Distinguished Budget Award Table of Contents 2004 - 2005 Annual Budget Adopted August 3, 2004 Distinguished Budget Award The Government Finance Officers Association of the United States and Canada presented an award for Distinguished Budget Presentation to the Town of Gilbert for its annual budget for the fiscal year beginning July 1, 2003. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to determine eligibility for another award. Table of Contents INTRODUCTORY SECTION Budget Message.............................................. i Key Officials and Staff .................................... 1 Organization Charts........................................ 2 Corporate Vision, Mission, Values.................. 4 Strategic Goals ............................................... 5 General Plan Vision........................................ 7 Continuous Quality Improvement Model ........ 8 Community with Character ............................. 9 Gilbert Facts ................................................. 10 Fund Structure .............................................. 12 Budget Process ............................................ 14 Budget Calendar........................................... 16 Financial Policies .......................................... 17 FINANCIAL OVERVIEW Source and Use of Funds............................. 19 Fund Balances.............................................. 20 Revenue Summary....................................... 22 Revenue Detail ............................................. 23 Expenditure Summary .................................. 34 Expenditure Detail ........................................ 35 Revenue Sources ......................................... 43 Property Tax Rates....................................... 51 GENERAL FUND General Fund Summary ............................... 53 Management and Policy................................ 55 Mayor and Council........................................ 57 Town Manager.............................................. 59 Town Clerk.................................................... 61 Finance ......................................................... 63 Technology Services .................................... 65 Personnel...................................................... 67 Legal and Court.............................................. 69 General Counsel........................................... 71 Prosecutor .................................................... 73 Municipal Court............................................. 75 Community Development ............................. 77 Economic Development................................ 79 Planning ....................................................... 81 Building Safety.............................................. 83 Engineering................................................... 85 Police Department ......................................... 87 Professional Standards ................................ 89 Patrol Services.............................................. 91 Support Services .......................................... 93 Counseling Services..................................... 95 Investigations................................................ 97 Special Operations ....................................... 99 Fire Department............................................101 Fire Operations ...........................................103 Fire Prevention............................................105 Public Works ................................................107 Field Operations Administration..................109 Facilities Maintenance ................................111 Mosquito Control.........................................113 Utility Locates..............................................115 Leisure Services...........................................117 Parks and Open Space...............................119 Aquatics ......................................................121 Recreation Centers.....................................123 Recreation Programs..................................125 Culture and Arts ..........................................127 Other General Fund .....................................129 Contracted Services ...................................129 Emergency Operations Center ...................130 Transportation.............................................130 Social Services ...........................................131 Non-Departmental ......................................131 ENTERPRISE FUNDS Enterprise Funds Summary ........................133 Water .............................................................135 Water Conservation ....................................137 Water Production ........................................139 Water Distribution .......................................141 Water Metering ...........................................143 Wastewater ...................................................145 Wastewater Collection ................................147 Wastewater Plant Operations .....................149 Wastewater Reclaimed...............................151 Wastewater Quality.....................................153 Solid Waste...................................................155 Solid Waste Residential..............................157 Solid Waste Commercial ............................159 Irrigation........................................................161 STREET FUND Street Fund Summary.................................163 Street Maintenance.....................................165 Traffic Control .............................................167 Right of Way Maintenance..........................169 Table of Contents INTERNAL SERVICE FUNDS Internal Service Funds Summary ............... 171 Fleet Maintenance ...................................... 173 Copy Services............................................. 175 Health Self Insurance ................................. 177 CAPITAL IMPROVEMENTS Capital Improvements Summary ................199 Capital Improvement Listing .......................200 Capital Improvement Descriptions..............203 DEBT SERVICE SPECIAL REVENUE Special Revenue Funds Summary ............. 179 Redevelopment........................................... 181 CDBG/HOME.............................................. 183 System Development Fees ........................ 185 Grants ......................................................... 187 Riparian Program........................................ 189 Special Districts .......................................... 191 Other Agency.............................................. 193 REPLACEMENT FUNDS Replacement Funds Summary ................... 195 Replacement Funds Detail ......................... 196 Debt Service Summary...............................213 Debt Service Detail .....................................214 APPENDIX Personnel Detail..........................................219 Capital Outlay .............................................241 Glossary/Acronyms.....................................244 Introductory Section __________________________________ Budget Message Key Officials and Staff Organizational Charts Corporate Vision, Mission, Values Strategic Goals General Plan Vision Continuous Quality Improvement Model Community with Character Gilbert Facts Fund Structure Budget Process Budget Calendar Financial Policies Budget Message August 3, 2004 Honorable Mayor, Councilmembers and the Gilbert Community: I respectfully transmit the budget for the Town of Gilbert for the July 1, 2004 to June 30, 2005 fiscal year, as required by the Code of Gilbert. The adopted budget totals approximately $488.6 million of which the largest components include $160.5 million for operating budgets and $223.1 million for the capital projects. The budget includes a personnel increase of 89 net positions compared to FY04 adopted budget. Additional personnel includes 63 positions in Police, 15.75 in Fire, 4.5 in Streets, and 5 in Technology Services. This is offset by reductions in personnel in other departments. ECONOMIC ENVIRONMENT AND ASSUMPTIONS The budget is based upon forecasts that include the growth rate continuing at the same pace for the foreseeable future. Arizona’s Economy, July 2004, published by the ASU Eller College of Business and Public Administration, states “The economy has entered a period of rapid growth. Both 2004 and 2005 promise to bring the fastest growth in a decade”. Gilbert’s growth is reflected in that the average number of single family home permits issued from January to June, 2004, exceeded 450 per month. Major retail developments are underway that include two Vestar Power Centers that will showcase over 1.4 million square feet in combined retail space. Westcor Development Partners has also announced plans to construct a regional mall which is expected to be completed by 2007. Work also continues on the development of Gilbert’s first retail auto complex which will include a 128 acre multi-dealer auto mall that is expected to open its first dealership in 2006. Approximately 47% of General Fund expenditures are supported by local sales tax revenue. Local sales tax revenue is comprised of 43% retail, 25% construction, and all other at 32%. It is anticipated that the retail sector will continue to expand and provided significant increases in sales tax revenues. Single-family residential construction continues to be the significant driver of the service workload for the Town. Our plan assumes, on average, in excess of 300 single-family permits per month. This activity and its rate of growth are influenced more by federal interest rate policy and regional development patterns than local issues. The conditions that gave rise to and support residential growth are predicted to remain stable over the next year. Gilbert issued 4,768 single-family home permits in FY 2003-04. Total value of all new construction, including commercial, was $1.004 billion, compared to $745.1 million in FY 2002-03. The FY 2004-05 budget also is built on the assumption that Gilbert will experience a higher rate of non-residential construction activity from the previously mentioned commercial development projects. In summary, the economic conditions in the community continue to improve. However, there is an imbalance at this point in terms of the current sales tax revenue generation and the ability to maintain staffing levels to meet the current level as we continue to add about 1,000 persons per month to our population base. i Budget Message BUDGET PROCESS The Code of Gilbert requires the Manager to develop and present an annual budget to the Council. The budget is developed using a shared leadership collaborative process. The Executive Team, consisting of the Manager and Department Directors, reviews the financial projections and requests given the boundaries and priorities established by the Council. A balanced preliminary budget is then presented to the Council for consideration and approval. Gilbert is continuing its effort to move toward a long-term decision making process which recognizes the consequences of funding decisions over a five year time frame, and matches decisions within forecast resources. While budgets will continue to be adopted in an annual format, the consequences of funding additional personnel or capital projects will be incorporated and evaluated in the long term planning model, rather than just the traditional annual budget balancing view. This budget year included a Council initiated process which formed three Council sub-committees were tasked with reviewing minimum service standards and service levels for Fire, Police, and Parks and Recreation. The work of these Sub-Committees was presented to the Town Council in January, 2004. Major results of that process included the establishment of minimum staffing of 1.1 police officers per thousand population ratio and a 4 minute response time for the Fire Department. The Parks and Recreation recommendations indicated a need to transform the planned traditional service model to one which recognizes the presence of private facilities and services designed to meet the community needs in a partner focused relationship. In addition, the following general budget boundaries were set: 9 Maintenance of existing service response levels in non public safety areas 9 Base budgets were generally prepared through the use of a resource constrained model, meaning that budgets were to be prepared constrained within currently available resources, rather than automatically trying to maintain service levels that would require additional resources 9 No change in sales or property tax rates 9 Travel, training, and other discretionary expenses were to be limited to mission critical activities 9 Departments were requested to review operations and institute process efficiencies, cost cutting programs, and revenue enhancement opportunities 9 A standard rate and schedule was used for replacement vehicles and equipment The Executive Team met and finalized the budget recommendation. The Council reviewed the recommendation and suggested changes. This budget represents a consensus document developed by the Executive Team and approved by Council. MAJOR PROGRAM HIGHLIGHTS/CHANGES ¾ The General Fund budget includes staffing increases in Police, Fire, Technology Services, Community Development, Prosecutor and Court. ¾ The property tax rate to support general obligation bond debt remained at $1.15. ¾ Community Development fees/Building Permit fees paid by development are projected to increase by $1,763,090 based on single-family home permits of 300 per month, increases in commercial development, and fee increases. ¾ Maintenance of an undesignated fund balance of 10% of expenditures ($7,800,000) for the General Fund. ii Budget Message ¾ Street operations include a revenue increase of 3%, continued allocation of $2,500,000 to maintain street maintenance activities, and an increase of 4.5 full time positions for street sweeping, traffic signal and right of way maintenance. ¾ Residential solid waste operations include revenue increases of 10% from FY04 projected due to an increasing customer base. Commercial solid waste operations include a budget that reflects a 1% increase in customers and planned reductions in operating expenditures. ¾ Water operations include a revenue increase of 7% from FY04 projected due to an increasing customer base. Major increases in expenditures are a result of increases in the cost of purchased water due to drought conditions and increased funding for capital projects. ¾ Wastewater included a 5% rate increase in addition to planned growth, to recover increased operating costs and long term requirements. ¾ Replacement funds for major infrastructure are included for the Water and Wastewater Funds. REVENUES The sources of funds reflected in the budget totals just over $604.2 million, the major components of which are reflected in the table below: 2002-03 Actual GENERAL FUND ENTERPRISE OPERATIONS $ 65,175,369 2003-04 Adopted $ 65,040,220 2003-04 Revised $ 71,500,180 2004-05 Adopted $ 76,051,760 35,960,565 39,938,370 50,154,882 53,355,170 3,389,933 8,331,800 8,395,370 9,180,500 STREETS FUND 12,038,431 12,519,970 12,650,480 12,889,260 SPECIAL REVENUE FUNDS 40,686,160 31,997,720 49,064,060 44,199,110 CAPITAL IMPROVEMENTS 72,841,950 199,070,030 108,622,070 220,722,420 DEBT SERVICE 14,201,131 16,660,320 19,748,870 21,702,600 875 1,000 350 300 $ 244,294,414 $ 373,559,430 $ 320,136,262 $ 438,101,120 $ 142,267,743 $ 462,404,005 $ 166,140,309 $ 604,241,429 INTERNAL SERVICE TRUST ACCOUNTS GRAND TOTAL REVENUE CARRY OVER FUNDS TOTAL SOURCES A brief description of the activities and changes in each area follows: General Fund The total General Fund increased by $11 million or 17%. Sales tax accounts for 46% of the increase with other major increases in Community Development Fees and Police Fines. Increases in sales tax revenue are generally attributable to expansion of Gilbert’s retail sector as well as continued population growth. Enterprise Operations Gilbert operates Water, Wastewater, and Solid Waste Services that are all categorized as enterprise operations. In these areas, the various user fees and charges for service are structured to assure that all direct and indirect costs are recovered. Revenue growth in these funds is primarily attributable to an expanding customer base except for Wastewater Fund where a 5% increase is programmed. iii Budget Message Internal Services The internal service operations include Equipment Maintenance, Copy and Printing services and the Self Insured Health Fund. These funds are structured to recover 100% of the costs through charges to internal departments. Streets Fund The Streets Fund is totally reliant on stated shared gasoline tax, vehicle license tax and lottery fund revenues. These proceeds are estimated to increase $369,290 in FY 2004-05. Special Revenue Special revenue includes Grant Funds, System Development Fees, as well as Special Districts. The Community Development Block Grant portion of the Grants Funds reflects a significant decrease due to the completion of two large projects. System development fees are planned to increase from $24 million in FY 2003-04 to $37 million in FY 2004-05. Special Districts include secondary property tax receipts, through levies for the Street Light Improvement and Parkway Maintenance Improvement Districts. Those levies are established annually by separate resolution of the Council to meet the maintenance and operating costs of those districts. Capital Improvements This revenue is primarily general obligation and MPC Wastewater bond proceeds, transfers from system development fees, and any grants and contributions for the construction of major public infrastructure. The most significant increase in FY 2004-05 is for the Greenfield Wastewater Treatment Plant improvements and the San Tan Freeway park basin projects. The other major element of Capital Improvements is the reservation for the Improvement District Reserve. This is budgeted on a contingency basis in the event a developer wishes to use this mechanism to construct public infrastructure for future development. Once debt is issued for Improvement Districts it is reported under the Debt Service section of the budget. Debt Service The revenue in this area is primarily property taxes for the general obligation bond debt, but also includes transfer revenue from the Streets Fund for highway user revenue bond repayments. Also included in the Debt Service is Improvement District debt. There are presently three improvement districts repaid semi-annually from assessments to the befitted property owners. Trust Accounts The only account with planned revenues and expenditures is the Volunteer Fire Pension Fund, which relies on investment income to meet the needs of the remaining retired volunteers. The Summary Financial Section provides additional information on revenues. EXPENDITURES Total adopted budget includes expenditures that exceed $488.6 million. The budget includes an allocation of $160.5 million that is devoted to support daily operations and services or 33% of the total. iv Budget Message The remaining $328.1 million reflects expenditures for debt, capital projects, maintenance districts, grants, and trust accounts. The following table shows the breakdown of expenses by fund: 2002-03 Actual GENERAL FUND ENTERPRISE OPERATIONS $ 64,112,705 2003-04 Adopted $ 32,777,137 69,130,270 51,445,730 2003-04 Revised $ 73,747,962 44,314,907 2004-05 Adopted $ 77,559,400 59,531,250 INTERNAL SERVICE 3,511,357 7,984,520 7,903,125 8,694,360 STREETS FUND 9,178,344 19,546,130 16,455,510 14,605,040 30,756,497 58,527,550 36,054,297 81,664,340 CAPITAL IMPROVEMENTS 87,880,349 194,793,190 101,952,130 223,083,420 DEBT SERVICE 12,880,661 12,671,510 15,833,365 23,496,290 2,500 $ 241,099,550 3,600 $ 414,102,500 2,400 $ 296,263,696 2,400 $ 488,636,500 SPECIAL REVENUE FUNDS TRUST ACCOUNTS GRAND TOTAL EXPENSES General Fund General Fund expenditures are planned to increase by $ 8.4 million over the FY 2003-04 Adopted Budget. The majority of this increase is a result of $5.4 million to the Police Department and $1.7 million to the Fire Department. Community Development increases also account for $1.4 million for additional personnel and contractual requirements. Enterprise Operations Expenditures on the Water, Wastewater and Solid Waste Funds are expected to grow by $8.1 million due to the service requirements of additional customers, as well as non-growth related funding transfers to pay for capital projects. Internal Services The expenditure increases in this area are primarily attributed to the funding of the Self Insured Health Fund. Streets Fund The $4.9 million decrease in expenses is related to a decrease of $5.7 in transfers for capital projects which is partially offset by increases related to the addition of 4.5 new positions. Special Revenue The most significant area of increased expense is the funding transfers for system development fee related projects ($24.9 million). Capital Improvements The increased expenditures from $195 million to $223 million are primarily for construction of the Greenfield Wastewater Treatment Plant and the Santan Freeway retention basins. The major costs of the street improvements in preparation for the Santan Freeway were already included in the FY 200304 budget. v Budget Message Debt Service As previously discussed, it is anticipated that both general obligation bonds and WRMPC bonds which will increase the planned repayment expenses in the Debt Service Fund. Trust Accounts These expenses relate to the Town’s continuing obligation to pay benefits to the remaining volunteer fire pensioner. There is a complete summary financial section which follows this message. This additional level of explanation and further documentation of the performance in major programs follows in the detailed section of this budget document. The Summary Financial Section provides additional information on expenditures. PERSONNEL Personnel services represent 48% of the total operating budget (less interfund transfers). In 2002, Gilbert completed a comprehensive classification and compensation study which was implemented in FY 2002-03. In FY 2003-04 the Town implemented a results based compensation system. Budget discussions for FY 2004-05 included further improvements to the system to address wage compaction issues, however, due to funding limitations no additional changes to the compensation structure were implemented. In FY 2004-05 salary changes included a 2% market adjustment and a maximum 4% merit adjustment for most employees. The following table shows the total full time equivalent breakdown by program area: 2003-04 Adopted GENERAL FUND Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services TOTAL GENERAL FUND ENTERPRISE OPERATIONS STREETS INTERNAL SERVICE OTHER SPECIAL REVENUE TOTAL TOWN POSITIONS 81 27.97 89.15 211 105.75 28.5 107.89 651.26 135.5 40.5 19 19.71 865.97 2003-04 Revised 82.5 31.25 91.65 269 110.75 25.5 108.95 719.6 136.5 40.5 19 4.71 920.31 2004-05 Adopted 86.5 31.5 93.65 274 121.5 26 106.89 740.04 144 45 21 4.5 954.54 A detailed listing of positions and staffing levels by responsibility center and position is found in the Appendix of this document. vi Budget Message The following bar chart shows the relationship of the number of employees per 1,000 residents over the past four years: FTE Per 1,000 Population 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted FUNDING CHALLENGES It will be a continuing challenge to balance the revenues generated by growth with the increasing service demands that growth will create. Because retail sales tax revenues support such a significant portion of the budget, stability and expansion of this revenue source is a critical component of Gilbert’s future. The Council has been proactive in establishing system development fees to pay for infrastructure related to serving the continued growth of the community. These fees, however, only pay for capital construction, not for ongoing operation and maintenance costs. Citizens moving to Gilbert have service expectations and experiences in other communities which use different funding sources and have different priorities than those chosen by Gilbert. A previous Community Working Group analyzed the predicament before recommending the last sales tax increase in 2000, and fairly stated this dilemma in their finding that Gilbert needed to focus on its core services, and wait for maturity to meet other needs or interests. LOOKING AHEAD The Town continues to work with the Arizona Department of Transportation (ADOT) on the construction of the Loop 202 Santan Freeway through Gilbert. The initial utility relocation phases of construction have been completed and major work on the freeway is underway with anticipated completion in 2006. The freeway and its timely completion are vital to our future as well as the continued development of the power centers, regional mall site, and the auto-mall. Our future financial model anticipates significant tax generation opportunities in the development and build out along the freeway corridor. Without the regional mall and related intensive retail development along the freeway, our plan to use only sales tax to pay for ongoing services will be impossible. To effectively and efficiently meet the reasonable service expectations of our customers, the organization remains committed to the principles of Continuous Quality Improvement (CQI). Specific vii Budget Message training is provided for new and existing employees to further implement these principles and processes to move toward the ultimate goal of CQI being “the way we do business”. The program is celebrating its tenth year and is considered as one of the contributing factors why staff has been able to keep pace with the growth of the community and to manage the services that the growing population requires. The results and successes of this effort can be tracked on an ongoing basis in the Your Town newsletter and our Website, www.ci.gilbert.az.us. APPRECIATION The Council participation in expressing, developing and confirming goals and objectives, as well as understanding the complex and competing requirements of this rapidly changing organization is appreciated. Departments spent many hours developing their operating plans, including goals, objectives and financial requirements. Without their continued dedication, this process and the improvement of the budget document to be a guide in our management of services to the community would not be possible. The Executive Team continues to develop their understanding of the roles and responsibilities we share to the organization and community. The recognition by the Government Finance Officers of the United States and Canada of this document as a communication tool reinforces its purpose and effectiveness. The continued commitment by Marc Skocypec, Diane Archer and Laura Lorenzen to provide an accurate, effective document is also acknowledged. Respectfully, George A. Pettit Manager viii Key Officials and Staff The Town was incorporated July 6, 1920 and operates under the Council-Manager form of government. Six council members are elected at large to four-year staggered terms. The Mayor is a member of the Council, directly elected by the voters for a four-year term. The Mayor is a chief executive officer of the Town and chairperson of the Council. The Town Manager is appointed by the Council to administer through fourteen department directors and approximately 940 employees. MAYOR AND COUNCIL Mayor ---------------------------------------------------------- Steven M. Berman Vice-Mayor ---------------------------------------------------Donald L. Skousen Councilmember ----------------------------------------------- David W. Crozier Councilmember ---------------------------------------------------Larry Morrison Councilmember ----------------------------------------------David C. Petersen Councilmember -----------------------------------------------------Les Presmyk Councilmember -------------------------------------------------------- Steve Urie EXECUTIVE TEAM Town Manager --------------------------------------------------George A. Pettit Assistant Town Manager ---------------------------------- Marc A. Skocypec Parks and Recreation Director --------------------------------Maury Ahlman Town Prosecutor -----------------------------------------------------Lynn Arouh Police Chief ------------------------------------------------------ John C. Brewer Fire Chief -------------------------------------------------------------Collin DeWitt Public Works Director --------------------------------------------- Lonnie Frost Personnel Director --------------------------------------- Ann Moeding-Evans Building and Code Compliance Director------------------------ Ray Patten Presiding Judge---------------------------------------------- David Lee Phares Planning Director ------------------------------------------------ Jerry Swanson Town Clerk -------------------------------------------- Catherine A. Templeton Economic Development Director ------------------------ Gregory M. Tilque Technology Services Director ------------------------------- Shawn Woolley Finance Director ------------------------------------------------------------Vacant -1- Advisory Organizational Chart CITIZENS OF GILBERT MAYOR AND COUNCIL Town Clerk Town Manager Municipal Court Town Attorney ADVISORY BOARDS AND COMMISSIONS Arts Advisory Board Human Relations Commission Building and Construction Board of Appeals Industrial Development Authority Community Activities Board Mayor’s Youth Advisory Board Design Review Board Parks and Recreation Advisory Board Economic Development Advisory Board Planning and Zoning Commission Fire Appeals Board Police Pension Board Fire Pension Board Public Facilities Municipal Property Corporation Gilbert Educational Access Governing Board Redevelopment Commission Health Insurance Trust Water Resources Municipal Property Corporation -2- Organizational Report Chart TOWN MANAGER ASSISTANT TOWN MANAGER MANAGEMENT AND POLICY DEPUTY TOWN MANAGER PUBLIC SAFETY PUBLIC WORKS FINANCE POLICE PUBLIC WORKS FIELD OPS TECHNOLOGY SERVICES FIRE FACILITIES MAINTENANCE FLEET MAINTENANCE PERSONNEL LEISURE SERVICES COMMUNITY DEVELOPMENT PARKS AND OPEN SPACE ECONOMIC DEVELOPMENT RECREATION PLANNING CULTURE AND ARTS BUILDING SAFETY PROGRAM SUPPORT ENGINEERING STREETS ENTERPRISE OPERATIONS LEGAL PROSECUTOR -3- Corporate Vision, Mission, Values OUR CORPORATE VISION Our vision is for Gilbert employees to be recognized by all we serve and work with for being honest, caring individuals: ∼ ∼ ∼ ∼ ∼ who work hard and work smart; who are worthy of public trust and are worthy of the respect and trust of fellow employees; who provide prompt and courteous service on a cost effective basis; who are empowered to resolve problems quickly; who work in harmony with the goals and policies of their elected leaders and support the Community’s vision for the future; ∼ who do their best to satisfy every reasonable request for assistance, always striving for better ways to serve. OUR CORPORATE MISSION To provide superior municipal services which enhance quality of life, foster positive business relations, and maintain a safe environment in an atmosphere of fairness and trust. OUR CORPORATE VALUES Service Excellence We are committed to providing affordable, high quality municipal services which meet the reasonable needs of our customers. Protection We are committed to protect Gilbert’s quality of life and the individual rights of our residents. Fairness We will treat all people courteously and equitably. We will listen and ask questions until we understand. Our actions will be consistent with approved rules and policies, yet flexible and responsive to individuals whose reasonable needs can not otherwise be met. Trust We are committed to respond to the needs of our citizens in an honest, credible and timely manner. Innovation We are committed to meeting and exceeding community needs by fostering a spirit of creativity, resourcefulness and open-mindedness. Communication We will strive to ensure that all communications are dealt with honestly and fairly with a commitment to accuracy and timeliness. -4- Strategic Goals Gilbert continues to work toward organizational alignment from strategic goals all the way to individual performance standards. The goals and objectives included in the department information are the intermediate step and should tie directly to the strategic issues identified on these two pages. The Council reviews the Strategic Goals during the annual retreat. SUSTAINABILITY: To balance present and future aspirations within available resources. Strategic Elements: ∼ Support the maintenance of quality education and provide a wide array of educational opportunities ∼ Diversification of revenues ∼ Expanding opportunities for partnerships with schools, other public agencies, citizens and private sector ∼ Affordability of services and community amenities ∼ Infrastructure and municipal facilities maintenance ∼ Continuing to redefine the Town’s essential services ∼ Maintaining the community’s quality of long term life ∼ Focus on the need for a multi-modal transportation system to serve the citizens of the community COMMUNITY DEVELOPMENT: Managing growth in harmony with the community’s vision for the future while maintaining the present and protecting the Town’s heritage. Strategic Elements: ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ Infrastructure planning and development to meet growth demands Economic development to ensure diversification and job creation Open space preservation to maintain a small town atmosphere Ensuring unique and quality community and architectural design of all buildings Providing community amenities and facilities Focusing efforts on downtown redevelopment Planning area incorporation Positioning Gilbert to proactively respond to regional/urban issues Providing adequate municipal facilities -5- Strategic Goals ORGANIZATIONAL EFFECTIVENESS: The ability to do the complete job by optimizing the use of resources. Strategic Elements: ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ Staff development and training Provision of leadership and direction Appropriate organizational structure Adequate space allocation and public facilities Establishing service standards and expectations Providing quality customer service Promoting increased citizen involvement, education and communication Implementing the community vision and exceeding expectations Efficient use of technology and telecommunications Ensuring quality internal and external communications Continuation of CQI principals and values in all Town operations, which includes moving decisionmaking to the lowest possible level ∼ Education and practice with emergency disaster plans WE DEMONSTRATE ALIGNMENT TO STRATEGIC GOALS BY: ∼ Partnership with Gilbert School District for construction of Greenfield Aquatic Center ∼ Established annual funding source for street maintenance and repair and replacement funding for Water and Wastewater Enterprise operations ∼ Council sub-committees developed standards for Police and Fire ∼ Water conservation efforts hold the average per person use at 220 gallons per capita per day ∼ Construction of a multi-modal transit center in Downtown ∼ Annual Capital Improvement Plan and Program outlines capital improvement requirements ∼ Continue redevelopment of Heritage District through purchase of property as it becomes available ∼ Municipal Office Building II and Public Safety Center constructed ∼ Conversion to more advanced software and hardware ∼ Active Continuous Quality Improvement steering committee to promote concepts and actions of CQI -6- General Plan Vision The General Plan was revised in 2001 and the voters approved the revisions in November 6, 2001 as required by State law. The General Plan contains nine major elements. Eight of these elements have a vision statement, goals and policies to support the development of land use in Gilbert. Following are the elements and their related vision statements. Land Use Provide a sustainable mix of land uses that maintain the quality of life elements that make Gilbert a “Community of Excellence”, promote economic development and redevelopment at appropriate locations. Circulation Provide a safe, efficient, and aesthetically pleasing circulation network which considers all modes of vehicular and nonvehicular movement and does so in an environmentally sensitive manner. Parks, Open Space, Trails and Recreation The residents envision integrating the people and neighborhoods of Gilbert through beautiful, safe, wellmaintained parks, open spaces, locally and regionally connected bike lanes, and multiple-use and equestrian paths and trails that reflect Gilbert’s heritage. Environmental Planning Available and secured resources are used and consumed in a manner that ensures a sustainable economy and quality of life. Public Facilities and Services Provide a high level of municipal services and facilities to properly serve the community in a manner that enhances quality of life, optimizes existing facilities, and provides for future needs. Encourage development/re-development of under utilized employment areas, enhance job opportunities, enhance tax base and create a healthy economy. Neighborhood Encourage a variety of housing options that provide the opportunity for affordable housing, preservation of existing housing stock, revitalization of mature neighborhoods. Economic Development Gilbert will become widely recognized as a globally competitive community that is a prime location for business and industry. Community Design Provide the development community and the citizens of Gilbert with guidelines and assistance to develop Gilbert as a “Community of Excellence” in new construction and redevelopment efforts. -7- Continuous Quality Improvement Continuous Quality Improvement ……It’s The Way We Do Business Through CQI we strive to make certain that our organization does things right by focusing on customers’ needs and expectations to define what the “right” things are and define what the standards are. Our values and key practices drive our ability to meet our customer needs and expectations. CQI is a process and a body of knowledge. The process, called Plan, Do, Check and Act (P-D-C-A), is a structured approach to problem-solving and planned change. The body of knowledge includes a specific set of tools, techniques, and key activities that will enable us to manage by fact. It also includes principles and philosophies that support planned change, either by individuals or stakeholder teams. This is our model. The foundation is the method. The cornerstones are our key practices. We are surrounded by our values. -8- Community with Character Our Purpose The purpose of Gilbert’s Community with Character (GCWC) is to advance the highest standard of citizenship necessary for creating a safer, more caring community. Our Vision as a Community With Character We see Gilbert, Arizona, being a place that people are proud to call home, a place where diverse families feel safe and care about their neighbors and the community in which they live. We see children learning from their community a consistent message about the cause and effect of good character. Teachers model the character traits and teach about role models of good character. They reward students for demonstrating positive character traits. The effect is a better more enjoyable learning environment for students to focus on the scholastic basics and life skills. We see the mayor, council, town employees, and other elected officials being exemplary role models and good stewards of the same character traits in the community decisions they make. The effect is an increased level of confidence and trust of our leaders by the people of our community. Help Build Gilbert’s Community With Character We see the police department teaching, demonstrating and rewarding citizens for the same character traits in their counseling work with youth and families. The effect is youth making healthier decisions and parents offering increased support that reduces recidivism. Citizens / Families Community Groups HOAs Town Staff Schools y bilit onsi ess Resp orthin stw Tru Civic Groups NonProfits Police Businesses ect Resp Media We see our H.O.A.s and neighbors supporting each other and demonstrating the same character traits in all they do. The effect is people helping people to make our neighborhoods safe places to raise our families. Faith Communities ss rne Fai ship izen t i C ing Car We see businesses demonstrating and rewarding their employees and customers for the use of the same good character traits in their decisions. The effect is increased morale, increased productivity and increased revenue. We see families discussing and reinforcing the same character traits they learned at work and school in their home. The effect is a more supportive, encouraging and happy home. We see the media providing generous press coverage to highlight the character trait of the month and provide a spotlight on those people in our community as well as from history who are/have been exemplary role models of good character traits. The effect is a clearer picture and greater conscious awareness of what it looks like to be a person of good character. Together as citizens of Gilbert we unite and stand for the strong moral character that has made, and will continue to make, this nation great. We choose to be a Community With Character and embrace the “Six Pillars of Character” from SM CHARACTER COUNTS! -9- Gilbert Facts Phoenix Metropolitan Area Arizona Gilbert Profile: Year Founded: Year Incorporated: 1891 1920 Planning Area: Elevation: 76 square miles 1,273 feet Annual average rainfall: Annual sunshine days: 7.66 inches 310 days Average Temperature (High/Low): January 67/45 April 90/62 July 112/85 October 88/60 Average Rent: One Bedroom Two Bedroom More information and statistics can be found at: www.ci.gilbert.az.us/econdev/profile. New Home Median Value 2003: Resale Home Median Value 2003: - 10 - $625 $750 $207,000 $170,000 Gilbert Facts Household Characteristics: Age Distribution Greater Gilbert Phoenix Median Household Income: Persons Per Household: Average Family Size: $68,032 3.10 3.42 High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 17.7% 30.0% 10.1% 24.8% 11.3% 23.1% 26.6% 7.0% 17.2% 8.7% Median Age: 30.10 33.00 Unemployment Rate: 3.5% Over 75 1.4% 55-74 7.6% $44,623 2.67 3.20 Under 5 10.3% 20-54 54.4% 5-19 26.3% 5.0% Housing Information: Projected Housing Units Housing Starts 100,000 5,000 80,000 4,000 3,000 60,000 2,000 40,000 1,000 20,000 0 0 1998 1999 2000 2001 2002 2000 2003 2010 2020 2025 2030 Population Information: Projected Population Population Growth 350,000 300,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 250,000 200,000 150,000 100,000 50,000 0 2000 1970 1980 1990 1995 2000 2001 2002 2003 2010 2020 2025 2030 Employment Information: Household Income Major Employers Employer Gilbert Unified School District Town of Gilbert Fry's Food and Drug (Kroger) Dillard's National Bank Earnhardt's Gilbert Dodge Income Employees Less than $50,000 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 or over 3,882 954 599 522 480 - 11 - Number 10,683 9,693 7,484 5,605 2,047 Fund Structure The financial accounts for Gilbert are organized on the basis of funds or account groups. In governmental accounting, a fund is a separate self-balancing set of accounts used to account for a particular activity. Funds are categorized into three classes: governmental, proprietary or fiduciary. Different Fund types are found within each of these three classes. ¾ Grants The Town accounts for grant revenue and the related expenditures in a separate fund. The entire expense is included in this fund and any amount not support by grant revenue is transferred from another fund. GOVERNMENTAL FUNDS General Fund – The general fund accounts for resources and uses of general operating functions of Gilbert departments. A majority of the daily operating activity is recorded in this fund. Governmental accounting requires the General Fund be used for all financial resources except those required to be accounted for in another fund. ¾ Other Special Revenue Other special projects are accounted for in this ground of funds. The activity extends beyond one fiscal year and is for a specific event. Special Revenue Funds – These funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose. ¾ System Development Fees This set of funds segregates the revenue to pay for growth related capital projects. The revenue is transferred, as needed, to Capital Projects funds to pay for eligible projects or to Debt Funds to repay debt issued for growth-related construction. ¾ Highway User Revenue Fund All street operating costs eligible for state highway revenues are included in this fund. Revenues are derived from State shared fuel tax, vehicle license tax, local transportation assistance fund and other street-related fees. ¾ Maintenance Improvement Districts Arizona Statutes provide that improvement districts can be established to pay for streetlights and parkway improvements. Gilbert established two funds for these districts. Revenue is received from benefited property owners. ¾ Equipment Replacement Fund General Fund and Street Fund operations provide for replacement of equipment and vehicles through a yearly charge to each cost center. Capital Project Funds – These funds account for revenue received and expenses related to infrastructure improvements such as streets, water, wastewater, and parks. Revenue is received from system development fees, bond proceeds, and other sources. ¾ Community Development Block Grant This fund accounts for all federal CDBG revenue. The revenue is used for expenditures that create a more viable community, such as downtown renovation and social services. Debt Service Funds – The short and long-term payment of principal and interest on borrowed funds is accounted for in these funds. ¾ HOME Fund This fund accounts for Federal Home Investment Partnership revenue. The revenue is used for expenditures that create and maintain affordable housing within the Town. Special Assessment Funds – Special levies are collected against property that benefits from a capital improvement district improvement. There are presently three districts. - 12 - Fund Structure The account structure hierarchy is: PROPRIETARY FUNDS Î Fund Î Cost Center Î Object Code Enterprise Funds – These are funds in which the services provided are financed and operated similarly to those of a private business. User fees are established and revised to ensure that revenues are adequate to meet all necessary expenditures. Gilbert has enterprise funds for water, wastewater, irrigation and solid waste operations. The cost center is further divided into separate object codes to identify the particular revenue or expenditures type. For example, within Police Patrol - Canine there is an object code for fuel that accumulates the costs paid for fuel during that fiscal year. Internal Service Funds – Gilbert has three Internal Service Funds; one for fleet maintenance, one for printing service and one for health self insurance. The Internal Service Funds are used to provide service to other Town departments and recover the cost of that service. The use of these funds provides a more complete picture of the cost to provide a service because more of the total costs are included in the cost center using the service. Object codes are segregated by the following categories: ¾ ¾ ¾ ¾ ¾ Personnel Services Contractual and Other Capital Outlay Debt and Depreciation Transfers This segregation provides the ability to summarize expenditure information by major category. FIDUCIARY FUNDS Trust and Agency Funds – This fund type is for assets held by the Town in a trustee capacity or as an agent for individuals, private organizations, other governmental units or other funds. Use of these funds facilitates discharge of responsibilities placed upon the governmental unit by virtue of law or other similar authority. The chart of accounts structure provides distinguishing characteristics for each portion of the account. For example, the Street Fund, Pavement Marking, Salary and Wages would be account: 120100.41060301.5001 ACCOUNT STRUCTURE A number of accounts are found within each fund. A fund is divided first into cost centers that include Business Units, Departments, Divisions and activities that relate to a functional area such as Police Patrol – Canine. - 13 - Budget Process population growth rate. Gilbert must budget at or below this limit. BUDGET DEVELOPMENT The budget process incorporates the concepts of “shared leadership” and Continuous Quality Improvement (CQI). The Executive Team comprised of the Town Manager, Assistant Town Manager and Department Directors develop the major decisions through a consensus building process once Council establishes priorities. This year the Council established three subcommittees to develop standards for Fire, Police and Parks and Recreation. This base approved by the voters must be used in determining Gilbert’s expenditure limit until a new base is adopted. The expenditure limit is $192,902,958. Some of the specific items excluded from the expenditure limit include: revenues from bond sales, revenues received for interest, trust and agency accounts, federal grants, and amounts accumulated for the purchase of land, buildings, or improvements if the voter approved. Council set the following boundaries for budget preparation: ¾ No change in sales or property tax rate ¾ Implement recommendations of Fire subcommittee ¾ Implement recommendations of Police subcommittee ¾ Implement recommendations of Parks and Recreation sub-committee ¾ Allow for a 2% market range adjustment and a 4% merit component The major steps in preparation of the budget were: ¾ Council input from sub-committees ¾ Update FY04 projections ¾ Estimate five year projections for revenue, expenditures and fund balance ¾ Identify desired Reserve Balances ¾ Determine what sub-committee recommendations would be implemented ¾ Present draft to Council ¾ Determine other requests for funding for FY05 ¾ Council review and adoption BUDGET AMENDMENTS Under Arizona Statutes, the budget cannot increase once the Council adopts the preliminary budget. Transfers between budget line items are submitted throughout the year to align the budget with actual experience and requirements. This provides a more refined picture of spending requirements. The Town budgets for contingencies in the following funds: ¾ ¾ ¾ ¾ ¾ General Streets Water Wastewater Solid Waste – Residential The Council must approve all budget transfers from contingency. The contingency account is used for emergency or unforeseen actions. The Budget Schedule page depicts the timing in more detail. BUDGET CARRYFORWARD STATE EXPENDITURE LIMIT The State of Arizona sets a limit on the expenditures of local jurisdictions. State Statute sets the limits unless otherwise approved by the voters. The Town of Gilbert received voter approval to increase this limit because of the If completion of a project or acquisition is not expected during a fiscal year, the amount must be included in the budget for the following fiscal year and balanced along with other requests. - 14 - Budget Process BUDGET BASIS The budget is prepared on a basis generally consistent with Generally Accepted Accounting Principles (GAAP). The Town’s Governmental Funds consist of the General Fund, Special Revenue Funds, Debt Service Funds and Capital Project Funds. Governmental fund type budgets are developed using the modified accrual basis of accounting. The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: Under the modified accrual basis revenues are estimated for the fiscal year if they are accrued (amounts can be determined and will be collected within the current period). Principal and interest on general long-term debt is budgeted as expenditures when due, whereas other expenditures are budgeted for liabilities expected to be incurred during the current period. A liability is a commitment to pay a certain sum. Proprietary Fund Budgets – Water, Wastewater, Solid Waste, Irrigation and Internal Service Funds - are adopted using the full accrual basis of accounting whereby revenue projections are developed recognizing revenues earned in the period. Expenditure estimates are developed for all expenses incurred during the fiscal year. - 15 - ¾ Certain revenues, expenditures, and transfers are not included in the budget, but are accrued and reported on the GAAP basis. An example is the increases or decreases in compensated absences are not included for budget purposes but are in the CAFR. ¾ Indirect administrative cost allocations to the Enterprise Funds are accounted for as transfers in or out on the budgetary basis, but are recorded as revenues and expenses for the CAFR. ¾ New capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR. ¾ Depreciation expense is not included in the budget, but is an expense in the CAFR. ¾ Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of longterm debt liability in the CAFR. ¾ Debt issue, discounts and premiums are considered expensed or earned in the year paid or received, not over the life of the bonds. ¾ Encumbrances are treated as expenses in the year the purchase is made for budget purposes. Budget Calendar August 2003 Council establishes sub-committees September 2003 Budget prepares revenue forecast March 2004 Council approves sub-committee recommendations and reviews forecasts March 2004 Departments prepare additional requests April 2004 Executive Team reviews preliminary budget April 2004 Town Manager presents preliminary budget to Council June 2004 Council provides final boundaries July 2004 Council adopts Preliminary Budget July 2004 Advertise budget August 2004 Council adopts Final Budget October 2004 Budget completes document - 16 - Financial Policies State Debt Limit Growth The Arizona Constitution limits the outstanding bonded debt capacity to a certain percentage of Gilbert’s secondary assessed valuation based on the type of project to be constructed. There is a limit of 20% of secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space and recreational facility improvements. Gilbert requires that to the extent possible, growth pay for itself. To that end, the Council adopted seven different system development fees and annually reviews growth related fees. The system development fees are detailed in the special revenue section. Additional fees related to building permits, engineering permits and planning are found in the Community Development section. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Contingency Gilbert appropriates dollars in the major operating funds for emergency and unknown events. Some of the Enterprise Fund budgets include a contingency equal to an amount between 5 – 10% of the budget expenditures to provide a reserve for unforeseen requests. The General Fund has a contingency of $1,800,000. Debt Management Gilbert received voter authorization for $80 million in street capital projects in 2002. Before any new general obligation debt is issued under this approval umbrella, the annual principal and interest costs must be repaid within the property tax levy of $1.15/100 of secondary assessed valuation. The amount must also fall within the 6% of secondary assessed valuation allowed for street projects. Reserve Gilbert maintains a General Fund “rainy day” reserve of $7,800,000 which is the goal of 10% of total General Fund expenditures. An additional amount is included in the reserve annually to increase the balance. Gilbert annually reviews the status of outstanding and future potential debt in relation to capacity to defease, call or refund outstanding debt. Allowance for Unexpended Appropriations If at all possible Gilbert constructs infrastructure using the “pay as you go” method. The budget includes a 2% allowance for unexpended appropriations. This allowance is based on historical spending patterns and provides a more accurate picture of what the “bottom line” will be. Replacement Funding Gilbert established funds for fleet replacement. Each cost center in the General Fund and Street Fund contributes for future replacement of vehicles. The contribution is based on the initial cost/anticipated useful life of the fleet. Revenue Gilbert strives to balance residential growth with commercial and industrial growth to stabilize the privilege tax revenue. When a vehicle is replaced, it must be disposed of to avoid adding to the fleet inventory and to avoid unnecessary maintenance and operation costs. User fees in Enterprise Fund operations are calculated to recover the entire cost of operations, including indirect costs, debt service, reserve for replacement and overhead costs. Replacement funds in Water and Wastewater were established to provide future replacement of infrastructure and fleet. - 17 - Financial Policies Gilbert avoids dependence on temporary revenue sources to fund recurring government services. Purchasing Policy Gilbert’s purchasing policy is adopted by Ordinance. The Council must approve all purchases greater than $10,000 unless the purchase is a capital item specifically included in the budget with a dollar value between $10,000 and $30,000. Gilbert does not use the property tax for operating expenditures. Gilbert is conservative in revenue estimates. Revenues resulting from possible changes in laws or ordinances are not included in revenue estimates. Financial Planning Gilbert adopts a Capital Improvement Plan and Program that plans for all improvements needed. Anticipated maintenance costs are included for all projects. The first five years of additional maintenance costs are combined with other data gathering techniques to project operating results for five years. This information is the basis for developing the next year budget. Investments Gilbert keeps all idle funds fully invested as authorized by Statue Statute. Accounting, Auditing and Financial Reporting Policies An independent audit is performed annually. With a request for proposal prepared every three years to procure services for the audit. Five Year Forecasts Five year forecasts are updated annually for the following funds: Gilbert produces a Comprehensive Annual Financial report in accordance with generally accepted accounting principles (GAAP) as outlined by the Government Accounting Standards Board (GASB). ∼ ∼ ∼ ∼ ∼ Gilbert strives to meet the guidelines and criteria necessary to receive the Government Finance Officer’s Association Certificate for Excellence in Financial Reporting. Gilbert has received the award annually since 1991. General Street Water Wastewater Solid Waste The forecasts are based on assumptions derived from boundaries set by the Council or Executive Team, economic indicators and required rate increases to maintain break even or solvency. - 18 - Financial Overview __________________________________ Source and Use of Funds Fund Balances Revenue Summary Revenue Detail Expense Summary Expense Detail Revenue Sources Property Tax Rates Source and Use of Funds General Fund 17.8% Street Fund 3.0% Capital Improvements 51.5% Enterprise Funds 12.4% Debt Service 5.0% Special Revenue 10.3% The total source of funds for FY2004/05 is approximately $604,200,000. This consists of new revenue and funds carried forward from the previous fiscal years. The revenue detail for each area is found within the budget document – either in the summary section or in the budget detail for that department. The graph above shows percentage of sources by major category, excluding Internal Service Funds. General Fund 16.2% Street Fund 3.0% Capital Improvements 46.5% Enterprise Funds 12.4% Special Revenue 17.0% Debt Service 4.9% The total use of funds for FY2004/05 is approximately $488,600,000. The expenditure detail for each area is found within the budget document – either in the summary section or in the budget detail for that department. The graph above shows percent of expenditures by major category, excluding Internal Service Funds. - 19 - Fund Balances Starting Balance GENERAL FUND $ 14,185,204 ENTERPRISE FUNDS Water 15,401,178 Water Replacement 4,792,010 Wastewater 24,245,683 Wastewater Replacement 2,364,160 Solid Waste - Residential 3,878,879 Residential SW Replacement 51,500 Solid Waste - Commercial (199,710) Commercial SW Replacement 66,870 Irrigation STREET FUND 3,874,611 INTERNAL SERVICE FUNDS Equipment Maintenance 7,875 Copier and Printing 181,276 Health Self-Insurance 486,960 REDEVELOPMENT 133,447 SUB TOTAL OPERATING FUNDS $ 69,469,943 SPECIAL REVENUE FUNDS Solid Waste Container 487,487 Water SDF 12,712,895 Water Resource Fee 8,523,096 Wastewater SDF 2,387,517 Wastewater Plant Repair 343,305 Traffic Signal SDF 604,229 Police SDF 881,778 Fire SDF (5,827,479) Parks and Recreation SDF 8,269,168 General Government SDF 689,161 Grants 724,806 CDBG/HOME 361,179 Equipment Replacement 2,788,211 Street Light Districts (47,605) Parkway Maintenance Districts 50,125 Other Special Revenue 832,364 CAPITAL PROJECTS FUNDS Capital Funding 261,546 Construction - Improvement Dist 88,641 MPC - Public Facilities 3,444,202 MPC - Water System 4,105,552 Streets & Transportation 33,158,895 Traffic Control 401,070 Redevelopment 4,800,469 Municipal Facilities 3,074,706 Water 5,950,706 Wastewater (4,806,765) Storm Water 1,762,244 Parks, Recreation & Open Space 2,216,265 DEBT SERVICE FUNDS Bond Debt 9,785,934 Debt Service - Improvement Dist (1,459,641) TRUST AND AGENCY FUNDS 106,305 TOTAL ALL FUNDS $ 166,140,309 Total Sources Revenue $ 76,051,760 $ 90,236,964 Total Uses $ 77,559,400 21,942,070 4,750,370 11,941,240 2,581,930 9,587,720 760,030 1,640,900 99,500 51,410 12,889,260 37,343,248 9,542,380 36,186,923 4,946,090 13,466,599 811,530 1,441,190 166,370 51,410 16,763,871 30,155,260 333,000 15,582,220 35,000 10,872,410 858,000 1,458,550 185,400 51,410 14,605,040 3,500,000 102,000 5,578,500 127,300 $ 151,603,990 3,507,875 283,276 6,065,460 260,747 $ 221,073,933 3,436,360 200,000 5,058,000 127,300 $ 160,517,350 Ending Balance $ 12,677,564 7,187,988 9,209,380 20,604,703 4,911,090 2,594,189 (46,470) (17,360) (19,030) 2,158,831 $ 71,515 83,276 1,007,460 133,447 60,556,583 300,000 8,145,200 3,511,000 11,458,000 4,000 862,400 1,577,400 1,882,800 8,219,200 1,333,400 1,895,580 940,110 1,731,370 1,168,530 344,400 698,420 787,487 20,858,095 12,034,096 13,845,517 347,305 1,466,629 2,459,178 (3,944,679) 16,488,368 2,022,561 2,620,386 1,301,289 4,519,581 1,120,925 394,525 1,530,784 320,000 14,998,060 180,890 28,872,840 3,963,130 1,459,940 3,118,270 18,265,200 5,164,690 1,840,010 1,041,220 1,328,010 406,430 578,350 467,487 5,860,035 11,853,206 (15,027,323) 347,305 (2,496,501) 999,238 (7,062,949) (1,776,832) (3,142,129) 780,376 260,069 4,519,581 (207,085) (11,905) 952,434 4,000 35,000,000 10,000 978,800 35,635,600 2,303,130 3,058,990 10,369,580 19,831,260 91,154,840 2,710,560 19,665,660 265,546 35,088,641 3,454,202 5,084,352 68,794,495 2,704,200 7,859,459 13,444,286 25,781,966 86,348,075 4,472,804 21,881,925 35,000,000 68,949,630 2,353,880 8,132,560 12,440,340 15,760,620 55,603,440 4,201,010 20,641,940 265,546 88,641 3,454,202 5,084,352 (155,135) 350,320 (273,101) 1,003,946 10,021,346 30,744,635 271,794 1,239,985 18,520,880 3,181,720 300 $ 438,101,120 28,306,814 1,722,079 106,605 $ 604,241,429 20,771,300 2,724,990 2,400 $ 488,636,500 7,535,514 (1,002,911) 104,205 $ 115,604,929 - 20 - Fund Balances The Fund Balances table shows the estimated carry forward balance combined with new revenue and transfers from other funds to provide an available resources column. Total uses include expenses and transfers to other funds that subtract from the available resources. The ending balance is a projection based on estimated beginning balance plus an assumption of 100% revenue collection and 100% expended. Some of the funds indicate a planned deficit position during this fiscal year. Following is an explanation of the variance: ¾ The Replacement Funds for Solid Waste Residential and Solid Waste Commercial operations have a projected deficit due to large single year purchases. The five year projection indicates this deficit is eliminated in FY06. The Town established Replacement Funds for Solid Waste in FY04 and the Funds are still in the growth phase. ¾ Solid Waste Commercial has a projected reduction in the deficit of $182,380; from ($199,710) to ($17,360). Continued cost saving measures and operating changes have resulted in the ability to support the current customer base. The operation is reviewed annually for continued operating viability. ¾ The Wastewater, Traffic Signal, Fire, Parks and Recreation and General Government System Development Funds are used to finance capital improvements related to new growth. Fees are collected on each building permit for new construction. The fee model is based on projected total cost at build out divided by the total number of units adding to the requirement for new infrastructure. Infrastructure typically precedes growth resulting in the potential for deficits. Gilbert budgets for all potential projects because State law does not permit additions to the budget after adoption. This creates another opportunity for a deficit projection in some funds. The Council reviews the ability to fund all projects before approval. ¾ The Street Light Maintenance Districts budgets include worst-case expenditures and include a contingency for new districts not yet levied. The actual costs are usually less than the budget creating a positive fund balance at year end. ¾ The Parkway Maintenance District budgets include worst case expenditures. The fund operates close to zero because the goal is to levy only what is needed to maintain a zero balance and the levies include an adjustment for prior year’s actual history. ¾ The Streets and Transportation and Redevelopment Capital Project Funds may become deficit due to timing differences in the receipt of revenue from the County and sale of bonds. ¾ The Debt Service –Improvement District fund includes several improvement districts. The timing of special assessment payments results in this fund having a negative balance. - 21 - Revenue Summary 2001-02 2002-03 2003-04 2003-04 2004-05 Actual Actual Adopted Projected Adopted $ 29,217,486 19,915,540 2,064,214 2,437,803 76,099 5,256,350 1,272,434 100,780 787,814 1,044,547 94,947 62,268,014 $ 29,335,969 20,254,340 1,542,461 2,991,744 82,815 6,505,333 1,621,112 320,288 849,528 1,496,516 175,263 65,175,369 ENTERPRISE OPERATIONS: Water Water Replacement Fund Wastewater Wastewater Replacement Solid Waste - Residential Solid Waste - Res Equip Solid Waste - Commercial Solid Waste - Comm Equip Irrigation TOTAL ENTERPRISE $ 17,338,098 10,709,680 6,970,590 1,476,321 49,338 36,544,027 STREETS $ 11,642,837 GENERAL FUND: Sales Tax State Shared Revenues Non-Allocated Revenue Management and Policy Legal and Court Community Development Police Department Fire Department Public Works Leisure Services Other General Fund TOTAL GENERAL FUND INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance TOTAL INTERNAL SERVICE $ 30,488,400 18,604,270 1,930,500 3,222,400 108,000 5,925,850 1,271,500 280,000 1,097,080 1,986,220 126,000 65,040,220 $ 33,600,000 18,579,270 2,274,830 4,408,000 142,500 7,491,640 1,610,200 310,050 1,062,340 1,748,350 273,000 71,500,180 $ 17,417,260 9,861,430 7,225,091 1,408,340 48,444 35,960,565 $ 12,038,431 $ 3,293,360 96,573 3,389,933 $ 35,553,000 19,845,490 2,323,500 4,916,300 143,000 7,688,940 1,705,000 319,000 1,358,530 1,904,000 295,000 76,051,760 $ 18,567,750 11,395,230 7,733,240 690,740 1,403,400 99,500 48,510 39,938,370 $ 20,549,260 4,792,010 11,162,700 2,364,160 8,688,700 1,061,500 1,426,800 66,870 42,882 50,154,882 $ 21,942,070 4,750,370 11,941,240 2,581,930 9,587,720 760,030 1,640,900 99,500 51,410 53,355,170 $ 12,519,970 $ 12,650,480 $ 12,889,260 $ 3,500,000 102,000 4,729,800 8,331,800 $ 3,490,000 98,410 4,806,960 8,395,370 $ 3,500,000 102,000 5,578,500 9,180,500 $ 137,300 1,425,180 1,126,060 24,298,550 2,356,810 188,630 1,272,500 1,192,690 31,997,720 $ 84,700 1,281,170 1,132,080 44,145,690 562,870 198,230 481,570 1,177,750 49,064,060 $ 127,300 940,110 1,731,370 37,293,400 1,895,580 223,020 475,400 1,512,930 44,199,110 $ 3,185,344 58,256 3,243,600 SPECIAL REVENUE FUNDS: Redevelopment CDBG/HOME Equipment Replacement Development Fees Grants Riparian Programs Other Accounts Maintenance Districts TOTAL SPECIAL REVENUE $ 64,780 579,240 595,133 27,401,895 927,919 150,620 1,122,125 1,112,144 31,953,856 $ 313,571 586,413 1,656,134 34,252,842 771,951 153,840 1,362,544 1,588,865 40,686,160 CAPITAL IMPROVEMENTS $ 104,206,431 $ 72,841,950 $ 199,070,030 $ 108,622,070 $ 220,722,420 DEBT SERVICE $ 19,145,150 $ 14,201,131 $ 16,660,320 $ 19,748,870 $ 21,702,600 TRUST ACCOUNTS $ 6,515 $ 875 $ 1,000 $ 350 $ 300 GRAND TOTAL REVENUE $ 269,010,430 $ 244,294,414 $ 373,559,430 $ 320,136,262 $ 438,101,120 CARRY OVER FUNDS $ 136,444,544 $ 142,267,743 $ 166,140,309 TOTAL RESOURCES $ 510,003,974 $ 462,404,005 $ 604,241,429 - 22 - Revenue Detail 2001-02 Actual GENERAL FUND Non-Allocated: Privilege License Tax Bed Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise Federal Operating Grant State Operating Grant State Shared Privilege License Tax Urban Revenue Sharing SRP in Lieu Copy Revenue (External) Sale of Books, Maps, Periodicals Miscellaneous Property Rental Investment Income Recovery-Insurance Claims Donations/Contributions Other Non-Operating Revenue Other Permit Other Transfer-In Total Non-Allocated Management and Policy: Privilege License Tax-Audited Administrative Fee Overhead Transfer In Total Management and Policy Legal and Court: Public Defender Reimbursement Clerk Fees County IGA Court Ordered Probation Fees Court Transfer In Total Legal and Court Community Development: Zoning Fees Use Permit Fees Variance Fees Design Review Fee Subdivision Plat Fees Building Permits Building Plan Checks Sign Permits Business License Alcoholic Beverages License Engineering Permits 29,217,486 22,189 581,569 272,696 175,853 20,704 8,453,298 11,441,538 243,709 8,982 18,387 68,281 462,402 60,668 89,635 2,570 57,273 $ 51,197,240 $ 268,578 3,818 2,165,407 2,437,803 $ 13,656 5,387 3,892 53,164 76,099 167,313 45,200 4,000 212,883 107,525 2,645,034 481,311 79,753 83,345 46,295 1,021,322 2002-03 Actual 2003-04 Adopted 29,335,969 30,488,400 33,051 40,000 863,773 700,000 263,810 290,000 203,665 170,000 42,998 25,000 8,579,161 8,678,540 11,675,179 9,900,730 235,068 250,000 11,491 17,000 4,691 8,000 71,352 65,500 (433,036) 240,000 19,617 75,000 6,002 5,000 219,979 70,000 $ 51,132,770 $ 51,023,170 $ 276,120 20,646 2,694,978 2,991,744 $ 21,674 3,998 805 56,338 82,815 167,308 36,130 3,150 236,978 189,856 3,030,016 826,310 77,440 40,230 52,570 1,407,487 - 23 - $ 300,000 13,500 2,908,900 3,222,400 $ 20,000 5,000 3,000 80,000 108,000 150,000 40,000 5,000 225,000 175,000 3,024,270 750,000 84,000 28,000 54,000 1,000,000 2003-04 Projected 2004-05 Adopted 33,600,000 37,600 980,000 290,000 170,000 7,000 8,678,540 9,900,730 300,000 3,500 1,320 65,500 260,000 10,500 11,220 137,120 1,070 $ 54,454,100 35,553,000 40,000 1,009,400 298,600 175,000 25,000 9,733,520 10,086,970 300,000 17,000 8,000 65,500 260,000 20,000 5,000 125,000 $ 57,721,990 $ 300,000 40,000 4,068,000 4,408,000 $ 300,000 20,000 4,596,300 4,916,300 $ 21,300 5,000 36,000 200 80,000 142,500 $ 21,000 5,000 36,000 1,000 80,000 143,000 220,000 30,000 5,000 348,000 250,000 3,890,000 834,000 65,000 30,000 54,000 1,350,000 222,000 31,000 5,000 436,000 270,000 4,040,000 835,000 70,000 30,000 55,000 1,350,000 Revenue Detail Plan Checking - Off Site Engineering Address Change Fees Overhead Transfer In Transfer In - Backflow Total Community Development Police Department: Juvenile Misdemeanor Fines Parking Fines Restitution DWI Fines Adult Misdemeanor Fines Traffic Fines Traffic Driving School Fees Warrant Fees Police Process Service Fee Bond Forfeitures School District IGA Copy Revenue (External) Alarm Permit Fees Alcohol Abuse Treatment Fee Other Transfer-In Total Police Department Fire Department: Public Safety Services Fire Permit Fees Total Fire Department Public Works: Property Rental - County Sale of Books, Maps, Periodicals Overhead Transfer In Total Public Works Leisure Services: Facility Rental Freestone Park Facility Rental Crossroads Park Facility Rental McQueen Park Facility Rental Miscellaneous Recreation Gilbert Pool Admissions Gilbert Aquatics Programs Mesquite Pool Admissions Mesquite Locker Rental Mesquite Aquatics Programs Freestone Park Concessions McQueen Park Concessions Mesquite Pool Concessions Gilbert Pool Concessions 2001-02 Actual 145,144 3,645 213,580 $ 5,256,350 2002-03 Actual 212,007 6,766 81,019 138,066 $ 6,505,333 2003-04 Adopted 168,000 5,600 84,570 132,410 $ 5,925,850 2003-04 Projected 200,000 5,000 81,970 128,670 $ 7,491,640 2004-05 Adopted 200,000 5,000 139,940 $ 7,688,940 $ 4,203 9,915 3,794 92,605 75,859 693,013 204,033 37,922 520 43,069 27,563 20,420 56,689 2,829 1,272,434 $ 746 8,316 5,763 125,737 81,974 904,463 227,985 46,645 20 61,543 32,272 36,295 89,353 1,621,112 $ 5,000 7,000 4,000 110,000 80,000 650,000 200,000 35,000 500 55,000 28,000 32,000 65,000 1,271,500 $ 7,000 5,200 142,000 104,000 760,000 300,000 25,000 20,000 55,000 30,000 32,000 130,000 1,610,200 $ 7,000 5,000 170,000 105,000 800,000 300,000 30,000 20,000 55,000 30,000 33,000 150,000 1,705,000 $ 74,977 25,803 100,780 $ 92,520 227,768 320,288 $ 80,000 200,000 280,000 $ 1,050 309,000 310,050 $ 1,000 318,000 319,000 $ 787,814 787,814 $ 2,027 847,501 849,528 $ 100,000 1,500 995,580 1,097,080 $ 118,800 3,000 940,540 1,062,340 $ 118,800 3,000 1,236,730 1,358,530 2,005 18,206 28,710 10,572 4,540 7,189 85,199 66,016 1,020 27,980 8,807 31,923 694 2,851 20,685 34,552 11,560 3,910 5,640 108,976 52,900 1,295 44,033 7,208 25,546 386 - 24 - 3,000 20,000 30,000 15,000 6,000 13,000 57,000 78,000 1,000 25,000 34,000 5,000 33,750 - 5,000 12,000 25,000 11,000 5,000 110,000 40,000 300 7,550 1,000 12,000 300 3,000 15,000 30,000 12,000 13,000 65,000 62,000 1,000 25,000 7,000 2,000 13,000 - Revenue Detail 2001-02 Actual Community Center Facility Rental 14,231 McQueen Activity Center Rental 30,426 Vending Page Park Facility Freestone Recreation Other Services Freestone Recreation Rental Freestone Recreation Concessions Teen Programs 9,129 Leisure Program Charges for Service 272,038 Special Needs Charges for Service Youth Sports Charges for Service 65,286 Adult Sports Charges for Service 122,296 State Operating Grant Special Events Charges for Service 75,603 Summer Playground Charges for Svc 106,772 Outdoor Programs Charges for Svc 23,156 Library Facility Rental 32,749 Total Leisure Services $ 1,044,547 2002-03 Actual 9,261 25,550 1,932 453,759 6,057 325,324 2,192 64,889 148,178 25,481 70,052 1,832 18,408 24,059 $ 1,496,516 2003-04 Adopted 14,000 30,000 49,000 780,000 9,000 346,620 3,570 79,300 190,400 103,400 30,180 30,000 $ 1,986,220 2003-04 Projected 11,000 18,000 10,130 48,700 576,000 100,000 5,000 4,500 320,000 4,300 70,000 190,000 1,070 120,000 23,500 17,000 $ 1,748,350 1,338 173,925 175,263 1,000 125,000 126,000 3,000 270,000 273,000 2004-05 Adopted $ 12,000 56,000 16,000 60,000 600,000 110,000 7,000 5,000 348,000 4,000 70,000 193,000 130,000 25,000 20,000 1,904,000 $ 5,000 290,000 295,000 Other General Fund: Animal Control Fines Jail Fees Total Other General Fund $ TOTAL GENERAL FUND $ 62,268,014 $ 65,175,369 $ 65,040,220 $ 71,500,180 $ 76,051,760 ENTERPRISE OPERATIONS Water: Investment Income Other Non-Operating Revenue Meter Water Sales Meter Installation Hydrant Water - Metered Sales Hydrant Water - Other Buy-In Agreements Account Activation Fee Delinquency Fee Meter Repairs Interfund Transfer Total Water 480,593 31,457 15,421,902 430,855 288,152 22,505 3,569 204,025 143,935 311,105 $ 17,338,098 (457,411) 300,000 106,878 25,000 15,880,606 16,363,000 474,481 484,260 243,537 165,000 22,326 10,690 225,984 248,010 187,283 199,100 733,576 772,690 $ 17,417,260 $ 18,567,750 300,000 25,000 18,560,950 558,480 284,970 17,000 84,700 218,680 268,600 230,880 $ 20,549,260 300,000 25,000 19,674,600 591,990 302,070 18,020 231,800 284,700 513,890 $ 21,942,070 Water Replacement Fund: Transfer from Water Fund Investment Income Total Water Replacement Fund - 4,792,010 4,792,010 4,750,370 4,750,370 Wastewater: Business Registration Investment Income Other Non-Operating Revenue $ 560 94,387 94,947 22,575 604,490 84,717 $ - $ 26,505 (499,264) 3,661 - 25 - $ $ - 20,000 500,000 5,000 $ $ 16,500 335,950 5,000 $ 25,000 400,000 5,000 Revenue Detail 2001-02 Actual Wastewater Service Charge Reuse W ater Use Charge Interfund Transfer Total Wastewater 2002-03 Actual 9,755,660 241,426 812 $ 10,709,680 Wastewater Replacement Fund: Transfer from Wastewater Fund Investment Income Total Wastewater Replacement Fund $ - Solid Waste Residential: Investment Income Other Non-Operating Revenue Residential Service Fees Recycling Income Transfer Solid Waste Container Fund Transfer from Replacement Fund Total Solid Waste Residential $ 53,376 59,739 6,441,588 11,307 404,580 6,970,590 Solid Waste Residential Replacement Fund: Transfer Solid Waste Residential Investment Income Total Residential Replacement $ 2003-04 Projected 2004-05 Adopted $ 9,962,058 368,470 9,861,430 10,650,230 220,000 $ 11,395,230 10,485,250 320,000 $ 11,162,700 11,076,240 400,000 35,000 $ 11,941,240 $ - $ - $ 2,364,160 2,364,160 $ 2,581,930 2,581,930 (38,897) 21,605 7,047,200 35,583 159,600 7,225,091 $ 50,000 20,000 7,215,240 60,000 388,000 7,733,240 $ 40,300 5,000 7,545,200 29,500 210,700 858,000 8,688,700 $ 50,000 20,000 8,299,720 40,000 320,000 858,000 9,587,720 $ 1,061,500 1,061,500 $ 760,030 760,030 $ 1,211,800 210,000 5,000 1,426,800 $ 1,220,500 230,000 5,000 185,400 1,640,900 $ 66,870 66,870 $ 99,500 99,500 $ $ - $ 1,258,979 147,906 1,455 1,408,340 - $ 8,446,911 Irrigation: Service Charges Investment Income Transfer from General Fund Total Irrigation $ 14,459 34 34,845 49,338 TOTAL ENTERPRISE $ 36,544,027 $ 35,960,565 $ 39,938,370 $ 50,154,882 $ 53,355,170 6,798,272 622,681 3,619,243 7,103,864 668,051 4,144,081 7,597,480 709,010 4,088,480 7,597,480 784,000 4,144,000 7,718,150 777,790 4,268,320 Solid Waste Commercial: Commercial Service Fees Roll Off Service Fees Other Non-Operating Revenue Transfer from Replacement Fund Total Solid Waste Commercial $ 1,400,053 65,870 10,398 1,476,321 Solid Waste Commercial Replacement Fund: Transfer Solid Waste Commercial Investment Income Total Commercial Replacement $ Total Solid Waste STREETS: Highway User Tax Local Transportation Assistance Auto In Lieu - 2003-04 Adopted $ 690,740 690,740 $ 1,287,300 111,100 5,000 1,403,400 $ - $ 99,500 99,500 $ 8,633,431 $ 9,926,880 $ 11,243,870 $ 12,088,150 $ 12,299 29 36,116 48,444 $ 15,000 33,510 48,510 16,030 20 26,832 42,882 15,000 36,410 51,410 - 26 - $ $ Revenue Detail Investment Income Other Non-Operating Revenue Federal Operating Grant Other Entities Participation Transfer from Water Fund TOTAL STREETS INTERNAL SERVICE Fleet Maintenance: Internal Revenue Investment Income Recovery of Prior Year Expense Other Non Operating Revenue Total Fleet Maintenance Copy Services: Copy Revenue Investment Income Disposal of Fixed Asset Total Copy Services Health Self-Insurance: Investment Income Insurance Recovery Internal Revenue Total Health Self-Insurance TOTAL INTERNAL SERVICES 2001-02 Actual 77,119 32,419 130,000 313,103 50,000 $ 11,642,837 $ $ 3,184,910 244 133 57 3,185,344 $ $ 3,243,600 SPECIAL REVENUE FUNDS Equipment Replacement: Transfer from General Fund Investment Income - General Fund Transfer from Other Special Revenue Transfer from Street Fund Investment Income - Street Fund Total Equipment Replacement $ 426,174 5,816 160,947 2,196 595,133 $ $ 3,287,947 5,413 3,293,360 76,873 2,572 (21,189) 58,256 $ - Redevelopment: Property Rental Other Non Operating Revenue Transfer from General Fund Total Redevelopment 2002-03 2003-04 Actual Adopted (85,341) 50,000 13,397 25,000 144,379 50,000 50,000 $ 12,038,431 $ 12,519,970 37,623 27,157 64,780 Community Development Block Grant/HOME: CDBG Federal Grant 464,869 Other Non Operating Revenue 3,215 Investment Income 136 Total CDBG $ 468,220 $ 3,500,000 3,500,000 98,210 (1,637) 96,573 $ 100,000 2,000 102,000 $ - $ 5,000 4,724,800 4,729,800 $ 3,389,933 $ 8,331,800 $ 900,000 28 595,133 160,970 3 1,656,134 $ 945,030 10,180 169,030 1,820 1,126,060 $ 4,800 69,919 238,852 313,571 $ 10,000 127,300 137,300 $ 358,458 694 2 359,154 $ 1,227,610 1,227,610 - 27 - 2003-04 Projected 50,000 25,000 50,000 $ 12,650,480 2004-05 Adopted 50,000 25,000 50,000 $ 12,889,260 $ 3,490,000 3,490,000 $ 3,500,000 3,500,000 $ 96,500 1,910 98,410 $ 100,000 2,000 102,000 $ 4,800 4,802,160 4,806,960 $ 6,000 50,000 5,522,500 5,578,500 $ 8,395,370 $ 9,180,500 $ 945,030 15,020 169,030 3,000 1,132,080 $ 1,527,330 20,000 180,040 4,000 1,731,370 $ 1,800 82,900 84,700 $ 127,300 127,300 $ 1,144,880 50 1,144,930 $ 737,610 737,610 Revenue Detail 2001-02 Actual HOME Federal Grant Investment Income Total HOME Total CDBG/HOME 2002-03 Actual 2003-04 Adopted 197,570 197,570 $ 1,425,180 283,191 (240) (3,794) 279,157 $ 250,000 6,000 256,000 $ 9,464,291 240,393 9,704,684 10,898,905 (103,621) 1,774,418 $ 12,569,702 $ 7,389,000 200,000 7,589,000 13,480,400 171,940 $ 13,652,340 $ 1,453,255 64,342 1,517,597 $ 1,704,740 (52,942) 1,651,798 $ 1,738,800 60,000 1,798,800 $ 4,712,150 56,950 4,769,100 Wastewater System Development Fees Investment Income Transfer from Capital Project Fund Residual Equity Transfer In Total Wastewater $ 6,876,253 115,302 138,660 1,564,088 8,694,303 9,146,455 18,959 1,827,326 $ 10,992,740 $ 7,596,000 10,000 7,606,000 13,170,000 31,200 $ 13,201,200 Wastewater Plant Repair Investment Income Total Wastewater Plant Repair $ 7,907 7,907 $ (4,989) (4,989) $ 3,000 3,000 $ 635,144 22,597 191,112 848,853 $ 790,811 (22,036) 243,307 1,012,082 $ 663,000 20,000 36,000 719,000 $ 1,053,496 24,159 92,805 1,170,460 $ 1,493,100 (18,276) 125,987 1,600,811 $ 1,185,000 15,000 24,750 1,224,750 Development Fees: Solid Waste Container Container Fee - Residential Container Fee - Commercial Investment Income Total Solid Waste Container Water System Development Fees Investment Income Transfer from Capital Project Fund Total Water Water Resource Fee System Development Fees Investment Income Total Water Resource Fees Traffic Signal System Development Fees Investment Income Transfer from General Fund Total Traffic Signal Police System Development Fees Investment Income Transfer from General Fund Total Police $ 110,802 218 111,020 $ 227,265 (6) 227,259 $ $ 579,240 $ 586,413 $ 180,150 96,240 7,130 283,520 $ 2003-04 Projected - 28 - 2004-05 Adopted $ 136,240 136,240 $ 202,500 202,500 $ 1,281,170 $ 940,110 $ 339,360 4,430 343,790 $ 300,000 300,000 $ 7,945,200 200,000 8,145,200 $ 3,456,000 55,000 3,511,000 $ 4,300 4,300 $ 1,658,510 24,300 39,710 1,722,520 $ 2,099,000 13,000 15,910 2,127,910 11,448,000 10,000 $ 11,458,000 $ 4,000 4,000 $ 842,400 20,000 862,400 $ 1,562,400 15,000 1,577,400 Revenue Detail 2001-02 Actual Fire System Development Fees Investment Income Transfer from General Fund Total Fire 2002-03 Actual 2003-04 Adopted $ $ 3,053,758 11,946 3,065,704 General Government System Development Fees Investment Income Transfer from General Fund Total General Government $ 1,156,594 64,513 102,001 1,323,108 Total Development Fees $ 27,401,895 $ 34,252,842 $ 24,298,550 $ 44,145,690 $ 37,293,400 $ 40,806 374,716 172,126 340,271 927,919 $ 17,988 524,979 25,027 203,957 771,951 $ 25,000 905,480 229,500 1,196,830 2,356,810 $ 10,200 319,270 27,000 206,400 562,870 $ 10,000 977,600 106,000 652,100 149,880 1,895,580 $ 10,620 70,000 70,000 150,620 $ 8,067 5,453 320 70,000 70,000 153,840 $ 8,000 180,630 188,630 $ 8,700 1,400 7,500 180,630 198,230 $ 9,000 500 213,520 223,020 $ 787,282 (1,476) 11,192 796,998 $ 1,074,742 626 44,637 1,120,005 $ 850,560 850,560 $ 842,050 400 842,450 $ 1,168,030 500 1,168,530 Parkway Maintenance Property Tax Investment Income Other Non Operating Revenue Total Parkway Maintenance $ 315,055 (149) 240 315,146 $ 468,830 30 468,860 $ 342,130 342,130 $ 335,300 335,300 $ 344,400 344,400 Total Maintenance Districts $ 1,588,865 $ 1,192,690 $ 1,177,750 $ 1,512,930 Grants: Investment Income Federal Grant State Grant County Grant Transfer from General Fund Total Grants Riparian: Riparian Memberships and Sales Donations and Contributions Investment Income Transfer from General Fund Transfer from Wastewater Fund Total Riparian Maintenance Districts: Street Light Districts Property Tax Investment Income Other Non Operating Revenue Total Street Light Districts 1,112,144 $ 1,002,000 14,250 1,016,250 $ 3,552,241 (26,772) 3,525,469 $ 3,045,000 5,000 3,050,000 $ 1,367,303 (317) 115,026 1,482,012 $ 996,000 15,000 24,750 1,035,750 $ - 29 - $ 1,680,000 6,050 13,140 1,699,190 $ 4,757,000 55,300 4,812,300 $ 1,787,000 12,000 14,040 1,813,040 2004-05 Adopted 690,456 34,507 60,796 785,759 Parks and Recreation System Development Fees Investment Income Total Parks and Recreation $ 1,041,995 11,384 90,681 1,144,060 2003-04 Projected $ 1,882,800 1,882,800 $ 8,179,200 40,000 8,219,200 $ 1,328,400 5,000 1,333,400 Revenue Detail 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted Other Agency: Investment Income Other Entities Participation Donation/Contributions Traffic Driving School Fees Judicial Education Fee Court Security Surcharge Fill the Gap Allocation Sale of Books Maps and Periodicals Public Safety Services Confiscations Intergovernmental Transfer from General Fund Transfer from Capital Project Fund Total Other Agency $ TOTAL SPECIAL REVENUE $ 31,953,856 $ 40,686,160 $ 31,997,720 $ 49,064,060 $ 44,199,110 CAPITAL IMPROVEMENTS Bond Proceeds $ - $ 6,529,445 $ 35,000,000 $ - $ 35,000,000 $ - $ 166,945 1,477,653 605,788 1,467,752 178,765 3,896,903 $ - $ 27,800 27,800 $ 10,000 10,000 MPC - Water Investment Income Transfer from Water SDF Total MPC - Water $ - $ 23,979 6,344,900 6,368,879 $ - $ 11,000 973,800 984,800 $ 5,000 973,800 978,800 Capital Financing: Investment Income Total Capital Financing $ 8,264 8,264 $ (3,304) (3,304) $ 5,000 5,000 $ 3,900 3,900 $ 4,000 4,000 MPC - Public Facilities Investment Income General Fund Transfer from General Gov SDF Transfer from Police SDF Transfer from Fire SDF Total MPC - Public Facilities Municipal Facilities: Property Rental Bond Proceeds Investment Income Developer Contributions Transfer from General Fund Transfer from Street Fund Transfer from Fire SDF Transfer from Police SDF 18,922 6,046 240,688 67,966 24,909 42,715 7,305 226,066 15,449 400 50,759 420,900 1,122,125 5,500 1,775,258 4,224 46,850 3,989,033 94,800 2,458,362 20,101 $ (2,061) 840,594 28,342 75,995 23,983 42,565 12,160 138,177 30,064 10,000 162,725 1,362,544 $ 324 7,816 3,089,180 2,781,696 - - 30 - 10,000 8,000 25,000 65,000 25,000 45,000 5,000 250,000 839,500 1,272,500 2,394,000 137,000 6,487,050 161,490 $ 448,480 100,000 86,000 25,000 47,000 10,000 840 176,800 8,350 (420,900) 481,570 $ 5,610 4,162,630 5,053,710 410,210 8,400 25,000 90,000 25,000 45,000 10,000 250,000 10,000 12,000 475,400 157,000 2,242,000 147,000 2,940,450 - Revenue Detail Transfer from General SDF Transfer from Water Fund Transfer from Wastewater Fund Transfer from Solid Waste Fund Contribution MPC Bond Proceeds Total Municipal Facilities 2001-02 Actual 4,396,781 85,320 4,740 4,740 18,532,597 $ 31,418,306 Parks, Recreation & Open Space: Intergovernmental Investment Income Bond Proceeds Donation/Contributions Transfer from General Fund Transfer from Traffic Signal SDF Transfer from General SDF Transfer from Water SDF Transfer from Parks and Rec SDF Total Parks, Rec, & Open Space $ 14,781 161,697 6,555,879 67,960 1,220,000 115,000 137,300 350,191 8,622,808 Streets and Roadways: Intergovernmental Investment Income Other Entities Participation Donations/Contributions Miscellaneous Revenue Bond Proceeds Transfer from General Fund Transfer from Street Fund Transfer from Water Fund Transfer from Wastewater Fund Transfer from Capital Fund Transfer from Traffic SDF Transfer from Parks SDF Transfer from Water SDF Transfer from Wastewater SDF Total Street and Roadways 172,649 9,097,858 3,405,000 90,363 (279,705) 51,990 598,608 402,162 1,369,000 66,970 4,115,000 42,500 24,999,618 64,158,000 964,236 11,808 (207,353) 1,538,013 7,050,700 92,683 238,000 $ 26,820,274 $ 10,770,136 $ 80,387,690 Storm Water System: Intergovernmental Developer Contribution Investment Income Bond Proceeds Transfer from General Fund Transfer from Street Fund Transfer from Water Fund Transfer from Traffic Signal SDF Transfer from Parks & Rec SDF Transfer from Wastewater SDF Total Storm Water $ 11,092 2,106,709 27,011 11,576 2,156,388 2002-03 Actual 19,822 16,841,526 $ 22,740,364 $ $ 2003-04 Adopted 6,959,000 1,097,800 $ 17,236,340 50,559 (109,427) 3,199 2,327,467 24,971 47,682 337,919 2,682,370 $ (30,443) 77,230 46,787 $ - 31 - 1,378,000 57,370 498,000 1,492,460 3,425,830 3,122,000 2,882,000 10,000 87,000 130,000 500,000 6,731,000 2003-04 Projected 145,610 3,914,400 $ 13,692,170 2004-05 Adopted 4,572,130 110,000 57,000 144,000 $ 10,369,580 173,000 1,035,930 1,208,930 2,658,510 62,950 96,000 16,848,200 $ 19,665,660 447,000 1,310,000 599,700 50,800,000 4,917,000 5,705,770 238,000 39,000 $ 64,056,470 2,470,000 10,000 6,924,000 15,000,000 855,600 411,000 294,000 1,660,000 917,000 4,224,000 2,870,000 $ 35,635,600 67,370 67,370 400,000 715,560 10,000 563,000 500,000 522,000 2,710,560 $ $ $ Revenue Detail 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted Traffic Control: Investment Income Other Non-Opering Income Transfer from Traffic Signal SDF Total Traffic Contol $ Water System: System Development Fees Intergovernmental Other Entities Participation Contribution from Water MPC Transfer from Water Fund Transfer from Wastewater Fund Transfer from Water SDF Fund Total Water System 503,198 64,992 2,298 11,269,462 2,700,000 3,360,479 $ 17,900,429 $ 928,427 1,019,333 1,096,314 3,044,074 4,570,700 10,603,500 $ 15,174,200 1,946,430 8,590,080 $ 10,536,510 8,502,000 1,625,000 9,704,260 $ 19,831,260 Wastewater System: System Development Fees Developer Contribution Bond Proceeds Investment Income Transfer from CDBG Fund Transfer Wastewater Fund Transfer Wastewater SDF Fund Total Wastewater System 457,544 1,504,793 4,608 169,713 3,312,648 6,345,835 $ 11,795,141 738,249 47,248 3,113,278 7,450,587 $ 11,349,362 215,000 13,878,550 335,540 431,000 3,248,000 17,548,970 $ 35,657,060 422,890 932,530 10,365,680 $ 11,721,100 64,682,000 992,000 25,480,840 $ 91,154,840 48,700 1,800 1,505,700 1,967,640 100,000 3,623,840 5,000 204,420 2,579,570 270,000 3,058,990 11,247 25,553 36,800 Redevelopment: Investment Income Miscellaneous Revenue Donations/Contributions Bond Proceeds Intergovernmental Transfer from General Fund Transfer from Grant Fund Transfer from Capital Project Fund Total Redevelopment $ TOTAL CAPITAL IMPROVEMENTS $ 104,206,431 DEBT SERVICE Improvement District Debt: Debt Service Investment Income Other Non Operating Revenue Transfer from Transfer from General Fund Total Improvement Districts $ 16,426 2,400 324 2,156,869 20,150 2,806,587 416,167 29,098 5,448,021 1,232,600 7,174 166,362 1,406,136 $ $ (5,402) 414,542 323,688 732,828 $ (49,579) 1,542 14,848 952,227 2,723,372 1,041,696 4,684,106 $ $ 72,841,950 $ 10,000 240,000 2,587,000 350,000 3,187,000 $ 199,070,030 1,242,772 (1,647) 60 245,427 224,945 1,711,557 $ - 32 - 2,265,910 2,265,910 2,592,720 175,000 2,767,720 $ $ 2,699,180 2,699,180 $ $ 2,303,130 2,303,130 $ 108,622,070 $ 220,722,420 2,974,590 2,200 175,000 3,151,790 2,851,700 155,020 175,000 3,181,720 $ $ Revenue Detail 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted General Obligation Debt: Property Taxes Investment Income Other Non Operating Revenue Bond Proceeds Transfer from Street Fund Transfer from MPC Public Facilities Total General Obligation Debt 8,018,697 87,043 8,505,000 851,775 276,499 $ 17,739,014 8,731,953 10,423,000 (170,750) 100,000 41,574 866,375 3,369,600 3,020,422 $ 12,489,574 $ 13,892,600 10,423,000 125,000 2,995,370 3,053,710 $ 16,597,080 12,101,700 100,000 3,266,060 3,053,120 $ 18,520,880 TOTAL DEBT SERVICE $ 19,145,150 $ 14,201,131 $ 16,660,320 $ 19,748,870 $ 21,702,600 6,515 875 1,000 350 300 TRUST ACCOUNTS Investment Income TOTAL TRUST ACCOUNTS $ 6,515 GRAND TOTAL REVENUE $ 269,010,430 $ 875 $ 244,294,414 - 33 - $ 1,000 $ 373,559,430 $ 350 $ 320,136,262 $ 300 $ 438,101,120 Expense Summary 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted GENERAL FUND: Management and Policy Legal and Court Community Development Police Fire 10,796,341 8,742,631 8,840,950 9,247,550 11,027,530 2,219,609 3,304,194 2,697,730 2,748,610 3,061,930 9,638,504 10,395,837 7,997,500 9,564,670 9,474,920 14,994,260 18,463,766 20,875,450 21,442,050 26,301,030 7,079,543 8,961,250 9,715,520 9,522,220 11,461,020 Public Works 1,937,702 2,639,007 5,597,680 6,653,582 5,260,390 Leisure Services 7,163,063 8,527,029 7,131,460 6,595,360 7,347,530 Other General Fund 3,730,642 3,078,991 4,473,980 7,973,920 1,825,050 Contingency TOTAL GENERAL FUND $ 57,559,664 $ 64,112,705 1,800,000 $ 69,130,270 $ 73,747,962 1,800,000 $ 77,559,400 ENTERPRISE OPERATIONS: Water Fund Water Replacement Fund Wastewater Fund Wastewater Replacement Fund Solid Waste - Residential SW Residential Replacement Solid Waste - Commercial SW Commercial Replacement Irrigation 16,546,772 13,686,802 24,995,220 21,338,990 30,155,260 - - - - 333,000 11,401,625 11,279,857 16,309,050 12,143,940 15,582,220 - - - - 35,000 5,450,914 6,505,882 7,763,120 8,526,590 10,872,410 - - 935,000 1,010,000 858,000 1,327,251 1,252,270 1,395,370 1,251,240 1,458,550 - - - - 185,400 49,080 52,326 47,970 44,147 51,410 TOTAL ENTERPRISE $ 34,775,642 $ 32,777,137 $ 51,445,730 $ 44,314,907 $ 59,531,250 STREETS $ 7,469,113 $ 9,178,344 $ 19,546,130 $ 16,455,510 $ 14,605,040 INTERNAL SERVICES $ 3,280,204 $ 3,511,357 $ 7,984,520 $ 7,903,125 $ 8,694,360 SPECIAL REVENUE FUNDS: Equipment Replacement Redevelopment CDBG/HOME - 595,133 - - - 36,553 221,124 127,300 43,700 127,300 575,708 547,013 1,371,140 987,027 1,041,220 35,157,155 24,940,797 51,425,390 32,249,370 76,343,020 1,024,319 1,792,720 2,315,170 323,880 1,840,010 149,515 121,755 180,630 151,530 222,350 1,244,924 1,360,679 1,629,160 1,392,600 1,734,440 Other Agency 677,065 1,177,276 1,478,760 906,190 356,000 Contingency 57,273 - - - - Development Fees Grants Riparian Programs Maintenance Districts TOTAL SPECIAL REVENUE $ 38,922,512 $ 30,756,497 $ CAPITAL IMPROVEMENTS $ 74,143,680 $ 87,880,349 $ 194,793,190 $ 101,952,130 $ 223,083,420 DEBT SERVICE $ 16,002,090 $ 12,880,661 $ 12,671,510 $ 15,833,365 $ 23,496,290 TRUST ACCOUNTS $ 3,100 $ 2,500 $ 3,600 $ 2,400 $ 2,400 GRAND TOTAL EXPENSES $ 232,156,005 $ 241,099,550 - 34 - 58,527,550 $ 414,102,500 $ 36,054,297 $ 296,263,696 $ 81,664,340 $ 488,636,500 Expense Detail 2001-02 Actual GENERAL FUND MANAGEMENT AND POLICY Mayor and Council 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted 297,083 307,622 485,170 432,400 493,700 700,187 359,145 415,975 1,475,307 472,512 345,332 458,903 325,608 394,890 120,047 2,117,292 429,480 243,350 457,290 382,730 187,370 1,700,220 406,050 249,500 392,910 362,790 1,000,000 175,570 2,586,820 428,830 253,550 402,970 398,880 1,051,500 241,570 2,777,300 480,072 488,634 489,900 472,970 561,600 Finance: Finance Utility Customer Service Total Finance 967,723 757,411 1,725,134 967,357 859,200 1,826,557 1,049,950 1,103,050 2,153,000 1,054,620 1,134,460 2,189,080 1,172,910 1,196,980 2,369,890 Technology Services: Technology Services Communication Systems Total Technology Services 5,875,840 5,875,840 3,076,755 3,076,755 3,017,960 3,017,960 2,621,620 2,621,620 3,395,510 244,330 3,639,840 769,126 173,779 942,905 755,663 170,108 925,771 823,980 170,720 994,700 774,960 169,700 944,660 803,200 190,110 191,890 1,185,200 Manager: Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Government Relations Total Manager Town Clerk Personnel: Personnel Training and Development Risk Management Total Personnel TOTAL MANAGEMENT & POLICY $ LEGAL AND COURT General Counsel Prosecutor Public Defender Municipal Court TOTAL LEGAL AND COURT 10,796,341 $ 391,662 700,287 123,862 1,003,798 $ 2,219,609 8,742,631 $ 445,083 944,278 137,649 1,777,184 $ 3,304,194 8,840,950 $ 531,400 831,950 140,000 1,194,380 $ 2,697,730 9,247,550 $ 491,400 836,860 135,000 1,285,350 $ 2,748,610 11,027,530 531,470 924,280 160,000 1,446,180 $ 3,061,930 COMMUNITY DEVELOPMENT Economic Development: Administration Business Development Redevelopment Total Economic Development 422,169 3,595,436 4,017,605 1,727,987 2,712,223 4,440,210 1,562,550 99,750 127,300 1,789,600 1,580,310 1,927,300 3,507,610 1,947,110 397,300 2,344,410 Planning 1,220,453 1,428,613 1,389,130 1,389,720 1,691,220 - 35 - Expense Detail 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted Building Safety: Building Inspection Code Compliance Backflow Prevention Development Services Total Building Safety 1,833,247 329,545 125,400 397,280 2,685,472 1,863,393 325,127 138,066 516,935 2,843,521 2,033,300 354,600 132,410 560,140 3,080,450 1,958,050 333,830 128,640 555,400 2,975,920 2,384,340 373,830 139,940 595,570 3,493,680 Engineering: Development Engineering Traffic Engineering Total Engineering 1,260,770 454,204 1,714,974 1,157,408 526,085 1,683,493 1,208,100 530,220 1,738,320 1,162,740 528,680 1,691,420 1,396,200 549,410 1,945,610 TOTAL COMMUNITY DEVELOP. $ POLICE DEPARTMENT Administration Professional Standards 9,638,504 $ 10,395,837 $ 7,997,500 $ 9,564,670 $ 9,474,920 455,140 522,598 1,281,630 515,669 602,660 536,490 2,302,170 566,650 2,819,310 671,180 Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support - Warrants School Programs Total Patrol Services 7,327,615 189,936 699,175 224,795 215,483 718,904 9,375,908 9,464,859 245,095 1,027,722 245,071 126,096 680,205 11,789,048 11,738,290 207,980 939,110 456,020 163,980 638,660 14,144,040 10,365,750 247,490 963,840 443,860 174,470 621,100 12,816,510 11,779,060 363,700 1,406,220 511,570 145,690 749,980 14,956,220 Support Services: Records Communication Property Alarm Management Training & Program Coord. Planning and Research Total Support Services 442,211 1,255,662 275,807 53,691 83,161 42,426 2,152,958 501,398 1,197,459 300,400 50,221 89,793 105,041 2,244,312 596,280 1,420,470 385,150 52,970 89,690 125,460 2,670,020 562,520 1,737,400 383,390 49,910 93,540 125,040 2,951,800 915,320 2,362,010 453,900 55,920 138,230 138,210 4,063,590 505,902 543,125 511,150 512,990 553,580 1,226,698 574,986 117,763 1,919,447 1,430,939 463,629 107,919 2,002,487 1,563,020 633,200 122,780 2,319,000 1,540,410 539,890 119,950 2,200,250 2,228,440 659,200 241,820 3,129,460 62,307 62,307 87,495 87,495 92,090 92,090 91,680 91,680 107,690 107,690 Counseling Services Investigation: General Investigations Special Investigations Crime Prevention Total Investigation Special Operations: Emergency Response Unit Total Special Operations TOTAL POLICE DEPARTMENT $ 14,994,260 $ 18,463,766 - 36 - $ 20,875,450 $ 21,442,050 $ 26,301,030 Expense Detail 2001-02 Actual FIRE DEPARTMENT Fire Administration Operations: Fire Training Fire Operations Total Operations Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention TOTAL FIRE DEPARTMENT $ 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted 306,032 545,578 532,760 560,420 602,260 321,168 5,889,487 6,210,655 410,179 7,368,487 7,778,666 451,240 7,937,150 8,388,390 493,830 7,706,800 8,200,630 679,510 9,213,290 9,892,800 534,139 6,788 21,929 562,856 613,167 15,765 8,074 637,006 704,240 71,390 18,740 794,370 674,790 71,380 15,000 761,170 864,510 82,880 18,570 965,960 7,079,543 $ 8,961,250 $ 9,715,520 $ 9,522,220 $ 11,461,020 PUBLIC WORKS Public Works Administration Field Operations Administration Environmental Programs 265,749 504,911 216,060 268,819 454,618 261,504 331,440 501,330 363,490 275,210 486,570 265,030 354,910 618,030 - Public Facilities: Facilities Maintenance Municipal Office I Public Works Facility Municipal Office II Public Safety Center Southeast Library Maint. Temporary Facilities Heritage Annex Total Public Facilities 597,314 566 103,664 701,544 798,859 141,902 83,661 43,768 221,584 1,289,774 906,030 157,640 120,190 2,269,510 222,870 306,760 3,983,000 871,660 223,090 110,030 3,637,850 182,670 198,000 5,223,300 432,760 339,600 206,790 123,490 1,797,160 735,610 194,000 21,420 3,850,830 Irrigation Fund Subsidy Mosquito and Midge Fly Control Utility Locates 34,845 41,204 173,389 36,116 53,615 274,561 33,510 44,240 340,670 26,832 45,800 330,840 36,410 47,000 353,210 TOTAL PUBLIC WORKS LEISURE SERVICES Leisure Services Administration Parks: Parks and Open Space Freestone Park Crossroads Park McQueen Park Riparian Programs Total Parks $ 1,937,702 $ 2,639,007 $ 5,597,680 $ 6,653,582 $ 5,260,390 688,205 676,368 708,630 722,860 890,130 3,763,255 99,773 3,863,028 4,755,828 70,000 4,825,828 3,045,390 30,000 3,075,390 2,606,600 2,606,600 2,956,660 2,956,660 - 37 - Expense Detail 2001-02 Actual Aquatics: Aquatics Gilbert Pool Mesquite Pool Greenfield Pool Total Aquatics Concessions Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Library Facility Total Recreation Centers Recreation Programs: Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Summer Playground Special Needs Outdoor Programs Total Recreation Programs Culture and Arts TOTAL LEISURE SERVICES $ OTHER GENERAL FUND Animal Control Incarceration Emergency Operation Center Transportation: Transit Williams Gateway Airport Total Transportation Social Services: Youth Special Programs Senior Programs Museum Support Social Services Total Social Services Non-Departmental TOTAL OTHER GENERAL FUND $ 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted 354,512 31,175 44,507 430,194 201,145 260,685 461,830 190,400 238,740 429,140 214,240 245,930 460,170 222,120 250,080 472,200 82,656 74,499 72,550 28,620 - 220,290 246,170 9,858 94,710 302,870 873,898 223,853 249,929 25,322 541,971 86,398 1,127,473 216,390 244,010 51,770 809,050 93,250 1,414,470 239,960 255,890 56,840 778,930 84,120 1,415,740 241,800 300,140 56,720 868,650 100,810 1,568,120 21,812 388,167 151,510 164,744 305,065 123,935 58,108 302 1,213,643 21,748 426,592 157,784 187,715 330,161 58,237 52,362 32,773 1,267,372 46,370 476,390 177,380 199,570 324,040 43,800 48,100 1,315,650 37,440 439,350 162,360 197,650 365,310 27,390 41,330 1,270,830 47,440 456,800 184,970 210,600 350,980 45,240 49,410 1,345,440 11,439 93,659 115,630 90,540 114,980 7,163,063 $ 8,527,029 $ 7,131,460 $ 6,595,360 $ 7,347,530 59,272 430,764 10,050 89,072 540,701 1,522 100,800 675,000 16,500 100,800 630,000 10,420 108,700 775,000 37,100 1,032,976 450,000 1,482,976 1,056,344 456,500 1,512,844 1,163,000 350,000 1,513,000 1,429,000 350,000 1,779,000 1,133,000 350,000 1,483,000 400,000 20,000 1,104 140,257 561,361 397,000 20,000 1,104 146,803 564,907 475,000 20,000 1,600 64,520 561,120 275,100 20,000 1,800 64,800 361,700 125,000 40,000 2,000 68,000 235,000 1,186,219 369,945 1,607,560 5,092,000 3,730,642 $ 3,078,991 - 38 - $ 4,473,980 $ 7,973,920 (813,750) $ 1,825,050 Expense Detail 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Projected 2004-05 Adopted Appropriated Contingency $ - $ - $ 1,800,000 $ - $ 1,800,000 TOTAL GENERAL FUND $ 57,559,664 $ 64,112,705 $ 69,130,270 $ 73,747,962 $ 77,559,400 ENTERPRISE OPERATIONS WATER Administration Water Conservation 1,365,833 126,679 631,834 189,483 1,464,870 235,910 2,072,900 225,920 1,317,140 271,890 Production: Water Plant Production Water Wells Production Water Quality Assurance Total Production 6,822,764 2,413,491 473,837 9,710,092 5,495,307 2,121,991 540,955 8,158,253 7,772,330 2,911,400 592,210 11,275,940 8,143,670 2,632,020 611,120 11,386,810 8,100,600 1,630,100 626,540 10,357,240 Water Distribution Water Metering 2,883,587 2,460,581 1,883,730 2,823,502 8,054,550 2,963,950 5,244,470 2,408,890 14,262,190 3,037,800 - - 1,000,000 - 909,000 Appropriated Contingency TOTAL WATER FUND $ 16,546,772 $ 13,686,802 $ 24,995,220 $ 21,338,990 $ 30,155,260 WATER REPLACEMENT FUND Equipment TOTAL WATER REPLACE FUND $ - $ - $ - $ - $ 333,000 333,000 WASTEWATER Wastewater Administration Wastewater Collection 99,510 3,524,588 253,010 2,716,040 231,320 8,427,320 1,392,630 4,386,100 1,499,450 5,809,760 Wastewater Plant Operations: Neely Treatment Facility South East Treatment Facility Total Wastewater Plant Operations 2,777,925 565,968 3,343,893 5,926,004 600,166 6,526,170 3,696,180 706,890 4,403,070 3,046,180 994,340 4,040,520 4,008,990 1,208,990 5,217,980 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 3,852,723 407,113 4,259,836 689,960 795,137 1,485,097 827,260 1,037,620 1,864,880 620,000 1,368,650 1,988,650 595,440 1,424,100 2,019,540 173,798 - 299,540 - 382,460 1,000,000 336,040 - 370,290 665,200 Wastewater Quality Appropriated Contingency TOTAL WASTEWATER $ WASTEWATER REPLACEMENT FUND Equipment TOTAL WASTEWATER REPLACE $ 11,401,625 - $ 11,279,857 $ - - 39 - $ 16,309,050 $ - $ 12,143,940 $ - $ 15,582,220 $ 35,000 35,000 Expense Detail 2001-02 Actual SOLID WASTE RESIDENTIAL FUND Residential Administration Residential Collections Uncontained Collections Recycling Appropriated Contingency TOTAL SW RESIDENTIAL FUND $ 2002-03 Actual 818,951 3,496,692 568,057 567,214 5,450,914 2003-04 Adopted $ 1,021,100 4,570,500 837,930 833,590 500,000 7,763,120 $ 935,000 935,000 $ 29,698 1,107,408 115,164 1,252,270 - $ $ 49,080 TOTAL ENTERPRISE OPERATIONS $ 34,775,642 SW RESIDENTIAL REPLACEMENT FUND Equipment TOTAL SW RESIDENT REPLACE $ SOLID WASTE COMMERCIAL FUND Commercial Administration Commercial Collections Commercial Rolloffs Appropriated Contingency TOTAL SW COMMERCIAL FUND $ - 24,699 1,302,552 1,327,251 SW COMMERCIAL REPLACEMENT FUND Equipment TOTAL SW COMM REPLACEMENT $ IRRIGATION STREETS Administration Street Debt $ 934,741 4,076,815 920,966 573,360 6,505,882 $ - 2003-04 Projected 2004-05 Adopted $ 2,044,790 4,947,640 843,580 690,580 8,526,590 $ 1,481,690 6,385,380 1,491,700 912,970 600,670 10,872,410 $ 1,010,000 1,010,000 $ 858,000 858,000 $ 19,240 1,283,120 93,010 1,395,370 $ 18,380 1,077,560 155,300 1,251,240 $ 20,610 1,322,430 115,510 1,458,550 - $ - $ - $ 185,400 185,400 $ 52,326 $ 47,970 $ 44,147 $ 51,410 $ 32,777,137 $ 51,445,730 $ 44,314,907 $ 59,531,250 417,047 - 357,349 866,375 457,730 3,369,600 443,760 2,995,370 697,540 3,266,060 Streets Maintenance: Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Total Streets Maintenance 3,342,463 1,024,638 13,563 8,542 126,093 4,515,299 2,287,331 466,243 95,702 1,910,574 411,934 5,171,784 706,700 450,920 92,060 10,627,620 517,290 12,394,590 708,030 907,380 95,700 8,039,620 477,100 10,227,830 547,740 558,030 99,080 5,076,830 620,200 6,901,880 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Street Traffic Control 590,820 303,227 705,931 475,132 2,075,110 503,725 277,230 656,318 682,232 2,119,505 571,320 392,810 704,210 585,960 2,254,300 535,510 317,120 690,270 395,260 1,938,160 639,200 309,310 718,000 664,280 2,330,790 418,857 26,462 16,338 461,657 369,920 120,445 172,966 663,331 495,340 166,470 158,100 819,910 525,880 174,510 100,000 800,390 631,230 158,940 200,600 990,770 Right of Way Maintenance: Right of Way Maintenance Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance - 40 - Expense Detail 2001-02 Actual Storm Drainage Maintenance Appropriated Contingency TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance TOTAL INTERNAL SERVICE SPECIAL REVENUE FUNDS Equipment Replacement: Transfer Special Revenue General Fund Street Fund Total Equipment Replacement 2002-03 Actual 7,469,113 $ 3,185,355 94,849 $ 3,280,204 2003-04 Adopted 9,178,344 50,000 200,000 $ 3,476,130 35,227 $ 3,511,357 2003-04 Projected 19,546,130 50,000 $ 3,406,990 247,130 4,330,400 $ 7,984,520 2004-05 Adopted 16,455,510 50,000 368,000 $ 3,482,125 101,000 4,320,000 $ 7,903,125 14,605,040 3,436,360 200,000 5,058,000 $ 8,694,360 - 595,133 595,133 - - - 36,553 36,553 221,124 221,124 127,300 127,300 43,700 43,700 127,300 127,300 Community Development Block Grant/HOME: Administration 66,983 Projects 508,725 Total CDBG/HOME 575,708 91,133 455,880 547,013 103,400 1,267,740 1,371,140 115,000 872,027 987,027 142,970 898,250 1,041,220 Redevelopment: Operations Total Redevelopment Development Fees: Solid Waste Container Water System Development Fee Water Resource Fee Wastewater System Devel Fee Wastewater Plant Repair Traffic Signal System Devel Fee Police System Development Fee Fire System Development Fee Parks & Rec System Devel Fee General Govt System Devel Fee 404,580 18,750,700 332,241 6,345,835 140,554 1,206,467 2,602,855 350,191 5,023,732 159,600 10,724,039 741,262 7,450,586 425,887 1,467,752 2,960,461 337,919 673,291 388,000 11,898,600 772,690 17,548,970 344,000 2,633,910 1,620,710 6,664,780 1,992,460 7,561,270 210,700 9,563,880 180,880 10,404,680 3,004,550 1,869,430 5,231,440 1,035,930 747,880 320,000 14,998,060 180,890 28,872,840 3,963,130 1,459,940 3,118,270 18,265,200 5,164,690 Total Development Fees 35,157,155 24,940,797 51,425,390 32,249,370 76,343,020 1,024,319 1,792,720 2,315,170 323,880 1,840,010 149,515 121,755 180,630 151,530 222,350 912,808 332,116 1,244,924 977,065 383,614 1,360,679 1,207,580 421,580 1,629,160 1,028,600 364,000 1,392,600 1,328,010 406,430 1,734,440 677,065 1,177,276 1,478,760 906,190 356,000 Grants Riparian Programs Maintenance Districts: Street Light ID Parkway ID Total Maintenance Districts Other Agency - 41 - Expense Detail 2001-02 Actual Contingency 57,273 TOTAL SPECIAL REVENUE FUNDS $ 38,922,512 CAPITAL IMPROVEMENTS Construction Capital Projects MPC - Public Facilities MPC - Water System Municipal Buildings Park, Recreation & Open Space Storm Water & Flood Control Streets & Roadways Traffic Control Wastewater Improvements Water System Redevelopment 45,089 121,781 27,009,328 8,674,862 383,944 6,532,790 234,966 10,454,202 17,124,382 3,562,336 TOTAL CAPITAL IMPROVEMENT $ DEBT SERVICE General Obligation Debt Improvement District Debt TOTAL DEBT SERVICE 2002-03 Actual 74,143,680 $ TRUST ACCOUNTS Fire Pension 16,002,090 30,756,497 $ $ $ 3,100 GRAND TOTAL EXPENSES $ 232,156,005 $ 58,527,550 2004-05 Adopted - $ 36,054,297 $ 81,664,340 33,990,000 19,350,860 7,354,270 6,294,500 70,709,570 2,380,910 36,231,890 15,174,190 3,307,000 934,060 4,058,170 10,346,980 7,815,740 353,370 46,123,100 2,691,090 15,651,390 10,575,900 3,402,330 35,000,000 12,440,340 20,641,940 4,201,010 68,949,630 2,353,880 55,603,440 15,760,620 8,132,560 87,880,349 $ 194,793,190 $ 101,952,130 $ 223,083,420 10,494,301 2,386,360 10,243,310 2,428,200 13,252,610 2,580,755 20,771,300 2,724,990 12,880,661 3,100 TOTAL TRUST ACCOUNTS 2003-04 Projected - 5,471,364 19,924,495 3,248,694 24,615,362 (4,514,679) (156,311) 16,841,982 393,066 12,929,007 6,710,558 2,416,811 12,850,041 3,152,049 $ 2003-04 Adopted $ 2,500 $ 2,500 $ 241,099,550 - 42 - 12,671,510 $ 3,600 $ 3,600 $ 414,102,500 15,833,365 $ 2,400 $ 2,400 $ 296,263,696 23,496,290 2,400 $ 2,400 $ 488,636,500 Revenue Sources ALL SOURCES This section of the budget document includes detail information regarding revenue types, including historical information, assumptions for the FY2005 budget and future projections. Information on the specific revenue type, “Transfers In”, is found on a separate table in this section. Information on bond proceeds, property tax and special assessments is found in the debt section. The total revenue anticipated for FY2004-05 is $438,101,120. This is a 17% increase from budget FY2003-04. The largest areas of increase are Charges for Service and Transfers In. Charges for Service increases include user fees in water, wastewater, and system development fees to pay for growth related infrastructure. Transfers In reflect cash transfers from one fund to another fund. The majority of the transfers are from system development fees to capital improvements to pay for construction as it occurs. The major sources for all funds are shown on the table below: Revenue Type Transfers In 2001-02 Actual $ 53,294,348 2002-03 Actual $ 52,878,907 2003-04 Budget $ 78,491,350 2003-04 Projected $ 72,385,132 2004-05 Adopted $114,927,180 Bond Proceeds 66,136,723 23,370,971 114,134,350 56,220,100 114,682,000 Charges for Service 66,510,355 75,059,639 77,595,350 97,097,730 100,337,100 Intergovernmental 33,081,102 43,926,178 44,356,400 33,131,210 43,784,640 Sales Tax 29,508,253 29,645,140 30,828,400 33,937,600 35,893,000 Property/Assessment 10,353,634 11,518,297 14,208,410 14,574,940 16,465,830 Miscellaneous/Other 7,641,118 4,686,525 11,334,670 9,380,500 8,439,370 Fines/Franchise TOTAL 2,484,897 3,208,757 2,610,500 3,409,050 3,572,000 $269,010,430 $244,294,414 $373,559,430 $320,136,262 $438,101,120 FY2004-05 Revenue Sources for all Funds by Type Intergovernmental 10% Sales Tax 8% Fines Franchise Tax 1% Charges for Service 23% Property Tax Assessments 4% Transfer In 26% Bond Proceeds 26% - 43 - Miscellaneous Other 2% Revenue Sources CHARGES FOR SERVICE All charges for service are based on the philosophy that whoever benefits from the service should pay a portion or all of the cost to provide that service. For example, the Council determined that growth must pay for growth related projects and implemented system development fees (SDF) that recover the cost of growth related infrastructure construction. In addition, the fees for building permits, planning reviews, and engineering inspections are also based on 100% cost recovery. Other charges for service include user fees for recreation services, water consumption, wastewater and solid waste disposal. The following table compares the charges based on use. Other Funds includes General Fund, Special Revenue, Internal Service and Capital Projects. Year SDF Other Funds Water Wastewater Solid Waste Total 1999-00 17,332,006 7,371,118 13,729,585 8,829,609 5,834,636 $ 53,096,954 2000-01 20,350,023 7,815,772 14,823,344 9,888,011 6,870,715 $ 59,747,865 2001-02 25,620,379 6,459,129 16,514,943 9,997,086 7,918,818 $ 66,510,355 2002-03 31,945,177 7,260,049 17,034,217 10,330,528 8,489,668 $ 75,059,639 2003-04 23,864,800 16,716,620 17,470,060 10,870,230 8,673,640 $ 77,595,350 2004-05 36,944,400 21,023,060 21,103,180 11,476,240 9,790,220 $100,337,100 2005-06 41,213,000 16,378,000 22,369,000 12,473,000 10,713,000 $103,146,000 2006-07 40,403,000 15,970,000 23,712,000 13,559,000 11,675,000 $105,319,000 2007-08 40,970,000 17,831,000 25,134,000 14,744,000 12,731,000 $111,410,000 2008-09 40,403,000 19,951,000 26,642,000 15,317,000 13,890,000 $116,203,000 Total Charges for Service $120,000 (in thousands) $100,000 $80,000 $60,000 $40,000 $20,000 $0 99-00 00-01 01-02 02-03 03-04 - 44 - 04-05 05-06 06-07 07-08 08-09 Revenue Sources System Development Fees (SDF) System Development Fees are charged to all new development. The fees are collected to pay for infrastructure required due to growth. Fees are