 4.0% Recreation Supervisor 1 1 43,051 41,900 Administrative Aide 1 1 30,694 31,265 1.9% TOTAL 3 3 135,472 $ 137,361 $ 1.4% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 195,048 $ 211,206 $ 8.3% 206,201 $ 218,592 $ 6.0% b) General Operating 42,325 42,882 1.3% 51,685 20.5% 52,977 2.5% Grand Total 237,372 $ 254,088 $ 7.0% 257,886 $ 1.5% 271,569 $ 5.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 237,372 $ 254,088 $ 7.0% 257,886 $ 1.5% 271,569 $ 5.3% Grand Total 237,372 $ 254,088 $ 7.0% 257,886 $ 1.5% 271,569 $ 5.3% 1) Detail information available on expenditure page 46 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS RECREATION CENTER $220,000 $230,000 $240,000 $250,000 $260,000 $270,000 $280,000 101‐GENERAL FUND RECREATION CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 117 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: SYCAMORE PARK COMMUNITY CENTER DIVISION 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 email. 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 FY14 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 ensure growth and development in all employees by sending at least two employees to two trainings each. 118 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Community Center Manager 1 1 52,049 $ 54,145 $ 4.0% Recreation Program Supervisor 1 1 36,367 38,020 4.5% Facilities Aide 1 1 24,179 28,060 16.1% Administrative Aide 1 1 30,174 32,231 6.8% TOTAL 4 4 142,768 $ 152,455 $ 6.8% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 226,613 $ 246,926 $ 9.0% 264,907 $ 7.3% 280,570 $ 5.9% b) General Operating 72,341 85,581 18.3% 90,309 5.5% 92,567 2.5% Grand Total 298,954 $ 332,507 $ 11.2% 355,216 $ 6.8% 373,137 $ 5.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 298,939 $ 315,272 $ 5.5% 345,716 $ 9.7% 363,400 $ 5.1% 2) 214-PARKS/REC GIFTS & GRANTS 15 17,235 116355.3% 9,500 (44.9%) 9,738 2.5% Grand Total 298,954 $ 332,507 $ 11.2% 355,216 $ 6.8% 373,137 $ 5.0% 1) Detail information available on expenditure page 47 of the line item budget book. 2) Detail information available on expenditure page 118 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS SYCAMORE PARK COMMUNITY CENTER $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 101‐GENERAL FUND 214‐PARKS/REC GIFTS & GRANTS SYCAMORE PARK COMMUNITY CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 119 ---PAGE BREAK--- PARKS, RECRATION AND CULTURAL AFFAIRS CROUCH MESA COMMUNITY CENTER DIVISION VISION: In contribution to the PRCA mission statement, the Crouch Mesa Community Center is committed to providing recreational and after school programming to the neighborhood in a friendly and welcoming environment. PROGRAM DESCRIPTION: The Crouch Mesa Community Center  provides a safe and pleasant environment for members of the surrounding neighborhood to participate in recreational activities.  provides afterschool programming Monday through Friday during the school year.  offers a computer lab to the public to use for homework, research, Internet, and email.  offers ping pong, foosball, and pool tables for family recreational use. FY13 USAGE: The Crouch Mesa Community Center Pilot Program began October 22, 2012. Our average daily usage is 27 participants. 120 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No regular employees. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ 19,201 $ 39,334 $ 104.9% 41,498 $ 5.5% b) General Operating - 12,915 31,000 140.0% 31,775 2.5% Grand Total - $ 32,116 $ 70,334 $ 119.0% 73,273 $ 4.2% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ 32,116 $ 70,334 $ 119.0% 73,273 $ 4.2% Grand Total - $ 32,116 $ 70,334 $ 119.0% 73,273 $ 4.2% 1) Detail information available on expenditure page 49 of the line item budget book. Note: The Crouch Mesa Community Center began in FY13. PARKS, RECREATION & CULTURAL AFFAIRS CROUCH MESA COMMUNITY CENTER $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 101‐GENERAL FUND CROUCH MESA COMMUNITY CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 121 ---PAGE BREAK--- PARKS, RECRATION AND CULTURAL AFFAIRS FARMINGTON INDIAN CENTER 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 Indian food in its restaurant, provides shower and restroom facilities, community education, and cultural programs. It also serves as a focal point for American Indians in the Farmington Area to rest, relax, and socialize. FY14 GOALS/OBJECTIVES:  Provide adequate services to the American Indians in the Farmington area through enhanced community programs and use of existing facilities. PERFORMANCE MEASURES:  Receive positive feedback from American Indians living in the Farmington area. 122 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Indian Center Community Coordinator 1 1 43,117 $ 45,644 $ 5.9% Indian Center Aide 1 1 26,027 27,039 3.9% Indian Center Cook 1 1 25,801 26,839 4.0% Secretary II - Indian Center 1 1 29,208 30,021 2.8% TOTAL 4 4 124,153 $ 129,544 $ 4.3% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 177,840 $ 202,076 $ 13.6% 213,734 $ 5.8% 226,786 $ 6.1% b) General Operating 150,615.59 136,370 146,662 7.5% 150,329 2.5% Grand Total 328,455 $ 338,446 $ 3.0% 360,396 $ 6.5% 377,114 $ 4.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 311,711 $ 338,446 $ 8.6% 345,396 $ 2.1% 361,739 $ 4.7% 2) 230-LODGERS TAX 16,743.90 - (100.0%) 15,000 15,375 2.5% Grand Total 328,455 $ 338,446 $ 3.0% 360,396 $ 6.5% 377,114 $ 4.6% 1) 2) 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. FY12 detail information is available on expenditure page 32 of the line item budget book. FY13 actual and FY14 budgeted is available on expenditure page 48 of the line item budget book. FY12 detail information is available on expenditure page 131 of the line item budget book. FY13 actual and FY14 budgeted is available on expenditure page 133 of the line item budget book. $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 101‐GENERAL FUND 230‐LODGERS TAX FARMINGTON INDIAN CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 123 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: AQUATICS DIVISION VISION: In contribution to the PRCA mission statement, 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 4,031 Aquacise 6,110 Therapy 4,216 Lessons 1,143 Special Activities: Parties 217 Special Pool Use 33 Scuba 53 Special Olympics 264 Shower 504 TOTAL PARTICIPANTS: 16,571 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 5,483 Student 8,050 Under 3 304 Summer Pass Use 1,219 Lap Swimming 234 Special Activities: Age Group (F-CAT) 361 City Picnic 10 Fire Cracker Special 176 Shower 9 TOTAL PARTICIPANTS: 15,846 FY 14 GOALS/OBJECTIVES:  Successfully build and utilize an additional surge tank for Lions Pool.  Successfully and consistently increase Lions and Brookside Aquacise program numbers.  Successfully re-surface Lions Pool.  Implement preschool and learn-to-swim swimming lessons at Brookside Pool. PERFORMANCE INDICATORS:  Decrease the E.W.S. Utilities line item by  Aquacise participation numbers will increase by 124 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Pool Supervisor 1 1 29,567 $ 33,053 $ 11.8% TOTAL 1 1 29,567 $ 33,053 $ 11.8% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 141,691 $ 134,172 $ 138,669 $ 3.4% 146,735 $ 5.8% b) General Operating 76,373 76,484 0.1% 82,585 8.0% 84,650 2.5% c) Capital - - 45,000 - (100.0%) Grand Total 218,064 $ 210,657 $ 266,254 $ 26.4% 231,384 $ (13.1%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 218,064 $ 210,657 $ 221,254 $ 5.0% 231,384 $ 4.6% 2) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - - 45,000 - (100.0%) Grand Total 218,064 $ 210,657 $ 266,254 $ 26.4% 231,384 $ (13.1%) 1) Detail information available on expenditure page 50 of the line item budget book. 2) Detail information available on expenditure page 162 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS AQUATICS $50,000 $100,000 $150,000 $200,000 $250,000 101‐GENERAL FUND 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS AQUATICS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 125 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: AQUATIC CENTER DIVISION VISION: In contribution to the PRCA mission statement, 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 43,038 Laps 11,357 Annual Passes 1,737 Swim Lessons 9,870 Individual Passes 803 Competitive Programs: Age Group (F-CAT) 8,022 Masters 1,972 Swim Meets 1,525 High School 2,016 Special Activities: Spring Fling 200 Parties 2,830 College Classes 760 HS Lifestyles 296 Incentive School Programs 2,601 Clinics 727 Parent/Child Play Time 675 Scuba Diving 299 Military 104 Misc. Pool Use 721 Counter Visits 21,139 Exercise Programs: Aquacise 1,179 Training Programs: Lifeguard/Water Safety 202 Purchase Order 333 TOTAL PARTICIPANTS: 112,406 FY 14 GOALS/OBJECTIVES:  Apply and receive a $5,000 grant from the USA Swimming Make a Splash Foundation for the Lessons to Live program.  Increase program participation for the 1-4:30 p.m. session. PERFORMANCE INDICATORS:  Participation numbers will increase by  Be awarded the $5,000 grant. 126 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Aquatics Manager 1 1 56,553 $ 58,512 $ 3.5% Assistant Aquatics Manager 1 1 38,399 36,670 Administrative Coordinator-Pools 1 1 35,367 36,735 3.9% Mechanical Technician 1 1 39,296 41,222 4.9% Aquatic Center Front Desk Clerk 2 2 56,945 58,792 3.2% TOTAL 6 6 226,560 $ 231,930 $ 2.4% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 515,653 $ 511,579 $ 534,377 $ 4.5% 565,931 $ 5.9% b) General Operating 319,461 337,447 5.6% 321,820 329,866 2.5% c) Capital - 439,532 - (100.0%) - Grand Total 835,114 $ 1,288,558 $ 54.3% 856,197 $ (33.6%) 895,797 $ 4.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 822,090 $ 830,227 $ 1.0% 850,197 $ 2.4% 889,647 $ 4.6% 2) 214-PARKS/REC GIFTS & GRANTS 13,024 18,799 44.3% 6,000 (68.1%) 6,150 2.5% 3) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - 439,532 - (100.0%) - Grand Total 835,114 $ 1,288,558 $ 54.3% 856,197 $ (33.6%) 895,797 $ 4.6% 1) Detail information available on expenditure page 51 of the line item budget book. 2) Detail information available on expenditure page 119 of the line item budget book. 3) Detail information available on expenditure page 163 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS AQUATIC CENTER $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 $1,000,000 101‐GENERAL FUND 214‐PARKS/REC GIFTS & GRANTS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS FARMINGTON AQUATIC CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 127 ---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.  Supervise, schedule, and seasonally staff activities at the Farmington Sports Complex to include the softball/baseball complex, the tennis complex, and tennis pro shop.  Provide knowledge, equipment, facilities, and personnel to additional recreation programing throughout the community as needed. PARTICIPATION NUMBERS: Athletics City Leagues: Men’s Slow Pitch (spring/fall) 9,885 Coed Slow Pitch 8,535 Adult Volleyball 5,925 Associations: provided by associations) FMTN Women’s Softball 8,400 SJC Coed Softball League 6,800 Church Coed League Softball 7,290 Youth Baseball 21,504 Youth Softball 18,676 Youth Soccer – FUSA 6,300 Youth Soccer – Venom 3,680 Classes/Programs Summer Recreation 5,441 Jazzercise 5,543 Zumba 2,301 Craft Workshops 24 Kids’ Day Off 19 Saturday Night Fun 124 Special Events/Tournaments Adult Coed Wally ball Tournament 25 Spring Fling 226 Funny Bunny Fest 134 Family Bingo & Pizza Night 63 UNO Tournament 12 Tween Twilight Egg Hunt 49 Adult Coed Kickball Tournament 104 10K, 5K Runs & 2 Mile Walk 355 Munchkin Masquerade Carnival 372 Christmas Craft Fair (Vendors) 55 Christmas Craft Fair (Shoppers) 381 Candy Cane Christmas 190 Holiday Escape for Kids 49 Total Participants: 112,462 FY 14 GOALS/OBJECTIVES:  Continue to develop a diverse selection of recreational activities for all ages.  Further develop and increase attendance of already established programs.  Work at developing programs that meet during the weekday mornings and early afternoon.  Raise the level of public awareness of programs through enhanced marketing. PERFORMANCE MEASURES:  Offer two new programs.  Increase participation in programs and services by at least  Develop at least one new morning or afternoon class or program.  Establish outdoor marketing and visibility with signs and/or banners at the Recreation Center. 128 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Seasonal employees only. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 83,671 $ 68,390 $ (18.3%) 61,440 $ (10.2%) 64,820 $ 5.5% b) General Operating 115,059 99,412 (13.6%) 56,250 (43.4%) 57,656 2.5% Grand Total 198,730 $ 167,802 $ (15.6%) 117,690 $ (29.9%) 122,476 $ 4.1% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 96,533 $ 74,444 $ (22.9%) 73,390 $ 77,069 $ 5.0% 2) 214-PARKS/REC GIFTS & GRANTS 102,197 93,358 44,300 (52.5%) 45,408 2.5% Grand Total 198,730 $ 167,802 $ (15.6%) 117,690 $ (29.9%) 122,476 $ 4.1% 1) Detail information available on expenditure page 53 of the line item budget book. 2) Detail information available on expenditure page 120 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS RECREATION PROGRAMS $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 101‐GENERAL FUND 214‐PARKS/REC GIFTS & GRANTS RECREATION PROGRAMS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 129 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: ANIMAL SHELTER PROGRAM DESCRIPTION: The Farmington Animal Shelter, 1395 South Lake, provides humane care for animals from Farmington and San Juan County. In 2012, the shelter collected $131,154 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 home. 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. PROGRAMS AND SERVICE DELIVERY:  Respond to over 5500 specific animal/park related calls.  Provide care for 7,743 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 reservations issued.  Patrol City streets and public thoroughfares for violations.  Since the opening in March of 2007 the spay/neuter clinic at the Farmington Animal Shelter has sterilized 4,769 dogs and cats. FY14 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 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. 130 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Animal Ranger Supervisor 1 1 55,759 $ 56,344 $ 1.0% Veterinarian Technician - 1 - 48,955 - Kennel Technician - 6 - 159,258 - Animal/Park Ranger-Corporal 2 2 90,821 94,931 4.5% Animal/Park Ranger 11 10 414,566 362,925 (12.5%) TOTAL 14 20 561,146 $ 722,414 $ 28.7% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 999,517 $ 882,228 $ (11.7%) 1,134,991 $ 28.7% 1,199,511 $ 5.7% b) General Operating 234,132 260,766 11.4% 352,452 35.2% 361,263 2.5% c) Capital - 2,139,200 2,443,305 14.2% - (100.0%) Grand Total 1,233,648 $ 3,282,194 $ 166.1% 3,930,748 $ 19.8% 1,560,775 $ (60.3%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 1,210,715 $ 1,121,867 $ 1,461,443 $ 30.3% 1,534,125 $ 5.0% 2) 214-PARKS/REC GIFTS & GRANTS 22,934 21,127 216,000 922.4% 26,650 (87.7%) 3) 402-GRT 2012 BONDS - 2,139,200 2,253,305 5.3% - (100.0%) Grand Total 1,233,648 $ 3,282,194 $ 166.1% 3,930,748 $ 19.8% 1,560,775 $ (60.3%) 1) Detail information available on expenditure pages 54-55 of the line item budget book. 2) Detail information available on expenditure page 121 of the line item budget book. 3) Detail information available on expenditure page 147 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS ANIMAL SHELTER/PARK RANGERS $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 101‐GENERAL FUND 214‐PARKS/REC GIFTS & GRANTS 402‐GRT 2012 BONDS ANIMAL SHELTER/PARK RANGERS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 131 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: SENIOR CENTER PROGRAM DESCRIPTION: The Bonnie Dallas Senior Center provides Senior Citizens in the area, a place to eat a nutritious meal, socialize, learn, play, and feel valued. It is a “Home away from Home” where the staff truly cares and gives great customer service. “A friendly place where friends meet friends.” Campus Atmosphere: Main Dining Hall, Annex, Activity Center & Silver Fitness Center, & Ceramic Building 1,400 seniors registered to eat. 2,800 on database. 160 Active Volunteers. Program Participation: 2012 (Calendar year data) Congregate Meals 43,680 Under Age 800 Meals On Wheels 20,528 Classes and Workshops 25,383 Counseling and Outreach 2,100 Volunteers 3,406 Transportation 2,065 Special Events 1,811 GRAND TOTAL: 99,773 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 FY14 GOALS/OBJECTIVES:  Meet all State assessment requirements.  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, and leatherwork.  Meet all requirements for accreditation.  Implement RecTrac.  Additional staff for Activity Center.  Expand diabetic friendly menus.  Annex HVAC upgrade. 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. 132 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Senior Center Administrator 1 1 64,639 $ 67,807 $ 4.9% Assistant Senior Citizens Supervisor - 1 - 49,816 - Senior Center Program Coordinator 1 - 48,177 - - Senior Center Coordinator 1 1 33,070 34,044 2.9% Senior Center Transportation Coordinator 1 1 30,919 31,952 3.3% Food Service Manager/Chef 1 1 33,330 34,210 2.6% Senior Center Assistant Cook 2 2 61,704 63,736 3.3% Senior Center Facilities Aide 1 1 29,206 30,360 4.0% Administrative Aide 1 1 31,755 32,579 2.6% TOTAL 9 9 332,800 $ 344,505 $ 3.5% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 605,162 $ 596,189 $ 601,487 $ 0.9% 637,354 $ 6.0% b) General Operating 219,423 154,851 (29.4%) 149,303 153,036 2.5% c) Capital - 108,821 - (100.0%) - Grand Total 824,585 $ 859,861 $ 4.3% 750,790 $ (12.7%) 790,390 $ 5.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 744,727 $ 710,972 $ 730,590 $ 2.8% 769,685 $ 5.4% 2) 214-PARKS/REC GIFTS & GRANTS 79,858 148,889 86.4% 20,200 (86.4%) 20,705 2.5% Grand Total 824,585 $ 859,861 $ 4.3% 750,790 $ (12.7%) 790,390 $ 5.3% 1) Detail information available on expenditure page 56 of the line item budget book. 2) Detail information available on expenditure page 122 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS SENIOR CITIZENS CENTER $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 101‐GENERAL FUND 214‐PARKS/REC GIFTS & GRANTS SENIOR CITIZENS CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 133 ---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. FY13 GOALS/OBJECTIVES:  Produce the play, “Fiddler on the Roof.”  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 “Cinderella.”  Utilizing WebTrac, 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 27% for the 2012 season. Attendance numbers during the 2012 season were 7,673, 2011 season were 5,596 (Joseph and the Amazing Technicolor Dreamcoat), and 2010 season (Oklahoma!) were 7,174.  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. 134 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Temporary employees only. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 149,659 $ 132,563 $ (11.4%) 148,726 $ 12.2% 156,907 $ 5.5% b) General Operating 37,071 54,748 47.7% 61,420 12.2% 62,956 2.5% c) Capital - - 12,500 12,500 0.0% e) Transfers 12,078 44,428 267.8% 45,430 2.3% 46,566 2.5% Grand Total 198,807 $ 231,739 $ 16.6% 268,076 $ 15.7% 278,928 $ 4.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ 25,000 $ 25,000 $ 0.0% 25,625 $ 2.5% 2) 214-PARKS/REC GIFTS & GRANTS 62,611 11,271 (82.0%) 68,187 505.0% 71,063 4.2% 3) 230-LODGERS TAX 136,196 195,468 43.5% 174,889 (10.5%) 182,240 4.2% Grand Total 198,807 $ 231,739 $ 16.6% 268,076 $ 15.7% 278,928 $ 4.0% 1) Detail information available on expenditure page 57 of the line item budget book. 2) Detail information available on expenditure page 123 of the line item budget book. 3) Detail information available on expenditure page 132 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS PRODUCTION COMPANY $50,000 $100,000 $150,000 $200,000 $250,000 101‐GENERAL FUND 214‐PARKS/REC GIFTS & GRANTS 230‐LODGERS TAX PRODUCTION COMPANY FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 135 ---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 square feet for banquets, art shows, and community events like the Gun and Knife shows. An additional 2,973 square feet 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. The operations of Lions Wilderness Park is also under the responsibility of the Civic Center Supervisor. The support and marketing of this unique venue is managed through the Civic Center office. Facility support has been enhanced in addition to the technical support provided in the past. ANNUAL EXHIBIT HALL and THEATER ATTENDANCE and REVENUE Events Attendance Revenue Exhibit Hall 1,473 95,020 $138,139 Theater 93 38,152 $34,780 TOTALS 1,566 133,172 $172,919 FY14 GOALS & OBJECTIVES: Civic Center Facility  Continue to exceed customers’ expectations of superb service.  Continue clean out and reorganization of storage spaces for increased safety and staff efficiency.  Improve venue signage and event schedule information through interactive media screens.  Establish regular maintenance schedules for facility and equipment. Miriam M. Taylor Theater  Continue to support the Civic Center Foundation for Performing Arts to bring outstanding performing arts events to our venue.  Develop opportunities to bring additional performing arts and concert performances to the theater to fully utilize our space.  Create training opportunities for crews for improved technical capacity.  Establish multi-year theater equipment replacement plan. Staff  Continue to provide supervisory training for facility shift supervisors.  Facilitate an environment of cooperation and communication among all staff.  Provide staff support for department special events and city projects. Amphitheatre  Continue to integrate operations of Lions Wilderness Park Amphitheater into Civic Center operations at all levels; bookings, support, and custodial.  Provide superb technical support for Sandstone Productions.  Maintain adequate inventory of theater equipment. PERFORMANCE MEASURES:  Increase use of theater and amphitheater.  Achieve an overall rating of 90% or above indicating a good/excellent rating from participant based surveys on overall visitor services and customer services.  Address dated technology and equipment with initial upgrades and plan for next three years. 136 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Civic Center Supervisor 1 1 57,165 $ 57,698 $ 0.9% Facilities Technician Supervisor 3 3 145,152 150,561 3.7% Facilities Technician 3 3 97,823 101,829 4.1% Administrative Aide 2 2 71,784 74,328 3.5% Secretary l 1 1 29,764 30,863 3.7% TOTAL 10 10 401,689 $ 415,279 $ 3.4% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 655,705 $ 644,659 $ 666,285 $ 3.4% 705,300 $ 5.9% b) General Operating 1,346,048 1,321,476 1,426,150 7.9% 1,461,804 2.5% c) Capital - 1,183,432 - (100.0%) - e) Transfers 12,078 144,428 1095.8% 20,430 (85.9%) 20,941 2.5% Grand Total 2,013,831 $ 3,293,995 $ 63.6% 2,112,865 $ (35.9%) 2,188,045 $ 3.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 787,869 $ 744,021 $ 804,441 $ 8.1% 844,704 $ 5.0% 2) 214-PARKS/REC GIFTS & GRANTS 127,263 158,348 24.4% 190,000 20.0% 194,750 2.5% 3) 230-LODGERS TAX 1,098,700 1,208,194 10.0% 1,118,424 1,148,590 2.7% 4) 402-GRT 2012 BONDS - 1,183,432 - (100.0%) - Grand Total 2,013,831 $ 3,293,995 $ 63.6% 2,112,865 $ (35.9%) 2,188,045 $ 3.6% 1) Detail information available on expenditure pages 58-59 of the line item budget book. 2) Detail information available on expenditure page 124 of the line item budget book. 3) Detail information available on expenditure page 134 of the line item budget book. 4) Detail information available on expenditure page 148 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS CIVIC CENTER $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 101‐GENERAL FUND 214‐PARKS/REC GIFTS & GRANTS 230‐LODGERS TAX 402‐GRT 2012 BONDS CIVIC CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 137 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: MUSEUM ADMINISTRATION PROGRAM DESCRIPTION: 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 FY14 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 sought, 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. 138 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Museum Director 1 1 74,169 $ 76,394 $ 3.0% Volunteer Coordinator 1 1 46,854 48,259 3.0% Administrative Aide 1 1 28,176 30,684 8.9% TOTAL 3 3 149,199 $ 155,337 $ 4.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 231,577 $ 226,933 $ 274,073 $ 20.8% 290,229 $ 5.9% b) General Operating 31,537 51,230 62.4% 29,889 (41.7%) 30,636 2.5% c) Capital - 302,936 2,250,000 642.7% - (100.0%) Grand Total 263,114 $ 581,099 $ 120.9% 2,553,962 $ 339.5% 320,865 $ (87.4%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 263,114 $ 279,272 $ 6.1% 303,962 $ 8.8% 320,865 $ 5.6% 2) 402-GRT 2012 BONDS - 301,827 2,250,000 645.5% - (100.0%) Grand Total 263,114 $ 581,099 $ 120.9% 2,553,962 $ 339.5% 320,865 $ (87.4%) 1) Detail information available on expenditure page 60 of the line item budget book. 2) Detail information available on expenditure page 149 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS MUSEUM ADMINISTRATION $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 101‐GENERAL FUND 402‐GRT 2012 BONDS MUSEUM ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 139 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURAL AFFAIRS: MUSEUM OPERATIONS PROGRAM DESCRIPTION: 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; provide 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 FY14 GOALS/OBJECTIVES:  Develop and increase quality educational programs relating to current exhibits.  Create adult programming in the form of hikes, lectures, workshops, and activities geared toward 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 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. 140 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Education Coordinator 1 1 39,506 $ 40,601 $ 2.8% Museum Curator of Exhibit 1 1 47,935 49,716 3.7% Museum Collections Manager 1 1 41,081 39,992 Facilities Technician 1 1 25,856 29,483 14.0% TOTAL 4 4 154,378 $ 159,793 $ 3.5% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 221,616 $ 241,899 $ 9.2% 251,044 $ 3.8% 265,709 $ 5.8% b) General Operating 210,882 157,700 (25.2%) 257,274 63.1% 263,706 2.5% c) Capital 3,357 2,839 (15.4%) 5,000 76.1% - (100.0%) Grand Total 435,855 $ 402,437 $ 513,318 $ 27.6% 529,415 $ 3.1% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 326,915 $ 344,678 $ 5.4% 368,318 $ 6.9% 385,915 $ 4.8% 2) 217-MUSEUM GIFTS & GRANTS 108,940 57,759 (47.0%) 145,000 151.0% 143,500 Grand Total 435,855 $ 402,437 $ 513,318 $ 27.6% 529,415 $ 3.1% 1) 2) Detail information available on expenditure pages 125-126 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS MUSEUM OPERATIONS Detail information available on expenditure page 61 of the line item budget book. In addition, Harvest Grove Farm was consolidated with Museum Operations. Detail information is available on expenditures page 62 of the line item budget book. $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 101‐GENERAL FUND 217‐MUSEUM GIFTS & GRANTS MUSEUM OPERATIONS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 141 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURE AFFAIRS: E3 CHILDRENS MUSEUM AND SCIENCE CENTER PROGRAM DESCRIPTION: 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 FY14 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 2013-14.  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. 142 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Children's Museum Coordinator 1 1 37,451 $ 39,154 $ 4.5% TOTAL 1 1 37,451 $ 39,154 $ 4.5% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 43,140 $ 44,863 $ 4.0% 46,661 $ 4.0% 49,228 $ 5.5% b) General Operating 19,247 18,863 25,925 37.4% 26,573 2.5% Grand Total 62,387 $ 63,726 $ 2.1% 72,586 $ 13.9% 75,801 $ 4.4% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 62,387 $ 63,726 $ 2.1% 72,586 $ 13.9% 75,801 $ 4.4% Grand Total 62,387 $ 63,726 $ 2.1% 72,586 $ 13.9% 75,801 $ 4.4% 1) Detail information available on expenditure page 63 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS E3 CHILDREN'S MUSEUM & SCIENCE CENTER $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 101‐GENERAL FUND E3 CHILDREN'S MUSEUM & SCIENCE CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 143 ---PAGE BREAK--- PARKS, RECREATION, AND CULTURE AFFAIRS: RIVERSIDE NATURE CENTER PROGRAM DESCRIPTION: 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 FY14 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 trial 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. 144 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Museum Specialist 1 1 43,385 $ 45,580 $ 5.1% TOTAL 1 1 43,385 $ 45,580 $ 5.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 56,538 $ 58,187 $ 2.9% 58,838 $ 1.1% 62,288 $ 5.9% b) General Operating 15,285 10,031 (34.4%) 15,700 56.5% 16,093 2.5% Grand Total 71,823 $ 68,218 $ 74,538 $ 9.3% 78,381 $ 5.2% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 71,823 $ 68,218 $ 74,538 $ 9.3% 78,381 $ 5.2% Grand Total 71,823 $ 68,218 $ 74,538 $ 9.3% 78,381 $ 5.2% 1) Detail information available on expenditure page 64 of the line item budget book. PARKS, RECREATION & CULTURAL AFFAIRS RIVERSIDE NATURE CENTER $62,000 $64,000 $66,000 $68,000 $70,000 $72,000 $74,000 $76,000 $78,000 $80,000 101‐GENERAL FUND RIVERSIDE NATURE CENTER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 145 ---PAGE BREAK--- PARKS, RECRATION AND CULTURAL AFFAIRS PINON HILLS GOLF COURSE 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: Number of rounds played – 37,937 Maintain 90 acres of turf area Maintain 100+ acres of natural area contained within boundaries Maintain landscape in the clubhouse area FY14 GOALS/OBJECTIVES:  Host more Family Golf Nights.  Open the new practice area to the east of the current driving range tee box.  Use technology 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.  Maintain maintenance and service standards to retain #4 Municipal Golf Course in the USA ranking for 2013.  Continue to train staff to improve pace of play on a daily basis.  Through email 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 146 ---PAGE BREAK--- PARKS, RECRATION AND CULTURAL AFFAIRS CIVITAN HILLS GOLF COURSE 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:  Number of rounds played - 19,122  Maintain 20+ acres of turf area  Maintain 12 horseshoe pits  Participate with Senior Olympics FY 13 GOALS/OBJECTIVIES:  Maintain service in a manner that promotes repeat customers and 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 147 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Golf Course Superintendent 1 1 63,138 $ 65,032 $ 3.0% Golf Course Manager 1 1 64,639 $ 67,296 $ 4.1% Golf Professional 1 1 48,177 $ 49,930 $ 3.6% Assistant Golf Course Superintendent 1 1 54,496 $ 56,306 $ 3.3% Parks Maintenance Worker IV 1 1 47,120 $ 41,877 $ (11.1%) Parks Maintenance Worker II 2 2 88,896 $ 77,116 $ (13.3%) TOTAL 7 7 366,466 $ 357,556 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 702,103 $ 702,825 $ 0.1% 727,469 $ 3.5% 770,072 $ 5.9% b) General Operating 630,486 608,496 621,469 2.1% 637,006 2.5% c) Capital - 13,788 50,000 262.6% - (100.0%) e) Transfers 3,482 - (100.0%) 101,617 104,157 2.5% Grand Total 1,336,071 $ 1,325,109 $ 1,500,555 $ 13.2% 1,511,235 $ 0.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 169,151 $ 185,964 $ 9.9% 160,821 $ (13.5%) 167,373 $ 4.1% 2) 610-GOLF ENTERPRISE 1,166,920 1,139,145 1,339,734 17.6% 1,343,863 0.3% Grand Total 1,336,071 $ 1,325,109 $ 1,500,555 $ 13.2% 1,511,235 $ 0.7% 1) Detail information available on expenditure page 52 of the line item budget book. 2) Detail information available on expenditure pages 214-215 of the line item budget book. Note: Civitan Golf Course was transferred into the general fund in FY12 from the 610 golf enterprise fund. Pinon Hills Golf Course is an enterprise fund. PARKS, RECREATION & CULTURAL AFFAIRS CIVITAN & PINON HILLS GOLF COURSES $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 101‐GENERAL FUND 610‐GOLF ENTERPRISE CIVITAN & PINON HILLS GOLF COURSES FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 148 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 107 112 4,689,270 $ 4,866,686 $ 3.8% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Parks Administration 679,486 636,921 ( 6.3%) 611,957 ( 3.9%) 644,674 5.3% Parks Operations 5,610,440 5,723,099 2.0% 5,904,994 3.2% 6,634,997 12.4% Recreation Center 237,372 254,088 7.0% 257,886 1.5% 271,569 5.3% Sycamore Park Community Center 298,954 332,507 11.2% 355,216 6.8% 373,137 5.0% Farmington Indian Center 328,455 338,446 3.0% 360,396 6.5% 377,114 4.6% Crouch Mesa Community Center - 32,116 - 70,334 119.0% 73,273 4.2% Aquatics Division 218,064 210,657 ( 3.4%) 266,254 26.4% 231,384 ( 13.1%) Farmington Aquatic Center 835,114 1,288,558 54.3% 856,197 ( 33.6%) 895,797 4.6% Recreation Programs 198,730 167,802 ( 15.6%) 117,690 ( 29.9%) 122,476 4.1% Animal Shelter 1,233,648 3,282,194 166.1% 3,930,748 19.8% 1,560,775 ( 60.3%) Senior Citizen Center 824,585 859,861 4.3% 750,790 ( 12.7%) 790,390 5.3% Production Company 62,611 36,271 ( 42.1%) 93,187 156.9% 96,688 3.8% Civic Center 2,150,027 3,489,463 62.3% 2,287,754 ( 34.4%) 2,370,285 3.6% Museum Administration 263,114 581,099 120.9% 2,553,962 339.5% 320,865 ( 87.4%) Museum Operations 435,855 402,437 ( 7.7%) 513,318 27.6% 529,415 3.1% Children's Museum 62,387 63,726 2.1% 72,586 13.9% 75,801 4.4% Riverside Nature Center 71,823 68,218 ( 5.0%) 74,538 9.3% 78,381 5.2% Golf 1,336,071 1,325,109 ( 0.8%) 1,500,555 13.2% 1,511,235 0.7% TOTAL 14,846,737 $ 19,092,573 $ 28.6% 20,578,362 $ 7.8% 16,958,256 $ ( 17.6%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 8,935,058 $ 8,725,781 $ 9,446,528 $ 8.3% 9,958,891 $ 5.4% b) General Operating 5,696,814 5,432,616 5,865,412 8.0% 6,012,047 2.5% c) Capital 603,504 5,240,595 768.4% 5,690,405 8.6% 1,421,900 (75.0%) e) Transfers (388,639) (306,420) (21.2%) (423,983) 38.4% (434,583) 2.5% Grand Total 14,846,737 $ 19,092,573 $ 28.6% 20,578,362 $ 7.8% 16,958,256 $ (17.6%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 8,998,345 $ 8,837,899 $ 9,291,447 $ 5.1% 9,765,234 $ 5.1% 202-GRT - PARKS 2,717,846 2,725,192 0.3% 2,936,866 7.8% 3,548,740 20.8% 211-PARK DEVELOPMENT FEES 5,131 46,925 814.5% 48,000 2.3% 100,000 108.3% 214-PARKS/REC GIFTS & GRANTS 597,915 734,500 22.8% 940,697 28.1% 710,714 (24.4%) 217-MUSEUM GIFTS & GRANTS 108,940 57,759 (47.0%) 145,000 151.0% 143,500 230-LODGERS TAX 1,251,640 1,403,662 12.1% 1,308,313 1,346,206 2.9% 402-GRT 2012 BONDS - 3,624,459 4,503,305 24.2% - (100.0%) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - 523,032 65,000 (87.6%) - (100.0%) 610-GOLF ENTERPRISE 1,166,920 1,139,145 1,339,734 17.6% 1,343,863 0.3% Grand Total 14,846,737 $ 19,092,573 $ 28.6% 20,578,362 $ 7.8% 16,958,256 $ (17.6%) PARKS, RECREATION & CULTURAL AFFAIRS DEPARTMENTAL SUMMARY $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 101‐GENERAL FUND 202‐GRT ‐ PARKS 211‐PARK DEVELOPMENT FEES 214‐PARKS/REC GIFTS & GRANTS 217‐MUSEUM GIFTS & GRANTS 230‐LODGERS TAX 402‐GRT 2012 BONDS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS 610‐GOLF ENTERPRISE PARKS, RECREATION & CULTURAL AFFIARS DEPARTMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 149 ---PAGE BREAK--- c) Capital b) General Operating a) Personnel Costs $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 PARKS, RECREATION & CULTURAL AFFAIRS ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 150 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 (blank) Grand Total 253822460 Row Labels Sum of FY14 Budgeted Code Compliance 269581 Crime Lab 240229 Detectives/Crime Analysi 1593413 K-9 263895 Police Administration 1425486 Police Grants 702794 Police Operations 9307400 Records & Evidence 458891 School Crossing Guards 196470 School Resource Officer 560257 Swat/Bomb Squad 84662 Traffic 686313 Training 455781 Communications ARRA Grant Division Grand Total 16245172 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% POLICE PERCENTAGE OF FY14 BUDGET Code Compliance 1.7% Crime Lab 1.5% Detectives/Crime Analysis 9.8% K‐9 UNIT 1.6% Police Administration 8.8% Police Grants 4.3% Police Operations 57.3% Records & Evidence 2.8% School Crossing Guards 1.2% School Resource Officer 3.4% Swat/Bomb Squad 0.5% Traffic 4.2% Training 2.8% POLICE PERCENTAGE BY DIVISION In FY14, the Police Department decided to separate special police services into individual divisions. 151 ---PAGE BREAK--- POLICE: ADMINISTRATION PROGRAM DESCRIPTION: Police Administration is comprised of the command staff of the Police Department: the Chief of Police, Administrative Captain, Operations Captain, Investigations Captain, and the Commander of Special Operations. In addition, support staff includes two Administrative Assistants and an Accreditation Manager. The agency’s Accreditation program is comprised of an Accreditation Manager who manages the Policy and Procedures for the department as well as the planning, coordinating, and management of compliance activities, projects and processes to ensure the department maintains its nationally accredited status. FY14 GOALS / STRATEGIES:  Manage the Department’s services in accordance with budgetary constraints.  Facilitate Department-wide community outreach and education efforts.  Maintain accreditation by obtaining re- accreditation in 2014.  Prepare for future trends in Law Enforcement in an attempt to protect the department from liability.  Convert the accreditation process to a paperless system. PERFORMANCE MEASURES:  Decentralize operational budgetary oversight and management throughout the department’s divisions and specialized units.  Increase inter-departmental as well as intra-departmental communication regarding community needs and trends.  Ensure continued compliance with all applicable CALEA standards.  Stay abreast of changes in standards and laws and update department policy and procedures to reflect changes that could leave the department open to liability.  Continue to enhance the use of Power DMS for compliance maintenance as well as department communication. 152 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Police Chief 1 1 115,329 $ 119,943 $ 4.0% Police Captain 3 3 259,132 290,670 12.2% Accreditation Manager 1 1 55,912 58,263 4.2% Office Manager 1 1 43,960 44,894 2.1% Secretary II 1 - 32,181 - (100.0%) TOTAL 7 6 506,514 $ 513,770 $ 1.4% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 689,470 $ 732,736 $ 6.3% 750,846 $ 2.5% 778,326 $ 3.7% b) General Operating 515,649 556,340 7.9% 587,353 5.6% 602,037 2.5% c) Capital 10,164 81,812 704.9% 87,287 6.7% - (100.0%) Grand Total 1,215,284 $ 1,370,888 $ 12.8% 1,425,486 $ 4.0% 1,380,363 $ FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 1,205,119 $ 1,290,460 $ 7.1% 1,362,429 $ 5.6% 1,380,363 $ 1.3% 2) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 10,164 80,428 691.3% 63,057 (21.6%) - (100.0%) Grand Total 1,215,284 $ 1,370,888 $ 12.8% 1,425,486 $ 4.0% 1,380,363 $ 1) Detail information available on expenditure pages 66-67 and page 80 of the line item budget book. 2) Detail information available on expenditure page 164 of the line item budget book. POLICE ADMINISTRATION $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 101‐GENERAL FUND 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS POLICE ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 153 ---PAGE BREAK--- POLICE: OPERATIONS PROGRAM DESCRIPTION: Patrol Services is responsible for responding to calls for service, conducting investigations, and ensuring cases assigned to them are completed. The Patrol Division is the first line of community interaction and outreach, and this outreach is complemented with a District Coordinator Unit (DCU). The DCU is comprised of Bicycle Officers, and District Officers who work on education programs and targeted nuisance and quality of life initiatives. Other field services include a Traffic Division, K-9 Division, and Community Service Officers. FY14 GOALS/STRATEGIES:  Increase the amount and diversity of community outreach programs.  Improve the use of technology to facilitate the exchange of information with patrol services.  Increase educational opportunities for officers and citizens on the impact of traffic safety enforcement.  Identify methods to improve police cadet performance and success while in the field training program. PERFORMANCE MEASURES:  Provide job specific training on community outreach initiatives and program initiation.  Develop and implement a system to deliver data derived from the crime analysis function to patrol officers.  Provide instruction and encourage the use of alternative sentencing programs such as, “Alive at 25,” to patrol officers.  Adapt the Community Service Officer program to focus on preparing police candidates with job related duties and performance standards. Calendar Year 2010 2011 2012 Uniformed Personnel 71 70 70 Self-Initiated Contacts 14,599 15,457 14,435 Offense Reports 7,801 8,029 8,167 Adult Arrests 5,628 6,132 6,539 Traffic Citations 25,049 23,115 21,426 Vehicle Accidents 1,901 1,703 1,588 Alcohol-Related Accidents 105 98 89 DWI Arrests 554 645 560 Community Meetings 186 357 255 154 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions* FY13 Budgeted Salaries FY14 Budgeted Salaries* % Change Police Commander 1 1 86,307 $ 91,262 $ 5.7% Police Lieutenant 4 3 295,335 245,682 (16.8%) Police Sergeant 14 9 919,434 626,575 (31.9%) Police Corporal 10 7 575,780 436,641 (24.2%) Police Detective 19 4 1,068,256 182,826 (82.9%) Police Officer* 80 61 4,067,949 2,841,411 (30.2%) Police Service Aide - 3 - 93,857 - Community Service Officer 4 5 163,167 199,796 22.4% Lead Crime Scene Investigator 1 - 66,515 - (100.0%) Crime Scene Investigator 2 - 102,530 - (100.0%) Civilian Evidence Technician 3 - 97,887 - (100.0%) Domestic Violence Advocate 2 - 94,376 - (100.0%) Police Support Services Specialist 1 1 40,784 42,136 3.3% Chief Code Compliance Officer 1 - 49,507 - (100.0%) Code Compliance Officer 3 - 136,648 - (100.0%) Civilian Operations. Supervisor 1 - 55,071 - (100.0%) Police Records Technician 6 - 182,645 - (100.0%) Secretary II 2 - 68,545 - (100.0%) Administrative Aide - 1 - 38,493 - Region II HIDTA Agent 2.5 2 113,145 113,901 0.7% Region ll Administrative Assistant 1 1 39,069 39,921 2.2% TOTAL 157.5 98 8,222,950 $ 4,952,501 $ (39.8%) * IN FY14, 4 Police Officer positions are authorized but not funded. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 12,408,946 $ 12,069,235 $ 8,196,830 $ (32.1%) 8,492,357 $ 3.6% b) General Operating 1,735,161 1,670,674 1,697,194 1.6% 1,739,624 2.5% c) Capital 43,435 3,749 (91.4%) 106,170 2731.7% 70,000 (34.1%) e) Transfers 10,671 10,000 10,000 0.0% 10,000 0.0% Grand Total 14,198,213 $ 13,753,658 $ 10,010,194 $ (27.2%) 10,311,981 $ 3.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 13,288,386 $ 13,097,536 $ 9,307,400 $ (28.9%) 9,589,358 $ 3.0% 2) 240-STATE POLICE PROTECTION 78,926 49,204 (37.7%) 104,900 113.2% 107,523 2.5% 3) 246-REGION II NARCOTICS 443,993 365,452 (17.7%) 489,306 33.9% 502,766 2.8% 4) 248-COPS PROGRAM 327,255 217,422 (33.6%) 68,588 (68.5%) 71,335 4.0% 5) 249-LAW ENFORCEMENT BLOCK GRANT 59,653 24,043 (59.7%) 40,000 66.4% 41,000 2.5% Grand Total 14,198,213 $ 13,753,658 $ 10,010,194 $ (27.2%) 10,311,981 $ 3.0% 1) Detail information available on expenditure pages 68-69 of the line item budget book. 2) Detail information available on expenditure page 135 of the line item budget book. 3) Detail information available on expenditure pages 136-137 of the line item budget book. 4) Detail information available on expenditure pages 138-139 of the line item budget book. 5) Detail information available on expenditure page 140 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE OPERATIONS $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 101‐GENERAL FUND 240‐STATE POLICE PROTECTION 246‐REGION II NARCOTICS 248‐COPS PROGRAM 249‐LAW ENFORCEMENT BLOCK GRANT POLICE OPERATIONS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 155 ---PAGE BREAK--- POLICE: CROSSING GUARDS 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 and/or after school crossings for elementary and middle school aged children. There are 30 part- time temporary guards that includes one Lead School Crossing Guard. Special Programs and Functions: YEAR 2010 2011 2012 Number of Crosswalks Served 22 22 22 Average Number of Child Crossings Daily 1449 * 1796 1805 Approximate Annual Number of Child Crossings 260,820* 321,484 324,900 *School Crossing count was incomplete (two crossings un- reported for 2010) FY14 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.  Identify and 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.  Reduced turnover. 156 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Seasonal employees only. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 123,104 $ 163,604 $ 32.9% 196,470 $ 20.1% 201,801 $ 2.7% b) General Operating 1,460 - (100.0%) - - Grand Total 124,564 $ 163,604 $ 31.3% 196,470 $ 20.1% 201,801 $ 2.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 124,564 $ 163,604 $ 31.3% 196,470 $ 20.1% 201,801 $ 2.7% Grand Total 124,564 $ 163,604 $ 31.3% 196,470 $ 20.1% 201,801 $ 2.7% 1) Detail information available on expenditure page 70 of the line item budget book. POLICE SCHOOL CROSS GUARDS $50,000 $100,000 $150,000 $200,000 $250,000 101‐GENERAL FUND CODE COMPLIANCE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 157 ---PAGE BREAK--- POLICE: CODE COMPLIANCE PROGRAM DESCRIPTION: Code Compliance is comprised of three Code Compliance Officers and a Code Compliance Supervisor, each of which are assigned a specific district within the City of Farmington. The primary duty of Code Compliance Officers is the enforcement of the City of Farmington Municipal Code, in conjunction with other departments, city officials and other outside agencies, to maintain the cleanliness, appearance, health, and welfare of the city, its citizens, and visitors. 2012 Code Compliance violations, activity: Description 2011 2012 Difference Property Inspections 2731 3160 +429 Sewage Leaks 12 28 +16 Illegal Car Sales 80 88 +8 License Inv./Renew 143 192 +49 Citizen Complaints 1262 2064 +802 Internal/Officer in Person 1469 1096 -373 Violations 3791 4415 +624 FY14 GOALS/STRATEGIES:  Promote community education on city ordinances as a proactive measure to encourage voluntary compliance.  Actively identify and attend technical and safety training needed to enhance the individual knowledge and skill level of all Code Compliance Officers.  Ensure compliance of business license requirements and registrations, including businesses operating from a personal residence.  Incorporate the city’s new Civic Plus electronic “Citizen Request Tracker System” to encourage citizen complaints and concerns.  Develop effective communication with the citizens of Farmington to maintain a 90% voluntary compliance rate. PERFORMANCE MEASURES:  Promote compliance on city ordinances through newspaper, radio, and public presentations within the community.  Acquire specialized training for half of the Code Compliance Officers, in order to further improve knowledge and skills of every Code Compliance Officer.  Enhance professional communication between City departments to continue to achieve positive results and voluntary compliance.  Promote and educate citizens on the city’s newest technology, “Citizen Request Tracker System”, and the ability to submit complaints and concerns electronically.  Continued professional timeliness of response to complaints submitted to the Code Compliance Office. 158 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Chief Code Compliance Officer - 1 49,507 $ 50,253 $ 1.5% Code Compliance Officer - 3 136,648 140,747 3.0% TOTAL - 4 186,155 $ 191,000 $ 2.6% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 269,581 $ 280,616 $ 4.1% Grand Total - $ - $ 269,581 $ 280,616 $ 4.1% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 269,581 $ 280,616 $ 4.1% Grand Total - $ - $ 269,581 $ 280,616 $ 4.1% 1) Detail information available on expenditure page 71 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE CODE COMPLIANCE $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 101‐GENERAL FUND CODE COMPLIANCE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 159 ---PAGE BREAK--- POLICE: DETECTIVES PROGRAM DESCRIPTION: The Detective Division is comprised of one Lieutenant, two Sergeants, two Corporals, eleven Detectives, two Victim Advocates, one Crime Analyst, and two fulltime Secretaries. The Division is currently three detective positions short of being fully staffed. The Division is responsible for the investigation of a variety of felony crimes that include: homicides, aggravated battery and assaults, burglary, robbery, forgery, fraud, internet crimes against children, and computer forensic examinations. The Division also provides services and advocacy to the victims of violent crimes. The Crime Analyst is responsible for the collection of crime statistics as well as analyzing information regarding the location, time and method of operation, of crimes committed in our community. FY14 GOALS/STRATEGIES:  Ensure training needs are met by continually evaluating detective personnel.  Continue to emphasize coordination and cooperation with other local, state and federal law enforcement agencies to better serve our community’s law enforcement needs.  Evaluate new technology and equipment on a regular basis to ensure that the most current investigatory techniques are being utilized.  Identify and prepare operational and logistical planning required for appropriate responses to growth in our community and crime trends.  Actively pursue computer related crimes involving child predators. PERFORMANCE MEASURES:  Obtain interview and interrogation and basic homicide investigation training for new detectives. Obtain AS400 training for new detectives.  Conduct quarterly meetings with area law enforcement.  Conduct joint operations when appropriate.  Purchase up-to-date crime analysis computer programs and computer forensics software and hardware.  Provide real time crime analysis to patrol and other police divisions to better solve crime and prevent future crime from occurring.  Conduct four internet child enticement investigations (undercover on-line chat). 160 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Police Detective - 9 - $ 520,664 $ - Police Lieutenant - 1 - 85,635 - Police Sergeant - 2 - 147,330 - Police Corporal - 2 - 133,535 - Police Officer - 1 - 58,141 - Police Domestic Violence - 2 - 96,324 - Secretary II - 2 - 71,468 - TOTAL - 19 - $ 1,113,096 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 1,593,413 $ 1,654,698 $ 3.8% Grand Total - $ - $ 1,593,413 $ 1,654,698 $ 3.8% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 1,593,413 $ 1,654,698 $ 3.8% Grand Total - $ - $ 1,593,413 $ 1,654,698 $ 3.8% 1) Detail information available on expenditure page 72 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE DETECTIVES $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 101‐GENERAL FUND CODE COMPLIANCE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 161 ---PAGE BREAK--- POLICE: K-9 UNIT PROGRAM DESCRIPTION: The Canine Unit is a specialized division of the Farmington Police Department consisting of four dog-handler teams. The focus of the Canine Unit is to reduce the number of officer hours spent on calls and increase the safety of officers involved in calls. The Canine Unit serves the City of Farmington as well as San Juan County, Southwest Colorado, and the Navajo Nation. Regional calls for service are common and are examples of the good working relationships maintained with other local, state, and federal agencies. It is estimated that each canine team can save between 800 and a 1000 officer hours per year. Canine teams respond to violent calls, building searches related to alarms or reports of forced entry, fleeing subjects, searches for missing, lost, or endangered children or persons, and narcotic calls. The specialized nature of the Canine Unit requires handlers to train a minimum of 4 hours a week as a group in addition to the daily training of each dog-handler team. FY14 GOALS/STRATEGIES:  Continue to aid the department with its primary function of preserving life and property.  Continue to monitor updates in training and case law to limit exposure to potential liability.  Continue to train local agencies in how to effectively work with Canine field deployment teams.  Reduce costs associated with canine care by monitoring costs, including veterinarian costs.  Continue to provide education to the public on procurement, training, and use of Police Canines. PERFORMANCE MEASURES:  Promote an atmosphere of service and safety by utilizing the Canine Unit in general and specialized patrol to enhance crime prevention, crime suppression, criminal investigations, and police officer/citizen protection.  Canine teams will re-certify through Adlerhorst International once a year to maintain an outside evaluation of the canine’s working ability.  The Canine Unit will conduct training with its home and local agencies to limit the potential of officer injury during searches or other canine deployment. Proper training will also increase the probability of suspect apprehension.  Continued monitoring of associated costs surrounding the Canine Unit, such as last fiscal year’s cost reduction efforts. The Canine Unit changed veterinarians resulting in a 25% reduction in cost from the previous year. Additionally, the Canine Unit changed food suppliers which resulted in a cost reduction of approximately 20%.  Increase awareness through public displays and demonstrations. 162 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Police Officer - 3 - $ 169,874 $ - TOTAL - 3 - $ 169,874 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 263,895 $ 273,472 $ 3.6% Grand Total - $ - $ 263,895 $ 273,472 $ 3.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 263,895 $ 273,472 $ 3.6% Grand Total - $ - $ 263,895 $ 273,472 $ 3.6% 1) Detail information available on expenditure page 73 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE K-9 UNIT $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 101‐GENERAL FUND K‐9 UNIT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 163 ---PAGE BREAK--- POLICE: SCHOOL RESOURCE OFFICER (SRO) PROGRAM DESCRIPTION: The School Resource Officer (SRO) program is comprised of six SRO Officers and one SRO coordinator. Within the City of Farmington, there are three high schools, four middle schools and ten elementary schools. The SRO Program provides local schools with a police presence in order to deter and prevent crime, provide security, and interact with students. SROs also deliver educational presentations to students, staff, and parents. The presentations covering a variety of topics including bullying and student safety issues. The SROs are responsible for designing and coordinating active shooter training and live scenarios involving other police officers, Fire Services, EMS, school faculty, and role players. Specific Programs and Functions: Calendar Year 2010 2011 2012 Formal Charges 673 598 551 Traffic Citations 19 27 24 In-House Contracts 27 19 29 Summer Camps 37 40 38 Classroom 361 254 450 Presentation FY14 GOALS/STRATEGIES:  Identify and provide specialized training to SROs increasing their ability to provide a safe and secure learning environment.  Educate school staff and students on identifying threats.  Develop a strong working relationship with school teachers and administrators to better understand the needs of the school system.  Identify equipment needs and new technologies available that would benefit the program.  Identify resources for funding additional SROs. PERFORMANCE MEASURES:  Each SRO will attend at least one active shooter refresher course and one table top critical incident refresher course per year.  SROs should attend a minimum of 18 school safety meetings per school year. The SROs will also attend school faculty meetings as time allows.  Each SRO will meet with the principal of their assigned school(s) no less than two times per month.  All SROs will attend the NASRO conference, as funding is available, to enhance the SRO’s skills. This conference showcases new equipment and technologies available specific to School Resource Officers.  The SRO coordinator will research grant funding availability through state, federal and private channels. 164 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Police Detective - 4 - $ 219,164 $ - Police Officer - 3 - 163,955 - TOTAL - 7 - $ 383,119 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 560,257 $ 581,145 $ 3.7% Grand Total - $ - $ 560,257 $ 581,145 $ 3.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 560,257 $ 581,145 $ 3.7% Grand Total - $ - $ 560,257 $ 581,145 $ 3.7% 1) Detail information available on expenditure page 74 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE SCHOOL RESOURCE OFFICER $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 101‐GENERAL FUND SCHOOL RESOURCE OFFICER FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 165 ---PAGE BREAK--- POLICE: SPECIAL OPERATIONS PROGRAM DESCRIPTION: Special Operations combines oversight of the SWAT Team and the Bomb Squad for planned special events and unforeseen special operations. Unforeseen special operations include, but are not limited to, Presidential or other VIP visits, critical incidents, natural disasters and regional or statewide responses to assist other agencies Specific Program and Functions: Activations 2011 2012 2013 (Jan-Feb) SWAT 7 9 3 Bomb Squad 28 35 8 Number of officers required/ total man hours EVENT NUMBER OF OFFICERS # OF MAN HOURS Riverfest 6 Command Post 144 Freedom Days 48 Command Post 188 Connie Mack World Series 73 Bomb Squad Command 581 Renaissance Fair 2 32 Safe Treats 4 Command Post 12 Luminarias 12 Command Post 48 Other (parades, 5K runs, etc.) 6 Estimated 10 events per year Avg. 4 hours per event 240 FY14 GOALS/STRATEGIES:  Maintain critical training for SWAT and Bomb Squad members to further enhance their abilities and safety, while remaining up to date with current tactics.  Identify other grants and resources to help fund the equipment and training needs.  Identify and update current MOUs in order to reflect the department’s current capabilities and responsibilities.  Remain an active participant in the planning and organization of large scale training exercises in partnership with the Office of Emergency Management and private industry.  Identify areas of improvement for planned special events based upon after action reports, committee meetings, and feedback from other city departments and involved organizations.  Increase number of Bomb Squad members to eight in accordance with Federal recommendations. PERFORMANCE MEASURES:  Documentation of required training hours for each officer assigned to special operations in accordance with Departmental Policy.  Maintain training needed to meet all federal requirements and retain certifications for specialty positions.  Increase the number of applications for funding to identified alternative funding sources.  Foster safe and successful special events through participation in meetings and planning sessions for planned special events.  Incorporate corrective measures previously identified from after-action reports and implement needed changes previously identified through committee and citizen feedback. 166 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Police Officer - 1 - $ 57,921 $ - TOTAL - 1 - $ 57,921 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 84,662 $ 86,355 $ 2.0% Grand Total - $ - $ 84,662 $ 86,355 $ 2.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 84,662 $ 87,910 $ 3.8% Grand Total - $ - $ 84,662 $ 87,910 $ 3.8% 1) Detail information available on expenditure page 75 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE SPECIAL OPERATIONS $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 101‐GENERAL FUND SPECIAL OPERATIONS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 167 ---PAGE BREAK--- POLICE: TRAFFIC PROGRAM DESCRIPTION: The Traffic Division is responsible for enforcing traffic laws, investigating traffic crashes and investigation of DWI related stops and crashes. The division is made up of 11 officers, a day time Sergeant, and a night time Corporal. The Division addresses concerns using the most appropriate method(s) to reduce traffic crashes and injuries; enforcement of traffic laws and education. Traffic trailers are used to aid in driver education in areas of concern and also collect data with which to help enforcement efforts. The Traffic Division utilizes several different types of vehicles for enforcement: Harley Davidson dual sport and patrol vehicles. Officers receive ongoing training to maintain certifications on specialized vehicles. Traffic Officers receive special training to become Traffic Homicide Investigators. DWI officers receive special training in detecting, investigating, and prosecuting DWl's. The Traffic Division receives and disperses funds provided by the State and County to provide specialized traffic enforcement. FY14 GOALS/STRATEGIES:  Enhance roadway safety in the City of Farmington by reducing both the frequency and severity of traffic crashes.  Increase public awareness and education on the impact and necessity of traffic safety enforcement and continued DWI enforcement.  Research technological advances in the area of traffic enforcement and traffic crash investigation for the purpose of increasing the capabilities of the traffic unit.  Maintain community involvement and awareness in regards to traffic related issues. PERFORMANCE MEASURES:  Reduce motor vehicle crashes through increased traffic safety enforcement and education.  Continued reduction of alcohol related crashes.  Provide training opportunities that allow for updated information and new technology while maintaining required certificates to perform essential duties.  Increased awareness and documentation of community events impacting traffic safety. 168 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Police Sergeant - 1 - $ 71,762 $ - Police Corporal - 1 - 62,209 - Police Officer - 6 - 327,778 - TOTAL - 8 - $ 461,748 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 686,313 $ 713,431 $ 4.0% Grand Total - $ - $ 686,313 $ 713,431 $ 4.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 686,313 $ 713,431 $ 4.0% Grand Total - $ - $ 686,313 $ 713,431 $ 4.0% 1) Detail information available on expenditure page 76 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE TRAFFIC $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 101‐GENERAL FUND TRAFFIC FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 169 ---PAGE BREAK--- POLICE: TRAINING PROGRAM DESCRIPTION: The Training Division is responsible for the Department’s recruitment, pre-academy training, post-academy training, determining and coordinating training needs, weapon and ammunition acquisition and management, equipment and uniform control, and maintaining records to ensure compliance with NM Peace Officer Standards. The Division also works with the San Juan County Criminal Justice Training Authority in the management of the Department’s Safety City facility. FY14 GOALS/STRATEGIES:  Increase the recruitment of women and minorities into sworn positions and move the Department’s demographic to levels that are more consistent with the available workforce.  Reduce dependency on other agencies for academy training and state mandated maintenance education.  Improve the delivery of recruitment information. PERFORMANCE MEASURES:  Enhance or modify current programs targeting the recruitment of women and minorities.  Identify any deficiencies of certified officers authorized to train in core competencies and ensure training is provided to develop instructors in each area.  Implementation of up-to-date information on the City’s website to aid in recruiting from every demographic. 170 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Police Sergeant - 2 - $ 143,180 $ - Police Officer - 3 - 171,080 - TOTAL - 5 - $ 314,260 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 455,781 $ 472,808 $ 3.7% Grand Total - $ - $ 455,781 $ 472,808 $ 3.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 455,781 $ 472,808 $ 3.7% Grand Total - $ - $ 455,781 $ 472,808 $ 3.7% 1) Detail information available on expenditure page 77 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE TRAINING $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 101‐GENERAL FUND TRAINING FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 171 ---PAGE BREAK--- POLICE: CRIME LAB PROGRAM DESCRIPTION: The mission of the Crime Lab is to conduct scene investigations, receive, analyze and preserve physical evidence while adhering to the highest standards of quality, objectivity and ethics. To meet the stringent industry standards, all assigned personnel have college degrees, are sworn officers, or both. In addition, all assigned personnel have advanced training which includes topics such as bloodstain pattern analysis, death investigation and pathology of homicide, as well as, forensic tire and footwear evidence. Currently, there are three people assigned to the crime lab, a section of the Detective Division. FY14 GOALS/STRATEGIES:  Acquire current and updated drawing program software for completion of scene diagrams by personnel.  Complete AFIX Tracker support necessary for fingerprint database system used for print identification.  Maintain Crime Lab supplies necessary to process scenes as well as collected evidence to complete case investigation.  