collected for traffic signals, water, wastewater, parks, police, fire and general government. A water resource fee is charged to pay for the cost of increased water rights. SDF’s are reviewed annually and revised based on changes in the cost of construction and changes in the infrastructure requirements. The budget and future year projections anticipate that average growth will remain at about 300 single family homes per year. The projection also includes allowances in future years for additional retail construction. The graph below shows the anticipated growth in System Development Fee revenue. $50,000 (in thousands) $40,000 $30,000 $20,000 $10,000 $0 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 Other Funds The charges for service for other funds include General Fund charges for Planning, Building Safety, Engineering, and Leisure Services. Also included are security services, internal service charges and charges to developers for construction of infrastructure which is not system related and the responsibility of developers to provide. The goal is for development services, internal services and all adult sports to be 100% self-supporting. Overall recreation programs have an approximate cost recovery of 60% planned for in FY2005. In FY2004 a Health Self Insurance Fund was added to the Internal Service Funds creating an increase of about 5 million. Revenue is projected to increase by 15% based on trends in health insurance costs. - 45 - Revenue Sources Water Water user fees are reviewed annually to ensure that revenue is able to cover 100% of the actual and anticipated cost of provided water to customers. The cost includes pumping water from the ground, treating the surface and ground water, distributing the water to customers, reading the meters and maintaining the system. No rate increases are included in the projections. The graph below shows the anticipated growth in revenue resulting from increases in customer base. $30,000 (in thousands) $25,000 $20,000 $15,000 $10,000 $5,000 $0 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 Wastewater Staff reviews wastewater fees annually to ensure revenue covers 100% of the cost of operations. Wastewater operations include collection, treatment and recovery of wastewater. A fee increase of 5% took effect in October, 2004. The graph below shows the anticipated growth in revenue resulting from the fee increase and increases in customer base. $18,000 (in thousands) $15,000 $12,000 $9,000 $6,000 $3,000 $0 99-00 00-01 01-02 02-03 03-04 - 46 - 04-05 05-06 06-07 07-08 08-09 Revenue Sources Solid Waste Solid Waste includes collection of residential, uncontained, and recycling. The operation also includes commercial and roll off customers. Annual rate reviews ensure that revenue covers all the cost of operations. The costs impacting rates the most in these funds are personnel, landfill tipping fees, equipment maintenance and replacement. The graph below shows the anticipated growth in revenue resulting from increases in customer base. $16,000 $14,000 (in thousands) $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 INTERGOVERNMENTAL Funding received from any other government agency is considered intergovernmental. The largest source is state shared revenue for sales tax, income tax, highway user revenue, vehicle license tax and local transportation assistance fund. The state shared revenue is distributed as follows: Sales Tax: State sales tax in distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the State. Income Tax: Fifteen percent of the State income tax is distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the State. Highway User Revenue: Cities and towns receive 27.5% of the highway user revenue fund. One half of the monies received are distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the State. The remaining one half is distributed based on the basis of the “county of origin” of gasoline sales and the relation of Gilbert’s population to the total incorporated population of Maricopa County. These funds must be used solely for street purposes. Vehicle License: Twenty-five percent of the net revenues collected for the licensing of motor vehicles by the County are distributed back based on the population of Gilbert in relation to the total incorporated population of Maricopa County. Local Transportation Assistance Fund: The State Lottery distributes funds based on population. - 47 - Revenue Sources Most of state shared distributions are based on population. The latest census, completed in 2000, is the basis under which state shared revenues are distributed. Due to Gilbert’s rapid population growth, significant increases in state shared revenues are projected with the next census update which is anticipated to take effect in FY2006-07. In FY2004 the State reduced state shared income tax by $2,000,000 as a result of the recession two years earlier. The graph below shows the amount of Intergovernmental revenue received per capita based on actual amounts received and future projections. $300 $250 $200 $150 $100 $50 $0 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 LOCAL SALES TAX Gilbert levies a one and one-half percent sales tax on sales collected within the Town limits. Gilbert increased the rate from one percent to one and one-half cent in FY01. The State collects this sales tax revenue and remits the amount collected weekly. The average increase in sales tax revenue over the past four years was 9.6%. Gilbert anticipates an increase in sales tax collections of 60% over the next five years. The largest contributing factor is construction of additional retail along the San Tan Freeway corridor. The table below shows that retail is anticipated to grow by 128% over the next five years. It is anticipated that as the retail component increases, the construction sales tax component will decline as Gilbert approaches build out. The projections are based on the following assumptions: ∼ ∼ ∼ ∼ ∼ the economy will continue to grow construction will continue at about the same pace no significant new non-retail sources will develop retail development will continue as planned the sales tax rate will not increase - 48 - Revenue Sources Year Retail Construction Other Total 1999-00 6,944,680 4,053,872 4,762,215 $15,760,767 2000-01 10,955,645 6,514,709 7,644,794 $25,115,148 2001-02 12,529,574 7,889,630 8,775,081 $29,194,285 2002-03 11,953,344 8,218,169 9,197,413 $29,368,926 2003-04 14,212,961 8,848,140 11,683,034 $34,744,135 2004-05 15,390,000 8,976,000 11,487,000 $35,853,000 2005-06 23,407,000 9,156,000 11,711,000 $44,274,000 2006-07 28,475,000 9,339,000 11,939,000 $49,753,000 2007-08 32,355,000 9,526,000 12,172,000 $54,053,000 2008-09 35,149,000 9,621,000 12,409,000 $57,179,000 $60,000 (in thousands) $50,000 $40,000 Other Construction Retail $30,000 $20,000 $10,000 $0 03-04 04-05 05-06 06-07 07-08 08-09 PROPERTY TAX Property tax only repays debt issued for voter approved bonds. The bonds are issued to pay for construction of streets, parks, facilities, and utility infrastructure. The levy rate is $1.15 per $100 in secondary assessed value. This levy is about 9% of the total property tax rate for property in the Gilbert School District. While the Gilbert School District is the largest, there are three school districts that cover Gilbert including Gilbert, Higley, and Chandler. More information on general obligation debt and the property tax is found in the debt section. ASSESSMENTS Assessment districts are established for street lights, parkway improvements and capital improvements. The street light district revenue is based on the cost of electricity for the district area. The amount is revised and levied every year. Each district is calculated separately. Parkway Improvement Districts pay for cost of maintenance and improvements in the parkway areas for eleven subdivisions in Gilbert. The levy for these districts is calculated and levied annually based on project and historical costs. Capital Improvement Districts are established to repay improvement debt issued for one time construction of infrastructure. The property in the area is levied an assessment to repay the debt issued. - 49 - Revenue Sources MISCELLANEOUS/OTHER This category includes permit revenue collected to pay for the cost of inspecting construction to ensure all buildings in Gilbert are safe and meet building code standards. Investment earnings are included in this category. In June 2004 the average return on investments was 1.1%. This revenue category also includes property rental, insurance recoveries, donations and contributions and other one-time revenue not categorized elsewhere. Most of the miscellaneous/other is highly unpredictable and is included in the budget at a minimal amount unless a specific source is known ahead of time. FINES Fines are collected by the Court. The graph below shows the anticipated growth in revenue resulting from increases in customer base. $3,000 (in thousands) $2,500 $2,000 $1,500 $1,000 $500 $0 99-00 00-01 01-02 02-03 03-04 - 50 - 04-05 05-06 06-07 07-08 08-09 Property Tax Rates The property tax rate for Gilbert is $1.15/$100 in secondary assessed valuation, there is no primary property tax. Town of Gilbert property tax is collected for debt repayment only, not for operations. Gilbert 9% Special Districts 6% Residents in Gilbert, based on address, are served by one of three local school districts. Each district has a unique primary and secondary tax rate. The distribution of property tax based on 2004/05 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. County 12% Gilbert School District 64% Community College/EVT 9% Gilbert School District Chandler School District Higley School District Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School Distict Total Primary $0.0000 1.2108 0.9211 0.4560 0.0000 0.0544 4.3463 $6.9886 $0.0000 1.2108 0.9211 0.4560 0.0000 0.0544 4.5948 $7.2371 $0.0000 1.2108 0.9211 0.4560 0.0000 0.0544 4.9074 $7.5497 Secondary (Debt) County Community College Fire District Flood Control County Library Central Arizona Project Hospital District Gilbert East Valley Institute Local School District Total Secondary $0.0000 0.1161 0.0069 0.2119 0.0521 0.1200 0.0000 1.1500 0.0488 3.5353 $5.2411 $0.0000 0.1161 0.0069 0.2119 0.0521 0.1200 0.0000 1.1500 0.0488 2.3007 $4.0065 $0.0000 0.1161 0.0069 0.2119 0.0521 0.1200 0.0000 1.1500 0.0488 1.5513 $3.2571 $0.0000 1.2108 1.0372 0.4560 0.0069 0.2119 0.0521 0.1200 0.0000 1.1500 0.1032 7.8816 $12.2297 $0.0000 1.2108 1.0372 0.4560 0.0069 0.2119 0.0521 0.1200 0.0000 1.1500 0.1032 6.8955 $11.2436 $0.0000 1.2108 1.0372 0.4560 0.0069 0.2119 0.0521 0.1200 0.0000 1.1500 0.1032 6.4587 $10.8068 Total State County Community College Education Equalization Fire District Flood Control County Library Central Arizona Project Hospital District Gilbert East Valley Institute Local School District Total Tax Rate - 51 - − 52 − General Fund __________________________________ General Fund Summary Management and Policy Legal and Court Community Development Police Department Fire Department Public Works Leisure Services Other General Fund General Fund FUND DESCRIPTION The General Fund is the largest operating fund in the budget and includes the most diverse operations. The General Fund provides accounting for all activities that do not have a specific revenue source. The revenue collected for support of the entire community is deposited in the General Fund to finance Public Safety, Community Development, Parks and Recreation and Internal Support functions. The following table indicates the subsidy provided for each major area. Program FY 2004-05 Appropriation FY 2004-05 Recovery FY 2004-05 Subsidy FY 2004-05 % Subsidized Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services Other General Fund Contingency $ 11,027,530 3,061,930 9,474,920 26,301,030 11,461,020 5,260,390 7,347,530 1,825,050 1,800,000 $ 4,916,300 143,000 7,688,940 1,705,000 319,000 1,358,530 1,904,000 295,000 - $ 6,111,230 2,918,930 1,785,980 24,596,030 11,142,020 3,901,860 5,443,530 1,530,050 1,800,000 55% 95% 19% 94% 97% 74% 74% 84% 100% Total General Fund $ 77,559,400 $ 18,329,770 $ 59,229,630 76% A portion of the recovery consists of transfers from other operating funds as a recovery of costs incurred to support the operations of Water, Wastewater, Solid Waste and Streets. The total General Fund Revenue budget is $76,051,760. The non-allocated revenue detailed in the summary section of this document provides for the subsidy. The nonallocated amount is $57,721,990. The remaining subsidy amount of $1,507,640 is provided by carry-forward balances. More detail on revenue and expenditures is included in the summary section and in the individual section for that activity. FUND NARRATIVE The General Fund received a great deal of scrutiny during the budget process this year because of the revenue constrained budget cycle. As Gilbert grows by about 300 households per month, the demand for services increases in some proportion depending on the service. The largest portion of revenue to the General Fund is sales tax. The business development needed to supply the sales tax to support the services to the residents is not keeping pace with the demand for the service. This fund will continue to be in a delicate balancing position for the next several years until business development catches up to residential development. - 53 - General Fund PERSONNEL BY ACTIVITY Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services Other General Fund Contingency 81.60 25.47 85.15 192.72 83.50 19.50 106.39 0.00 0.00 83.60 27.97 88.15 201.47 102.50 27.00 119.27 0.00 0.00 81.00 27.97 89.15 211.00 105.75 28.50 107.89 0.00 0.00 82.50 31.25 91.65 269.00 110.75 25.50 108.95 0.00 0.00 86.50 31.50 93.65 274.00 121.50 26.00 106.89 0.00 0.00 594.33 649.96 651.26 719.60 740.04 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 10,796,341 2,219,609 9,638,504 14,994,260 7,079,543 1,937,702 7,163,063 3,730,642 - 8,742,631 3,304,194 10,395,837 18,463,766 8,961,250 2,639,007 8,527,029 3,078,991 - 8,840,950 2,697,730 7,997,500 20,875,450 9,715,520 5,597,680 7,131,460 4,473,980 1,800,000 9,247,550 2,748,610 9,564,670 21,442,050 9,522,220 6,653,582 6,595,360 7,973,920 - 11,027,530 3,061,930 9,474,920 26,301,030 11,461,020 5,260,390 7,347,530 1,825,050 1,800,000 $ 57,559,664 $ 64,112,705 $ 69,130,270 $ 73,747,962 $ 77,559,400 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 31,103,757 14,587,716 1,312,301 10,555,890 35,022,639 15,884,302 1,164,700 12,041,064 40,605,720 21,482,630 383,000 6,658,920 39,930,160 18,902,940 1,326,970 13,587,892 48,062,650 22,785,860 1,357,170 5,353,720 $ 57,559,664 $ 64,112,705 $ 69,130,270 $ 73,747,962 $ 77,559,400 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 62,268,014 57,559,664 65,175,369 64,112,705 65,040,220 69,130,270 71,500,180 73,747,962 76,051,760 77,559,400 $ 4,708,350 $ 1,062,664 Total Personnel EXPENSES BY ACTIVITY Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services Other General Fund Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result - 54 - $ (4,090,050) $ (2,247,782) $ (1,507,640) Management and Policy __________________________________ Management and Policy Summary Mayor and Council Town Manager Town Clerk Finance Technology Services Personnel Management and Policy BUSINESS UNIT DESCRIPTION This unit represents the core policy, managerial and internal support functions of the Town, including: Mayor and Council, Town Manager, Town Clerk, Finance, Technology Services, and Personnel. The Mayor and Council represent the legislative side of government and set policy for the Town. The Mayor and Council also approve the budget and capital improvement plans, determine and set the annual tax rates, appoint the Town Manager, Town Attorney, Town Clerk, Municipal Court Judge, and citizen boards and commissions. The Town Manager, representing the executive side of government, is responsible for the dayto-day oversight and management of all departments; coordination of all municipal programs and services; for directing the development and implementation of the Operating and Capital Budgets, which combined, total $489 million and represents a workforce of 955 full-time equivalent positions. The Town Clerk’s main responsibilities include the coordination of the Town Council agenda process, administration of elections, and administration of the Town’s records management program. Finance operations include the maintenance of accurate and complete financial records, payment of all employees and vendors, and the provision of meaningful and timely financial reports and information. Technology Services supports and maintains all of the information systems in use by the Town. Personnel provides support for the Town’s human resource, training, health insurance administration and risk management needs. GOALS FY 2005 ∼ Manage the growth of the community in harmony the community’s vision for the future while maintaining the present and protecting the Town’s history ∼ Balance the present and future aspirations within available resources ∼ Improve organizational effectiveness through the optimization of resources ORGANIZATIONAL CHART MANAGEMENT AND POLICY Mayor and Council Town Clerk Technology Services Finance Finance Town Manager Town Manager Utility Customer Service Neighborhood Services Personnel Communication Personnel Financial Planning Training and Development Intergovernmental Risk Management - 55 - Management and Policy PERSONNEL BY DIVISION Mayor and Council Town Manager Town Clerk Finance Technology Services Personnel Total Personnel EXPENSES BY DIVISION Mayor and Council Town Manager Town Clerk Finance Technology Services Personnel Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 1.00 17.85 6.00 21.25 24.50 11.00 1.00 17.85 6.00 22.25 25.50 11.00 1.00 16.25 6.00 23.25 23.50 11.00 1.00 15.75 6.00 23.25 24.50 12.00 1.00 15.75 6.00 23.25 28.50 12.00 81.60 83.60 81.00 82.50 86.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 297,083 1,475,307 480,072 1,725,134 5,875,840 942,905 307,622 2,117,292 488,634 1,826,557 3,076,755 925,771 485,170 1,700,220 489,900 2,153,000 3,017,960 994,700 432,400 2,586,820 472,970 2,189,080 2,621,620 944,660 493,700 2,777,300 561,600 2,369,890 3,639,840 1,185,200 $ 10,796,341 $ 8,742,631 $ 8,840,950 $ 9,247,550 $ 11,027,530 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 4,036,677 2,751,253 52,480 3,955,931 4,616,180 3,449,511 676,940 5,288,090 3,421,030 131,830 5,112,350 3,983,370 22,500 129,330 6,053,720 4,914,480 25,000 34,330 $ 10,796,341 $ 8,742,631 $ 8,840,950 $ 9,247,550 $ 11,027,530 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 2,437,803 10,796,341 2,991,744 8,742,631 3,222,400 8,840,950 4,408,000 9,247,550 4,916,300 11,027,530 $ (8,358,538) $ (5,750,887) $ (5,618,550) $ (4,839,550) $ (6,111,230) - 56 - Mayor and Council PURPOSE STATEMENT OBJECTIVES FY 2005 The Mayor and Council provide community leadership, develop policies to guide the Town in delivering services and achieving community goals, and advance and promote the physical, social, cultural and economic environment of the Town, through effective civic leadership and through the active democratic participation of our citizens. ∼ Practice Sound Fiscal Management • Timely adoption of the Budget, Capital Improvements Plan, and the Comprehensive Annual Financial Report • Review long-term financial management forecasting plan ∼ Enhance Citizen Participation All powers of the Town of Gilbert are vested in the Town Council, which is comprised of a Mayor and six Council Members. The Town Council establishes policy through the enactment of laws (ordinances) and the adoption of resolutions. The Mayor and Council members are elected "at large"; that is, they do not represent separate districts. Members are elected for four year terms at general municipal elections which are held every two years, resulting in an overlap in the terms of office. The Mayor and two Council Members are selected at one election, and the remaining four Members are chosen in the following election. • Maintain Council Liaisons to all Boards and Commissions • Conduct semi-annual meetings with major Boards and Commissions • Inform the Public About Issues, Program and Accomplishments • Utilize Technology to Promote Communication & Linkages in the Community BUDGET ISSUES The only change in the FY05 budget for Mayor and Council is the increased cost of Personnel and Personnel related benefits. Supplies and Contractual did not increase over the FY04 adopted budget. ACCOMPLISHMENTS FY 2004 ∼ Formed and completed subcommittee work to set standards for Police, Fire and Parks and Recreation PERFORMANCE/ACTIVITY MEASURES Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Citizen satisfied or very satisfied with policy decisions 73% 75% 77% 75% % of Citizens who see improvement in the residential quality of life 64% 62% 60% 60% % of Citizens who believe Gilbert officials encourage citizen participation 56% 58% 60% 60% A1 - Moodys n/a A1 - Moodys n/a Bond Rating – General Obligation – Actual - 57 - Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2002 Actual FY 2003 Budget FY 2004 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 297,083 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 140,243 148,466 8,374 $ 297,083 Total Revenues Total Expenses $ 50,496 297,083 Net Operating Result $ $ 485,170 (246,587) $ 307,622 $ 432,400 Actual FY 2003 485,170 (255,326) $ $ 432,400 82,480 485,170 $3.00 $2.25 $1.50 $0.75 $0.00 FY 2004 - 58 - $ (358,880) $ $3.75 FY 2003 215,490 268,170 10,040 73,520 432,400 (402,690) $ FY 2005 493,700 Budget FY 2005 Projected FY 2004 COST PER CAPITA FY 2002 $ 206,550 215,810 10,040 Budget FY 2004 52,296 307,622 493,700 Projected FY 2004 206,970 268,160 10,040 $ Budget FY 2005 432,400 Budget FY 2004 169,865 127,837 9,920 Actual FY 2002 OPERATING RESULTS 307,622 Budget FY 2005 Projected FY 2004 485,170 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 297,083 307,622 Projected FY 2004 493,700 Budget FY 2005 95,080 493,700 (398,620) Town Manager PURPOSE STATEMENT OBJECTIVES FY 2005 ∼ Complete all capital projects on time and within budget ∼ Develop performance measures program for all city departments ∼ Provide for the timely and accurate preparation, review and adoption of the annual operating budget and Capital Improvement Plan ∼ Maintain recognition by the Government Finance Officers Association for the Distinguished Budget Award for 2004/05 ∼ Update/Improvement of the Town’s 5-Year Operating Plan The Town Manager implements the policy developed by the Town Council by providing leadership to departments while working with outside agencies and by ensuring responsive, cost effective local government services to Gilbert residents. The Town Manager’s Office directs and coordinates departmental activities; performs community relations; prepares the annual operating and capital budgets; prepares fiscal forecasts and management analyses; submits recommendations to the Town Council; coordinates special projects; performs budgetary control functions; and supervises and coordinates the daily activities of the City government. BUDGET ISSUES The Town Manager budget increases 63% over the FY04 adopted budget. The increase is due to the approximate $1,000,000 budget for capital project coordination. This is an annual contract that will be reevaluated each year for necessity. ACCOMPLISHMENTS FY 2004 ∼ Received Government Finance Officer’s Budget Award for the FY04 Budget Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of survey respondents satisfied with treatment when calling Gilbert 85% 85% 85% 85% % of population satisfied with value received from tax dollar 81% 81% 83% 85% n/a n/a 55% 80% PERFORMANCE/ACTIVITY MEASURES % of capital projects completed within budget - 59 - Town Manager PERSONNEL BY ACTIVITY Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Personnel EXPENSES BY ACTIVITY Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 5.00 4.35 4.00 3.00 0.00 1.50 2.75 4.60 4.25 4.50 0.00 1.75 2.75 3.00 4.25 4.50 0.00 1.75 2.75 3.00 3.25 4.50 0.00 2.25 2.75 3.00 3.25 4.50 0.00 2.25 17.85 17.85 16.25 15.75 15.75 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 700,187 359,145 415,975 - 472,512 345,332 458,903 325,608 394,890 120,047 429,480 243,350 457,290 382,730 187,370 406,050 249,500 392,910 362,790 1,000,000 175,570 428,830 253,550 402,970 398,880 1,051,500 241,570 $ 1,475,307 $ 2,117,292 $ 1,700,220 $ 2,586,820 $ 2,777,300 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 992,376 416,395 34,381 32,155 1,192,929 919,353 5,010 1,311,490 382,570 6,160 1,244,890 1,335,770 6,160 1,313,890 1,459,220 4,190 $ 1,475,307 $ 2,117,292 $ 1,700,220 $ 2,586,820 $ 2,777,300 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 161,028 1,475,307 Net Operating Result Projected FY 2004 274,392 2,117,292 229,910 1,700,220 1,554,500 2,586,820 1,596,380 2,777,300 $ (1,314,279) $ (1,842,900) $ (1,470,310) $ (1,032,320) $ (1,180,920) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2002 FY 2003 FY 2004 - 60 - FY 2005 Town Clerk ∼ Expanded permanent records available on the document imaging system to include financial documents such as transcripts of proceedings, budgets, and audits ∼ Improved inventory and tracking of public records maintained by the Town Clerk PURPOSE STATEMENT To serve citizens in a courteous, impartial manner that promotes confidence and trust; to provide all customers with quality service in an efficient and timely manner and to work in harmony with Elected Officials. Prepare Council agendas and related documents; record legislative actions; attest official actions of the Council; and maintain, protect, and preserve official records of the Town. Conduct fair and impartial Town elections in accordance with federal, state, and local laws. OBJECTIVES FY 2005 ∼ Plan and administer Spring 2005 Primary and General Elections ∼ Develop Boards and Commission Handbook, initiate review by select group of stakeholders, and distribute final document by December 31, 2004 ∼ Provide leadership in the assessment and implementation of document imaging in departments including modification of Records Retention Schedules to include imaged documents and other electronic records retention (on-going) ACCOMPLISHMENTS FY 2004 ∼ Conducted September 2003 Special Election, including production of Publicity Pamphlet ∼ Developed, implemented, and communicated Records Management Standards that establish standards for departments on maintenance, preservation, and destruction of official records ∼ Updated 75% of Records Retention and Disposition Schedules to comply with requirements of the Arizona State Department of Library, Archives, and Public Records BUDGET ISSUES The Town Clerk budget includes $125,000 for the Spring 2005 Primary and General Elections. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of records requests responded to within 24 hours 87% 87% 82% 85% % of Council agendas and public notices posted at 24 hour minimum prior to meeting in conformance with Open Meeting law 100% 100% 100% 100% % of Elections held that comply with Federal, State and Local laws 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES - 61 - Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2002 Actual FY 2003 Budget FY 2004 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 480,072 Total Expenses $ 480,072 488,634 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 314,113 165,959 - Total Expenses $ 480,072 Total Revenues Total Expenses $ 480,072 Net Operating Result $ 489,900 (480,072) $ 488,634 $ Actual FY 2003 489,900 (488,634) $ $ 472,970 489,900 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2004 - 62 - $ (472,970) $ $5.00 FY 2003 350,840 210,760 - 472,970 (489,900) $ FY 2005 561,600 Budget FY 2005 Projected FY 2004 COST PER CAPITA FY 2002 $ 311,570 161,400 - Budget FY 2004 488,634 472,970 561,600 Projected FY 2004 326,600 161,400 1,900 $ Budget FY 2005 472,970 Budget FY 2004 296,425 190,399 1,810 Actual FY 2002 OPERATING RESULTS $ Budget FY 2005 Projected FY 2004 489,900 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY 488,634 Projected FY 2004 561,600 Budget FY 2005 561,600 (561,600) Finance PURPOSE STATEMENT OBJECTIVES FY 2005 To ensure accurate financial reporting on the results of operations and to process financial transactions in an accurate and timely manner. Finance operations include responsibilities for payroll, accounts payable, accounts receivable, purchasing, utility billing, and investing. ∼ Issue the annual audited financial statements by December 31, 2004 with an unqualified audit opinion ∼ Implement AutoPay for Utility Billing ∼ Implement IVR (Interactive Voice Response) and website that allows access to utility account information ∼ Implement the inventory module of the new software system ∼ Improve the timeliness of recording purchasing card activity by moving from a monthly to a weekly process ∼ Develop procedures manuals for all Department positions ∼ Expand the number of utility billing cycles from four to eight by April 1, 2005 ACCOMPLISHMENTS FY 2004 ∼ Received the Certificate of Achievement for Excellence in Financial Reporting for the twelfth consecutive year from the Government Finance Officers Association ∼ Implemented the new governmental reporting model required by the Governmental Accounting Standards Board for the annual financial statements ∼ Updated system development fees, resulting in additional revenue to Gilbert in compliance with Council policy that growth pays for itself ∼ Implemented the new Utility Billing software system ∼ Implemented the new CAFR (Comprehensive Annual Financial Report) 2000 software PERFORMANCE/ACTIVITY MEASURES Number of material audit findings Average number of seconds to answer customer calls to Utility Billing BUDGET ISSUES The Utility Customer Service costs for postage, printing, credit card fees and supplies increase in direct proportion to the increase in customers. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 0 0 0 0 n/a n/a 100 <60 - 63 - Finance PERSONNEL BY ACTIVITY Finance Utility Customer Service Total Personnel EXPENSES BY ACTIVITY Finance Utility Customer Service Total Expenses Actual FY 2003 Budget FY 2004 Budget FY 2005 13.00 8.25 13.00 9.25 13.00 10.25 13.00 10.25 13.00 10.25 21.25 22.25 23.25 23.25 23.25 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 967,357 859,200 1,049,950 1,103,050 1,054,620 1,134,460 1,172,910 1,196,980 $ 1,725,134 $ 1,826,557 $ 2,153,000 $ 2,189,080 $ 2,369,890 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 929,824 792,441 2,869 1,000,833 818,474 7,250 1,207,610 937,780 7,610 1,158,650 1,020,920 9,510 1,344,290 1,012,560 13,040 $ 1,725,134 $ 1,826,557 $ 2,153,000 $ 2,189,080 $ 2,369,890 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses 1,178,392 1,725,134 Net Operating Result Projected FY 2004 967,723 757,411 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 $ (546,742) $ 1,304,746 1,826,557 (521,811) $ 1,563,560 2,153,000 (589,440) $ 1,595,600 2,189,080 (593,480) $ COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2002 FY 2003 - 64 - FY 2004 FY 2005 1,756,840 2,369,890 (613,050) Technology Services PURPOSE STATEMENT OBJECTIVES FY 2005 To provide technical, operational and educational support to our internal and external customers in a timely manner. To continuously assess our system environments and work processes in order to achieve superior results in our performance as a work team and as an essential part of our organization. To assist internal and external customers in the best use of resources provided. ∼ Change public safety network backbone from radio to data ∼ Continue implementation of e-business applications to include building inspections and applicant tracking ∼ Replace Stantec software with GBA Master Series for work order, inventory and fleet maintenance ∼ Install imaging for public safety records ∼ Implement interactive voice response for builders to call in for pass-fail information ACCOMPLISHMENTS FY 2004 ∼ Completed core software replacement ∼ Installed interactive voice recognition system ∼ Implemented computer aided dispatch and report management system software for police department ∼ System upgrade for fire department ∼ Completed digital infrastructure collection of all Gilbert infrastructure ∼ Brought website into ADA compliance ∼ Reduced unwanted e-mails by 80% through an anti-spam service ∼ Installed anti virus and firewall protection BUDGET ISSUES Personnel in Technology Services increases 5 full time equivalents over FY04 adopted budget. One of these positions is a transfer from Fire Administration. Technology Services is now overseeing Town wide communication services. Contractual expenses include a $269,000 increase in software support fees. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of problems resolved by the Help Desk within 24 hours n/a 95% 97% 97% Average time for help desk response n/a 37 minutes 30 minutes 30 minutes Average number of customers per day n/a 30 25 22 Unplanned down time for phone system n/a n/a n/a 5% Unplanned down time for web systems n/a n/a n/a 5% Unplanned down time for network systems n/a n/a n/a 5% PERFORMANCE/ACTIVITY MEASURES - 65 - Technology Services PERSONNEL BY ACTIVITY Actual FY 2002 Actual FY 2003 Budget FY 2004 Technology Services Communication Services 24.50 0.00 25.50 0.00 23.50 0.00 24.50 0.00 25.50 3.00 24.50 25.50 23.50 24.50 28.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 Total Personnel EXPENSES BY ACTIVITY Technology Services Communication Services Total Expenses Budget FY 2005 3,076,755 - 3,017,960 - 2,621,620 - 3,395,510 244,330 $ 5,875,840 $ 3,076,755 $ 3,017,960 $ 2,621,620 $ 3,639,840 Actual FY 2002* Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,046,105 901,603 18,099 3,910,033 1,298,210 1,129,585 648,960 1,529,510 1,386,390 102,060 1,487,320 1,009,740 22,500 102,060 2,014,780 1,598,000 25,000 2,060 $ 5,875,840 $ 3,076,755 $ 3,017,960 $ 2,621,620 $ 3,639,840 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2004 Budget FY 2005 5,875,840 - EXPENSES BY CATEGORY Total Expenses Projected FY 2004 915,882 5,875,840 1,230,702 3,076,755 1,207,180 3,017,960 1,051,190 2,621,620 1,174,150 3,639,840 $ (4,959,958) $ (1,846,053) $ (1,810,780) $ (1,570,430) $ (2,465,690) COST PER FTE $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2002 FY 2003 - 66 - FY 2004 FY 2005 Personnel ∼ Assigned a Section 504 Coordinator and established a hot-line for Section 504 complaints ∼ Established the Town of Gilbert Benefits Trust and provided education and support for new board of trustees ∼ Assumed management of Town environmental program PURPOSE STATEMENT To provide the Town of Gilbert with the programs, services and professional assistance necessary to: • Attract, retain and develop high quality employees, supervisors and managers that reflect the increasing diversity of the community • Promote compliance with employment and environmental laws, rules and policies • Promote an organizational culture of respect, communication, alignment and accountability • Promote employee safety, organizational loss control and the effective management of risk • Provide education and technical support regarding Town waste, air, and storm water requirements • Process and maintain employee personnel records OBJECTIVES FY 2005 ∼ Develop and conduct training in recruitment and selection techniques ∼ Implement enhanced automated personnel and training in records management systems ∼ Improve collection and analysis of adverse impact data ∼ Update Personnel Rules to reflect changes in the law and best practices BUDGET ISSUES ACCOMPLISHMENTS FY 2004 Risk Management was created as a new cost center under Personnel. One FTE transferred from Personnel and one from Environmental Programs to staff this new cost center. Other increases include additional funding for outreach recruiting and legal services. ∼ Implemented new performance achievement system ∼ Conducted training in performance planning and review ∼ Conducted training in discipline and corrective action ∼ Transitioned from a fully-insured medical plan to a self-funded medical plan Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 12.0% 8.3% 9.2% 9.0% Average number of applicants per recruitment 82 85 76 74 Workers compensation claims per 100 staff 15 10 11 12 Average number of personnel actions per month 54 57 54 67 $1,131 $664 $864 $833 PERFORMANCE/ACTIVITY MEASURES Turnover rate for regular employees Average value of public entity insurance claims - 67 - Personnel PERSONNEL BY ACTIVITY Personnel Training and Development Risk Management Total Personnel EXPENSES BY ACTIVITY Personnel Training and Development Risk Management Total Expenses $ Budget FY 2004 9.50 1.50 0.00 9.50 1.50 0.00 9.50 1.50 0.00 8.50 1.50 2.00 8.50 1.50 2.00 11.00 11.00 11.00 12.00 12.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 942,905 755,663 170,108 $ 925,771 614,016 326,389 2,500 $ 942,905 Total Revenues Total Expenses $ 994,700 (796,163) $ 774,960 169,700 - 803,200 190,110 191,890 944,660 $ 1,185,200 $ 814,430 365,770 5,000 944,660 $ 1,185,200 Projected FY 2004 139,270 994,700 133,190 944,660 (855,430) $ (811,470) $ $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2003 - 68 - FY 2004 Budget FY 2005 703,370 239,730 1,560 COST PER FTE FY 2002 Budget FY 2005 Projected FY 2004 Budget FY 2004 129,608 925,771 (810,900) $ $ 705,910 284,730 4,060 Actual FY 2003 132,005 942,905 $ 994,700 Budget FY 2005 Projected FY 2004 Budget FY 2004 925,771 Actual FY 2002 OPERATING RESULTS $ 657,918 263,863 3,990 $ Projected FY 2004 823,980 170,720 - Actual FY 2003 Actual FY 2002 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2003 769,126 173,779 - EXPENSES BY CATEGORY Total Expenses Actual FY 2002 FY 2005 Budget FY 2005 293,850 1,185,200 (891,350) Legal and Court __________________________________ Legal and Court Summary General Counsel Prosecutor Municipal Court Legal and Court BUSINESS UNIT DESCRIPTION The Legal and Court Department includes the contract service for General Counsel, the Prosecutor’s Office, the Public Defenders and the Municipal Court. Each service contributes to legal compliance within Gilbert whether it is for internal customers or for external customers. At the core of each operation is the goal of fairness and ultimately legal compliance. GOALS FY 2005 ∼ ∼ ∼ Ensure a high level of quality control for legal opinions and other documents prepared by legal staff. Effectively manage a growing caseload. Meet the Rule 8 (RCP) demands for timely disposition of cases while delivering a high level of customer service. ORGANIZATIONAL CHART LEGAL AND COURT General Counsel Town Prosecutor Public Defender - 69 - Municipal Court Legal and Court Actual FY 2002 Actual FY 2003 Budget FY 2004 General Counsel Town Prosecutor Municipal Court 0.00 11.00 14.47 0.00 12.00 15.97 0.00 12.00 15.97 0.00 13.00 18.25 0.00 13.00 18.50 Total Personnel 25.47 27.97 27.97 31.25 31.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 General Counsel Town Prosecutor Municipal Court 515,524 700,287 1,003,798 582,732 944,278 1,777,184 671,400 831,950 1,194,380 626,400 836,860 1,285,350 691,470 924,280 1,446,180 Total Expenses $ 2,219,609 $ 3,304,194 $ 2,697,730 $ 2,748,610 $ 3,061,930 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 1,326,667 892,942 - 1,634,381 969,567 700,246 1,801,350 896,380 - 1,835,420 913,190 - 2,023,780 1,038,150 - $ 2,219,609 $ 3,304,194 $ 2,697,730 $ 2,748,610 $ 3,061,930 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 76,099 2,219,609 82,815 3,304,194 108,000 2,697,730 142,500 2,748,610 143,000 3,061,930 $ (2,143,510) $ (3,221,379) $ (2,589,730) $ (2,606,110) $ (2,918,930) Actual FY 2002 21,871 Actual FY 2003 27,728 Projected FY 2004 30,000 Anticipated FY 2005 34,000 4,364 10,598 14,943 21,070 312 848 1,162 1,592 # of guilty pleas 1,488 2,160 3,650 6,169 # of dismissals 170 213 383 689 PERFORMANCE/ACTIVITY MEASURES Court caseload # of Court appearances – Prosecutor # of trials - 70 - General Counsel ∼ Provided programs of open meeting law and conflict of interest training for Town Boards and Commissions PURPOSE STATEMENT The mission of General Counsel is to provide the highest quality legal services to elected officials, appointed officials and staff in conducting Town business. Support is provided through the rendering of legal advice and opinions; and the drafting and review of contracts, ordinances, resolutions and other documents, and attending regular meetings with Town staff. OBJECTIVES FY 2005 ∼ Work with Town Clerk regarding contracting procedures and prepare workshop for staff ∼ Work with Planning Department staff to adopt and implement the new Land Development Code ∼ Work with staff to address the issues raised by the Roosevelt Water Conservation District and its long-term relationship to Gilbert ∼ Prepare new Municipal Code Chapter regulating special events and prepare procedures to implement the new requirements ∼ Continue to stay abreast of developments in the law that affect the Town by reviewing and reporting on case law and new legislation as they develop and making recommendations regarding any changes to Town ordinances or procedures affected by new case law or legislation ACCOMPLISHMENTS FY 2004 ∼ Provided regular litigation status reports to Town Council ∼ Developed and implemented standard procedures and forms for alternative project delivery methods for the capital improvement program ∼ Developed and implemented procedures for right-of-way and other property acquisitions related to the capital improvement program ∼ Assisted the Planning Department staff with the preparation and adoption of the new zoning code ∼ Assisted planning staff to standardize procedures for annexation process, including staff training ∼ Created major revision to Business License Ordinance ∼ Created program for better delivery of legal services related to utility matters by establishing deadlines for completing waterrelated legal projects and regular meetings with Water Resources staff PERFORMANCE/ACTIVITY MEASURES BUDGET ISSUES General Counsel services are provided through a contract with Martinez and Curtis that expires in June of 2005. The current budget remains unchanged from FY04. Actual FY 2002 Actual FY 2003 No Performance Measures - 71 - Projected FY 2004 Anticipated FY 2005 General Counsel Actual FY 2002 Actual FY 2003 Budget FY 2004 General Counsel Public Defender 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel Public Defender 391,662 123,862 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 515,524 $ 515,524 Total Revenues Total Expenses $ 515,524 Net Operating Result $ $ 671,400 (515,524) $ 582,732 $ 626,400 Actual FY 2003 671,400 (582,732) $ $ 626,400 671,400 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2004 - 72 - $ (626,400) $ $5.00 FY 2003 691,470 - 626,400 (671,400) $ FY 2005 691,470 Budget FY 2005 Projected FY 2004 COST PER CAPITA FY 2002 $ 626,400 - Budget FY 2004 582,732 531,470 160,000 Projected FY 2004 671,400 $ Budget FY 2005 491,400 135,000 Budget FY 2004 582,732 - Actual FY 2002 OPERATING RESULTS 582,732 Budget FY 2005 Projected FY 2004 531,400 140,000 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 515,524 445,083 137,649 Projected FY 2004 691,470 Budget FY 2005 691,470 (691,470) Prosecutor The Prosecutor’s Office is dedicated to handling criminal misdemeanor cases in a fair and just manner, safeguarding the rights of both the victim and the accused, and protecting the citizens of Gilbert. We are committed to pursuing justice with professionalism and integrity. ∼ Developed performance criteria, mandating that attorney’s review a minimum of thirty cases per month for charging decisions, resulting in a timely review of pending charges ∼ Instituted weekly attorney luncheon staff meetings to discuss difficult pending cases and motions to determine an appropriate resolution or response ACCOMPLISHMENTS FY 2004 OBJECTIVES FY 2005 ∼ Moved to a new facility and implemented new procedures allowing a smooth transition and efficient operation of the department, while ensuring adequate customer service at all levels ∼ Continued expanding use of LegalEdge for entering data to save time ∼ Created a three part case disposition form to provide the Gilbert Police department property custodian and case officer notification that a case has been concluded so that they can take steps to dispose of the evidence in a timely fashion ∼ Placed officer’s Horizontal Gaze Nystagmus logs and the intoxilyzer records on-line so they are readily available for discovery packets ∼ Updated the victim packet that is sent to victims of crimes to provide them with more avenues of assistance ∼ Continue technological development of the office, including new software that will allow prosecutors to place interviews on disc for easy reference in trial and provide a back-up for the data contained on the brief bank ∼ Develop power point presentations for DUI and domestic violence cases, which will result in more dynamic presentations of cases in court ∼ Cross trained legal secretaries to assist with other office duties in the event the administrative supervisor is out of the office PURPOSE STATEMENT BUDGET ISSUES An Administrative Assistant was added mid-year FY04 to help with increasing work load. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Percentage of cases charged after review n/a 62% 65% 68% Percentage of DUI cases resolved within six months of filing n/a 72% 73% 75% Number of Criminal Cases Tracked n/a 3,888 4,000 4,200 Number of DV Offenders Referred to Counseling Programs n/a 455 500 525 PERFORMANCE/ACTIVITY MEASURES - 73 - Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Actual FY 2002 Actual FY 2003 Budget FY 2004 11.00 12.00 12.00 13.00 13.00 11.00 12.00 12.00 13.00 13.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 700,287 Total Expenses $ 700,287 944,278 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 591,730 108,557 - Total Expenses $ 700,287 Total Revenues Total Expenses $ $ 944,278 (700,287) $ $ 831,950 (944,278) $ $ 836,860 831,950 $250.00 $200.00 $150.00 $100.00 $50.00 $0.00 FY 2004 - 74 - $ (836,860) $ $300.00 FY 2003 871,770 52,510 - 836,860 (831,950) $ FY 2005 924,280 Budget FY 2005 Projected FY 2004 COST PER CASE FY 2002 $ 792,850 44,010 - Budget FY 2004 944,278 836,860 924,280 Projected FY 2004 784,600 47,350 $ Budget FY 2005 836,860 Budget FY 2004 Actual FY 2003 700,287 Net Operating Result 831,950 721,241 123,739 99,298 Actual FY 2002 OPERATING RESULTS $ Budget FY 2005 Projected FY 2004 831,950 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY 944,278 Projected FY 2004 924,280 Budget FY 2005 924,280 (924,280) Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2005 The Purpose of the Gilbert Municipal Court is to provide a just resolution to cases filed in the Court by local law enforcement agencies and local citizens in a timely fashion as mandated under the Arizona and United States Constitution, the laws of the State of Arizona and the local ordinances. ∼ Increase communication with the Police Department to better understand their strategic plan for patrol. It is imperative that we know what the Police are doing in terms of patrol so we can prepare for any increase in caseload. BUDGET ISSUES ACCOMPLISHMENTS FY 2004 Additional Personnel includes one full time Senior Court Services Clerk, one full time Court Services Clerk, a reclassification of an Office Assistant from part time to full time, and a reclassification of a Court Services Clerk from part time to full time. Other increases include $30,000 for a Pro Tem Judge and $69,000 to cover the additional cost of Court security from Maricopa County. ∼ Relocated the Municipal Court to the new Justice Facility at 55 E. Civic Center Drive ∼ Added a 3rd Senior Court Services Clerk to streamline the judicial calendars – one clerk was assigned to work with one judge, scheduling all events and clerking in his/her courtroom ∼ Collection of court imposed fines, fees and restitution remained well over 80% on a monthly basis Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Rule 8 (Speedy Trial) compliance 100% 100% 100% 100% Case Filings 21,871 23,329 28,080 32,000 # of Jury Trials n/a 19 35 45* # of Civil Traffic Hearings 409 440 384 500 PERFORMANCE/ACTIVITY MEASURES * The Supreme Court is considering changes to DUI trial requirements. - 75 - Municipal Court Actual FY 2002 Actual FY 2003 Budget FY 2004 Municipal Court 14.47 15.97 15.97 18.25 18.50 Total Personnel 14.47 15.97 15.97 18.25 18.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Municipal Court Total Expenses 1,194,380 1,285,350 1,446,180 $ 1,003,798 $ 1,777,184 $ 1,194,380 $ 1,285,350 $ 1,446,180 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 734,937 268,861 - 913,140 263,096 600,948 1,016,750 177,630 - 1,042,570 242,780 - 1,152,010 294,170 - $ 1,003,798 $ 1,777,184 $ 1,194,380 $ 1,285,350 $ 1,446,180 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses 76,099 1,003,798 $ 82,815 1,777,184 108,000 1,194,380 142,500 1,285,350 143,000 1,446,180 (927,699) $ (1,694,369) $ (1,086,380) $ (1,142,850) $ (1,303,180) COST PER CASE $80.00 $60.00 $40.00 $20.00 $0.00 FY 2002 Budget FY 2005 1,777,184 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2004 Budget FY 2005 1,003,798 EXPENSES BY CATEGORY Total Expenses Projected FY 2004 FY 2003 FY 2004 - 76 - FY 2005 Community Development __________________________________ Community Development Summary Economic Development Planning Building Safety Engineering Community Development BUSINESS UNIT DESCRIPTION The departments in Community Development provide the services to guide land development from the vacant parcel stage through construction of structures and the maintenance of developed parcels to maintain community aesthetics. The individual departments are Economic Development, Planning, Building Safety and Engineering. Economic Development focuses on recruiting new business to Gilbert. Planning sets the development guidelines through the General Plan and Town Ordinances. Engineering ensures that the appropriate water, wastewater, and roadway systems are constructed by the developers to support the new development. Building Safety ensures the structures are built to applicable standards. GOALS FY 2005 ∼ ∼ ∼ ∼ ∼ ∼ ∼ Actively recruit globally-competitive, high value added businesses to Gilbert Be recognized as a community that is business friendly and has the infrastructure in place to attract and retain business Continue to improve customer and public perception of the development process Insure that all structures built in Gilbert meet the adopted construction and land use codes to provide safe structures for all Provide a pro-active, responsive, customer oriented permit process Ensure that construction of privately and publicly funded infrastructure is in compliance with applicable codes and standards Ensure the safe movement of traffic by analyzing and installing traffic control devices where and when needed ORGANIZATIONAL CHART COMMUNITY DEVELOPMENT Economic Development Planning Business Development Engineering Redevelopment Development Engineering Traffic Engineering Building Safety Building Inspection Code Compliance PUBLIC WORKS Backflow Prevention Development Services - 77 - Community Development PERSONNEL BY DIVISION Actual FY 2002 Actual FY 2003 Budget FY 2004 4.75 16.00 45.63 18.77 4.75 16.00 46.63 20.77 4.75 17.00 46.63 20.77 4.75 18.50 47.63 20.77 4.75 19.50 47.63 21.77 85.15 88.15 89.15 91.65 93.65 Actual FY 2002 Actual FY 2003 Budget FY 2004 Economic Development Planning Building Safety Engineering Total Personnel EXPENSES BY DIVISION Economic Development Planning Building Safety Engineering Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 4,017,605 1,220,453 2,685,472 1,714,974 4,440,210 1,428,613 2,843,521 1,683,493 1,789,600 1,389,130 3,080,450 1,738,320 3,507,610 1,389,720 2,975,920 1,691,420 2,344,410 1,691,220 3,493,680 1,945,610 $ 9,638,504 $ 10,395,837 $ 7,997,500 $ 9,564,670 $ 9,474,920 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 4,581,003 1,836,722 142,179 3,078,600 4,914,143 1,880,861 213,861 3,386,972 5,516,440 2,161,670 319,390 5,356,170 2,105,360 700 2,102,440 6,103,670 2,823,610 58,000 489,640 $ 9,638,504 $ 10,395,837 $ 7,997,500 $ 9,564,670 $ 9,474,920 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 5,256,350 9,638,504 6,505,333 10,395,837 5,925,850 7,997,500 7,491,640 9,564,670 7,688,940 9,474,920 $ (4,382,154) $ (3,890,504) $ (2,071,650) $ (2,073,030) $ (1,785,980) Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Number of single family permits issued 3,455 3,511 4,770 4,800 Acres of land approved for development 738 1,796 1,707 2,000 # of traffic plans reviewed (calendar year) 299 539 698 700 # of design review applications 176 204 236 271 PERFORMANCE/ACTIVITY MEASURES - 78 - Economic Development PURPOSE STATEMENT OBJECTIVES FY 2005 The main responsibilities of the Business Development Division of the Gilbert Economic Development Department are the recruitment of new businesses to the community; the retention and expansion of existing Gilbert businesses and the marketing of Gilbert to national and international audiences. In addition, the Economic Development staff works with other town departments to ensure that Gilbert’s business climate remains competitive. ∼ Create 200 new business/development leads ∼ Create 225 new manufacturing/office jobs and 800 retail jobs matching the desired salary ranges with special emphasis on the targeted business clusters of retail, aerospace, advanced composite materials, information technology and service ∼ Generate $45,000,000 in capital investment on new projects ∼ Increase sales tax revenue by 11% ∼ Assist in the location of 18 new companies to Gilbert (including one international company) ACCOMPLISHMENTS FY 2004 ∼ Staff assisted 15 companies/developments in locating to Gilbert ∼ Facilitated capital investments of $163,322,515 in Gilbert ∼ 2,087 announced new jobs in Gilbert ∼ Successful roll-out of P.E.R.T. (Partners Experiencing Results Together) program ∼ 2004 Gilbert Community Profile and 2004 Post Card Campaign won Honorable Mention awards from International Economic Development Council ∼ Successful implementation of 2004 Marketing and Communications Strategy BUDGET ISSUES Included in the FY05 budget for Redevelopment is a one time transfer of $270,000 to the capital project fund for completion of the North Elm Parking Lot. Other increases include $12,800 for the Chamber of Commerce contract and $9,300 for Memberships and Dues. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Jobs to population ratio 1:4.93 1:5.26 1:4.35 1:4.55 # of new jobs created (staff assisted) 2,095 4,725 2,087 1,025 184 177 206 200 $12,529,574 $11,953,344 $14,212,961 $15,390,000 PERFORMANCE/ACTIVITY MEASURES # of leads generated Annual retail sales tax revenue - 79 - Economic Development PERSONNEL BY ACTIVITY Administration Business Development Redevelopment Total Personnel EXPENSES BY ACTIVITY Administration Business Development Redevelopment Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 4.75 0.00 0.00 4.75 0.00 0.00 4.75 0.00 0.00 4.75 0.00 0.00 4.75 0.00 0.00 4.75 4.75 4.75 4.75 4.75 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 422,169 3,595,436 - 1,727,987 2,712,223 1,562,550 99,750 127,300 1,580,310 1,927,300 1,947,110 397,300 $ 4,017,605 $ 4,440,210 $ 1,789,600 $ 3,507,610 $ 2,344,410 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 278,013 709,134 3,030,458 328,183 824,803 3,287,224 340,230 1,222,320 227,050 319,430 1,178,080 2,010,100 351,230 1,595,880 397,300 $ 4,017,605 $ 4,440,210 $ 1,789,600 $ 3,507,610 $ 2,344,410 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 4,017,605 Net Operating Result Projected FY 2004 4,440,210 1,789,600 3,507,610 2,344,410 $ (4,017,605) $ (4,440,210) $ (1,789,600) $ (3,507,610) $ (2,344,410) SALES TAX PER CAPITA $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2002 FY 2003 FY 2004 - 80 - FY 2005 Planning PURPOSE STATEMENT OBJECTIVES FY 2005 In order to manage the rapid growth of the community, the Planning Department provides land use planning and urban design services to the development industry, residents, the business community, other public agencies and Town departments. The Department staffs the Planning and Zoning Commission and Design Review Board, and administers the General Plan, Unified Land Development Code, various design guidelines and numerous application procedures. The Department mission is to provide superior planning services to help build a community of excellence. ∼ Adopt the new Land Development Code and apply classifications to all property in the first quarter of 2005 ∼ Complete annexation of ADOT (Arizona Dept. of Transportation) freeway right-of-way ∼ Adopt industrial design guidelines ∼ Rezone properties for conformance with the General Plan and new zoning classifications ∼ Complete the annual review and update of the General Plan for adoption by the Council in December 2004 ∼ Process the Gateway Village Center General Plan Amendments by December 2004 ∼ Adopt area amendments for Catholic Healthcare West Hospital and the Riggs/Higley areas by December 2004 ∼ Adopt a process for transitioning from existing zoning to new classifications by February 2005 ∼ Maintain existing review schedules for 90% of the applications ACCOMPLISHMENTS FY 2004 ∼ Reviewed and approved a record amount of new development, including residential, commercial, industrial and institutional projects ∼ Published all sections of the Land Development Code for public comment ∼ Adopted guidelines for the development of traditional neighborhoods ∼ Revised all planning applications and the applicant guide ∼ Processed 46 new zoning applications, an 18% increase from the prior fiscal year ∼ Received 266 design review applications ∼ Annexed 1,345 acres to the Town BUDGET ISSUES Personnel increases 2.5 full time equivalents over FY04 adopted budget. Additional positions include an Administrative Assistant, Planner I, and the reclassification of an Administrative Assistant from part time to full time. Other increases include $30,700 for the printing and mailing of the ULDC notice. PERFORMANCE/ACTIVITY MEASURES Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of construction plans reviewed within 20 days 80% 90% 95% 98% % of items continued due to ad errors 3% 2% 2% 1% % of Draft minutes completed within 72 hours 90% 95% 98% 100% % of Design Review Board and Planning and Zoning packets delivered on time 93% 98% 100% 100% % of final plats reviewed within 20 days n/a 95% 95% 95% % of landscape plans reviewed within 20 days n/a 80% 78% 90% % of planning review comments returned on schedule n/a 90% 85% 90% - 81 - Planning PERSONNEL BY ACTIVITY Planning Total Personnel EXPENSES BY ACTIVITY Planning Total Expenses Budget FY 2004 Projected FY 2004 Budget FY 2005 16.00 16.00 17.00 18.50 19.50 16.00 16.00 17.00 18.50 19.