Acquire Forensic Shooting Scene Reconstruction training as one of five essential classes for crime lab personnel to allow investigators to properly document, analyze, and testify regarding shooting scenes.  Identify opportunities to replace the main Crime Scene investigations response vehicle. PERFORMANCE MEASURES:  Purchase and upgrade CadZone Version 9 for personnel.  Submit fingerprint cards for year 2010 to the forensic consulting firm, Ron Smith and Associates, for scanning.  Budget and purchase supplies for crime lab operations. Budget will include supplies provided to patrol personnel.  Forensic Shooting Scene Reconstruction training class for personnel.  Replace Unit 160 through economically justified means. 172 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Lead Crime Scene Investigator - 1 - $ 69,958 $ - Crime Scene Investigator - 2 - 103,460 - TOTAL - 3 - $ 173,418 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 240,229 $ 249,457 $ 3.8% Grand Total - $ - $ 240,229 $ 249,457 $ 3.8% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 240,229 $ 249,457 $ 3.8% Grand Total - $ - $ 240,229 $ 249,457 $ 3.8% 1) Detail information available on expenditure page 78 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE CRIME LAB $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 101‐GENERAL FUND CRIME LAB FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 173 ---PAGE BREAK--- POLICE: RECORDS & EVIDENCE PROGRAM DESCRIPTION: The Records and Evidence Division is comprised of a Civilian Operations Supervisor and eight Records Technicians. Records and Evidence is the central repository for all police generated reports, citations, arrests, warrants, NCIC data terminal entries/validations/clears, custody and storage of seized evidence. In addition, the Division facilitates public police record’s requests and supplies and procurement needs. FY14 GOALS/STRATEGIES:  Identify and provide specialized training for technicians to educate them on the changing mandates to public record retention schedules, digital archive and public requests for production.  Identify and provide a process for technicians assigned to Evidence to digitize all signed Disposition Authorizations for long term archival and quick retrieval.  Provide a Record’s Technician with leadership training and procurement knowledge to serve as a back-up supervisor or assistant.  Continue efforts to assign a second technician to the Evidence desk full- time to fulfill goals in that area. PERFORMANCE MEASURES:  Seek Attorney General’s Office Public Records training sessions for technicians assigned to Public Record Requests.  Obtain advanced training in Evidence software; equip second BEAST station with scanner for digitizing.  Reclassify a Record’s Technician position to provide management and leadership opportunities.  Explore other keyless data entry means such as digital citations, allowing the move of a technician from Records to Evidence. 174 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Civilian Operations Supervisor - 1 - $ 57,274 $ - Civilian Evidence Technician - 3 - 101,757 - Police Records Technician - 6 - 187,543 - TOTAL - 10 - $ 346,574 $ - EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits - $ - $ 458,891 $ 475,855 $ 3.7% Grand Total - $ - $ 458,891 $ 475,855 $ 3.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND - $ - $ 458,891 $ 475,855 $ 3.7% Grand Total - $ - $ 458,891 $ 475,855 $ 3.7% 1) Detail information available on expenditure page 79 of the line item budget book. *Note: FY14 Personnel positions and expenses were allocated from the Police Operations division to the newly created special police divisions. POLICE RECORDS & EVIDENCE $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 101‐GENERAL FUND RECORDS & EVIDENCE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 175 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 164.5 164 8,915,619 $ 8,677,281 $ DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Police Administration 1,215,284 $ 1,370,888 $ 12.8% 1,425,486 $ 4.0% 1,380,363 $ ( 3.2%) Police Operations 14,198,213 13,753,658 ( 3.1%) 10,010,194 ( 27.2%) 10,311,981 3.0% School Crossguards 124,564 163,604 31.3% 196,470 20.1% 201,801 2.7% Code Compliance - - - 269,581 - 280,616 4.1% Detectives/Crime Analyasis - - - 1,593,413 - 1,654,698 3.8% K-9 Unit - - - 263,895 - 273,472 3.6% School Resource Officer - - - 560,257 - 581,145 3.7% Swat/Bomb Squad - - - 84,662 - 87,910 3.8% Traffic - - - 686,313 - 713,431 4.0% Training - - - 455,781 - 472,808 3.7% Crime Lab - - - 240,229 - 249,457 3.8% Records/Evidence - - - 458,891 - 475,855 3.7% TOTAL 15,538,061 $ 15,288,150 $ ( 1.6%) 16,245,172 $ 6.3% 16,683,536 $ 2.7% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 13,221,520 $ 12,965,575 $ 13,757,168 $ 6.1% 14,261,876 $ 3.7% b) General Operating 2,252,270 2,227,013 2,284,547 2.6% 2,341,661 2.5% c) Capital 53,599 85,562 59.6% 193,457 126.1% 70,000 (63.8%) e) Transfers 10,671 10,000 10,000 0.0% 10,000 0.0% Grand Total 15,538,061 $ 15,288,150 $ 16,245,172 $ 6.3% 16,683,536 $ 2.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 14,618,070 $ 14,551,600 $ 15,479,321 $ 6.4% 15,960,913 $ 3.1% 240-STATE POLICE PROTECTION 78,926 49,204 (37.7%) 104,900 113.2% 107,523 2.5% 246-REGION II NARCOTICS 443,993 365,452 (17.7%) 489,306 33.9% 502,766 2.8% 248-COPS PROGRAM 327,255 217,422 (33.6%) 68,588 (68.5%) 71,335 4.0% 249-LAW ENFORCEMENT BLOCK GRANT 59,653 24,043 (59.7%) 40,000 66.4% 41,000 2.5% 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS 10,164 80,428 691.3% 63,057 (21.6%) - (100.0%) Grand Total 15,538,061 $ 15,288,150 $ 16,245,172 $ 6.3% 16,683,536 $ 2.7% POLICE DEPARTMENTAL SUMMARY $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 101‐GENERAL FUND 240‐STATE POLICE PROTECTION 246‐REGION II NARCOTICS 248‐COPS PROGRAM 249‐LAW ENFORCEMENT BLOCK GRANT 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS POLICE DEPARTMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 176 ---PAGE BREAK--- c) Capital b) General Operating a) Personnel Costs $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 POLICE ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 177 ---PAGE BREAK--- 178 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 dministrative Serv 2274548 Community Develop 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Techno 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 (blank) Grand Total 253822460 Row Labels Sum of FY14 Budgeted Fire Administration 988103 Fire Operations 11267574 Grand Total 12255677 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% FIRE PERCENTAGE OF FY14 BUDGET Fire Administration 8.1% Fire Operations 91.9% FIRE PERCENTAGE BY DIVISION 179 ---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, whose activities include code enforcement, inspections, and public fire/life safety education. Fire Marshal’s Office: The Fire Marshal has been working closly with the Operations Division to develop an efficient Engine Company Inspection program for local City businesses. Also, the Fire Marshal’s Office is working with the IT department to create a sustaining Self-Inspection Program that will provide a quality fire prevention service. 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 “specialty” positions that require a great deal of additional training. These include Hazmat, Technical Rescue, SWAT, AIC (acting in capacity), ARFF (aircraft rescue firefighting), Emergency Medical Direction/Instruction Group, and Fitness/Wellness 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 Fire Department supplies 3 SWAT medics to the Police Department’s SWAT Team. These individuals are trained to the EMT Intermediate/Paramedic level.  The Wildland Team consists of 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 future promotional opportunities, such as Engineer, Captain and Battalion Chief. The programs require many hours of additional training, including college courses and National Fire Academy (NFA) classes to complete the expectations. This specialized training is in addition to the normal training.  The Fire Department will continue towards becoming accredited. Active measures are in place for policy and guideline review. This is a long process to access the Department’s goals and objectives to provide the best service possible. Members of the organization continue to work on collecting information. FY14 GOALS/OBJECTIVES:  Work with other divisions in the City on completing the Fire Station-1 capital project.  Continue to enhance the efficiency of the Engine Company Inspection process for local area businesses.  Continue to pursue alternate funding sources to help finance our commitment to excellent service to our community and beyond.  Continue work towards the Fire Service Accreditation process. PERFORMANCE MEASURES:  Use the information collected during the Accreditation process to help with future planning.  Continue to work with the County Emergency Manager to secure grant money for training and apply for grant funding at federal and state levels.  Complete a total review and revision of the Fire Department’s policies and guidelines to insure sound practices. 180 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Fire Chief 1 1 109,464 $ 112,748 $ 3.0% Fire Battalion Chief 1 1 74,282 80,716 8.7% Fire Marshall 1 1 64,690 69,034 6.7% Fire Captain 1 1 65,944 68,486 3.9% Firefighter - 1 - 65,235 - Administrator of Fire Sup Services 1 1 79,093 81,466 3.0% Emergency Vehicle Technician 1 1 47,994 46,065 Office Manager 1 - 35,170 - (100.0%) Administrative Assistant - 1 - 38,689 - Administrative Aide 1 1 33,677 34,942 3.8% TOTAL 8 9 510,315 $ 597,381 $ 17.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 743,626 $ 740,554 $ 876,755 $ 18.4% 910,664 $ 3.9% b) General Operating 101,355 109,946 8.5% 111,348 1.3% 114,132 2.5% Grand Total 844,981 $ 850,500 $ 0.7% 988,103 $ 16.2% 1,024,796 $ 3.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 844,981 $ 850,500 $ 0.7% 988,103 $ 16.2% 1,024,796 $ 3.7% Grand Total 844,981 $ 850,500 $ 0.7% 988,103 $ 16.2% 1,024,796 $ 3.7% 1) Detail information available on expenditure pages 81-82 of the line item budget book. FIRE ADMINISTRATION $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 101‐GENERAL FUND FIRE ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY15 Projected 181 ---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 7,622 calls for service this past year (February 2012 – February 2013). The 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 Types of Fires CY2012 CY2013 Structure Fires: 50 52 Vehicle Fires: 31 20 Brush Fires: 59 64 Trash Fires: 44 24 Other Fires: 35 2  Emergency Medical Services (basic life support). Medical Calls: 4,865 5530  Hazardous materials emergency response and preparedness (including civil disturbances and terrorism incidents). Haz-Mat: 98 107  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: 33 15  All other Calls including False Alarms: 362 370 Other Hazardous response: 109 100 Total ‘All Other response: 1936 1227  SWAT medics 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 5 callouts this past year. Through reimbursements for our services, the Fire Department generated $46,857.72 of revenue for the wildfire season. These additional monies were used to pay the matching fund portion for Federal grants that were obtained for other projects and equipment. FY14 GOALS/OBJECTIVES:  Begin the construction of Fire Station-1.  Finalize the upgrade to the fire station alerting system throughout the Department which began in 2013.  Continue to enhance and improve EMS delivery and capabilities in order to serve our community.  Update and refine a comprehensive and systematic replacement schedule for all Fire Department equipment.  Continue with the “Citizen Fire Academy” for community members. The Department started this program back up in FY12. PERFORMANCE MEASURES:  Secure a contractor and begin construction on the new fire station project.  Purchase the necessary equipment and replace and/or upgrade the existing infrastructure as needed in order to put the new equipment into service.  Develop advanced life support and intermediate life support protocols and training that will meet state standards for EMS delivery.  Get the community involved with the Fire Department and in the accreditation process. 182 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Fire Battalion Chief 3 3 201,607 $ 237,994 $ 18.0% Fire Captain 18 18 1,080,142 1,139,086 5.5% Fire Engineer 27 27 1,360,908 1,431,182 5.2% Firefighter 36 35 1,517,437 1,468,709 TOTAL 84 83 4,160,093 $ 4,276,972 $ 2.8% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 7,143,639 $ 7,172,367 $ 0.4% 7,236,313 $ 0.9% 7,510,119 $ 3.8% b) General Operating 914,443 1,130,578 23.6% 776,455 (31.3%) 795,866 2.5% c) Capital 1,167,160 1,260,906 8.0% 3,092,000 145.2% - (100.0%) d) Debt Service - 171,106 162,806 164,405 1.0% e) Transfers - 34,767 - (100.0%) - Grand Total 9,225,242 $ 9,769,724 $ 5.9% 11,267,574 $ 15.3% 8,470,390 $ (24.8%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 7,679,939 $ 7,772,560 $ 1.2% 7,703,336 $ 7,988,817 $ 3.7% 2) 250-STATE FIRE 1,545,303 1,215,896 (21.3%) 472,238 (61.2%) 481,573 2.0% 3) 402-GRT 2012 BONDS - 284,173 2,912,000 924.7% - (100.0%) 4) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - 497,095 180,000 (63.8%) - (100.0%) Grand Total 9,225,242 $ 9,769,724 $ 5.9% 11,267,574 $ 15.3% 8,470,390 $ (24.8%) 1) Detail information available on expenditure pages 83-85 of the line item budget book. 2) Detail information available on expenditure page 141 of the line item budget book. 3) Detail information available on expenditure page 150 of the line item budget book. 4) Detail information available on expenditure page 165 of the line item budget book. FIRE OPERATIONS $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 101‐GENERAL FUND 250‐STATE FIRE 402‐GRT 2012 BONDS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS FIRE OPERATIONS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 183 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 92 92 4,670,408 $ 4,874,353 $ 4.4% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Fire Admn 844,981 $ 850,500 $ 0.7% 988,103 $ 16.2% 1,024,796 $ 3.7% Fire Operations 9,225,242 9,769,724 5.9% 11,267,574 15.3% 8,470,390 (24.8%) Grand Total 10,070,223 $ 10,620,224 $ 5.5% 12,255,677 $ 15.4% 9,495,186 $ (22.5%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 7,887,265 $ 7,912,921 $ 0.3% 8,113,068 $ 2.5% 8,420,783 $ 3.8% b) General Operating 1,015,797 1,240,524 22.1% 887,803 (28.4%) 909,998 2.5% c) Capital 1,167,160 1,260,906 8.0% 3,092,000 145.2% - (100.0%) d) Debt Service - 171,106 162,806 164,405 1.0% e) Transfers - 34,767 - (100.0%) - Grand Total 10,070,223 $ 10,620,224 $ 5.5% 12,255,677 $ 15.4% 9,495,186 $ (22.5%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 8,524,920 $ 8,623,060 $ 1.2% 8,691,439 $ 0.8% 9,013,613 $ 3.7% 250-STATE FIRE 1,545,303 1,215,896 (21.3%) 472,238 (61.2%) 481,573 2.0% 402-GRT 2012 BONDS - 284,173 2,912,000 924.7% - (100.0%) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - 497,095 180,000 (63.8%) - (100.0%) Grand Total 10,070,223 $ 10,620,224 $ 5.5% 12,255,677 $ 15.4% 9,495,186 $ (22.5%) FIRE DEPARTMENTAL SUMMARY $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 101‐GENERAL FUND 250‐STATE FIRE 402‐GRT 2012 BONDS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS FIRE DEPARTMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 184 ---PAGE BREAK--- d) Debt Service c) Capital b) General Operating a) Personnel Costs $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 FIRE ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 185 ---PAGE BREAK--- 186 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Developmen 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 (blank) Grand Total 253822460 Row Labels Sum of FY14 Budgeted Administration 1052533 Build Inspection 463419 Metropolitan Planning Org 394421 Metropolitan Redevelopm 1000000 Planning 340509 Grand Total 3250882 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% COMMUNITY DEVELOPMENT PERCENTAGE OF FY14 BUDGET Administration 32.4% Build Inspection 14.3% Metropolitan Planning Organization 12.1% Metropolitan Redevelopment Authority 30.8% Planning 10.5% COMMUNITY DEVELOPMENT PERCENTAGE BY DIVISION 187 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: ADMINISTRATION PROGRAM DESCRIPTION: The Community Development Department is primarily responsible for the implementation of the City’s Comprehensive Plan, plus the administration of the City’s building codes, the City’s Unified Development Code, and other ordinances, plans, and policies related to building and land use, which are adopted by the City Council. The Administration Division is responsible for managing and monitoring departmental activities, by providing 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 department’s functional divisions and their areas of primary 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, and electrical inspections within the City and the Farmington Electric Utility System’s service area.  Community Development Block Grant (CDBG): is the HUD entitlement program administering approximately $335,000 of grant funding annually.  Farmington Metropolitan Planning Organization (MPO): is the regional transportation planning organization comprised of the four local governments in the MPO planning area. The MPO Division provides staff support to the MPO Technical and Policy Committees, and works closely with NMDOT, 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. FY14 GOALS/OBJECTIVES: Goals/Objectives for the specific functional areas of Community Development are contained within the budget narratives for the respective divisions. Additional FY14 Administration objectives are as follows:  Consistently provide and present professionally prepared research & analysis to the public, as well as to Boards, Commissions, the Mayor & Council, and other City staff.  Update the 2002 Comprehensive Plan.  Complete the development and implementation of digital standard operating procedures (SOPs) for each of the functional divisions.  Purchase & implement software compatible with the City’s Enterprise Resource Planning System that will meet the Department’s needs and ensure communication and productivity throughout all City departments.  Continue to improve customer service and communication with customers and applicants, improving informational forms and postings on the City web page.  Establish SOPs to ensure inclusive and transparent public review/input processes for proposals & issues, including internet postings, use of email, hosting community meetings, and providing minimum 30-day public review time periods.  Assist IT/GIS with the transition to the ArcGIS mapping software and the completion of the City-owned real property database and atlas.  Budget for and hire a Development Coordinator/Long Range Planner to prepare revisions and updates to the City’s plans; to evaluate the fiscal impacts of proposals; to draft agreements and documents related to development activities; to oversee annexation proposals; to act as an ombudsman to the development community; to manage the City’s real property program; and, to provide staff support for the MRA Board of Commissioners. 188 ---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 FY14 Budget will be part of the fifth year of the five-year grant cycle. The 2013 Annual Action Plan will establish projects and their budgets beginning on October 1, 2013. 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 FY12 budget is $352,185.  The CDBG Program HUD FY13 budget was projected at $334,500. FY13 Activities: The following types of programs were funded by the 2012 Annual Action Plan during City of Farmington FY13:  Day care assistance for college students - $8,000  Senior home and respite care - $12,000  Rental assistance - $12,000  Financial literacy/credit repair classes - $10,000  Transitional treatment services - $8,827.75  Swimming lessons for low income children - $2,000  Construction of a new transitional housing facility – $228,893 FY14 GOALS/OBJECTIVES:  Continue to make the necessary improvements 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.  Further Fair Housing goals and objectives within the community.  Begin the development of the 2014-2018 Consolidated Plan.  Maintain the 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. The Community Development Block Grant program includes the annual preparation of two key documents. First, the Annual Action Plan, which documents the fiscal year’s projects, budget, and performance goals, as adopted by the City Council. Second, the Consolidated Annual Performance Evaluation Report, which documents the project accomplishments for the year and the expenditures and budget balance. 189 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Community Development Director 1 1 98,224 $ 102,153 $ 4.0% CDBG Administrator 1 1 60,207 62,013 3.0% Office Manager 1 1 40,679 42,184 3.7% TOTAL 3 3 199,110 $ 206,349 $ 3.6% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 278,216 $ 268,354 $ 278,080 $ 3.6% 294,873 $ 6.0% b) General Operating 401,496 185,290 (53.9%) 497,028 168.2% 509,454 2.5% c) Capital 6,204 - (100.0%) 277,425 213,077 (23.2%) Grand Total 685,916 $ 453,644 $ (33.9%) 1,052,533 $ 132.0% 1,017,404 $ FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 217,223 $ 197,739 $ 225,322 $ 13.9% 237,520 $ 5.4% 2) 223-CDBG GRANT - - 827,211 779,883 3) 401-PUBLIC WORKS GRANT PROJECTS 468,694 255,905 (45.4%) - (100.0%) - Grand Total 685,916 $ 453,644 $ (33.9%) 1,052,533 $ 132.0% 1,017,404 $ 1) Detail information available on expenditure pages 86-87 of the line item budget book. 2) Detail information available on expenditure page 143 of the line item budget book. 3) Detail information available on expenditure page 130 of the line item budget book. Note: In FY14 the CDBG division was transferred to fund 223 to be accounted for separately and to promote transparency. COMMUNITY DEVELOPMENT ADMINISTRATION $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 101‐GENERAL FUND 223‐CDBG GRANT 401‐PUBLIC WORKS GRANT PROJECTS COMMUNITY DEVELOPMENT ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 190 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: PLANNING PROGRAM DESCRIPTION:  The Planning Division oversees and coordinates the City’s processes relating to development review, including the compilation of review comments from various City departments, such as, Public Works, the City Attorney’s Office, the Fire Department, the Police Department, the Parks, Recreation, and Cultural Affairs Department, and the Farmington Electric Utility System (FEUS), and other entities, such as Comcast, CenturyLink, New Mexico Gas, and the Farmington School District.  Staff review site plans, development plans, land use applications, and provide staff support for several commissions and boards.  The Division regularly hosts meetings with developers, engineers, architects, and builders to discuss their proposals.  Division staff answers development-related questions from the general public, residents, builders, and developers.  The Division provides staff support for several commissions and boards including: the Planning and Zoning Commission; the Administrative Review Board; the Metropolitan Redevelopment Agency; the Oil, Gas and Geological Engineering Hazards Advisory Commission; and, the Capital Improvements Advisory Committee.  The Division administers and enforces the zoning code, and Chapter 19, relating to oil and gas well compliance, in the City Code.  The Division furnishes and maintains up-to- date economic, demographic and geographic data relevant to Farmington and San Juan County per the 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 was responsible for updating the Major Transportation Plan in FY12, and for developing the Affordable Housing Ordinance in FY12 and FY13, both of which were adopted by the City Council. FY14 GOALS/OBJECTIVES:  Assist in the update to the 2002 Comprehensive Plan.  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.  Complete all proposed annexations as directed 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.  Upon the City’s economic recovery, work with the Capital Improvements Advisory Committee to revise the Park Impact Fee recommendation, and take their recommendation to the City Council for consideration.  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.  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.  Make annual oil and gas well inspections. 191 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Senior Planner 1 1 65,569 $ 67,536 $ 3.0% Associate Planner 2 2 108,019 107,854 Zoning Officer/Oil & Gas 1 1 41,319 42,702 3.3% TOTAL 4 4 214,907 $ 218,093 $ 1.5% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 282,734 $ 243,234 $ (14.0%) 283,384 $ 16.5% 299,828 $ 5.8% b) General Operating 40,604 37,609 57,125 51.9% 58,553 2.5% Grand Total 323,338 $ 280,843 $ (13.1%) 340,509 $ 21.2% 358,381 $ 5.2% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 323,338 $ 280,843 $ (13.1%) 340,509 $ 21.2% 358,381 $ 5.2% Grand Total 323,338 $ 280,843 $ (13.1%) 340,509 $ 21.2% 358,381 $ 5.2% 1) Detail information available on expenditure pages 88-89 of the line item budget book. COMMUNITY DEVELOPMENT PLANNING $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 101‐GENERAL FUND PLANNING FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 192 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: 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 $197,000 in federal FHWA PL planning funds and $35,000 in federal FTA 5303 planning funds for various MPO activities outlined in the FY14 Unified Planning Work Program (UPWP). These amounts are expected to cover about 78% of the MPO budget for the fiscal year. The other local governments are expected to contribute about $27,000 for local match, which covers about 9% of the MPO budget. FY14 GOALS/OBJECTIVES:  Begin the update to the Metropolitan Transportation Plan (MTP), which will include data collection, analyzing proposed transportation projects for a 20 year horizon to meet future transportation needs, and public involvement activities.  Develop guidelines and policies for Complete Streets, which will apply to the design of streets to provide facilities for all users of a road and improve accessibility and safety.  Use the MPO regional traffic model to study the effects of proposed transportation projects and for various transportation studies.  Work with the entities to prioritize non- motorized transportation projects through the Project Selection Process as part of the Transportation Alternatives Program (TAP).  Update the Public Participation Plan (PPP) to further identify ways to improve communication between the MPO and the public.  Review land use developments to identify any regional impacts and to ensure compliance with various regional transportation plans.  Other products and reports, as identified in the FY14 UPWP. PERFORMANCE MEASURES:  Conduct surveys and collect passenger travel data to analyze the efficiency of the Red Apple transit 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.  Perform student arrival counts and evaluate conditions at schools participating in the Safe Routes to School program to improve safety for children. 193 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change MPO Planner 1 1 62,927 $ 65,269 $ 3.7% MPO Associate Planner 1 1 41,049 50,448 22.9% Administrative Aide 1 1 32,465 33,564 3.4% TOTAL 3 3 136,441 $ 149,281 $ 9.4% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 171,632 $ 205,860 $ 19.9% 217,851 $ 5.8% 230,904 $ 6.0% b) General Operating 69,128 42,043 (39.2%) 108,350 157.7% 111,059 2.5% e) Transfers - - 68,220 69,926 2.5% Grand Total 240,759 $ 247,903 $ 3.0% 394,421 $ 59.1% 411,889 $ 4.4% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 240,759 $ 247,903 $ 3.0% 68,220 $ (72.5%) 69,926 $ 2.5% 2) 222-GENERAL GRANTS - - 326,201 341,963 4.8% Grand Total 240,759 $ 247,903 $ 3.0% 394,421 $ 59.1% 411,889 $ 4.4% 1) Detail information available on expenditure page 90 of the line item budget book. 2) Detail information available on expenditure page 129 of the line item budget book. Note: In FY14 the MPO division was transferred to fund 222 to be accounted for separately and to promote transparency. COMMUNITY DEVELOPMENT METROPOLITAN PLANNING ORGANIZATION $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 101‐GENERAL FUND 222‐GENERAL GRANTS METROPOLITAN PLANNING ORGANIZATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 194 ---PAGE BREAK--- COMMUNITY DEVELOPMENT: METROPOLITAN REDEVELOPMENT AGENCY (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, clean up of 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. FY14 GOALS/OBJECTIVES:  Funding of an MRA land assembly program.  Establishing a tax increment financing district in the MRA.  Purchasing privately-owned parcels adjoining City-owned properties that could be marketed for specific development.  Establishing public-private partnerships to attract infill development or redevelopment, such as a full-service hotel to complement the existing Civic Center.  Making the recommended roadway improvements in the MRA to Main Street and Broadway.  Expanding the open space at the Riverwalk area west of Miller.  Completing the connection of the Animas Trail to Downtown.  Constructing streetscape and sidewalk improvements throughout the MRA.  Developing a high-quality whitewater park at Boyd Park.  Developing an outdoor amphitheater and recreation complex.  Designing and constructing MRA gateway features at both ends of Main Street.  Establishing a wayfinding program in the MRA.  Establishing Downtown as a New Mexico- designated Arts and Cultural District. 195 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change This division has no employees. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change b) General Operating - $ - $ 25,000 $ 25,625 $ 2.5% c) Capital - - 475,000 - (100.0%) e) Transfers - - 500,000 - (100.0%) Grand Total - $ - $ 1,000,000 $ 25,625 $ (97.4%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - $ - $ 500,000 $ - $ (100.0%) 2) 411-METROPOLITAN REDEVELOPMENT AUTHORITY - - 500,000 25,625 (94.9%) Grand Total - $ - $ 1,000,000 $ 25,625 $ (97.4%) 1) Detail information available on expenditure page 166 of the line item budget book. 2) Detail information available on expenditure page 170 of the line item budget book. Note: In FY14 a new fund (411 fund) was created to account for MRA transactions. COMMUNITY DEVELOPMENT METROPOLITAN REDEVELOPMENT AUTHORITY $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS 411‐METROPOLITAN REDEVELOPMENT AUTHORITY METROPOLITAN REDEVELOPMENT AUTHORITY FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 196 ---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 administers and 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. FY14 GOALS/OBJECTIVES: Construction activity has been busy with many reconstruction/remodeling projects over the last three years with an average annual construction valuation of $48,568,034 as compared to the previous three years with an average annual construction valuation of $67,880,608.  Continue permitting small residential projects the same day.  Continue completing the review of plans on new residential dwellings within three days of plan submittal.  Continue completing the review of plans on 90% of new commercial buildings within two weeks of plan submittal.  Continue performing all building, plumbing, mechanical and electrical inspections within 24 hours of scheduling.  Enforcement of new codes for building, plumbing, mechanical and energy conservation as adopted by the State of New Mexico.  All building, plumbing/mechanical and electrical inspectors will maintain State of New Mexico requirements for state and national certifications.  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. 