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,428,613 1,389,130 1,389,720 1,691,220 $ 1,220,453 $ 1,428,613 $ 1,389,130 $ 1,389,720 $ 1,691,220 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 899,568 317,727 3,158 972,986 450,247 5,380 1,131,360 252,120 5,650 1,120,850 263,220 5,650 1,369,170 316,400 5,650 $ 1,220,453 $ 1,428,613 $ 1,389,130 $ 1,389,720 $ 1,691,220 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 1,220,453 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 536,921 1,220,453 $ 633,422 1,428,613 (683,532) $ 595,000 1,389,130 (795,191) $ 853,000 1,389,720 (794,130) $ (536,720) $ COST PER CASE $3,500.00 $2,800.00 $2,100.00 $1,400.00 $700.00 $0.00 FY 2002 FY 2003 - 82 - FY 2004 FY 2005 964,000 1,691,220 (727,220) Building Safety ∼ Processing and Reviewing 95% of permit requests within applicable established timelines ∼ Process and review business registration requests within applicable established timelines ∼ Complete requested inspections within established timelines ∼ Respond to 95% of complaints within two business days of receipt ∼ Complete implementation of Interactive Voice Response (IVR) software application for inspection scheduling ∼ Participate in customer satisfaction survey conducted by the Chamber of Commerce for all customers submitting commercial projects through processes of design review, construction document review, and field inspections starting in July 1, 2004 ∼ Train all seven Development Services Representatives in business registration and licensing software PURPOSE STATEMENT To assure a safe environment within Gilbert through the administration of adopted regulations relating to construction, zoning, signage, backflow prevention and other Code of Gilbert requirements. ACCOMPLISHMENTS FY 2004 ∼ Completed 94% of plan reviews within established timelines, while the number of permits issued increased by over 1,600 ∼ Completed 100% of requested building inspections that were scheduled by 6 a.m. on that business day, while inspections increased by over 11,000 ∼ Responded to 98% of code compliance complaints within 2 business days, while experiencing a 6.5% increase in complaints ∼ Maintained general service levels at or above established goals without increase in staffing levels ∼ Implemented business registration and licensing software in Development Services BUDGET ISSUES The Building Safety budget increased by 11%. The major factor for the increase was the addition of an additional Building Inspector II and associated costs to assist with increased inspection workload. There continues to be record or near record numbers of residential and commercial permits being issued. OBJECTIVES FY 2005 To maintain a level of service that meets the reasonable needs of the citizens and customers of the Building Safety Division during periods of record growth by: Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two workdays of receipts 95% 97% 98% 95% % of customers rating processes as satisfactory of better 97% 98% * 95% % of plan reviews completed within established timelines for permit type ** 93% 94% 95% 6,907 7,029 8,623 8,510 PERFORMANCE/ACTIVITY MEASURES Number of permits issued * Customer satisfaction survey conducted by the Chamber of Commerce was not performed during this fiscal year. ** Results data not available due to change in computer software. - 83 - Building Safety PERSONNEL BY ACTIVITY Building Inspection Code Compliance Backflow Prevention Development Services Total Personnel EXPENSES BY ACTIVITY Building Inspection Code Compliance Backflow Prevention Development Services Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 28.63 5.00 2.00 10.00 27.63 6.00 2.00 11.00 27.63 6.00 2.00 11.00 28.63 6.00 2.00 11.00 28.63 6.00 2.00 11.00 45.63 46.63 46.63 47.63 47.63 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,833,247 329,545 125,400 397,280 1,863,393 325,127 138,066 516,935 2,033,300 354,600 132,410 560,140 1,958,050 333,830 128,640 555,400 2,384,340 373,830 139,940 595,570 $ 2,685,472 $ 2,843,521 $ 3,080,450 $ 2,975,920 $ 3,493,680 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 2,227,323 321,610 106,634 29,905 2,460,961 183,790 144,790 53,980 2,698,530 325,240 56,680 2,618,910 299,630 700 56,680 2,906,580 510,420 20,000 56,680 $ 2,685,472 $ 2,843,521 $ 3,080,450 $ 2,975,920 $ 3,493,680 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 4,719,429 2,685,472 4,164,632 2,843,521 $ 2,033,957 $ 1,321,111 $ 4,072,680 3,080,450 5,001,670 2,975,920 5,169,940 3,493,680 992,230 $ 2,025,750 $ 1,676,260 COST PER PERMIT $450.00 $375.00 $300.00 $225.00 $150.00 $75.00 $0.00 FY 2002 Budget FY 2005 FY 2003 FY 2004 - 84 - FY 2005 Engineering PURPOSE STATEMENT OBJECTIVES FY 2005 The Gilbert Engineering Division is dedicated to providing superior quality municipal engineering services and ensuring a safe and efficient transportation system within Gilbert. The community is served through the provision of quality control for the installation of public and privately funded Public Works Infrastructure (water, wastewater and transportation). ∼ Work with Town Managers office to complete Capital Improvements program for FY04/05 within budget and on time ∼ Provide efficient plan turnaround times (20 day 1st review and 10 day 2nd review) 80% of the time ∼ Complete traffic projects, studies and counts within four weeks of request to ensure safe efficient transportation system ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Assisted in completion of approximately $40 Million in Capital Improvement projects resulting in 16 miles of water, 10 miles of sewer and 9 miles of roadway infrastructure ∼ Completed 20 traffic signal warrant studies and resolved 73 traffic mitigation and neighborhood issues ∼ Instituted traffic engineering permit system for signals, signing, striping and work zone ∼ Instituted new warrant programs for signals and trail crossing signals The Development Engineering budget is increased by $30,000 in consulting and professional services. One Plan Review position was added in late FY03/04. Traffic Engineering includes $85,000 for traffic studies and annual counts. PERFORMANCE/ACTIVITY MEASURES Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of commercial/industrial plans reviewed with 20/10 day turnaround n/a 60% 76% 80% % of residential plans reviewed within 25/15 day turnaround n/a 50% 60% 70% Number of plan submittals 926 837 1,100 1,320 - 85 - Engineering PERSONNEL BY ACTIVITY Actual FY 2002 Actual FY 2003 Budget FY 2004 Development Engineering Traffic Engineering 14.27 4.50 15.77 5.00 15.77 5.00 15.77 5.00 16.77 5.00 18.77 20.77 20.77 20.77 21.77 Actual FY 2002 Actual FY 2003 Budget FY 2004 Total Personnel EXPENSES BY ACTIVITY Development Engineering Traffic Engineering Total Expenses Projected FY 2004 Budget FY 2005 1,157,408 526,085 1,208,100 530,220 1,162,740 528,680 1,396,200 549,410 $ 1,714,974 $ 1,683,493 $ 1,738,320 $ 1,691,420 $ 1,945,610 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,176,099 488,251 35,545 15,079 1,152,013 422,021 69,071 40,388 1,346,320 361,990 30,010 1,296,980 364,430 30,010 1,476,690 400,910 38,000 30,010 $ 1,714,974 $ 1,683,493 $ 1,738,320 $ 1,691,420 $ 1,945,610 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2005 1,260,770 454,204 EXPENSES BY CATEGORY Total Expenses Projected FY 2004 1,714,974 1,707,278 1,683,493 $ (1,714,974) $ 23,785 1,258,170 1,738,320 $ 1,636,970 1,691,420 (480,150) $ COST PER PLAN SUBMITTAL $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2002 FY 2003 - 86 - FY 2004 FY 2005 (54,450) $ 1,555,000 1,945,610 (390,610) Police Department __________________________________ Police Department Summary Professional Standards Patrol Services Support Services Counseling Services Investigations Special Operations Police Department DEPARTMENT DESCRIPTION The members of the Gilbert Police Department are committed to serving the citizens of Gilbert in a professional, proactive, and community-oriented manner. Our success will be measured by the working relationship we maintain with our citizens and the safety and security the community experiences. Our mission is to provide the community of Gilbert with a professional service organization that effectively and uniformly enforces the law, provides citizen assistance and includes department-wide implementation of the community policing philosophy. GOALS FY 2005 ∼ ∼ ∼ ∼ ∼ ∼ Achieve full implementation of the new CAD/RMS system Achieve a staffing level of 98.18% for all authorized positions Reduce emergency response time by 10% Reduce vehicle collisions involving injury or death from the current rate of 4.24 per thousand population through increased traffic enforcement and education Implement a career mentoring plan for Gilbert Police Department personnel Maintain a high level of citizen satisfaction with police services and a high level of “Feeling safe in the community” based on citizen survey results and through developing partnerships with the community ORGANIZATIONAL CHART POLICE DEPARTMENT Professional Standards Patrol Services Patrol Support Services Canine Records Traffic Communication Special Assignment Unit Property Court Support Alarm Management School Programs Training Coordination Planning and Research Investigations General Investigations Counseling Services Special Investigations Special Operations Crime Prevention - 87 - Police Department PERSONNEL BY DIVISION Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Administration Professional Standards Patrol Services Support Services Counseling Investigations Special Operations Total Non-Civilian Total Civilian 4.50 7.00 107.50 40.50 8.22 25.00 0.00 131.50 61.22 4.50 7.00 113.25 42.50 8.22 26.00 0.00 136.75 64.72 4.50 7.00 123.50 42.50 7.50 26.00 0.00 142.50 68.50 5.50 8.00 152.00 64.00 7.50 32.00 0.00 176.50 92.50 5.50 8.00 155.00 66.00 7.50 32.00 0.00 178.50 95.50 192.72 201.47 211.00 269.00 274.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 455,140 522,598 9,375,908 2,152,958 505,902 1,919,447 62,307 1,281,630 515,669 11,789,048 2,244,312 543,125 2,002,487 87,495 602,660 536,490 14,144,040 2,670,020 511,150 2,319,000 92,090 2,302,170 566,650 12,816,510 2,951,800 512,990 2,200,250 91,680 2,819,310 671,180 14,956,220 4,063,590 553,580 3,129,460 107,690 $ 14,994,260 $ 18,463,766 $ 20,875,450 $ 21,442,050 $ 26,301,030 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 11,512,221 2,358,973 697,499 425,567 12,374,610 2,758,600 583,380 2,747,176 14,391,020 2,686,410 364,000 3,434,020 14,449,580 3,589,480 875,230 2,527,760 18,930,510 3,694,570 906,170 2,769,780 $ 14,994,260 $ 18,463,766 $ 20,875,450 $ 21,442,050 $ 26,301,030 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,272,434 14,994,260 1,621,112 18,463,766 1,271,500 20,875,450 1,610,200 21,442,050 1,705,000 26,301,030 Total Personnel EXPENSES BY DIVISION Administration Professional Standards Patrol Services Support Services Counseling Investigations Special Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(13,721,826) $(16,842,654) $(19,603,950) $(19,831,850) $(24,596,030) PERFORMANCE/ACTIVITY MEASURES % of authorized positions filled % of citizens rating Police Service as generally or very satisfied % of citizens feeling they are generally/very safe from attack or being held up Average Priority 1 response time (minutes) UCR Part 1 Crimes per thousand population Actual FY 2002 98.50% Actual FY 2003 95.39% Projected FY 2004 81.96% Anticipated FY 2005 98.18% 94.10% 89.00% 88.80% 93.30% 96.40% 96.50% 95.20% 96.63% 8.3 8.3 8.8 8.2 38.4 35.7 37.0 36.0 - 88 - Professional Standards ∼ Identify and correct inefficient administrative investigation procedures within the police department ∼ Identify local sources of low cost training to enhance the knowledge base for Internal Affairs related issues ∼ Identify and implement a viable alternative to using an external polygraphist. Create an inhouse unit that utilizes either polygraph science and/or voice-stress analysis technology, eliminating the need to pay outside vendors ∼ Research and coordinate the implementation of digital technology to document and store investigations PURPOSE STATEMENT The Gilbert Police Department Office of Professional Standards oversees internal affairs, recruiting, hiring and accreditation to assist in the goals of being a professional Police Department and a safe community. ACCOMPLISHMENTS FY 2004 ∼ Utilized light duty employees to assist with an unexpected increase in background investigations and hiring ∼ Coordinated with Development Services department to improve the efficiency of town licensing procedures ∼ Facilitated numerous unexpected promotional processes ∼ The Staff Resources section was created within the Office of Professional Standards BUDGET ISSUES A Background Investigator was added to assist with the processing of the new Officers approved by Council. Other increases in expenditures include $20,000 for Lab and Testing of new Officers and $12,500 for increased Memberships and Dues. OBJECTIVES FY 2005 ∼ Coordinate with the Town Personnel Division to improve the efficiency of required disciplinary paperwork and procedures Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of investigations completed within 30 days 23% 38% 25% 20% % of investigations routed within 60 days 90% 72% 75% 65% PERFORMANCE/ACTIVITY MEASURES - 89 - Professional Standards PERSONNEL BY ACTIVITY Actual FY 2002 Actual FY 2003 Budget FY 2004 Professional Standards Total Non-Civilian Total Civilian 7.00 3.00 4.00 7.00 3.00 4.00 7.00 3.00 4.00 8.00 3.00 5.00 8.00 3.00 5.00 7.00 7.00 7.00 8.00 8.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Total Personnel EXPENSES BY ACTIVITY Professional Standards 522,598 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out 515,669 $ 522,598 $ Actual FY 2003 536,490 (515,669) $ 566,650 $ 566,650 536,490 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 - 90 - $ (566,650) $ $2,500.00 FY 2004 528,150 127,210 15,820 566,650 (536,490) $ FY 2005 671,180 Budget FY 2005 Projected FY 2004 $3,000.00 FY 2003 $ 466,750 84,080 15,820 COST PER POLICE FTE FY 2002 671,180 Projected FY 2004 Budget FY 2004 515,669 (522,598) $ $ 433,890 86,780 15,820 $ Budget FY 2005 566,650 Budget FY 2004 515,669 522,598 $ 536,490 412,507 88,092 15,070 Actual FY 2002 Total Revenues Total Expenses $ Budget FY 2005 Projected FY 2004 536,490 Actual FY 2003 399,103 115,185 8,310 OPERATING RESULTS Net Operating Result $ Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 522,598 515,669 Projected FY 2004 671,180 Budget FY 2005 671,180 (671,180) Patrol Services OBJECTIVES FY 2005 PURPOSE STATEMENT ∼ Create additional patrol beat in south west area of the Town to service new residential and commercial development along freeway corridor ∼ Establish an additional day shift patrol team to improve response in the South area ∼ Establish the Night Traffic Enforcement Unit ∼ Consolidate administrative functions, public affairs and specialized patrol operations under one unified command ∼ Establish a Police Service Aide position to assist in administrative support functions and to reduce vehicle transport costs ∼ Increase public affairs coverage to seven days a week The Patrol Services Division provides the first response to both emergency and nonemergency calls for service including, all crimes in progress, traffic accidents, and reports of felony and misdemeanor crimes. Additional services include search and rescue, community policing, proactive patrol, public safety concerns and traffic enforcement. ACCOMPLISHMENTS FY 2004 ∼ Upgraded mobile data computer equipment in all patrol cars in anticipation of CAD/RMS (Computer Aided Dispatch/Records Management System) upgrade ∼ Completed the move of patrol operations to the new Gilbert Public Safety Facility resulting in adequate work space and improved officer safety ∼ Obtained authorization to hire sixteen new Police Officer positions, based on recommendations of the Town Council Police Subcommittee to move towards a 1.1 officers per thousand population ratio to provide more patrol time BUDGET ISSUES Personnel and equipment costs associated with additional sworn and civilian positions (1 Lieutenant, 2 Sergeants, 27 Police Officers, 1 Service Aide, 1 Administrative Assistant) as recommended by the Council Subcommittee. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 950 872 1,021 1,025 $10,420,000 $10,945,500 $12,884,300 $14,172,730 38.4 35.7 37.0 36.0 Emergency Response Time 8.28 min 8.25 min 8.76 min 8.28 min Non-Emergency Response Time 27.91 min 26.26 min 29.11 min 28.10 min 3,139 3,459 4,340 5,000 50 50 44 48 PERFORMANCE/ACTIVITY MEASURES Number of felony arrests Value of property lost due to crime Crimes committed per 1,000 population Misdemeanor Arrests Citizen Academy Graduates - 91 - Patrol Services PERSONNEL BY ACTIVITY Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Non-Civilian Total Civilian Total Personnel EXPENSES BY ACTIVITY Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 81.50 2.00 7.00 6.00 2.00 9.00 104.00 3.50 85.25 2.00 9.00 6.00 2.00 9.00 108.25 5.00 96.50 2.00 9.00 6.00 2.00 8.00 114.00 9.50 121.00 3.00 12.00 6.00 2.00 8.00 142.00 10.00 124.00 3.00 12.00 6.00 2.00 8.00 144.00 11.00 107.50 113.25 123.50 152.00 155.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 7,327,615 189,936 699,175 224,795 215,483 718,904 9,464,859 245,095 1,027,722 245,071 126,096 680,205 11,738,290 207,980 939,110 456,020 163,980 638,660 10,365,750 247,490 963,840 443,860 174,470 621,100 11,779,060 363,700 1,406,220 511,570 145,690 749,980 $ 9,375,908 $ 11,789,048 $ 14,144,040 $ 12,816,510 $ 14,956,220 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 7,210,568 1,337,237 466,220 361,883 7,690,188 1,682,218 476,146 1,940,496 8,951,820 1,529,190 329,000 3,334,030 9,189,110 2,276,150 723,630 627,620 11,644,720 2,142,520 521,800 647,180 $ 9,375,908 $ 11,789,048 $ 14,144,040 $ 12,816,510 $ 14,956,220 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,463,192 11,789,048 1,146,500 14,144,040 1,418,200 12,816,510 1,492,000 14,956,220 1,167,762 9,375,908 Net Operating Result $ (8,208,146) $(10,325,856) $(12,997,540) $(11,398,310) $(13,464,220) PATROL OFFICERS PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2002 FY 2003 FY 2004 - 92 - FY 2005 Support Services PURPOSE STATEMENT OBJECTIVES FY 2005 The Support Services Division is responsible for providing all necessary logistical and strategic support for the police department and other Town Departments. Support Services personnel dispatch officers, answer all emergency calls, process all reports written by officers and provide related services to the public. ∼ To implement the document imaging scanning project by January 2005 ∼ To complete the implementation of Intergraph CAD/RMS (Computer aided Dispatch/Records Management System) by June 2005 BUDGET ISSUES ACCOMPLISHMENTS FY 2004 Personnel and equipment costs associated with the addition of 6 Records Clerks, 8 Police Telecommunicators, 6 911 Operators, 1 Police Communication Shift Supervisor, 1 Property Custodian, and 1 Office Assistant as approved by Council. ∼ Completed the transition to the new 800 MHz regional radio system with Mesa and Phoenix ∼ Successfully acquired a Bait Vehicle Grant to help deter auto thefts in the Town ∼ Completed staffing exercise with Council SubCommittee resulting in the approval of proper staffing levels ∼ Completed the creation of a broadcasting email database to efficiently disseminate information to the public regarding events such as Safety Fairs, Lock’emOut Program and Safety Awareness campaigns PERFORMANCE/ACTIVITY MEASURES Average answer time for 911 calls Average answer time for non-emergency calls Number of public contact by Crime Prevention unit Thefts reported Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 n/a 4 seconds 3 seconds 2 seconds 6 seconds 5 seconds 4 seconds 3 seconds 976,123 1,416,859 891,681 1,094,888 9% increase 10% decrease 2% increase 0.4% increase - 93 - Support Services PERSONNEL BY ACTIVITY Records Communication Property Alarm Management Training Coordination Planning and Research Total Personnel EXPENSES BY ACTIVITY Records Communication Property Alarm Management Training Coordination Planning and Research Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 11.00 22.00 3.50 1.00 1.00 2.00 12.00 23.00 3.50 1.00 1.00 2.00 12.00 23.00 3.50 1.00 1.00 2.00 17.00 37.00 5.00 1.00 2.00 2.00 18.00 38.00 5.00 1.00 2.00 2.00 40.50 42.50 42.50 64.00 66.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 442,211 1,255,662 275,807 53,691 83,161 42,426 501,398 1,197,459 300,400 50,221 89,793 105,041 596,280 1,420,470 385,150 52,970 89,690 125,460 562,520 1,737,400 383,390 49,910 93,540 125,040 915,320 2,362,010 453,900 55,920 138,230 138,210 $ 2,152,958 $ 2,244,312 $ 2,670,020 $ 2,951,800 $ 4,063,590 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,487,772 437,280 214,671 13,235 1,770,980 412,005 52,047 9,280 2,188,910 436,360 35,000 9,750 2,072,180 418,270 151,600 309,750 3,409,110 644,730 9,750 $ 2,152,958 $ 2,244,312 $ 2,670,020 $ 2,951,800 $ 4,063,590 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 47,983 2,152,958 Net Operating Result Projected FY 2004 68,567 2,244,312 60,000 2,670,020 62,000 2,951,800 63,000 4,063,590 $ (2,104,975) $ (2,175,745) $ (2,610,020) $ (2,889,800) $ (4,000,590) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2002 FY 2003 FY 2004 - 94 - FY 2005 Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2005 Gilbert Youth and Adult Resources provides a comprehensive counseling program to Gilbert residents referred by the Gilbert Police Department, Gilbert Municipal Court, or Gilbert Fire Department in order to improve quality of life, assist victims of crime, and reduce offender recidivism. Services provided include crisis intervention, victim assistance, domestic violence counseling, substance abuse assessment and referral, and youth and adult diversion programming. ∼ Continue to develop and expand the Gilbert Police Department Volunteers In Policing Program ∼ Provide assessment and counseling to the Gilbert community through a variety of programs ∼ Provide youth early intervention programs to the Gilbert police and school district ∼ Implement a parenting education component for families referred to Youth and Adult Resources ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ 22 new volunteers were added to the Police Department in 03-04 – 15 in Victim Assistance, 3 in Citizens On Patrol, I in Communications, 1 in Records, 1 in Crime Analysis, and 1 in the Traffic Unit ∼ Responded to 136 crisis calls ∼ Contacted and offered services to 1,548 victims ∼ Provided service to 3,917 clients ∼ Continued to provide Youth Violence Intervention Program including parenting classes All Counseling fees were increased in 2003-04 which has increased the revenues generated by section by 68 percent. Revenues are anticipated to increase slightly in 2004-05 since some court fee increases were phased in over this past year. PERFORMANCE/ACTIVITY MEASURES Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Counseling Units of Service – Individual and Group 19,045 20,174 20,522 21,000 Cost per counseling unit $23.72 $22.82 $17.59 $17.00 Victims Offered Services 1,561 1,590 1,548 1,600 Number of crisis calls handled 178 170 136 170 % of youth violence referrals completing the program successfully 93% 95% 96% 95% Total Clients Served 3,466 3,744 3,917 3,900 - 95 - Counseling Services PERSONNEL BY ACTIVITY Counseling Total Personnel EXPENSES BY ACTIVITY Counseling Actual FY 2002 Actual FY 2003 Budget FY 2004 8.22 8.22 7.50 7.50 7.50 8.22 8.22 7.50 7.50 7.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 505,902 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 430,132 73,763 2,007 $ 505,902 Total Revenues Total Expenses $ 56,689 505,902 Net Operating Result $ $ 511,150 (449,213) $ 543,125 $ 512,990 Actual FY 2003 511,150 (453,772) $ $ 512,990 65,000 511,150 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2004 - 96 - $ (382,990) $ $5.00 FY 2003 501,590 31,990 19,000 1,000 130,000 512,990 (446,150) $ FY 2005 553,580 Budget FY 2005 Projected FY 2004 COST PER CAPITA FY 2002 $ 482,740 30,100 150 Budget FY 2004 89,353 543,125 553,580 Projected FY 2004 475,980 35,170 $ Budget FY 2005 512,990 Budget FY 2004 465,005 75,509 2,611 Actual FY 2002 OPERATING RESULTS 543,125 Budget FY 2005 Projected FY 2004 511,150 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 505,902 543,125 Projected FY 2004 553,580 Budget FY 2005 150,000 553,580 (403,580) Investigations ∼ Increased the number of Patrol Briefings attended by Detectives to share information and improve communication ∼ The Special Investigations Team was awarded the Distinguished Team Citation, an award given by the Gilbert Police Department to recognize service excellence and teamwork PURPOSE STATEMENT The Gilbert Police Department Investigations Division is dedicated to apprehending and prosecuting offenders as well as resolving investigations in a timely and thorough manner. Comprised of the Persons Crimes Unit, Property Crimes Unit and Special Investigations Team, the Criminal Investigations Division investigates complex felony crimes, including: homicide, sexual assault, child abuse/endangerment, robbery, burglary, theft, drug trafficking and racketeering. OBJECTIVES FY 2005 ∼ Increase case clearance rates to exceed those from the previous fiscal year (2003-2004) ∼ Decrease the number of inactivated cases by an additional five percent from the previous fiscal year (2003-2004) ACCOMPLISHMENTS FY 2004 ∼ Increased case clearance rates to 21 percent ∼ Decreased the number of inactivated cases by 13 percent, exceeding the goal of 5 percent ∼ Improved teamwork by increasing the number of joint investigations between Investigations Units and Patrol Units BUDGET ISSUES Five Police Officers and one Crime Prevention Specialist are added to the Investigations unit along with all related expenses. Capital outlay consists of $293,600 for vehicles and a copier for $19,000. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 3% 3% 21%* 23% 1,043 1,055 921* 1,000 Total Number of Arrests/Complaints 31 32 195* 230 Total Number of Cases Inactivated 553 558 369* 352 Percentage of Cases Inactivated 53% 53% 40%* 35% Total Number of Search Warrants n/a 17 70 80 Total Special Investigations Team Cases n/a n/a 85 100 Total Special Investigations Team Arrests n/a n/a 58 70 Special Investigations Surveillance Hours n/a n/a 693 765 Vice, Drug, Organized Crime Investigations n/a n/a 81 90 PERFORMANCE/ACTIVITY MEASURES Case clearance rate (arrest/complaint) Total Number of Cases** * General Investigations only ** Civilian Investigator cases and CPS cases not included in total beginning in 2003-04 - 97 - Investigations PERSONNEL BY ACTIVITY General Investigations Special Investigations Crime Prevention Total Non-Civilian Total Civilian Total Personnel EXPENSES BY ACTIVITY General Investigations Special Investigations Crime Prevention Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 16.00 7.00 2.00 20.00 5.00 17.00 7.00 2.00 21.00 5.00 17.00 7.00 2.00 21.00 5.00 22.00 7.00 3.00 26.00 6.00 22.00 7.00 3.00 26.00 6.00 25.00 26.00 26.00 32.00 32.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 1,226,698 574,986 117,763 1,430,939 463,629 107,919 1,563,020 633,200 122,780 1,540,410 539,890 119,950 2,228,440 659,200 241,820 $ 1,919,447 $ 2,002,487 $ 2,319,000 $ 2,200,250 $ 3,129,460 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,622,988 246,069 16,608 33,782 1,634,598 296,876 17,453 53,560 1,911,240 351,520 56,240 1,819,040 324,970 56,240 2,304,280 462,080 293,600 69,500 $ 1,919,447 $ 2,002,487 $ 2,319,000 $ 2,200,250 $ 3,129,460 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,919,447 Net Operating Result Projected FY 2004 2,002,487 2,319,000 2,200,250 3,129,460 $ (1,919,447) $ (2,002,487) $ (2,319,000) $ (2,200,250) $ (3,129,460) COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2002 FY 2003 FY 2004 - 98 - FY 2005 Special Operations PURPOSE STATEMENT OBJECTIVES FY 2005 To provide tactical support to other Police Department units and assist with executing highrisk search warrants, barricaded suspects, hostage situations or any incident in which there is danger to the public. ∼ Complete training on the new entry weapon ∼ Conduct joint training with patrol on initial response ∼ Take part in multi-agency terrorism training ∼ ERU members will train all police personnel on ballistic shield training ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Officers provided training on “Basic Incident Command for Barricaded Suspects” to all sergeants and lieutenants ∼ Interagency training was conducted with Chandler PD on active shooter training in the schools ∼ Added a backup tactical dispatcher designated to the ERU team ∼ Research completed on entry weapon and purchase request was completed for purchase of M-4 tactical entry weapons ∼ The Gilbert Police Department Citizen’s Academy Alumni provided funds toward the purchase of a robot and new hostage phone system ∼ Policy was updated to incorporate a tactical dispatcher and the psychological exam for new SWAT members The Emergency Response Unit budget increases 17% over the FY04 adopted budget. This is for the purchase and repair of Safety Equipment and Supplies. PERFORMANCE/ACTIVITY MEASURES Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of special operations members trained in knowledge, skills and abilities 25% 100% 80% 80% Number of special operations members completing the course of instruction 14 18 20 20 Number of tactical operations 5 8 3 12 180 200 220 220 Training Hours - 99 - Special Operations PERSONNEL BY ACTIVITY ERU Unit Total Personnel EXPENSES BY ACTIVITY ERU Unit Actual FY 2002 Actual FY 2003 Budget FY 2004 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 62,307 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Actual FY 2003 62,307 $ 87,495 92,090 91,680 $ 91,680 $35,000.00 $28,000.00 $21,000.00 $14,000.00 $7,000.00 $0.00 FY 2003 - 100 - FY 2004 18,910 81,440 7,340 $ 91,680 (92,090) $ FY 2005 107,690 Budget FY 2005 Projected FY 2004 COST PER ERU ACTIVATION FY 2002 $ 16,960 67,380 7,340 92,090 (87,495) $ 107,690 Projected FY 2004 Budget FY 2004 87,495 (62,307) $ $ 19,070 65,680 7,340 $ Budget FY 2005 91,680 Budget FY 2004 Actual FY 2003 62,307 $ 92,090 17,608 62,897 6,990 Actual FY 2002 Total Revenues Total Expenses $ Budget FY 2005 Projected FY 2004 92,090 87,495 7,849 54,458 - OPERATING RESULTS Net Operating Result $ Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 62,307 87,495 Projected FY 2004 (91,680) $ 107,690 Budget FY 2005 107,690 (107,690) Fire Department __________________________________ Fire Department Summary Fire Operations Fire Prevention Fire Department DEPARTMENT DESCRIPTION The Gilbert Fire Department (GFD) provides unconditional protection against natural and man-made crisis through community education, fire code compliance, emergency management, fire suppression, rescue and emergency medical services. GOALS FY 2005 ∼ ∼ ∼ ∼ ∼ ∼ ∼ Integrate the GFD into the regional homeland defense model Develop a comprehensive response methodology for all areas within the Gilbert Planning Area Develop a training capability that will address the current and future needs of the Gilbert Fire Department Develop facilities, as growth occurs to maintain a four-minute response time standard throughout the community Eliminate the occurrence of child drownings Improve response times of first-due emergency units Improve turnout time as a component of response time ORGANIZATIONAL CHART FIRE DEPARTMENT Operations Fire Prevention Operations Fire Prevention Training Fire Public Education Investigations - 101 - Fire Department Actual FY 2002 Actual FY 2003 Budget FY 2004 Administration Operations Prevention 3.50 72.00 8.00 5.50 86.00 11.00 5.50 89.25 11.00 7.50 93.25 10.00 7.50 104.00 10.00 Total Personnel 83.50 102.50 105.75 110.75 121.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 PERSONNEL BY DIVISION EXPENSES BY DIVISION Administration Operations Prevention Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Number of emergency calls Response time average Turnout time average Budget FY 2005 306,032 6,210,655 562,856 545,578 7,778,666 637,006 532,760 8,388,390 794,370 560,420 8,200,630 761,170 602,260 9,892,800 965,960 $ 7,079,543 $ 8,961,250 $ 9,715,520 $ 9,522,220 $ 11,461,020 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 5,473,432 1,368,901 150,752 86,458 6,345,927 1,302,536 176,688 1,136,099 7,856,720 1,449,240 409,560 7,740,580 1,363,150 215,920 202,570 9,136,170 1,792,740 78,000 454,110 $ 7,079,543 $ 8,961,250 $ 9,715,520 $ 9,522,220 $ 11,461,020 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 100,780 7,079,543 320,288 8,961,250 280,000 9,715,520 310,050 9,522,220 319,000 11,461,020 $ (6,978,763) $ (8,640,962) $ (9,435,520) $ (9,212,170) $(11,142,020) PERFORMANCE/ACTIVITY MEASURES Child drowning events Projected FY 2004 Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 0 3 0 0 7,774 8,490 9,800 11,000 5min. 32sec. 5min. 29sec. 5min. 30sec. 5min. 30sec. 50 sec. 51 sec. 50 sec. 50 sec. - 102 - Fire Operations ∼ Establish an agreement with an emergency physician for pre-hospital medical direction ∼ Complete a needs assessment and cost analysis for the training center ∼ Increase the developmental opportunities for fire personnel, especially those eligible for promotion ∼ Complete construction of Fire Station 5 and 6 on time and under budget ∼ Develop conceptual designs for Fire Stations 7 and 8 PURPOSE STATEMENT The Fire Operations Division is dedicated to protecting the lives and property of our citizens and those who visit Gilbert. We will provide emergency services that meet or exceed national and local standards while maximizing the use of available resources. ACCOMPLISHMENTS FY 2004 ∼ Opened Fire Station 11, 2800 block of East Riggs Road ∼ Trained and certified seven new paramedics ∼ Placed in service three new pumpers, an aerial truck and an air/light truck ∼ Hired and trained 17 new firefighters in anticipation of opening Station 6, 3600 block of East Warner Road in FY05 BUDGET ISSUES The Fire Operations budget increased 18% over the FY04 adopted budget. The increase in Personnel is partially due to the April 2004 hire date for Fire Station 6. In addition, Council authorized three additional Firefighters, one Fire Captain, and an Administrative Assistant. The departments first brush truck worth $210,000 will also be purchased. OBJECTIVES FY 2005 ∼ Develop a deployment strategy using NFPA 1710 and a comprehensive risk assessment to place apparatus and decrease response times PERFORMANCE/ACTIVITY MEASURES % of time first due unit arrives within four minutes Response time average* Turnout time average in seconds** Total responses Number of training hours for all department personnel Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 60% 64% 63% 65% 5 min 32 sec 5 min 29 sec 5 min 30 sec 5 min 30 sec 50 51 50 50 7,774 8,490 9,800 11,000 n/a 13,343 19,000*** 15,000 * Response time is measured from time of alert at station to on-scene ** Turnout time is measured from receipt of alarm until apparatus begins response *** Includes recruit academy - 103 - Fire Operations PERSONNEL BY ACTIVITY Operations Training Total Personnel EXPENSES BY ACTIVITY Operations Training Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 69.00 3.00 82.00 4.00 85.25 4.00 88.25 5.00 98.00 6.00 72.00 86.00 89.25 93.25 104.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 5,889,487 321,168 7,368,487 410,179 7,937,150 451,240 7,706,800 493,830 9,213,290 679,510 $ 6,210,655 $ 7,778,666 $ 8,388,390 $ 8,200,630 $ 9,892,800 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 4,826,707 1,217,913 86,160 79,875 5,475,608 1,126,201 130,387 1,046,470 6,726,030 1,274,930 387,430 6,630,300 1,189,350 215,720 165,260 7,865,780 1,544,640 55,000 427,380 $ 6,210,655 $ 7,778,666 $ 8,388,390 $ 8,200,630 $ 9,892,800 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 6,210,655 Net Operating Result Projected FY 2004 7,778,666 8,388,390 8,200,630 9,892,800 $ (6,210,655) $ (7,778,666) $ (8,388,390) $ (8,200,630) $ (9,892,800) COST PER SINGLE FAMILY RESIDENCE $200.00 $150.00 $100.00 $50.00 $0.00 FY 2002 FY 2003 - 104 - FY 2004 FY 2005 Fire Prevention PURPOSE STATEMENT OBJECTIVES FY 2005 To make our community a safe place to live and work by embracing solid fire prevention principals through fire plan review, community service education, fire code compliance, and fire investigation. This is accomplished through partnering with various elements of our community including local business, schools, and residents. ∼ Develop partnerships with the community, service groups, and other town departments ∼ Provide year round educational programs in the schools, and the community ∼ Increase community awareness in water safety, bike safety and car seat installation ∼ Respond to 80% inspections within 24 hours of request and pass with final approval after no more than two inspections ∼ Inspect home and adult care facilities as scheduled as required by licensure mandates and dates ∼ Inspect all high hazard business within the jurisdiction once per calendar year ∼ Inspect all school within jurisdiction once per calendar year ∼ Inspect all Town Facilities within jurisdiction once per calendar year ∼ Respond to immediate hazards within 8 hours of receipt of complaint, moderate complaints within 16 hours ACCOMPLISHMENTS FY 2004 ∼ Implemented in school programs for bike helmet safety, fire prevention, candle safety and drowning prevention ∼ Implemented a Senior Program ∼ Provided seat safety checks twice per month ∼ Certified two additional Fire Prevention staff as car seat technicians ∼ Implemented standardized Fire Station tour literature and signage for Fire Personnel ∼ Implemented self inspection program for “B” occupancies ∼ Transitioned Fire Plans review into Fire Department ∼ Established stakeholder focus groups for the Alley loaded projects policy and residential day care policy ∼ Implemented E-reporting requirements for Hazardous Materials ∼ Reduced the number of distressed projects ∼ Standardization of records and peer review BUDGET ISSUES The budget for Fire Prevention increased 22% over the FY04 adopted budget. Included in this increase is $12,500 for Fire Education training supplies based on actual expenditures for FY04. An Emergency Manager Coordinator position and all related expenses totaling approximately $120,000 are budgeted in this cost center however, are being transferred to Fire Administration. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Number of children (K – 3) receiving educational program n/a 305 6,595 6,930 Number of car seat checks annually n/a n/a 514 556 Cause and origin investigations 52 53 35 46 Juvenile fire setting interventions 14 23 27 21 $823,204 $663,860 $1,482,000 $990,000 282 65 32 30 94.9% 89.9% 84.9% 79.9% PERFORMANCE/ACTIVITY MEASURES Dollar losses related to fire Number of variances and plan changes % of inspections completed within 48 hours - 105 - Fire Prevention PERSONNEL BY ACTIVITY Fire Prevention Fire Public Education Investigations Total Personnel EXPENSES BY ACTIVITY Fire Prevention Fire Public Education Investigations Actual FY 2002 Actual FY 2003 Budget FY 2004 8.00 0.00 0.00 10.00 1.00 0.00 10.00 1.00 0.00 9.00 1.00 0.00 9.00 1.00 0.00 8.00 11.00 11.00 10.00 10.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 534,139 6,788 21,929 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 377,935 115,983 64,592 4,346 $ 562,856 Total Revenues Total Expenses $ 100,780 562,856 Net Operating Result $ $ 794,370 (462,076) $ 637,006 $ 761,170 Actual FY 2003 794,370 (316,718) $ $ 761,170 280,000 794,370 $6.00 $4.50 $3.00 $1.50 $0.00 FY 2004 - 106 - $ (451,120) $ $7.50 FY 2003 766,610 154,710 23,000 21,640 310,050 761,170 (514,370) $ FY 2005 965,960 Budget FY 2005 Projected FY 2004 COST PER CAPITA FY 2002 $ 642,800 101,130 200 17,040 Budget FY 2004 320,288 637,006 864,510 82,880 18,570 Projected FY 2004 677,130 100,200 17,040 $ Budget FY 2005 674,790 71,380 15,000 Budget FY 2004 496,321 106,361 18,094 16,230 Actual FY 2002 OPERATING RESULTS 637,006 Budget FY 2005 Projected FY 2004 704,240 71,390 18,740 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 562,856 613,167 15,765 8,074 Projected FY 2004 965,960 Budget FY 2005 319,000 965,960 (646,960) Public Works __________________________________ Public Works Summary Field Operations Administration Facilities Maintenance Mosquito Control Utility Locates Public Works DEPARTMENT DESCRIPTION To equitably enforce standards for public works construction (streets, water, wastewater, reclaimed water, storm drainage); to plan for the long term efficient use of water resources, including reclaimed water; to plan for, operate and maintain Town infrastructure to maximize life of assets - including buildings, streets, water, wastewater, reclaimed water, storm drainage; to support maximum productive use of equipment and staff by maintaining all vehicles and equipment; and, to provide solid waste disposal and recycling to ensure health and aesthetics standards. Detail on Enterprise Funds (Water, Wastewater, Residential Solid Waste, and Commercial Solid Waste) and Street Fund are found under separate tabs. GOALS FY 2005 ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ Attain APWA Accreditation for the Public Works Department Ensure water production capacity keeps pace with population growth and demand for water Plan for build-out water system capacity by securing and/or planning for purchase of the remaining well and reservoir sites and a second water treatment plant site in the Town Ensure reclaimed water storage recharge capacity is available to meet the demand Ensure short and long term wastewater treatment capacity is available to meet demands created by industrial, business and population increases Reduce the exposure of a 100-year flood event on the Sanoqui and Queen Creek Washes by working with developers and the Flood Control District of Maricopa County to construct these channels with 100-year flood event capacity within the Town planning area Improve understanding of Civil Engineering Development Standards by developers, design professionals, etc. by completing the update of the Procedures Manual Continue to monitor the development of solid waste disposal options to formulate a long-term disposal strategy for the Town Ensure the long term viability of Town streets by evaluation and rating, using the CHEC System, and performing annual pavement maintenance activities to maintain a pavement rating index of 80 Operate vehicle maintenance as a break even internal service operation while providing maintenance services that reduce unanticipated down time and increase customer satisfaction ORGANIZATIONAL CHART PUBLIC WORKS General Fund Field Operations Admin Enterprise Fund Water Street Fund Internal Service Fund Facilities Maintenance Wastewater Municipal Center Public Works Facility Municipal Office II Public Safety Center Southeast Library Temporary Facilities Solid Waste Residential Solid Waste Commercial Mosquito Control Utility Locates Irrigation Engineering - 107 - Fleet Maintenance Public Works PERSONNEL BY DIVISION Actual FY 2002 Actual FY 2003 Budget FY 2004 Administration Field Operations Admin Environmental Programs Facilities Maintenance Mosquito Control Utility Locates Irrigation 3.00 7.50 2.00 4.00 0.00 3.00 0.00 4.00 9.50 3.00 5.50 0.00 5.00 0.00 4.00 9.50 3.00 7.00 0.00 5.00 0.00 4.00 9.50 0.00 7.00 0.00 5.00 0.00 4.00 10.00 0.00 7.00 0.00 5.00 0.00 19.50 27.00 28.50 25.50 26.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Total Personnel EXPENSES BY DIVISION Administration Field Operations Admin Environmental Programs Facilities Maintenance Mosquito Control Utility Locates Irrigation Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 265,749 504,911 216,060 701,544 41,204 173,389 34,845 268,819 454,618 261,504 1,289,774 53,615 274,561 36,116 331,440 501,330 363,490 3,983,000 44,240 340,670 33,510 275,210 486,570 265,030 5,223,300 45,800 330,840 26,832 354,910 618,030 3,850,830 47,000 353,210 36,410 $ 1,937,702 $ 2,639,007 $ 5,597,680 $ 6,653,582 $ 5,260,390 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 942,735 850,764 60,570 83,633 1,224,469 1,060,090 88,022 266,426 1,546,330 3,667,010 19,000 365,340 1,407,880 2,300,170 19,020 2,926,512 1,468,300 2,842,760 34,000 915,330 $ 1,937,702 $ 2,639,007 $ 5,597,680 $ 6,653,582 $ 5,260,390 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 787,814 1,937,702 849,528 2,639,007 1,097,080 5,597,680 1,062,340 6,653,582 1,358,530 5,260,390 $ (1,149,888) $ (1,789,479) $ (4,500,600) $ (5,591,242) $ (3,901,860) Actual FY 2002 53,615 Actual FY 2003 47,183 Projected FY 2004 51,456 Anticipated FY 2005 53,258 Total municipal solid waste (tons) 83,534 91,516 98,681 106,400 Total wastewater influent (MG) 2,890 3,119 3,454 3,775 Total water produced (MG) 11,356 11,463 12,796 14,012 Utility blue stake actions PERFORMANCE/ACTIVITY MEASURES Number of customer contacts 29,936 30,456 35,353 37,700 % increase in ground water supply n/a n/a 7.0% 11.4% % increase in surface water supply n/a n/a n/a 25.0% - 108 - Field Operations Administration PURPOSE STATEMENT OBJECTIVES FY 2005 To provide prompt courteous and informed service to our external and internal customers. To provide general administrative support services to the Field Operations Manager and the other sections of the Field Operations in the Public Works Department. ∼ Convert to, train and utilize the Master Series work management system to be implemented to track all incoming customer service requests ∼ Continuously seek improvements to the “one stop” service provided to the external and internal customers of the Field Operations Division ∼ Ongoing field validation of infrastructure data being incorporated into Gilbert’s Geographic Information System to allow the rapid retrieval of information about structures and systems ∼ Manage the processing of twenty-four (24) contracts for Public Works Field Operations Division from preparation of specifications to completion of contract documentation ACCOMPLISHMENTS FY 2004 ∼ Fully implemented central customer service for the Public Works Field Operations Division, allowing Customer Service Representatives to deal directly with customer service requests and complaints for the division from 8 a.m. to 5 p.m. ∼ Processed and completed 32 division service contracts and equipment acquisitions compared to 29 the prior year ∼ Completed implementation of Eden Systems Inforum Gold financial software to provide better data and improve operational and administrative efficiency and effectiveness ∼ Completed initial assessment of 58 management practices and follow-up assessment of 22 management practices associated with the Public Works accreditation efforts ∼ Utilized the work management system to track all incoming customer service requests PERFORMANCE/ACTIVITY MEASURES Ratio of administrative staff to total division % of contacts for information only BUDGET ISSUES Public Works Field Operations Administration budget increased 23% over FY04 adopted budget. Of this increase, $68,270 is for one time expenditures. Public Works will be converting to an 800 MHz radio system during FY05 and $42,000 has been allocated to cover Field Operations Administration portion of these radios. In addition, a part time Customer Service Representative was added to ensure coverage during peak hours. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 1:24.1 1:22.2 1:22.6 1:22.9 38% 59% 66% 66% - 109 - Field Operations Administration PERSONNEL BY ACTIVITY Field Operations Admin Total Personnel EXPENSES BY ACTIVITY Field Operations Admin $ Budget FY 2004 7.50 9.50 9.50 9.50 10.00 7.50 9.50 9.50 9.50 10.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 504,911 454,618 $ 454,618 Personnel Supplies & Contractual Capital Outlay Transfers Out 320,201 184,710 $ 504,911 Total Revenues Total Expenses $ 501,330 Actual FY 2003 501,330 $ 486,570 618,030 $ Projected FY 2004 $ Budget FY 2004 486,570 618,030 Budget FY 2005 458,970 26,480 1,120 509,320 53,590 12,000 43,120 $ Projected FY 2004 618,030 Budget FY 2005 439,115 504,911 395,519 454,618 436,160 501,330 426,660 486,570 562,980 618,030 (65,796) $ (59,099) $ (65,170) $ (59,910) $ (55,050) COST PER PUBLIC WORKS FIELD EMPLOYEE $3,000.00 $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2002 Budget FY 2005 486,570 463,130 37,080 1,120 $ Budget FY 2005 Projected FY 2004 Budget FY 2004 454,618 Actual FY 2002 OPERATING RESULTS $ 409,927 43,621 1,070 $ Projected FY 2004 501,330 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Net Operating Result Actual FY 2003 504,911 Total Expenses Total Expenses Actual FY 2002 FY 2003 - 110 - FY 2004 FY 2005 Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2005 To maintain and repair assigned facilities and associated systems and equipment in proper working order for the safety and effective use of facilities and to respond to facility maintenance and repair needs of customers within acceptable time limits. ∼ Continue to coordinate the warranty repair requests for the public safety facility and fire station eleven ∼ Coordinate the warranty repairs on the two new fire stations when completed ∼ Continue to maintain existing facilities to the Building Owners and Managers Association (BOMS) standard ∼ Coordinate with the Fire Department and Parks and Recreation Department on their facilities and installed systems and equipment ∼ Update the facility management software throughout the year as projects are completed and new projects are identified ACCOMPLISHMENTS FY 2004 ∼ Updated the facility management software throughout the year as projects were completed ∼ Coordinated with the Fire Department and Parks and Recreation Department on their facilities and installed systems and equipment ∼ Coordinated the warranty request for the public safety facility and fire station number eleven ∼ Trained on operation of installed systems and equipment at fire station eleven BUDGET ISSUES Personnel were reallocated from various cost centers to one cost center. Expenditures related to these employees were also moved to the new cost center. A reduction in the Public Safety Center was possible based on FY04 actuals. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 100% 100% 100% 100% Number of emergency call outs n/a 76 calls 81 calls 94 calls Average time spent per emergency n/a 1.45 hours 1.43 hours 1.40 hours Cost per square foot – Municipal Center n/a $6.53 $6.14 $6.79 Cost per square foot – Public Works n/a $4.30 $5.00 $6.27 Cost per square foot – Municipal Center II n/a $2.61 $3.44 $3.86 Cost per square foot – Public Safety Center n/a n/a $5.94 $5.47 Cost per square foot - Library n/a $3.69 $3.04 $3.93 PERFORMANCE/ACTIVITY MEASURES % of emergency calls responded to within 24 hours - 111 - Facilities Maintenance PERSONNEL BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center Southeast Library Temporary Facilities Heritage Annex Total Personnel EXPENSES BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center Southeast Library Temporary Facilities Heritage Annex Total Expenses $ Actual FY 2003 Budget FY 2004 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 5.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 5.00 0.00 0.00 2.00 0.00 0.00 0.00 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 5.50 7.00 7.00 7.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Total Revenues Total Expenses $ 871,660 223,090 110,030 3,637,850 182,670 198,000 - 432,760 339,600 206,790 123,490 1,797,160 735,610 194,000 21,420 701,544 $ 1,289,774 $ 3,983,000 $ 5,223,300 $ 3,850,830 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 178,139 479,542 43,863 242,329 809,463 29,592 208,390 337,360 3,336,830 308,810 313,860 2,032,760 20 2,876,660 366,970 2,640,250 22,000 821,610 701,544 $ 1,289,774 $ 3,983,000 $ 5,223,300 $ 3,850,830 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,289,774 100,000 3,983,000 118,800 5,223,300 118,800 3,850,830 (701,544) $ (1,289,774) $ (3,883,000) $ (5,104,500) $ (3,732,030) COST PER SQUARE FOOT OF FACILITIES $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2002 Budget FY 2005 906,030 157,640 120,190 2,269,510 222,870 306,760 - 701,544 Net Operating Result Projected FY 2004 Budget FY 2005 798,859 141,902 83,661 43,768 221,584 - Actual FY 2002 OPERATING RESULTS Projected FY 2004 597,314 566 103,664 - Actual FY 2002 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 FY 2003 FY 2004 - 112 - FY 2005 Mosquito Control PURPOSE STATEMENT OBJECTIVES FY 2005 The goal of the Town’s Mosquito Control Program is to protect the health and safety of the public and provide safe, reliable, efficient, and cost effective mosquito and midge fly treatment and prevention operations at municipally owned and operated facilities. ∼ Continue to distribute outreach materials and information to help educate the public regarding mosquito control and West Nile Virus prevention ∼ Continue to coordinate with Maricopa County Vector Control regarding mosquito control and West Nile Virus monitoring and education ∼ Monitor the effectiveness of contracted mosquito and midge fly control operations through coordination efforts with the contractor and spot inspections of treatment areas ACCOMPLISHMENTS FY 2004 ∼ Distributed outreach materials and educated residents regarding mosquito control and West Nile Virus prevention. The Town’s mosquito control brochures were distributed at the Spring Expo at Freestone Park and at the Feathered Friends Festival at the Riparian Preserve ∼ Mosquito control information was placed on the Town’s web site, in the “Your Town” publication, on Gilbert Cable Channel 11, and in the “Gilbert Independent” newspaper to educate the public ∼ Coordinated with Maricopa County Vector Control regarding mosquito control operations and West Nile Virus monitoring and education BUDGET ISSUES The budget reflects a 6.4% increase in the contract costs. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Number of mosquito related complaints 121 166 205 200 % of complaints within town treatment areas n/a n/a 38% 40% PERFORMANCE/ACTIVITY MEASURES - 113 - Mosquito Control Actual FY 2002 Actual FY 2003 Budget FY 2004 Mosquito Control 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Mosquito Control 41,204 Total Expenses $ 41,204 53,615 $ 53,615 Personnel Supplies & Contractual Capital Outlay Transfers Out 41,204 - Total Expenses $ 41,204 Total Revenues Total Expenses $ $ Actual FY 2003 44,240 45,800 (53,615) $ $ 45,800 44,240 $300.00 $200.00 $100.00 $0.00 - 114 - FY 2004 47,000 $ 45,800 (44,240) $ FY 2005 47,000 Budget FY 2005 Projected FY 2004 $400.00 FY 2003 $ 45,800 - COST PER COMPLAINT FY 2002 47,000 Projected FY 2004 Budget FY 2004 53,615 (41,204) $ $ 44,240 $ Budget FY 2005 45,800 Budget FY 2004 53,615 41,204 Net Operating Result 44,240 53,615 - Actual FY 2002 OPERATING RESULTS $ Budget FY 2005 Projected FY 2004 44,240 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Projected FY 2004 (45,800) $ 47,000 Budget FY 2005 47,000 (47,000) Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2005 To protect Town owned underground utilities from damage and disruption of customer services. To facilitate in the location of any Town underground utility within a prescribed area upon request from Arizona Blue Stake. ∼ Fully use internet based Arizona Blue Stake so standby Utility Locate staff can use from home ∼ Fully use the Town’s intranet based Interactive Maps ∼ Continue accurate and reliable utility locating during active construction period in Gilbert ∼ Eliminate water system disruption due to contractors excavating and damage Town owned utilities ACCOMPLISHMENTS FY 2004 ∼ Continued validation of large portions of the new GIS mapping ∼ Finished locating all of the Town owned fiber optics, and maintain new mapping ∼ Implemented a 24/7 emergency contact service per Arizona Blue Stake ∼ Performed all utility locates using electronic mapping, whether through GIS or scanned plat maps ∼ Received all utility locate tickets from Arizona Blue Stake via an internet web site connection ∼ Updated GIS using observed field conditions ∼ Re-configured Town Utility Locate Office to best facilitate staff and computer workstations BUDGET ISSUES Changes other than the personnel costs include Blue Stake fees reflect an increase of $4,000 and an increase of $2,000 in paint costs due to increased construction activity. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 # of utility locates 29,936 32,510 37,200 37,000 % of recall tickets n/a 0.9% 1.0% 1.0% % of emergency tickets n/a 1.2% 1.5% 1.5% PERFORMANCE/ACTIVITY MEASURES - 115 - Utility Locates Actual FY 2002 Actual FY 2003 Budget FY 2004 Utility Locates 3.00 5.00 5.00 5.00 5.00 Total Personnel 3.00 5.00 5.00 5.00 5.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates 173,389 Total Expenses $ 173,389 274,561 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 108,287 45,067 17,772 2,263 Total Expenses $ 173,389 Total Revenues Total Expenses $ $ - 274,561 340,670 1 330,840 - $ 330,840 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2003 FY 2004 - 116 - 273,510 69,030 10,670 $ 330,420 330,840 $ FY 2005 353,210 Budget FY 2005 Projected FY 2004 COST PER LOCATE FY 2002 $ 247,170 54,000 19,000 10,670 340,670 340,670 $ 353,210 Projected FY 2004 Budget FY 2004 274,562 274,561 $ $ 248,640 62,360 19,000 10,670 $ Budget FY 2005 330,840 Budget FY 2004 Actual FY 2003 173,389 173,389 Net Operating Result 340,670 170,491 57,713 36,197 10,160 Actual FY 2002 OPERATING RESULTS $ Budget FY 2005 Projected FY 2004 340,670 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY 274,561 Projected FY 2004 (420) $ 353,210 Budget FY 2005 353,200 353,210 (10) Leisure Services __________________________________ Leisure Services Summary Parks and Open Space Aquatics Recreation Centers Recreation Programs Culture and Arts Leisure Services DEPARTMENT DESCRIPTION The Leisure Services Department provides opportunities for the community to learn, exercise, grow, develop skills, compete, and to accomplish and enjoy leisure pursuits. The Department activities include park and recreation services, programs, activities, and facilities for the community’s leisure pursuits. Department programs include Aquatics, Adult Sports, Special Events, Outdoor Recreation, Concerts In The Parks, Equestrian Classes, Youth Sports, Teen Adventures/Treks, Teen Drama, Leisure Learning Classes, and Special Needs Programming. Contracted concession services are offered at various department sites. Major facilities that are maintained and managed by the Department include the Freestone Recreation Center, McQueen Park Activity Center, Gilbert Community Center, Page Park Center, Meeting rooms at the SE Regional Library, Freestone Park, Crossroads Park, McQueen Park, Heritage Annex, 10 Neighborhood Basins, Mesquite Aquatic Center, and the Gilbert Municipal Pool. Grounds maintenance managed by the Department also includes Nichols Park and the Municipal Center Complex. GOALS FY 2005 ∼ To provide quality leadership and direction for all programs and activities within Leisure Services resulting in recreation facilities and activities for the community to learn, exercise, grow, develop skills, compete and enjoy leisure pursuits ∼ To provide quality customer service for those seeking information for program and class registrations, for facility registrations and for general office assistance ∼ To provide additional facilities as the population grows to maintain the expected level of service and to maintain open space ∼ Meet or exceed the reasonable expectations of the recreating public ∼ Continue to nurture existing partnerships and foster new ones to share resources with other community members ORGANIZATIONAL CHART LEISURE SERVICES Parks and Open Space Aquatics Recreation Centers Community Center Freestone Recreation Center McQueen Activity Center Southeast Regional Library Aquatics Page Park Center Gilbert Pool Mesquite Pool Culture and Arts Recreation Programs Teen Programs Special Events Leisure Programs Special Needs Youth Sports Outdoor Programs Adult Sports - 117 - Leisure Services PERSONNEL BY DIVISION Administration Parks and Open Space Aquatics Concessions Recreation Centers Recreation Programs Culture and Arts Total Personnel EXPENSES BY DIVISION Administration Parks and Open Space Aquatics Concessions Recreation Centers Recreation Programs Culture and Arts Total Expenses Budget FY 2004 Projected FY 2004 Budget FY 2005 9.00 34.18 14.52 4.28 16.73 26.68 1.00 9.25 35.93 14.53 4.28 29.17 25.11 1.00 9.25 33.46 13.09 2.17 30.61 18.31 1.00 9.25 33.46 13.09 2.17 30.61 19.37 1.00 9.25 32.96 13.09 0.00 31.22 19.37 1.00 106.39 119.27 107.89 108.95 106.89 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 676,368 4,825,828 461,830 74,499 1,127,473 1,267,372 93,659 708,630 3,075,390 429,140 72,550 1,414,470 1,315,650 115,630 722,860 2,606,600 460,170 28,620 1,415,740 1,270,830 90,540 890,130 2,956,660 472,200 1,568,120 1,345,440 114,980 $ 7,163,063 $ 8,527,029 $ 7,131,460 $ 6,595,360 $ 7,347,530 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,231,022 2,348,402 208,821 1,374,818 3,912,929 2,010,775 102,749 2,500,576 4,205,770 2,319,410 606,280 4,028,180 2,270,300 15,600 281,280 4,346,500 2,636,750 256,000 108,280 $ 7,163,063 $ 8,527,029 $ 7,131,460 $ 6,595,360 $ 7,347,530 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 688,205 3,863,028 430,194 82,656 873,898 1,213,643 11,439 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 1,044,547 7,163,063 1,496,516 8,527,029 1,986,220 7,131,460 1,748,350 6,595,360 1,904,000 7,347,530 $ (6,118,516) $ (7,030,513) $ (5,145,240) $ (4,847,010) $ (5,443,530) Actual FY 2002 8,046 Actual FY 2003 9,997 Projected FY 2004 12,953 Anticipated FY 2005 14,000 Number of softball teams 365 373 365 375 Recreation programs cost recovery 56% 51% 62% 60% Total park acres maintained 755 767 676 727 9,582 10,364 9,708 10,000 PERFORMANCE/ACTIVITY MEASURES Completed facility reservations requests Number of leisure class participants - 118 - Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2005 Provide safe, well-maintained and desirable park resources and municipal facilities for the citizens of Gilbert and visiting patrons. ∼ Complete McQueen Park Phase III improvement project within contracted timelines at or below project budget allocation through coordination with contracted PM-CM ∼ Complete Soccer Complex improvement project within contracted timelines at or below project budget allocation through coordination with Project Manager ∼ Continue to provide high customer service levels through parks and facility readiness and reservation requests ∼ Complete 100% of Division maintenance section cyclical maintenance/one time capital project and work order priorities for grounds and facility maintenance to include: district parks, municipal facilities, trail corridors and neighborhood parks ∼ Identify and prioritize the rehabilitation, renovation and stabilization needs of aging park resources and facilities in coordination with the Capital Improvement Program ACCOMPLISHMENTS FY 2004 ∼ Completion of professional certifications in applicable areas to include turf maintenance, landscape management, arboriculture and tree care ∼ Coordinated 3,576 hours of community service toward parks and facility maintenance ∼ Completed designated cyclical maintenance projects focusing on the renovation and rehabilitation of aging park facilities and resources ∼ Increased Park Ranger interpretive education programming and Special Event assistance ∼ Completed the annual update of park area maps and recreation area/facility resource inventory database ∼ Received State and regional award recognition for the development of a Tree Recovery Program and Tree Inventory Program data base ∼ Designated staff secured nationally recognized certifications in the following areas: backflow prevention inspector-tester; playground inspector, arboriculture ∼ Prepared request for proposal for outsourcing maintenance of municipal facility grounds BUDGET ISSUES One full time position was reduced from FY04 adopted budget based on actual need of the department. McQueen District Park Phase III and the Hetchler Soccer Complex will be completed during FY05. A contract was issued for the maintenance of the Riparian Preserve. Capital outlay includes improvements to the pump station, courts, and lights at Freestone Park, and replacement vehicles. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 755 767 676 727 $3,311 $3,076 $3,470 $3,946 8,046 7,211 6,809 7,800 Cyclical Maintenance: projects completed and funding allocation (Operating and Capital) 17 $192,922 10 $65,515 20 $19,600 7 $150,000 % of parks and open space administered per total developed land area in Town 4.4% 4.0% 3.2% TBD PERFORMANCE/ACTIVITY MEASURES Total acres and of park land, trails, open space, municipal areas and support facilities operated and maintained Cost per acre to maintain park land, trails, open space, municipal areas and support facilities operated and maintained* Customer Service: completed facility readiness/reservation requests *cost does not include transfers out - 119 - Parks and Open Space PERSONNEL BY ACTIVITY Parks and Open Space Riparian Preserve Total Personnel EXPENSES BY ACTIVITY Parks and Open Space Riparian Preserve Total Expenses Budget FY 2004 Projected FY 2004 34.18 0.00 35.93 0.00 33.46 0.00 33.46 0.00 32.96 0.00 34.18 35.93 33.46 33.46 32.96 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 4,755,828 70,000 3,045,390 30,000 2,606,600 - 2,956,660 - $ 3,863,028 $ 4,825,828 $ 3,075,390 $ 2,606,600 $ 2,956,660 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,180,213 1,150,387 169,207 1,363,221 1,317,983 938,730 102,749 2,466,366 1,386,630 1,102,660 586,100 1,321,340 1,024,160 261,100 1,460,500 1,152,060 256,000 88,100 $ 3,863,028 $ 4,825,828 $ 3,075,390 $ 2,606,600 $ 2,956,660 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 3,763,255 99,773 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 64,033 3,863,028 73,558 4,825,828 74,000 3,075,390 53,000 2,606,600 60,000 2,956,660 $ (3,798,995) $ (4,752,270) $ (3,001,390) $ (2,553,600) $ (2,896,660) COST PER ACRE MAINTAINED $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2002 FY 2003 - 120 - FY 2004 FY 2005 Aquatics PURPOSE STATEMENT OBJECTIVES FY 2005 To promote water safety in the community through instructional programs, and to provide a full-range of aquatics-based recreational activities for participants of all ages. Programs and activities include swim lessons, swim teams, diving team, and public swimming opportunities. ∼ Operate three swim teams, and one dive team for over 800 participants ∼ Offer Guardstart program (Jr. Lifeguards) program for ages 12 – 15 ∼ Offer the Learn to Swim program for five summer sessions, with total participation exceeding 4,000 ∼ Continue partnership with the American Red Cross for staff training and certifications ACCOMPLISHMENTS FY 2004 ∼ Record number of participants in the Learn to Swim program ∼ Over 800 classes offered in the Learn to Swim program ∼ Partnered with East Valley communities in offering the summer swim league program PERFORMANCE/ACTIVITY MEASURES Number of Participants % of children age 5-17 participating in swim lessons compared to the total population of children age 5-17 % of children age 5-17 participating in swim and dive teams compared to the total population of children age 5-17 % of participants rating aquatic programs at above average or excellent BUDGET ISSUES The budget for Gilbert and Mesquite Pools increases $43,000 over the adopted budget for FY04. Of this amount, $29,000 is a one time expenditure for various repair and maintenance projects and $10,000 is for additional chemicals. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 61,899 53,317 37,263 33,430 n/a n/a 12% 12% n/a n/a 2% 2% n/a n/a n/a 90% - 121 - Aquatics Actual FY 2002 Actual FY 2003 Budget FY 2004 Aquatics Gilbert Pool Mesquite Pool 14.52 0.00 0.00 0.00 6.08 8.45 0.00 5.84 7.25 0.00 5.84 7.25 0.00 5.84 7.25 Total Personnel 14.52 14.53 13.09 13.09 13.09 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Aquatics Gilbert Pool Mesquite Pool 354,512 31,175 44,507 Total Expenses $ 430,194 201,145 260,685 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 335,490 93,601 1,103 Total Expenses $ 430,194 Total Revenues Total Expenses $ 159,424 430,194 Net Operating Result $ 429,140 (270,770) $ 461,830 $ 460,170 Actual FY 2003 429,140 (293,019) $ $ 460,170 174,000 429,140 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2004 - 122 - $ (304,870) $ $15.00 FY 2003 345,220 125,010 1,970 155,300 460,170 (255,140) $ FY 2005 472,200 Budget FY 2005 Projected FY 2004 COST PER PARTICIPANT FY 2002 $ 358,770 99,430 1,970 Budget FY 2004 168,811 461,830 222,120 250,080 Projected FY 2004 341,340 85,830 1,970 $ Budget FY 2005 214,240 245,930 Budget FY 2004 353,621 106,339 1,870 Actual FY 2002 OPERATING RESULTS $ Budget FY 2005 Projected FY 2004 190,400 238,740 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY 461,830 Projected FY 2004 472,200 Budget FY 2005 166,000 472,200 (306,200) Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2005 To provide clean and safe facilities for multiple Town-sponsored events, with parks and recreation activities representing the majority of facility activity. Recreation Centers also provide facility space to support senior activities, group rentals, public meetings, and various other community uses. ∼ Continue staff training in CLASS software ∼ Promote increased awareness of risk management policies and procedures to ensure facilities are safe and hazard free ∼ Begin recreation programs and activities in the new gymnasium at McQueen Park Activity Center ∼ Increase the range of customer services available at the centers ∼ Continue to increase youth programs at the Freestone Recreation Center ∼ Conduct quarterly OSHA in-service training for maintenance/custodial staff ACCOMPLISHMENTS FY 2004 ∼ Freestone Recreation Center received the Innovative Architecture and Design Award ∼ Commenced an assessment of the Community Center to determine future facility needs ∼ Partnered with Gilbert Leadership to complete an exterior beautification project at the Community Center BUDGET ISSUES Personnel for the McQueen Park Activity Center was increased due to the addition of the gymnasium and related programming. Utility budgets were increased $49,000 based on actual expenditures for FY04. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 n/a 139,813 212,240 220,000 n/a n/a 12% 12% n/a n/a 17% 20% % of participants rating recreation centers at above average or excellent n/a n/a n/a 90% Cost per square foot – Community Center $26 $26 $28 $28 Cost per square foot – McQueen Park Activity Center $16 $17 $17 $11 Cost per square foot – Page Park Center $1 $3 $7 $7 Cost per square foot – Freestone Recreation Center n/a $11 $16 $18 PERFORMANCE/ACTIVITY MEASURES Number of Participants at Freestone Recreation Center % of Freestone Recreation Center average monthly participation as compared to total population % of Freestone Recreation Center average monthly participation for youth as compared to the total youth population - 123 - Recreation Centers PERSONNEL BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Total Personnel EXPENSES BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Total Expenses $ Actual FY 2003 Budget FY 2004 5.36 5.37 0.00 4.00 2.00 5.11 5.62 0.00 16.44 2.00 4.77 5.60 1.31 16.93 2.00 4.77 5.60 1.31 16.93 2.00 4.77 6.21 1.31 16.93 2.00 16.73 29.17 30.61 30.61 31.22 Actual FY 2002 Actual FY 2003 Budget FY 2004 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Total Revenues Total Expenses $ Projected FY 2004 239,960 255,890 56,840 778,930 84,120 241,800 300,140 56,720 868,650 100,810 873,898 $ 1,127,473 $ 1,414,470 $ 1,415,740 $ 1,568,120 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 416,371 417,073 39,614 840 778,474 331,819 17,180 974,980 437,200 2,290 929,130 484,320 2,290 1,011,350 554,480 2,290 873,898 $ 1,127,473 $ 1,414,470 $ 1,415,740 $ 1,568,120 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 (796,492) $ 514,561 1,127,473 (612,912) $ 903,000 1,414,470 775,700 1,415,740 (511,470) $ (640,040) $ COST PER PARTICIPANT - FREESTONE RECREATION CENTER $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2002 Budget FY 2005 216,390 244,010 51,770 809,050 93,250 77,406 873,898 Net Operating Result Budget FY 2005 223,853 249,929 25,322 541,971 86,398 Actual FY 2002 OPERATING RESULTS Projected FY 2004 220,290 246,170 9,858 94,710 302,870 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 FY 2003 FY 2004 - 124 - FY 2005 865,000 1,568,120 (703,120) Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2005 To provide recreation programs, special events, and leisure activities for residents and visitors of Gilbert. The recreational programs purpose is to promote physical fitness, teach leadership skills, increase community involvement, and provide numerous social benefits to the community. ∼ Partner with the Boy’s and Girl’s Club facility to offer more preschool classes ∼ Offer preschool sports classes at the McQueen Park Activity Center ∼ Expand the special needs cheerleading program ∼ Continue the partnership with Gilbert Public Schools in providing joint-use youth and teen programs ∼ Increase corporate and business sponsorship opportunities for special events ∼ Increase media partnerships for special events ∼ Increase Teen Scenes performances by 5% ACCOMPLISHMENTS FY 2004 ∼ Increased the number of preschool classes offered by 8% ∼ Acrogymnastics class performed at Disneyland ∼ Offered 40 new classes at Page Park Center ∼ Exceeded participation goals in intramurals and wrestling programs ∼ Received awards from two state professional organizations for special events ∼ Increased sponsorships for special events ∼ Record participation in Hershey Track and Field meet ∼ Special needs class participation increased by 82% BUDGET ISSUES Budget savings will be realized this year by combining the mailing of the Parks and Recreation Department’s program brochure Leisure Pursuits with the Town’s Your Town publication. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 59,283 57,771 54,664 57,650 n/a n/a 34% 36% n/a n/a 6% 6% % of adult softball participation compared to the overall population of adults n/a n/a 5% 5% % of participants rating recreation programs at above average or excellent n/a n/a 88% 90% PERFORMANCE/ACTIVITY MEASURES Number of Participants % of total preschool participation in Leisure classes compared to total preschool population % of total youth (5 – 17 years) participation in Leisure classes compared to total population of youth (5 – 17 years) - 125 - Recreation Programs PERSONNEL BY ACTIVITY Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Summer Playground Special Needs Outdoor Programs Total Personnel EXPENSES BY ACTIVITY Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Summer Playground Special Needs Outdoor Programs Total Expenses Actual FY 2003 Budget FY 2004 0.93 9.24 3.52 2.34 4.65 3.71 2.29 0.00 0.93 8.10 3.32 2.41 4.15 3.71 1.99 0.50 0.74 8.10 2.60 2.41 3.15 0.00 0.90 0.41 0.74 9.16 2.60 2.41 3.15 0.00 0.90 0.41 0.74 9.16 2.60 2.41 3.15 0.00 0.90 0.41 26.68 25.11 18.31 19.37 19.37 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 46,370 476,390 177,380 199,570 324,040 43,800 48,100 37,440 439,350 162,360 197,650 365,310 27,390 41,330 47,440 456,800 184,970 210,600 350,980 45,240 49,410 $ 1,213,643 $ 1,267,372 $ 1,315,650 $ 1,270,830 $ 1,345,440 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 742,935 465,151 5,557 810,232 448,860 8,280 813,130 493,820 8,700 748,420 513,710 8,700 856,080 480,660 8,700 $ 1,213,643 $ 1,267,372 $ 1,315,650 $ 1,270,830 $ 1,345,440 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses 674,280 1,213,643 $ (539,363) $ 662,413 1,267,372 (604,959) $ 762,470 1,315,650 733,370 1,270,830 (553,180) $ (537,460) $ COST PER PARTICIPANT $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2002 Budget FY 2005 21,748 426,592 157,784 187,715 330,161 58,237 52,362 32,773 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2004 21,812 388,167 151,510 164,744 305,065 123,935 58,108 302 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 FY 2003 FY 2004 - 126 - FY 2005 775,000 1,345,440 (570,440) Culture and Arts ∼ Offered exhibit space for two exhibits by the Gilbert Visual Artists League ∼ Reviewed and recommended acceptance of two donations of artwork to Gilbert ∼ Provided registration fees for 2 board members to attend the SW Arts Conference rd ∼ Hosted the 23 . Annual Student Art Competition for Congressional District 6 at the SE Regional Library ∼ Initiated a partnership with the Katherine K. Herberger College of Fine Arts to begin ASU to You Coffee, Conversation & the Arts in Gilbert PURPOSE STATEMENT To encourage, support and promote the arts and culture in Gilbert. To raise the level of awareness and involvement of all residents in the inclusion, promotion, preservation and expansion of all facets of the arts in the public and private sectors. ACCOMPLISHMENTS FY 2004 ∼ The 2004-2007 Strategic Plan was finalized by the Arts Advisory Board ∼ An artist was selected for the first public art project ∼ Increased the number of LOBBY FOR ART exhibits from 6 to 8 ∼ Completed an Arts and Cultural Community survey with 161 out of 202 respondents indicating a desire for increased arts programs and events in Gilbert ∼ Organized and sponsored two music recitals for the public with no admission charge ∼ Organized a fundraising event for the arts with the Wildflower Bread Company ∼ Participated during the Spring Fling by educating the public with a hands-on art project and providing information about the Arts Advisory Board ∼ Developed an educational/informational handbook for the orientation of new Arts Advisory Board members ∼ Expanded the Arts Advisory Board from 9 to 11 members ∼ Initiated dialogue for collaboration between citizen advisory boards and commissions to plan community projects and events PERFORMANCE/ACTIVITY MEASURES # of co-sponsored events OBJECTIVES FY 2005 ∼ Identify opportunities to collaborate with communities, non-profits, municipal agencies and the private sector to promote the growth of art and culture in Gilbert ∼ Continue to network within professional fields ∼ In partnership with the Katherine K. Herberger College of Fine Arts, sponsor a series of six free community presentations of ASU to You: Coffee, Conversations and the Arts ∼ Explore potential collaboration with other Town of Gilbert departments ∼ Explore opportunities to increase exhibit space for artists ∼ Establish an on-line Email subscription listserve BUDGET ISSUES No major changes. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 n/a 2 2 6 - 127 - Culture and Arts Actual FY 2002 Actual FY 2003 Budget FY 2004 Culture and Arts 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Culture and Arts 11,439 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 6,884 4,555 $ 11,439 Total Revenues Total Expenses $ 11,439 Net Operating Result $ $ 115,630 (11,439) $ 93,659 $ 90,540 Actual FY 2003 115,630 (93,659) $ $ 90,540 115,630 $1.00 $0.80 $0.60 $0.40 $0.20 $0.00 FY 2003 FY 2004 - 128 - 67,630 47,350 $ 90,540 (115,630) $ FY 2005 114,980 Budget FY 2005 Projected FY 2004 COST PER CAPITA FY 2002 $ 69,420 21,120 - Budget FY 2004 93,659 114,980 Projected FY 2004 68,320 47,310 $ Budget FY 2005 90,540 Budget FY 2004 61,964 31,695 - Actual FY 2002 OPERATING RESULTS 93,659 Budget FY 2005 Projected FY 2004 115,630 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 11,439 93,659 Projected FY 2004 (90,540) $ 114,980 Budget FY 2005 114,980 (114,980) Other General Fund __________________________________ Other General Fund Summary Contracted Services Emergency Operations Center Transportation Social Services Non-Departmental Other General Fund DESCRIPTION These areas of operation encompass more than one business unit or department operation and so are not assigned to a specific operating unit. Included in this section is the budget information for animal control and incarceration services provided by Maricopa County through an Intergovernmental Agreement; transportation; the emergency operation center, funding for social services; non-departmental and contingency. The description for each of the operations is included on the individual sheets. CONTRACTED SERVICES PURPOSE STATEMENT OBJECTIVES FY 2005 Gilbert has two separate intergovernmental agreements with Maricopa County for Incarceration and Animal Control. Animal control promotes and protects the health, safety and welfare of pets and people. Incarceration is provided as a punishment for crimes committed and a deterrent to future crime. Incarceration is the cost to Gilbert for jail sentences imposed by the Court. ∼ Review process for response to barking dog complaints to reduce time spent by officers ∼ Complete the agreement with Maricopa County for Incarceration services clarifying medical cost responsibilities BUDGET ISSUES Incarceration costs are increasing 11% over FY04 rates. ACCOMPLISHMENTS FY 2004 ∼ Reviewed level of service and updated three year contract for animal control services ∼ Continued legal research for an Intergovernmental Agreement with Maricopa County for incarceration PERFORMANCE/ACTIVITY MEASURES % of calls for dog bites % of total incarceration cost related to medical bills Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 11% 10% 10% 10% n/a 10.7% 1.6% 4.0% - 129 - Other General Fund EMERGENCY OPERATIONS CENTER PURPOSE STATEMENT ∼ Prepared for implementing Town exercise for EOC operability The Emergency Operation Center (EOC) plans and coordinates all emergency response in event of a natural or man-made disaster. OBJECTIVES FY 2005 ∼ Implement Town exercise for EOC operability ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Moved EOC to the Public Safety Complex ∼ Certified as an E-Team user for Maricopa County to use the E-reporting and management software This budget provides minimum funding to maintain telephone and computer services to the Emergency Operation Center. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Number of coordinated exercises n/a 1 0 1 % of Emergency Operations Plan validated by management review n/a n/a 5% 95% PERFORMANCE/ACTIVITY MEASURES TRANSPORTATION PURPOSE STATEMENT ACCOMPLISHMENTS FY 2004 Transportation includes contracts with Williams Gateway Airport and the Regional Public Transportation Authority (RPTA) for bus service. RPTA’s mission is to promote the social and economic well being of the community through an efficient and effective regional transit system, as a valued and significant component of the transportation network. The mission of Williams Gateway Airport is to develop a safe, efficient, economical and environmentally acceptable air transportation facility. ∼ Maintained existing service levels OBJECTIVES FY 2005 ∼ Maintain existing service levels BUDGET ISSUES No major changes have occurred. The billing by the Regional Public Transit Authority (RPTA) is based on cost to provide public transportation. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Average daily ridership n/a 179 222 266 Boardings per mile/Cost per boarding – fixed route n/a 0.25/$14.16 0.29/$12.26 0.34/$11.09 Boardings per mile/Cost per boarding – express route n/a 1.30/$4.12 1.31/$4.53 1.30/$3.14 PERFORMANCE/ACTIVITY MEASURES - 130 - Other General Fund SOCIAL SERVICES PURPOSE STATEMENT OBJECTIVES FY 2005 The purpose is to augment funding for various social service agencies that provide service in Gilbert. The Council receives requests for funding from various social service agencies and approves funding based upon the community impact. ∼ Review the funding guidelines and process BUDGET ISSUES No issues. ACCOMPLISHMENTS FY 2004 ∼ Reduced social service funding by 56% NON-DEPARTMENTAL PURPOSE STATEMENT OBJECTIVES FY 2005 This section of the budget is necessary for costs that cannot be attributed to one activity or are unknown during budget preparation. ∼ Develop system of tracking 2% reduction in expenses for unspent allocations BUDGET ISSUES ACCOMPLISHMENTS FY 2004 No issues. ∼ Established a practice of a 2% reduction in expenses for unspent allocations - 131 - Other General Fund PERSONNEL BY DIVISION Contracted Services Animal Control Incarceration Emergency Operation Center Transportation Transportation Williams Gateway Social Services Youth Special Programs Senior Programs Museum Support Social Services Non-Departmental Total Personnel EXPENSES BY DIVISION Contracted Services Animal Control Incarceration Emergency Operation Center Transportation Transportation Williams Gateway Social Services Youth Special Programs Senior Programs Museum Support Social Services Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 59,272 430,764 10,050 89,072 540,701 1,522 100,800 675,000 16,500 100,800 630,000 10,420 108,700 775,000 37,100 1,032,976 450,000 1,056,344 456,500 1,163,000 350,000 1,429,000 350,000 1,133,000 350,000 400,000 20,000 1,104 140,257 1,186,219 397,000 20,000 1,104 146,803 369,945 475,000 20,000 1,600 64,520 1,607,560 275,100 20,000 1,800 64,800 5,092,000 $ 3,730,642 $ 3,078,991 $ 4,473,980 $ 7,973,920 $ 1,825,050 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 $ 125,000 40,000 2,000 68,000 (813,750) 2,179,759 1,550,883 2,452,362 626,629 3,081,480 1,392,500 2,377,920 178,000 5,418,000 1,242,800 582,250 $ 3,730,642 $ 3,078,991 $ 4,473,980 $ 7,973,920 $ 1,825,050 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 94,947 3,730,642 175,263 3,078,991 126,000 4,473,980 273,000 7,973,920 295,000 1,825,050 $ (3,635,695) $ (2,903,728) $ (4,347,980) $ (7,700,920) $ (1,530,050) - 132 - Enterprise Funds __________________________________ Enterprise Funds Summary Water Wastewater Solid Waste Irrigation Enterprise Funds FUNDS DESCRIPTION Enterprise Funds are designed to allow a government operation to reflect a financial picture similar to a business enterprise. Gilbert operates these funds on the philosophy that the fees charged will cover 100% of the cost of these services – including cost of internal support from the General Fund. The following funds are included in the Enterprise Fund nd type. Water: Insure a safe and dependable water supply Wastewater: Provide a safe and dependable wastewater collection and treatment system Solid Waste: Manage the integrated solid waste operation to provide environmentally sound collection and disposal of solid waste Irrigation: A small area (126 customers) of Gilbert is served with flood irrigation water for landscape use FUND ACTIVITY The following is a statement of revenue, expenses and transfers for the Enterprise Funds based on the adopted budget for FY05. Water Wastewater Total Operating Revenues $ 21,103,180 $ 11,501,240 $ 9,790,220 $ 15,000 Total Operating Expenses $ 14,593,960 $ 8,364,920 $ 10,179,970 $ 51,410 $ $ 3,136,320 $ Operating Income (Loss) Nonoperating Revenues (Expenses): Income (Loss) Before Transfers 325,000 $ Operating Transfers In Operating Transfers Out Net Income 6,509,220 6,834,220 405,000 $ 513,890 (15,561,300) $ (8,213,190) $ 3,541,320 (389,750) $ 75,000 $ (314,750) $ 1,363,400 (2,150,990) (3,640,980) $ (1,102,340) $ PUBLIC WORKS Enterprise Funds Water Wastewater Solid Waste Irrigation Irrigation 35,000 (7,217,300) ORGANIZATIONAL CHART - 133 - Solid Waste (36,410) (36,410) 36,410 - Enterprise Funds PERSONNEL BY DIVISION Water Wastewater Solid Waste Irrigation Total Personnel EXPENSES BY DIVISION Water Wastewater Solid Waste Irrigation Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2002 Actual FY 2003 Budget FY 2004 50.50 19.00 43.50 0.70 56.00 22.00 51.50 0.70 58.00 26.00 51.00 0.50 58.00 26.00 52.00 0.50 60.00 26.00 57.50 0.50 113.70 130.20 135.50 136.50 144.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 16,546,772 11,401,625 6,778,165 49,080 13,686,802 11,279,857 7,758,152 52,326 24,995,220 16,309,050 9,158,490 47,970 21,338,990 12,143,940 9,777,830 44,147 30,155,260 15,582,220 12,330,960 51,410 $ 34,775,642 $ 32,777,137 $ 50,510,730 $ 43,304,907 $ 58,119,850 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 4,914,804 20,795,391 9,065,447 5,966,123 17,925,261 1,236,935 7,648,818 7,010,120 30,205,080 678,200 12,617,330 6,893,100 19,885,267 1,591,600 14,934,940 7,833,230 22,986,130 2,370,900 24,929,590 $ 34,775,642 $ 32,777,137 $ 50,510,730 $ 43,304,907 $ 58,119,850 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 36,544,027 34,775,642 35,960,565 32,777,137 39,148,130 50,510,730 41,870,342 43,304,907 45,163,340 58,119,850 $ 1,768,385 $ 3,183,428 - 134 - Projected FY 2004 Budget FY 2005 $(11,362,600) $ (1,434,565) $(12,956,510) Water __________________________________ Water Water Water Water Water Summary Conservation Production Distribution Metering Water FUND DESCRIPTION To insure a safe and dependable water supply for all residents, businesses and visitors of Gilbert. Oversee and direct all branches of the Water Section in compliance with the Department’s Goals, Town Strategic Plan, Town Code and local, state, and federal regulations. GOALS FY 2005 ∼ ∼ ∼ ∼ ∼ ∼ ∼ ∼ Implement Water Production/Distribution Master Plan to insure a continued safe and dependable water supply Ensure compliance with all federal, state, and local regulations Minimize ground water withdrawal Assist in the Capital Improvement Plan Program to ensure meeting future water production and infrastructure needs No Notices of Violation issued against the Town and no Public Notifications due to failure to meet Drinking Water Standards Minimize inconveniences to customers by immediately handling interruptions in service Protect the large investment in the infrastructure by continuously assessing its condition and acting appropriately to maintain and extend its useful life Distribute outreach materials to help educate the public, give facility tours to enhance public understanding and appreciation for the importance of water, and related sustainability issues ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Conservation Water Wastewater Production Distribution Plant Production Well Production Quality Assurance - 135 - Irrigation Metering Water Actual FY 2002 Actual FY 2003 Budget FY 2004 Administration Conservation Production Distribution Metering Contingency 1.00 2.00 20.50 9.00 18.00 0.00 1.00 3.00 23.00 10.00 19.00 0.00 1.00 3.00 24.00 10.00 20.00 0.00 1.00 3.00 24.00 10.00 20.00 0.00 1.00 3.00 24.00 11.00 21.00 0.00 Total Personnel 50.50 56.00 58.00 58.00 60.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 PERSONNEL BY DIVISION EXPENSES BY DIVISION Administration Conservation Production Distribution Metering Contingency Total Expenses 631,834 189,483 8,158,253 1,883,730 2,823,502 - 1,464,870 235,910 11,275,940 8,054,550 2,963,950 1,000,000 2,072,900 225,920 11,386,810 5,244,470 2,408,890 - 1,317,140 271,890 10,357,240 14,262,190 3,037,800 909,000 $ 16,546,772 $ 13,686,802 $ 24,995,220 $ 21,338,990 $ 30,155,260 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,188,624 10,277,569 4,080,579 2,650,276 8,323,954 145,823 2,566,749 3,005,430 15,410,840 281,200 6,297,750 3,022,150 9,797,540 165,000 8,354,300 3,312,390 10,820,570 461,000 15,561,300 $ 16,546,772 $ 13,686,802 $ 24,995,220 $ 21,338,990 $ 30,155,260 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 17,338,098 16,546,772 17,417,260 13,686,802 18,567,750 24,995,220 20,549,260 21,338,990 21,942,070 30,155,260 791,326 $ 3,730,458 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2005 1,365,833 126,679 9,710,092 2,883,587 2,460,581 - EXPENSES BY CATEGORY Total Expenses Projected FY 2004 $ PERFORMANCE/ACTIVITY MEASURES Peak day demand (MG) Daily average water production (MG) # of bacteriological samples taken Total miles of water main Average number of meters read/month # of new meters installed # of utility locates* Actual FY 2002 45 29 1,825 503 46,000 3,718 29,936 *Utility Locate detail in General Fund – Public Works - 136 - $ (6,427,470) $ Actual FY 2003 54 34 1,962 554 50,000 3,744 32,510 (789,730) $ (8,213,190) Projected FY 2004 55 37 2,000 600 56,000 5,000 37,200 Anticipated FY 2005 60 41 2,200 650 61,000 5,400 37,000 Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2005 To ensure the Town’s water supply is used in the most efficient manner, and that the Town complies with State regulations regarding water conservation which include meeting the target gallons per person per day water use of 220 gallons. ∼ Complete Gilbert specific educational literature by February, 2005 ∼ Develop and expand website to include an interactive children’s page by June, 2005 ∼ Develop Water Management workshops with neighboring communities targeting Multifamily uses ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Developed the WaterWise Recognition Program ∼ Gilbert restaurants participated in the Table Tent program, “Water Served on Request” ∼ Partnered with six other cities to develop the new landscape brochure ∼ Provided ongoing landscape classes at Smartscape, Gilbert Leadership Centre, and the Industrial sector The budget increases by $35,980 or 15%. The major areas of increase are personnel costs $18,180, drought education materials - $11,000 and tuition reimbursement $5,000. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Gallons per capita per day 223 220 219 220 % of elementary school participation 45% 47% 50% 55% % increase in water audits n/a n/a 10% 15% % increase in non-residential sector evaluated n/a n/a 5% 10% PERFORMANCE/ACTIVITY MEASURES - 137 - Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2002 Actual FY 2003 Budget FY 2004 2.00 3.00 3.00 3.00 3.00 2.00 3.00 3.00 3.00 3.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 126,679 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 81,830 44,849 $ 126,679 189,483 $ 235,910 $ 189,483 $ 225,920 235,910 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2003 FY 2004 - 138 - $ FY 2005 225,920 271,890 Budget FY 2005 174,640 47,580 3,700 COST PER CAPITA FY 2002 271,890 Projected FY 2004 173,980 61,930 $ Budget FY 2005 225,920 Budget FY 2004 134,066 55,417 - Budget FY 2005 Projected FY 2004 235,910 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 126,679 189,483 Projected FY 2004 192,160 79,730 $ 271,890 Water Production PURPOSE STATEMENT OBJECTIVES FY 2005 To facilitate the production of a safe and dependable water supply to meet all seasonal daily demands for water. To meet all Federal, State and Local water quality requirements. Maintain sufficient water pressure throughout the Town’s water service area to meet all residential, commercial, fire and emergency needs. ∼ Install security fencing recommendations of the Threat and Vulnerability Study ∼ Implement Arsenic Mitigation on the raw surface water and Well 8 ∼ Improve communication protocol for the SCADA (Supervisory Control and Data Acquisition) for remote well site monitoring ∼ Optimize the application of ozone to minimize bromate (regulated contaminant) formation, which is a bi-product of ozone usage ∼ No water production violations due to lack of production or water quality ∼ Bring on-line two wells; Well 22 and 23 ∼ Get Surface Water Treatment Plant rated for 45 million gallons per day with Maricopa County Environmental Services ACCOMPLISHMENTS FY 2004 ∼ Performed flow through testing for Maricopa County Environmental Services to get a rerating of Surface Water Treatment Plant from 30 to 40 million gallons per day saving millions in future expansion costs ∼ Brought on line Well 21 (Seville) ∼ Optimized the application of ozone to reduce costs associated with the use of treatment ∼ Completed Lead/Copper monitoring for EPA ∼ Integrated three new wells into Town’s groundwater inventory ∼ Optimized the amount of surface water produced so that less groundwater is needed to supplement the total water production ∼ Coordinate with water resource division to ensure long-term availability of sufficient water ∼ Assisted in performing a Arsenic Mitigation Study with consultant ∼ No major water treatment plant disruptions that caused loss of surface water production PERFORMANCE/ACTIVITY MEASURES % surface water of total water produced Chemical cost/million gallons treated BUDGET ISSUES The budget for Water production decreases by $918,700. Increases related to more production for purchase of water - $870,000 and chemicals and electricity of $70,000 are offset by decreases in debt service of $1,485,000 because of a bond refunding. The other major change is the elimination of a budget for depreciation and establishing replacement funding transfers in the place of depreciation. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 43% 72% 75% 70% $25.65 $32.55 $34.00 $34.00 - 139 - Water Production PERSONNEL BY ACTIVITY Plant Production Well Production Quality Assurance Total Personnel EXPENSES BY ACTIVITY Plant Production Well Production Quality Assurance Total Expenses Actual FY 2003 Budget FY 2004 Projected FY 2004 11.50 5.00 4.00 13.00 6.00 4.00 13.00 6.00 5.00 13.00 6.00 5.00 13.00 6.00 5.00 20.50 23.00 24.00 24.00 24.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 6,822,764 2,413,491 473,837 5,495,307 2,121,991 540,955 7,772,330 2,911,400 592,210 8,143,670 2,632,020 611,120 8,100,600 1,630,100 626,540 $ 9,710,092 $ 8,158,253 $ 11,275,940 $ 11,386,810 $ 10,357,240 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 933,419 5,939,697 2,836,976 1,126,341 6,080,806 34,187 916,919 1,324,590 9,610,740 208,200 132,410 1,305,470 7,500,080 92,000 2,489,260 1,429,920 6,850,820 164,000 1,912,500 $ 9,710,092 $ 8,158,253 $ 11,275,940 $ 11,386,810 $ 10,357,240 COST PER MILLION GALLONS PRODUCED $1,000.00 $800.00 $600.00 $400.00 $200.00 $0.00 FY 2002 FY 2003 - 140 - FY 2004 FY 2005 Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2005 To maintain all water system piping and structures associated with the transmission and distribution of water throughout the Town’s water service area. ∼ Exercise 20% of 6,200 fire hydrants to ensure reliability of actuation ∼ Exercise 3,000 main line valves to ensure reliability of actuation ∼ Complete integration of Fiesta Tech area (1/4 square mile of NW Gilbert), all valves, mapping and hydrants ∼ Facilitate shutdown and system manipulation for contractors with 48 hour notice ∼ Minimize system outage, restricting number and duration of outages to two –six hours ACCOMPLISHMENTS FY 2004 ∼ Converted Weinburg Elementary School to Town distribution system. Abandoned the existing reservoir and booster station, which was owned and operated by school district and then piped, directly to Town distribution system, which now allows for proper metering of consumption within the school. ∼ Abandoned 8 miles of the total 25 miles of Tankersley water system because of the new main water line replacement ∼ Met all contractors needs for system shutdown or manipulation to facilitate new construction ∼ Converted 2 miles of water line in Fiesta Tech from the City of Mesa to the Town of Gilbert ∼ Incorporate new Improvement District 19 and Greenfield Road. water line improvements ∼ Re-initiate valve exercising program to assure that oldest and most undependable valves are kept operable BUDGET ISSUES The major dollar change in Water Distribution is an increase in the transfer to capital construction of $4,342,300, the net increase to replacement funding of $1,198,040. The debt budget was moved to a separate cost center creating a decrease of $729,460. The budget for operations increases for the addition of one position and purchase of a soft dig excavator and a replacement backhoe. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 # of fire hydrant rebuild/replacements 24 15 20 20 # of valves exercised n/a n/a 2,000 3,000 # of fire hydrants exercised n/a n/a 1,000 1,600 PERFORMANCE/ACTIVITY MEASURES - 141 - Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2003 Budget FY 2004 Projected FY 2004 9.00 10.00 10.00 10.00 11.00 9.00 10.00 10.00 10.00 11.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 2,883,587 1,883,730 8,054,550 5,244,470 14,262,190 $ 2,883,587 $ 1,883,730 $ 8,054,550 $ 5,244,470 $ 14,262,190 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 332,507 2,413,100 137,980 445,244 978,667 18,100 441,719 471,280 2,754,270 55,000 4,774,000 496,870 959,980 55,000 3,732,620 551,330 1,381,110 230,000 12,099,750 $ 2,883,587 $ 1,883,730 $ 8,054,550 $ 5,244,470 $ 14,262,190 COST PER MILE OF WATER MAIN $25,000.00 $20,000.00 $15,000.00 $10,000.00 $5,000.00 $0.00 FY 2002 FY 2003 - 142 - FY 2004 FY 2005 Water Metering PURPOSE STATEMENT OBJECTIVES FY 2005 To provide accurate and timely readings for accounting of all domestic water produced by the Town that is used for residential, commercial or industrial purposes, through installation of new meters and the monthly reading of existing meters. ∼ Minimize unauthorized water usage through diligent monitoring of hydrants on construction sites ∼ Maintain sufficient meter inventory to meet daily demands for new meter installations ∼ Continue changing out old meters in a fifteen year cycling program ∼ Install new Metron Single Jet meters in high use, low-flow commercial applications ∼ Start the process of taking over 1,800 meters from City of Mesa in Turner Ranch ACCOMPLISHMENTS FY 2004 ∼ Assisted Utility Billing in the conversion from the Prime billing system to the Eden billing system ∼ Met daily new meter installations with meters in stock ∼ Read an average of 50,000 meters per month ∼ Set 3,744 new meters for residential and commercial metering ∼ Averaged 330 customer contacts per week, many in the form of delinquent accounts and new customer accounts ∼ Changed out an average of 120 meters per month as part of 15 year life cycling of meters BUDGET ISSUES An average of 400 single family home building permits were issued this last fiscal year. The growth equates to another 4,800 meters to read on a monthly basis. One position is added as a result of this growth. An additional $120,000 is added to the base for purchase of meters and parts. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 n/a n/a 1,200 1,320 # of work orders per year 11,576 13,856 14,000 16,000 # of meter reads for the year 552,000 600,000 612,000 672,000 PERFORMANCE/ACTIVITY MEASURES # of lock-offs for delinquent payment - 143 - Water Metering PERSONNEL BY ACTIVITY Metering Total Personnel EXPENSES BY ACTIVITY Metering Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 18.00 19.00 20.00 20.00 21.00 18.00 19.00 20.00 20.00 21.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 2,460,581 2,823,502 2,963,950 2,408,890 3,037,800 $ 2,460,581 $ 2,823,502 $ 2,963,950 $ 2,408,890 $ 3,037,800 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 751,561 1,013,462 695,558 854,457 996,359 93,536 879,150 939,110 1,053,390 18,000 953,450 947,280 969,810 18,000 473,800 1,041,400 1,088,100 67,000 841,300 $ 2,460,581 $ 2,823,502 $ 2,963,950 $ 2,408,890 $ 3,037,800 COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2002 Budget FY 2005 FY 2003 FY 2004 - 144 - FY 2005 Wastewater __________________________________ Wastewater Wastewater Wastewater Wastewater Wastewater Summary Collection Plant Operations Reclaimed Quality Wastewater FUND DESCRIPTION The Town of Gilbert’s wastewater fund is financed and operated in a manner similar to private business enterprises. Costs of providing the services to the public are financed through user charges. The mission of the Wastewater Section is to protect the health and safety of the public and provide reliable and efficient wastewater collection, wastewater treatment, effluent reuse and recharge, wastewater discharge monitoring of industrial and commercial businesses, and management of the mosquito control program all in a cost effective manner. To responsibly and efficiently accomplish this mission, goals have been established for each functional area. In order to maintain proactive operation and maintenance programs, proper planning is conducted to accurately assess and anticipate the needs of the public and infrastructure. The Wastewater Section maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet the public’s expectations and resolve problems at the appropriate staff level. GOALS FY 2005 ∼ ∼ ∼ ∼ ∼ Prevent public and environmental health hazards Minimize inconveniences to customers by responsibly handling interruptions in service Protect the large investment in the infrastructure by continuously assessing its condition and acting appropriately to maintain and extend its useful life Use available funds to improve efficiency and productivity of operations by implementing appropriate standards Provide and operate a water re-use system to provide reclaimed water for irrigation uses reducing the use of potable water ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Collection Water Wastewater Plant Operations Reclaimed Neely Treatment Facility Reclaimed SE Treatment Facility Effluent Re-Use Effluent Recharge - 145 - Irrigation Quality Wastewater Actual FY 2002 Actual FY 2003 Budget FY 2004 Administration Collection Plant Operations Reclaimed Quality Contingency 0.00 10.00 0.00 6.00 3.00 0.00 1.00 10.00 0.00 7.00 4.00 0.00 1.00 13.00 0.00 7.00 5.00 0.00 1.00 13.00 0.00 7.00 5.00 0.00 1.00 13.00 0.00 7.00 5.00 0.00 Total Personnel 19.00 22.00 26.00 26.00 26.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 Administration Collection Plant Operations Reclaimed Quality Contingency 99,510 3,524,588 3,343,893 4,259,836 173,798 - 253,010 2,716,040 6,526,170 1,485,097 299,540 - 231,320 8,427,320 4,403,070 1,864,880 382,460 1,000,000 1,392,630 4,386,100 4,040,520 1,988,650 336,040 - 1,499,450 5,809,760 5,217,980 2,019,540 370,290 665,200 Total Expenses $ 11,401,625 $ 11,279,857 $ 16,309,050 $ 12,143,940 $ 15,582,220 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 786,860 6,388,846 4,225,919 998,231 5,704,880 360,431 4,216,315 1,371,830 9,938,260 397,000 4,601,960 1,271,550 5,884,010 416,600 4,571,780 1,440,670 6,863,750 60,500 7,217,300 $ 11,401,625 $ 11,279,857 $ 16,309,050 $ 12,143,940 $ 15,582,220 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 10,709,680 11,401,625 9,861,430 11,279,857 11,395,230 16,309,050 11,162,700 12,143,940 11,941,240 15,582,220 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ (691,945) $ (1,418,427) $ (4,913,820) $ PERFORMANCE/ACTIVITY MEASURES Total annual wastewater influent (MG) Average daily influent (MG) Total annual sludge wasted (MG) Total annual effluent produced/reused (MG) % of effluent reused Total gallons pumped by lift stations (MG) Number of sewer line blockages Actual FY 2002 2,882.00 7.90 180.0 2,404.0 86% 923.37 50 - 146 - Actual FY 2003 3,118.69 8.54 199.4 2,502.1 80% 1,011.13 23 (981,240) $ (3,640,980) Projected FY 2004 3,443.60 9.43 178.1 2,627.1 76% 1,018.43 30 Anticipated FY 2005 3,743.00 10.25 190.0 2,700.0 72% 1,030.00 30 Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2005 The Wastewater Collection Branch is dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater collection system which includes sewer lines, sewer manholes, lift stations, and force mains. ∼ Provide safety training to Wastewater Collections’ personnel. Training to include confined space entry, trenching and shoring, lockout/tagout, bloodborne pathogens, first responder operations, and personal protective equipment training ∼ Coordinate with Engineering Department to help reduce deficiencies with new sewer system installations ∼ Identify and rehabilitate sanitary sewer manholes impacted by corrosion ∼ Begin design and construction of phase two of the Wastewater SCADA system project ∼ Begin design and construction of a new lift station to be located near Lindsay and Baseline ACCOMPLISHMENTS FY 2004 ∼ ∼ ∼ ∼ ∼ ∼ ∼ Provided safety training to Wastewater Collections’ personnel. Training included confined space entry, trenching and shoring, lockout/tagout, bloodborne pathogens, first responder operations, and personal protective equipment training Completed construction associated with the downtown sewer replacement project and the Gilbert Homes septic to sewer project Completed construction and activated the new West San Tan lift station site Conducted a sewer system odor control profile and implemented necessary improvements Rehabilitated 22 sewer manholes identified as having been impacted by corrosion Rehabilitated the concrete wet wells at the Islands and Springs Meadows lift station sites Purchased and activated a new hydro-vac sewer cleaning truck PERFORMANCE/ACTIVITY MEASURES Cost per million gallons of wastewater Percent of sewer system cleaned Percent of sewer system inspected BUDGET ISSUES The collection budget decreases by $2,617,560. The single biggest change is the movement of the overhead cost allocation from Collections to Administration in the amount of $1,173,330. The transfer to capital projects is $997,000 less than FY04. A net reduction of $164,150 occurs for the elimination of depreciation and the addition of a transfer to replacement fund. Capital outlay decreases by $317,500. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 $1,223 $871 $1,274 $1,552 29% 33% 52% 40% n/a 8% 13% 15% - 147 - Wastewater Collection PERSONNEL BY ACTIVITY Collection Total Personnel EXPENSES BY ACTIVITY Collection Total Expenses Actual FY 2003 Budget FY 2004 Projected FY 2004 10.00 10.00 13.00 13.00 13.00 10.00 10.00 13.00 13.00 13.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 3,524,588 2,716,040 8,427,320 4,386,100 5,809,760 $ 3,524,588 $ 2,716,040 $ 8,427,320 $ 4,386,100 $ 5,809,760 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 439,341 2,199,669 885,578 434,169 936,342 199,214 1,146,315 651,670 2,976,320 378,000 4,421,330 575,240 994,970 363,000 2,452,890 678,730 881,820 60,500 4,188,710 $ 3,524,588 $ 2,716,040 $ 8,427,320 $ 4,386,100 $ 5,809,760 COST PER MILLION GALLONS INFLUENT $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2002 FY 2003 - 148 - FY 2004 FY 2005 Wastewater Plant Operations PURPOSE STATEMENT OBJECTIVES FY 2005 Wastewater Plant Operations is dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater treatment operations, sludge wasting operations, and effluent production. ∼ Complete construction of phase two of the Neely Wastewater Reclamation Facility (WRF) expansion project ∼ Increase security measures at the Neely WRF site by completing improvements to the perimeter fence line ∼ Complete the design and begin construction of the Greenfield Water Reclamation Plant phase two project in partnership with the City of Mesa and Town of Queen Creek ACCOMPLISHMENTS FY 2004 ∼ Continued with the construction of phase two of the Neely Wastewater Reclamation Facility (WRF) expansion project ∼ Updated and finalized a new operations contract for the Neely WRF ∼ Increased security and maintenance time at the Neely WRF by implementing a 24-hour staffing schedule ∼ Updated and finalized the intergovernmental agreement for the Greenfield Water Reclamation Plant in partnership with the City of Mesa and Town of Queen Creek ∼ Continued with the design of Greenfield Water Reclamation Plant phase two project ∼ Obtained public input for the future Greenfield Water Reclamation Plant project from a citizen’s advisory panel assembled specifically for the project and during a public meeting that was held for the project BUDGET ISSUES The contract for operation of the Neely plant increases by $312,810 or 8.5%. Two changes create this increase; the plant capacity increases from 8.5 mgd to 11 mgd this fiscal year and staff is added to provide 24 hour coverage of the plant. The City of Mesa operates the Greenfield Plant and bills Gilbert based on flow. The flow is anticipated to increase in FY05 as a result of growth. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Cost of treatment (MG) – Neely Plant $1,038.00 $1,083.00 $1,064.50 $1,162.00 Cost of treatment (MG) – Greenfield Plant $1,216.00 $1,441.00 $860.50 $1,201.00 PERFORMANCE/ACTIVITY MEASURES - 149 - Wastewater Plant Operations PERSONNEL BY ACTIVITY Neely Treatment Facility SE Treatment Facility Total Personnel EXPENSES BY ACTIVITY Neely Treatment Facility SE Treatment Facility Total Expenses Actual FY 2003 Budget FY 2004 Projected FY 2004 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 2,777,925 565,968 5,926,004 600,166 3,696,180 706,890 3,046,180 994,340 4,008,990 1,208,990 $ 3,343,893 $ 6,526,170 $ 4,403,070 $ 4,040,520 $ 5,217,980 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 3,343,893 - 3,526,170 3,000,000 4,403,070 - 3,591,620 448,900 4,753,760 464,220 $ 3,343,893 $ 6,526,170 $ 4,403,070 $ 4,040,520 $ 5,217,980 COST PER MILLION GALLON TREATED $3,000.00 $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2002 FY 2003 - 150 - FY 2004 FY 2005 Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2005 The Effluent Reuse and Recharge Branch is dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the effluent distribution system which includes reclaimed water lines, valves, meters, recovery wells, reservoirs, ground water recharge facilities, and monitor wells. Effluent Reuse and Recharge Branch operations help provide a reduction and reliance of potable water sources for parks and high water use landscaping and lake developments and also provide wildlife habitat and aquifer replenishment through groundwater re-charge. ∼ Provide the necessary safety training to Effluent Reuse and Recharge personnel. Training to include confined space entry, trenching and shoring, lockout/tagout, bloodborne pathogens, first responder operations, and personal protective equipment training ∼ Continue to conduct on-going pressure monitoring of the effluent distribution system to track and improve system performance ∼ Continue to deliver and recharge surface water at the Riparian Preserve at Water Ranch ∼ Disk and rip each recharge basin at least once ∼ Exercise each reclaimed water system valve ∼ Perform the required water quality monitoring and submit regulatory reports on schedule ∼ Installation of a secondary discharge line from the Elliot road reclaimed water reservoir site ∼ Installation and activation of two new injection wells and one new monitor well site ACCOMPLISHMENTS FY 2004 ∼ Provided safety training to Effluent Reuse and Recharge personnel. Training included confined space entry, trenching and shoring, lockout/tagout, bloodborne pathogens, first responder operations, and personal protective equipment training ∼ Continued to deliver and recharge surface water at the Riparian Preserve at Water Ranch ∼ Continued to conduct on-going pressure monitoring of the effluent distribution system and tracked the system’s performance ∼ Completed the installation and activated the new McQueen Park recovery well site ∼ Conducted required water quality monitoring and submitted regulatory reports on schedule ∼ All recharge basins were disked at least twice and ripped at least once during the last year BUDGET ISSUES The effluent re-use budget decreases by $231,820 or 28%. Decreases of $80,000 occur in repair and maintenance, $20,000 in engineering services and $182,490 due to the change from depreciation to replacement funding. The effluent re-charge budget increases by $386,480. The major area of increase is a transfer to capital project funding of $660,000. The budget includes decrease in debt service due a bond refunding. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 2,404.0 2,502.1 2,627.1 2,700.0 % of effluent directly reused by customers 20% 26% 31% 35% % of effluent recharged to aquifer 80% 74% 69% 65% Total surface water recharged to aquifer (million gallons) 136.00 232.34 78.82 100.00 Total recovered ground water used by customers (million gallons) 461.32 538.61 709.14 720.00 $241,426 $368,470 $405,615 $400,000 PERFORMANCE/ACTIVITY MEASURES Total annual effluent produced/reused (million gallons) Total dollars billed to customers - 151 - Wastewater Reclaimed PERSONNEL BY ACTIVITY Reclaimed Effluent Re-use Effluent Recharge Total Personnel EXPENSES BY ACTIVITY Reclaimed Effluent Re-use Effluent Recharge Total Expenses Actual FY 2003 Budget FY 2004 Projected FY 2004 6.00 0.00 0.00 0.00 3.50 3.50 0.00 3.50 3.50 0.00 3.50 3.50 0.00 3.50 3.50 6.00 7.00 7.00 7.00 7.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 3,852,723 407,113 689,960 795,137 827,260 1,037,620 620,000 1,368,650 595,440 1,424,100 $ 4,259,836 $ 1,485,097 $ 1,864,880 $ 1,988,650 $ 2,019,540 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 216,452 707,783 3,335,601 291,928 982,471 140,698 70,000 358,600 1,325,650 180,630 351,980 1,037,240 35,000 564,430 384,490 426,510 1,208,540 $ 4,259,836 $ 1,485,097 $ 1,864,880 $ 1,988,650 $ 2,019,540 COST PER MILLION GALLONS PRODUCED/REUSED $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2002 FY 2003 - 152 - FY 2004 FY 2005 Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2005 The Wastewater Quality Branch is dedicated to providing safe, reliable, efficient, and cost effective pollution control activities relating to the wastewater discharge of commercial and industrial businesses. Wastewater Quality Branch operations strive to maintain pollutant levels in the wastewater stream below those levels mandated by regulatory and oversight agencies. ∼ ∼ ∼ ∼ ACCOMPLISHMENTS FY 2004 ∼ Provided safety training to Wastewater Quality personnel. Training included confined space entry, bloodborne pathogens, lockout/tagout, personal protective equipment, and first responder operations training ∼ Inspected all commercial businesses of concern at least once during the year for wastewater discharge compliance ∼ Processed 1,435 business registrations ∼ Participated in multi-city coordination group meetings to align commercial pretreatment program compliance strategies and education ∼ Performed all required inspections and sampling events at Gilbert’s permitted significant industrial users and submitted regulatory reports to oversight agencies ∼ Reviewed 40 plan sets for new commercial business development ∼ ∼ ∼ ∼ Provide safety training to Wastewater Quality personnel. Training to include confined space entry, bloodborne pathogens, lockout/tagout, personal protective equipment, and first responder operations training Continue to inspect each commercial business of concern at least once annually Coordinate with the Building Department during the plan review process for new businesses Continue to track and perform the required inspections and sampling of significant industrial users in Gilbert and submit regulatory reports to oversight agencies Seek approval and implement new local limits and sewer code requirement modifications Participate in the City of Mesa’s wastewater sampling events in Gilbert’s south sewer service area and at the Neely wastewater reclamation facility Begin pretreatment oversight of the Fiesta Tech industrial area Continue to participate in the multi-city coordination group meetings to align commercial pretreatment program compliance strategies and education BUDGET ISSUES The budget includes $14,500 for a workstation, a decrease in tuition of $5,000 and a decrease in capital outlay of $19,000. PERFORMANCE/ACTIVITY MEASURES Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Number of businesses of concern inspected 400 580 915 1,000 % of businesses of concern inspected n/a 82% 100% 100% 7 8 9 9 100% 100% 100% 100% 8 17 11 12 Number of permitted industrial users % of permitted industrial users inspected Number of permitted industry violations - 153 - Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2002 Actual FY 2003 Budget FY 2004 3.00 4.00 5.00 5.00 5.00 3.00 4.00 5.00 5.00 5.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 173,798 Total Expenses $ 173,798 299,540 $ 299,540 Personnel Supplies & Contractual Capital Outlay Transfers Out 126,515 47,283 - Total Expenses $ 173,798 $ 382,460 $ 299,540 $ 336,040 382,460 $ $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2003 - 154 - FY 2004 $ FY 2005 336,040 370,290 Budget FY 2005 256,900 49,440 18,600 11,100 COST PER MILLION GALLONS TREATED FY 2002 370,290 Projected FY 2004 274,500 88,960 19,000 $ Budget FY 2005 336,040 Budget FY 2004 190,713 88,308 20,519 - Budget FY 2005 Projected FY 2004 382,460 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Projected FY 2004 284,100 86,190 $ 370,290 Solid Waste __________________________________ Solid Waste Summary Solid Waste Residential Solid Waste Commercial Solid Waste FUND DESCRIPTION The Solid Waste mission is to manage Gilbert’s integrated solid waste operations and to provide environmentally sound and economically cost effective services to meet the needs of the residents and commercial, industrial, and institutional establishments of the Town. Gilbert’s solid waste activities are financed and operated in a manner similar to private business enterprises, where costs of providing the services to the customers (both residential and commercial) are financed through user charges. These operations and services are directed toward ensuring the public health and welfare through the collection and disposal of solid waste (garbage, hazardous waste and recyclable materials) from residential and commercial/industrial sources, educating members of the general public and business community regarding the proper disposal of wastes, and encouraging the diversion of waste from landfills through the recycling, reuse, and recovery of selected materials. We set objectives for the activity areas to responsibly and efficiently accomplish our mission and to better track our effectiveness. Solid waste maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet our customer’s expectations and resolve problems at the appropriate level of responsibility. GOALS FY 2005 ∼ ∼ ∼ ∼ ∼ Pursue Solid Waste disposal options through a long term agreement providing flexibility in disposal locations Optimize the economic return on the Gilbert recycle materials Promote a partnership and loyalty with the residential and business sector Ensure that solid waste programs are cost effective and efficient Review proposed developments with regard to design and flow of solid waste management needs and requirements to ensure safe and sanitary disposal options are implemented ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater Residential Commercial - 155 - Irrigation Solid Waste PERSONNEL BY DIVISION Residential Commercial Total Personnel EXPENSES BY DIVISION Residential Commercial Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 35.59 7.91 43.59 7.91 44.96 6.04 46.46 5.54 51.96 5.54 43.50 51.50 51.00 52.00 57.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 5,450,914 1,327,251 6,505,882 1,252,270 7,763,120 1,395,370 8,526,590 1,251,240 10,872,410 1,458,550 $ 6,778,165 $ 7,758,152 $ 9,158,490 $ 9,777,830 $ 12,330,960 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,902,367 4,116,849 758,949 2,275,572 3,886,145 730,681 865,754 2,599,500 4,841,370 1,717,620 2,569,580 4,189,390 1,010,000 2,008,860 3,042,260 5,288,310 1,849,400 2,150,990 $ 6,778,165 $ 7,758,152 $ 9,158,490 $ 9,777,830 $ 12,330,960 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 10,115,500 9,777,830 11,228,620 12,330,960 8,446,911 6,778,165 $ 1,668,746 8,633,431 7,758,152 $ 875,279 9,136,640 9,158,490 $ (21,850) $ 337,670 $ (1,102,340) Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Number of residential customers 39,493 42,955 46,680 50,000 Total solid waste tonnage 72,901 79,503 85,779 92,500 Total recycle tonnage 12,766 13,229 14,422 15,000 Cost per Ton $75 $82 $99 $118 Average tons per customer 1.85 1.85 1.84 1.85 Recycling diversion rate 18% 17% 17% 16% PERFORMANCE/ACTIVITY MEASURES - 156 - Solid Waste Residential ∼ Implemented a free recycling of rechargeable batteries program, diverting 220 pounds ∼ Implemented a Driver and Mechanic communications team PURPOSE STATEMENT To protect human health and the environment by providing Gilbert solid waste services in a safe and efficient manner. These services include the collection and disposal of contained and uncontained (or bulk) trash, household hazardous waste (HHW), green waste, recyclable materials and diversion of specific materials from the solid waste stream for the processing of those materials for use as new products or for other productive uses. OBJECTIVES FY 2005 ∼ To maintain per unit cost of providing reliable solid waste collection ∼ Immediate response to customer requests and service complaints ∼ Educate residents of their responsibility to meet county health regulations and Gilbert Code requirements by home visits, news, public channel ads, educational fliers, booths at special events ∼ Evaluate a 5 day per week collection schedule ∼ Implement routing software to establish routes that reduce drive times and increase cans collected per route ∼ Update the Solid Waste public program video ∼ Develop more cost effective methods of diverting recyclable materials collected at the HHW events ∼ Provide two HHW collection events for our customers in November and April ∼ Develop a system to manage the abandoned HHW between collection events ACCOMPLISHMENTS FY 2004 ∼ Initiated and updated the education program in the area of recycling for the Gilbert Public Schools K-6 ∼ Trained all Operators on the NSWMA (National Solid Waste Management Association) Coaching the Refuse Truck Driver training series ∼ Updated residential routes to reduce drive times and increased collection efficiencies ∼ Negotiated a diversion amount with SRPMIC (Salt River Pima Maricopa Indian Community) ∼ Diverted 51 tons of Christmas trees ∼ Purchased new type of collection vehicles for evaluation regarding operating cost ∼ Reduced vehicle collision and property damage cost by $23,583 or 56% ∼ Created a road closures and restrictions map for driver notification at the morning briefing ∼ Conducted HHW event and a BOPA (Batteries, Oil, Paint, and Anti-Freeze) event removing 43.5 tons of hazardous waste from the community ∼ Punctured and recycled 2,900 aerosol cans ∼ Conducted hazardous waste and environmental awareness training to 103 employees BUDGET ISSUES The cost of providing residential service increases by $3,109,290. The increase is created by seven new positions, a transfer of $144,000 for the 800 MHz conversion, an increase in the overhead transfer of $253,000, increase in landfill costs of $158,000, increase in capital outlay of $1,664,000 and an increase in fleet maintenance. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 $59,562 $41,930 $18,347 $15,000 19.6% 19.3% 18.9% 19.0% 134 130 36 0 .070% .083% .084% <1% Households served by HHW events 745 945 1,113 1,350 Tons of HHW collected 19.5 27.9 43.5 58.0 52.0% 52.6% 53.1% 54.0% PERFORMANCE/ACTIVITY MEASURES Total liability loss Residential solid waste diversion rate Days of injury loss time Missed service rate for residential Average weekly recycling participation rate by single family homes - 157 - Solid Waste Residential PERSONNEL BY ACTIVITY Actual FY 2002 Actual FY 2003 Budget FY 2004 Residential Administration Residential Collections Uncontained Collections Recycling 1.59 21.50 6.50 6.00 2.59 24.50 9.00 7.50 1.76 26.50 9.00 7.70 1.76 27.00 9.00 8.70 2.76 29.50 11.00 8.70 35.59 43.59 44.96 46.46 51.96 Actual FY 2002 Actual FY 2003 Budget FY 2004 Total Personnel EXPENSES BY ACTIVITY Residential Administration Residential Collections Uncontained Collections Recycling Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Projected FY 2004 Budget FY 2005 934,741 4,076,815 920,966 573,360 - 1,021,100 4,570,500 837,930 833,590 500,000 2,044,790 4,947,640 843,580 690,580 - 1,481,690 6,385,380 1,491,700 912,970 600,670 $ 5,450,914 $ 6,505,882 $ 7,763,120 $ 8,526,590 $ 10,872,410 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,559,699 3,231,289 659,926 1,903,413 3,118,769 730,681 753,019 2,269,120 4,003,050 1,490,950 2,235,990 3,460,190 1,010,000 1,820,410 2,728,710 4,521,610 1,664,000 1,958,090 $ 5,450,914 $ 6,505,882 $ 7,763,120 $ 8,526,590 $ 10,872,410 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 $ 1,519,676 7,225,091 6,505,882 $ 719,209 7,733,240 7,763,120 $ 8,688,700 8,526,590 (29,880) $ COST PER RESIDENTIAL CUSTOMER $250.00 $200.00 $150.00 $100.00 $50.00 $0.00 FY 2002 Budget FY 2005 818,951 3,496,692 568,057 567,214 - 6,970,590 5,450,914 Net Operating Result Projected FY 2004 FY 2003 - 158 - FY 2004 FY 2005 162,110 9,587,720 10,872,410 $ (1,284,690) Solid Waste Commercial ∼ Combined roll-off driver with container maintenance position ∼ Implemented a 4-10 schedule to enhance the containers collected per hour per driver with a reduction in overtime ∼ Developed a roll off board to track location of all roll-off containers ∼ Developed a collection program at the Water Treatment Plant for the proper and quick disposal of sludge PURPOSE STATEMENT Protect human health and environmental quality. Ensure that there is fair competition amongst those that provide commercial collection. Provide services if a private business hauler falters. To provide solid waste collection and disposal services for commercial/industrial, retail, and institutional establishments and multifamily residences within the Town of Gilbert. These services include the collection and disposal of trash and recyclable materials. OBJECTIVES FY 2005 ∼ Provide Gilbert departments and sections a very high level of service disposal options with superior response times ∼ At a minimum maintain the amount of the municipal solid waste stream that is recycled ∼ Increase current customer base by at least 1% ∼ Increase roll-off business by 20% by targeting residential customer’s uses ACCOMPLISHMENTS FY 2004 ∼ Adjusted commercial routes, improving overall operational efficiency ending FY04 with an increase of $116,000 in fund balance ∼ Developed a strategic business plan to guide the operations ∼ Implementation of service agreements that provide a term of service ∼ Continued to identify and eliminate free services provided further enhancing the bottom line ∼ Stabilized customer base by high quality of service, education and customer sales and contacts ∼ Continued to promote and increase commercial roll-off and front load services through advertisement and commercial sales position BUDGET ISSUES The Solid Waste Commercial operation costs increase by $63,180. Purchase of a replacement vehicle is offset by decreases in personnel and fleet maintenance costs. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 450 418 409 413 Total roll-off tonnage disposed 2,367 4,239 5,126 6,000 Commercial diversion rate 1.7% 1.8% 1.9% 2.0% PERFORMANCE/ACTIVITY MEASURES Number of commercial customers - 159 - Solid Waste Commercial PERSONNEL BY ACTIVITY Actual FY 2002 Actual FY 2003 Budget FY 2004 0.41 7.50 0.00 0.41 7.10 0.40 0.24 5.30 0.50 0.24 4.80 0.50 0.24 4.80 0.50 7.91 7.91 6.04 5.54 5.54 Actual FY 2002 Actual FY 2003 Budget FY 2004 Commercial Administration Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Administration Commercial Collections Commercial Rolloffs Total Expenses Projected FY 2004 Budget FY 2005 29,698 1,107,408 115,164 19,240 1,283,120 93,010 18,380 1,077,560 155,300 20,610 1,322,430 115,510 $ 1,327,251 $ 1,252,270 $ 1,395,370 $ 1,251,240 $ 1,458,550 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 342,668 885,560 99,023 372,159 767,376 112,735 330,380 838,320 226,670 333,590 729,200 188,450 313,550 766,700 185,400 192,900 $ 1,327,251 $ 1,252,270 $ 1,395,370 $ 1,251,240 $ 1,458,550 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses 1,476,321 1,327,251 Net Operating Result Budget FY 2005 24,699 1,302,552 - EXPENSES BY CATEGORY Total Expenses Projected FY 2004 $ 149,070 1,408,340 1,252,270 $ 156,070 1,403,400 1,395,370 $ 8,030 1,426,800 1,251,240 $ 175,560 COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2002 FY 2003 - 160 - FY 2004 FY 2005 1,640,900 1,458,550 $ 182,350 Irrigation __________________________________ Irrigation Summary Irrigation FUND DESCRIPTION Flood Irrigation provides irrigation water to about 125 customers of the flood irrigation system for landscape maintenance and reduced reliance on the municipal water system. Fees are charged to the customers, but the revenue does not cover the entire cost so this Enterprise fund is subsidized by a transfer from the General Fund. GOALS FY 2005 ∼ ∼ To provide uninterrupted irrigation service To coordinate with SRP schedulers to assure proper scheduling in order to provide consistent service ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater - 161 - Irrigation Irrigation Actual FY 2002 Actual FY 2003 Budget FY 2004 Flood Irrigation 0.70 0.70 0.50 0.50 0.50 Total Personnel 0.70 0.70 0.50 0.50 0.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY DIVISION EXPENSES BY DIVISION Flood Irrigation Total Expenses 49,080 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 52,326 $ 49,080 $ 52,326 PERFORMANCE/ACTIVITY MEASURES Cost per house irrigated Cost recovery % % of residences missed on schedule 258 47,970 44,147 540 $ $ 44,147 37,910 13,500 $ Projected FY 2004 51,410 Budget FY 2005 42,882 44,147 $ 51,410 Budget FY 2005 29,820 14,327 - 48,510 47,970 (3,882) $ 51,410 Projected FY 2004 Budget FY 2004 48,444 52,326 $ $ 33,360 14,610 $ Budget FY 2005 44,147 Budget FY 2004 Actual FY 2003 49,338 49,080 $ 47,970 42,044 10,282 - Actual FY 2002 Total Revenues Total Expenses $ Budget FY 2005 Projected FY 2004 47,970 Actual FY 2003 36,953 12,127 - OPERATING RESULTS Net Operating Result $ Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 49,080 52,326 Projected FY 2004 51,410 51,410 (1,265) $ - Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 $390 $415 $350 $408 29.5% 23.5% 36.3% 29.2% 0% 0% 0% 0% - 162 - Streets Fund __________________________________ Streets Fund Summary Street Maintenance Traffic Control Right of Way Maintenance Streets Fund FUND DESCRIPTION It is our mission to provide safe, reliable, and efficient maintenance for the following operations; streets, traffic control systems, rights-of-way and storm drain systems as well as operating and maintaining the Heritage District flood irrigation system. The financial information relating to the Heritage District flood irrigation system is found under the Enterprise Tab - Irrigation Fund. To responsibly and efficiently accomplish our mission, we have set goals for each of our respective responsibility areas. We recognize that in order to maintain proactive operation and maintenance programs we must do a good job of planning, work well as a team and with others, and accurately assess and anticipate the needs of our customers and of the infrastructure. The street section maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet our customer’s expectations and resolve problems at the most appropriate level of responsibility. To accomplish these activities state shared gasoline tax, and state shared lottery revenues fund the Town of Gilbert’s street maintenance section. GOALS FY 2005 ∼ ∼ ∼ ∼ To maintain a safe and efficient roadway system at a pavement condition index of at least 80 Minimize inconveniences to customers by performing maintenance and repair operations in an organized and timely manner Protect the large investment of the roadway system by continuously assessing its condition and acting appropriately to maintain and extend its useful life Use available funds to improve efficiency and productivity of operations by implementing appropriate standards ORGANIZATIONAL CHART PUBLIC WORKS Streets Fund Debt Streets Maintenance Streets Maintenance Asphalt Patching Traffic Control Right of Way Maintenance Street Marking ROW Maintenance Street Signs Landscape Maintenance Street Lighting Shoulder Maintenance Traffic Signal Maintenance Concrete Repair Street Cleaning Emergency Response Storm Drainage Preventive Maintenance Crack Sealing - 163 - Streets Fund PERSONNEL BY DIVISION Actual FY 2002 Actual FY 2003 Budget FY 2004 1.00 0.00 17.30 12.00 5.00 0.00 0.00 1.00 0.00 20.34 15.00 4.96 0.00 0.00 1.00 0.00 19.34 15.00 5.16 0.00 0.00 1.00 0.00 19.34 15.00 5.16 0.00 0.00 1.00 0.00 21.34 16.50 6.16 0.00 0.00 35.30 41.30 40.50 40.50 45.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Contingency Total Expenses Budget FY 2005 357,349 866,375 5,171,784 2,119,505 663,331 - 457,730 3,369,600 12,394,590 2,254,300 819,910 50,000 200,000 443,760 2,995,370 10,227,830 1,938,160 800,390 50,000 - 697,540 3,266,060 6,901,880 2,330,790 990,770 50,000 368,000 $ 7,469,113 $ 9,178,344 $ 19,546,130 $ 16,455,510 $ 14,605,040 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,534,379 3,250,631 1,456,658 1,227,445 1,861,756 4,097,566 301,658 2,917,364 2,173,470 2,934,730 3,280,900 11,157,030 2,049,980 2,540,820 2,799,330 9,065,380 2,528,230 3,162,220 3,473,400 5,441,190 $ 7,469,113 $ 9,178,344 $ 19,546,130 $ 16,455,510 $ 14,605,040 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 11,642,837 7,469,113 12,038,431 9,178,344 12,519,970 19,546,130 12,650,480 16,455,510 12,889,260 14,605,040 $ 4,173,724 $ 2,860,087 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2005 417,047 4,515,299 2,075,110 461,657 - EXPENSES BY CATEGORY Total Expenses Projected FY 2004 $ (7,026,160) $ (3,805,030) $ (1,715,780) Actual FY 2002 1,735 Actual FY 2003 1,776 Projected FY 2004 1,900 Anticipated FY 2005 2,025 Total miles of Right of Way maintained 100% 100% 100% 100% Number of street lights in APS area 1,733 3,167 3,222 3,333 Total signs in system 56,400 56,900 57,400 58,000 56 75 82 96 2,603 2,623 2,643 2,663 115 115 115 115 4,626 5,520 6,500 7,500 PERFORMANCE/ACTIVITY MEASURES Total lane miles in system Total traffic control signals in system Total miles of road markings Total dry wells maintained Total linear feet of concrete repaired - 164 - Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2005 To maintain the roadway infrastructure system in a cost effective manner, ensuring a high degree of reliability and ride ability, meeting or exceeding all applicable regulations for roadway systems ∼ To sweep all residential streets once a month ∼ To sweep all main arterials twice a month ∼ Crackseal, fog seal and patch all areas identified by the pavement maintenance system ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Finished Crack sealing last quadrant, every street in the Town has been cracksealed ∼ Purchased new sweeper to keep up with added surface miles ∼ Purchased a distributor truck to spray fog seal and started a fog seal program to reduce costs of contract fog seal Cost of street maintenance is decreasing by $5,492,710 due to a decrease in transfers for street capital improvements of $5.6 million. Changes in this budget include an additional position in street marking to add another route and an additional position in preventive maintenance to perform pavement condition assessments. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 n/a $1.25 $1.25 $1.25 $42.19 $27.43 $30.00 $30.00 Cost of contracted Microseal. Sq yds/Cost n/a 812,173 $0.935 780,00 $1.010 580,000 $1.100 Cost of contracted Slurry seal. Sq yds/Cost n/a 1,043,315 .54 885,000 .61 1,000,000 .68 Average Pavement Condition Index n/a n/a 88 90 PERFORMANCE/ACTIVITY MEASURES Cost per square yard to crackseal, fogseal & crackseal. 2,373,613 square yards Cost of sweeping per curb mile - 165 - Streets Maintenance PERSONNEL BY ACTIVITY Streets Maintenance Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Total Personnel EXPENSES BY ACTIVITY Streets Maintenance Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Total Expenses Actual FY 2003 Budget FY 2004 Projected FY 2004 13.30 0.00 4.00 0.00 0.00 0.00 0.00 4.33 4.34 1.33 2.00 8.34 0.00 4.33 4.34 1.33 1.00 8.34 0.00 4.33 4.34 1.33 1.00 8.34 0.00 4.33 5.34 1.33 2.00 8.34 17.30 20.34 19.34 19.34 21.34 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 3,342,463 1,024,638 13,563 8,542 126,093 2,287,331 466,243 95,702 1,910,574 411,934 706,700 450,920 92,060 10,627,620 517,290 708,030 907,380 95,700 8,039,620 477,100 547,740 558,030 99,080 5,076,830 620,200 $ 4,515,299 $ 5,171,784 $ 12,394,590 $ 10,227,830 $ 6,901,880 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 689,521 2,025,441 903,296 897,041 821,181 2,398,233 220,902 1,731,468 978,890 824,950 3,220,900 7,369,850 919,700 852,710 2,778,500 5,676,920 1,160,510 953,660 3,265,400 1,522,310 $ 4,515,299 $ 5,171,784 $ 12,394,590 $ 10,227,830 $ 6,901,880 COST PER LANE MILE $6,000.00 $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2002 FY 2003 - 166 - FY 2004 FY 2005 Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2005 To operate and maintain the traffic control infrastructure system to improve the safety to the traveling public by regulating the flow of traffic, ensuring a high degree of reliability, meeting or exceeding all applicable regulations for traffic control systems. ∼ Produce a manageable schedule for both long/short line crews to improve management measurement tools ∼ Maintain all the knockdown streetlights in town with an initial safety response within one hour and a total replacement within five days ∼ Auto-scope cameras at every signalized intersection ACCOMPLISHMENTS FY 2004 ∼ Introduced the VIP vinyl for our arterial streets to comply with traffic control standards, increase visibility and life of stripping ∼ Met with engineering and short listed the specs on the different streetlights to reduce standard luminaries to 2 which reduces cost and increases availability of inventory BUDGET ISSUES Traffic Control increases by $76,490 or 3.4%. Two positions are added in traffic signal maintenance due to growth of 14 signals. One of the positions is a mid-year hire. Additional cost of material for striping of $45,000 and additional capital purchases of $75,000 are offset by reductions in electric costs of $100,000 due to LED conversion, and in sign materials of $30,000. PERFORMANCE/ACTIVITY MEASURES Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of traffic signals down for more than eight hours 2.0% 2.0% 2.0% 2.0% % of road striping that was re-striped 200.0% 100.0% 100.0% 100.0% % of symbols/crosswalks re-painted 100.0% 100.0% 100.0% 100.0% 54 75 82 96 Total number of energized signals - 167 - Traffic Control PERSONNEL BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Personnel EXPENSES BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Expenses Actual FY 2003 Budget FY 2004 Projected FY 2004 3.00 3.50 2.00 3.50 6.25 3.25 2.25 3.25 6.25 3.25 2.25 3.25 6.25 3.25 2.25 3.25 6.25 3.25 2.25 4.75 12.00 15.00 15.00 15.00 16.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Budget FY 2005 590,820 303,227 705,931 475,132 503,725 277,230 656,318 682,232 571,320 392,810 704,210 585,960 535,510 317,120 690,270 395,260 639,200 309,310 718,000 664,280 $ 2,075,110 $ 2,119,505 $ 2,254,300 $ 1,938,160 $ 2,330,790 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2002 552,067 1,001,288 512,663 9,092 726,226 1,262,003 80,756 50,520 826,350 1,314,900 60,000 53,050 768,840 1,095,440 20,830 53,050 931,410 1,208,010 135,000 56,370 $ 2,075,110 $ 2,119,505 $ 2,254,300 $ 1,938,160 $ 2,330,790 COST PER LANE MILE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2002 FY 2003 - 168 - FY 2004 FY 2005 Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2005 To improve aesthetics along roadways, control dust, and prevent spread of noxious weeds. To maintain the storm drain infrastructure system in a cost effective manner, ensuring roadways are free of standing water, meeting or exceeding all applicable regulations for storm drain systems. ∼ Continue with shoulder maintenance twice a year ∼ Continue with the cleaning of dry wells ∼ Continue with scupper cleanings once a year BUDGET ISSUES ACCOMPLISHMENTS FY 2004 The area of right of way maintenance increases by $170,860 or 21%. The increase is created by purchase of two replacement trucks, one additional truck and an increase of $50,000 in concrete repair for additional sidewalk repair. ∼ All shoulders were maintained twice in one year ∼ Assisted the Environmental Department with drywell maintenance Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 $369 $351 $463 $500 % of right of way inventoried n/a 25% 50% 50% % of dry wells maintained n/a 30% 30% 30% % of scuppers/spillways maintained 0% 0% 100% 100% Average cost per dry well n/a n/a $375 $400 PERFORMANCE/ACTIVITY MEASURES Cost per mile of shoulder maintained - 169 - Right of Way Maintenance PERSONNEL BY ACTIVITY Right of Way Maintenance Landscape Maintenance Shoulder Maintenance Concrete Repair Total Personnel EXPENSES BY ACTIVITY Right of Way Maintenance Landscape Maintenance Shoulder Maintenance Concrete Repair Total Expenses Actual FY 2002 Actual FY 2003 Budget FY 2004 5.00 0.00 0.00 0.00 0.00 2.63 2.33 0.00 0.00 2.83 2.33 0.00 0.00 2.83 2.33 0.00 0.00 3.83 2.33 0.00 5.00 4.96 5.16 5.16 6.16 Actual FY 2002 Actual FY 2003 Budget FY 2004 418,857 26,462 16,338 $ 461,657 369,920 120,445 172,966 $ 663,331 Personnel Supplies & Contractual Capital Outlay Transfers Out 213,227 205,742 40,699 1,989 Total Expenses $ 461,657 $ 819,910 $ 663,331 $ 800,390 819,910 $ $600.00 $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2003 - 170 - FY 2004 $ FY 2005 800,390 990,770 Budget FY 2005 268,980 512,400 19,010 COST PER LANE MILE FY 2002 631,230 158,940 200,600 Projected FY 2004 275,170 525,730 19,010 $ Budget FY 2005 525,880 174,510 100,000 Budget FY 2004 232,458 412,773 18,100 Budget FY 2005 Projected FY 2004 495,340 166,470 158,100 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Projected FY 2004 336,590 561,220 73,000 19,960 $ 990,770 Internal Service Funds __________________________________ Internal Service Funds Summary Fleet Maintenance Copy Services Health Self Insurance Internal Service Funds FUND DESCRIPTION The Internal Service Funds provide a method to charge the internal user of services based on their use. The concept is the same as Enterprise Funds, except the customers are internal. Gilbert has set up the following Internal Service Funds: ∼ Fleet Maintenance – Maintenance of all passenger vehicles. ∼ Copy Services – Coordination of printing and internal photocopying. ∼ Health Self Insurance – Accounting for HMO coverage under direction of a Trust Board. The goal of these funds is to charge internal users for 100% of the cost of the service. FUND NARRATIVE Fleet Maintenance undergoes a rate review annually. This year the hourly rate increased from $48 to $50 per hour. The hourly rate is calculated based on the total personnel budget divided by an estimate of productive hours. A percentage is added to the sale of parts to cover the cost of shop and operating supplies. The parts mark up percentage is 9%. Fuel has a mark up of 10% to cover the cost of maintaining the fueling system. Copy Services replaces copiers as needed and pays for letterhead and envelope to allow for the best price, yet charge the cost to the user. Health Self Insurance accounts for costs of health insurance. The need to establish this fund was driven by Mayo Health Insurance eliminating their full indemnity insurance option. The employees overwhelming response was to maintain Mayo as a viable health option and so the self insurance fund was created. All contributions are deposited in this fund and claims are paid as approved by the Administrator. ORGANIZATIONAL CHART INTERNAL SERVICE FUNDS Public Works Fleet Maintenance Town Council Finance Health Self Insurance Copy Services - 171 - Internal Service Funds PERSONNEL BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Personnel EXPENSES BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Expenses Budget FY 2004 Projected FY 2004 Budget FY 2005 17.00 0.00 0.00 19.00 0.00 0.00 19.00 0.00 0.00 19.00 0.00 0.00 21.00 0.00 0.00 17.00 19.00 19.00 19.00 21.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 3,476,130 35,227 - 3,406,990 247,130 4,330,400 3,482,125 101,000 4,320,000 3,436,360 200,000 5,058,000 $ 3,280,204 $ 3,511,357 $ 7,984,520 $ 7,903,125 $ 8,694,360 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 840,444 2,395,186 44,574 - 983,183 2,498,582 29,592 - 1,078,910 6,721,480 184,130 - 1,055,720 6,816,405 31,000 - 1,243,450 7,400,910 50,000 - $ 3,280,204 $ 3,511,357 $ 7,984,520 $ 7,903,125 $ 8,694,360 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 3,185,355 94,849 - EXPENSES BY CATEGORY Total Expenses Actual FY 2002 3,243,600 3,280,204 $ (36,604) $ 3,389,933 3,511,357 (121,424) $ - 172 - 8,331,800 7,984,520 347,280 8,395,370 7,903,125 $ 492,245 9,180,500 8,694,360 $ 486,140 Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2005 To provide superior vehicle and equipment maintenance, repair, acquisition, disposition and get ready in a cost effective manner while ensuring maximum availability for duty and extending vehicle life through proactive predictive preventive maintenance. ∼ Equip and get ready all new fire apparatus, police cars and fire command van ∼ Coordinate the acquisition, preparation, maintenance and disposition of vehicles and equipment ∼ Incorporate the Service Writer position into processes and procedures ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Fully certified (3) Mechanics to perform all aspects of service and repair to fire apparatus ∼ Acquired and equipped all new vehicles and equipment and disposed of the old units at Town auction ∼ Acquired new diagnostic and repair tools and trained Mechanics in their use ∼ Equipped and made ready additional fire apparatus and police cars ∼ Implemented the RTA vehicle maintenance tracking software program and performed a full parts inventory Two positions are added to the budget this year in response to fleet additions. A Service Writer will perform initial diagnostics on the vehicle, coordinate the repair with the customer and schedule the repair. An additional Mechanic is added to maintain service levels. The increase in fuel cost creates a budget increase of $140,000. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 % of vehicles passing emissions test the first time 100% 100% 100% 100% % of service requests outsourced 7.0% 5.0% 6.0% 10.0% Average emergency response time (minutes) 20 30 40 45 Total number of work orders n/a n/a 6,718 7,000 + Total preventive maintenance work orders n/a n/a 1,104 1,500 + Total unscheduled work orders n/a n/a 5,196 6,000 + Total number of vehicles in fleet 450 457 496 531 PERFORMANCE/ACTIVITY MEASURES - 173 - Fleet Maintenance PERSONNEL BY ACTIVITY Administration Fleet Maintenance Total Personnel EXPENSES BY ACTIVITY Administration Fleet Maintenance Total Expenses Budget FY 2004 Projected FY 2004 Budget FY 2005 3.00 14.00 3.00 16.00 3.00 16.00 3.00 16.00 3.00 18.00 17.00 19.00 19.00 19.00 21.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 183,631 3,292,499 197,740 3,209,250 198,890 3,283,235 214,480 3,221,880 $ 3,185,355 $ 3,476,130 $ 3,406,990 $ 3,482,125 $ 3,436,360 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 840,444 2,344,911 - 983,183 2,463,355 29,592 - 1,078,910 2,328,080 - 1,055,720 2,426,405 - 1,243,450 2,192,910 - $ 3,185,355 $ 3,476,130 $ 3,406,990 $ 3,482,125 $ 3,436,360 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 177,933 3,007,422 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 3,185,344 3,185,355 $ 3,293,360 3,476,130 (11) $ 3,500,000 3,406,990 (182,770) $ 93,010 3,490,000 3,482,125 $ COST PER VEHICLE $9,000.00 $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2002 FY 2003 - 174 - FY 2004 FY 2005 7,875 3,500,000 3,436,360 $ 63,640 Copy Services PURPOSE STATEMENT OBJECTIVES FY 2005 Copy Services provide copier maintenance, copier purchases and purchase of stationary supplies. ∼ Convene a six month pilot program for central copy services provided by external company ∼ Research use of computer to copier technology ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Replaced the color copy machine The budget includes cost for a replacement copier. PERFORMANCE/ACTIVITY MEASURES Cost per Copy (contractual / # of Copies) Number of Copies Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 $0.031 $0.017 $0.034 $0.071 1,646,693 2,083,683 2,060,381 2,100,000 - 175 - Copy Services Actual FY 2002 Actual FY 2003 Budget FY 2004 Copy Services 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 94,849 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 50,275 44,574 $ Total Revenues Total Expenses 94,849 $ $ 247,130 35,227 (36,593) $ $ 247,130 96,573 35,227 $ 101,000 $0.10 $0.08 $0.06 $0.04 $0.02 $0.00 FY 2003 FY 2004 - 176 - 150,000 50,000 $ 98,410 101,000 (145,130) $ FY 2005 200,000 Budget FY 2005 Projected FY 2004 COST PER COPY FY 2002 $ 70,000 31,000 - 102,000 247,130 $ 200,000 Projected FY 2004 Budget FY 2004 61,346 101,000 63,000 184,130 $ Budget FY 2005 101,000 Budget FY 2004 Actual FY 2003 58,256 94,849 Net Operating Result $ 35,227 - Actual FY 2002 OPERATING RESULTS 35,227 Budget FY 2005 Projected FY 2004 247,130 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 94,849 35,227 Projected FY 2004 (2,590) $ 200,000 Budget FY 2005 102,000 200,000 (98,000) Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2005 This fund provides financing for health insurance coverage provided through an HMO network. ∼ Review investment options ∼ Set up system reporting to separate employee and employer contribution ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Monitored the operations monthly to ensure the financing is sufficient to cover the claims ∼ Convened regular Board meetings to review fund status ∼ Completed first year of operation with a positive fund balance The charge per member is based on historical information and estimates of cost increases from health insurance industry experts. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Total cost per Full Time employee, Family Coverage n/a n/a $9,207.72 $10,588.80 % of fund balance to anticipated expenses n/a n/a 4.3% 14.6% % of Claims to Total Contributions n/a n/a 82.3% 80.0% PERFORMANCE/ACTIVITY MEASURES - 177 - Health Self Insurance PERSONNEL BY ACTIVITY Health Self Insurance Total Personnel EXPENSES BY ACTIVITY Health Self Insurance Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Budget FY 2004 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 - - 4,330,400 4,320,000 5,058,000 - $ 4,330,400 $ 4,320,000 $ 5,058,000 Budget FY 2004 Projected FY 2004 Budget FY 2005 Total Revenues Total Expenses $ $ Projected FY 2004 Projected FY 2004 Budget FY 2005 Actual FY 2003 - - 4,330,400 - 4,320,000 - 5,058,000 - - $ 4,330,400 $ 4,320,000 $ 5,058,000 Budget FY 2004 Projected FY 2004 Budget FY 2005 $ Actual FY 2002 Actual FY 2003 - - - $ - 4,729,800 4,330,400 $ 399,400 4,806,960 4,320,000 $ 486,960 YEARLY COST FAMILY COVERAGE $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2002 Budget FY 2005 Actual FY 2002 - OPERATING RESULTS Net Operating Result Actual FY 2003 - EXPENSES BY CATEGORY Total Expenses Actual FY 2002 FY 2003 - 178 - FY 2004 FY 2005 5,578,500 5,058,000 $ 520,500 Special Revenue __________________________________ Special Revenue Summary Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Special Revenue Funds FUNDS DESCRIPTION Special Revenue Funds are a type of fund required to be established to account for a specific activity. The activities range from Redevelopment to Police Security. Each Fund is treated like a separate checkbook. FUND INFORMATION The individual division pages provide more detail regarding the funds in the Special Revenue group. Following is a brief description of each division page. Redevelopment – Financing for redevelopment is provided to accomplish the vision of a Downtown Heritage District as a unique retail destination reflecting Gilbert’s agricultural history. This fund includes Commission expenses and property management. Land purchases and redevelopment capital projects are located in the Capital Improvement section of the budget document. CDBG/HOME – The activity for federally funded programs that provide affordable housing, fair housing, limited redevelopment, and limited social service activities is recorded in this fund. System Development Fees – Council has established a policy that growth will pay for itself. The system development fee funds provide the accounting for the revenue collected from building permits to pay for various infrastructure in the community that is required due to growth. Grants – The Grant fund provides information on all federal and state grant activity in Gilbert except those related to a specific capital project or the CDBG or HOME programs. All expenses related to a grant are found here. The portion of these expenses not funded with Grant revenue is financed with transfers from other Funds. Riparian – The Riparian preserve is a unique asset in the community. The Riparian Institute provides education and recreation experiences and also serves as a preservation area for wildlife and water recharge. The preserve is located next to the Southeast Regional Library. The intention is for the Institute to become selfsustaining. Special Districts – These districts are established under Arizona Statute to pay for street lights and parkway maintenance in various areas of Gilbert. Other Agency – This category of funds includes a wide array of unique activities each required to be accounted for separately. - 179 - Special Revenue Funds PERSONNEL BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Contingency Total Personnel EXPENSES BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2002 Actual FY 2003 Budget FY 2004 0.00 1.00 0.00 6.00 1.00 0.00 0.00 0.00 0.00 1.50 0.00 6.00 1.00 0.00 0.07 0.00 0.00 1.50 0.00 16.00 2.00 0.00 0.21 0.00 0.00 1.50 0.00 1.00 2.00 0.00 0.21 0.00 0.00 1.50 0.00 1.00 2.00 0.00 0.00 0.00 8.00 8.57 19.71 4.71 4.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 36,553 575,708 35,157,155 1,024,319 149,515 1,244,924 734,338 57,273 221,124 547,013 24,940,797 1,792,720 121,755 1,360,679 1,177,276 - 127,300 1,371,140 51,425,390 2,315,170 180,630 1,629,160 1,478,760 - 43,700 987,027 32,249,370 323,880 151,530 1,392,600 906,190 - 127,300 1,041,220 76,343,020 1,840,010 222,350 1,734,440 356,000 - $ 38,979,785 $ 30,161,364 $ 58,527,550 $ 36,054,297 $ 81,664,340 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 785,600 4,041,852 34,559 34,060,501 776,460 6,443,837 132,148 22,808,919 1,360,200 7,794,080 1,301,700 48,071,570 509,950 2,556,397 121,790 32,866,160 603,760 4,075,560 548,000 76,437,020 $ 38,922,512 $ 30,161,364 $ 58,527,550 $ 36,054,297 $ 81,664,340 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 31,358,723 38,922,512 39,030,026 30,161,364 30,871,660 58,527,550 47,931,980 36,054,297 42,467,740 81,664,340 $ (7,563,789) $ 8,868,662 - 180 - Projected FY 2004 $(27,655,890) $ 11,877,683 Budget FY 2005 $(39,196,600) Redevelopment PURPOSE STATEMENT OBJECTIVES FY 2005 The purpose of redevelopment is to re-vitalize the Heritage District, which is the original commercial area of the community. The vision is for the Heritage District to become a unique destination that reflects Gilbert’s agricultural history including a mix of entertainment, retail, professional office space, residential, governmental, recreational and transit uses. ∼ Refine Design Assistance Team project concept work to develop a realistic plan ∼ Issue a Request for Proposal to lease property for the northwest corner of Gilbert and Elliot roads ∼ Finalize the Development Agreement with Oregano’s Pizza Bistro on the southwest corner of Gilbert Road and Vaughn Avenue ACCOMPLISHMENTS FY 2004 BUDGET ISSUES ∼ Issued Request for Proposal to purchase land for the southwest corner of Gilbert Road and Vaughn Avenue ∼ Set Fiscal Year 2004-05 funding priorities for capital improvement projects ∼ Finalized Annual Performance Report to guide activities during next fiscal year The majority of expenses are included in the Capital Improvement section of the budget. The projects included in this year’s budget are the Streetlight, street furnishings, Transit Center and Water Tower renovation. The following map shows the boundaries of the Heritage District: - 181 - Redevelopment PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Redevelopment Commission Property Management Total Expenses $ Budget FY 2004 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 36,553 39,101 182,023 $ 36,553 $ 36,553 Total Revenues Total Expenses $ 28,227 221,124 $ 92,447 - 182 - 127,300 $ $ $ 43,700 127,300 $ Projected FY 2004 41,000 127,300 Budget FY 2005 84,700 43,700 $ 127,300 Budget FY 2005 29,000 14,700 - 137,300 127,300 10,000 43,700 45,000 82,300 Projected FY 2004 Budget FY 2004 $ Budget FY 2005 5,000 38,700 127,300 - 313,571 221,124 $ 127,300 Budget FY 2005 Projected FY 2004 Budget FY 2004 Actual FY 2003 64,780 36,553 $ $ 88,976 132,148 - Actual FY 2002 OPERATING RESULTS 221,124 Projected FY 2004 45,000 82,300 Actual FY 2003 Actual FY 2002 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2003 979 35,574 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 127,300 127,300 $ - CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2005 The Housing and Redevelopment Division administers federally funded programs providing affordable housing, fair housing, limited social service, and limited redevelopment activities. ∼ Provide $300,000 for affordable housing and social service activities through non-profit agencies to assist 290 Gilbert residents and seek other funding to provide additional assistance ∼ Work with homebuilders in Gilbert to create a new public-private affordable housing program ∼ Complete Gilbert’s 5 year plan identifying the social service, housing, and other needs for Gilbert’s low income residents and setting funding priorities to address these needs ACCOMPLISHMENTS FY 2004 ∼ Completed the Downtown Sewer Replacement and Gilbert Homes Septic project ∼ Funded $403,183 in affordable housing and social service activities through other agencies assisting over 200 Gilbert households ∼ Provided staff support for the monthly Redevelopment Commission and Housing Affordability Subcommittee meetings ∼ Assisted completion of a Development Agreement with Mercy Housing SouthWest to build an 80 – 100 unit affordable senior housing development adjacent to the Gilbert Senior Center to be opened in Spring 2005 BUDGET ISSUES This fund receives revenue from Federal Grants. The Council approves specific projects annually based on needs and funding availability. Oversight of these projects is provided by CDBG staff. Programs and activities funded for FY 2004-05 include the following: Agency Program Town of Gilbert Community Housing Resources of AZ Community Services of AZ Town of Gilbert Arizona Action for Foster Children Central Arizona Shelter Services Community Bridges, Inc. Community Services of AZ Community Services of AZ Mesa Citizens Action Network PREHAB of Arizona, Inc. Save the Family Town of Gilbert HOME Carryforward projects Amount Senior Center Expansion Project Homebuyer Counseling Emergency Repair Affordable Housing Project Foster Children Support Emergency Shelter Services Substance Use Treatment Services Gilbert CAP Office Senior Meals East Valley Men’s Shelter La Mesita Family Shelter Transitional Living Shelter Program Administration Down Payment Assistance Total FY05 Activities $ 227,450 58,800 190,000 16,000 2,000 5,300 12,500 45,000 21,000 6,800 7,350 8,500 142,970 202,476 95,074 $ 1,041,220 Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 # of persons receiving social services n/a 448 767 155 # of households receiving housing services 27 92 125 137 PERFORMANCE/ACTIVITY MEASURES - 183 - CDBG/HOME Actual FY 2002 Actual FY 2003 Budget FY 2004 CDBG/HOME 1.00 1.50 1.50 1.50 1.50 Total Personnel 1.00 1.50 1.50 1.50 1.50 Actual FY 2002 Actual FY 2003 Budget FY 2004 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 575,708 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 575,708 $ 579,240 575,708 $ 3,532 547,013 $ 1,371,140 88,560 411,205 47,248 96,200 823,940 20,000 431,000 547,013 $ 1,371,140 $ 39,400 - 184 - $ $ 54,040 987,027 1,041,220 987,027 $ 1,041,220 Budget FY 2005 98,740 465,397 422,890 103,060 918,160 20,000 - 987,027 $ 1,041,220 Projected FY 2004 1,425,180 1,371,140 $ Budget FY 2005 Projected FY 2004 Budget FY 2004 586,413 547,013 Budget FY 2005 Projected FY 2004 Budget FY 2004 Actual FY 2003 Actual FY 2002 Total Revenues Total Expenses 1,371,140 Actual FY 2003 66,247 339,748 169,713 OPERATING RESULTS Net Operating Result $ Actual FY 2002 EXPENSES BY CATEGORY Total Expenses 575,708 547,013 Projected FY 2004 Budget FY 2005 1,281,170 987,027 $ 294,143 940,110 1,041,220 $ (101,110) System Development Fees Fire Department PURPOSE STATEMENT The primary purpose of a system development fee (SDF) is to ensure that the cost of providing infrastructure to new development is paid for by new development and not by the existing community. SDF fee structure design reflects only those costs associated with facility or infrastructure expansion related to new growth. Traffic Signals $234 The Traffic Signal SDF is a charge against new development to cover the cost of expanding the traffic signal network. The fee design uses trip generation factors to calculate the number of signals required based on land use patterns. FEE DESCRIPTIONS Following are descriptions and fees effective July 26, 2004 for a typical single-family residential permit: Parks and Recreation Solid Waste Container Fee $523 The Fire Department SDF is a charge against new development to recover the cost of providing facilities and equipment for fire and emergency services. The fee design includes buildings, pumpers, ladder trucks and special equipment for rescue and communication. $80 $2,272 The Water SDF is based upon the cost to provide the treatment, distribution infrastructure, storage facilities and production wells. The Parks and Recreation SDF is a charge against new development to recover the costs of expanding parks and associated recreation infrastructure to serve new growth. The fee calculation includes a portion of the cost of the following facilities: Gilbert Municipal Pool, McQueen Park, Ponds/Bird Sanctuary, Water Ranch Park, Freestone Park, Mesquite Aquatic Center, Crossroads Park, Rodeo Park, Heritage Annex, Community Center and Page Park Center. Water Resources General Government The cost of the blue and black solid waste containers is collected at the time a home is built. Revenue collected from this fee is transferred to the Solid Waste Operating fund as new containers are purchased. Water System $2,207 $1,068 The Water Resource SDF is based upon the cost to obtain water rights from the Central Arizona Project (CAP), Salt River Pima Maricopa Indian Community Lease (SRPMIC), the Roosevelt Water Conservation District (RWCD) and other sources. Wastewater System $3,180 The Wastewater SDF is based upon the cost to provide collection and treatment facilities and reuse system. The model is based on an estimate that each equivalent residential unit generates 248 gallons per day of wastewater. Police Department $369 The General Government SDF is a charge against new development to cover the cost of expanding the Town’s administrative infrastructure, including Public Works, Courts, Prosecutor, Community Development, etc. as required for new growth. The fee design includes acquisition value for buildings, and expanding telephone systems. $434 The Police Department SDF is a charge against new development to recover the Town’s cost of providing facilities and equipment for police services required to accommodate new growth. The fee design includes additional square feet in the public safety building, radio dispatch system, handheld radios, computer equipment and special weapons arsenal. - 185 - System Development Fees PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Solid Waste Container Fee Water System Water Resources Wastewater System Wastewater Plant Repair Traffic Signals Police Department Fire Department Parks and Recreation General Government Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2002 Actual FY 2003 Budget FY 2004 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 404,580 18,750,700 332,241 6,345,835 140,554 1,206,467 2,602,855 350,191 5,023,732 159,600 10,724,039 741,262 7,450,586 425,887 1,467,752 2,960,461 337,919 673,291 388,000 11,898,600 772,690 17,548,970 344,000 2,633,910 1,620,710 6,664,780 1,992,460 7,561,270 210,700 9,563,880 180,880 10,404,680 3,004,550 1,869,430 5,231,440 1,035,930 747,880 320,000 14,998,060 180,890 28,872,840 3,963,130 1,459,940 3,118,270 18,265,200 5,164,690 $ 35,157,155 $ 24,940,797 $ 51,425,390 $ 32,249,370 $ 76,343,020 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 1,808,900 33,348,255 3,290,510 21,650,287 3,534,320 344,000 47,547,070 32,249,370 76,343,020 $ 35,157,155 $ 24,940,797 $ 51,425,390 $ 32,249,370 $ 76,343,020 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 27,401,895 35,157,155 34,252,842 24,940,797 24,298,550 51,425,390 44,145,690 32,249,370 37,293,400 76,343,020 $ (7,755,260) $ 9,312,045 Projected FY 2004 $(27,126,840) $ 11,896,320 SDF PER SINGLE FAMILY RESIDENTIAL UNIT $12,000 $9,000 $6,000 $3,000 $0 FY 2002 FY 2003 - 186 - FY 2004 FY 2005 Budget FY 2005 $(39,049,620) Grants PURPOSE STATEMENT OBJECTIVES FY 2005 The Grant fund is required to segregate the costs associated with grant awards from the federal or state government. Grant Funds require meticulous reporting of actual costs for reimbursement requests. ∼ Convene quarterly meetings of stakeholders to discuss any issues with grant reporting BUDGET ISSUES The grant fund includes application known at the time budget is adopted. Departments apply for grants as opportunities arise. ACCOMPLISHMENTS FY 2004 ∼ Began developing policies for central reporting Budgeted Expenditures by Grant Expense Amount Grant Description Bulletproof Vests Traffic Enforcement Police School Resource Officer Counseling Fire Exhaust Extraction Crime Prevention Bus Stops Fire Car Seat Training Office of Drug Policy Prop 202 Funds Total Grants 55,500 64,200 122,810 11,000 158,400 16,000 352,000 10,000 750,000 300,100 $ - 187 - 1,840,010 Grants PERSONNEL BY ACTIVITY Public Safety Grants Other Grants Total Personnel EXPENSES BY ACTIVITY Public Safety Grants Other Grants Total Expenses Budget FY 2004 6.00 0.00 6.00 0.00 16.00 0.00 1.00 0.00 1.00 0.00 6.00 6.00 16.00 1.00 1.