197 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Chief Building Inspector 1 1 80,157 $ 82,756 $ 3.2% Electrical Inspector 2 2 128,333 131,062 2.1% Plumbing/Mechanical Inspector 1 1 64,639 65,831 1.8% Building Inspector 3 3 180,525 176,236 Permit Technician I 1 2 32,291 66,667 106.5% Administrative Aide 1 - 38,580 - (100.0%) TOTAL 9 9 524,525 $ 522,551 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 689,803 $ 649,259 $ 663,646 $ 2.2% 702,054 $ 5.8% b) General Operating 48,146 46,657 47,405 1.6% 48,590 2.5% e) Transfers (222,444) (223,092) 0.3% (247,632) 11.0% (253,823) 2.5% Grand Total 515,505 $ 472,824 $ 463,419 $ 496,821 $ 7.2% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 515,505 $ 472,824 $ 463,419 $ 496,821 $ 7.2% Grand Total 515,505 $ 472,824 $ 463,419 $ 496,821 $ 7.2% 1) Detail information available on expenditure pages 91-92 of the line item budget book. COMMUNITY DEVELOPMENT BUILDING INSPECTION $430,000 $440,000 $450,000 $460,000 $470,000 $480,000 $490,000 $500,000 $510,000 $520,000 101‐GENERAL FUND BUILDING INSPECTION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 198 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 19 19 1,074,983 $ 1,096,274 $ 2.0% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Administration 685,916 453,644 (33.9%) 1,052,533 132.0% 1,017,404 Build Inspection 515,505 472,824 463,419 496,821 7.2% Metropolitan Planning Organization 240,759 247,903 3.0% 394,421 59.1% 411,889 4.4% Metropolitan Redevelopment Authority - - 1,000,000 25,625 (97.4%) Planning 323,338 280,843 (13.1%) 340,509 21.2% 358,381 5.2% Grand Total 1,765,519 $ 1,455,214 $ (17.6%) 3,250,882 $ 123.4% 2,310,120 $ (28.9%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,422,384 $ 1,366,707 $ 1,442,961 $ 5.6% 1,527,660 $ 5.9% b) General Operating 559,375 311,599 (44.3%) 734,908 135.9% 753,281 2.5% c) Capital 6,204 - (100.0%) 752,425 213,077 (71.7%) e) Transfers (222,444) (223,092) 0.3% 320,588 (243.7%) (183,897) (157.4%) Grand Total 1,765,519 $ 1,455,214 $ (17.6%) 3,250,882 $ 123.4% 2,310,120 $ (28.9%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 1,296,825 $ 1,199,310 $ 1,097,470 $ 1,162,648 $ 5.9% 222-GENERAL GRANTS - - 326,201 341,963 4.8% 223-CDBG GRANT - - 827,211 779,883 401-PUBLIC WORKS GRANT PROJECTS 468,694 255,905 (45.4%) - (100.0%) - 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - - 500,000 - (100.0%) 411-METROPOLITAN REDEVELOPMENT AUTHORITY - - 500,000 25,625 (94.9%) Grand Total 1,765,519 $ 1,455,214 $ (17.6%) 3,250,882 $ 123.4% 2,310,120 $ (28.9%) COMMUNITY DEVELOPMENT DEPARTMENTAL SUMMARY $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 101‐GENERAL FUND 222‐GENERAL GRANTS 223‐CDBG GRANT 401‐PUBLIC WORKS GRANT PROJECTS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS 411‐METROPOLITAN REDEVELOPMENT AUTHORITY COMMUNITY DEVELOPMENT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 199 ---PAGE BREAK--- c) Capital b) General Operating a) Personnel Costs $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 COMMUNITY DEVELOPMENT ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 200 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 Grand Total 253822460 Row Labels Sum of FY14 Budgeted Administration 549506 Engineering 598358 SANITATION 5502858 Street, Road 17829366 Survey 88130 Traffic 209140 WASTEWATER ADMINISTRATION 10189309 WASTEWATER CONSTRUCTION 250001 WATER ADMINISTRATION 14568866 WTR&WW RENEWAL/REPLACEMNT 4386894 Construction Inspection 139343 Grand Total 54311771 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% PUBLIC WORKS PERCENTAGE OF FY14 BUDGET Administration 1.0% Engineering 1.1% SANITATION 10.1% Street, Road 32.8% Survey 0.2% Traffic 0.4% WASTEWATER ADMINISTRATION 18.8% WASTEWATER CONSTRUCTION 0.5% WATER ADMINISTRATION 26.8% WTR&WW RENEWAL/REPLACEMNT 8.1% Construction Inspection 0.3% PUBLIC WORKS PERCENTAGE BY DIVISION 201 ---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 FY13:  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; all projects were completed mid-April 2013.  Southside River Road, Waterline Replacement, Energy Court to Sandstone.  Construction of secondary access to Piedra Vista High School; completion by FY13.  Street Resurfacing: Main Street, 20th Street to English Road; Municipal Drive / Airport Drive, Apache to Navajo; and various other City streets; City street resurfacing completed 524,000 sq yds (74.4 lane miles) or 5.3% of total lane miles. FY14 GOALS/OBJECTIVES: Goals/objectives for the different functional areas of Public Works are contained within the budget narratives for the respective areas. Additional FY14 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. 202 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Public Works Director 1 1 105,212 $ 109,420 $ 4.0% Administrative Assistant 1 1 45,917 46,660 1.6% TOTAL 2 2 151,128 $ 156,080 $ 3.3% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 208,673 $ 207,899 $ 230,400 $ 10.8% 244,356 $ 6.1% b) General Operating 9,784 30,100 207.6% 83,588 177.7% 85,678 2.5% d) Debt Service - 307,158 304,638 304,538 e) Transfers (69,958) (56,556) (19.2%) (69,120) 22.2% (70,848) 2.5% Grand Total 148,499 $ 488,600 $ 229.0% 549,506 $ 12.5% 563,724 $ 2.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 60,821 $ 74,403 $ 22.3% 52,638 $ (29.3%) 58,015 $ 10.2% 2) 201-GRT - STREETS 25,259 354,942 1305.2% 400,510 12.8% 403,699 0.8% 3) 602-WATER ENTERPRISE 31,548 28,217 (10.6%) 28,746 1.9% 30,455 5.9% 4) 603-WASTEWATER ENTERPRISE 28,066 28,217 0.5% 28,746 1.9% 30,455 5.9% 5) 604-SANITATION ENTERPRISE 2,804 2,822 0.6% 38,866 1277.1% 41,100 5.7% Grand Total 148,499 $ 488,600 $ 229.0% 549,506 $ 12.5% 563,724 $ 2.6% 1) Detail information available on expenditure page 93 of the line item budget book. 2) Detail information available on expenditure page 111 of the line item budget book. 3) Detail information available on expenditure page 201 of the line item budget book. 4) Detail information available on expenditure page 206 of the line item budget book. 5) Detail information available on expenditure page 212 of the line item budget book. PUBLIC WORKS ADMINISTRATION $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 101‐GENERAL FUND 201‐GRT ‐ STREETS 602‐WATER ENTERPRISE 603‐WASTEWATER ENTERPRISE 604‐SANITATION ENTERPRISE PUBLIC WORKS ADMINISTRATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 203 ---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 FY14. FY14 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 FY14 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 Lakewood Detention Pond construction.  Inspect various roadway improvement projects.  Inspect public improvements in new subdivisions.  Inspect MAP project: Apache Resurfacing, and possibly Municipal Resurfacing.  Field verifies 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. 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. 204 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Construction Inspector 3 3 152,765 $ 154,879 $ 1.4% TOTAL 3 3 152,765 $ 154,879 $ 1.4% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 213,734 $ 226,004 $ 5.7% 251,974 $ 11.5% 266,713 $ 5.8% b) General Operating 10,297 12,894 25.2% 21,733 68.5% 22,276 2.5% e) Transfers (79,236) (126,492) 59.6% (134,364) 6.2% (137,723) 2.5% Grand Total 144,795 $ 112,406 $ (22.4%) 139,343 $ 24.0% 151,266 $ 8.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 144,795 $ 112,406 $ (22.4%) 139,343 $ 24.0% 151,266 $ 8.6% Grand Total 144,795 $ 112,406 $ (22.4%) 139,343 $ 24.0% 151,266 $ 8.6% 1) Detail information available on expenditure pages 94-95 of the line item budget book. PUBLIC WORKS CONSTRUCTION INSPECTION $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 101‐GENERAL FUND CONSTRUCTION INSPECTION FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 205 ---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. FY14 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 Street and Utilities Maintenance Contracts. Public Works Department Projects:  Prepare technical specifications for Annual Maintenance Contracts.  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 per EPA requirements.  Design replacement of approx. 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 FY14 Street Resurfacing program.  Oversee Construction of NMDOT TPE Piñon Hills Sidewalk Project.  Oversee Design of Foothills Widening Project. Miscellaneous Projects:  Design various CIP projects for 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%. 206 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change City Engineer 1 1 93,394 $ 97,582 $ 4.5% Project Engineer I 2 2 134,660 147,333 9.4% Associate Project Engineer I 1 1 58,744 60,506 3.0% GIS Technician 1 1 41,049 37,302 Administrative Aide 1 1 36,811 38,438 4.4% TOTAL 6 6 364,658 $ 381,160 $ 4.5% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 450,251 $ 439,090 $ 500,017 $ 13.9% 529,596 $ 5.9% b) General Operating 61,780 38,633 (37.5%) 116,545 201.7% 119,459 2.5% e) Transfers (6,972) (79,332) 1037.9% (18,204) (77.1%) (18,659) 2.5% Grand Total 505,060 $ 398,391 $ (21.1%) 598,358 $ 50.2% 630,395 $ 5.4% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 505,060 $ 398,391 $ (21.1%) 598,358 $ 50.2% 630,395 $ 5.4% Grand Total 505,060 $ 398,391 $ (21.1%) 598,358 $ 50.2% 630,395 $ 5.4% 1) Detail information available on expenditure pages 96-97 of the line item budget book. PUBLIC WORKS CITY ENGINEERING $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 101‐GENERAL FUND CITY ENGINEERING FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 207 ---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. FY14 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. 208 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Survey Party Chief 2 2 87,627 $ 90,754 $ 3.6% Surveyor Aide 1 1 36,110 37,112 2.8% TOTAL 3 3 123,737 $ 127,867 $ 3.3% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 183,124 $ 186,134 $ 1.6% 197,327 $ 6.0% 208,835 $ 5.8% b) General Operating 13,637 15,034 10.2% 23,307 55.0% 23,890 2.5% e) Transfers (26,016) (64,224) 146.9% (132,504) 106.3% (135,817) 2.5% Grand Total 170,745 $ 136,944 $ (19.8%) 88,130 $ (35.6%) 96,908 $ 10.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 170,745 $ 136,944 $ (19.8%) 88,130 $ (35.6%) 96,908 $ 10.0% Grand Total 170,745 $ 136,944 $ (19.8%) 88,130 $ (35.6%) 96,908 $ 10.0% 1) Detail information available on expenditure page 98 of the line item budget book. PUBLIC WORKS SURVEY $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 101‐GENERAL FUND SURVEY FUNDING SOURCES FY13 Actual FY14 Budgeted FY15 Projected 209 ---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, 635 crosswalks, along with symbols and curb markings.  Signs: Regulatory (4,507), warning (1,061), school (308), street name (3,407), and others (735). Total: 10,018  Traffic Signals: The City has 82, of which 77 have emergency vehicle preemption systems. The City contracts maintenance for 10 signals outside the City limits.  School Zone Speed Limit Flashers: 30.  Warning Beacon Lights: 4. The street lighting system has over 4,325 lights citywide. 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. FY14 GOALS/OBJECTIVES:  Continue to perform annual preventative maintenance on each traffic signal (82 each).  Continue annual sign reflectivity evaluation program.  Maintain over 10,000 traffic sign installations, upgrading as necessary.  Conduct turning movement counts at 12 of 82 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.  Purchase and install Traffic Adaptive signal control at eleven (11) E. Main intersections.  Construct one new traffic signal.  Administers Farmington Safe Routes to School program. PERFORMANCE MEASURES:  Traffic signs repaired.  Turning movement counts conducted at 12 signalized locations.  Annual preventative maintenance program for all traffic signals completed.  Reflectivity evaluation completed.  One traffic signal reconstructed.  335 lane miles of City streets painted.  Cabinet and controller upgrade at 3 locations.  Commencing city wide street name sign replacement. 210 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Traffic Engineering Administrator 1 1 84,980 $ 89,280 $ 5.1% Electronics Technician II 1 1 58,044 59,767 3.0% Electronics Technician I 1 1 56,231 58,943 4.8% Traffic Engineering Technician 1 1 49,676 51,719 4.1% Working Foreman 1 1 49,676 51,837 4.4% Painter 1 1 39,296 41,253 5.0% Traffic Sign Technician 2 2 68,244 72,093 5.6% TOTAL 8 8 406,147 $ 424,891 $ 4.6% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 585,033 $ 605,842 $ 3.6% 608,134 $ 0.4% 644,581 $ 6.0% b) General Operating 104,605 125,174 19.7% 141,006 12.6% 144,531 2.5% e) Transfers (500,000) (500,000) 0.0% (540,000) 8.0% (540,000) 0.0% Grand Total 189,637 $ 231,016 $ 21.8% 209,140 $ 249,112 $ 19.1% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 189,637 $ 231,016 $ 21.8% 209,140 $ 249,112 $ 19.1% Grand Total 189,637 $ 231,016 $ 21.8% 209,140 $ 249,112 $ 19.1% 1) Detail information available on expenditure pages 99-100 of the line item budget book. PUBLIC WORKS TRAFFIC ENGINEERING $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 101‐GENERAL FUND TRAFFIC ENGINEERING FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 211 ---PAGE BREAK--- PUBLIC WORKS: STREETS PROGRAM DESCRIPTION: The Streets Division is responsible for the repair and maintenance of 1,356 lane miles of paved and 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 five 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 the new position is added, additional equipment will also 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. FY14 GOALS/OBJECTIVES:  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.  Improve its snow response with existing equipment and the use of pre-wetted salt and sand (magnesium chloride).  Continue to apply milled asphalt to designated dirt streets.  Continue its limited program of magnesium chloride application to dirt roadways to control dust and reduce frequency of blading.  Continued construction of erosion control walls, retention ponds, drop inlets, pipes and various locations to address storm drainage problems.  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 - 90% of the time swept 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). 212 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Streets Superintendent 1 1 73,150 $ 75,344 $ 3.0% Lead Foreman 1 1 54,496 54,246 Working Foreman 3 3 149,028 152,707 2.5% Heavy Equipment Operator 4 4 171,780 157,404 Street Sweeper Operator 3 3 116,454 120,863 3.8% Truck Driver 4 4 134,474 132,087 Concrete Carpenter 2 1 73,418 41,098 (44.0%) Concrete Carpenter Trainee - 1 - 35,309 - Laborer 6 6 185,080 182,236 TOTAL 24 24 957,880 $ 951,293 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 2,197,656 $ 2,157,164 $ 2,368,958 $ 9.8% 2,449,731 $ 3.4% b) General Operating 3,277,618 3,601,500 9.9% 4,099,477 13.8% 4,201,964 2.5% c) Capital 4,211,383 6,108,468 45.0% 11,714,571 91.8% 8,073,247 (31.1%) e) Transfers (311,796) (229,284) (26.5%) (353,640) 54.2% (350,856) Grand Total 9,374,861 $ 11,637,848 $ 24.1% 17,829,366 $ 53.2% 14,374,086 $ (19.4%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 485,895 $ 60,918 $ (87.5%) 82,835 $ 36.0% 175,705 $ 112.1% 2) 201-GRT - STREETS 8,432,729 10,949,854 29.8% 13,116,960 19.8% 9,885,134 (24.6%) 3) 401-PUBLIC WORKS GRANT PROJECTS 456,238 565,280 23.9% 3,179,571 462.5% 4,313,247 35.7% 4) 402-GRT 2012 BONDS - 35,806 1,000,000 2692.9% - (100.0%) 5) 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - 25,990 450,000 1631.4% - (100.0%) Grand Total 9,374,861 $ 11,637,848 $ 24.1% 17,829,366 $ 53.2% 14,374,086 $ (19.4%) 1) Detail information available on expenditure pages 101-102 of the line item budget book. 2) Detail information available on expenditure pages 112-113 of the line item budget book. 3) Detail information available on expenditure page 144 of the line item budget book. 4) Detail information available on expenditure page 151 of the line item budget book. 5) Detail information available on expenditure page 168 of the line item budget book. PUBLIC WORKS STREETS $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 101‐GENERAL FUND 201‐GRT ‐ STREETS 401‐PUBLIC WORKS GRANT PROJECTS 402‐GRT 2012 BONDS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS STREETS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 213 ---PAGE BREAK--- PUBLIC WORKS: WATER/WASTEWATER/SANITATION UTILITY PROGRAM DESCRIPTION: The primary responsibility of the City Water/Wastewater 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 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 the next phase 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 Solids Handling Facility and UV Disinfection System at the treatment plant. Water Storage Rehab: water storage tanks have been completed. FY14 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 FY14.  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. 214 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Water/Wastewater Utility Administrator 1 1 69,285 $ 96,966 $ 40.0% Operations Manager/Environmental Coordinator 1 1 77,125 79,438 3.0% Associate Project Engineer 1 1 53,106 63,792 20.1% Water Resource Manager 1 1 53,106 47,330 (10.9%) Water Resource Specialist 1 1 61,526 63,372 3.0% Water Rights Specialist 1 1 41,049 30,684 (25.3%) Engineering Technician 1 1 52,901 54,488 3.0% Water Technician 1 1 33,049 34,252 3.6% TOTAL 8 8 441,147 $ 470,322 $ 6.6% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 944,142 $ 878,775 $ 1,100,197 $ 25.2% 1,162,219 $ 5.6% b) General Operating 14,658,385 14,311,759 17,016,768 18.9% 17,442,187 2.5% c) Capital 3,954,809 4,471,487 13.1% 13,081,895 192.6% 8,498,639 (35.0%) d) Debt Service 2,268,047 1,851,521 (18.4%) 1,153,822 (37.7%) 1,011,452 (12.3%) e) Transfers 2,207,677 2,193,772 2,545,246 16.0% 2,608,877 2.5% Grand Total 24,033,059 $ 23,707,313 $ 34,897,928 $ 47.2% 30,723,374 $ (12.0%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 602-WATER ENTERPRISE 12,584,087 $ 11,958,664 $ 17,393,866 $ 45.4% 15,197,301 $ (12.6%) 2) 603-WASTEWATER ENTERPRISE 6,203,790 6,657,087 7.3% 12,001,204 80.3% 9,885,644 (17.6%) 3) 604-SANITATION ENTERPRISE 5,245,182 5,091,562 5,502,858 8.1% 5,640,429 2.5% Grand Total 24,033,059 $ 23,707,313 $ 34,897,928 $ 47.2% 30,723,374 $ (12.0%) 1) Detail information available on expenditure pages 202-205 of the line item budget book. 2) Detail information available on expenditure pages 207--211 of the line item budget book. 3) Detail information available on expenditure page 213 of the line item budget book. PUBLIC WORKS WATER/WASTEWATER/SANITATION $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 602‐WATER ENTERPRISE 603‐WASTEWATER ENTERPRISE 604‐SANITATION ENTERPRISE WATER/WASTEWATER/SANITATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 215 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 54 54 2,597,463 $ 2,666,492 $ 2.7% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Administration 148,499 $ 488,600 $ 229.0% 549,506 $ 12.5% 563,724 $ 2.6% Construction Inspection 144,795 112,406 ( 22.4%) 139,343 24.0% 151,266 8.6% City Engineering 505,060 398,391 ( 21.1%) 598,358 50.2% 630,395 5.4% Survey 170,745 136,944 ( 19.8%) 88,130 ( 35.6%) 96,908 10.0% Traffic Engineering 189,637 231,016 21.8% 209,140 ( 9.5%) 249,112 19.1% Streets 9,374,861 11,637,848 24.1% 17,829,366 53.2% 14,374,086 ( 19.4%) Water/Wastewater/Sanitation 23,246,716 22,778,669 ( 2.0%) 34,897,928 53.2% 30,723,374 ( 12.0%) TOTAL 33,780,313 $ 35,783,874 $ 5.9% 54,311,771 $ 51.8% 46,788,865 $ ( 13.9%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,422,384 $ 1,366,707 $ 1,442,961 $ 5.6% 1,527,660 $ 5.9% b) General Operating 559,375 311,599 (44.3%) 734,908 135.9% 753,281 2.5% c) Capital 6,204 - (100.0%) 752,425 213,077 (71.7%) e) Transfers (222,444) (223,092) 0.3% 320,588 (243.7%) (183,897) (157.4%) Grand Total 1,765,519 $ 1,455,214 $ (17.6%) 3,250,882 $ 123.4% 2,310,120 $ (28.9%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 1,296,825 $ 1,199,310 $ 1,097,470 $ 1,162,648 $ 5.9% 222-GENERAL GRANTS - - 326,201 341,963 4.8% 223-CDBG GRANT - - 827,211 779,883 401-PUBLIC WORKS GRANT PROJECTS 468,694 255,905 (45.4%) - (100.0%) - 408-GENERAL GOVERNMENTAL CAPITAL PROJECTS - - 500,000 - (100.0%) 411-METROPOLITAN REDEVELOPMENT AUTHORITY - - 500,000 25,625 (94.9%) Grand Total 1,765,519 $ 1,455,214 $ (17.6%) 3,250,882 $ 123.4% 2,310,120 $ (28.9%) PUBLIC WORKS DEPARTMENTAL SUMMARY $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 101‐GENERAL FUND 222‐GENERAL GRANTS 223‐CDBG GRANT 401‐PUBLIC WORKS GRANT PROJECTS 408‐GENERAL GOVERNMENTAL CAPITAL PROJECTS 411‐METROPOLITAN REDEVELOPMENT AUTHORITY PUBLIC WORKS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 216 ---PAGE BREAK--- c) Capital b) General Operating a) Personnel Costs $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 PUBLIC WORKS ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 217 ---PAGE BREAK--- d) Debt Service c) Capital b) General Operating a) Personnel Costs $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 WATER/WASTEWATER/SANITATION ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 218 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 (blank) Grand Total 253822460 Row Labels Sum of FY14 Budgeted Insurance 7688282 Payroll 334492 Personnel 379966 Workers comp 307475 Grand Total 8710215 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% HUMAN RESOURCES PERCENTAGE OF FY14 BUDGET Insurance 88.3% Payroll 3.8% Personnel 4.4% Workers comp 3.5% HUMAN RESOURCES PERCENTAGE BY DIVISION 219 ---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 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) 2010 2011 2012 External Job Openings 103 139 140 Internal Job Openings 33 46 22 Number of Applications Processed 4152 4382 4493 Number of Internal Promotions 45 74 63 Number of Regular New Hires 47 140 75 Number of Seasonal New Hires 134 182 187 Number of Regular Employee Separations 73 54 82 Number of Seasonal Employee Separations 134 157 262 FY14 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 on 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 as soon as possible 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.  Implement new online application process. 220 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Human Resource Director 1 1 110,219 $ 87,127 $ (21.0%) Senior HR Business Partner 1 1 53,408 55,064 3.1% HR Business Partner 3 3 151,805 135,223 (10.9%) Personnel Assistant 1 1 36,487 37,481 2.7% TOTAL 6 6 351,919 $ 314,894 $ (10.5%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 418,251 $ 410,143 $ 427,007 $ 4.1% 452,816 $ 6.0% b) General Operating 251,394 145,842 (42.0%) 169,831 16.4% 174,077 2.5% c) Capital 6,640 - (100.0%) 7,000 - (100.0%) e) Transfers (172,440) (179,808) 4.3% (223,872) 24.5% (229,469) 2.5% Grand Total 503,844 $ 376,177 $ (25.3%) 379,966 $ 1.0% 397,424 $ 4.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 503,844 $ 376,177 $ (25.3%) 379,966 $ 1.0% 397,424 $ 4.6% Grand Total 503,844 $ 376,177 $ (25.3%) 379,966 $ 1.0% 397,424 $ 4.6% 1) Detail information available on expenditure pages 103-104 of the line item budget book. HUMAN RESOURCES PERSONNEL $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 101‐GENERAL FUND PERSONNEL FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 221 ---PAGE BREAK--- HUMAN RESOURCES: INSURANCE/BENEFITS PROGRAM DESCRIPTION: The Insurance and Employee Benefits Division is responsible for the group health insurance, 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 is the tenth year that the flexible spending account has been available to provide additional assistance to employees for medical and dependent care expenses using pre-tax dollars. Additionally, the division 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. Program and Service Delivery: 2009 2010 2011 2012 Group Health Enrollment 552 579 565 561 Supplemental Life Enrollment 489 493 509 505 Flexible Spending Account Enrollment 104 136 150 139 Health Fair Attendance 425 547 492 468 Flu Shots 604 511 460 435 H1N1 80 Other supplemental benefit policies 62 53 53 36 FY14 GOALS/OBJECTIVES:  Maintain the group health insurance program.  Continue efforts to reduce group health costs and sick leave usage through ongoing wellness initiatives.  A continuing wellness effort to support and educate employees on how to make informed decisions regarding their own health and wellness.  Maintain current health care costs even with rising rates through wellness efforts and plan design. PERFORMANCE MEASURES:  Mitigate group health insurance cost increases through wellness efforts and plan design. 222 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Insurance / Benefits Specialist 1 1 67,092 $ 52,676 $ (21.5%) Administrative Aide 1 1 35,223 36,596 3.9% TOTAL 2 2 102,316 $ 89,272 $ (12.7%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 132,104 $ 117,544 $ (11.0%) 106,197 $ 112,039 $ 5.5% b) General Operating 9,256,623 7,085,120 (23.5%) 7,598,573 7.2% 7,890,335 3.8% e) Transfers (36,912) (21,780) (41.0%) (16,488) (24.3%) (16,900) 2.5% Grand Total 9,351,815 $ 7,180,884 $ (23.2%) 7,688,282 $ 7.1% 7,985,474 $ 3.9% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 784,752 $ 868,719 $ 10.7% 732,231 $ (15.7%) 753,723 $ 2.9% 2) 701-HEALTH INSURANCE 8,567,063 6,312,165 (26.3%) 6,956,051 10.2% 7,231,750 4.0% Grand Total 9,351,815 $ 7,180,884 $ (23.2%) 7,688,282 $ 7.1% 7,985,474 $ 3.9% 1) Detail information available on expenditure pages 105-106 of the line item budget book. HUMAN RESOURCES INSURANCE/BENEFITS $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 101‐GENERAL FUND 701‐HEALTH INSURANCE INSURANCE/BENEFITS FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 223 ---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. FY14 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 email 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. 224 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Payroll Analyst 1 1 55,315 $ 56,459 $ 2.1% TOTAL 1 1 55,315 $ 56,459 $ 2.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 158,377 $ 193,214 $ 22.0% 356,991 $ 84.8% 377,268 $ 5.7% b) General Operating 4,922 7,924 61.0% 6,625 (16.4%) 6,791 2.5% e) Transfers (34,368) (24,948) (27.4%) (29,124) 16.7% (29,852) 2.5% Grand Total 128,930 $ 176,190 $ 36.7% 334,492 $ 89.8% 354,207 $ 5.9% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 128,930 $ 176,190 $ 36.7% 334,492 $ 89.8% 354,207 $ 5.9% Grand Total 128,930 $ 176,190 $ 36.7% 334,492 $ 89.8% 354,207 $ 5.9% 1) Detail information available on expenditure page 107 of the line item budget book. HUMAN RESOURCES PAYROLL $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 101‐GENERAL FUND PAYROLL FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 225 ---PAGE BREAK--- HUMAN RESOURCES: WORKERS’ COMPENSATION PROGRAM DESCRIPTION: The City has contracted with a third party administrator, Cannon Cochran Management Services, Inc. (CCMSI), to administer the City’s workers’ compensation program. While the City’s program is designated as the 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 2012 Workers’ Compensation Injuries/Illnesses 94 95 91 86 Actual Days Away from Work 357 752 424 533 . FY14 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. 226 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No regular employees. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change b) General Operating 409 $ 680,037 $ 166009.9% 307,475 $ (54.8%) 315,162 $ 2.5% Grand Total 409 $ 680,037 $ 166009.9% 307,475 $ (54.8%) 315,162 $ 2.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 409 $ 680,037 $ 166009.9% 307,475 $ (54.8%) 315,162 $ 2.5% Grand Total 409 $ 680,037 $ 166009.9% 307,475 $ (54.8%) 315,162 $ 2.5% 1) Detail information available on expenditure page 108 of the line item budget book. Note: Prior to FY13, Worker's Compensation was allocated to the individual departments that incurred the cost. In FY13, All Worker's Compensation costs are accounted for in he Worker's Compensation Division. HUMAN RESOURCES WORKERS' COMPENSATION $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 101‐GENERAL FUND WORKERS' COMPENSATION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 227 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 9 9 509,550 $ 460,625 $ DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Insurance 9,351,815 7,180,884 (23.2%) 7,688,282 7.1% 7,985,474 3.9% Payroll 128,930 176,190 36.7% 334,492 89.8% 354,207 5.9% Personnel 503,844 376,177 (25.3%) 379,966 1.0% 397,424 4.6% Workers' Compensation 409 680,037 166009.9% 307,475 (54.8%) 315,162 2.5% Grand Total 9,984,999 $ 8,413,289 $ (15.7%) 8,710,215 $ 3.5% 9,052,266 $ 3.9% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 708,731 $ 720,901 $ 1.7% 890,195 $ 23.5% 942,123 $ 5.8% b) General Operating 9,513,348 7,918,924 (16.8%) 8,082,504 2.1% 8,386,364 3.8% c) Capital 6,640 - (100.0%) 7,000 - (100.0%) e) Transfers (243,720) (226,536) (269,484) 19.0% (276,221) 2.5% Grand Total 9,984,999 $ 8,413,289 $ (15.7%) 8,710,215 $ 3.5% 9,052,266 $ 3.9% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 1,417,936 $ 2,101,123 $ 48.2% 1,754,164 $ (16.5%) 1,820,516 $ 3.8% 701-HEALTH INSURANCE 8,567,063 6,312,165 (26.3%) 6,956,051 10.2% 7,231,750 4.0% Grand Total 9,984,999 $ 8,413,289 $ (15.7%) 8,710,215 $ 3.5% 9,052,266 $ 3.9% Note: IN FY14, Safety Office was reclassified to the Electric Enterprise. Previous year information is included in order to provide comparable information. HUMAN RESOURCES DEPARTMENTAL SUMMARY $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 101‐GENERAL FUND 701‐HEALTH INSURANCE HUMAN RESOURCES FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 228 ---PAGE BREAK--- d) Debt Service c) Capital b) General Operating a) Personnel Costs $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 HUMAN RESOURCES ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 229 ---PAGE BREAK--- 230 ---PAGE BREAK--- Row Labels Sum of FY14 Budgeted Administration 16754939 Administrative Services 2274548 Community Development 3250882 Electric 109960605 Fire Department 12255677 General Services 8003853 Human Resources 8710215 Information Technology 1476436 Parks & Recreation 20578362 Police Department 16245172 Public Works 54311771 (blank) Grand Total 253822460 Row Labels Sum of FY14 Budgeted Administration 13495436 Animas Power Plant 10056502 Compliance 598215 Customer Service 1560299 Electric Construction 23155829 Electric Meter Shop 880742 Electrical Engineering 1825249 Navajo Dam Power Plant 801235 Safety 235795 San Juan No. 4 15121633 Substation Maintenance 637208 System Control Center 12328636 Bluffview Power Plant 20735873 Transmission & Distributi 6575035 Metering Services 745526 Relay 1207392 (blank) Grand Total 109960605 Administration 6.6% Administrative Services 0.9% Community Development 1.3% Electric 43.3% Fire Department 4.8% General Services 3.2% Human Resources 3.4% Information Technology 0.6% Parks & Recreation 8.1% Police Department 6.4% Public Works 21.4% ELECTRIC UTILITY PERCENTAGE OF FY14 BUDGET Administration 12.3% Animas Power Plant 9.1% Compliance 0.5% Customer Service 1.4% Electric Construction 21.1% Electric Meter Shop 0.8% Electrical Engineering 1.7% Navajo Dam Power Plant 0.7% Safety 0.2% San Juan No. 4 13.8% Substation Maintenance 0.6% System Control Center 11.2% Bluffview Power Plant 18.9% Transmission & Distribution 6.0% Metering Services 0.7% Relay 1.1% ELECTRIC UTILITY PERCENTAGE BY DIVISION 231 ---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% per year for the next two years. Specific Program and Services Delivery: FY14 GOALS/OBJECTIVES:  Continually 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 reliable 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.  Monitor the financial state of the electric utility using selected financial and operating ratios provided by American Public Power Association (APPA). Compare FEUS’ ratios with APPA median ratios by region and utility size, with a favorable comparison in 75% of ratios studied. Electricity Sales 1,161,855 mWh Revenue Dollars $ 101,370,867 Expense Dollars $ 83,221,730 Capital Investments $ 24,234,623 Capital Purchases $ 2,259,600 232 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Electric Utility Director 1 1 138,985 $ 160,659 $ 15.6% Utility Financial Analyst 1 - 82,222 - (100.0%) Utility Business Operations Manager - 1 - 84,688 - Quality Management & Security Officer 1 - 84,417 - (100.0%) Office Manager - 1 - 48,433 - Administrative Assistant 1 - 40,823 - (100.0%) TOTAL 4 3 346,447 $ 293,780 $ (15.2%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 450,491 $ 494,457 $ 9.8% 360,858 $ (27.0%) 369,681 $ 2.4% b) General Operating 4,309,236 4,071,795 4,667,469 14.6% 4,773,076 2.3% d) Debt Service 5,210,134 3,342,967 (35.8%) - (100.0%) - e) Transfers 10,162,149 9,417,810 8,467,109 (10.1%) 5,972,200 (29.5%) Grand Total 20,132,010 $ 17,327,029 $ (13.9%) 13,495,436 $ (22.1%) 11,114,957 $ (17.6%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 20,132,010 $ 17,327,029 $ (13.9%) 13,495,436 $ (22.1%) 11,114,957 $ (17.6%) Grand Total 20,132,010 $ 17,327,029 $ (13.9%) 13,495,436 $ (22.1%) 11,114,957 $ (17.6%) 1) Detail information available on expenditure pages 172-173 of the line item budget book. ELECTRIC UTILITY ADMINISTRATION $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 601‐ELECTRIC ENTERPRISE ELECRIC UTILITY ADMINISTRATION FUNDING SOURCES FY13 Actual FY14 Budgeted FY15 Projected 233 ---PAGE BREAK--- ELECTRIC UTILITY: COMPLIANCE PROGRAM DESCRIPTION: The Compliance Division is dedicated to continually improve and promote a culture of compliance, embracing the values of safety, environmental and reliability compliance. The Compliance Division shall proactively research, review and interpret laws, rules and regulations and endeavor to prevent the payment of fines or penalties related to not meeting the standards 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 which reduces the risk of non-compliance resulting in incidents and penalties. FY14 GOALS/OBJECTIVES:  Provide excellent customer service to internal and external customers of the electric utility by maintaining a transparent, accessible Compliance Division.  