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 695,335 1,097,385 1,761,920 553,250 $ 1,024,319 $ 1,792,720 $ 2,315,170 Actual FY 2002 Actual FY 2003 Budget FY 2004 Personnel Supplies & Contractual Capital Outlay Transfers Out 384,906 188,687 34,559 416,167 450,872 300,152 1,041,696 989,960 800,510 524,700 - $ 1,024,319 $ 1,792,720 $ 2,315,170 Actual FY 2002 Actual FY 2003 Budget FY 2004 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 608,152 416,167 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 927,919 1,024,319 $ 771,951 1,792,720 (96,400) $ (1,020,769) $ - 188 - Projected FY 2004 Projected FY 2004 $ Budget FY 2005 223,880 100,000 269,510 1,570,500 323,880 $ 1,840,010 Projected FY 2004 $ Budget FY 2005 68,850 110,080 44,950 100,000 99,800 1,212,210 528,000 - 323,880 $ 1,840,010 Projected FY 2004 2,356,810 2,315,170 41,640 Budget FY 2005 Budget FY 2005 562,870 323,880 $ 238,990 1,895,580 1,840,010 $ 55,570 Riparian Program ∼ Developed regular program with Audubon for family and tourism development birding program ∼ Increased participation in the Feathered Friends Festival by 67% PURPOSE STATEMENT The Institute provides education and recreation experiences at the Riparian Preserve to enhance public appreciation for nature which assists us attain a sustainable future. The Institute also assists in the development and preservation of unique water recharge areas and wildlife habitats. The Institute conducts education programs on site, develops an interpretive program, maintains wildlife habitat and recreation amenities. OBJECTIVES FY 2005 ∼ Construction of Astronomy Observatory complete ∼ Add 50 new members to the Institute ∼ Add reptile interpretive area ∼ Publish regular member news magazine on quarterly basis ∼ Become designated an Important Birding Area ∼ Implement curriculum based field trips for schools ∼ Target secondary level school students with specific “research” programs ∼ Implement Discovery Adventure program for the general public ∼ Implement Junior Ranger program ∼ Develop methods to complete fund raising for Education Center by June ∼ Establish “on-site” college and university classes for astronomy and biology programs ACCOMPLISHMENTS FY 2004 ∼ Membership increased to 230 ∼ Archaeology experience completed and used during the year ∼ Gift shop receipts increased by 100% ∼ Design review complete for Education Center ∼ 10 students from Mesa Community College and Chandler Gilbert Community College participated in service-learning programs ∼ Secured grant from Game and Fish and Department of Education totaling $17,000 ∼ Final stages of research nearly complete to be designated an Important Birding Area ∼ Raised additional $75,000 in kind and cash donations to the Education Center and Observatory BUDGET ISSUES The Institute took responsibility for maintenance of the Preserve at a cost of $50,000. Actual FY 2002 Actual FY 2003 Projected FY 2004 Anticipated FY 2005 Visitors participating in activities 8,127 10,200 12,000 14,000 Increase in nesting areas 10% 30% 10% 10% Number of burrowing owl active nest sites 0 4 5 6 Number of Discovery Adventure Pack sessions 0 0 104 156 Number of secondary level students participating in programs 0 30 100 200 PERFORMANCE/ACTIVITY MEASURES - 189 - Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Actual FY 2002 Actual FY 2003 Budget FY 2004 1.00 1.00 2.00 2.00 2.00 1.00 1.00 2.00 2.00 2.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 149,515 Total Expenses $ 149,515 121,755 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 111,210 38,305 - Total Expenses $ 149,515 $ Total Revenues Total Expenses Net Operating Result $ 1,105 $ $ 151,530 $ COST PER VISITOR PARTICIPATING IN ACTIVITIES $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2002 FY 2003 FY 2004 - 190 - 150,900 71,450 $ FY 2005 46,700 222,350 Budget FY 2005 198,230 151,530 8,000 222,350 Budget FY 2005 Projected FY 2004 188,630 180,630 $ $ 130,070 21,460 - Budget FY 2004 32,085 222,350 Projected FY 2004 180,630 153,840 121,755 $ 151,530 151,830 28,800 - Actual FY 2003 150,620 149,515 $ Budget FY 2004 121,755 Budget FY 2005 151,530 180,630 110,828 10,927 - Actual FY 2002 OPERATING RESULTS $ Budget FY 2005 Projected FY 2004 180,630 Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY 121,755 Projected FY 2004 223,020 222,350 $ 670 Special Districts assessed to property tax parcels within each district based upon the relative value of each parcel. PURPOSE STATEMENT Special Districts are established to pay for specific statute allowed expenses. Gilbert has funds for parkway improvement districts, street light improvement districts and special assessment improvement districts. The revenue for these districts is either a levy amount on the property tax bill or a direct bill to the property owner based on the allocated cost of the improvement. Parkway Improvement Districts Gilbert has eleven subdivisions which use a Parkway Maintenance Improvement District (PKID) for maintenance of their drainage, retention, and off-site improvements. All other subdivisions approved since 1983 meet this maintenance obligation through Homeowner’s Associations. FUND DESCRIPTIONS The costs of each PKID are recovered through special assessments which are levied on a per lot basis each year. Street Light Improvement Districts Gilbert uses Street Light Improvement Districts (SLID) to recover the maintenance and operating costs of streetlights installed within subdivisions and business parks through the community. This is part of the established policy of assuring that growth pays its own way as development occurs within the community. There are currently approximately 300 SLIDs, and more are added annually. Gilbert has historically provided the levels of service sought by the neighborhoods. Recent improvements include: wall painting; play area improvements, and increased chemical treatments. The amount levied is $344,400. The anticipated expenditures are $406,430. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted a budget of $1,328,010 and a levy of $1,168,530. One hundred thousand of this budget is an allowance for districts formed during the year. The levy is - 191 - Special Districts PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Maintenance Total Expenses Budget FY 2004 Projected FY 2004 Budget FY 2005 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 977,065 383,614 1,207,580 421,580 1,028,600 364,000 1,328,010 406,430 $ 1,244,924 $ 1,360,679 $ 1,629,160 $ 1,392,600 $ 1,734,440 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,231,824 13,100 1,347,329 13,350 1,615,660 13,500 1,378,700 13,900 1,720,440 14,000 $ 1,244,924 $ 1,360,679 $ 1,629,160 $ 1,392,600 $ 1,734,440 Actual FY 2002 Actual FY 2003 Budget FY 2004 Projected FY 2004 Budget FY 2005 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 912,808 332,116 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 1,112,144 1,244,924 $ (132,780) $ 1,588,865 1,360,679 228,186 - 192 - 1,192,690 1,629,160 $ (436,470) $ 1,177,750 1,392,600 (214,850) $ 1,512,930 1,734,440 (221,510) Other Agency Leadership Centre PURPOSE STATEMENT Education for Homeowners Associations. These funds provide distinct accounting for specific activities. In some instances Gilbert supports various organizations through contributions and related expenditures for specific activities such as Congress of Neighborhoods. In other instances organizations provide revenue to Gilbert though contributions or service fees such as Santan Mitigation and Public Safety Security. Comprised of students from all Jr. High and High Schools in Gilbert who serve as a voice for the students to the Mayor and Town Council. FUND DETAIL Cable TV Mayor's Youth Task Force Economic Development No longer active. Contribution for purchase of cable equipment. Public Safety Funds Gilbert's Promise to Youth Contributions to support awards and expenses for special activities such as victim assistance. An alliance of community members who work to ensure that Gilbert youth have access to five fundamental resources - mentoring, protection, nurturing, teaching, and serving. Confiscated Funds Dollars provided through confiscation of property by the Police Department. United Way Public Safety Security Gilberts participation in the annual United Way campaign. Companies contract for security and pay a flat hourly rate. Security is provided during construction and at special events. Santan Mitigation Citizens Action Network Deposits provided by Developers to pay for Freeway mitigation costs. A group of community organization representatives striving to make Gilbert a safer place for youth. MAG - Special Census Established to fund the mid-decade census. Court Funds Water Safety Court collects a percentage of fines to be only used for technology or security in the Court. Coalition to promote water safety through public awareness of child safety issues. Community Support Community celebrations. - 193 - Other Agency PERSONNEL BY ACTIVITY Court JCEF Total Personnel EXPENSES BY ACTIVITY Public Safety Funds Confiscated Funds Public Safety Security Emergency Relief Fund Citizens Action Network Court Funds Community Support Leadership College SE Neighborhood College Mayor's Youth Task Force Economic Development Cable TV Gilbert's Promise to Youth United Way Santan Mitigation MAG - Special Census Arts Fund Water Safety Contingency Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Budget FY 2004 0.00 0.07 0.21 0.21 0.00 0.00 0.07 0.21 0.21 0.00 Actual FY 2002 Actual FY 2003 Budget FY 2004 8,670 49,992 226,066 6,420 13,259 81,497 7,862 10,133 28,150 6,119 19,264 4,406 1,334 13,893 200,000 57,273 2,146 11,156 124,411 6,684 131,613 15,204 10,038 3,775 16,348 15,783 839,574 544 - 110,000 92,210 2,500 10,050 7,500 16,000 827,500 413,000 - 734,338 $ 1,177,276 $ 1,478,760 Actual FY 2003 Budget FY 2004 223,237 397,835 113,266 126,200 994,738 56,338 122,210 863,550 413,000 80,000 734,338 $ 1,177,276 $ 1,478,760 Actual FY 2003 Budget FY 2004 Actual FY 2002 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2003 Actual FY 2002 EXPENSES BY CATEGORY Total Expenses Actual FY 2002 1,122,125 734,338 $ 387,787 1,362,544 1,177,276 $ 185,268 - 194 - Projected FY 2004 Projected FY 2004 Budget FY 2005 2,810 204,000 400 133,430 12,210 4,500 72,700 26,840 448,500 800 $ 906,190 250,000 80,000 2,500 7,500 16,000 $ Projected FY 2004 $ (206,260) $ 906,190 356,000 Budget FY 2005 212,290 551,760 62,140 80,000 1,272,500 1,478,760 $ Budget FY 2005 250,000 26,000 80,000 $ Projected FY 2004 481,570 906,190 (424,620) $ 356,000 Budget FY 2005 475,400 356,000 119,400 Replacement Funds __________________________________ Replacement Funds Summary General Fund Equipment Replacement Street Fund Equipment Replacement Water Fund Repair and Replacement Wastewater Fund Repair and Replacement Residential Solid Waste Equipment Replacement Commercial Solid Waste Equipment Replacement Replacement Funds FUNDS DESCRIPTION Replacement Funds are a savings account for replacement of equipment or infrastructure. Gilbert established replacement funds to account for the use of the assets over time and to reduce the intergenerational inequities of future generations replacing the infrastructure “used up” by the previous generation. If no funds were available for replacement, substantial fee increases might be necessary and/or debt issued which increases the cost of replacement by the cost of interest and related debt issuance costs. FUND INFORMATION General Fund Equipment Replacement – The General Fund cost centers make contributions to the General Fund Equipment Replacement fund based on the useful life of the equipment. The goal is to fund equipment replacements with these contributions. Gilbert established the General Fund Equipment Replacement fund in 2002. The project balance at the end of FY05 is about 40% of the total value of replacement equipment. Funding transfers to the General Fund will begin in FY06. Street Equipment Replacement – The Street Fund cost centers make contributions to the Street Fund Equipment Replacement fund based on the useful life of the equipment. The goal is to fund equipment replacements with these contributions. Gilbert established the Street Equipment Replacement fund in 2002. The project balance at the end of FY05 is about 20% of the total value of replacement equipment. Funding transfers to the Street Fund will begin in FY06. Water Repair and Replacement – Gilbert established a Water Repair and Replacement Fund in FY04 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replacement infrastructure that benefits the community as a whole such as wells, larger diameters water mains, reservoirs and treatment facilities. The Water Repair and Replacement Fund contains a fleet replacement component. Wastewater Repair and Replacement – Gilbert established a Wastewater Repair and Replacement Fund in FY04 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replacement infrastructure that benefits the community as a whole such as lift stations, larger diameters wastewater mains, reclaimed water reservoirs and wastewater treatment facilities. The Wastewater Repair and Replacement Fund contains a fleet replacement component. Residential Solid Waste Equipment Replacement – As solid waste equipment is used a portion of the cost of replacement is set aside in this fund to finance the future replacement. This structure evens out the cash flow in the operating fund and provides better cost of services information upon which to base user fees. Commercial Solid Waste Equipment Replacement – As solid waste equipment is used a portion of the cost of replacement is set aside in this fund to finance the future replacement. This structure evens out the cash flow in the operating fund and provides better cost of services information upon which to base user fees. - 195 - Replacement Funds The anticipated fund balance as of July 2005 for each replacement fund is listed below. Fund Fund Balance General Street Water Wastewater Residential Solid Waste Commercial Solid Waste $ Total Replacement Funds $ 3,839,000 680,000 9,209,000 4,911,000 (46,000) (19,000) 18,574,000 The current value of all replacement assets is: Fund Asset Value General Street Water Wastewater Residential Solid Waste Commercial Solid Waste $ Total Current Asset Value $ 202,163,000 9,821,000 4,010,000 106,940,000 76,077,000 5,046,000 269,000 The percentage of fund balance to asset value is listed below. Fund % Funded General Street Water Wastewater Residential Solid Waste Commercial Solid Waste 39.09% 16.96% 8.61% 6.46% -0.91% -7.06% - 196 - Replacement Funds Actual FY 2002 GENERAL FUND OPERATING RESULTS Total Revenue Total Expenses Net Operating Result 431,990 $ Total Revenue Total Expenses $ Total Revenue Total Expenses $ WASTEWATER FUND OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ RESIDENTIAL SW FUND OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ COMMERCIAL SW FUND OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ $ 163,143 900,028 $ 160,973 955,210 $ Budget FY 2004 160,973 $ Projected FY 2004 955,210 - Actual FY 2003 163,143 - WATER FUND OPERATING RESULTS Net Operating Result 431,990 Budget FY 2004 900,028 - Actual FY 2002 STREET FUND OPERATING RESULTS Net Operating Result Actual FY 2003 170,850 960,050 - 1,547,330 - 960,050 $ 1,547,330 Projected FY 2004 170,850 $ Budget FY 2005 Budget FY 2005 172,030 $ 172,030 184,040 $ Actual FY 2002 Actual FY 2003 Budget FY 2004 - - - 4,792,010 - 4,750,370 333,000 - $ 4,792,010 $ 4,417,370 Projected FY 2004 Budget FY 2005 - $ - $ Projected FY 2004 184,040 Budget FY 2005 Actual FY 2002 Actual FY 2003 Budget FY 2004 - - - 2,364,160 - 2,581,930 35,000 - $ 2,364,160 $ 2,546,930 Projected FY 2004 Budget FY 2005 - $ - Actual FY 2002 Actual FY 2003 - - - $ - Actual FY 2002 Actual FY 2003 - - - $ - - 197 - $ Budget FY 2004 690,740 935,000 $ 1,061,500 1,010,000 (244,260) $ Budget FY 2004 99,500 $ Projected FY 2004 99,500 $ 51,500 760,030 858,000 Budget FY 2005 66,870 $ 66,870 (97,970) 99,500 185,400 $ (85,900) − 198 − Capital Improvements __________________________________ Capital Improvements Summary Capital Improvement Listing Capital Improvement Descriptions Capital Improvements Capital Improvement projects are reviewed on an annual basis before budget preparation begins. The Council adopted the Capital Improvement Plan and Five Year Program in January 2003. The first year of the five year program is included in this document. The remaining years are found in a separate document. The following table and graph shows the project breakdown by amount and percentage rounded to the nearest thousand. Redevelopment 3.6% Fire Protection Municipal Facilities Parks and Recreation Storm Water Streets Traffic Control Wastewater Water Redevelopment Improvement Districts Total Capital Projects 4,726,000 7,714,000 20,642,000 4,201,000 68,950,000 2,354,000 55,603,000 15,761,000 8,133,000 35,000,000 Water 7.1% Improvement Districts 15.6% Wastewater 24.9% Fire Protection 2.1% Storm Water 1.9% Municipal Facilities 3.5% Traffic Control 1.1% Parks and Recreation 9.3% $ 223,084,000 Streets 30.9% Future operating costs for capital projects are included in the planning phase and must be included in the operating departments once the project is completed. Below is a summary table that provides the future operating impacts for projects which are currently under construction. Category 2004-05 2005-06 2006-07 2007-08 2008-09 Fire Protection Municipal Facilities Parks and Recreation Storm Water Streets Traffic Control Wastewater Water Redevelopment Improvement Districts 1,153,000 25,000 247,000 5,000 351,000 20,000 342,000 99,000 24,000 - 1,153,000 197,000 849,000 7,000 508,000 41,000 370,000 196,000 24,000 - 1,153,000 197,000 849,000 15,000 595,000 46,000 2,027,000 221,000 29,000 - 1,153,000 197,000 854,000 15,000 595,000 51,000 3,577,000 221,000 29,000 - 1,153,000 197,000 854,000 15,000 595,000 56,000 3,577,000 221,000 29,000 - Total Operating Costs $ 2,266,000 $ 3,345,000 $ 5,132,000 $ 6,692,000 $ 6,697,000 Total $ $ $ $ $ $ $ $ $ $ 5,765,000 813,000 3,653,000 57,000 2,644,000 214,000 9,893,000 958,000 135,000 - $ 24,132,000 The following pages list the Capital Improvement Projects for Fiscal Year 2004-05 by project type. - 199 - Capital Improvement List (In thousands) Ref # 1 2 3 4 Prior Years Project Fire Protection Fire Brush Truck Fire Station 6 - Warner Road Fire Station Emergency Signals Fire Station 5 - Permanent Facility Total Fire Protection 2004-05 Adopted $ Municipal Facilities South Area Service Center Police Software Upgrade Imaging Technology Public Works 800 mhz Radio Conversion Total Municipal Facilities $ 3,769 742 42 4,553 9 10 11 12 13 14 15 16 17 18 19 20 Parks and Recreation Heritage Trail Middle Segment (Consolidated Canal) Heritage Trail South Segment (Consolidated Canal) Heritage Trail North Segment (Consolidated Canal) Power Line Trail Santan Vista Trail Greenfield Aquatic Center Elliot District Park Field Lighting Project Hetchler Park Santan Basins and Park Trails McQueen Park Phase III Rittenhouse Regional Park Total Parks and Recreation 110 108 114 89 60 256 3,082 2 2,728 33 5,134 $ 11,716 889 891 887 805 621 3,698 100 1,530 518 10,072 591 40 $ 20,642 1,172 184 13,596 1,746 13,277 595 714 26,128 $ 30,570 999 999 1,001 2,066 865 3,954 16,778 3,278 16,523 10,700 6,439 26,168 $ 89,770 21 22 23 Storm Water Greenfield/Warner Basin and Improvements Queen Creek Wash Sanoqui Wash Total Storm Water 1,026 1 267 1,294 2,313 160 1,728 4,201 432 1,467 522 2,421 3,771 1,628 2,517 7,916 24 25 26 27 28 29 30 31 32 33 34 35 $ Streets Lindsay Road - Ray to Williams Field Gilbert Road - Frye to Knox Greenfield Road - Knox to Ray Val Vista Road - UPRR to Eastern Canal Baseline Road - Consolidated Canal to Greenfield Santan Freeway Interface Project Germann Road Improvements and Bridge Val Vista - Realigned Pecos to Germann Pecos Road - Recker to the EMF Williams Field Road - Gilbert to Eastern Canal Higley Road Bridge over Sanoqui Wash Pecos Road - Lindsay to Recker - 200 - 2,611 5,941 9,518 1,423 2,552 1,765 2,951 189 1,532 1 14 2,548 $ 4,916 2,186 90 522 7,714 Project Total 1,153 95 434 1,682 5 6 7 8 $ 210 2,119 240 2,157 4,726 Future Years Activity $ 734 1,164 1,542 2,698 216 8,141 2,205 3,206 2,990 934 208 21,702 $ 319 945 1,264 $ $ 8,981 572 108 9,661 17,666 3,500 240 522 $ 21,928 $ 879 2,840 440 596 3,283 3,994 1,902 4,316 1,761 - $ 210 3,591 1,280 2,591 7,672 4,224 9,945 11,500 4,717 2,768 9,906 8,439 7,389 6,424 5,251 1,983 24,250 Capital Improvement List (In thousands) Ref # Prior Years 2004-05 Adopted Future Years Activity Project Total 6,107 230 1,254 6 $ 38,642 15,737 859 4,133 630 1,851 $ 68,950 1,295 829 6,323 $ 28,458 21,844 2,384 6,216 6,959 1,851 $ 136,050 124 - 454 161 192 200 194 161 166 161 170 170 118 68 139 2,354 5,967 3 48 66 6,084 6,545 161 192 200 197 161 166 161 170 170 180 183 139 8,625 Project 36 37 38 39 40 Streets (continued) Realigned Greenfield - Ray to Pecos Ocotillo Road - Higley to Recker Scalloped Streets - Central Higley and Williamsfield Improvements Higley Road - 2640 Feet North of Ocotillo Total Streets 41 42 43 44 45 46 47 48 49 50 51 52 53 Traffic Control ATMS Interconnect Project Havencrest and Power Higley and Germann Higley and Queen Creek Higley and Ray Islands Drive and Elliot Mesquite and Greenfield Cooper and Merrill Pecos and Greenfield Pecos and Val Vista Higley and Williams Field Pecos and Higley Warner and Western Skies Total Traffic Control $ Wastewater 18" Reclaimed Water Main - Olney Alignment Neely Wastewater Reclamation Plant Expansion South Recharge Site Reclaimed Water Injection Wells Reclaimed Water Main - Greenfield Road 16" Reclaimed Water Main - Germann Road SWWRP 3 mg Reclaimed Water Reservoir South Wastewater Reclamation Plant Reclaimed Water Main - Recker Road Sewer - Lindsay/Germann/Pecos 15" Sewer - Ocotillo 16" Reclaimed Water Main - Higley Road 16" Reclaimed Water Main - Pecos Road 21" and 18" Sewer - Greenfield Higley/Warner/Williams Field Roads Sewer/Water Elliot Road 16" Reclaimed Water Line Gilbert Commons Lift Station and Force Main Reclaimed Water Mains SWWRP to Recharge Manhole Rehabiliation SCADA System Phase II Western Canal Recovered Water Line Total Wastewater 803 15,090 2,648 161 10 42 3,502 3,783 27 966 $ 27,032 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 - 201 - 14 49 124 $ 821 2,356 618 182 237 570 3,993 29,778 1,440 5,018 383 513 463 1,696 5,531 20 155 837 257 369 366 $ 55,603 $ 54 9,144 289 1,710 73 5,885 115,802 1,609 320 2 3,197 386 2,241 3,487 $ 144,199 $ 1,678 17,446 12,410 632 1,957 643 9,920 149,082 3,049 5,018 703 515 463 1,696 12,511 433 3,362 4,324 257 369 366 $ 226,834 Capital Improvement List (In thousands) Ref # Prior Years 2004-05 Adopted Future Years Activity Project Total 1,286 6,085 2,451 427 536 91 34 $ 10,910 501 152 810 513 5,035 2,046 135 135 380 3,286 495 331 1,433 509 $ 15,761 416 9,267 517 39 58,833 131 522 179 196 3,180 6,594 5,491 3,764 $ 89,129 2,203 15,504 3,778 552 63,868 2,177 1,084 850 667 6,500 7,089 5,822 1,433 4,273 $ 115,800 3,592 418 2,732 270 469 652 8,133 $ 5,368 5 183 207 41 1,348 7,152 11,108 448 3,178 870 510 2,000 $ 18,114 Project 75 76 77 78 79 80 81 82 83 84 85 86 87 88 Water 16" Water Main - Greenfield Road 4 MG Reservoir and Pump Station Seville Project Participation 16" Water Main - Recker and Baseline Well, 4mg Reservoir and Pump Station Higley Road Transmission Main Well 22 - Recker and Queen Creek Well 23 - Baseline and Consolidated Canal 8" Appleby Waterline Turner Ranch Conversion Well, 2mg Reservoir and Pump Station 2 mg Reservoir and Pump Station 16" Water Main Replacement South Area Recker Road Transmission Main Total Water 89 90 91 92 93 94 Redevelopment Multi-Model Transit Center Water Tower Preservation Streetlight Replacement North Elm Parking Completion Street Theme Furnishings Ash Street Extension Total Redevelopment $ 2,148 25 263 393 2,829 Improvement Districts New Districts Total Improvement Districts $ - 35,000 $ 35,000 $ - 35,000 $ 35,000 TOTAL CAPITAL IMPROVEMENT COSTS $ 98,782 $ 223,084 $ 318,938 $ 667,709 95 - 202 - $ Capital Improvement Descriptions Annual Maintenance Cost: $127,000 Funding Sources: Existing GO Bonds, Park SDF, General Government SDF, Street Fund, County-Requested Fire Protection 1. Fire Brush Truck Acquisition of a brush truck which is not directly associated with a new fire station. The addition of the brush truck will supplement existing response companies by giving crews the ability to access areas of Town that an Engine or Ladder Company have difficulty obtaining. Fiscal Year 2004-05: $210,000 Annual Maintenance Cost: $10,000 Funding Sources: Fire SDF, General Fund 6. Police Software Upgrade Replacement of the Police Department Computer Aided Dispatch (CAD) and Report Management System (RMS) to a compatible system for growth and mutual aid agreements. This will replace the current HiTech software. Fiscal Year 2004-05: $2,185,960 Annual Maintenance Cost: $70,000 Funding Source: General Fund 2. Fire Station 6 – Warner Road Construction of a new 10,000 square foot, four bay station on a purchased three acre site located on Warner between Higley and Ray. Will also include an additional pumper. Fiscal Year 2004-05: $2,118,770 Annual Maintenance Cost: $1,126,000 Funding Source: Fire SDF 7. Imaging Technology This project provides for the purchase and acquisition of digital scanning equipment and software that will allow public records to be scanned, stored, and retrieved electronically. Fiscal Year 2004-05: $90,250 Annual Maintenance Cost: $0 Funding Source: General Fund 3. Fire Station Emergency Signals This project provides for the construction of traffic control signals at each fire station. A station merits installation of a signal when traffic volume or speed increases and prohibits safe entry on to the arterial roadway. Station 2 and Station 5 are budgeted in FY05 to receive emergency signals. Fiscal Year 2004-05: $240,000 Annual Maintenance Cost: $4,000 Funding Source: Fire SDF 8. Public Works 800 MHz Radio Conversion Conversion of the Public Works field operations radio system to 800 MHz. This will allow all Gilbert departments to communicate on the same system in emergencies and for daily operations. Fiscal Year 2004-05: $522,150 Annual Maintenance Cost: $0 Funding Sources: Street Fund, Solid Waste Fund, Water Fund, Wastewater Fund, General Fund 4. Fire Station 5 – Permanent Facility This project provides for the construction of a new 10,000 square foot station on a donated site on Germann, near the RWCD Canal. The station includes four bays and is configured for 12 staff members. This replaces the temporary facilities located at Power and Queen Creek. Fiscal Year 2004-05: $2,157,510 Annual Maintenance Cost: $13,000 Funding Source: Fire SDF Parks and Recreation 9. Heritage Trail Middle Segment (Consolidated Canal) Multi-modal canal trail improvements from the Western Canal south to Warner. Improvements to include bridge crossing, landscape, concrete pathway, rest areas, lighting, and signage (11⁄2 miles). Fiscal Year 2004-05: $888,800 Annual Maintenance Cost: $12,000 Funding Sources: Federal-CMAQ, Park SDF Municipal Facilities 5. South Area Service Center This project provided for the acquisition of 70 acres of the 80 acres located at the northwest corner of Greenfield and Queen Creek. The initial funding includes a Master Plan which identifies the Public Works and General Government uses which need to be located on the site to serve the future south area of Gilbert. The initial plan indicates half of the site to be used for Parks and Recreation purposes. This phase of construction includes Public Works offices, landscaping, parking, storage year, fueling facilities, and adjacent street improvements. Fiscal Year 2004-05: $4,915,700 - 203 - Capital Improvement Descriptions 15. Elliot District Park 65-acre park, located between Recker and Power on Elliot, to be developed with similar amenities as Freestone and Crossroads Parks. Typical Improvements to include ball fields, sports courts, interior roadways, parking lots, landscaping, hardscape, armadas, play areas, restrooms, lighting, utilities, etc. Also included in the capital budget are an Activity Center and a 1,500 square foot Satellite Parks Maintenance Facility with parking, storage, and lighting. Fiscal Year 2004-05: $100,250 Annual Maintenance Cost: $0 Funding Source: Park SDF Parks and Recreation (continued) 10. Heritage Trail South Segment (Consolidated Canal) Multi-modal canal trail improvements on both sides of the Consolidated Canal from Warner south to the Gilbert-Chandler border at Galveston. Improvements to include concrete pathway, landscape, irrigation, lighting, signage, traffic control measures, rest areas, and interpretive kiosks (11⁄2 miles). Fiscal Year 2004-05: $891,400 Annual Maintenance Cost: $12,000 Funding Sources: Federal TEA-21, Park SDF 11. Heritage Trail North Segment (Consolidated Canal) Multi-modal canal trail improvements from Baseline south to the Western Canal. Improvements to include bridge crossing, landscape, concrete pathway, rest areas, lighting, and signage (11⁄2 miles). Fiscal Year 2004-05: $887,400 Annual Maintenance Cost: $12,000 Funding Sources: Federal TEA-21, Park SDF 16. Field Lighting Project This project provides for the lighting of fields at Higley High, Higley Middle, Coronado Ranch Middle, and Santan Middle Schools in FY04/05. This project is designed to provide additional playing fields for team sports through joint utilization efforts. Fiscal Year 2004-05: $1,529,830 Annual Maintenance Cost: $0 Funding Sources: Investment Income, GO Bond 2001 12. Power Line Trail Continuation of improvements along the alignment of the power line easement between Val Vista and Power, midway between Guadalupe and Elliot. Improvements focusing on the eastern half mile, primarily to include landscaping, signage, seating areas, hitching posts, and possible ROW acquisition. Current phase is between Val Vista and Higley. Fiscal Year 2004-05: $805,180 Annual Maintenance Cost: $5,000 Funding Sources: Park SDF, Federal Grant 17. Hetchler Park This project allows for initial development of replacement soccer facilities for the Gilbert Youth Soccer Association. Fiscal Year 2004-05: $517,790 Annual Maintenance Cost: $93,000 Funding Source: General Fund 18. Santan Basins and Park Trails The drainage system for the Santan Freeway includes several basins. To maximize the benefit to residents, the Town will evaluate the joint use of these basins as park space. Park amenities will include multi-use play fields, dog park, sport courts, group ramada/picnic areas, multi-use trails, parking, landscaping, and lighting. Fiscal Year 2004-05: $10,071,820 Annual Maintenance Cost: $200,000 Funding Source: Park SDF 13. Santan Vista Trail Multi-modal canal trail improvements from Baseline south to the Western Canal. Improvements to include landscape, irrigation, concrete pathway, rest areas, interpretive kiosks, and signage (11⁄2 miles). Fiscal Year 2004-05: $620,540 Annual Maintenance Cost: $12,000 Funding Sources: Grant, General Fund, Park SDF 14. Greenfield Aquatic Center Center is located on the campus of Greenfield Junior High at the Southeast corner of Elliot and Greenfield. Aquatic features include a zero-depth entry area, water fountains, kiddie slide, tumble buckets, 8-lane competition swim area, two onemeter diving boards, landscaping, hardscape, mechanical building, and main building for lockers, showers, meeting room and staff. Fiscal Year 2004-05: $3,698,440 Annual Maintenance Cost: $188,000 Funding Source: Park SDF - 204 - Capital Improvement Descriptions Sanoqui Wash ends at the Queen Creek wash, west of Higley. Fiscal Year 2004-05: $1,727,590 Annual Maintenance Cost: $5,000 Funding Sources: GO Bond 2001, Wastewater SDF, Investment Income Parks and Recreation (continued) 19. McQueen Park Phase III This will be the final phase of development for McQueen Park including landscaping and amenities on the 20 acre parcel west of the Activity Center. Improvements to include four lighted ball fields, lake, parking lots, hardscape, and circulation. Also included is an 11,000 square foot gymnasium addition to McQueen Park Activity Center, thus establishing the final configuration of all future activity centers. Fiscal Year 2004-05: $590,490 Annual Maintenance Cost: $315,000 Funding Sources: Park SDF, 2001 Bonds, Grant Streets 24. Lindsay Road – Ray to Williams Field Complete Lindsay Road improvements from Ray to 800 feet south of Williams Field on the west side of Lindsay. Lindsay is a minor arterial, with four traffic lanes and a painted median. Project includes final widening of Ray, east of Lindsay on the north side. Fiscal Year 2004-05: $734,050 Annual Maintenance Cost: $50,000 Funding Source: County–Assured 20. Rittenhouse Regional Park Joint effort with the Flood Control District of Maricopa County (FCD), this project will be the second largest public park in the Town of Gilbert (170 acres). The basin will be designed to serve two purposes: Flood control/storm water retention as well as park and recreation amenities. Fiscal Year 2004-05: $40,000 Annual Maintenance Cost: $0 Funding Sources: Park SDF, Water SDF 25. Gilbert Road – Frye to Knox Joint project with Maricopa County Department of Transportation to complete road improvements to bring roadway to a six lane major arterial standard with a raised median. Project includes work with Chandler, including raised medians and improving traffic signals at Gilbert and Chandler Boulevard. Also, undergrounding of overhead utilities and SRP irrigation relocations are required. Fiscal Year 2004-05: $1,164,500 Annual Maintenance Cost: $57,000 Funding Sources: Street Fund, City of Chandler, Developer Contribution, County-Assured Storm Water 21. Greenfield/Warner Basin and Improvements This project provides for the construction of a storm water retention basin at the northwest corner of Greenfield and Warner. In addition, the project will provide for the completion of Greenfield and Warner, signalization of the intersection, and development of the basin as a trail rest site. The Town will also be improving Greenfield, south of the intersection through a development reimbursement agreement with the owners to the south. Fiscal Year 2004-05: $2,313,100 Annual Maintenance Cost: $5,000 Funding Sources: Existing Bonds, Investment Income, Streets Fund, Maricopa County, Park SDF, Signal SDF, Wastewater SDF, Developer Contribution 26. Greenfield Road – Knox to Ray Reconstruction of Greenfield Road from Knox to Ray, including a bridge under the Union Pacific Railroad. Relocation of utilities is also included. Fiscal Year 2004-05: $1,542,020 Annual Maintenance Cost: $25,000 Funding Source: 2003 Bonds 27. Val Vista Road – UPRR to Eastern Canal Complete Val Vista improvements from the UPRR south to the Eastern Canal (adjacent to Rodeo Park). Construction will include 11⁄2 miles of full six lane arterial roadway with raised medians, landscape, bike paths, sidewalks, and street lighting. Fiscal Year 2004-05: $2,698,480 Annual Maintenance Cost: $28,000 Funding Sources: Street Fund, Developer Contribution, County-Assured, 2003 Bonds 22. Queen Creek Wash Channel improvements to Queen Creek Wash from Recker to Higley to carry the 100-year flood event. Queen Creek Wash ends in the East Maricopa Floodway at Higley. Fiscal Year 2004-05: $160,320 Annual Maintenance Cost: $5,000 Funding Source: Developer Contribution 23. Sanoqui Wash Channel improvements to Sanoqui Wash from Power to Higley to carry the 100-year flood event. - 205 - Capital Improvement Descriptions arterial with a raised median. Project also includes RR crossing at the intersection of Power and Pecos. Fiscal Year 2004-05: $2,989,950 Annual Maintenance Cost: $6,000 Funding Sources: Signal SDF, 2001 Bonds, 2003 Bonds, Wastewater SDF, Developer Contribution Streets (continued) 28. Baseline Road – Consolidated Canal to Greenfield Complete Baseline improvements from the Consolidated Canal to Greenfield, including medians, street lights, and constructionreconstruction of related arterial roadways. Baseline is a six lane major arterial with a raised median. Work includes widening of the SRP bridge. Fiscal Year 2004-05: $216,040 Annual Maintenance Cost: $25,000 Funding Sources: GO Bond 2001, Developer Contribution 33. Williams Field Road – Gilbert to Eastern Canal Complete Williams Field improvements from Gilbert to the Eastern Canal. The project consists of a six lane major arterial with a raised median. A traffic signal will be installed at Williams Field and Lindsay and a bridge at Williams Field and the Eastern Canal. Project includes 1⁄2 mile of frontage road on the south side. Fiscal Year 2004-05: $934,230 Annual Maintenance Cost: $55,000 Funding Sources: 2003 Bonds, County-Assured, County-Requested, Water Fund 29. Santan Freeway Interface Project Allowance for improvements to arterial roads to facilitate Santan Freeway construction. Improvements include landscaping and undergrounding Greenfield at UPRR. Fiscal Year 2004-05: $8,140,710 Annual Maintenance Cost: $0 Funding Sources: 2001 Bonds, 2003 Bonds 34. Higley Road Bridge over Sanoqui Wash Unbridged crossing currently. Sanoqui Wash channelization will require this bridge. Construction of a bridge to accommodate a six lane major arterial with a raised median. Fiscal Year 2004-05: $207,640 Annual Maintenance Cost: $3,000 Funding Source: Street Fund 30. Germann Road Improvements and Bridge Germann will be improved from South Menlo Park to the east right-of-way line of the Maricopa Floodway (EMF). Roadway will be six lanes in width, and will include a raised median with street lighting to match the major arterial status of Germann. The Roosevelt Water Conservation District Canal and the East Maricopa Floodway will both be bridged with this project. Fiscal Year 2004-05: $2,204,730 Annual Maintenance Cost: $25,000 Funding Sources: 2001 Bonds, 2003 Bonds, City of Mesa, Developer Contribution 35. Pecos Road – Lindsay to Recker th Pecos from Lindsay to 149 will be designed and constructed to a minor arterial street standard consisting of four lanes with striped paved medians and widening of the Eastern Canal Bridge. Improvements from the Eastern Canal Bridge to 149th will be limited to south half improvements. Realigned Pecos from Val Vista to Recker will be completed to a six lane major arterial with raised medians; Val Vista to Greenfield will require complete realignment and improvements; Greenfield to Higley will be north half street improvements only; Higley to Ponderosa will be medians only; Ponderosa to Recker will be north half street improvements. Fiscal Year 2004-05: $21,701,840 Annual Maintenance Cost: $102,000 Funding Sources: 2003 Bonds, Aesthetic Funds, Signal SDF, Water SDF, Wastewater SDF, Utility Development Contribution 31. Val Vista – Realigned Pecos to Germann Intermittent improvements to Val Vista from realigned Pecos, south to Germann. Val Vista improvements are for a full six lane arterial with medians, landscaping, bike paths, sidewalks, and street lighting. Market Street will be constructed with four lanes and raised median, landscaping, sidewalks, bike path, and street lighting. Fiscal Year 2004-05: $3,206,290 Annual Maintenance Cost: $38,000 Funding Sources: 2003 Bonds, Wastewater Fund, Water Fund 32. Pecos Road – Recker to East Maricopa Floodway Project includes free-span bridge over RWCD East Maricopa Floodway realigned Pecos through Power Ranch development to align with Mesa’s improvements. This project will be a six lane major - 206 - Capital Improvement Descriptions Streets (continued) Traffic Control 36. Realigned Greenfield Road – Ray to Pecos Reconstuction and new construction of approximately 3.4 miles of road. Realigned Greenfield will be constructed to a six lane major arterial with raised median. Will also include bike lanes, sidewalks, landscape, street lighting irrigation lines, water, reclaimed water, and wastewater lines. Fiscal Year 2004-05: $15,736,930 Annual Maintenance Cost: $76,000 Funding Sources: 2003 Bonds, Signal SDF, Water SDF, Wastewater SDF, Utility Development Contribution 41. ATMS Interconnect Project This project provides for the construction of 3 miles per year of conduit and fiber cable to connect all intersections to the Automated Traffic Control System. Costs in the intersections are for the signals and controllers, only. Fiscal Year 2004-05: $454,950 Annual Maintenance Cost: $5,000 Funding Source: Signal SDF 42. Havencrest and Power Design and installation of a minor traffic signal at the intersection of Havencrest and Power. Fiscal Year 2004-05: $160,850 Annual Maintenance Cost: $2,000 Funding Source: Signal SDF 37. Ocotillo Road – Higley to Recker Design and construction of Ocotillo from Higley to Recker. This project consists of widening to two through lanes and paved median for 1⁄2 mile on the north half of the road and 1⁄4 mile of widening to two through lanes and paved median on the south half of the road. Fiscal Year 2004-05: $858,570 Annual Maintenance Cost: $12,000 Funding Sources: Wastewater SDF, Fire SDF, Developer Contribution 43. Higley and Germann Design and installation of a major traffic signal at the intersection of Higley and Germann. Fiscal Year 2004-05: $191,850 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 44. Higley and Queen Creek Design and installation of a major traffic signal at the intersection of Higley and Queen Creek Fiscal Year 2004-05: $199,850 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 38. Scalloped Streets - Central Complete streets adjacent to existing County island residential areas to full width improvements. Project includes: east side of Gilbert from Warner to Watertank; Warner at White Fence Farms II; south side of Ray from Gilbert to Lindsay; and Greenfield from Eastern canal north 2,700 feet. Fiscal Year 2004-05: $4,132,790 Annual Maintenance Cost: $52,000 Funding Sources: 2001 Bonds, Water Fund 45. Higley and Ray Design and installation of a major traffic signal at the intersection of Higley and Ray. Fiscal Year 2004-05: $193,850 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 39. Higley and Williams Field Improvements Improvements on Higley from Williams Field north to the Union Pacific Railroad (UPRR) and south of Williams Field for 600 feet (west half). Also includes improvements on Williams Field from 1,300 feet west of Higley to the UPRR. Both sections of street include an at-grade crossing. Fiscal Year 2004-05: $629,550 Annual Maintenance Cost: $23,000 Funding Sources: 2003 Bonds, County Assured 46. Islands Drive and Elliot Design and installation of a minor traffic signal at the intersection of Islands Drive and Elliot. Fiscal Year 2004-05: $160,850 Annual Maintenance Cost: $2,000 Funding Source: Signal SDF 47. Mesquite and Greenfield Design and installation of a minor traffic signal at the intersection of Mesquite and Greenfield. Fiscal Year 2004-05: $165,850 Annual Maintenance Cost: $2,000 Funding Source: Signal SDF 40. Higley Road – 2640 Feet North of Ocotillo Design and construction of 1⁄2 mile of major arterial street, six through lanes, plus raised median on Higley north of Ocotillo and adjacent to the Town South Recharge Site. Fiscal Year 2004-05: $1,851,310 Annual Maintenance Cost: $18,000 Funding Sources: Wastewater SDF, Park SDF - 207 - Capital Improvement Descriptions Fiscal Year 2004-05: $821,480 Annual Maintenance Cost: $1,000 Funding Sources: Wastewater SDF, Existing Bonds Traffic Control (continued) 48. Cooper and Merrill Design and installation of minor traffic signal at Cooper and Merrill. Fiscal Year 2004-05: $160,850 Annual Maintenance Cost: $2,000 Funding Source: Signal SDF 55. Neely Wastewater Reclamation Plant Expansion This project is an expansion of the Neely Wastewater Reclamation Plant from 8.5 mgd to 11 mgd capacity. This project also includes a 2 million gallon in-ground reclaimed water reservoir and pump station adjacent to the Neely Wastewater Reclamation Plant. The expansion and reservoir are necessary to regulate supply vs. demand. The supply is not available at times of peak demand. Phase II, which builds the head works, will begin in FY03, with completion in FY05. Fiscal Year 2004-05: $2,356,190 Annual Maintenance Cost: $300,000 Funding Sources: Wastewater SDF, Wastewater Fund 49. Pecos and Greenfield Design and installation of a major traffic signal at the intersection of Pecos and Greenfield. Fiscal Year 2004-05: $169,850 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 50. Pecos and Val Vista Design and installation of a major traffic signal at the intersection of Pecos and Lindsay. Fiscal Year 2004-05: $169,850 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 56. South Recharge Site A 140-acre site at the northeast corner of Ocotillo and Higley will be developed similar in design to the Riparian Preserve. The ultimate recharge capacity is 19 million gallons per day. Fiscal Year 2004-05: $617,780 Annual Maintenance Cost: $8,000 Funding Sources: Wastewater SDF, Park SDF 51. Higley and Williams Field This project provides for a traffic signal at Higley and Williams Field. The intersection is considered a major arterial. Fiscal Year 2004-05: $117,940 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 57. Reclaimed Water Injection Wells Construction of one million gallon per day reclaimed water injection wells with associated monitor well and piping to recharge reclaimed water. These wells are required to alleviate restrictions in transmission system and will also be used to provide daily and seasonal storage of reclaimed water. The first two wells with design and construction are anticipated to begin and be completed in FY05. These wells will be located at the Municipal Center. Fiscal Year 2004-05: $181,770 Annual Maintenance Cost: $2,000 Funding Source: Wastewater SDF 52. Pecos and Higley This project provides for a traffic signal at Pecos and Higley. The intersection is considered a major arterial. Fiscal Year 2004-05: $68,040 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 53. Warner and Western Skies This project provides for a traffic signal at Warner and Western Skies. The intersection is considered a minor arterial. Fiscal Year 2004-05: $139,300 Annual Maintenance Cost: $2,000 Funding Source: Signal SDF 58. Reclaimed Water Main – Greenfield Road Provides for approximately 11⁄2 miles of 30” reclaimed water line in Greenfield from Pecos to the South Wastewater Treatment Plant. This will complete the interface between the two reclamation plants. Design will be completed in FY05 with construction in FY06. This line need to be in place when reclaimed water begins production at the South Plant. Fiscal Year 2004-05: $237,180 Annual Maintenance Cost: $1,000 Funding Source: Wastewater SDF Wastewater 54. 18” Reclaimed Water Main Olney Alignment Installation of an 18” reclaimed water line along the Olney alignment from Recker to the RWCD main canal, the East Maricopa Floodway, and the City of Mesa reclaimed water system. This pipeline will allow Gilbert to receive Gilbert’s reclaimed water from the Mesa South East Wastewater Treatment Plant. It will also enable Gilbert to participate in effluent exchanges with RWCD, and will provide an ultimate “disposal” option to the EMF. - 208 - Capital Improvement Descriptions Funding Source: Wastewater (continued) 59. 16” Reclaimed Water Main – Germann Road 16” reclaimed Water main from 1300 feet west of Val Vista to Greenfield in Germann. Fiscal Year 2004-05: $569,570 Annual Maintenance Cost: $1,000 Funding Source: Wastewater SDF Wastewater SDF 65. 16” Reclaimed Water Main – Higley Road 16” reclaimed water main from Elliot to Warner in Higley. Fiscal Year 2004-05: $513,300 Annual Maintenance Cost: $0 Funding Source: Wastewater SDF 60. SWWRP 3 mg Reclaimed Water Reservoir Construction of a reclaimed water reservoir (3 MG) and pump station adjacent to the South Wastewater Reclamation Plant (SWWRP). The design and construction will begin in 2004/05. The reservoir will serve the customers in the southeast service area. Reservoir will be located on Greenfield between Queen Creek and Germann. Fiscal Year 2004-05: $3,993,090 Annual Maintenance Cost: $145,000 Funding Source: Wastewater SDF 66. 16” Reclaimed Water Main – Pecos Road 16” reclaimed water main on east side of Maricopa County Floodway going north approximately 1,500 feet. This reclaimed water main will serve the north end of Power Ranch and the park/retention basin. Fiscal Year 2004-05: $462,800 Annual Maintenance Cost: $1,000 Funding Source: Wastewater SDF 67. 21” and 18” Sewer - Greenfield Install a 21” and 18” sewer in Greenfield from Ocotillo to Riggs. This is to provide sewer service to the east of Greenfield and to the southeastern corner of the planning area. Fiscal Year 2004-05: $1,696,120 Annual Maintenance Cost: $2,000 Funding Source: Wastewater SDF 61. South Wastewater Reclamation Plant The South Wastewater Reclamation Plant is a joint use facility with the City of Mesa. Design and construction of Phase I of the joint Mesa/Gilbert SWWRP with a total capacity of 16 million gallons per day will occur in 2002-05. Gilbert’s share of the capacity will be 8 million gallons per day. Fiscal Year 2004-05: $29,778,240 Annual Maintenance Cost: $3,050,000 Funding Source: MPC Bonds 62. Reclaimed Water Main – Recker Road Construction of a 16” reclaimed water main in Recker from Warner to Pecos, and a 24” reclaimed water main in Recker from the Olney alignment to Warner. Fiscal Year 2004-05: $1,440,140 Annual Maintenance Cost: $1,000 Funding Source: Wastewater SDF 68. Higley/Warner/Williams Field Roads Sewer Water and Reclaimed Water Extensions Construct five miles of gravity sewer ranging in size from 15” to 27” beginning at Ray south on Higley to the Union Pacific Railroad and east on Williamsfield to 180th Street alignment; beginning at Ray north through Agritopia crossing the future Santan Freeway to Higley north to Warner and east on th Warner to 180 Street. Fiscal Year 2004-05: $5,530,900 Annual Maintenance Cost: $2,000 Funding Source: Wastewater SDF 63. Sewer – Lindsay/Germann/Pecos Installation of a 21” sewer in Lindsay from 1⁄2 mile south of Germann; a 24” sewer in Lindsay from Germann to realigned Pecos; a 18” sewer in Pecos th th th from 150 west to 148 ; a 24” sewer from 148 to Lindsay, and a 27” sewer on Pecos from Lindsay to 140th. Fiscal Year 2004-05: $5,017,810 Annual Maintenance Cost: $3,000 Funding Source: Wastewater SDF 69. Elliot Road - 16” Reclaimed Waterline Construction of a 16” reclaimed waterline in Elliot from Recker west for 3.960 feet. Includes modification to pump station at 164th Street. This will allow the Reservoir/Pump Station to be filled from the northeast quadrant system and discharged back into the system during peak periods. Fiscal Year 2004-05: $20,000 Annual Maintenance Cost: $1,000 Funding Source: Wastewater SDF 64. 15” Sewer - Ocotillo Install a 15” sewer in Ocotillo from Recker to Higley. This will generally serve the area of 1⁄2 mile east of Higley and south of Ocotillo. Fiscal Year 2003-04: $382,870 Annual Maintenance Cost: $0 - 209 - Capital Improvement Descriptions 74. Western Canal Recovered Water Line Replacement of 6,900 feet of faulty 8” recovered water line in the Western canal ROW, from Neely to the midpoint of McQueen Park. Fiscal Year 2004-05: $366,000 Annual Maintenance Cost: $0 Funding Source: Wastewater Fund Wastewater (continued) 70. Gilbert Commons Lift Station and Force Main Expansion of the lift station provides a pump upgrade to increase capacity, addition of a new standby generator, new odor control removal unit, removal of existing wet well tank, and coating of the existing concrete wet well. Fiscal Year 2004-05: $155,200 Annual Maintenance Cost: $36,000 Funding Source: Wastewater SDF Water 75. 16” Water Main – Greenfield Road Replacement of existing 6” water lines with a 16” waterline in Greenfield from Frye to Ocotillo. The current line is undersized and can not carry the flow needed to serve this area. Fiscal Year 2004-05: $501,480 Annual Maintenance Cost: $1,000 Funding Source: Water Fund 71. Reclaimed Water Mains SWWRP to Recharge Install a 36” reclaimed water main from the South Wastewater Reclamation Plant (SWWRP) to the South Recharge site. Main located on Greenfield, Queen Creek, and Higley. This line will carry reclaimed water to the South Recharge site. Secondly, install a 20” reclaimed water main from the SWWRP in Greenfield and Queen Creek to Higley. This line will connect to the reclaimed water pipelines installed by Coronado Ranch and Power Ranch. Design is anticipated in FY05 with construction in FY06. Fiscal Year 2004-05: $837,000 Annual Maintenance Cost: $2,000 Funding Source: Wastewater SDF 76. 4 MG Reservoir and Pump Station Construction of two 4 mg in-ground regional reservoirs and pump stations. One site will be in the Queen Creek/Higley area, and the other site will be in the Galveston/Lindsay area. These improvements will be constructed to allow water to be distributed in two directions. Fiscal Year 2004-05: $151,660 Annual Maintenance Cost: $120,000 Funding Source: Water SDF 72. Manhole Rehabilitation Rehabilitation of 32 manholes in the 42” diameter sewer line located on Hackamore from Cooper east approximately 2/3 mile; on Cooper from Hackamore to Western Canal; and on the Western Canal alignment from Cooper eastward to the Neely Water Reclamation Plant. These manholes have hydrogen-sulfide corrosion damage and need to be repaired and rehabilitated with a corrosion resistant liner. Fiscal Year 2004-05: $257,000 Annual Maintenance Cost: $0 Funding Source: Wastewater Fund 77. Seville Project Participation The Town is participating with the project developer in constructing and upsizing water facilities in and around this project. Facilities include a well, booster station, 2.5 mg reservoir, and water main upsizing. The developer is constructing the facilities and will be reimbursed by system development fees. Fiscal Year 2004-05: $809,730 Annual Maintenance Cost: $25,000 Funding Source: Water SDF 78. 16” Water Main – Recker and Baseline Installation of a 16” waterline in Recker from Baseline to Houston. This project also includes the installation of a 16” waterline in Baseline from midsection Higley to Recker to complete system loop in that area. The project fills a gap in the water distribution line in Baseline. The construction will also help facilitate the inclusion of Town Meadows in the Town water system. Fiscal Year 2004-05: $512,600 Annual Maintenance Cost: $0 Funding Source: Water Fund 73. SCADA System Phase II Expansion of the first phase of an existing wastewater SCADA system that was completed in December of 2002. The Phase I SCADA system project provided monitoring capabilities only for five of the eleven total wastewater lift station sites in Gilbert. Phase II will provide SCADA system capabilities at the remaining wastewater lift station sites. A reclaimed water reservoir located on Greenfield and Elliot, and the surface water distribution pump at the Riparian Preserve. Fiscal Year 2004-05: $369,000 Annual Maintenance Cost: $21,000 Funding Source: Wastewater Fund - 210 - Capital Improvement Descriptions 85. Well, 2mg Reservoir and Pump Station Installation of a well, 2 mg reservoir and a pump station. This facility will be located based on system demand and site availability. Funding in FY05 is to purchase a three acre site for future construction. Fiscal Year 2004-05: $495,410 Annual Maintenance Cost: $0 Funding Source: Water SDF Water (continued) 79. Well, 4mg Reservoir and Pump Station This project consists of seven 1,500 gpm wells, 4 mg reservoirs, and pump stations. Land acquisition (three acres each) is anticipated by FY05 for all seven sites. This project will provide a regional supply and storage for a specific area of Gilbert. Fiscal Year 2004-05: $5,035,000 Annual Maintenance Cost: $54,000 Funding Source: Water SDF 86. 2mg Reservoir and Pump Station Installation of a 2 mg reservoir and a pump station. This facility will be located based on system demand and site availability. Funding in FY05 is to purchase a two acre site for future construction. Fiscal Year 2004-05: $330,610 Annual Maintenance Cost: $0 Funding Source: Water SDF 80. Higley Road Transmission Main Install a 24” water main in Higley from Queen Creek to Ocotillo. This is a continuation of the major northsouth transmission line in Higley and connects to the existing 30” line at Queen Creek. Install a 20” water transmission main in Higley from Ocotillo to Chandler Heights to move water into the southern portion of the planning area. Fiscal Year 2004-05: $2,045,880 Annual Maintenance Cost: $0 Funding Source: Water SDF 87. 16” Water Main Replacement South Area Replace/upgrade existing 6” waterline with a 16” waterline in developed portions of Val Vista from Ocotillo to Chandler Heights and in Ocotillo from Val Vista to Greenfield. Fiscal Year 2004-05: $1,432,650 Annual Maintenance Cost: $0 Funding Source: Water Fund 81. Well 22 – Recker and Queen Creek In-line well injects water directly into water system. Well is located at the southwest corner of Recker and Queen Creek. Fiscal Year 2004-05: $135,000 Annual Maintenance Cost: $12,000 Funding Source: Water SDF 88. Recker Road Transmission Main Install a water transmission main in Recker from Elliot to Pecos to move water from the Treatment Plant into the southeastern service area. In FY05, the portion under the Santan Freeway will be designed and installed with the remainder being designed and installed beyond five years. Fiscal Year 2004-05: $509,570 Annual Maintenance Cost: $0 Funding Source: Water SDF 82. Well 23 – Baseline and Consolidated Canal In-line well injects water directly into water system. Well is located near Greenfield and Queen Creek. Fiscal Year 2004-05: $135,000 Annual Maintenance Cost: $8,000 Funding Source: Water SDF Redevelopment 83. 