Collaborate with other divisions and departments to promote awareness and provide training opportunities for appropriate regulatory requirements.  Evaluate and implement cost effective technologies to increase efficiency allowing resources to champion safety, security and reliability initiatives.  Continual monitoring of regulatory activity of new or revised requirements from regulatory agencies.  Complete regular awareness and training activities with appropriate personnel on current and pending requirements.  Participate in compliance outreach activities.  Prepare for the 2014 audit through internal reviews, gap assessments and mock audits. PERFORMANCE MEASURES:  Improved compliance culture demonstrated by proactive participation and implementation of programs throughout the utility.  Strive to have zero violations discovered during on-site audits. 234 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Regulatory Compliance Manager 1 1 88,081 $ 98,149 $ 11.4% Regulatory Compliance Specialist - 1 - 62,271 - Environmental Scientist - 1 - 88,877 - Safety & Security Officer - 1 - 86,949 - Relay & Compliance Field 1 - 65,408 - (100.0%) Engineering & System Operation Computer Specialist 1 1 49,056 62,271 26.9% TOTAL 3 5 202,545 $ 398,516 $ 96.8% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 101,573 $ 157,924 $ 55.5% 338,351 $ 114.2% 347,063 $ 2.6% b) General Operating 136,673 113,544 (16.9%) 259,864 128.9% 164,460 (36.7%) Grand Total 238,246 $ 271,468 $ 13.9% 598,215 $ 120.4% 511,523 $ (14.5%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 238,246 $ 271,468 $ 13.9% 598,215 $ 120.4% 511,523 $ (14.5%) Grand Total 238,246 $ 271,468 $ 13.9% 598,215 $ 120.4% 511,523 $ (14.5%) 1) Detail information available on expenditure page 174 of the line item budget book. ELECTRIC UTILITY COMPLIANCE $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 601‐ELECTRIC ENTERPRISE COMPLIANCE FUNDING SOURCES FY13 Actual FY14 Budgeted FY15 Projected 235 ---PAGE BREAK--- ELECTRIC UTILITY: SAFETY PROGRAM DESCRIPTION: The Safety Division is responsible for the development, management and oversight of the City of Farmington’s Environmental, Health and Safety (EHS) Program. This Division of the Electric Utility works within the entire City organization to provide the City Manager, Directors, Division Managers, staff members, and line employees the tools necessary for a successful EHS Program. The Safety Division endeavors to advance the City’s EHS program by:  Identifying workplace risks, hazards, and deficiencies and tracking them until properly treated.  Continuing the development and implementation of essential programs to provide guidance to all employees.  Training employees on the City’s environmental, health and safety program.  Establishing and managing the City’s environmental program. FY14 GOALS/OBJECTIVES:  Collaborate with managers, supervisors and employees in evaluating key processes and tasks to identify hazards and mitigation of those hazards (Job Hazard Analysis).  Fully implement all current City Safety Regulations.  Reduce employee incidents involving lost workdays, medical treatment, and motor vehicle accidents. PERFORMANCE MEASURES:  Managers, supervisors and employees trained on conducting and documenting a job hazard analysis.  All components of City Safety Regulations instituted.  Incidents involving lost workdays and medical treatment reviewed with root causes identified and implementation of corrective actions. 236 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Safety Specialists - 2 - $ 106,262 $ - Safety Officer 1 - 66,026 - $ (100.0%) Safety Assistant 1 - 49,762 - (100.0%) TOTAL 2 2 115,789 $ 106,262 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 140,535 $ 71,448 $ (49.2%) 183,246 $ 156.5% 187,968 $ 2.6% b) General Operating 36,050 31,022 (13.9%) 66,700 115.0% 76,700 15.0% e) Transfers (76,176) (44,520) (41.6%) (14,151) (68.2%) (15,571) 10.0% Grand Total 100,409 $ 57,950 $ (42.3%) 235,795 $ 306.9% 249,098 $ 5.6% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 101-GENERAL FUND 100,409 $ 57,950 $ (42.3%) 198,660 $ 242.8% 203,627 $ 2.5% 2) 601-ELECTRIC ENTERPRISE - - 37,135 45,471 22.4% Grand Total 100,409 $ 57,950 $ (42.3%) 235,795 $ 306.9% 249,098 $ 5.6% 1) Detail information available on expenditure pages 109-110 of the line item budget book. 2) Detail information available on expenditure page 175 of the line item budget book. Note: Several Electric positions are distributed over various divisions. ELECTRIC UTILITY SAFETY Note: In FY14, Safety was moved from the general fund to the Electric Enterprise. In order to better reflect annual comparative data, the general fund safety is combined with the Electric Enterprise safety division. FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 237 ---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 14,860 Statements mailed 36,817 Delinquent notices mailed 6,515 Disconnection notices generated 4,932 Annual CY2012 Utility Assistance $ 60,749 Number of meters as of 12/2012: Electric 44,065 Water 16,260 FY14 GOALS/OBJECTIVES:  Continuous review of internal policies and procedures to ensure timely and accurate service and to promote customer satisfaction and process improvement  Record and trend customer complaints. Implement process improvements to reduce complaints annually 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. 238 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Customer Care Manager 1 1 54,002 $ 68,564 $ 27.0% Customer Operations Coordinator 1 - 62,856 - (100.0%) Customer Care Specialist 3 3 130,344 130,729 0.3% Customer Care Cashier 3 3 82,018 91,705 11.8% Customer Care Associate 11 9 347,894 293,553 (15.6%) Key Accounts Analyst 1 - 50,646 - (100.0%) Exceptions Processing Specialist 1 1 47,106 48,106 2.1% Exceptions Processing Associate 3 3 88,309 94,614 7.1% Administrative Aide 1 1 31,620 32,505 2.8% Customer Care Secretary I 1 1 23,653 27,890 17.9% TOTAL 26 22 918,448 $ 787,667 $ (14.2%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 752,163 $ 741,454 $ 853,916 $ 15.2% 895,912 $ 4.9% b) General Operating 588,486 599,823 1.9% 913,035 52.2% 925,460 1.4% c) Capital - - 15,000 15,000 0.0% e) Transfers (199,140) (171,384) (13.9%) (221,652) 29.3% (228,302) 3.0% Grand Total 1,141,508 $ 1,169,893 $ 2.5% 1,560,299 $ 33.4% 1,608,070 $ 3.1% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 1,141,508 $ 1,169,893 $ 2.5% 1,560,299 $ 33.4% 1,608,070 $ 3.1% Grand Total 1,141,508 $ 1,169,893 $ 2.5% 1,560,299 $ 33.4% 1,608,070 $ 3.1% 1) Detail information available on expenditure pages 176-177 of the line item budget book. ELECTRIC UTILITY CUSTOMER SERVICE $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 601‐ELECTRIC ENTERPRISE CUSTOMER SERVICE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 239 ---PAGE BREAK--- ELECTRIC UTILITY: 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; and 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. FY14 GOALS/OBJECTIVES:  Highest priority is to serve new customers and maintain reliable facilities to provide electric service.  System facility improvements and upgrades to maintain reliability of service are the next highest priorities.  Construct new Aztec and Vista Substations.  Continue substation and distribution circuit upgrades for load, voltage support and backup capacity.  Construct additional fiber optic network and install pilot automation at Middle Mesa. Budget Highlights: Transformer Shop Addition $4,000,000 Customer Work Orders $2,015,000 Aztec Substation $1,765,800 Animas Transformer Replacements $1,699,810 Vista Substation $1,607,420 PERFORMANCE MEASURES:  Normal work completed for customers in a timely, reliable and efficient manner.  Completion of all system improvement projects to increase capacity and reliability.  Construct distribution circuits.  Construct Vista and Aztec Substations.  Replace and rebuild secondaries.  Replace poles in Farmington and surrounding areas. 240 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No regular employees NOTE: Several administrative positions are distributed over various Electric divisions. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,877,551 $ 1,903,587 $ 1.4% 2,032,480 $ 6.8% 2,184,193 $ 7.5% c) Capital 7,592,696 13,491,324 77.7% 18,623,400 38.0% 19,142,155 2.8% e) Transfers 1,990,007 2,006,826 0.8% 2,499,949 24.6% 2,686,557 7.5% Grand Total 11,460,253 $ 17,401,736 $ 51.8% 23,155,829 $ 33.1% 24,012,905 $ 3.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 11,460,253 $ 17,401,736 $ 51.8% 23,155,829 $ 33.1% 24,012,905 $ 3.7% Grand Total 11,460,253 $ 17,401,736 $ 51.8% 23,155,829 $ 33.1% 24,012,905 $ 3.7% 1) Detail information available on expenditure page 178 & 200 of the line item budget book. ELECTRIC UTILITY CONSTRUCTION $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 601‐ELECTRIC ENTERPRISE ELECTRIC CONSTRUCTION FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 241 ---PAGE BREAK--- ELECTRIC UTILITY: ANIMAS POWER PLANT PROGRAM DESCRIPTION: Animas Power Plant provides base load electric energy. The plant is expected to provide 12% of the total energy requirements of FEUS customers during FY14. 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: 141,543 FY14 GOALS/OBJECTIVES:  Work without injury.  Achieve target-level reliability results by performing equipment inspections, maintenance and capital projects and diligent unit operations.  Comply with applicable safety, environmental and reliability regulations.  Manage actual expenses and capital projects within approved budgets. PERFORMANCE MEASURES:  Equivalent availability of combined cycle unit 92%  Net heat rate of units on an annual basis 9,500 Btu/kWh  Cost per mWh for operation and maintenance $ 20.64  Cost per mWh for capital improvements $ 5.50  Cost per mWh for fuel $ 50.35  Lost hours due to accidents 0 242 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Generation & System Control Manager 1 1 133,026 $ 121,075 $ Generation Superintendent 1 1 92,564 96,882 4.7% Generation Scheduler & Resource 1 1 64,331 66,261 3.0% Environmental Specialist 1 - 86,288 - (100.0%) I.C.E. Technician 1 1 75,373 77,985 3.5% Maintenance Technician - Machinist 1 1 75,373 78,044 3.5% Operation Technician I 3 5 226,119 390,104 72.5% Operation Technician II 3 3 248,760 259,732 4.4% Operation Technician Trainee II 2 2 128,142 66,897 (47.8%) Power Plant Storekeeper 1 1 60,293 62,525 3.7% Power Plant Working Foreman 1 1 82,920 86,054 3.8% Production Specialist II 1 1 60,293 121,286 101.2% Water Treatment Specialist 1 1 67,834 70,398 3.8% Administrative Aide 1 1 28,176 32,182 14.2% TOTAL 19 20 1,429,492 $ 1,529,426 $ 7.0% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,260,976 $ 1,248,765 $ 1,228,400 $ 1,236,399 $ 0.7% b) General Operating 8,387,753 7,621,898 8,828,102 15.8% 10,556,541 19.6% c) Capital - 9,924 - (100.0%) - Grand Total 9,648,728 $ 8,880,586 $ 10,056,502 $ 13.2% 11,792,940 $ 17.3% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 9,648,728 $ 8,880,586 $ 10,056,502 $ 13.2% 11,792,940 $ 17.3% Grand Total 9,648,728 $ 8,880,586 $ 10,056,502 $ 13.2% 11,792,940 $ 17.3% 1) Detail information available on expenditure pages 179-180 of the line item budget book. ELECTRIC UTILITY ANIMAS POWER PLANT $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 601‐ELECTRIC ENTERPRISE ANIMAS POWER PLANT FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 243 ---PAGE BREAK--- ELECTRIC UTILITY: BLUFFVIEW POWER PLANT PROGRAM DESCRIPTION: Bluffview Power Plant is projected to provide 39 percent of the total energy requirements of FEUS customers in FY14. 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: 477,315. FY14 GOALS/OBJECTIVES:  Work without injury.  Achieve target-level reliability results by performing equipment inspections, maintenance and capital projects and diligent unit operations.  Comply with applicable safety, environmental and reliability regulations.  Manage actual expenses and capital projects within approved budgets. 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 $ 6.15  Cost per mWh for capital improvements $ 2.33  Cost per mWh for fuel $ 37.28  Lost hours due to accidents 0 244 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Generation Engineer 1 1 92,350 $ 95,120 $ 3.0% Operations Technician II 3 2 248,760 171,908 (30.9%) Maintenance Technician-Chrome Moly Welder 1 1 75,373 78,638 4.3% Maintenance Technician General 1 1 75,373 77,510 2.8% Production Specialist II 1 1 56,532 58,803 4.0% Power Plant Laborer 1 - 28,696 - (100.0%) I.C.E. Technician 1 1 75,373 78,995 4.8% Operations Tech Trainee I 1 1 51,965 54,257 4.4% TOTAL 10 8 704,422 $ 615,231 $ (12.7%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,445,797 $ 1,319,418 $ 1,380,286 $ 4.6% 1,390,415 $ 0.7% b) General Operating 16,079,017 16,372,204 1.8% 19,355,587 18.2% 20,494,612 5.9% c) Capital - 9,924 - (100.0%) - Grand Total 17,524,814 $ 17,701,546 $ 1.0% 20,735,873 $ 17.1% 21,885,027 $ 5.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 17,524,814 $ 17,701,546 $ 1.0% 20,735,873 $ 17.1% 21,885,027 $ 5.5% Grand Total 17,524,814 $ 17,701,546 $ 1.0% 20,735,873 $ 17.1% 21,885,027 $ 5.5% 1) Detail information available on expenditure pages 181-182 of the line item budget book. ELECTRIC UTILITY BLUFFVIEW POWER PLANT $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 601‐ELECTRIC ENTERPRISE BLUFFVIEW POWER PLANT FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 245 ---PAGE BREAK--- ELECTRIC UTILITY: TRANSMISSION AND DISTRIBUTION PROGRAM DESCRIPTION: The T&D Division 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 217 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 over approximately 18,710 distribution transformers in service. Program and Service Delivery: Transmission lines patrolled (217 miles x 3 times/year) 651 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 (348 trouble calls) 57,563 meter hrs for 2012 Non-outage trouble calls 2,897 in 2012 Total OSHA Recordable Incidents 11 incident rate for 2012 FY14 GOALS/OBJECTIVES:  Test and dispose of any remaining PCB contaminated distribution transformers and other equipment.  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 2012 time of 57,563 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 2012 incident rate of 11. 246 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Transmission and Distribution Manager 1 1 108,831 $ 121,444 $ 11.6% T & D Construction Superintendent 1 1 92,564 94,007 1.6% T & D Maintenance Superintendent 1 1 90,578 92,442 2.1% Electric Equipment Working Foreman 1 1 82,920 85,336 2.9% Electric Line Working Foreman 7 8 580,440 688,753 18.7% Line Patroller/Facilities Locator 2 2 84,764 87,734 3.5% Journeyman Lineman 19 21 1,435,856 1,646,239 14.7% Apprentice Lineman 5 5 305,262 304,047 Digger Operator 2 2 135,668 141,170 4.1% Class A, B Helper 5 5 178,881 181,046 1.2% Administrative Aide 1 1 38,185 39,391 3.2% TOTAL 45 48 3,133,949 $ 3,481,610 $ 11.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 2,278,871 $ 2,445,602 $ 7.3% 3,151,625 $ 28.9% 3,046,896 $ b) General Operating 2,450,346 2,772,584 13.2% 2,835,350 2.3% 2,835,967 0.0% c) Capital 354,492 894,816 152.4% 1,523,000 70.2% 660,000 (56.7%) e) Transfers (801,926) (861,059) 7.4% (934,940) 8.6% (1,004,729) 7.5% Grand Total 4,281,782 $ 5,251,943 $ 22.7% 6,575,035 $ 25.2% 5,538,134 $ (15.8%) FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 4,281,782 $ 5,251,943 $ 22.7% 6,575,035 $ 25.2% 5,538,134 $ (15.8%) Grand Total 4,281,782 $ 5,251,943 $ 22.7% 6,575,035 $ 25.2% 5,538,134 $ (15.8%) 1) Detail information available on expenditure pages 183-184 of the line item budget book. ELECTRIC UTILITY TRANSMISSION AND DISTRIBUTION $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 601‐ELECTRIC ENTERPRISE TRANSMISSION AND DISTRIBUTION FUNDING SOURCES FY12 Actual FY13 Actual FY15 Projected 247 ---PAGE BREAK--- ELECTRIC UTILITY: ENGINEERING PROGRAM DESCRIPTION:  System Planning  Materials Specs & Construction Standards  Engineering Support  Substation Design  New Customer Service  Transmission Line Design  Customer Construction Estimates  Distribution Line Design  Protection, Control, SCADA  Surveying & Drafting  Engineering Construction Management Specific Programs: Projected FY13 Projected FY14 Estimates Made 550 600 Work Orders Completed 475 475 Meter and Quad Spots 300 300 New Service Connect Requests 500 500 Rights-of-Way Processed for Customers 100 100 FY14 GOALS/OBJECTIVES:  Correctly map joint pole use data from joint pole 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.  Continue training Junior Estimators on estimates for overhead and underground lines.  Process estimates, meter spots, connects and line extension agreements for customers.  Improve system reliability and voltage in areas needing upgrade on secondaries.  Process estimates, meter spots, connects and line extensions for customers efficiently.  Use pictometry to correct errors in rural areas and assist in preparing estimates.  Place all feeder and section maps on computer GIS system and ensure correct data.  Procure consulting and contract services to assure completion of all capital projects.  Provide quality assurance by inspecting contracted project to assure new construction meets utility standards. PERFORMANCE MEASURES:  Customer complaints less than 1% for New Service and Estimators.  Estimators and GIS using Futura software for new estimate/work order/GIS systems.  Field easement errors at 1% or less.  BLM right-of-way for Hood Mesa Tap to WLSS for 115kV line acquired.  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 available capacity.  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 FY14.  Completion of all capital projects within budget year. 248 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Engineering Construction Projects Manager - 1 - $ 122,588 $ - Registered Land Surveyor 1 1 77,626 79,955 3.0% Engineering Manager 1 1 123,439 120,330 Transmission and Planning Engineer 1 1 79,257 86,328 8.9% Transmission, Planning & Design Engineer 1 - 103,341 - (100.0%) Transmission & Distribution Engineering Supervisor - 1 - 106,441 - Senior Planning Engineer 1 - 96,473 - (100.0%) Distribution Engineer - 1 - 99,367 - Relay Engineer 1 2 83,052 186,808 124.9% Construction Engineer - 1 - 86,328 - Construction Inspector - 2 - 151,043 - Estimator Superintendent 1 1 71,654 73,804 3.0% Estimator 3 3 169,195 230,938 36.5% Junior Estimator 3 2 141,465 95,681 (32.4%) Lead GIS Technician 1 1 61,225 63,061 3.0% GIS Technician 2 2 107,284 97,609 Assistant GPS Surveyor 1 1 53,576 54,623 2.0% New Service Representative 2 2 63,638 60,269 Engineering Support Supervisor 1 1 57,756 59,215 2.5% Right of Way/Easement Admin Aide 1 - 38,635 - (100.0%) Secretary II - 1 - 32,202 - Work Order Specialist - 1 - 43,561 - Administrative Aide 1 1 30,850 39,541 28.2% TOTAL 22 27 1,358,466 $ 1,889,692 $ 39.1% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,573,365 $ 1,547,042 $ 2,207,563 $ 42.7% 2,174,293 $ b) General Operating 381,061 264,754 (30.5%) 613,300 131.6% 610,772 c) Capital 64,567 67,241 4.1% 81,600 21.4% 53,000 (35.0%) e) Transfers (662,806) (693,152) 4.6% (1,077,214) 55.4% (1,157,622) 7.5% Grand Total 1,356,188 $ 1,185,885 $ (12.6%) 1,825,249 $ 53.9% 1,680,443 $ FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 1,356,188 $ 1,185,885 $ (12.6%) 1,825,249 $ 53.9% 1,680,443 $ Grand Total 1,356,188 $ 1,185,885 $ (12.6%) 1,825,249 $ 53.9% 1,680,443 $ 1) Detail information available on expenditure pages 185-186 of the line item budget book. ELECTRIC UTILITY ENGINEERING $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 601‐ELECTRIC ENTERPRISE ELECTRICAL ENGINEERING FUNDING SOURCES FY13 Actual FY14 Budgeted FY15 Projected 249 ---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): 43,569 avg/mo  Disconnect for Non-Pay Notice: 1,280 avg/mo  Number of after hour reconnects: 200 avg/mo FY14 GOALS/OBJECTIVES:  Continue to review internal policies and procedures for customer satisfaction and employee safety.  Increase safety training to all readers and installers.  Research automated work order processes.  Increase Meter Reader efficiency to reduce read times PERFORMANCE MEASURES:  Achieving a 99.9% read accuracy of meters.  Decrease accidents as a result of safety training. 250 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Metering Coordinator 1 1 47,615 $ 48,818 $ 2.5% Meter Installer ll 8 8 339,056 353,508 4.3% Meter Reader ll 2 1 70,176 36,193 (48.4%) Meter Reader 8 3 206,056 88,631 (57.0%) TOTAL 19 13 662,903 $ 527,149 $ (20.5%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 401,166 $ 459,679 $ 14.6% 597,515 $ 30.0% 590,813 $ b) General Operating 134,894 114,242 (15.3%) 162,495 42.2% 158,995 c) Capital - 130,880 60,000 (54.2%) 60,000 0.0% e) Transfers (77,571) (133,738) 72.4% (74,484) (44.3%) (76,719) 3.0% Grand Total 458,489 $ 571,063 $ 24.6% 745,526 $ 30.6% 733,089 $ FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 458,489 $ 571,063 $ 24.6% 745,526 $ 30.6% 733,089 $ Grand Total 458,489 $ 571,063 $ 24.6% 745,526 $ 30.6% 733,089 $ 1) Detail information available on expenditure pages 187-188 of the line item budget book. ELECTRIC UTILITY METERING SERVICES $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 601‐ELECTRIC ENTERPRISE METERING SERVICES FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 251 ---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, includes installing AMR meters in the field and installing Turtle and ERT modules in meters at the shop. The Meter Shop is also responsible for the 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 customers complaints by request 60 man hrs/mo average Read large-power customers 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 FY14 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:  Completion of program meters and input data as needed to the Turtle system.  Installation of TS2 Automated Meters (AMR) on the Pine River Substation Circuits.  Installation of RF mesh TS2 Meters in Crouch Mesa area. 252 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Superintendent of Technical Services 1 1 74,342 $ 85,935 $ 15.6% Electric Meter Working Foreman 1 1 82,920 86,904 4.8% Journeyman Meterman 3 3 226,099 233,896 3.4% Meter Repairman I 1 1 35,686 37,007 3.7% Meter Apprentice 2 1 120,603 62,905 (47.8%) Technical Services Aide - 1 - 31,041 - TOTAL 8 8 539,650 $ 537,689 $ EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 520,554 $ 569,705 $ 9.4% 629,969 $ 10.6% 629,800 $ b) General Operating 112,070 150,878 34.6% 195,773 29.8% 194,477 c) Capital 141,461 92,471 (34.6%) 55,000 (40.5%) 90,000 63.6% Grand Total 774,084 $ 813,055 $ 5.0% 880,742 $ 8.3% 914,277 $ 3.8% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 774,084 $ 813,055 $ 5.0% 880,742 $ 8.3% 914,277 $ 3.8% Grand Total 774,084 $ 813,055 $ 5.0% 880,742 $ 8.3% 914,277 $ 3.8% 1) Detail information available on expenditure pages 189-190 of the line item budget book. ELECTRIC UTILITY METER SHOP FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 253 ---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. FY14 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 FY13.  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. 254 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change Substation Foreman 1 1 82,920 $ 85,200 $ 2.7% Substation Journeyman - 1 - 77,446 - Substation Trainee - 1 - 65,833 - TOTAL 1 3 82,920 $ 228,479 $ 175.5% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 8,742 $ 28,469 $ 225.7% 353,408 $ 1141.4% 354,537 $ 0.3% b) General Operating - - 168,800 192,300 13.9% c) Capital 29,810 - (100.0%) 115,000 135,000 17.4% Grand Total 38,552 $ 28,469 $ (26.2%) 637,208 $ 2138.3% 681,837 $ 7.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 38,552 $ 28,469 $ (26.2%) 637,208 $ 2138.3% 681,837 $ 7.0% Grand Total 38,552 $ 28,469 $ (26.2%) 637,208 $ 2138.3% 681,837 $ 7.0% 1) Detail information available on expenditure pages 191-192 of the line item budget book. ELECTRIC UTILITY SUBSTATION MAINTENANCE $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 601‐ELECTRIC ENTERPRISE SUBSTATION MAINTENANCE FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 255 ---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. SCADA 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. Maintain documentation and test result database 100 man hrs/mo avg. FY14 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 Relay Engineer with system upgrades and new additions.  Distribution substation protection and communication upgrades.  Complete relay work at West Loop, Hood Mesa, and Sullivan and Dwight Arthur substations.  Assist in system upgrades and capital improvement projects; approximately 25 projects planned.  Implement protection database and work order system program.  Purchase and implement a database program for files 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. 256 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change System Protection Engineer 1 - 98,756 $ - $ (100.0%) Relay & Control Foreman 1 1 85,545 85,597 0.1% Journeyman Relay 1 2 75,373 157,277 108.7% Relay & Control Technician 2 1 135,668 62,271 (54.1%) Relay Technician Trainee 2 2 84,871 133,542 57.3% Technical Services Aid 1 - 29,495 - (100.0%) TOTAL 8 6 509,708 $ 438,686 $ (13.9%) EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 537,411 $ 581,679 $ 8.2% 522,563 $ (10.2%) 554,571 $ 6.1% b) General Operating 329,620 310,640 299,829 300,428 0.2% c) Capital 67,829 16,700 (75.4%) 385,000 2205.4% 395,000 2.6% Grand Total 934,861 $ 909,020 $ 1,207,392 $ 32.8% 1,249,999 $ 3.5% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 934,861 $ 909,020 $ 1,207,392 $ 32.8% 1,249,999 $ 3.5% Grand Total 934,861 $ 909,020 $ 1,207,392 $ 32.8% 1,249,999 $ 3.5% 1) Detail information available on expenditure pages 193-194 of the line item budget book. ELECTRIC UTILITY RELAY $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 601‐ELECTRIC ENTERPRISE RELAY FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 257 ---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 resources for customers and the sale of excess resources when possible. Specific Programs and Service Delivery: Native customer load served 1,161,855 mWh Energy purchases 209,044 mWh FY14 GOALS/OBJECTIVES:  Improve economic energy sales to market excess generation.  Minimize energy purchases for customers.  Maintain continuing education hours for certification of all Senior System Operators by North American Electric Reliability Corporation (NERC).  Ensure switching procedures are done in a safe and reliable manner.  Secure short-term resources for unit outages as necessary. PERFORMANCE MEASURES:  Maximum of $8,700,000 for short term power purchases in FY14.  100% of switching orders written without mistakes or safety issues.  All Senior System Operators maintain their North American Electric Reliability Corporation (NERC) certification. 258 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change System Operations Supervisor 1 1 100,739 $ 103,213 $ 2.5% Systems Operator - Senior 5 8 432,859 647,982 49.7% System Operator 2 - 146,356 - (100.0%) Systems Operations Scheduler 1 1 63,397 65,298 3.0% EMS Technician 1 - 65,408 - (100.0%) Trainer - 1 - 62,271 - System Operations EMS/SCADA 1 2 85,335 90,724 6.3% NERC/CIP Security Specialist - 1 - 88,304 - Operations Engineer 1 - 93,941 - (100.0%) System Operator Trainee 2 2 98,093 119,604 21.9% TOTAL 14 16 1,086,128 $ 1,177,397 $ 8.4% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 1,190,914 $ 1,153,895 $ 1,490,929 $ 29.2% 1,532,586 $ 2.8% b) General Operating 13,390,079 10,968,653 (18.1%) 10,812,707 14,441,482 33.6% c) Capital - 23,756 25,000 5.2% 18,000 (28.0%) Grand Total 14,580,993 $ 12,146,303 $ (16.7%) 12,328,636 $ 1.5% 15,992,068 $ 29.7% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 14,580,993 $ 12,146,303 $ (16.7%) 12,328,636 $ 1.5% 15,992,068 $ 29.7% Grand Total 14,580,993 $ 12,146,303 $ (16.7%) 12,328,636 $ 1.5% 15,992,068 $ 29.7% 1) Detail information available on expenditure pages 195-196 of the line item budget book. ELECTRIC UTILITY SYSTEM CONTROL CENTER $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 601‐ELECTRIC ENTERPRISE SYSTEM CONTROL CENTER FUNDING SOURCES FY12 Actual FY14 Budgeted FY15 Projected 259 ---PAGE BREAK--- ELECTRIC UTILITY: SAN JUAN NO. 4 PROGRAM DESCRIPTION: San Juan Units 3 and 4 are expected to supply 23 % of the total energy requirements of FEUS customers during FY14. The City owns 8.475% interest in San Juan Unit 4 which, due to 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 288,711 FY14 GOALS/OBJECTIVES:  Continue participation in San Juan Engineering and Operations Committee to protect City’s interest in the power plant.  Optimize utilization of plant to generate off-system sales.  Participate in San Juan Fuels Committee to ensure maximum benefit from fuels contract.  Participate in life extension study to determine the optimum retirement date for the San Juan units. PERFORMANCE MEASURES:  Annual operation and maintenance expense per net mWh $ 10.37  Annual fuel expense per net mWh $ 37.09  Units 3 and 4 average availability 85%  Cost per mWh for capital improvements $ 3.74 260 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No City of Farmington employees. Note: Several administrative positions are distributed over various Electric divisions. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 8,403 $ 4,042 $ (51.9%) 7,130 $ 76.4% 7,357 $ 3.2% b) General Operating 11,676,004 13,926,784 19.3% 14,035,709 0.8% 15,204,206 8.3% c) Capital 978,199 3,597,385 267.8% 1,078,794 (70.0%) 1,302,711 20.8% Grand Total 12,662,606 $ 17,528,211 $ 38.4% 15,121,633 $ (13.7%) 16,514,274 $ 9.2% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 12,662,606 $ 17,528,211 $ 38.4% 15,121,633 $ (13.7%) 16,514,274 $ 9.2% Grand Total 12,662,606 $ 17,528,211 $ 38.4% 15,121,633 $ (13.7%) 16,514,274 $ 9.2% 1) Detail information available on expenditure page 197 of the line item budget book. ELECTRIC UTILITY SAN JUAN NO. 4 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 601‐ELECTRIC ENTERPRISE SAN JUAN NO. 4 FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 261 ---PAGE BREAK--- ELECTRIC UTILITY: NAVAJO DAM POWER PLANT PROGRAM DESCRIPTION: 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. This resource is expected to supply 9% of the total energy requirements of FEUS customers during FY14. The plant is expected to average approximately 43% capacity factor. Specific Programs and Service Delivery: (Budgeted figures) Total MWh delivered from water releases: 109,145 FY14 GOALS/OBJECTIVES:  Work without injury.  Achieve target-level reliability results by performing equipment inspections, maintenance and capital projects and diligent unit operations.  Comply with applicable safety, environmental and reliability regulations.  Manage actual expenses and capital projects within approved budgets. PERFORMANCE MEASURES:  Annual operation and maintenance expense per net mWh $ 4.57  Cost per mWh for capital improvement/betterments $ 5.50  Lost hours due to accidents 0 262 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change No City of Farmington employees. Note: Several administrative posistions are distributed over various Electric divisions. EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 340,964 $ 390,737 $ 14.6% 374,125 $ 376,241 $ 0.6% b) General Operating 269,403 413,209 53.4% 427,110 3.4% 497,192 16.4% c) Capital - 9,950 - (100.0%) - Grand Total 610,367 $ 813,895 $ 33.3% 801,235 $ 873,433 $ 9.0% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 1) 601-ELECTRIC ENTERPRISE 610,367 $ 813,895 $ 33.3% 801,235 $ 873,433 $ 9.0% Grand Total 610,367 $ 813,895 $ 33.3% 801,235 $ 873,433 $ 9.0% 1) Detail information available on expenditure pages 198-199 of the line item budget book. ELECTRIC UTILITY NAVAJO DAM POWER PLANT $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 $1,000,000 601‐ELECTRIC ENTERPRISE NAVAJO DAM POWER PLANT FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 263 ---PAGE BREAK--- Staffing Position Titles FY13 Budgeted Positions FY14 Budgeted Positions FY13 Budgeted Salaries FY14 Budgeted Salaries % Change All Positions 181 181 11,090,867 $ 12,011,584 $ 8.3% DIVISIONS FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change Administration 20,275,267 $ 17,482,539 $ (13.8%) 13,495,436 $ (22.8%) 11,114,957 $ (17.6%) Animas Power Plant 9,648,728 8,880,586 10,056,502 13.2% 11,792,940 17.3% Compliance 238,246 271,468 13.9% 598,215 120.4% 511,523 (14.5%) Customer Service 1,141,508 1,169,893 2.5% 1,560,299 33.4% 1,608,070 3.1% Electric Construction 11,460,728 17,401,736 51.8% 23,155,829 33.1% 24,012,905 3.7% Electric Meter Shop 774,084 813,055 5.0% 880,742 8.3% 914,277 3.8% Electrical Engineering 1,356,188 1,185,885 (12.6%) 1,825,249 53.9% 1,680,443 Navajo Dam Power Plant 610,367 813,895 33.3% 801,235 873,433 9.0% Safety 100,409 57,950 (42.3%) 235,795 306.9% 249,098 5.6% San Juan No. 4 12,662,606 17,528,211 38.4% 15,121,633 (13.7%) 16,514,274 9.2% Substation Maintenance 38,552 28,469 (26.2%) 637,208 2138.3% 681,837 7.0% System Control Center 14,580,993 12,146,303 (16.7%) 12,328,636 1.5% 15,992,068 29.7% Bluffview Power Plant 17,524,814 17,701,546 1.0% 20,735,873 17.1% 21,885,027 5.5% Transmission & Distribution 4,281,782 5,251,943 22.7% 6,575,035 25.2% 5,538,134 (15.8%) Metering Services 458,489 571,063 24.6% 745,526 30.6% 733,089 Relay 934,861 909,020 1,207,392 32.8% 1,249,999 3.5% Grand Total 96,087,623 $ 102,213,562 $ 6.4% 109,960,605 $ 7.6% 115,352,073 $ 4.9% EXPENDITURE CATEGORY FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change a) Employee Wages & Benefits 12,889,474 $ 13,117,902 $ 1.8% 15,712,364 $ 19.8% 15,878,725 $ 1.1% b) General Operating 58,424,424 57,863,785 63,641,830 10.0% 71,426,667 12.2% c) Capital 9,229,053 18,368,126 99.0% 21,961,794 19.6% 21,870,866 d) Debt Service 5,210,134 3,342,967 (35.8%) - (100.0%) - e) Transfers 10,334,537 9,520,783 8,644,617 6,175,816 (28.6%) Grand Total 96,087,623 $ 102,213,562 $ 6.4% 109,960,605 $ 7.6% 115,352,073 $ 4.9% FUNDING SOURCE FY12 Actual FY13 Actual % Change FY14 Budgeted % Change FY15 Projected % Change 101-GENERAL FUND 100,409 $ 57,950 $ (42.3%) 198,660 $ 242.8% 203,627 $ 2.5% 601-ELECTRIC ENTERPRISE 95,987,214 102,155,611 6.4% 109,761,945 7.4% 115,148,447 4.9% Grand Total 96,087,623 $ 102,213,562 $ 6.4% 109,960,605 $ 7.6% 115,352,073 $ 4.9% ELECTRIC UTILITY DEPARTMENTAL SUMMARY $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 101‐GENERAL FUND 601‐ELECTRIC ENTERPRISE ELECTRIC UTILITY FUNDING SOURCES FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected 264 ---PAGE BREAK--- d) Debt Service c) Capital b) General Operating a) Personnel Costs $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 04 05 06 07 08 09 10 11 12 13 FISCAL YEAR ENDING JUNE 30 ELECTRIC ACTUAL EXPENDITURES BY TYPE TEN YEAR HISTORY 265 ---PAGE BREAK--- 266 ---PAGE BREAK--- FY11 - FY14 BUDGETED REGULAR POSITIONS DEPARTMENT/DIVISION FY11 FY12 FY13 FY14 Administration 32.5 32.5 32.5 31.5 Library 24.0 23.0 22.0 22.0 Information Technology 12.0 12.0 13.0 14.0 Administrative Services 29.0 29.0 29.0 29.0 General Services 49.0 46.0 47.0 47.0 Parks, Recreation, & Cultural Affairs 100.0 101.0 101.0 107.0 Police 153.0 155.0 156.0 160.0 Fire 91.0 93.0 92.0 92.0 Community Development 18.0 18.0 18.0 15.0 Public Works 46.0 46.0 46.0 46.0 Human Resources 9.0 9.0 9.0 9.0 General Fund 101 563.5 564.5 565.5 572.5 Metropolitan Planning Organization 0.0 0.0 0.0 3.0 Police-Region II & ARRA Grant Fund 246 12.0 8.5 8.5 4.0 Comm. Development Block Grant Fund 401 1.0 1.0 1.0 1.0 Electric Utility Fund 601 177.0 180.0 181.0 181.0 Water/Wastewater Utility Fund 602/603 8.0 8.0 8.0 8.0 Golf Courses Fund 610 7.0 7.0 6.0 6.0 Total Budgeted Regular Positions 768.5 769.0 770.0 775.5 1 1 Administration 4.1% Library 2.8% Information Technology 1.8% Administrative Services 3.7% General Services 6.1% Parks, Recreation, & Cultural Affairs 13.8% Police 21.1% Fire 11.9% Community Development 2.1% Public Works 7.0% Human Resources 1.2% Electric 23.3% MPO 0.4% Golf Course 0.8% DEPARTMENT/DIVISION PERCENTAGES 267 ---PAGE BREAK--- CITY COUNCIL / CLERK FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 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 2 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 12.5 12.5 12.5 12.5 CITY MANAGER FY11 FY12 FY13 FY14 City Manager 1 1 1 1 Assistant City Manager 1 1 1 1 Administrative Assistant 1 1 1 - Administrative Aide 1 1 1 1 SUBTOTAL 4 4 4 3 GOVERNMENTAL RELATIONS FY11 FY12 FY13 FY14 Governmental Relations Director 1 1 1 1 SUBTOTAL 1 1 1 1 ADMINISTRATION STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS 268 ---PAGE BREAK--- LIBRARY FY11 FY12 FY13 FY14 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 Adult Services Librarian 4 3 3 3 Acquisitions Coordinator 1 - - - Library Adult Services Coordinator 1 1 1 1 Library Teen Services Coordinator 1 1 1 1 Youth Services Coordinator 1 1 1 1 Youth Services Librarian 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 Library Acquisitions Technician 1 1 1 1 Library Technician 2 2 1 1 Library Technician II 1 1 1 1 Library Facilities Technician 1 1 1 1 Library Patron Services Technician 2 2 2 2 Library Clerk 1 1 1 1 SUBTOTAL 24 23 22 22 LEGAL FY11 FY12 FY13 FY14 City Attorney 1 1 1 1 Deputy City Attorney 1 - 1 1 Assistant City Attorney I 1 2 1 1 Claims Manager 1 1 1 1 Senior Certified Legal Assistant 1 1 1 1 Legal Secretary 1 1 1 2 Administrative Aide 1 1 1 - SUBTOTAL 7 7 7 7 FY11 FY12 FY13 FY14 ADMINISTRATION TOTAL 56.5 55.5 54.5 53.5 ADMINISTRATION STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS 269 ---PAGE BREAK--- I.T. ADMINISTRATION FY11 FY12 FY13 FY14 Information Technology Director 1 1 1 1 Programmer/Analyst - - - 1 Help Desk/Training - - - 1 SUBTOTAL 1 1 1 3 ENTERPRISE SYSTEMS FY11 FY12 FY13 FY14 Information Services Administrator 1 1 1 1 Programmer/Analyst 2 2 2 1 SUBTOTAL 3 3 3 2 COMPUTER OPERATIONS FY11 FY12 FY13 FY14 PC Services Administrator - 1 1 1 PC Communications Technician III 3 2 2 2 Technology Coordinator - - 1 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 6 6 7 7 GIS SERVICES FY11 FY12 FY13 FY14 GIS Analyst/Land Mgmt. Database 1 1 1 1 GIS Technician 1 1 1 1 SUBTOTAL 2 2 2 2 FY11 FY12 FY13 FY14 INFORMATION TECHNOLOGY TOTAL 12 12 13 14 INFORMATION TECHNOLOGY STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS 270 ---PAGE BREAK--- ADMINISTRATIVE SERVICES ADMIN. FY11 FY12 FY13 FY14 Administrative Services Director 1 1 1 1 Budget Officer 1 1 1 1 Financial Analyst 1 1 1 1 SUBTOTAL 3 3 3 3 PURCHASING FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 Controller 1 1 1 1 Enterprise Accountant 1 1 1 1 Staff Accountant ll 1 2 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 3 3 3 SUBTOTAL 11 11 11 11 FY11 FY12 FY13 FY14 ADMINISTRATIVE SERVICES TOTAL 29 29 29 29 ADMINISTRATIVE SERVICES STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS 271 ---PAGE BREAK--- GENERAL SERVICES ADMINISTRATION FY11 FY12 FY13 FY14 General Services Director 1 1 1 1 Office Manager 1 1 1 1 SUBTOTAL 2 2 2 2 BUILDING AND MAINTENANCE FY11 FY12 FY13 FY14 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 Lead Plumber - - 1 1 Plumber 1 1 1 1 Carpenter 4 4 4 4 Welder/Fabricator 1 1 1 1 Carpenter/Concrete Worker 1 1 1 2 Maintenance Technician 2 2 2 1 SUBTOTAL 13 13 14 14 BUILDING SUPPORT/MAIL ROOM FY11 FY12 FY13 FY14 Custodial Supervisor 1 1 1 1 Lead Custodian 1 1 1 1 Custodian 8 8 8 8 Mail Clerk 1 1 1 1 SUBTOTAL 11 11 11 11 VEHICLE MAINTENANCE FY11 FY12 FY13 FY14 Vehicle Maintenance Superintendent - 1 1 1 VM Manager - Fleet Operations 1 - - - VM Manager - Customer Support 1 - - - Welder/Fabricator 1 1 1 1 Emergency Vehicle Technician 1 - - - Senior Lead Mechanic - - - 1 Lead Mechanic 2 3 2 1 Mechanic 6 5 6 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 SUBTOTAL 16 14 14 14 PRINT SHOP FY11 FY12 FY13 FY14 Print Shop Supervisor 1 - - - SUBTOTAL 1 - - - AIRPORT FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 GENERAL SERVICES TOTAL 49 46 47 47 GENERAL SERVICES STAFFING FY11 - FY14 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. 272 ---PAGE BREAK--- PARKS, RECREATION & CULTURAL AFFAIRS STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS PARKS & RECREATION ADMIN. FY11 FY12 FY13 FY14 Parks & Recreation Director 1 1 1 1 Assistant Director - Recreation - - - - Parks Superintendent - 2 2 2 Program Specialist 1 - - - Clean & Beautiful Specialist 1 1 1 1 Public Relations & Marketing Specialist 2 2 1 1 Office Manager 1 1 1 - Administrative Aide 1 1 1 2 SUBTOTAL 7 8 7 7 PARKS OPERATIONS FY11 FY12 FY13 FY14 Parks Superintendent 1 1 1 1 Assistant Parks Superintendent 2 2 2 1 Arborist* - - - 1 Landscape Architect 1 1 1 1 Parks Foreman Maintenance 10 10 10 10 Parks Maintenance Worker IV 5 4 4 4 Parks Maintenance Worker II 4 4 4 4 Parks Maintenance Worker I 9 10 10 10 Warehouse Manager 1 1 1 1 SUBTOTAL 33 33 33 33 RECREATION CENTER FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 Community Center Manager - - 1 1 Recreation Program Supervisor 1 1 1 1 Program Coordinator 1 1 - - Facilities Aide 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 4 4 4 4 FARMINGTON INDIAN CENTER** FY11 FY12 FY13 FY14 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 4 4 4 4 * Arborist position is authorized but not funded in the FY14 budget **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. 273 ---PAGE BREAK--- PARKS, RECREATION & CULTURAL AFFAIRS STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS AQUATICS FY11 FY12 FY13 FY14 Pool Supervisor 1 1 1 1 SUBTOTAL 1 1 1 1 AQUATIC CENTER FY11 FY12 FY13 FY14 Aquatics Manager 1 1 1 1 Assistant Aquatics Manager 1 - 1 1 Pool Shift Supervisor 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 6 6 6 ANIMAL SHELTER/PARK RANGER FY11 FY12 FY13 FY14 Animal Ranger Supervisor 1 1 1 1 Veterinarian Technician - - - 1 Kennel Technicians - - - 6 Animal/Park Ranger-Corporal 2 2 2 2 Animal/Park Ranger 11 11 11 10 SUBTOTAL 14 14 14 20 SENIOR CITIZENS CENTER FY11 FY12 FY13 FY14 Senior Center Administrator 1 1 1 1 Assistant Senior Citizens Supervisor - - - 1 Senior Center Program Coordinator 1 1 1 - Senior Center Coordinator 1 1 1 1 Senior Center Transportation Coordinator 1 1 1 1 Food Service Manger/Chef 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 FY11 FY12 FY13 FY14 Civic Center Supervisor 1 1 1 1 Facilities Technician Supervisor 3 3 3 3 Facilities Technician 3 3 3 3 Administrative Aide 2 2 2 2 Secretary I 1 1 1 1 SUBTOTAL 10 10 10 10 274 ---PAGE BREAK--- PARKS, RECREATION & CULTURAL AFFAIRS STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS MUSEUM ADMINISTRATION FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 Education Coordinator 1 1 1 1 Museum Curator of Exhibits - 1 1 1 Museum Collections Manager 1 1 1 1 Facilities Technician 1 1 1 1 SUBTOTAL 3 4 4 4 E3 CHILDREN'S MUSEUM FY11 FY12 FY13 FY14 Children's Museum Coordinator 1 1 1 1 SUBTOTAL 1 1 1 1 RIVERSIDE NATURE CENTER FY11 FY12 FY13 FY14 Museum Specialist 1 1 1 1 SUBTOTAL 1 1 1 1 GOLF-CIVITAN GOLF COURSE FY11 FY12 FY13 FY14 Parks & Maintenance Worker II 1 1 1 1 SUBTOTAL 1 1 1 1 GOLF-PINON HILLS GOLF COURSE FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 PARKS & RECREATION TOTAL 107 108 107 113 275 ---PAGE BREAK--- POLICE ADMINISTRATION FY11 FY12 FY13 FY14 Police Chief 1 1 1 1 Deputy Chief 1 - - - Police Captain 2 3 3 3 Accreditation Manager 1 1 1 1 Office Manager 1 1 1 1 Secretary II - 1 1 - SUBTOTAL 6 7 7 6 POLICE OPERATIONS FY11 FY12 FY13 FY14 Police Commander - 1 1 1 Police Lieutenant 5 4 4 3 Police Sergeant 13 14 14 9 Police Corporal 10 10 10 7 Police Detective 16 17 19 4 Police Officer* 77 76 75 60 Police Service Aid - - - 3 Community Service Officer 4 4 4 5 Lead Crime Scene Investigator 1 1 1 - Crime Scene Investigator II 1 1 - - Crime Scene Investigator 1 1 2 - Civilian Evidence Technician 3 3 3 - Domestic Violence Advocate 2 2 2 - Police Support Services Specialist 1 1 1 1 Chief Code Compliance Officer 1 1 1 - Code Compliance Officer 2 3 3 - Civilian Operations Supervisor - 1 1 - Police Records Technician 6 6 6 - Secretary II 4 2 2 - Administrative Aide - - - 1 SUBTOTAL 147 148 149 94 CODE COMPLIANCE FY11 FY12 FY13 FY14 Chief Code Compliance Officer - - - 1 Code Compliance Officer - - - 3 SUBTOTAL - - - 4 DETECTIVES/CRIME ANALYSIS FY11 FY12 FY13 FY14 Police Detective - - - 9 Police Lieutenant - - - 1 Police Sergeant - - - 2 Police Corporal - - - 2 Police Officer - - - 1 Police Domestic Violence Advocate - - - 2 Secretary II - - - 2 SUBTOTAL - - - 19 * Four police officer positions are authorized but not funded in the FY14 budget. POLICE STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS 276 ---PAGE BREAK--- K-9 FY11 FY12 FY13 FY14 Police Officer - - - 3 SUBTOTAL - - - 3 SCHOOL RESOURCE OFFICERS FY11 FY12 FY13 FY14 Police Detective - - - 4 Police Officer - - - 3 SUBTOTAL - - - 7 SWAT/BOMB SQUAD FY11 FY12 FY13 FY14 Police Officer - - - 1 SUBTOTAL - - - 1 TRAFFIC FY11 FY12 FY13 FY14 Police Sergeant - - - 1 Police Corporal - - - 1 Police Officer - - - 6 SUBTOTAL - - - 8 TRAINING FY11 FY12 FY13 FY14 Police Sergeant - - - 2 Police Officer - - - 3 SUBTOTAL - - - 5 CRIME LAB FY11 FY12 FY13 FY14 Lead Crime Scene Investigator - - - 1 Crime Scene Investigator - - - 2 SUBTOTAL - - - 3 RECORDS & EVIDENCE FY11 FY12 FY13 FY14 Civilian Operations Supervisor - - - 1 Civilian Evidence Technician - - - 3 Police Records Technician - - - 6 SUBTOTAL - - - 10 GRANT FUNDS FY11 FY12 FY13 FY14 Region II HIDTA Agent 3 2.5 2.5 2 Region II Administrative Assistant 1 1 1 1 Police Detective 1 - - - Police Officer 5 5 5 1 Police Records Technician 1 - - - Secretary II 1 - - - SUBTOTAL 12 8.5 8.5 4.0 FY11 FY12 FY13 FY14 POLICE TOTAL 165.0 163.5 164.5 164.0 POLICE STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS 277 ---PAGE BREAK--- FIRE STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS FIRE ADMINISTRATION FY11 FY12 FY13 FY14 Fire Chief 1 1 1 1 Deputy Fire Chief 1 - - - Fire Battalion Chief - 1 1 1 Fire Marshall - - 1 1 Fire Captain - - 1 1 Firefighter - - - 1 Administrator of Fire Sup Services - 1 1 1 Assistant Fire Marshall 2 2 - - Technology Coordinator 1 1 - - Emergency Vehicle Technician - 1 1 1 Office Manager 1 1 1 - Administrative Assistant - - - 1 Administrative Aide 1 1 1 1 SUBTOTAL 7 9 8 9 FIRE OPERATIONS FY11 FY12 FY13 FY14 Fire Battalion Chief 3 2 3 3 Fire Captain 18 19 18 18 Fire Engineer 27 27 27 27 Firefighter 36 36 36 35 SUBTOTAL 84 84 84 83 FY11 FY12 FY13 FY14 FIRE TOTAL 91 93 92 92 278 ---PAGE BREAK--- COMMUNITY DEVELOPMENT STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS COMMUNITY DEVELOPMENT ADMIN. FY11 FY12 FY13 FY14 Community Development Director 1 1 1 1 CDBG Administrator 1 1 1 1 Office Manager - 1 1 1 SUBTOTAL 2 3 3 3 PLANNING FY11 FY12 FY13 FY14 Senior Planner 1 1 1 1 Associate Planner 2 2 2 2 Zoning Compliance Oil & Gas 1 1 1 1 Administrative Aide 1 - - - SUBTOTAL 5 4 4 4 MPO ADMINISTRATION FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 Chief Building Inspector 1 1 1 1 Electrical Inspector 2 2 2 2 Plumbing/Mechanical Inspector 1 1 1 1 Building Inspector 3 3 3 3 Permit Technician I - - 1 2 Administrative Aide 2 2 1 - SUBTOTAL 9 9 9 9 FY11 FY12 FY13 FY14 COMMUNITY DEVELOPMENT TOTAL 19 19 19 19 279 ---PAGE BREAK--- PUBLIC WORKS STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS PUBLIC WORKS ADMIN. FY11 FY12 FY13 FY14 Public Works Director 1 1 1 1 Administrative Assistant 1 1 1 1 SUBTOTAL 2 2 2 2 CONSTRUCTION INSPECTION FY11 FY12 FY13 FY14 Construction Inspector 3 3 3 3 SUBTOTAL 3 3 3 3 CITY ENGINEERING FY11 FY12 FY13 FY14 City Engineer 1 1 1 1 Project Engineer I 1 2 2 2 Associate Project Engineer II 1 - - - Associate Project Engineer l 1 1 1 1 GIS Technician 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 6 6 6 6 SURVEY FY11 FY12 FY13 FY14 Survey Party Chief 2 2 2 2 Surveyor Aide 1 1 1 1 SUBTOTAL 3 3 3 3 TRAFFIC ENGINEERING FY11 FY12 FY13 FY14 Traffic Engineering Administrator 1 1 1 1 Electronics Technician II 1 1 1 1 Electronics Technician I 1 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 8 8 8 8 280 ---PAGE BREAK--- PUBLIC WORKS STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS STREETS FY11 FY12 FY13 FY14 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 1 Concrete Carpenter Trainee - - - 1 Laborer 6 6 6 6 SUBTOTAL 24 24 24 24 WATER / WASTEWATER UTILITY FY11 FY12 FY13 FY14 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 FY11 FY12 FY13 FY14 PUBLIC WORKS TOTAL 54 54 54 54 281 ---PAGE BREAK--- PERSONNEL FY11 FY12 FY13 FY14 Human Resource Director 1 1 1 1 Senior HR Business Partner 1 1 1 3 HR Business Partner 3 3 3 1 Personnel Assistant 1 1 1 1 SUBTOTAL 6 6 6 6 INSURANCE FY11 FY12 FY13 FY14 Insurance / Benefits Specialist 1 1 1 1 Administrative Aide 1 1 1 1 SUBTOTAL 2 2 2 2 PAYROLL FY11 FY12 FY13 FY14 Payroll Analyst 1 1 1 1 SUBTOTAL 1 1 1 1 FY11 FY12 FY13 FY14 HUMAN RESOURCES TOTAL 9 9 9 9 HUMAN RESOURCES STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS 282 ---PAGE BREAK--- ELECTRIC STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS ELECTRIC ADMINISTRATION FY11 FY12 FY13 FY14 Electric Utility Director 1 1 1 1 Energy Programs Specialist 1 1 - - Utility Financial Analyst 1 1 1 - Utility Business Operations Manager - - - 1 Quality Management & Security Officer 1 1 1 - Office Manager - - - 1 Administrative Assistant 1 1 1 - SUBTOTAL 5 5 4 3 COMPLIANCE FY11 FY12 FY13 FY14 Compliance Engineer 1 1 - - Regulatory Compliance Manager - - - 1 Regulatory Compliance Specialist - - 2 1 Environmental Scientist - - - 1 Safety & Security Officer - - - 1 Relay & Compliance Field - - 1 - Engineering & System Operation Computer Specialist - - - 1 SUBTOTAL 1 1 3 5 SAFETY* FY11 FY12 FY13 FY14 Safety Specialist - - - 2 Safety Officer 1 1 1 - Safety Assistant 1 1 1 - SUBTOTAL 2 2 2 2 CUSTOMER SERVICE FY11 FY12 FY13 FY14 Customer Care Manager 1 1 1 1 Customer Operation Coordinator 1 1 1 - Customer Care Specialist 2 2 3 3 Customer Care Cashier 3 3 3 3 Customer Care Associate 10 10 11 9 Key Accounts Analyst 1 1 1 - Exceptions Processing Specialist 1 1 1 1 Exceptions Processing Associate 4 3 3 3 Collections Specialist - 1 - - Collections Associate - 1 - - Administrative Aide 1 1 1 1 Customer Care Secretary I 1 1 1 1 SUBTOTAL 25 26 26 22 *In FY14, Safety was moved from the general fund to the Electric enterprise. In order to better reflect annual comparative data, general fund safety staffing is reported on a combined basis with the Electric enterprise. 283 ---PAGE BREAK--- ELECTRIC STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS ANIMAS POWER PLANT FY11 FY12 FY13 FY14 Generation & System Control Manager 1 1 1 1 Generation Administrative Analyst 1 1 - - Generation Superintendent 1 1 1 1 Generation Technical Support Specialist II 1 1 - - Generation Scheduler & Resource - - 1 1 Environmental Specialist - - 1 - I.C.E. Technician 1 1 1 1 Maintenance Technician-General 1 - - - Maintenance Technician-Machinist 1 1 1 1 Operation Technician I 2 3 3 5 Operation Technician II 4 3 3 3 Operation Technician Trainee I 1 1 - - Operation Technician Trainee II - - 2 2 Power Plant Storekeeper 1 1 1 1 Power Plant Working Foreman 1 1 1 1 Production Specialist II 2 1 1 1 Water Treatment Specialist 1 1 1 1 Administrative Aide - - 1 1 SUBTOTAL 19 17 19 20 BLUFFVIEW POWER PLANT FY11 FY12 FY13 FY14 Generation Engineer 1 1 1 1 Operations Technician II 4 4 3 2 Maintenance Technician-Chrome Moly Welder - 1 1 1 Maintenance Technician-General - 1 1 1 Power Plant Mechanic 1 - - - Production Specialist II 1 1 1 1 Power Plant Laborer - 1 1 - I.C.E. Technician 1 1 1 1 Operations Tech Trainee I 1 1 1 1 Environmental Engineer - 1 - - SUBTOTAL 9 12 10 8 TRANSMISSION & DISTRIBUTION FY11 FY12 FY13 FY14 System Operations Manager 1 - - - Transmission and Distribution Manager - 1 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 7 7 7 8 Line Patroller/Facilities Locator 2 2 2 2 Journeyman Lineman 17 17 19 21 Apprentice Lineman 5 5 5 5 Digger Operator 2 2 2 2 Class A, B Helper 4 4 5 5 Administrative Aide 1 1 1 1 SUBTOTAL 42 42 45 48 284 ---PAGE BREAK--- ELECTRIC STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS ELECTRICAL ENGINEERING FY11 FY12 FY13 FY14 Engineering Supervisor/Administrator 1 1 - - Engineering Construction Projects Manager - - - 1 Registered Land Surveyor 1 1 1 1 Engineering Manager 1 1 1 1 Transmission and Planning Engineer - 1 1 1 Transmission Planning and Design Engineer - 1 1 - Transmission & Distribution Engineering Supervisor - - - 1 Senior Planning Engineer 1 - - - Distribution Engineer 2 1 1 1 Relay Engineer 1 1 1 2 Construction Engineer - - - 1 Construction Inspector - - - 2 Operations Engineer 1 1 - - Estimator Superintendent 1 1 1 1 Estimator 2 3 3 3 Junior Estimator 3 3 3 2 Lead GIS Technician 1 1 1 1 GIS Technician 2 2 2 2 Assistant GPS Surveyor 1 1 1 1 New Service Representative 2 2 2 2 New Service Representative I 1 1 - - Engineering Support Supervisor 1 1 1 1 Right of way/Easement Administrative Assistant - - 1 - Secretary II - - - 1 Work Order Specialist 1 - - 1 Administrative Aide 1 1 1 1 SUBTOTAL 24 24 22 27 METERING SERVICES FY11 FY12 FY13 FY14 Metering Coordinator 1 1 1 1 Meter Installer ll 6 7 8 8 Meter Installer l 3 2 - - Meter Reader II 1 1 2 1 Meter Reader l 6 2 - - Meter Reader 2 6 8 3 SUBTOTAL 19 19 19 13 METER SHOP FY11 FY12 FY13 FY14 Superintendent of Technical Services 1 1 1 1 Electric Meter Working Foreman 1 1 1 1 Journeyman Meterman 4 4 3 3 Meter Repairman I 1 - 1 1 Meter Repairman II 1 1 - - Meter Apprentice - 1 2 1 Meter Shop Aide 1 1 - - Technical Services Aide - - - 1 SUBTOTAL 9 9 8 8 285 ---PAGE BREAK--- ELECTRIC STAFFING FY11 - FY14 BUDGETED REGULAR POSITIONS SUBSTATION MAINTENANCE FY11 FY12 FY13 FY14 Substation Foreman 1 1 1 1 Substation Journeyman 2 2 - 1 Substation Trainee 1 1 - 1 SUBTOTAL 4 4 1 3 RELAY FY11 FY12 FY13 FY14 System Protection Engineer 1 1 1 - Relay & Control Foreman 1 1 1 1 Journeyman Relay 1 - 1 2 Relay & Control Technician 2 3 2 1 Relay Technician Trainee 2 2 2 2 Technical Services Aide - - 1 - SUBTOTAL 7 7 8 6 SYSTEM CONTROL CENTER FY11 FY12 FY13 FY14 Systems Operations Supervisor 1 1 1 1 Systems Operator-Senior 7 7 5 8 Systems Operator - - 2 - System Operations Scheduler 1 1 1 1 EMS Technician - - 1 - Trainer - - - 1 System Operations EMS/SCADA - 1 1 2 NERC/CIP Security Specialist - - - 1 Operations Engineer - - 1 - Systems Operator Trainee 2 2 2 2 SUBTOTAL 11 12 14 16 FY11 FY12 FY13 FY14 ELECTRIC TOTAL 177 180 181 181 GRAND TOTAL ALL FUNDS 768.5 769.0 770.0 775.5 286 ---PAGE BREAK--- FY14 CAPITAL IMPROVEMENT PLAN The City has segregated its capital purchases into two separate categories: 1. 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. 2. 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 FY14 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 a funding source will have to be determined before construction can begin. Close monitoring of the effect of other one-time expenditures will continue and new projects will be approved only when it has become clear that City revenue growth has increased enough to carry any additional operating costs. 287 ---PAGE BREAK--- For FY14, 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 FY14, there are several projects that were in progress as of July 1, 2013 that will be completed in FY14. These projects include the 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, 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 FY14. The FY14 Capital Improvement Plan also includes $1.25 million to be funded primarily by the FAA for the reconstruction of Taxiway B at the Four Corners Regional Airport. An emphasis has been placed on upgrading the current facilities of the electric enterprise in order to increase efficiency and customer reliability. As a result, the electric enterprise plans over $23 million of capital improvements including the refurbishment of the Aztec Substation and Animas Transformer replacement. Property improvements, such as a $4 million addition, is planned to the Transformer Shop. Both the water and wastewater enterprise funds collect a Renewal and Replacement fee. Planned infrastructure investments for FY14 are $2.75 million and $1.3 million respectively. The Sanitation enterprise does not have any planned capital improvement until FY17. It is planned that in FY17, a new Drop- Off Center will be constructed. Construction of the Drop-Off Center is anticipated to be funded by cash reserves accumulated in the fund from now until FY17. In FY17, the contract with Waste Management, the company that currently operates the sanitation services for the City of Farmington, will expire and need to be renegotiated. During this process, the operation of a new Community Drop-Off Center will be included in the new agreement. A total capital investment of $60.8 million is budgeted for the City of Farmington for FY14. 288 ---PAGE BREAK--- FUND FY14 NUMBER BUDGETED 101 305,000 $ 402 572,945 408 603,194 TOTAL CAPITAL - DEPARTMENT SUMMARY 1,481,139 $ ADJUST CAPITAL TO CIP 101 VEHICLE PURCHASE (305,000) $ CIP SCHEDULE FOR ADMINISTRATION 1,176,139 $ 408 122,466 $ TOTAL CAPITAL - DEPARTMENT SUMMARY 122,466 $ CIP SCHEDULE FOR INFORMATION TECHNOLOGY 122,466 $ 101 20,000 $ 221 150,000 408 243,768 409 1,450,000 TOTAL CAPITAL - DEPARTMENT SUMMARY 1,863,768 $ ADJUST CAPITAL TO CIP 101 VEHICLE PURCHASES (20,000) $ CIP SCHEDULE FOR GENERAL SERVICES 1,843,768 $ 202 485,000 $ 211 48,000 214 526,600 217 5,000 230 7,500 402 4,503,305 408 65,000 610 50,000 TOTAL CAPITAL - DEPARTMENT SUMMARY 5,690,405 $ ADJUST CAPITAL TO CIP 217 COMPUTER HARDWARE (5,000) $ 230 PROPERTY IMPROVEMENTS (7,500) CIP SCHEDULE FOR PARKS 5,677,905 $ 101 60,400 $ 246 70,000 408 63,057 TOTAL CAPITAL - DEPARTMENT SUMMARY 193,457 $ ADJUST CAPITAL TO CIP 101 COMPUTER SOFTWARE (24,230) $ 101 COMMUNICATIONS EQUIPMENT (26,570) 101 POLICE EQUIPMENT (9,600) 246 VEHICLES (30,000) POLICE PARKS FY14 FINAL BUDGET RECONCILIATION OF DEPARTMENT CAPITAL TO CIP SCHEDULE ADMINISTRATION INFORMATION TECHNOLOGY GENERAL SERVICES 289 ---PAGE BREAK--- FUND FY14 NUMBER BUDGETED 246 FED EQUITY SHARE CAPITAL (20,000) 246 POLICE EQUIPMENT (20,000) CIP SCHEDULE FOR POLICE 63,057 $ 402 2,912,000 $ 408 180,000 TOTAL CAPITAL - DEPARTMENT SUMMARY 3,092,000 $ CIP SCHEDULE FOR FIRE 3,092,000 $ 223 277,425 $ 411 475,000 TOTAL CAPITAL - DEPARTMENT SUMMARY 752,425 $ CIP SCHEDULE FOR COMMUNITY DEVELOPMENT 752,425 $ 201 7,085,000 $ 401 3,179,571 402 1,000,000 408 450,000 602 7,775,000 603 5,306,894 TOTAL CAPITAL - DEPARTMENT SUMMARY 24,796,465 $ ADJUST CAPITAL TO CIP 603 CONSTRUCTION 100,000 $ CIP SCHEDULE FOR PUBLIC WORKS 24,896,465 $ 101 7,000 $ TOTAL CAPITAL - DEPARTMENT SUMMARY 7,000 $ ADJUST CAPITAL TO CIP 101 COMPUTER HARDWARE (1,000) $ 101 COMPUTER SOFTWARE (4,500) 101 OFFICE EQUIPMENT (1,500) CIP SCHEDULE FOR PUBLIC WORKS - $ 601 21,961,794 $ TOTAL CAPITAL - DEPARTMENT SUMMARY 21,961,794 $ ADJUSTMENTS TO CAPITAL FOR ELECTRIC UTILITY CIP 601 COMPUTER HARDWARE (42,500) $ 601 COMPUTER SOFTWARE (324,000) 601 TOOL AND TEST EQUIPMENT (193,300) 601 COMMUNICATION EQUIPMENT (7,500) 601 NON CIP PLANT IMPROVEMENTS 682,541 601 SAN JUAN #4 CAPITAL EXPENSES 1,078,794 CIP SCHEDULE FOR ELECTRIC UTILITY 23,155,829 $ TOTAL CIP 60,780,054 $ FIRE COMMUNITY DEVELOPMENT PUBLIC WORKS ELECTRIC UTILITY HUMAN RESOURCES 290 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount Beginning Cash Balance 9,000,000 $ 5,910,975 $ 534,447 $ (1,492,278) $ (3,508,758) $ (5,923,519) $ Plus Projected Revenue 8,754,392 8,140,942 8,344,466 8,553,077 8,766,904 8,986,077 Less Transfer for Debt Service 307,158 304,638 304,538 305,238 305,738 306,523 Less Transfer to 401 Fund for Grant Matches - - - - - - Less Operating Expenditures 6,347,900 6,127,832 6,306,653 6,464,319 6,625,927 6,791,575 Sub-Total 11,099,334 $ 7,619,447 $ 2,267,722 $ 291,242 $ (1,673,519) $ (4,035,540) $ Public Wks. Streets Vehicles/Capital Equipment 625,000 $ 525,000 $ 560,000 $ 400,000 $ 400,000 $ 400,000 $ 1,000,000 $ Public Wks. Traffic Salt Dome/Storage Bldg & Traffic Test Equipment - 210,000 - - - - - Public Wks. Streets Traffic Signal Modernization 400,000 300,000 200,000 200,000 200,000 200,000 200,000 Sub-Total 1,025,000 $ 1,035,000 $ 760,000 $ 600,000 $ 600,000 $ 600,000 $ 1,200,000 $ STORM DRAINAGE Public Wks. Storm Storm Sewer Construction 300,000 900,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ Public Wks. Storm Johnson Subdivision Detention Pond - - - - - - 300,000 Public Wks. Storm Porter Arroyo Detention Pond-FY12 1,350,000 750,000 750,000 - - - - Sub-Total 1,650,000 $ 1,650,000 $ 1,050,000 $ 300,000 $ 300,000 $ 300,000 $ 600,000 $ INTERSECTION/TRAFFIC SIGNAL IMPROVEMENTS Public Wks. Traffic Intersection Improvements - $ 350,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ Public Wks. Traffic MOC Entrance-FY13 500,000 500,000 - - - - - Sub-Total 500,000 $ 850,000 $ 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 150,000 100,000 - - - - - Public Wks. Streets Foothills Widening Design-FY13 300,000 300,000 - - - - - Public Wks. Streets Foothills Widening-FY14 - - - 1,000,000 1,500,000 - - Sub-Total 450,000 $ 400,000 $ - $ 1,000,000 $ 1,500,000 $ - $ 10,000,000 $ STREET RESURFACING Public Wks. Streets Major Streets 3,000,000 $ 2,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 10,000,000 $ Public Wks. Streets Minor Streets 850,000 850,000 500,000 500,000 500,000 500,000 400,000 Public Wks. Streets Pavement Mgmt. and Analysis-FY13 150,000 150,000 150,000 100,000 50,000 50,000 50,000 Sub-Total 4,000,000 $ 3,000,000 $ 1,650,000 $ 1,600,000 $ 1,550,000 $ 1,550,000 $ 10,450,000 $ NEW STREETS Public Wks. Streets PVHS Access-City Share-FY11 300,000 $ 150,000 $ - $ - $ - $ - $ - $ Public Wks. Streets Cliffside Dr.- Hunzinger to Fmtn. Ave. - - - - - - 400,000 Public Wks. Streets 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. Streets Hill n' Dale Improvements - - - - - - 800,000 Sub-Total 300,000 $ 150,000 $ - $ - $ - $ - $ 6,950,000 $ Total Capital Expenditures 7,925,000 $ 7,085,000 $ 3,760,000 $ 3,800,000 $ 4,250,000 $ 2,750,000 $ 29,500,000 $ Equals Ending Cash Balance 3,174,334 $ 534,447 $ (1,492,278) $ (3,508,758) $ (5,923,519) $ (6,785,540) $ Unfunded Projects Public Wks. Streets Chip Seal Pryor Lane-Hallmarc Drive Area - $ - $ - $ 235,000 $ - $ - $ - $ Total Unfunded Projects - $ - $ - $ 235,000 $ - $ - $ - $ Beginning Cash Balance 1,200,000 $ 1,295,016 $ 795,631 $ (249,114) $ (884,228) $ (1,759,720) $ Plus Projected Revenue 2,637,964 2,437,481 2,498,418 2,560,878 2,624,900 2,690,523 Less Operating Expenditures 2,189,801 2,451,866 2,513,163 2,575,992 2,640,392 2,706,401 Parks Oper. Ballfield & Park Lighting Improvements - $ - $ 100,000 $ - $ 100,000 $ - $ 125,000 $ Parks Oper. River Area Trails-Bridge 150,000 125,000 100,000 100,000 200,000 200,000 200,000 FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET GRT-STREETS (201) MISCELLANEOUS ITEMS GRT-PARKS (202) 291 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET Parks Oper. Mowing Equipment 100,000 92,000 100,000 150,000 150,000 150,000 150,000 Parks Oper. Parks Restrooms 75,000 100,000 100,000 100,000 100,000 100,000 100,000 Parks Oper. Sports Complex Sewer-FY13 60,000 - - - - - - Parks Oper. Aquatic Center Condenser-FY13 50,000 - - - - - - Parks Oper. Museum Systems-Storage Units 35,000 10,000 10,000 10,000 10,000 20,000 20,000 Parks Oper. Lions Pool Replaster-FY13 30,000 - - - - - - Parks Oper. Sycamore Park CC 25,000 - - - - - - Parks Oper. Lions Wilderness-Paving and Fence 15,000 - - - - - - Parks Oper. Recreation Center Classroom-Kitchen/fixtures 10,000 - - - - - - Parks Oper. Animal Shelter Landscaping - FY14 - 105,000 - - - - - Parks Oper. Justice Restrooms - 25,000 - - - - - Parks Oper. Aquatic Center Sand Filters-FY14 - 20,500 - - - - - Parks Oper. Lions Pool Surge Tanks-FY14 - 7,500 - - - - - Parks Oper. Playground Equipment Replacements - - 100,000 100,000 100,000 100,000 100,000 Parks Oper. Sports Complex Landscaping - - 100,000 - - - - Parks Oper. Civic Cetner Improvements - Front - - 75,000 - - - - Parks Oper. Farmington Lake Development - - 75,000 - - - - Parks Oper. Lions Pool- South Outdoor Area - - 75,000 - - - - Parks Oper. Sports Complex Picnic Shelter - - 50,000 - - - 75,000 Parks Oper. Vista De La Plata-Phase III - - 50,000 - - - - Parks Oper. Worley Park-N. side parking lot - - 50,000 - - - - Parks Oper. BLM-Ten acres off Foothills - - 45,000 100,000 - - - Parks Oper. Exercise Cluster in Parks - - - 50,000 - - - Parks Oper. Bluff Shadow Lake - - - 10,000 - - - Parks Oper. Replace Parks Paint Booth Bldg. - - - - 100,000 - - Parks Oper. Stillwater Subdivision - - - - 100,000 - - Parks Oper. Mini Golf Course-Civitan - - - - - 350,000 350,000 Parks Oper. Sports Complex Tennis Courts - - - - - 200,000 200,000 Parks Oper. River Bend Park - - - - - 200,000 - Parks Oper. Land Purchase - - - - - 150,000 150,000 Parks Oper. Ricketts Entrance - - - - - 100,000 100,000 Total Capital Expenditures 550,000 $ 485,000 $ 1,030,000 $ 620,000 $ 860,000 $ 1,570,000 $ 1,570,000 $ Equals Ending Cash Balance 1,098,163 $ 795,631 $ (249,114) $ (884,228) $ (1,759,720) $ (3,345,598) $ Beginning Cash Balance 356,000 $ 359,377 $ 328,377 $ 243,377 $ 163,377 $ 138,377 $ Plus Projected Revenue 48,000 17,000 15,000 20,000 25,000 30,000 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 $ 328,377 $ 243,377 $ 163,377 $ 138,377 $ 118,377 $ Beginning Cash Balance 925,000 $ 874,547 $ 602,550 $ 550,191 $ 530,191 $ 500,191 $ Plus Projected Revenue 436,400 668,700 425,000 425,000 425,000 425,000 Less Operating Expenditures 284,188 414,097 192,959 195,000 205,000 215,000 Parks Oper. Park Improvements 135,000 $ 235,100 $ 165,000 $ 250,000 $ 250,000 $ 275,000 $ - $ Animal Shelter - 190,000 - - - - - Medians/concrete work 75,000 85,000 102,400 75,000 75,000 75,000 - NM Clean and Beautiful 17,000 11,500 12,000 12,000 12,000 12,000 - Anasazi Projects - 5,000 5,000 5,000 5,000 5,000 - Total Capital Expenditures 227,000 $ 526,600 $ 284,400 $ 250,000 $ 250,000 $ 275,000 $ - $ Equals Ending Cash Balance 850,212 $ 602,550 $ 550,191 $ 530,191 $ 500,191 $ 435,191 $ PARKS GIFTS AND GRANTS FUND (214) PARK DEVELOPMENT FEES (211) 292 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET Beginning Cash Balance - $ 88,000 $ - $ - $ - $ - $ - $ Plus Projected Revenue - 693,200 551,799 565,594 579,734 594,227 - Transfer from 101 - 445,481 551,799 565,594 579,734 594,227 - Less Operating Expenditures - 1,076,681 1,103,598 1,131,188 1,159,468 1,188,454 - Parks Oper. Cutaway Buses - $ 150,000 $ - $ - $ - $ - $ - $ Total Capital Expenditures - $ 150,000 $ - $ - $ - $ - $ - $ Equals Ending Cash Balance - $ - $ - $ - $ - $ - $ * This fund was establised in FY14. COMM DEVELOPMENT CDBG GRANT PROJECTS (223)* Beginning Cash Balance - $ 196,341 $ 175,318 $ 150,190 $ 121,539 $ 89,391 $ - $ Plus Projected Revenue 388,641 806,189 327,810 321,254 314,829 308,532 - Transfer from 101 Fund - - - - - - - Less Operating Expenditures 328,641 549,787 139,861 141,090 142,338 143,606 - Comm Dev. Admin. Downtown Gateway Signage 60,000 $ 60,000 $ - $ - $ - $ - $ - $ Comm Dev. Admin. CDBG Capital Projects - 217,425 213,077 208,815 204,639 200,546 - Total Capital Expenditures 60,000 $ 277,425 $ 213,077 $ 208,815 $ 204,639 $ 200,546 $ - $ Equals Ending Cash Balance - $ 175,318 $ 150,190 $ 121,539 $ 89,391 $ 53,771 $ PUBLIC WORKS GRANT PROJECTS (401)* Beginning Cash Balance 1,550,000 $ 2,303,282 $ 1,884,639 $ (1,423,361) $ (1,533,361) $ - $ - $ Plus Projected Revenue 1,273,247 2,760,928 1,005,247 440,000 360,000 - - Transfer from 201 Fund - - - - 2,688 - - Less Operating Expenditures - - - - - - - Comm Dev. Streets CDBG Capital Projects (See Fund #223) - $ - $ - $ - $ - $ - $ - $ Public Wks. Streets Pinon Hills Bridge Project 1,073,247 400,000 373,247 - - - - Public Wks. Streets PV Secondary Access-FY11 700,000 450,000 - - - - - Public Wks. Streets TPE Projects-Sidewalks 600,000 600,000 - - - - - Public Wks. Streets MAP Projects- Apache Repaving 283,480 - - - - - - Public Wks. Streets LGRF Projects 140,327 - 150,000 - 150,000 - - Public Wks. Streets Safety Projects - Safe Routes to School - 500,000 - 250,000 - - - Public Wks. Streets Safety Projects- Signal Adaptive Control FY14 - 500,000 - - - - - Public Wks. Streets Safety Funds - Traffic Signal FY14 - 375,000 - - - - - Public Wks. Streets MAP Projects- Municipal Drive FY14 - 354,571 - - - - - Public Wks. Streets Pinon Hills Project NM516 to Hubbard - - 3,000,000 - - - - Public Wks. Streets TPE Projects-FY14 - - 490,000 - - - - Public Wks. Streets MAP Projects- Future Projects - - 300,000 300,000 300,000 - - Total Capital Expenditures 2,797,054 $ 3,179,571 $ 4,313,247 $ 550,000 $ 450,000 $ - $ - $ Equals Ending Cash Balance 26,193 $ 1,884,639 $ (1,423,361) $ (1,533,361) $ - $ - $ *CDBG FY13 Budget amounts separated out for comparative purposes. RED APPLE TRANSIT GRANT FUND (221)* 293 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET GRT 2012 BOND PROJECTS(402) Beginning Cash Balance 8,100,000 $ 5,929,250 $ - $ - $ - $ - $ Plus Bond Proceeds - - - - - - Interest Earnings 40,000 20,000 - - - - Tax Severance Bond - 2,389,000 - - - - Funds from San Juan County - 650,000 - - - - Parks Animal ShelterRegional Animal Shelter-FY09 300,000 $ 2,253,305 $ - $ - $ - $ - $ - $ Parks Civic Center Civic Center Exhibit Hall Remodel-FY12 900,000 - - - - - - Fire Operations Fire Station #1 Replacement-FY12 2,700,000 2,912,000 - - - - - Parks Museum Museum Expansion Phase 2-FY12 2,500,000 2,250,000 - - - - - Public Wks. Streets Storm System Lakewood Pond-FY12 800,000 1,000,000 - - - - - Admn. Admn. Reserve Contingency-FY12 940,000 572,945 - - - - - Total Capital Expenditures 8,140,000 $ 8,988,250 $ - $ - $ - $ - $ - $ Equals Ending Cash Balance - $ - $ - $ - $ - $ - $ Beginning Cash Balance 1,720,600 $ 5,712,485 $ - $ - $ - $ - $ Plus Transfer from General Fund-Cash Reserve 2,861,732 - - - - - Interest Earnings 25,000 15,000 - - - - Less Operating Expenditures - 500,000 - - - - Plus Transfer To General Fund - 3,500,000 - - - - Admn. Info. Tech. Fiber-Various Facilities-FY12 378,000 $ 122,466 $ - $ - $ - $ - $ - $ Admn. Admn. Roof Replacement-M Moose - 30,000 - - - - - Admn. Admn. Roof Replacement-Downtown Center-FY12 - 45,000 - - - - - Admn. Intra-Govnt Additional vehicles-FY13 350,000 - - - - - - Admn. Intra-Govnt Additional vehicles-FY14 - 350,000 - - - - - Comm Dev MRA MRA Project-FY12 500,000 - - - - - - Fire Operations PPE and Inventory Buildings -FY12 190,000 180,000 - - - - - Gen. Serv. Admn. MOC Parking Lot-FY12 201,150 201,150 - - - - - Gen. Serv. Veh. Maint Roof Replacement-Vehicle Maint.-FY12 - 42,618 - - - - - Parks Operations Ricketts Park renovations - 20,000 - - - - - Police Admn. Safety City/Police Network Upgrades-FY12 - 63,057 - - - - - Pub. Wks. Streets A Admn. FY12 undesignated carryover 226,450 - - - - - - Admn. available for new projects 2,511,732 223,194 - - - - - Total Capital Expenditures 4,607,332 $ 1,727,485 $ - $ - $ - $ - $ - $ Equals Ending Cash Balance - $ - $ - $ - $ - $ - $ Beginning Cash Balance - $ 58,791 $ 27,732 $ 27,732 $ 27,732 $ 27,732 $ Plus Projected Revenue 1,666,775 1,419,688 1,653,770 592,361 1,270,486 1,004,080 Plus Transfer from General Fund - 29,253 52,344 18,750 40,625 32,031 Less Operating Expenditures - 30,000 31,111 11,111 11,111 11,111 Gen. Serv. Airport ARFF Design-FY12 100,000 $ - $ - $ - $ - $ - $ - $ 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 - - - - - - Gen. Serv. Airport Animal Control Fence-Phase 2 - 200,000 - - - - - Gen. Serv. Airport Reconstruct Taxiway B FY14 - 1,250,000 - - - - - Gen. Serv. Airport Runway Por Fric Course-Phase 1-State Only - - 100,000 - - - - Gen. Serv. Airport Runway Por Fric Course-Phase 2 Construction - - 1,250,001 - - - - Gen. Serv. Airport Surface Painted Signs - - 150,001 - - - - Gen. Serv. Airport Upgrade ASOS/Install AWOS - - 175,001 - - - - GENERAL CAPITAL PROJECTS FUND (408) AIRPORT GRANTS FUND (409) 294 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET Gen. Serv. Airport ARFF Building Replacement-Phase 1 - - - 100,000 - - - Gen. Serv. Airport Taxiways E,F,G Pavement Maint/Lighing - - - 500,000 - - - Gen. Serv. Airport 8 New T-Hangars - State Only - - - - 300,000 - - Gen. Serv. Airport ARFF Building Replacement-Phase 2 - - - - 1,000,000 - - Gen. Serv. Airport Taxiway A Reconstruction Hot Spot/Electrical - - - - - 1,025,000 - Total Capital Expenditures 1,666,775 $ 1,450,000 $ 1,675,003 $ 600,000 $ 1,300,000 $ 1,025,000 $ - $ Equals Ending Cash Balance - $ 27,732 $ 27,732 $ 27,732 $ 27,732 $ 27,732 $ Beginning Cash Balance - $ - $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ Plus Revenue - 3,000 - - - - Transfer from the 408 - 500,000 - - - - Less Operating Expenditures - 25,000 - - - - Comm. Dev. MRA Gateway Project 75,000 - - - - - Comm. Dev. MRA Future Projects 400,000 - - - - - Total Capital Expenditures - $ 475,000 $ - $ - $ - $ - $ - $ Equals Ending Cash Balance - $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ * This fund was establised in FY14. Beginning Cash Balance 76,200,000 $ 74,000,158 $ 65,609,080 $ 53,510,848 $ 59,222,973 $ 64,920,842 $ Plus Revenue 99,770,991 101,370,867 103,106,868 106,318,825 107,794,123 111,027,947 Less Operating Expenditures 84,440,073 83,267,722 88,463,481 91,117,385 93,850,907 95,727,925 Less Non-Construction Capital Expenditures 1,741,500 2,259,600 1,426,000 1,119,095 1,152,668 1,187,248 Less San Juan #4 Capital Expenditures 3,443,469 1,078,794 1,302,711 801,000 396,000 407,880 Electric Admn. MOC Entrance Road Realignment 250,000 $ 200,000 $ - $ - $ - $ - $ - $ Electric Admn. MOC Security Admn. MOC Office Reconfiguration 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 Building Transformer Shop Addition 4,000,000 $ 4,000,000 $ - $ - $ - $ - $ - $ Electric Commun. Fiber Optics-Hood Mesa to West Loop 350,000 $ 350,000 $ - $ - $ - $ - $ - $ Electric Commun. Fiber Optics Lee Acres Sub to Bergin Sub - 350,000 - - - - - Electric Commun. Fiber Optics Alternate fiber path to WAPA - 300,000 - - - - - Electric Commun. Fiber Optics System Wide - 100,000 100,000 100,000 100,000 100,000 100,000 Electric Compliance RSA SIEM 45,000 $ - $ - $ - $ - $ - $ - $ Electric Dist Customer Work Orders 2,384,000 $ 2,015,000 $ 2,015,000 $ 2,438,000 $ 2,438,000 $ 2,761,000 $ 2,438,000 $ Electric Dist. Reconductor and Convert Circuits 782,000 - 2,215,010 401,480 576,490 308,830 370,605 Electric Dist. Conversion Circuit 2302 - 249,725 - - - - - Electric Dist. Conversion Circuit 2403 - 320,905 - - - - - Electric Dist. Reconductor Circuits 4703 and 2401 - 539,420 - - - - - Electric Dist. Reconductor & conversion Circuit 4501 - 433,824 - - - - - Electric Dist. Install Dist. Automation @ Middle Mesa 257,000 285,805 - - - - - Electric Dist. Mesa Sub Low Voltage Replacement 945,000 - - - - - - Electric Metering Turtle 2 Radio Mesh Installation 142,100 $ - $ - $ - $ - $ - $ - $ Electric Product. Wildlife Protection 100,000 $ - $ - $ - $ - $ - $ - $ Electric Product. Upgrade Knife Switches with GOLB's 130,000 - - - - - - Electric Product. Animas: CT Rehab & Demolition-North CT - 524,000 - - - - - Electric Product. Animas: Little Hydro Mech/Elect. Replace 100,000 220,000 - - - - - Electric Product. Animas: NPDES Projects - 1,250,000 2,750,000 - - - - ELECTRIC ENTERPRISE FUND (601) METROPOLITAN REDEVELOPMENT AREA FUND (411)* 295 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET Electric Product. Animas: Soft Start for GT Motor - 35,000 - - - - - Electric Product. Animas: Arc Flash Upgrades 80,000 - - - - - - Electric Product. Animas: ABB Controls Upgrade - - 100,000 - - - - Electric Product. Bluffview: Anti-icing Phase II 1,000,000 350,000 - - - - - Electric Product. Bluffview: MSS Actuator - 42,930 - - - - - Electric Product. Bluffview: MSS Installation - - 30,000 - - - - Electric Product. Bluffview: NPDES Projects - 500,000 6,900,000 - - - - Electric Product. Bluffview: Transformer Fire Protection - - 158,500 - - - - Electric Product. Bluffview: CT Rehab (Drift Elimin,Louvers, Windwall) - 530,000 - - - - - Electric Product. Bluffview: Vacuum Pump & Motor - Spare - 90,000 - - - - - Electric Product. Bluffview: Condensate Motor & Pump - Spare - 100,000 - - - - - Electric Product. Bluffview: Arc Flash 50,000 - - - - - - Electric Product. Bluffview: MSS Valve 160,000 - - - - - - Electric Product. Navajo: Replace Unit Controls 85,000 - - - - - - Electric Product. Navajo: Replace Protective Relays 125,000 - - - - - - Electric Product. Navajo: Unit 1 turbine runner replacement - 600,000 400,000 - - - - Electric Product. Navajo: Butterfly Gate & Valve - - 250,000 - - - - Electric Product. Willet Ditch Improvements 55,000 - - - - - - Electric Reliability Voltage/Load Control Equipment 210,000 $ - $ - $ - $ - $ - $ - $ Electric Reliability 69kV tie at Bloomfield 270,000 333,500 88,800 - - - - Electric Subs Pine River Sub/Dwight Arthur Stat 279,000 $ - $ - $ - $ - $ - $ - $ Electric Subs Turley Distribution Circuit 133,000 859,715 - - - - - Electric Subs Cedar Hill Substation - - - - - - 2,400,000 Electric Subs Fruitland Substation Upgrade 157,000 - - - - - - Electric Subs Control building at Bisti Sub 27,000 - 62,410 - - - - Electric Subs Bergin Upgrade 67,000 - 100,565 - 880,000 - - Electric Subs Aztec Substation Refurbishment 750,000 1,765,800 - - - - - Electric Subs Navajo and Hood Mesa Refurbishment 97,000 - - - - - - Electric Subs Animas Transformer Replacements - 1,699,810 - - - - - Electric Subs A y - 700,000 - - - - - Electric Sys Cont. SCADA Replacement 1,600,000 325,000 - - - - - Electric Sys Cont. Outage Call System 225,000 250,000 - - - - - Electric Trans West Loop Switching Station-Tie Lines - $ - $ 1,107,515 $ - $ - $ - $ - $ Electric Trans Vista Substation 942,978 1,607,420 - - - - - Electric Trans Circuit 2204 @ Mesa Sub 1,080,000 - 1,614,145 - - - - Electric Trans/Dist Highway Pole Relocation 299,740 $ 266,245 $ 439,253 $ 248,940 $ 82,189 $ 615,860 $ 82,189 $ Total Capital Expenditures 18,702,818 $ 23,155,829 $ 24,012,908 $ 7,569,220 $ 6,696,679 $ 5,705,690 $ 5,390,794 $ Equals Ending Cash Balance 67,643,131 $ 65,609,080 $ 53,510,848 $ 59,222,973 $ 64,920,842 $ 72,920,045 $ (5,390,794) $ 296 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET Beginning Cash Balance 5,500,000 $ 6,340,055 $ 3,272,175 $ 3,298,106 $ 4,068,098 $ 3,306,905 $ Plus Projected Revenue 13,981,694 14,354,732 14,641,826 14,934,663 15,223,356 15,538,023 Less Operating Expenditures 9,620,346 9,647,612 9,304,743 8,914,727 9,220,231 9,539,373 Routine Items Water Distrib. Water Main Line Extensions 50,000 $ 250,000 $ 250,000 $ 250,000 $ 150,000 $ 150,000 $ 150,000 $ Water Distrib. Miscellaneous System Upgrades 200,000 300,000 300,000 300,000 200,000 200,000 200,000 Water Distrib. Water Tank Repairs 100,000 100,000 100,000 100,000 100,000 100,000 500,000 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 50,000 150,000 150,000 150,000 150,000 150,000 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 500,000 100,000 100,000 100,000 300,000 300,000 1,000,000 Water Distrib. Water Valve Replacement 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Sub-Total 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 2,290,000 $ Non-Routine Items Water Distrib. 4P Pump Station Replacement 500,000 $ 600,000 $ - $ - $ - $ - $ - $ Water Distrib. Water Wastewater Operations Building - - - - 625,000 625,000 - Water Distrib. New Water Storage Tank - - - - - - 2,500,000 Sub-Total Distribution 1,790,000 $ 1,890,000 $ 1,290,000 $ 1,290,000 $ 1,915,000 $ 1,915,000 $ 4,790,000 $ 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 100,000 200,000 200,000 200,000 200,000 200,000 200,000 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 Install VFD at WTP#2 - 300,000 - - - - 100,000 Water Animas #2 Pump Replacement - 300,000 - - - - 300,000 Water Animas #2 Electrical Upgrades - 250,000 - - - - 300,000 Water Replace Roof of Filter Bldg. WTP#1 450,000 - - - 450,000 - - Water Control Room Graphics Upgrade 150,000 150,000 - - - - - Water Pump Station 3W-New Pump Liners 50,000 50,000 - - - - - Water Install VFD at WTP#2-Pump #3 200,000 - - - - 100,000 100,000 Water WTP #1 Replace Flow Meter 35,000 - - - - 75,000 75,000 Water 1C Tank Site Fencing 50,000 - - - - - - Water Pump Station 5C-Pumps and Electrical Upgrades 125,000 - - - - - - Water Pump Station 3C-Pumps and Electrical Upgrades - 400,000 - - - - - Water Pump Station 3W-Pumps and Electrical Upgrades - 300,000 - - - - - Water Pump Station 4C-Pumps and Electrical Upgrades - 300,000 - - - - - Water Pump Station 4E-Pumps and Electrical Upgrades - - 300,000 - - - - Water Pump Station 5E-Pumps and Electrical Upgrades - - 300,000 - - - - Water Pump Station 3E-Pumps and Electrical Upgrades - - - - 300,000 - - Water Pump Station 6C-Pumps and Electrical Upgrades - - - - 500,000 - - Water Pump Station 7E-Pumps and Electrical Upgrades - - - - - 500,000 - Water Backwash Recovery System Upgrade at WTP#2 - - - 500,000 - - - Water Farmers Ditch Pump Replacement - - - - 200,000 - 250,000 Water WTP#1 Repair Concrete Sedimentation Basin Walls 50,000 - - - - - - Water WTP#1 & #2 Cover Sedimentation Basins - 100,000 - 100,000 - - - Water Farmington Lake Outlet Piping 500,000 - - - - - 500,000 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 New Sedimentation Basin - - - - - - 2,250,000 Water Rebuild filters at WTP#2 - - - - - - 2,200,000 Water Misc. Construction 150,000 150,000 150,000 150,000 150,000 150,000 150,000 WATER ENTERPRISE FUND (602) 297 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET Water Water Rights Acquisition 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Water Property Improvements/Vehicles 96,500 105,000 80,000 105,000 80,000 105,000 105,000 Sub-Total Treatment 2,211,500 $ 2,835,000 $ 1,385,000 $ 1,285,000 $ 2,135,000 $ 1,360,000 $ 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 2,805,322 $ 2,750,000 $ 2,336,152 $ 2,374,944 $ 2,414,318 $ 2,704,283 $ 2,704,283 $ Sub-Total R and R 2,805,322 $ 2,750,000 $ 2,336,152 $ 2,374,944 $ 2,414,318 $ 2,704,283 $ 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 Capital Expenditures 7,106,822 $ 7,775,000 $ 5,311,152 $ 5,249,944 $ 6,764,318 $ 6,279,283 $ 18,829,283 $ Equals Ending Cash Balance 2,754,526 $ 3,272,175 $ 3,298,106 $ 4,068,098 $ 3,306,905 $ 3,026,272 $ Unfunded Water Projects Water Distrib. Critical Infrastructure - $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ Beginning Cash Balance 6,000,000 $ 4,152,049 $ 95,309 $ (1,393,363) $ (3,056,807) $ (5,264,418) $ Plus Projected Revenue 11,318,955 7,973,210 8,277,292 8,525,610 8,781,379 9,044,820 Less Operating Expenditures 6,172,888 6,623,056 6,823,642 6,925,997 7,029,887 7,135,335 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 750,000 200,000 200,000 200,000 200,000 500,000 500,000 Wastewtr . Collect. Miscellaneous System Upgrades 75,000 75,000 75,000 75,000 75,000 75,000 75,000 Wastewtr . Collect. Lift Station Electrical Upgrades 125,000 125,000 125,000 125,000 125,000 125,000 500,000 Wastewtr . Collect. Miscellaneous Property Improvements 60,000 85,000 60,000 85,000 60,000 85,000 60,000 Sub-Total Wastewater Collection 1,135,000 $ 610,000 $ 585,000 $ 610,000 $ 585,000 $ 910,000 $ 1,260,000 $ Non-Routine Items Wastewtr . MRAS Basin, Clarifier 3,750,000 $ 2,750,000 $ - $ - $ - $ - $ - $ Wastewtr . W/WW Operations/Maintenance Bldg. - - - - 375,000 375,000 - Sub-Total Wastewater Collection 4,885,000 $ 3,360,000 $ 585,000 $ 610,000 $ 960,000 $ 1,285,000 $ 1,260,000 $ 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 - - - - - 200,000 200,000 Wastewtr . WWTP MRAS 2nd Basin 200,000 - - - - - - Wastewtr . WWTP Upgrade MRAS Blower Controls 100,000 100,000 - - - - 200,000 Wastewtr . WWTP Air Scrubber Rehab 180,000 - - - - - 200,000 Wastewtr . WWTP Screen Washing Monster System 150,000 150,000 - - - - 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 75,000 - - - - 200,000 Wastewtr . WWTP Replace Sludge Auger Equip. 60,000 - - - - - 100,000 Wastewtr . WWTP Plant Lift Station Rehab 100,000 - 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 - - - - - - 500,000 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 - - - WASTEWATER FUND (603) 298 ---PAGE BREAK--- FY13 FY14 FY15 FY16 FY17 FY18 FUTURE BUDGET BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Discussion Dept. Division Description Amount Amount Amount Amount Amount Amount Amount FY14 CAPITAL IMPROVEMENT PLAN WORKSHEET Wastewtr . WWTP Clarifiers Sandblast & Coatings - - 175,000 175,000 175,000 - - Wastewtr . LS# 9 Wet Well, Pumps & Electrical - - - - 500,000 - - 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 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 - 100,000 Wastewtr . Expand Sludge Stockpile Area - - - - - 500,000 - Wastewtr . Misc. Construction 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Sub-Total Wastewater Treatment 1,990,000 $ 785,000 $ 1,075,000 $ 1,350,000 $ 1,675,000 $ 1,475,000 $ 5,000,000 $ Wastewtr . Renewal and Replacement 1,245,080 $ 1,261,894 $ 1,282,322 $ 1,303,057 $ 1,324,103 $ 1,350,585 $ 137,596 $ Sub-Total Collection Expansion 1,245,080 $ 1,261,894 $ 1,282,322 $ 1,303,057 $ 1,324,103 $ 1,350,585 $ 137,596 $ Total Capital Expenditures 8,120,080 $ 5,406,894 $ 2,942,322 $ 3,263,057 $ 3,959,103 $ 4,110,585 $ 6,397,596 $ Equals Ending Cash Balance 3,025,987 $ 95,309 $ (1,393,363) $ (3,056,807) $ (5,264,418) $ (7,465,518) $ Unfunded Wastewater Projects Wastewtr . Lines Replace and Extend Wastewater Lines - $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ Wastewtr . WWTP Plant Construction 250,000 4,500,000 4,500,000 - - - 7,000,000 Total Unfunded Wastewater Projects 250,000 $ 9,500,000 $ 9,500,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 12,000,000 $ Beginning Cash Balance 1,835,837 $ 2,115,684 $ 2,314,960 $ 2,511,637 $ 2,714,215 $ 1,143,430 $ Plus Projected Revenue 5,494,950 5,741,000 5,913,230 6,090,627 6,273,346 6,461,546 Less Operating Expenditures 5,215,103 5,541,724 5,716,553 5,888,049 6,094,131 6,276,955 Sanitation Community Drop-Off Center (2014) - $ - $ - $ - $ 1,750,000 $ - $ - $ Total Capital Expenditures - $ - $ - $ - $ 1,750,000 $ - $ - $ Equals Ending Cash Balance 2,115,684 $ 2,314,960 $ 2,511,637 $ 2,714,215 $ 1,143,430 $ 1,328,021 $ Beginning Cash Balance - $ (107,554) $ (251,360) $ (347,511) $ (446,066) $ (547,085) $ Plus Projected Revenue 1,211,928 1,195,928 1,225,826 1,256,472 1,287,884 1,320,081 Less Operating Expenditures 1,111,928 1,289,734 1,321,977 1,355,027 1,388,902 1,423,625 Parks Oper. Pinon Hills - Carts & Mowing - Leases 100,000 $ - $ - $ - $ - $ - $ - $ Parks Oper. Park Equipment - 50,000 $ - $ - $ - $ - $ - $ Total Capital Expenditures 100,000 $ 50,000 $ - $ - $ - $ - $ - $ Equals Ending Cash Balance - $ (251,360) $ (347,511) $ (446,066) $ (547,085) $ (650,629) $ TOTAL - ALL CIP PROJECTS 60,050,881 $ 60,780,054 $ 43,642,109 $ 22,211,036 $ 26,534,739 $ 21,966,104 $ 61,687,673 $ GOLF ENTERPRISE FUND (610) SANITATION FUND (604) 299 ---PAGE BREAK--- 300 ---PAGE BREAK--- CITY OF FARMINGTON DEBT POSITION 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. 301 ---PAGE BREAK--- Types of Debt During the last 10 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 FY05, 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 FY06. 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. 302 ---PAGE BREAK--- 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. Fitch, Moody and Standard & Poor’s Credit Ratings for Municipal Bonds Ratings Description Fitch* 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-BAA3 BBB Medium quality, strong capacity to pay 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. 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 2013 was $1,037,022,078 The City could issue general obligation bonds in any amount up to 4% of this valuation or $41,480,883. The City has no general obligation bonds outstanding at this time, and has no plans to issue such bonds in the near future. 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 firefighting 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. 303 ---PAGE BREAK--- 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 FY14: 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 FY13 were approximately 1.67% of total budgeted 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. This graph presents the required level of coverage compared to the actual level of coverage. The final payment was made in FY13 on the utility bond. Debt service coverage will not be required as of FY14. ISSUE AMOUNT ISSUED FY14 BEGINNING BALANCE FY14 PRINCIAL FY14 INTEREST FY14 ENDING BALANCE 2005 SALES TAX 5,725,000 $ 2,830,000 $ 425,000 $ 113,200 $ 2,405,000 $ 2012 SALES TAX 10,655,000 10,010,000 720,000 318,888 9,290,000 NMFA LOAN 475,726 431,548 44,238 10,967 387,310 TOTAL 16,855,726 $ 13,271,548 $ 1,189,238 $ 443,055 $ 12,082,310 $ 304 ---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. The final payment on this issue was made in FY13. 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). The loan was finalized in February 2012. The following table presents the total outstanding utility system debt and debt service requirements for FY14: 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 FY14 BEGINNING BALANCE FY14 PRINCIAL FY14 INTEREST FY14 ENDING BALANCE NMED LOAN 14,178,191 $ 10,135,082 $ 648,945 $ 304,052 $ 9,486,137 $ NMFA LOAN 1,054,844 1,006,938 48,385 7,552 958,553 TOTAL 15,233,035 $ 11,142,020 $ 697,330 $ 311,604 $ 10,444,690 $ 305 ---PAGE BREAK--- Two other loans are looming on the horizon and could be finalized in FY14. The water enterprise is working with the NMFA to finalize loan/grant terms in order to replace water meters in Farmington. The entire project is anticipated to be $6.2 million with a portion of the loan principal forgiven. The wastewater enterprise is also working on completing a loan with the NMED for approximately $10 million to build a second MRAS Basin. It is a possibility that both of these loans will be finalized in FY14. 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 ensure 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 ensure 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. General Government Utility Total 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 - 1,010,334 1,010,334 2026 - 1,010,469 1,010,469 2027 - 57,608 57,608 2028 - 57,745 57,745 2029 - 57,885 57,885 2030 - 58,024 58,024 2031 - 58,167 58,167 2032 - 58,310 58,310 FUTURE DEBT REQUIREMENTS 306 ---PAGE BREAK--- GENERAL FUND FINANCIAL FORECAST City staff has developed a five-year financial forecast for the general fund. The FY14 and FY15 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 FY14 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 64.1% of total general fund revenue for FY14. 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 FY14, 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. With unpredictable GRT fluctuations, reduced natural gas production, the possibility of job loss as a result of the power plant closure, and the State repeal of Hold Harmless on food and medical, prove to make projecting future revenues very difficult. As a result, GRT was conservatively budgeted at 5% less than FY13 actual GRT received. Such a large reduction in GRT resulted in a general fund deficit of $6.5 million. To mitigate the deficit, $3 million of cuts were first made to the budget. In order to continue providing necessary services, it was determined that $3.5 million would be transferred to the general fund from the government capital fund to mitigate the revenue shortfall. If the forecast proves to be too low, as actual receipts are higher in FY14, 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 FY19, 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. An adjustment is made, however, for the Hold Harmless effect on GRT. 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 to construct Fire Station construct a new animal shelter, renovate the Civic Center, expand the Gateway Museum, remodel Fire Station and construct Lakewood Detention Pond. 307 ---PAGE BREAK--- Although new bonds were issued, and as a result of refunding the 2001 Series Revenue bonds, total debt service for FY14 through FY18 will actually decrease by $50K to the $1.6 million level. The general fund portion of this amount is approximately $1,166,949. 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. FY16 through FY19 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 FY15 through FY19. Expenditures Wages and benefits are a major component of general fund expenditures constituting 78% of the total general fund budget for FY14. Future years assume the HayGroup Pay Plan is reinstated. Non-public safety wages and benefits, excluding health insurance, are projected at a 3.5% increase. Public Safety employees are paid on a step plan which has a higher annual compensation increase but tops out after 12 years. Public safety wages and benefits, excluding health insurance, received a 5.5% annual increase. It is anticipated that health insurance premiums will be increased by 10% in FY15 and FY16 with a 2% increase thereafter. The fire union negotiations with City management could also have an impact on the wage and benefit estimates in the five-year forecast. Operating expenditures make up 30.8% of the total general fund budget for FY14. In the five-year forecast, operating expenditures FY15 through FY19 are projected to increase at approximately 2.5% per year. Capital is another component of general fund expenditures. In FY14, 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 FY15 through FY19, capital expenditures are estimated to remain the same including the purchases of 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. 308 ---PAGE BREAK--- The following is a graphic representation of the revenues and expenditures of the five-year financial forecast for the general fund. $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 FIVE YEAR FINANCIAL FORECAST GENERAL FUND Revenue Expense 309 ---PAGE BREAK--- FY10 Actual FY11 Actual FY12 Actual FY13 Actual FY14 Budgeted FY15 Projected FY16 Forecasted* FY17 Forecasted* FY18 Forecasted* FY19 Forecasted* BEGINNING CASH 7,748,363 $ 912,860 $ 15,042,509 $ 16,361,891 $ 13,039,856 $ 11,695,606 $ 6,866,408 $ 229,838 $ (8,271,376) $ (18,683,149) $ PLUS REVENUES: a) Gross Receipt Tax 35,553,104 $ 36,982,207 $ 39,863,758 $ 37,972,917 36,018,512 $ 36,627,151 $ 36,963,021 $ 36,963,021 $ 37,019,304 $ 36,789,010 $ b) Property Taxes 1,479,980 1,636,283 1,738,648 1,776,045 1,750,384 1,794,144 1,838,997 1,884,972 1,932,096 1,980,399 c) Electric Dividend - 5,782,636 8,140,386 7,459,646 6,429,504 6,590,242 6,754,998 6,923,873 7,096,969 7,274,394 d) Other Revenue 12,395,429 10,301,804 9,996,214 10,061,747 12,030,473 8,743,735 8,962,328 9,186,386 9,416,046 9,651,447 e) Debt Service Transfer (994,000) (942,500) (972,500) - - - - - - - TOTAL REVENUE 48,434,513 $ 53,760,429 $ 58,766,505 $ 57,270,355 56,228,873 $ 53,755,271 $ 54,519,344 $ 54,958,252 $ 55,464,416 $ 55,695,250 $ EXPENDITURES a) Employee Wages & Benefits Administration 4,293,151 4,190,634 4,452,635 4,369,794 4,387,097 4,643,942 4,916,469 5,172,236 5,441,778 5,725,845 Information Technology 1,021,304 1,005,291 1,104,937 1,153,865 1,233,187 1,306,079 1,383,486 1,454,810 1,529,961 1,609,148 Administrative Services 1,826,519 1,802,488 1,988,593 1,834,558 1,917,978 2,030,850 2,150,669 2,262,007 2,379,330 2,502,964 General Services 2,486,950 2,376,574 2,329,413 2,387,388 2,509,581 2,659,129 2,818,055 2,962,205 3,114,067 3,274,059 Parks & Recreation 6,506,787 6,270,944 6,881,438 6,728,373 7,120,555 7,540,070 7,985,446 8,398,404 8,833,549 9,292,092 Police Department 11,784,357 11,807,506 12,664,220 12,528,667 13,405,622 13,897,282 14,414,298 14,830,674 15,260,820 15,705,270 Fire Department 7,313,204 7,201,117 7,887,265 7,912,921 8,113,068 8,420,783 8,744,975 9,000,362 9,264,344 9,537,262 Community Development 1,241,392 1,253,668 1,340,514 1,282,210 1,137,328 1,203,503 1,273,679 1,340,323 1,410,564 1,484,599 Public Works 2,710,156 2,687,110 2,834,275 2,817,482 3,029,580 3,209,390 3,400,407 3,575,023 3,758,995 3,952,832 (9.5) Human Resources 1,057,294 995,885 849,266 792,349 890,195 942,123 997,204 1,049,257 1,104,118 1,161,939 a) Employee Wages & Benefits Total 40,241,113 $ 39,591,216 $ 42,332,556 $ 41,807,605 $ 43,744,191 $ 45,853,150 $ 48,084,688 $ 50,045,300 $ 52,097,525 $ 54,246,011 $ b) General Operating Administration 5,029,218 4,847,164 5,140,528 5,880,207 6,357,133 6,516,061 6,678,963 6,845,937 7,017,085 7,192,512 Information Technology 550,142 613,355 647,230 576,240 705,327 722,960 741,034 759,560 778,549 798,013 Administrative Services 251,240 235,185 399,159 240,177 298,788 306,258 313,914 321,762 329,806 338,051 General Services 2,531,690 2,704,850 3,536,933 3,237,009 2,342,741 2,401,310 2,461,342 2,522,876 2,585,948 2,650,596 Parks & Recreation 1,886,517 2,106,375 2,706,907 2,669,630 2,891,000 2,963,275 3,037,357 3,113,291 3,191,123 3,270,901 Police Department 1,433,998 1,696,298 1,943,855 2,017,800 2,013,299 2,063,631 2,115,222 2,168,103 2,222,305 2,277,863 Fire Department 752,496 586,137 623,283 675,372 578,371 592,830 607,651 622,842 638,413 654,374 Community Development 141,870 214,399 178,755 140,191 139,554 143,043 146,619 150,284 154,042 157,893 Public Works 496,754 546,112 678,342 578,199 800,056 820,057 840,559 861,573 883,112 905,190 (9.5) Human Resources 844,445 804,930 992,019 1,671,309 1,166,293 1,195,450 1,225,337 1,255,970 1,287,369 1,319,553 b) General Operating Total 13,918,371 $ 14,354,804 $ 16,847,010 $ 17,686,134 $ 17,292,562 $ 17,724,876 $ 18,167,998 $ 18,622,198 $ 19,087,753 $ 19,564,947 $ c) Capital Administration 362,429 511,919 976,107 171,982 305,000 305,000 305,000 305,000 305,000 305,000 Information Technology - - 58,091 - - - - - - - General Services 9,306 57,465 126,399 175,735 20,000 - - - - - Parks & Recreation 5 - - 14,896 - - - - - - Police Department - 366 9,995 5,133 60,400 - - - - - Fire Department 35,104 42,793 14,372 - - - - - - - (9.5) Human Resources 2,582 - 6,640 - 7,000 - - - - - c) Capital Total 409,427 $ 612,543 $ 1,191,604 $ 367,747 $ 392,400 $ 305,000 $ 305,000 $ 305,000 $ 305,000 $ 305,000 $ e) Transfers Administration (379,980) 39,422 (378,708) 931,766 747,070 737,976 726,176 708,614 703,599 688,483 Information Technology (521,976) (504,516) (590,808) (511,992) (584,544) (599,158) (614,137) (629,490) (645,227) (661,358) Administrative Services (1,478,976) (1,724,514) (1,502,847) (1,440,904) (1,574,512) (1,613,875) (1,654,222) (1,695,577) (1,737,967) (1,781,416) General Services (716,082) (557,632) (559,797) (525,143) (118,918) (120,016) (121,141) (122,295) (123,477) (124,689) Parks & Recreation (749,393) (705,000) (590,000) (575,000) (720,108) (738,111) (756,563) (775,478) (794,864) (814,736) Police Department - - - - - - - - - - Fire Department - 34,767 - - - - - - Community Development (289,704) (243,492) (222,444) (223,092) (179,412) (183,897) (188,495) (193,207) (198,037) (202,988) Public Works (2,564,740) (2,572,560) (1,955,664) (2,381,604) (2,659,192) (2,668,047) (2,677,123) (2,686,426) (2,695,962) (2,705,736) (9.5) Human Resources (407,808) (355,980) (329,580) (304,584) (110,664) (113,431) (116,266) (119,173) (122,152) (125,206) e) Transfers Total (7,108,658) $ (6,624,272) $ (6,129,848) $ (4,995,786) $ (5,200,280) $ (5,298,558) $ (5,401,771) $ (5,513,031) $ (5,614,088) $ (5,727,647) $ TOTAL EXPENDITURES 47,460,252 $ 47,934,291 $ 54,241,322 $ 54,865,701 $ 56,228,873 $ 58,584,468 $ 61,155,914 $ 63,459,467 $ 65,876,190 $ 68,388,311 $ REVENUE/EXPENSE DIFFERENCE 974,260 5,826,139 4,525,183 2,404,654 - (4,829,197) (6,636,570) (8,501,214) (10,411,773) (12,693,061) ENDING CASH RESERVE 8,722,623 $ 6,738,999 $ 19,567,692 $ 18,766,545 $ 13,039,856 $ 6,866,408 $ 229,838 $ (8,271,376) $ (18,683,149) $ (31,376,210) $ Transfers for Capital Projects - - 3,645,233 4,099,695 1,344,250 - - - - - CASH CARRYOVER 8,722,623 $ 6,738,999 $ 15,922,459 $ 14,666,850 $ 11,695,606 $ 6,866,408 $ 229,838 $ (8,271,376) $ (18,683,149) $ (31,376,210) $ Cash Balance to Operating Expense Ratio 62.67% 48.42% 114.40% 105.38% 84.03% 49.33% 1.65% -59.43% -134.23% -225.43% * Forecast assumptions are described in the General Fund Financial Forecast FIVE YEAR FINANCIAL FORECAST GENERAL FUND 310 ---PAGE BREAK--- 311 ---PAGE BREAK--- City of Farmington Schedule 1 Net Assets by Component Last Ten Fiscal Years (accrual basis of accounting) 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Restated Restated Restated Governmental activities Invested in capital assets, net of related debt 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 $ 83,813,002 $ Restricted 2,678,373 2,422,104 3,514,726 4,219,427 4,491,602 4,599,840 4,085,917 4,195,660 2,630,553 10,998,211 Unrestricted 20,619,682 20,610,228 25,149,317 24,559,417 22,873,893 21,548,521 20,137,410 20,043,161 31,572,545 34,265,211 Total governmental activities net assets 87,259,065 $ 87,811,882 $ 94,929,515 $ 103,118,148 $ 102,366,428 $ 100,215,312 $ 106,273,527 $ 119,015,535 $ 125,778,074 $ 129,076,424 $ Business-type activities Invested in capital assets, net of related debt 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 $ 316,889,337 $ Restricted 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 4,852,866 Unrestricted 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 84,939,713 Total business-type activities net assets 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 $ 406,681,916 $ Primary government Invested in capital assets, net of related debt 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 $ 400,702,339 $ Restricted 5,322,146 5,070,661 6,078,981 6,835,364 7,406,578 7,739,785 7,524,658 7,852,742 7,874,403 15,851,077 Unrestricted 62,179,317 38,972,044 41,684,893 54,849,583 68,623,846 77,309,002 79,307,936 95,937,489 111,617,771 119,204,924 Total primary government net assets 283,439,198 $ 303,252,329 $ 329,419,476 $ 363,649,522 $ 391,411,785 $ 421,418,901 $ 459,660,558 $ 497,751,596 $ 520,677,462 $ 535,758,340 $ 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. In 2012, the city added Civitan golf course to governmental activities which had previously been accounted for as a business-type activity. Fiscal Year 312 ---PAGE BREAK--- City of Farmington Schedule 2 Changes in Net Assets Last Ten Fiscal Years (continued) (accrual basis of accounting) 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Expenses Governmental activities: General government 17,191,605 $ 23,996,456 $ 21,153,411 $ 21,649,221 $ 24,470,791 $ 24,773,909 $ 30,738,756 $ 25,732,424 $ 29,114,460 $ 32,642,985 $ Police 10,251,979 10,341,396 11,351,590 12,356,592 15,029,695 16,405,749 14,551,370 14,918,275 15,021,697 15,645,349 Fire 4,906,661 5,468,824 5,470,572 6,466,886 7,606,467 8,702,072 9,461,309 8,808,809 8,665,126 9,595,679 Parks, recreation, cultural affairs 8,392,730 9,284,623 9,497,875 11,105,380 13,769,347 15,479,059 8,959,793 13,349,714 13,714,785 14,251,614 Public works/community development 7,395,603 5,727,834 7,481,297 8,511,853 10,776,798 11,857,265 2,144,831 8,425,359 10,800,128 11,044,820 Interest on long term debt 560,368 483,230 421,480 588,521 511,126 468,360 423,713 377,304 328,280 288,476 Total governmental activities expenses 48,698,946 55,302,363 55,376,225 60,678,453 72,164,224 77,686,414 66,279,772 71,611,885 77,644,476 83,468,923 Business-type activities: Electric 68,903,423 65,214,544 72,914,727 65,152,992 66,341,885 79,473,997 75,669,922 75,094,411 77,933,334 84,423,504 Water 7,180,833 6,785,002 6,944,219 6,992,577 7,207,259 6,854,699 7,670,708 8,540,615 8,662,030 9,368,428 Wastewater 3,488,296 4,127,386 4,983,626 4,690,385 5,274,284 5,227,357 5,066,171 5,263,247 5,674,564 5,829,583 Sanitation 3,358,430 3,493,487 3,625,722 3,815,728 4,002,806 4,130,295 4,404,269 4,393,018 5,318,445 5,100,718 Golf 1,060,103 1,198,867 1,209,293 1,217,011 1,164,683 1,312,463 1,331,765 1,285,065 1,468,586 1,157,049 Airport 1,563,162 2,008,715 1,871,508 1,812,263 1,604,506 1,557,946 1,639,916 - - - Total business-type activities expenses 85,554,247 82,828,001 91,549,095 83,680,956 85,595,423 98,556,757 95,782,751 94,576,356 99,056,959 105,879,282 Total primary government expenses 134,253,193 $ 138,130,364 $ 146,925,320 $ 144,359,409 $ 157,759,647 $ 176,243,171 $ 162,062,523 $ 166,188,241 $ 176,701,435 $ 189,348,205 $ Program Revenues Governmental activities: Charges for services: General government 4,892,278 $ 5,085,210 $ 5,019,939 $ 5,379,345 $ 6,906,273 $ 7,008,648 $ 6,420,991 $ 8,003,589 $ 8,866,978 $ 11,555,443 $ Police 15,132 74,215 198,017 39,903 1,266,550 1,366,974 1,483,251 1,518,646 1,185,576 1,200,529 Parks, recreation, cultural affairs 530,669 552,114 545,461 703,731 888,618 831,845 884,964 844,503 838,839 1,094,483 Public works/community development 68,155 77,390 75,116 101,605 95,485 86,766 67,296 58,237 50,940 61,644 Operating grants and contributions 1,276,299 2,674,803 2,238,291 2,929,307 2,600,396 3,623,209 4,242,763 4,090,058 6,243,941 3,546,860 Capital grants and contributions - - - - - - - 4,228,018 3,442,981 1,298,623 Total governmental activities program revenues 6,782,533 8,463,732 8,076,824 9,153,891 11,757,322 12,917,442 13,099,265 18,743,051 20,629,255 18,757,582 Business-type activities: Charges for services: Electric 79,130,644 84,158,287 91,152,321 89,801,858 91,704,560 102,193,403 97,122,636 94,173,433 91,451,673 95,742,961 Water 7,073,545 7,515,514 7,338,869 7,991,740 8,688,421 10,783,517 11,052,694 12,324,629 12,897,358 14,025,394 Wastewater 4,239,721 4,489,948 4,751,802 5,071,951 5,214,261 6,240,272 6,910,478 7,445,521 6,163,722 6,475,468 Sanitation 3,392,079 3,538,632 3,692,937 3,889,876 4,051,998 4,228,681 4,774,637 5,007,853 5,092,625 5,423,632 Golf 933,981 1,042,176 1,088,137 1,121,313 1,113,328 1,146,652 1,167,456 1,106,499 1,019,226 1,043,005 Airport 564,237 596,765 599,306 594,199 601,675 540,360 464,337 - - - Operating grants and contributions 1,151,196 916,477 880,654 927,492 1,227,869 1,585,215 5,826,268 12,949,631 6,282,404 2,706,388 Capital grants and contributions 1,025,342 154,309 625,693 794,531 495,436 2,617,273 1,050,875 - - - Total business-type activities program revenues 97,510,745 102,412,108 110,129,719 110,192,960 113,097,548 129,335,373 128,369,381 133,007,566 122,907,008 125,416,848 Total primary government program revenues 104,293,278 $ 110,875,840 $ 118,206,543 $ 119,346,851 $ 124,854,870 $ 142,252,815 $ 141,468,646 $ 151,750,617 $ 143,536,263 $ 144,174,430 $ Source: City of Farmington CAFRs Note: The city began reporting accrual information with the implementation of GASB Statement 34 in fiscal year 2002. In 2010, the city added airport services to governmental activities which had previously been accounted for as a business-type activity. In 2012, the city added Civitan Golf Course operations to governmental activities which had previously been accounted for as a business-type activity. Fiscal Year In 2009, Community Development was seperated from Public works. For reporting purposes, Community development expenses and revenues are reported together in 2009 and prior years. Beginning in 2010, only Public works expenses and revenues are reported and Community Development data is combined with General government. 313 ---PAGE BREAK--- City of Farmington Schedule 2 Changes in Net Assets Last Ten Fiscal Years (accrual basis of accounting) 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Net (Expenses)/Revenues Governmental activities (41,916,413) $ (46,838,631) $ (47,299,401) $ (51,524,562) $ (60,406,902) $ (64,768,972) $ (53,180,507) $ (52,868,834) $ (57,015,221) $ (64,711,341) $ Business-type activities 11,956,498 19,584,107 18,580,624 26,512,004 27,502,125 30,778,616 32,586,630 38,431,210 23,850,049 19,537,566 Total primary governmental activities expenses (29,959,915) $ (27,254,524) $ (28,718,777) $ (25,012,558) $ (32,904,777) $ (33,990,356) $ (20,593,877) $ (14,437,624) $ (33,165,172) $ (45,173,775) $ General Revenues and Other Changes in Net Assets Governmental activities: Taxes Gross receipts taxes 35,146,693 $ 38,351,092 $ 43,134,352 $ 49,274,220 $ 51,818,982 $ 54,401,730 $ 52,406,771 $ 44,760,879 $ 47,605,170 $ 50,432,706 $ Property taxes 930,112 985,836 1,043,064 1,121,723 1,235,064 1,330,285 1,550,503 1,556,401 1,806,123 1,687,900 Franchise taxes 2,601,794 715,022 720,748 1,594,098 1,045,698 992,050 865,346 649,388 614,627 2,325,998 Other taxes 1,724,672 1,884,994 1,873,736 1,942,024 1,944,810 2,124,381 1,992,189 2,048,944 1,828,644 1,982,191 Other revenue 3,769,728 3,584,543 3,507,135 2,996,953 1,199,675 1,386,242 1,789,230 1,782,477 1,541,494 1,601,517 Unrestricted investment earnings 635,745 429,108 471,993 858,611 1,064,838 962,448 701,039 405,946 364,522 257,782 Loss on disposition (1,904,487) - - - - - (1,381,262) - - - Transfers (132,000) 1,440,853 1,754,818 1,925,566 1,346,115 1,420,720 1,923,630 14,406,807 10,017,180 9,721,597 Total governmental activities 42,772,257 47,391,448 52,505,846 59,713,195 59,655,182 62,617,856 59,847,446 65,610,842 63,777,760 68,009,691 Business-type activities: Environmental taxes - - - - - - - - 1,258,718 1,333,554 Unrestricted investment earnings 1,478,800 1,117,060 790,027 1,454,975 2,357,973 2,800,336 2,128,575 1,324,627 1,071,740 633,005 Loss on disposition - - - - - - (1,013,059) - - - Transfers 132,000 (1,440,853) (1,754,818) (1,925,566) (1,346,115) (1,420,720) (1,923,630) (14,406,807) (10,017,180) (9,721,597) Total business-type activities 1,610,800 (323,793) (964,791) (470,591) 1,011,858 1,379,616 (808,114) (13,082,180) (7,686,722) (7,755,038) Total primary government 44,383,057 $ 47,067,655 $ 51,541,055 $ 59,242,604 $ 60,667,040 $ 63,997,472 $ 59,039,332 $ 52,528,662 $ 56,091,038 $ 60,254,653 $ Change in Net Assets Governmental activities 855,844 $ 552,817 $ 5,206,445 $ 8,188,633 $ (751,720) $ (2,151,116) $ 6,666,939 $ 12,742,008 $ 6,762,539 $ 3,298,350 $ Business-type activities 13,567,298 19,260,314 17,615,833 26,041,413 28,513,983 32,158,232 31,778,516 25,349,030 16,163,327 11,782,528 Total primary government 14,423,142 $ 19,813,131 $ 22,822,278 $ 34,230,046 $ 27,762,263 $ 30,007,116 $ 38,445,455 $ 38,091,038 $ 22,925,866 $ 15,080,878 $ Source: City of Farmington CAFRs Note: The city began reporting accrual information with the implementation of GASB Statement 34 in fiscal year 2002. In 2010, the city added airport services to governmental activities which had previously been accounted for as a business-type activity. In 2011, the city has moved Environmental taxes from program revenues to business-type activities. Fiscal Year In 2009, Community Development was seperated from Public works. For reporting purposes, Community development expenses and revenues are reported together in 2009 and prior years. Beginning in 2010, only Public works expenses and revenues are reported and Community Development data is combined with General government. 314 ---PAGE BREAK--- City of Farmington Fund Balances, Governmental Funds Last Ten Fiscal Years Schedule 3 (modified accrual basis of accounting) General Fund Fiscal Year Reserved Unreserved Nonspendable Unassigned Total 2003 2,256,852 $ 11,452,345 $ - $ - $ 13,709,197 $ 2004 2,000,000 12,126,852 - - 14,126,852 2005 3,393,756 13,069,276 - - 16,463,032 2006 4,138,050 14,594,072 - - 18,732,122 2007 4,386,101 12,808,778 - - 17,194,879 2008 4,439,851 8,187,413 - - 12,627,264 2009 4,160,353 7,311,344 - - 11,471,697 2010 4,307,676 8,623,808 - - 12,931,484 2011 - - 600,102 18,449,727 19,049,829 2012 - - 504,602 18,216,147 18,720,749 All Other Governmental Funds Fiscal Year Reserved Unreserved Restricted Committed Assigned Total 2003 421,521 $ 8,325,643 $ - $ - $ - $ 8,747,164 $ 2004 422,104 8,483,376 - - - 8,905,480 2005 283,833 12,415,332 - - - 12,699,165 2006 287,735 10,113,568 - - - 10,401,303 2007 310,848 10,293,948 - - - 10,604,796 2008 328,475 14,881,860 - - - 15,210,335 2009 81,902 14,721,397 - - - 14,803,299 2010 84,648 13,249,388 - - - 13,334,036 2011 - - 2,642,207 13,434,068 1,733,634 17,809,909 2012 - - 10,998,211 12,815,182 5,099,223 28,912,616 Source: City of Farmington CAFRs business-type activity. In 2011, the city implemented GASB Statement 54, which changed the classfications of fund balances in the governmental funds. Prior year amounts have not been restated for the implementation of Statement 54. In 2012, the city added Civitan Golf Course operations to governmental activities which had previously been accounted for as a business-type activity. Note: In 2010, the city added airport services to governmental activities which had previously been accounted for as a 315 ---PAGE BREAK--- City of Farmington Schedule 4 Changes in Fund Balances, Governmental Funds Last Ten Fiscal Years (modified accrual basis of accounting) 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Revenues Taxes 40,403,271 $ 41,936,943 $ 46,771,900 $ 53,932,065 $ 56,044,554 $ 58,848,446 $ 56,705,030 $ 48,954,845 $ 51,685,802 $ 56,484,330 $ Licenses and permits 605,478 602,971 819,869 951,280 765,694 794,169 618,877 693,743 606,378 671,676 Intergovernmental 1,869,860 2,674,803 2,238,291 2,929,307 2,600,396 3,623,207 4,242,763 8,318,076 9,686,922 5,320,909 Charges for services 978,022 1,170,531 1,365,408 1,840,336 1,637,437 1,769,334 1,749,034 2,557,192 2,506,687 2,849,685 Fines 1,403,928 1,602,721 1,418,646 1,133,053 1,222,171 1,341,297 1,431,718 1,491,288 1,171,028 1,183,536 Special assessments 72,337 61,327 46,859 36,370 39,943 18,591 6,667 600 1,970 22 Investment earnings 634,552 425,731 469,012 858,611 1,064,838 962,448 701,039 402,421 364,660 257,782 Miscellaneous 1,341,924 1,317,524 1,221,761 876,250 1,199,675 1,386,242 1,789,230 1,782,477 1,541,494 1,601,517 Total revenues 47,309,372 49,792,551 54,351,746 62,557,272 64,574,708 68,743,734 67,244,358 64,200,642 67,564,941 68,369,457 Expenditures Current General government 12,757,384 13,801,711 15,247,239 18,478,746 18,715,493 18,153,620 18,766,806 16,970,629 17,895,393 20,407,349 Police 10,359,890 10,690,905 10,647,826 12,606,701 14,678,179 15,536,666 14,636,567 14,588,008 14,892,808 15,709,376 Fire 4,719,878 5,416,395 5,097,630 5,872,350 7,265,724 8,298,829 8,654,998 8,281,693 8,279,658 10,068,829 Parks, recreation and cultural affairs 15,061,168 10,285,641 10,482,092 11,128,612 12,765,857 14,551,969 13,828,963 11,795,902 12,200,221 12,863,218 Community development 7,116,935 6,357,491 7,186,770 7,182,068 7,262,150 7,147,609 1,336,120 1,100,251 1,218,263 1,296,445 Public works - - - - - - 1,049,097 5,510,298 6,276,055 6,572,566 Debt service Principal 1,815,000 1,900,000 1,965,000 1,060,000 1,130,000 1,180,000 1,225,000 1,270,000 1,315,000 3,440,000 Interest 560,368 483,230 421,480 588,521 512,905 470,217 425,643 379,342 330,393 258,145 Capital outlay 1,505,876 1,722,060 4,653,660 6,844,613 4,924,265 4,787,620 10,807,397 9,425,646 4,580,112 6,927,790 Total expenditures 53,896,499 50,657,433 55,701,697 63,761,611 67,254,573 70,126,530 70,730,591 69,321,769 66,987,903 77,543,718 Excess of revenues over (under) expenditures (6,587,127) (864,882) (1,349,951) (1,204,339) (2,679,865) (1,382,796) (3,486,233) (5,121,127) 577,038 (9,174,261) Other Financing Sources (Uses) Operating transfers in 104,810 2,539,337 2,856,182 3,000,104 3,288,811 7,168,448 7,935,092 7,798,162 12,142,893 16,753,124 Operating transfers out (844,310) (1,098,484) (1,101,365) (1,824,537) (1,942,696) (5,747,728) (6,011,462) (2,686,511) (2,125,713) (8,002,626) Sale tax debt issuance - - 5,725,000 - - - - - - 11,197,390 Total other financing sources and uses (739,500) 1,440,853 7,479,817 1,175,567 1,346,115 1,420,720 1,923,630 5,111,651 10,017,180 19,947,888 Net change in fund balance (7,326,627) $ 575,971 $ 6,129,866 $ (28,772) $ (1,333,750) $ 37,924 $ (1,562,603) $ (9,476) $ 10,594,218 $ 10,773,627 $ Debt service as a percentage of noncapital expenditures 5.8% 5.4% 5.1% 3.3% 2.7% 2.6% 3.0% 2.8% 2.6% 5.4% Source: City of Farmington CAFRs Note: In 2009, the city separated public works from community development. In 2010, the city added airport services to governmental activities which had previously been accounted for as a business-type activity. In 2012, the city added Civitan Golf Course operations to governmental activities which had previously been accounted for as a business-type activity. Fiscal Year 316 ---PAGE BREAK--- City of Farmington Schedule 5 Electric Kilowatt Sales and Revenue Last Ten Fiscal Years Fiscal Year kWh Revenue kWh Revenue kWh Revenue kWh Revenue 2003 490,068,660 24,593,325 $ 351,385,467 30,891,854 $ 213,197,135 18,692,226 $ 1,054,651,262 74,177,405 $ 2004 504,889,336 28,194,450 362,458,230 31,193,172 221,192,493 18,937,000 1,088,540,059 78,324,622 2005 498,093,821 28,445,687 378,001,503 33,376,202 223,336,276 19,829,050 1,099,431,600 81,650,939 2006 537,362,745 26,418,370 415,275,503 34,213,205 236,844,321 19,789,570 1,189,482,569 80,421,145 2007 551,421,402 27,422,114 429,127,945 36,550,017 248,119,606 21,419,197 1,228,668,953 85,391,328 2008 512,182,632 28,575,487 439,341,791 39,610,098 262,763,630 23,886,685 1,214,288,053 92,072,270 2009 490,347,580 30,035,752 441,145,350 42,395,101 264,384,359 25,663,036 1,195,877,289 98,093,889 2010 417,626,366 25,322,092 433,338,579 40,087,647 272,352,709 25,726,777 1,123,317,654 91,136,516 2011 431,217,761 26,310,371 428,923,446 39,524,535 271,478,836 25,481,033 1,131,620,043 91,315,939 2012 449,719,960 27,120,532 435,918,516 40,833,661 274,403,890 25,778,554 1,160,042,366 93,732,747 Change 2003-2012 -8.2% 10.3% 24.1% 32.2% 28.7% 37.9% 10.0% 26.4% Source: Farmington Electric Utility System * Totals changed due to corrections made for classifications. Residential included Street Lighting, which should be included with Commercial. Industrial included Wholesale but was taken out. Wholesales is not included in any of the totals. Total * Industrial * Commercial * Residential 317 ---PAGE BREAK--- City of Farmington Schedule 6 Electric Rates by Customer Type As of June 30, 2012 Type of Customer Industrial (Bulk Power) $7.00/kW for demand charge $0.040/kWh first 500 per kW of billing demand is the energy charge $0.0310/kWh for all energy in excess of 500 per kW of billing demand Commercial General Service $4.50 Customer charge $0.0875/kWh first 400 kWh $0.0865/kWh additional kWh Large General Service $7.75/kW for demand charge $0.0540/kWh first 500 per kW of billing demand is the energy charge $0.040/kWh for all energy in excess of 500 kWh per kW of billing demand Residential $3.00 Customer charge $0.08/kWh first 200 kWh $0.0765/kWh additional kWh Street Lighting $7.75 100 W sodium 7/94 $11.75 100 W sodium 8/94 $14.00 250 W sodium 7/94 $14.75 250 W sodium 8/94 $7.75 175 W mercury $14.00 400 W mercury Source: Farmington Electric Utility System 318 ---PAGE BREAK--- City of Farmington Schedule 7 Electric Principal Revenue Payers Current Year and Nine Years Ago Percentage of Percentage of r Revenue Rank Revenue Revenue Rank Revenue Enterprise Field Services / EPFS 20,614,851 $ 1 21.99% 19,070,400 $ 1 25.71% Transwestern Pipeline / Enron 4,524,308 2 4.83% 1,748,596 4 2.36% Val Verde Gas Gathering, LP 2,994,207 3 3.19% - - - Praxair, Inc. 1,697,422 4 1.81% - - - San Juan Regional Medical Center 1,676,415 5 1.79% 936,332 6 1.26% ConocoPhillips / Burlington Resources Oil & Gas 1,243,282 6 1.33% 1,414,254 5 1.91% Wal-Mart/Sam's Club 1,056,915 7 1.13% 669,616 9 0.90% Western Refining Southwest, Inc. 999,972 8 1.07% 2,146,514 3 2.89% San Juan College 914,150 9 0.98% 832,345 7 1.12% Farmington Municipal Schools 903,263 10 0.96% 787,585 8 1.06% Duke Energy Field Services - - - 5,472,360 2 7.38% Animas Valley Mall - - - 470,826 10 0.63% Total 36,624,785 $ 39.07% 33,548,828 $ 45.23% Source: Farmington Electric Utility System 2012 2003 319 ---PAGE BREAK--- City of Farmington Schedule 8 Tax Revenues by Source, Governmental Funds Last Ten Fiscal Years Fiscal Year Gross Receipts Tax Property Tax Franchise Tax Other Taxes Total Taxes 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 2012 50,432,706 1,743,435 2,325,998 1,982,191 56,484,330 Change 2003-2012 43.5% 87.4% -10.6% 14.9% 39.8% Source: City of Farmington CAFRs Note: Prior to 2004, Payment in Lieu of Taxes (PILT) was reported in the Franchise Tax category. From 2004 to 2011, PILT was reported as an interfund transfer. Beginning in 2012, Electric PILT is included in Franchise Tax, while Water and Wastewater PILT are still reported as an interfund transfer. 320 ---PAGE BREAK--- City of Farmington Schedule 9 Taxable Gross Receipts by Industry Last Ten Fiscal Years (in thousands) Ending June 30 2003 2004 2005 2006 2007 2009 2010 2011 2012 Agriculture 2,002 $ 2,461 $ 2,726 $ 2,769 $ 3,325 $ 3,284 $ (2,519) $ 609 $ 612 $ 566 $ Mining 108,454 122,936 133,973 192,806 222,893 185,838 163,216 113,859 121,889 118,975 Construction 98,292 90,069 118,025 142,174 124,428 121,996 157,749 117,169 109,321 102,464 Manufacturing 27,001 33,015 50,656 78,377 69,509 86,755 79,094 57,270 73,713 119,218 Trans/Comm/Utility 24,178 15,481 20,096 33,026 26,547 32,545 30,259 24,207 22,033 18,627 Wholesale Trade 76,836 85,158 113,951 160,468 197,225 164,098 163,014 99,166 97,962 104,251 Retail Trade 668,134 653,535 673,785 634,152 717,121 753,122 772,111 675,796 676,094 683,041 Information and Cultural - 25,225 44,094 43,293 51,774 51,018 53,838 55,436 57,180 65,236 Finance/Ins/Real Estate 21,467 20,539 21,001 26,338 30,878 34,686 33,594 39,232 46,227 32,194 Services 365,245 464,410 507,610 506,892 537,818 580,933 601,162 502,840 579,917 597,330 Government - 2,240 1,920 - - - - - - - Unclassified 75,713 35,955 40,682 39,669 1,486 14,923 8,359 8,883 6,880 14,612 Undisclosed 33,493 30,835 28,708 26,503 26,258 28,647 31,054 28,235 29,402 28,629 Total 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 $ 1,885,143 $ 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 Note: 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 FY2004, 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. 321 ---PAGE BREAK--- City of Farmington Schedule 10 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 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% 2012 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. 322 ---PAGE BREAK--- City of Farmington Schedule 11 Taxable Gross Receipts Payers by Industry Current Year and Nine Years Ago Ending June 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 3 0.11% 566 $ 0.03% 5 0.18% 2,002 $ 0.13% Mining 60 2.15% 118,975 6.31% 68 2.49% 108,454 7.23% Construction 255 9.14% 102,464 5.44% 243 8.91% 98,292 6.55% Manufacturing 119 4.26% 119,218 6.32% 78 2.86% 27,001 1.80% Trans/Comm/Utility 36 1.29% 18,627 0.99% 54 1.98% 24,178 1.61% Wholesale Trade 183 6.56% 104,251 5.53% 173 6.34% 76,836 5.12% Retail Trade 632 22.64% 683,041 36.23% 672 24.63% 668,134 44.52% Information and Cultural 85 3.05% 65,236 3.46% - 0.00% - 0.00% Finance/Ins/Real Estate 123 4.41% 32,194 1.71% 94 3.45% 21,467 1.43% Services 1,265 45.32% 597,330 31.69% 1,052 38.56% 365,245 24.34% Unclassified 27 0.97% 14,612 0.78% 282 10.34% 75,713 5.04% Undisclosed 3 0.11% 28,629 1.52% 7 0.26% 33,493 2.23% Total 2,791 100.00% 1,885,143 $ 100.00% 2,728 100.00% 1,500,815 $ 100.00% Source: State of New Mexico Department of Taxation & Revenue distribution reports Note: 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 2012 Fiscal Year 2003 323 ---PAGE BREAK--- City of Farmington Schedule 12 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 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% 2012 662,894,115 503,391,149 66,717,175 224,872,472 1,008,129,967 1.431 2.225 3,027,417,318 33.3% Source: San Juan County Assessor's Office 324 ---PAGE BREAK--- City of Farmington Schedule 13 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 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 2012 1.431 - 1.431 1.360 6.326 9.751 3.162 0.420 22.450 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 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 2012 2.225 - 2.225 1.360 8.500 9.924 4.500 0.420 26.929 Source: San Juan County Assessor's Office City of Farmington Residential Direct Rates City of Farmington Nonresidential Direct Rates Overlapping Rates Overlapping Rates 325 ---PAGE BREAK--- City of Farmington Schedule 14 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 ssessed Value Rank Assessed Value Animas Valley Land and Water 17,422,215 $ 1 1.7% - $ - - Animas Valley Mall, LLC 9,962,605 2 1.0% 35,220,222 1 5.6% San Juan Regional Medical Center 4,186,125 3 0.4% - - - Plaza Farmington II LLC 3,822,249 4 0.4% 8,081,570 7 1.3% Burlington Resources Oil and Gas LP. 3,539,468 5 0.4% 17,417,579 5 2.7% Wal-Mart/Sam's Club 3,470,547 6 0.3% 11,425,089 4 1.8% San Juan Development Corporation 3,277,233 7 0.3% - - - Dugan Production Corp 2,861,314 8 0.3% - - - Lowe's Home Centers, Inc. 2,714,829 9 0.3% - - - Sierra Vista Hotels LLC 2,689,305 10 0.3% - - - Qwest Corp. - - - 20,253,196 2 3.2% Alltel - - - 11,777,894 3 1.9% SW Farmington Incorporated (The Inn) - - - 8,810,983 6 1.4% Fleet Capital Corp. - - - 7,047,646 8 1.1% Henry Production - - - 6,738,572 9 1.1% Hwy 550 LLC - - - 6,337,255 10 1.0% Total 53,945,890 $ 5.4% 133,110,006 $ 21.0% Source: San Juan County Assessor 2012 2003 326 ---PAGE BREAK--- City of Farmington Schedule 15 Property Tax Levies and Collections Last Ten Calendar Years Fiscal Year Ended June 30, Taxes Levied for the Fiscal Year Amount Percentage of Levy Collections in Subsequent Years Amount Percentage of Levy 2002 924,261 $ 874,028 $ 95% 50,230 $ 924,258 $ 100% 2003 960,169 926,305 96% 33,861 960,166 100% 2004 1,019,868 982,868 96% 36,966 1,019,834 100% 2005 1,095,869 1,055,826 96% 39,962 1,095,788 100% 2006 1,196,735 1,158,836 97% 37,598 1,196,434 100% 2007 1,307,275 1,257,590 96% 49,319 1,306,909 100% 2008 1,411,271 1,363,140 97% 46,273 1,409,413 100% 2009 1,482,596 1,415,035 95% 60,576 1,475,611 100% 2010 1,626,344 1,568,062 96% 37,370 1,605,432 99% 2011 1,701,071 1,641,482 96% - 1,641,482 96% Source: San Juan County Treasurer Note: 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. In 2012, this schedule was updated to show information for each "period for which levied" as defined in Statement 33. Collected Within the Fiscal Year of the Levy Total Collections to Date 327 ---PAGE BREAK--- City of Farmington Schedule 16 Ratios of Outstanding Debt by Type Last Ten Fiscal Years General Bonded Debt Fiscal Year General Obligation Bonds Percentage of Actual Taxable Value of Property Per Capita Sales Tax Revenue Bonds NMFA Fire Pumper Loan Utility Revenue Bonds NMED Loan NMFA Loan Capital Leases Total Primary Government Percentage of Personal Income Per Capita 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 2012 - N/A N/A 13,895,000 475,426 4,045,000 10,765,125 1,054,844 - 30,235,395 2.0% 668 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 Governmental Activities 328 ---PAGE BREAK--- City of Farmington Schedule 17 Direct and Overlapping Governmental Activities Debt As of June 30, 2012 Governmental Unit Debt Outstanding Estimated Percentage Applicable E timated Share of Direct and Overlapping Debt San Juan County - $ 30.320% - $ Farmington Public Schools 53,578,102 100.000% 53,578,102 San Juan College 16,858,679 30.322% 5,111,889 Subtotal Overlapping Debt 58,689,991 City direct debt 13,895,000 Total direct and overlapping debt 72,584,991 $ Source: Debt amounts are provided by each governmental unit. Note: Overlapping governments are those that coincide, at least in part, with geographic boundaries of the city. This schedule estimates the portion of the outstanding debt of those overlapping governments that is borne by the property taxpayers of the City of Farmington. This process recognizes that, when considering the government's ability to issue and repay long-term debt, the entire debt burden borne by the property taxpayers should be taken into account. However, this does not imply that every taxpayer is a resident, and therefore responsible for repaying the debt, of each overlapping government. 329 ---PAGE BREAK--- 330 ---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. 331 ---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. 332 ---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 (GAAP): 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 (JPA): 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. 333 ---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 takes 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. 334 ---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 CH2MHill CH2MHill OMI, Inc. 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 335 ---PAGE BREAK--- DHL Dasley, Hillblom, and Lynn, Freight Company 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 336 ---PAGE BREAK--- GPS Global Positioning System 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 Authority 337 ---PAGE BREAK--- MS4 Municipal Separate Storm Sewer System 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 338 ---PAGE BREAK--- PSA Public Service Announcement 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 339 ---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 221 Red Apple Transit Grant 222 General Governmental Grants 223 CDBG Grant 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 Public Works Grant Projects Fund 408 Governmental Capital Projects Fund 409 Airport Grants Fund 411 Metro Redevelopment Authority 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 340 ---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. Red Apple Grant This fund is used to account for revenue and expenses related to the Red Apple Transit grant as awarded by the Federal Transit Administration. 341 ---PAGE BREAK--- General Governmental Grants This fund is used to account for revenue and expenses related to a variety of grants received by the City of Farmington including the Metropolitan Planning Organization (MPO) and DWI Detox Facility grants. These grants were reclassified from the general fund in order to better reflect true operating expenses. CDBG Grant This fund is used to account for revenue and expenses related to the Community Development Block (CDBG) Grant. This grant was accounted for in the 401-Capital Projects fund prior to FY14. In order to increase transparency, this grant was segregated into a separate fund. 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. 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: 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. Prior to FY14, the CDBG program was also included in this fund. 342 ---PAGE BREAK--- 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. Metropolitan Redevelopment Authority Fund This fund is used to account for the various activities of the Metropolitan Redevelopment Authority (MRA). 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. 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 Pinon Hills Golf Course. Prior to FY12, Civitan Golf Course was accounted for in this fund. In FY12, Council moved the Civitan Golf Course operations into the general fund. INTERNAL SERVICE FUNDS: Health Insurance Fund This fund is used to account for the City's self insurance for employee health insurance claims. 345 ---PAGE BREAK--- 346