8” Appleby Waterline Between Greenfield and Val Vista on Appleby, replace existing 6” waterline from the Tankersley Water System with new potable waterline. Line is deteriorated and unstable. Fiscal Year 2004-05: $380,150 Annual Maintenance Cost: $1,000 Funding Source: Water Fund 89. Multi-Modal Transit Center This project provides for the acquisition of land and development of a multi-modal transit center to be located in the vicinity of Oak and Page Streets, near the Union Pacific Railroad line in the Heritage District Redevelopment area. The project is phased, with the first improvements representing the permanent siting of the Park and Ride Lot for the Gilbert express bus service. Fiscal Year 2004-05: $3,591,660 Annual Maintenance Cost: $13,000 Funding Source: Federal Funds 84. Turner Ranch Conversion This project consists of the acquisition of a water and wastewater system located within the Town of Gilbert that is currently owned and operated by the City of Mesa. The system is located within one square mile of northeast Gilbert bounded by Recker, Baseline, Power, and Guadalupe Roads. Fiscal Year 2004-05: $3,285,880 Annual Maintenance Cost: $0 Funding Source: Wastewater Fund, Water Fund - 211 - Capital Improvement Descriptions Redevelopment (continued) Improvement Districts 90. Water Tower Preservation This project provides for painting and minor structural repairs to the Tower located at Page and Ash in the Heritage District. Also included in this project is the development of a plaza/landscaped area on the tower property. Fiscal Year 2004-05: $418,370 Annual Maintenance Cost: $0 Funding Sources: Private Funding, General Fund 95. New Districts Allowance for potential expenditures for new improvement districts. Since Arizona Statues do not permit increasing the budget once adopted, Gilbert adopts an amount for potential improvement districts so the process is not slowed by budget constraints. Fiscal Year 2004-05: $35,000,000 Annual Maintenance Cost: $0 Funding Source: Special Assessment Bonds 91. Streetlight Replacement Replacement if the existing arterial and residential street lights within the Heritage District Redevelopment area. The existing wood theme pools, along with the mixed variety of poles within the Redevelopment area will be replaced with the selected metal theme pole approved by the Redevelopment Commission. Fiscal Year 2004-05: $2,731,400 Annual Maintenance Cost: $5,000 Funding Source: 2001 Bonds 92. North Elm Parking Completion Expansion of the North Elm parking lot at the southwest corner of Page and Elm. Additional retail development may be included on part of the property toward Gilbert along the south side of Page. Fiscal Year 2004-05: $270,000 Annual Maintenance Cost: $0 Funding Source: General Fund 93. Street Theme Furnishings Purchase and install trash receptacles, planters, lighted and architectural bollards, Kiosks, and benches throughout the commercial and residential areas in the Heritage district Redevelopment area. Fiscal Year 2004-05: $469,130 Annual Maintenance Cost: $6,000 Funding Source: 2001 Bonds 94. Ash Street Extension Collector street to be located west of Gilbert between Juniper and the Union Pacific Railroad. The purpose of the project is to improve access to the commercial area west of Gilbert. Fiscal Year 2004-05: $652,000 Annual Maintenance Cost: $5,000 Funding Source: 2003 Bonds - 212 - Debt Service __________________________________ Debt Service Summary Debt Service Detail Debt Service Gilbert issues debt to finance capital project construction. This section of the budget document provides the reader with summary information regarding the type of debt issued, the amount of debt outstanding, the legal limit for general obligation debt, the purpose for that debt, and future debt payment requirements. The following table indicates what percentage each type of bond represents of the total outstanding debt for Gilbert as of 6/30/04. TYPE OF DEBT PRINCIPAL AMOUNT OUTSTANDING General Obligation Street and Highway User Water and Wastewater Public Facility MPC Water Resources MPC Improvement District $ 83,045,000 36,555,000 25,640,000 35,450,000 8,575,000 8,695,000 Total Debt Outstanding $ 197,960,000 Public Facility MPC 18% Water Resources MPC 4% Water and Wastewater 13% Improvement District 4% Street and Highway User 19% General Obligation 42% - 213 - Debt Service Description of Bond Types General Obligation (G.O.) Bonds are backed by the full faith and credit of the issuing municipality. The bonds are secured by the property tax of the Town and are limited in size only to the amount of bond capacity based on the Town’s secondary assessed valuation as determined by the Maricopa County Assessor. The following table illustrates the increase in secondary assessed valuation over the past ten years and the amount of property tax received to repay debt. Year 1995/1996 1996/1997 1997/1998 1998/1999 1999/2000 2000/2001 Secondary Assessed Valuation 233,197,146 266,505,721 344,124,558 408,616,906 484,608,084 593,732,571 Percent Increase 28.0% 14.3% 29.1% 18.7% 18.6% 22.5% Property Tax 2,914,964 3,331,321 4,301,557 5,107,711 6,057,600 7,421,657 Council decreases property tax from $1.25 to $1.20/$100 2001/2002 670,664,757 13.0% 8,047,977 Council decreases property tax rate to $1.15/$100 2002/2003 2003/2004 2004/2005 749,581,043 906,389,287 1,052,321,817 11.8% 20.9% 16.1% 8,620,180 10,423,000 12,101,700 The average annual valuation growth of 19% in the community combined with solid debt planning has allowed the Town to keep the same property tax rate for 17 years prior to FY02 and to decrease the rate to $1.15 per $100 in secondary assessed valuation for FY03. Debt planning for the next five years is predicated on maintaining the $1.15 rate. The Arizona Constitution and State Statute limits Gilbert’s bonded debt capacity to certain percentages of the Gilbert’s secondary assessed valuation by the type of project to be constructed. There is a limit of 20% of secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. A Citizens Bond Committee recommended the Council forward to the voters a bond authorization election in the amount of $57,481,000. The Council approved this action and the bond authorization election was successful. In April, 2002 Gilbert issued $38,975,000 of the authorized amount to finance wastewater improvements, street improvements, parks, recreational facilities, storm water improvements and public safety communications equipment. In November, 2002 the voters approved general obligation bonds in the amount of $80,000,000 to pay for street construction. In September, 2003 Gilbert issued $52,300,000 to begin work on these street projects. Streets fall within the 6% debt limitation so only $17,500,000 in general obligation debt was issued and the remaining amount was issued as Highway User Revenue Bonds. The FY05 budget includes a $15,000,000 general obligation issue. - 214 - Debt Service The following table shows the legal limit as of May 2004. DEBT CAPACITY WITH BOND PREMIUMS INCLUDED 6% Limitation 2003/2004 Secondary Assessed Valuation Allowable 6% Debt Less: 6% Debt Outstanding Unused 6% Debt Capacity $ 1,052,321,817 63,139,309 (47,970,000) $ 15,169,309 20% Limitation 2003/2004 Secondary Assessed Valuation Allowable 20% Debt Less: 20% Debt Outstanding Unused 20% Debt Capacity $ 1,052,321,817 210,464,363 (35,075,000) $ 175,389,363 This table provides the detail for the FY05 general obligation debt budget. Revenue is provided from the $1.15/$100 secondary property tax levy. The amount included in the budget is different than that found on the debt table because a portion of the general obligation bonds are paid from other sources and transfers in provide funding. Issue Name 2002 – Series A 2003 – Series B GADA Loan GO Refunding Series 1998 GO Refunding Series 2002 Contingency for FY05 Issue Total General Obligation Debt Issued $ 38,975,000 17,300,000 18,035,000 8,780,000 20,960,000 n/a $ 104,050,000 Debt Outstanding $ 36,030,000 14,200,000 8,150,000 1,840,000 8,225,000 n/a $ 68,445,000 Tax Supported Debt $ 3,245,280 4,609,000 1,086,390 1,932,000 429,450 3,150,000 $ 14,452,120 Street and Highway User Revenue Bonds are special revenue bonds issued specifically for the purpose of constructing street and highway projects. The bonds are secured by gas tax revenues collected by the State and distributed to cities and towns throughout the State based on a formula of population and gas sales within the county of origin. These bonds are limited by the amount of HURF revenue received from the State. The annual total debt service must not exceed one-half of the annual HURF revenues received. The following table illustrates the debt service as a percent of anticipated revenue. Year FY05 FY06 FY06 FY08 FY09 HURF Revenue $ 7,718,150 7,949,690 10,962,060 11,290,920 11,629,650 Debt Service - 215 - $ 3,264,050 3,272,950 3,282,450 3,272,313 3,301,063 % coverage 42% 41% 30% 29% 28% Debt Service Water and Wastewater Revenue Bonds are issued to finance construction of water and wastewater facilities. The debt is repaid through user fees. The voters must approve the bonds. The amount of debt issued is limited by the revenue source to repay the debt. Subordinate Waster and Wastewater Revenue Bonds are the same as Water and Wastewater Revenue Bonds except they take a lesser position in debt repayment. In case of defeasance, the obligations under the other water and wastewater revenue bonds must be repaid first. Water Resources and Public Facilities Municipal Property Corporation Bonds are issued by a non-profit corporation created by the Town as a financing mechanism for the purpose of financing the construction or acquisition of capital improvement projects. The MPC is governed by a board of directors consisting of citizens from the community appointed by the Town Council. These bonds may be issued without voter approval. Improvement District Bonds are generally issued to pay debt used to finance construction in a designated area within Gilbert. The property owners must agree to be assessed for the repayment of the costs of constructing improvements that benefit the owner’s property. Gilbert is ultimately responsible for the repayment of the debt if the property owner does not pay. The Town currently has three Improvement District Bond issues outstanding: ¾ ¾ ¾ Improvement District 11 Improvement District 18 Improvement District 19 Matures 1/1/2005 Matures 1/1/2006 Matures 1/1/2027 The following table provides a summary of a status of each of the improvement districts. District Number 11 18 19 Debt Issued 20,370,000 5,545,000 6,510,000 Debt Outstanding 2,150,000 35,000 6,510,000 Budget Revenue 2,693,720 0 488,000 Budget Debt 2,231,700 2,830 490,460 TOTAL $ 32,425,000 $ 8,695,000 $ 3,181,720 $ 2,724,990 - 216 - Debt Service The following table shows the total debt payments per year by type of debt. This information was obtained from the debt book prepared by Peacock, Hislop, Staley, and Given, Inc. YR 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 General Obligation 12,655,651 14,534,684 13,184,526 8,830,901 8,934,821 9,263,171 9,337,936 8,959,163 3,567,500 3,577,800 748,163 489,075 3,714,075 3,702,825 3,694,075 Street and Highway 3,264,050 3,272,950 3,282450 3,272,312 3,301,063 3,323,562 3,314,813 3,326,062 3,331,063 3,361,375 3,387,000 3,401,000 3,435,000 3463,000 3,510,000 Water and Wastewater 2,066,931 2,084,200 2,104,850 2,093,500 2,098,500 2,101,500 2,108,625 2,097,975 2,101,425 2,128,525 2,138,525 2,134,275 2,136,275 1,684,025 1,687,275 1,694,875 1,683,000 1,694,063 Sub Water/ Wastewater 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 103,750 $105,194,366 $50,245,700 $35,838,344 $268,750 MPC 3,601,912 3,581,913 3,582,350 3,598,288 3,582,287 3,597,288 3,600,287 3,600,288 3,595,337 3,583,263 3,590,863 12,166,862 3,036,687 3,048,888 3,053,950 3,053,075 3,042,100 $66,915,638 ID 2,724,025 522,718 487,720 488,620 489,000 483,990 488,460 487,280 485,580 483,360 485,490 486,840 482,540 482,590 481,860 485,220 482,670 484,210 479,840 479,560 478,240 480,750 477,090 $13,407,653 Standard and Poor’s bond issue rating from February, 2004 is an A+. Standard and Poor’s rating is for the $25,725,000 Water and Wastewater Refunding issue. This was an upgrade from an A- in September, 2003. - 217 - − 218 − Appendix __________________________________ Personnel Detail Capital Outlay Glossary/Acronyms Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Administrative Secretary Total Mayor and Council 0.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 Town Manager: Manager Town Manager Assistant Town Manager Deputy Town Manager Administrative Assistant Secretary Administrative Secretary Total Manager 1.00 1.00 1.00 0.00 1.00 1.00 5.00 1.00 0.50 0.25 1.00 0.00 0.00 2.75 1.00 0.50 0.25 1.00 0.00 0.00 2.75 1.00 0.50 0.25 1.00 0.00 0.00 2.75 1.00 0.50 0.25 1.00 0.00 0.00 2.75 Financial Management and Planning Assistant Town Manager Capital Project Coordinator Financial Management Coordinator Budget Planning Analyst Administrative Assistant Budget Planning Specialist Total Financial Management & Planning 0.00 1.00 1.00 0.00 0.00 1.00 3.00 0.50 1.00 1.00 1.00 1.00 0.00 4.50 0.50 1.00 1.00 1.00 1.00 0.00 4.50 0.50 1.00 1.00 1.00 1.00 0.00 4.50 0.50 1.00 1.00 1.00 1.00 0.00 4.50 Intergovernmental Deputy Town Manager Intergovernmental Coordinator Management Assistant Total Regular Positions Graduate Intern Total Part Time Positions Total Intergovernmental 0.00 1.00 0.00 1.00 0.50 0.50 1.50 0.25 1.00 0.00 1.25 0.50 0.50 1.75 0.25 1.00 0.00 1.25 0.50 0.50 1.75 0.25 1.00 1.00 2.25 0.00 0.00 2.25 0.25 1.00 1.00 2.25 0.00 0.00 2.25 Neighborhood Services Deputy Town Manager Neighborhood Services Coordinator Neighborhood Services Administrator Neighborhood Services Specialist Total Regular Positions Secretary Administrative Assistant Neighborhood Services Assistant Total Part Time Positions Total Neighborhood Services 0.00 0.00 1.00 2.00 3.00 0.75 0.00 0.60 1.35 4.35 0.25 1.00 0.00 2.00 3.25 0.00 0.75 0.60 1.35 4.60 0.25 0.00 0.00 2.00 2.25 0.00 0.75 0.00 0.75 3.00 0.25 0.00 0.00 2.00 2.25 0.00 0.75 0.00 0.75 3.00 0.25 0.00 0.00 2.00 2.25 0.00 0.75 0.00 0.75 3.00 Communication Deputy Town Manager Sr. Management Assistant - PIO Public Information Specialist AV Specialist Web Development Administrator 0.00 1.00 0.00 2.00 0.00 0.25 0.00 1.00 2.00 1.00 0.25 0.00 1.00 2.00 1.00 0.25 0.00 1.00 2.00 0.00 0.25 0.00 1.00 2.00 0.00 - 219 - Personnel Detail DETAIL BY FUND AND DEPARTMENT Web Development Specialist Total Communication Total Town Manager Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Secretary Office Assistant Records Clerk General Clerk Total Town Clerk Finance and Utilities: Finance Finance Director Accounting Manager Accounting System Analyst Accountant II Accountant I Account Clerk Payroll Coordinator Administrative Assistant Administrative Secretary Senior Accounting Technician Purchasing Specialist Purchasing Technician Accounting Technician Total Finance Utility Customer Service Utilities Supervisor Utilities Billing Manager Utility Service Representative Customer Services Representative Computer Operations Technician Lead Customer Service Representative Total Regular Positions Customer Services Representative Total Utility Customer Service Total Finance and Utilities Technology Services: Technology Services Administration Technology Services Director Technology Services Manager Technology Services Supervisor GIS Administrator GIS Database Analyst 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted 1.00 4.00 0.00 4.25 0.00 4.25 0.00 3.25 0.00 3.25 17.85 17.85 16.25 15.75 15.75 1.00 2.00 0.00 1.00 0.00 0.00 2.00 6.00 1.00 2.00 1.00 0.00 2.00 0.00 0.00 6.00 1.00 2.00 1.00 0.00 2.00 0.00 0.00 6.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 6.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 6.00 1.00 1.00 0.00 2.00 2.00 3.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 3.00 1.00 0.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 3.00 1.00 0.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 3.00 1.00 0.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 3.00 1.00 0.00 1.00 13.00 1.00 0.00 0.00 6.00 0.00 0.00 7.00 1.25 8.25 0.00 1.00 6.00 0.00 0.00 1.00 8.00 1.25 9.25 0.00 1.00 6.00 0.00 1.00 1.00 9.00 1.25 10.25 0.00 1.00 6.00 0.00 1.00 1.00 9.00 1.25 10.25 0.00 1.00 6.00 0.00 1.00 1.00 9.00 1.25 10.25 21.25 22.25 23.25 23.25 23.25 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 - 220 - Personnel Detail DETAIL BY FUND AND DEPARTMENT GIS Technician II GIS Technician I Addressing Technician Addressing Coordinator Network Analyst System Administrator Telecom Administrator Telecom Technician AV Specialist Programmer Analyst PC Technician II PC Technician I Application Support Analyst Help Desk Technician Computer Operations Technician Administrative Supervisor Administrative Secretary Web Development Administrator Data Entry Clerk General Clerk Total Regular Positions Data Entry Clerk General Clerk Total Part Time Positions Total Technology Services 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted 1.00 2.00 0.00 1.00 3.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 2.00 1.00 2.00 0.00 1.00 0.00 0.00 1.00 24.00 0.00 0.50 0.50 24.50 1.00 2.00 1.00 0.00 3.00 1.00 1.00 1.00 0.50 1.00 2.00 2.50 1.00 0.00 2.00 1.00 0.00 0.00 1.00 0.00 25.00 0.50 0.00 0.50 25.50 1.00 2.00 1.00 0.00 3.00 1.00 1.00 1.00 0.00 1.00 2.00 3.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 23.00 0.50 0.00 0.50 23.50 1.00 2.00 2.00 0.00 3.00 1.00 1.00 1.00 0.00 1.00 3.00 3.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 24.00 0.50 0.00 0.50 24.50 1.00 2.00 2.00 0.00 3.00 1.00 1.00 1.00 0.00 1.00 3.00 4.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 25.00 0.50 0.00 0.50 25.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 24.50 25.50 23.50 24.50 28.50 Personnel: Personnel Administration Personnel Director Personnel Analyst Risk & Safety Manager Risk & Safety Coordinator Personnel Services Coordinator Personnel Specialist Administrative Assistant Office Assistant Administrative Secretary Secretary General Clerk Total Personnel Administration 1.00 4.00 0.00 1.00 0.00 1.00 0.00 0.00 0.50 1.00 1.00 9.50 1.00 4.00 1.00 0.00 1.00 0.00 2.50 0.00 0.00 0.00 0.00 9.50 1.00 4.00 1.00 0.00 1.00 0.00 2.50 0.00 0.00 0.00 0.00 9.50 1.00 4.00 0.00 0.00 1.00 0.00 1.50 1.00 0.00 0.00 0.00 8.50 1.00 4.00 0.00 0.00 1.00 0.00 1.50 1.00 0.00 0.00 0.00 8.50 Training and Development Employee and OD Administrator Administrative Assistant Administrative Secretary Total Training and Development 1.00 0.00 0.50 1.50 1.00 0.50 0.00 1.50 1.00 0.50 0.00 1.50 1.00 0.50 0.00 1.50 1.00 0.50 0.00 1.50 Communication Services Network Manager Communication Specialist Total Communication Services Total Technology Services - 221 - Personnel Detail DETAIL BY FUND AND DEPARTMENT Risk Management Risk & Safety Manager Environmental Programs Specialist Total Risk Management 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 Total Personnel 11.00 11.00 11.00 12.00 12.00 TOTAL MANAGEMENT AND POLICY 81.60 83.60 81.00 82.50 86.50 LEGAL AND COURT Prosecutor Town Prosecutor Assistant Town Prosecutor Assistant Town Prosecutor II Assistant Town Prosecutor I Legal Secretary Administrative Supervisor Administrative Secretary Administrative Assistant Secretary Office Assistant General Clerk Total Regular Positions Victim Advocate Cooperative Education Student Total Part Time Positions Total Prosecutor 1.00 4.00 0.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 1.00 10.00 0.50 0.50 1.00 11.00 1.00 0.00 4.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 0.00 11.00 0.50 0.50 1.00 12.00 1.00 0.00 4.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 0.00 11.00 0.50 0.50 1.00 12.00 1.00 0.00 4.00 1.00 2.00 1.00 0.00 2.00 0.00 1.00 0.00 12.00 0.50 0.50 1.00 13.00 1.00 0.00 4.00 1.00 2.00 1.00 0.00 2.00 0.00 1.00 0.00 12.00 0.50 0.50 1.00 13.00 Municipal Court Presiding Judge Municipal Judge Court Administrator Administrative Supervisor Court Services Supervisor Senior Court Services Clerk Court Services Clerk Probation Officer Court Probation Officer Office Assistant Total Regular Positions Court Services Clerk Office Assistant General Clerk Cooperative Education Student Total Part Time Positions Total Municipal Court 1.00 1.50 1.00 0.00 1.00 0.00 7.00 0.00 1.00 0.00 12.50 0.75 0.00 0.72 0.50 1.97 14.47 1.00 2.00 1.00 1.00 0.00 2.00 6.00 1.00 0.00 0.00 14.00 0.75 0.72 0.00 0.50 1.97 15.97 1.00 2.00 1.00 1.00 0.00 2.00 6.00 1.00 0.00 0.00 14.00 0.75 0.72 0.00 0.50 1.97 15.97 1.00 2.00 1.00 1.00 0.00 3.00 7.00 1.00 0.00 1.00 17.00 0.75 0.00 0.00 0.50 1.25 18.25 1.00 2.00 1.00 1.00 0.00 3.00 8.00 1.00 0.00 1.00 18.00 0.00 0.00 0.00 0.50 0.50 18.50 TOTAL LEGAL AND COURT 25.47 27.97 27.97 31.25 31.50 1.00 1.00 1.00 1.00 1.00 COMMUNITY DEVELOPMENT Economic Development Economic Development Director - 222 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Business Development Specialist Research Analyst Total Regular Positions Secretary Administrative Assistant Total Part Time Positions Total Economic Development 2.00 1.00 4.00 0.75 0.00 0.75 4.75 2.00 1.00 4.00 0.00 0.75 0.75 4.75 2.00 1.00 4.00 0.00 0.75 0.75 4.75 2.00 1.00 4.00 0.00 0.75 0.75 4.75 2.00 1.00 4.00 0.00 0.75 0.75 4.75 Planning Planning Director Planning Manager Senior Planner Planner II Planner I Planner Planning Technician Senior Plans Examiner Landscape Technician Landscape & Planning Technician Administrative Supervisor Administrative Secretary Administrative Assistant Secretary Total Regular Positions Administrative Assistant Secretary Total Part Time Positions Total Planning 1.00 2.00 4.00 0.00 0.00 3.00 2.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 15.00 0.00 1.00 1.00 16.00 1.00 2.00 4.00 2.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 15.00 1.00 0.00 1.00 16.00 1.00 2.00 4.00 2.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 16.00 1.00 0.00 1.00 17.00 1.00 2.00 4.00 2.00 1.00 0.00 2.00 1.00 2.00 0.00 1.00 0.00 2.00 0.00 18.00 0.50 0.00 0.50 18.50 1.00 2.00 4.00 2.00 2.00 0.00 2.00 1.00 2.00 0.00 1.00 0.00 2.00 0.00 19.00 0.50 0.00 0.50 19.50 Building Safety: Building Inspection Building & Code Compliance Director Plan Review Supervisor Plan Examiner Manager Senior Plans Examiner Plans Examiner Building Inspection Supervisor Building Inspection Manager Senior Building Inspector Building Inspector II Building Inspector I Administrative Secretary Administrative Assistant Total Regular Positions General Clerk Office Assistant Total Part Time Positions Total Building Inspection 1.00 1.00 0.00 3.00 3.00 1.00 0.00 3.00 5.00 10.00 1.00 0.00 28.00 0.63 0.00 0.63 28.63 1.00 0.00 1.00 2.00 3.00 0.00 1.00 3.00 5.00 10.00 0.00 1.00 27.00 0.00 0.63 0.63 27.63 1.00 0.00 1.00 2.00 3.00 0.00 1.00 3.00 5.00 10.00 0.00 1.00 27.00 0.00 0.63 0.63 27.63 1.00 0.00 1.00 2.00 3.00 0.00 1.00 3.00 6.00 10.00 0.00 1.00 28.00 0.00 0.63 0.63 28.63 1.00 0.00 1.00 2.00 3.00 0.00 1.00 3.00 6.00 10.00 0.00 1.00 28.00 0.00 0.63 0.63 28.63 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 Code Compliance Code Compliance Administrator Code Compliance Manager Senior Code Compliance Officer - 223 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Code Compliance Officer Code Compliance Inspector Code Compliance Inspector II Administrative Assistant Customer Service Representative Total Code Compliance 0.00 2.00 1.00 0.00 1.00 5.00 2.00 0.00 0.00 1.00 1.00 6.00 2.00 0.00 0.00 1.00 1.00 6.00 2.00 0.00 0.00 1.00 1.00 6.00 2.00 0.00 0.00 1.00 1.00 6.00 Backflow Prevention Backflow Prevention Specialist Total Backflow Prevention 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Development Services Development Services Coordinator Development Services Manager Development Services Representative Permit Technician Total Development Services 1.00 0.00 6.00 3.00 10.00 0.00 1.00 7.00 3.00 11.00 0.00 1.00 7.00 3.00 11.00 0.00 1.00 7.00 3.00 11.00 0.00 1.00 7.00 3.00 11.00 Total Building Safety 45.63 46.63 46.63 47.63 47.63 Engineering: Development Engineering Town Engineer Plan Review Supervisor Plan Examiner Manager Engineering Projects Coordinator Senior Plans Examiner Senior Engineering Inspector Engineering Plans Examiner Plans Examiner Engineering Inspector Engineering Technician Administrative Assistant Secretary Total Regular Positions Intern - Undergraduate Total Part Time Positions Total Development Engineering 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 6.00 0.00 0.00 0.50 13.50 0.77 0.77 14.27 1.00 0.00 1.00 0.00 2.00 1.00 0.00 3.00 5.00 1.00 1.00 0.00 15.00 0.77 0.77 15.77 1.00 0.00 1.00 0.00 2.00 1.00 0.00 3.00 5.00 1.00 1.00 0.00 15.00 0.77 0.77 15.77 1.00 0.00 1.00 0.00 2.00 1.00 0.00 3.00 5.00 1.00 1.00 0.00 15.00 0.77 0.77 15.77 1.00 0.00 1.00 0.00 2.00 1.00 0.00 4.00 5.00 1.00 1.00 0.00 16.00 0.77 0.77 16.77 1.00 2.00 1.00 0.00 0.50 4.50 1.00 2.00 1.00 1.00 0.00 5.00 1.00 2.00 1.00 1.00 0.00 5.00 1.00 2.00 1.00 1.00 0.00 5.00 1.00 2.00 1.00 1.00 0.00 5.00 Total Engineering 18.77 20.77 20.77 20.77 21.77 TOTAL COMMUNITY DEVELOPMENT 85.15 88.15 89.15 91.65 93.65 Traffic Engineering Traffic Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Traffic Safety Assistant Secretary Total Traffic Engineering - 224 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted POLICE DEPARTMENT Police Administration Police Chief Police Commander Legal Advisor Administrative Secretary Administrative Assistant Office Assistant General Clerk Total Police Administration 1.00 1.00 1.00 1.00 0.00 0.00 0.50 4.50 1.00 1.00 1.00 0.00 1.00 0.50 0.00 4.50 1.00 1.00 1.00 0.00 1.00 0.50 0.00 4.50 1.00 2.00 1.00 0.00 1.00 0.50 0.00 5.50 1.00 2.00 1.00 0.00 1.00 0.50 0.00 5.50 Police Professional Standards Police Sergeant Police Certification Officer (Detective) Police Officer Policy and Procedure Specialist Background Investigator Total Police Professional Standards 1.00 2.00 0.00 1.00 3.00 7.00 1.00 0.00 2.00 1.00 3.00 7.00 1.00 0.00 2.00 1.00 3.00 7.00 1.00 0.00 2.00 1.00 4.00 8.00 1.00 0.00 2.00 1.00 4.00 8.00 1.00 4.00 9.00 66.00 0.00 1.00 0.00 0.00 81.00 0.50 0.50 81.50 1.00 4.00 9.25 68.00 1.50 0.00 1.00 0.00 84.75 0.50 0.50 85.25 1.00 4.00 10.00 74.00 6.00 0.00 1.00 0.00 96.00 0.50 0.50 96.50 1.00 5.00 11.00 96.00 6.00 0.00 2.00 0.00 121.00 0.00 0.00 121.00 1.00 5.00 11.00 98.00 6.00 0.00 2.00 1.00 124.00 0.00 0.00 124.00 Canine Police Officer Total Canine 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 Traffic Unit Police Sergeant Police Officer Total Traffic Unit 1.00 6.00 7.00 1.00 8.00 9.00 1.00 8.00 9.00 2.00 10.00 12.00 2.00 10.00 12.00 Special Assignment Unit Police Officer Total Special Assignment Unit 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Court Support Warrants Detention Transport Officer Total Court Support Warrants 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 School Programs Police Sergeant 1.00 1.00 1.00 1.00 1.00 Patrol Services: Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Secretary Administrative Assistant Service Aide Total Regular Positions Cooperative Education Student Total Part Time Positions Total Patrol - 225 - Personnel Detail DETAIL BY FUND AND DEPARTMENT Police Officer D.A.R.E Officer Total School Programs 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted 6.00 2.00 9.00 8.00 0.00 9.00 7.00 0.00 8.00 7.00 0.00 8.00 7.00 0.00 8.00 107.50 113.25 123.50 152.00 155.00 Police Support Services: Records Police Records Manager Records Shift Supervisor Police Records Clerk Administrative Assistant Secretary Total Records 1.00 2.00 7.00 0.00 1.00 11.00 1.00 2.00 8.00 1.00 0.00 12.00 1.00 2.00 8.00 1.00 0.00 12.00 1.00 2.00 13.00 1.00 0.00 17.00 1.00 2.00 14.00 1.00 0.00 18.00 Communication Communications Manager Dispatch Shift Supervisor Police Communication Shift Supervisor Police Telecommunicator 911 Operators Total Regular Positions Police Telecommunicator Total Part Time Positions Total Communication 1.00 4.00 0.00 11.00 5.00 21.00 1.00 1.00 22.00 1.00 0.00 4.00 12.00 5.00 22.00 1.00 1.00 23.00 1.00 0.00 4.00 12.00 5.00 22.00 1.00 1.00 23.00 1.00 0.00 5.00 19.00 11.00 36.00 1.00 1.00 37.00 1.00 0.00 5.00 20.00 11.00 37.00 1.00 1.00 38.00 Property Police Property Supervisor Police Property Custodian Office Assistant General Clerk Total Property 1.00 2.00 0.00 0.50 3.50 1.00 2.00 0.50 0.00 3.50 1.00 2.00 0.50 0.00 3.50 1.00 3.00 1.00 0.00 5.00 1.00 3.00 1.00 0.00 5.00 Alarm Management Alarm Coordinator Alarm Specialist Total Alarm Management 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 Training and Program Coordination Police Programs Coordinator Police Training Coordinator Office Assistant Total Training & Program Coordination 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 Planning and Research Crime Analyst Planning and Research Coordinator Total Planning and Research 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 40.50 42.50 42.50 64.00 66.00 1.00 5.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 Total Patrol Services Total Police Support Services Counseling Services Counseling Administrator Youth & Adult Counselor - 226 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Youth/Family Counselor Administrative Assistant Secretary Total Regular Positions Intern - Graduate Office Assistant General Clerk Total Part Time Positions Total Counseling Services 0.00 0.00 1.00 7.00 0.72 0.00 0.50 1.22 8.22 5.00 1.00 0.00 7.00 0.72 0.50 0.00 1.22 8.22 5.00 1.00 0.00 7.00 0.00 0.50 0.00 0.50 7.50 5.00 1.00 0.00 7.00 0.00 0.50 0.00 0.50 7.50 5.00 1.00 0.00 7.00 0.00 0.50 0.00 0.50 7.50 Investigations: General Investigations Police Lieutenant Police Sergeant Police Officer Police Detective Administrative Assistant Secretary Civilian Investigator Total General Investigations 1.00 2.00 0.00 10.00 0.00 1.00 2.00 16.00 1.00 2.00 11.00 0.00 1.00 0.00 2.00 17.00 1.00 2.00 11.00 0.00 1.00 0.00 2.00 17.00 1.00 2.00 16.00 0.00 1.00 0.00 2.00 22.00 1.00 2.00 16.00 0.00 1.00 0.00 2.00 22.00 Special Investigations Police Sergeant Police Officer Police Detective Total Special Investigations 1.00 0.00 6.00 7.00 1.00 6.00 0.00 7.00 1.00 6.00 0.00 7.00 1.00 6.00 0.00 7.00 1.00 6.00 0.00 7.00 Crime Prevention Crime Prevention Specialist Total Crime Prevention 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 25.00 26.00 26.00 32.00 32.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 192.72 201.47 211.00 269.00 274.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 0.50 0.50 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 5.00 0.50 0.50 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 5.00 0.50 0.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 7.00 0.50 0.50 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 7.00 0.50 0.50 Total Investigations ERU Unit Police Officer (Overtime only) Total ERU Unit TOTAL POLICE DEPARTMENT FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Emergency Services Manager Communication Specialist Administrative Supervisor Administrative Assistant Office Assistant Administrative Secretary Total Regular Positions Cooperative Education Student Total Part Time Positions - 227 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Total Fire Administration 3.50 5.50 5.50 7.50 7.50 Fire Training Battalion Chief EMS Specialist Fire Captain Captain - EMS Coordinator Administrative Assistant Total Fire Training 1.00 1.00 0.00 1.00 0.00 3.00 1.00 1.00 2.00 0.00 0.00 4.00 1.00 1.00 2.00 0.00 0.00 4.00 1.00 1.00 2.00 0.00 1.00 5.00 1.00 1.00 3.00 0.00 1.00 6.00 3.00 15.75 0.00 28.00 22.25 0.00 0.00 0.00 69.00 3.00 18.00 18.00 0.00 0.00 39.00 3.00 1.00 82.00 3.00 18.75 18.75 0.00 0.00 40.75 3.00 1.00 85.25 3.00 21.75 18.75 0.00 0.00 43.75 0.00 1.00 88.25 3.00 24.00 21.00 0.00 0.00 49.00 0.00 1.00 98.00 Fire Prevention and Education: Fire Prevention Fire Marshal Fire Inspector Fire Investigator Administrative Assistant Senior Plans Examiner Senior Fire Inspector Secretary Office Assistant General Clerk Total Fire Prevention 1.00 2.00 3.00 0.00 0.00 0.00 1.00 0.00 1.00 8.00 1.00 3.00 3.00 1.00 1.00 0.00 0.00 1.00 0.00 10.00 1.00 3.00 3.00 1.00 1.00 0.00 0.00 1.00 0.00 10.00 1.00 3.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 9.00 1.00 3.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 9.00 Fire Public Education Community Service Coordinator Total Fire Public Education 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Fire Prevention and Education 8.00 11.00 11.00 10.00 10.00 83.50 102.50 105.75 110.75 121.50 1.00 1.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 4.00 Fire Operations Battalion Chief Fire Captain Fire Engineer Firefighter/Paramedic Firefighter/EMT Firefighter Field Incident Technician Service Aide Total Fire Operations TOTAL FIRE DEPARTMENT PUBLIC WORKS Public Works Administration Public Works Director Water Resources Manager Management Assistant Administrative Assistant Administrative Secretary Total Public Works Administration - 228 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Field Operations Administration Public Works Field Operations Manager Field Operations Manager Office Supervisor Office Manager Administrative Assistant Secretary Customer Service Representative Total Regular Positions Customer Service Representative Cooperative Education Student Total Part Time Positions Total Field Services Administration 1.00 0.00 1.00 0.00 0.00 3.00 2.00 7.00 0.00 0.50 0.50 7.50 0.00 1.00 0.00 1.00 4.00 0.00 3.00 9.00 0.00 0.50 0.50 9.50 0.00 1.00 0.00 1.00 4.00 0.00 3.00 9.00 0.00 0.50 0.50 9.50 0.00 1.00 0.00 1.00 4.00 0.00 3.00 9.00 0.00 0.50 0.50 9.50 0.00 1.00 0.00 1.00 4.00 0.00 3.00 9.00 0.50 0.50 1.00 10.00 Environmental Programs Environmental Programs Administrator Environmental Programs Specialist Total Environmental Programs 1.00 1.00 2.00 1.00 2.00 3.00 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 Facilities Maintenance: Public Facilities Facilities Maintenance Manager Facilities Manager Senior Building Maintenance Worker Senior Maintenance Worker Custodial/Day Porter Custodian Building Maintenance Worker Total Public Facilities 0.00 1.00 0.00 2.00 1.00 0.00 0.00 4.00 1.00 0.00 2.00 0.00 0.00 1.00 1.00 5.00 1.00 0.00 2.00 0.00 0.00 1.00 1.00 5.00 1.00 0.00 2.00 0.00 0.00 1.00 1.00 5.00 1.00 0.00 2.00 0.00 0.00 2.00 2.00 7.00 Public Safety Complex Building Maintenance Worker Custodian Total Public Safety Complex 0.00 0.00 0.00 0.25 0.25 0.50 1.00 1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 Total Facilities Maintenance 4.00 5.50 7.00 7.00 7.00 Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates 3.00 0.00 3.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 19.50 27.00 28.50 25.50 26.00 1.00 1.00 1.00 0.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 TOTAL PUBLIC WORKS LEISURE SERVICES Leisure Services Administration Parks and Recreation Director Parks Superintendent Recreation Superintendent Office Manager Office Supervisor Administrative Assistant Customer Service Representative - 229 - Personnel Detail DETAIL BY FUND AND DEPARTMENT Total Regular Positions Customer Service Representative Landscape Technician Landscape & Planning Technician Total Part Time Positions Total Leisure Services Administration 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted 6.00 2.25 0.00 0.75 3.00 9.00 7.00 1.50 0.75 0.00 2.25 9.25 7.00 1.50 0.75 0.00 2.25 9.25 7.00 1.50 0.75 0.00 2.25 9.25 7.00 1.50 0.75 0.00 2.25 9.25 Parks and Open Space Parks Operations Supervisor Contracts Services Coordinator Field Supervisor Senior Parks Maintenance Worker Senior Parks Ranger Maintenance Worker Senior Grounds Maintenance Worker Senior Mechanic Building Maintenance Worker Parks Mechanic Grounds Maintenance Worker Groundskeeper Parks Ranger Total Regular Positions Grounds Maintenance Worker Groundskeeper - Seasonal Total Part Time Positions Total Parks and Open Space 1.00 1.00 0.00 3.00 1.00 9.00 0.00 0.00 0.00 1.00 0.00 7.00 7.00 30.00 0.00 4.18 4.18 34.18 1.00 1.00 3.00 0.00 1.00 0.00 9.00 1.00 2.00 0.00 5.00 0.00 8.00 31.00 4.93 0.00 4.93 35.93 1.00 0.00 3.00 0.00 1.00 0.00 9.50 1.00 2.00 0.00 6.00 0.00 6.00 29.50 3.96 0.00 3.96 33.46 1.00 0.00 3.00 0.00 1.00 0.00 9.50 1.00 2.00 0.00 6.00 0.00 6.00 29.50 3.96 0.00 3.96 33.46 1.00 0.00 3.00 0.00 1.00 0.00 9.00 1.00 2.00 0.00 6.00 0.00 6.00 29.00 3.96 0.00 3.96 32.96 Aquatics: General Aquatics Recreation Supervisor Aquatic Facility Technician Total Regular Positions Recreation Leader III Recreation Leader II Lifeguard/Instructor Lifeguard Recreation Cashier Total Part Time Positions Total General Aquatics 0.33 1.00 1.33 0.80 1.06 6.47 4.28 0.58 13.19 14.52 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Gilbert Pool Recreation Supervisor Aquatic Facility Technician Total Regular Positions Senior Recreation Leader Recreation Specialist Recreation Leader Lifeguard/Instructor Lifeguard Total Part Time Positions Total Gilbert Pool 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.17 0.50 0.67 0.00 0.38 0.00 3.96 1.07 5.41 6.08 0.20 0.50 0.70 0.29 0.38 1.44 2.60 0.43 5.14 5.84 0.20 0.50 0.70 0.29 0.38 1.44 2.60 0.43 5.14 5.84 0.20 0.50 0.70 0.29 0.38 1.44 2.60 0.43 5.14 5.84 - 230 - Personnel Detail DETAIL BY FUND AND DEPARTMENT Mesquite Pool Recreation Supervisor Aquatic Facility Technician Total Regular Positions Recreation Specialist Senior Recreation Leader Recreation Leader Lifeguard/Instructor Lifeguard Senior Recreation Aide Total Part Time Positions Total Mesquite Pool 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.16 0.50 0.66 0.43 1.06 0.00 2.51 3.21 0.58 7.79 8.45 0.20 0.50 0.70 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.25 0.20 0.50 0.70 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.25 0.20 0.50 0.70 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.25 14.52 14.53 13.09 13.09 13.09 Concessions Recreation Supervisor Total Regular Positions Recreation Cashier Senior Recreation Aide Recreation Aide Total Part Time Positions Total Concessions 0.33 0.33 1.54 0.00 2.41 3.95 4.28 0.33 0.33 0.00 1.54 2.41 3.95 4.28 0.20 0.20 0.00 0.77 1.20 1.97 2.17 0.20 0.20 0.00 0.77 1.20 1.97 2.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Centers: Community Center Recreation Supervisor Senior Custodian Custodial Supervisor Custodian Total Regular Positions Recreation Leader Recreation Specialist Recreation Leader II Recreation Leader III Total Part Time Positions Total Community Center 0.33 1.00 0.00 1.00 2.33 0.00 0.00 2.28 0.75 3.03 5.36 0.33 0.00 1.00 1.00 2.33 2.03 0.75 0.00 0.00 2.78 5.11 0.33 0.00 1.00 0.75 2.08 1.94 0.75 0.00 0.00 2.69 4.77 0.33 0.00 1.00 0.75 2.08 1.94 0.75 0.00 0.00 2.69 4.77 0.33 0.00 1.00 0.75 2.08 1.94 0.75 0.00 0.00 2.69 4.77 McQueen Activity Center Recreation Supervisor Custodian Recreation Specialist Total Regular Positions Recreation Leader Recreation Specialist Recreation Leader II Recreation Leader III Total Part Time Positions Total McQueen Activity Center 0.34 2.00 0.00 2.34 0.00 0.00 2.28 0.75 3.03 5.37 0.34 2.00 0.00 2.34 2.53 0.75 0.00 0.00 3.28 5.62 0.33 2.00 0.00 2.33 2.52 0.75 0.00 0.00 3.27 5.60 0.33 2.00 0.00 2.33 2.52 0.75 0.00 0.00 3.27 5.60 0.33 2.00 1.00 3.33 2.88 0.00 0.00 0.00 2.88 6.21 Page Park Center Custodian Total Regular Positions 0.00 0.00 0.00 0.00 0.25 0.25 0.25 0.25 0.25 0.25 Total Aquatics - 231 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Recreation Leader Recreation Instructors Total Part Time Positions Total Page Park Center 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.09 0.97 1.06 1.31 0.09 0.97 1.06 1.31 0.09 0.97 1.06 1.31 Freestone Recreation Center Recreation Coordinator Recreation Programmer Custodian Total Regular Positions Senior Recreation Leader Recreation Leader Recreation Instructors Recreation Leader II Recreation Leader I Total Part Time Positions Total Freestone Recreation Center 0.50 0.50 0.75 1.75 0.00 0.00 0.00 1.50 0.75 2.25 4.00 1.00 2.00 3.00 6.00 0.00 9.00 1.44 0.00 0.00 10.44 16.44 1.00 2.00 3.00 6.00 0.00 10.06 0.87 0.00 0.00 10.93 16.93 1.00 1.00 3.00 5.00 1.00 10.06 0.87 0.00 0.00 11.93 16.93 1.00 1.00 3.00 5.00 1.00 10.06 0.87 0.00 0.00 11.93 16.93 Library Facility Custodian Total Regular Positions Facility Attendant Total Part Time Positions Total Library Facility 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 16.73 29.17 30.61 30.61 31.22 Recreation Programs: Teen Programs Recreation Supervisor Recreation Programmer Total Regular Positions Senior Recreation Leader Recreation Leader II Total Part Time Positions Total Teen Programs 0.00 0.00 0.00 0.00 0.93 0.93 0.93 0.00 0.00 0.00 0.93 0.00 0.93 0.93 0.10 0.10 0.20 0.54 0.00 0.54 0.74 0.10 0.10 0.20 0.54 0.00 0.54 0.74 0.10 0.10 0.20 0.54 0.00 0.54 0.74 Leisure Programs Recreation Programmer Recreation Supervisor Total Regular Positions Recreation Instructor Total Part Time Positions Total Leisure Programs 1.00 0.50 1.50 7.74 7.74 9.24 1.00 0.80 1.80 6.30 6.30 8.10 1.00 0.80 1.80 6.30 6.30 8.10 1.00 0.80 1.80 7.36 7.36 9.16 1.00 0.80 1.80 7.36 7.36 9.16 Youth Sports Recreation Programmer Recreation Supervisor Total Regular Positions Senior Recreation Leader Recreation Leader II Total Part Time Positions Total Youth Sports 1.00 1.00 2.00 0.00 1.52 1.52 3.52 0.90 0.90 1.80 1.52 0.00 1.52 3.32 0.90 0.90 1.80 0.80 0.00 0.80 2.60 0.90 0.90 1.80 0.80 0.00 0.80 2.60 0.90 0.90 1.80 0.80 0.00 0.80 2.60 Total Recreation Centers - 232 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Adult Sports Recreation Programmer Recreation Supervisor Total Regular Positions Senior Recreation Leader Recreation Leader II Total Part Time Positions Total Adult Sports 1.00 0.33 1.33 0.00 1.01 1.01 2.34 1.00 0.40 1.40 1.01 0.00 1.01 2.41 1.00 0.40 1.40 1.01 0.00 1.01 2.41 1.00 0.40 1.40 1.01 0.00 1.01 2.41 1.00 0.40 1.40 1.01 0.00 1.01 2.41 Special Events Recreation Programmer Recreation Supervisor Total Regular Positions Recreation Programmer Secretary Administrative Assistant Recreation Leader Recreation Leader I Recreation Leader III Recreation Leader II Total Part Time Positions Total Special Events 2.00 1.00 3.00 0.50 0.50 0.00 0.00 0.16 0.31 0.18 1.65 4.65 2.00 0.80 2.80 0.50 0.00 0.50 0.35 0.00 0.00 0.00 1.35 4.15 2.00 0.80 2.80 0.00 0.00 0.00 0.35 0.00 0.00 0.00 0.35 3.15 2.00 0.80 2.80 0.00 0.00 0.00 0.35 0.00 0.00 0.00 0.35 3.15 2.00 0.80 2.80 0.00 0.00 0.00 0.35 0.00 0.00 0.00 0.35 3.15 Summer Playground Recreation Supervisor Total Regular Positions Senior Recreation Leader Recreation Leader Recreation Leader II Recreation Leader I Total Part Time Positions Total Summer Playground 0.33 0.33 0.00 0.00 1.10 2.28 3.38 3.71 0.33 0.33 0.95 2.43 0.00 0.00 3.38 3.71 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Special Needs Program Recreation Supervisor Total Regular Positions Recreation Instructors Recreation Leader Recreation Leader I Total Part Time Positions Total Special Needs Program 0.50 0.50 0.69 0.00 1.10 1.79 2.29 0.20 0.20 0.69 1.10 0.00 1.79 1.99 0.20 0.20 0.70 0.00 0.00 0.70 0.90 0.20 0.20 0.70 0.00 0.00 0.70 0.90 0.20 0.20 0.70 0.00 0.00 0.70 0.90 Outdoor Programs Recreation Supervisor Total Regular Positions Recreation Leader Senior Recreation Leader Total Part Time Positions Total Outdoor Programs 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.20 0.10 0.20 0.30 0.50 0.20 0.20 0.09 0.12 0.21 0.41 0.20 0.20 0.09 0.12 0.21 0.41 0.20 0.20 0.09 0.12 0.21 0.41 26.68 25.11 18.31 19.37 19.37 Total Recreation Programs - 233 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Culture and Arts Cultural Arts Coordinator Total Culture and Arts 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL LEISURE SERVICES 106.39 119.27 107.89 108.95 106.89 TOTAL GENERAL FUND 594.33 649.96 651.26 719.60 740.04 Water Water Administration Water Superintendent Total Water Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Conservation Water Conservation Coordinator Water Conservation Specialist Total Water Conservation 0.00 2.00 2.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 Water Production: Water Plant Production Water Production Supervisor Field Supervisor Utility Field Supervisor Instrumentation Technician Water Treatment Plant Mechanic Water Treatment Plant Operator Administrative Assistant Secretary Total Water Plant Production 1.00 0.50 0.00 1.50 1.50 6.00 0.00 1.00 11.50 1.00 0.00 1.00 2.00 2.00 6.00 1.00 0.00 13.00 1.00 0.00 1.00 2.00 2.00 6.00 1.00 0.00 13.00 1.00 0.00 1.00 2.00 2.00 6.00 1.00 0.00 13.00 1.00 0.00 1.00 2.00 2.00 6.00 1.00 0.00 13.00 Water Well Production Well Technician Utility Field Supervisor Field Supervisor Senior Utility Worker Senior Maintenance Worker Total Water Well Production 3.00 0.00 1.00 0.00 1.00 5.00 4.00 1.00 0.00 1.00 0.00 6.00 4.00 1.00 0.00 1.00 0.00 6.00 4.00 1.00 0.00 1.00 0.00 6.00 4.00 1.00 0.00 1.00 0.00 6.00 Water Quality Assurance Water Quality Connection Specialist Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance 2.00 0.00 1.00 1.00 4.00 0.00 2.00 1.00 1.00 4.00 0.00 2.00 1.00 2.00 5.00 0.00 2.00 1.00 2.00 5.00 0.00 2.00 1.00 2.00 5.00 20.50 23.00 24.00 24.00 24.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 ENTERPRISE OPERATIONS Total Water Production Water Distribution Field Supervisor Utility Field Supervisor - 234 - Personnel Detail DETAIL BY FUND AND DEPARTMENT Senior Maintenance Worker Senior Utility Worker Utility Worker Maintenance Worker Total Water Distribution 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted 3.00 0.00 0.00 5.00 9.00 0.00 3.00 6.00 0.00 10.00 0.00 3.00 6.00 0.00 10.00 0.00 3.00 6.00 0.00 10.00 0.00 3.00 7.00 0.00 11.00 Water Metering Water Service Specialist Field Supervisor Water Data & Location Worker Senior Maintenance Worker Senior Utility Worker Meter Technician Maintenance Worker Total Water Metering 1.00 1.00 1.00 2.00 0.00 0.00 13.00 18.00 2.00 1.00 0.00 0.00 2.00 14.00 0.00 19.00 2.00 1.00 0.00 0.00 2.00 15.00 0.00 20.00 2.00 1.00 0.00 0.00 2.00 15.00 0.00 20.00 2.00 1.00 0.00 0.00 3.00 15.00 0.00 21.00 Total Water 50.50 56.00 58.00 58.00 60.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 3.00 0.00 2.00 0.00 3.00 10.00 0.00 1.00 0.00 3.00 0.00 1.00 2.00 3.00 0.00 10.00 0.00 1.00 0.00 4.00 0.00 1.00 2.00 5.00 0.00 13.00 0.00 1.00 0.00 4.00 0.00 1.00 2.00 5.00 0.00 13.00 0.00 1.00 0.00 4.00 0.00 1.00 2.00 5.00 0.00 13.00 Wastewater Reclaimed: Reclaimed Effluent Distribution Worker Field Supervisor Sr. Maintenance Worker Effluent Distribution Technician Total Reclaimed 2.00 1.00 2.00 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Effluent Re-use Utility Worker Senior Utility Worker Effluent Well Technician Utility Field Supervisor Total Effluent Re-use 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.50 3.50 1.00 1.00 1.00 0.50 3.50 1.00 1.00 1.00 0.50 3.50 1.00 1.00 1.00 0.50 3.50 Effluent Recharge Utility Worker 0.00 1.00 1.00 1.00 1.00 Wastewater Wastewater Administration Wastewater Superintendent Total Wastewater Administration Wastewater Collection Wastewater Superintendent Utility Field Supervisor Field Supervisor Senior Utility Worker Sr. Maintenance Worker Instrumentation Technician Lift Station Technician Utility Worker Maintenance Worker Total Wastewater Collection - 235 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge 0.00 0.00 0.00 0.00 1.00 1.00 0.50 3.50 1.00 1.00 0.50 3.50 1.00 1.00 0.50 3.50 1.00 1.00 0.50 3.50 Total Wastewater Reclaimed 6.00 7.00 7.00 7.00 7.00 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Technician Total Wastewater Quality 1.00 1.00 1.00 3.00 1.00 1.00 2.00 4.00 1.00 1.00 3.00 5.00 1.00 1.00 3.00 5.00 1.00 1.00 3.00 5.00 19.00 22.00 26.00 26.00 26.00 0.00 0.86 0.00 0.00 0.00 0.73 1.59 0.86 0.00 0.73 1.00 0.00 0.00 2.59 0.86 0.00 0.90 0.00 0.00 0.00 1.76 0.86 0.00 0.90 0.00 0.00 0.00 1.76 0.86 0.00 0.90 0.00 1.00 0.00 2.76 1.00 19.50 0.00 1.00 21.50 1.00 21.50 1.00 1.00 24.50 1.00 23.00 1.00 1.50 26.50 1.00 23.00 1.00 2.00 27.00 1.00 25.50 1.00 2.00 29.50 Uncontained Collections Field Supervisor Heavy Equipment Operator Total Uncontained Collections 0.50 6.00 6.50 1.00 8.00 9.00 1.00 8.00 9.00 1.00 8.00 9.00 1.00 10.00 11.00 Recycling Field Supervisor Solid Waste Inspector Solid Waste Crew Leader Refuse Inspector Environmental Programs Specialist Total Regular Positions Solid Waste Inspector Refuse Inspector Total Part Time Positions Total Recycling 1.00 0.00 0.00 4.00 0.00 5.00 0.00 1.00 1.00 6.00 0.50 5.00 1.00 0.00 0.00 6.50 1.00 0.00 1.00 7.50 0.70 5.00 1.00 0.00 0.00 6.70 1.00 0.00 1.00 7.70 0.70 5.00 1.00 0.00 1.00 7.70 1.00 0.00 1.00 8.70 0.70 5.00 1.00 0.00 1.00 7.70 1.00 0.00 1.00 8.70 35.59 43.59 44.96 46.46 51.96 Total Wastewater Solid Waste Residential Residential Administration Solid Waste Superintendent Refuse Superintendent Solid Waste Specialist Sanitation Planning & Customer Relations Customer Service Representative Refuse Specialist Total Residential Administration Residential Collections Field Supervisor Heavy Equipment Operator Solid Waste Crew Leader Solid Waste Maintenance Worker Total Residential Collections Total Solid Waste Residential - 236 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Solid Waste Commercial Commercial Administration Solid Waste Superintendent Refuse Superintendent Solid Waste Specialist Refuse Specialist Total Commercial Administration 0.00 0.14 0.00 0.27 0.41 0.14 0.00 0.27 0.00 0.41 0.14 0.00 0.10 0.00 0.24 0.14 0.00 0.10 0.00 0.24 0.14 0.00 0.10 0.00 0.24 Commercial Collections Field Supervisor Heavy Equipment Operator Commercial Solid Waste Specialist Commercial Refuse Service Representative Sanitation Maintenance Worker Maintenance Worker Total Commercial Collections 0.50 5.00 0.00 1.00 0.00 1.00 7.50 0.50 4.60 1.00 0.00 1.00 0.00 7.10 0.30 3.50 1.00 0.00 0.50 0.00 5.30 0.30 3.50 1.00 0.00 0.00 0.00 4.80 0.30 3.50 1.00 0.00 0.00 0.00 4.80 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 0.00 0.00 0.40 0.40 0.50 0.50 0.50 0.50 0.50 0.50 Total Solid Waste Commercial 7.91 7.91 6.04 5.54 5.54 Irrigation Operations Senior Streets Maintenance Worker Senior Maintenance Worker Total Irrigation Operations 0.00 0.70 0.70 0.70 0.00 0.70 0.50 0.00 0.50 0.50 0.00 0.50 0.50 0.00 0.50 113.70 130.20 135.50 136.50 144.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.30 6.00 13.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Asphalt Patching Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 0.00 0.00 0.00 0.00 0.33 2.00 2.00 4.33 0.33 2.00 2.00 4.33 0.33 2.00 2.00 4.33 0.33 2.00 2.00 4.33 Street Cleaning Field Supervisor Heavy Equipment Operator Total Street Cleaning 0.00 4.00 4.00 0.34 4.00 4.34 0.34 4.00 4.34 0.34 4.00 4.34 0.34 5.00 5.34 TOTAL ENTERPRISE OPERATIONS STREETS Streets Administration Streets Superintendent Total Streets Administration Streets Maintenance: Streets Maintenance Field Supervisor Pavement Maintenance Specialist Senior Maintenance Worker Maintenance Worker Total Streets Maintenance - 237 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Emergency Response Field Supervisor Senior Streets Maintenance Worker Total Emergency Response 0.00 0.00 0.00 0.33 1.00 1.33 0.33 1.00 1.33 0.33 1.00 1.33 0.33 1.00 1.33 Preventive Maintenance Pavement Maintenance Specialist Field Technician Office Assistant Total Preventive Maintenance 0.00 0.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 2.00 Crack Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Crack Sealing 0.00 0.00 0.00 0.00 0.34 2.00 6.00 8.34 0.34 2.00 6.00 8.34 0.34 2.00 6.00 8.34 0.34 2.00 6.00 8.34 17.30 20.34 19.34 19.34 21.34 Street Traffic Control Regulatory: Street Marking Field Supervisor Senior Maintenance Worker Senior Streets Maintenance Worker Heavy Equipment Operator Total Street Marking 0.00 1.00 0.00 2.00 3.00 0.25 0.00 2.00 4.00 6.25 0.25 0.00 2.00 4.00 6.25 0.25 0.00 2.00 4.00 6.25 0.25 0.00 2.00 4.00 6.25 Street Signs Field Supervisor Sign Technician Streets Maintenance Worker Maintenance Worker Total Street Signs 0.50 1.00 0.00 2.00 3.50 0.25 1.00 2.00 0.00 3.25 0.25 1.00 2.00 0.00 3.25 0.25 1.00 2.00 0.00 3.25 0.25 1.00 2.00 0.00 3.25 Street Lighting Field Supervisor Street Light Technician Maintenance Worker Streets Maintenance Worker Total Street Lighting 0.00 1.00 1.00 0.00 2.00 0.25 1.00 0.00 1.00 2.25 0.25 1.00 0.00 1.00 2.25 0.25 1.00 0.00 1.00 2.25 0.25 1.00 0.00 1.00 2.25 Traffic Signal Maintenance Field Supervisor Traffic Signal Technician Total Traffic Signal Maintenance 0.50 3.00 3.50 0.25 3.00 3.25 0.25 3.00 3.25 0.25 3.00 3.25 0.25 4.50 4.75 Total Street Traffic Control Regulatory 12.00 15.00 15.00 15.00 16.50 Right of Way Maintenance: Landscape Maintenance Field Supervisor Landscape & Sprinkler Tech Landscape Maintenance Coordinator 0.00 1.00 1.00 0.33 0.00 0.00 0.33 0.00 0.00 0.33 0.00 0.00 0.33 0.00 0.00 Total Streets Maintenance - 238 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Heavy Equipment Operator Senior Grounds Maintenance Worker Senior Streets Maintenance Worker Senior Maintenance Worker Total Landscape Maintenance 1.00 0.00 0.00 2.00 5.00 0.00 2.00 0.30 0.00 2.63 0.00 2.00 0.50 0.00 2.83 0.00 2.00 0.50 0.00 2.83 0.00 3.00 0.50 0.00 3.83 Shoulder Maintenance Field Supervisor Heavy Equipment Operator Total Shoulder Maintenance 0.00 0.00 0.00 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 Total Right of Way Maintenance 5.00 4.96 5.16 5.16 6.16 35.30 41.30 40.50 40.50 45.00 1.00 0.00 1.00 1.00 3.00 1.00 2.00 0.00 0.00 3.00 1.00 2.00 0.00 0.00 3.00 1.00 2.00 0.00 0.00 3.00 1.00 2.00 0.00 0.00 3.00 Fleet Maintenance Fleet Services Supervisor Senior Mechanic Lead Mechanic Field Supervisor Parts Acquisition Technician Parts Acquisition Specialist Heavy Equipment Operator Welder/Mechanic Mechanic Service Writer Total Fleet Maintenance 0.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 10.00 0.00 14.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 11.00 0.00 16.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 11.00 0.00 16.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 11.00 0.00 16.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 12.00 1.00 18.00 TOTAL INTERNAL SERVICE 17.00 19.00 19.00 19.00 21.00 SPECIAL REVENUE CDBG/HOME Administration Community Development Specialist Community Development Assistant Total CDBG Administration 1.00 0.00 1.00 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 Riparian Programs Riparian Program Administrator Riparian Program Director Park Ranger Total Riparian Program 0.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 TOTAL STREETS INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Manager Administrative Assistant Customer Service Representative Secretary Total Fleet Maintenance Administration - 239 - Personnel Detail DETAIL BY FUND AND DEPARTMENT 2001-02 Actual 2002-03 Actual 2003-04 Adopted 2003-04 Revised 2004-05 Adopted Grants: COPS - 2004 Police Officer Total COPS 2004 0.00 0.00 0.00 0.00 15.00 15.00 0.00 0.00 0.00 0.00 Community Police Police Officer Total Community Police 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 0.00 0.00 School Resource Officer Police Officer Total School Resource Officer 2.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00 1.00 1.00 Total Grants 6.00 6.00 16.00 1.00 1.00 Judicial Collection Enhancement Office Assistant Total Judicial Collection Enhancement 0.00 0.00 0.07 0.07 0.21 0.21 0.21 0.21 0.00 0.00 TOTAL SPECIAL REVENUE 8.00 8.57 19.71 4.71 4.50 GRAND TOTAL POSITIONS 768.33 849.03 865.97 920.31 954.54 - 240 - Capital Outlay Department Description Amount GENERAL FUND Engineering Engineering Building Police Administration Police Administration Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol PD Patrol PD Canine PD Canine PD Traffic PD Traffic PD Traffic PD Traffic PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations PD Investigations Crime Prevention Crime Prevention Counseling Fire Administration Fire Training Fire Training Fire Prevention Field Operations Admin Facilities Maintenance Parks Parks Parks Parks Parks Parks Parks Parks Parks Parks Replacement Pickup Replacement Pickup Pickup Crown Vic Crown Vic Crown Vic Crown Vic Crown Vic Crown Vic Crown Vic Crown Vic Replacement Crown Vic Replacement Crown Vic Crown Vic Motorcycle Motorcycle Motorcycle Plotter Replacement Malibu Replacement Malibu Replacement Malibu Replacement Malibu Replacement Malibu Replacement Malibu Replacement Malibu Malibu Malibu Malibu Malibu Copier Replacement Van Compact Car Copier Replacement Pickup Pickup Replacement Expedition Pickup Tape Backup System Pickup Replacement Pickup Replacement Pickup Replacement Pickup Replacement Pickup Replacement Pickup Replacement Pickup Utility Vehicle Freestone Pumps Freestone Courts Freestone Lights Total General Fund Capital - 241 - $ 19,000 19,000 20,000 30,000 41,770 50,000 50,000 50,000 50,000 50,000 50,250 27,000 27,000 35,000 40,350 40,350 40,350 11,500 18,000 18,000 22,000 18,000 18,000 18,000 18,000 27,800 27,800 27,000 27,000 19,000 20,000 15,000 19,000 25,000 23,000 32,000 23,000 12,000 22,000 19,000 19,000 19,000 19,000 19,000 19,000 15,000 75,000 27,000 25,000 $ 1,357,170 Capital Outlay Department Description Amount STREETS Street Administration Preventive Maintenance Preventive Maintenance Crack Sealing Street Marking Signal Maintenance Landscape Maintenance Landscape Maintenance Landscape Maintenance Replacement Pickup Pickup Streets Maintenance Pickup (2) Support Truck Bucket Truck Replacement Pickup Replacement Pickup 1 T Utility Truck Total Street Fund Capital $ 19,000 20,500 3,181,500 44,400 30,000 105,000 19,000 19,000 35,000 $ 3,473,400 $ 19,000 126,000 19,000 80,000 150,000 19,000 16,000 16,000 16,000 $ 461,000 $ 19,000 19,000 12,500 10,000 $ 60,500 $ 200,000 200,000 19,000 200,000 200,000 200,000 200,000 44,000 14,000 155,000 155,000 44,000 14,000 19,000 $ 1,664,000 WATER Water Production Water Production Water Quality Water Distribution Water Distribution Water Meters Water Meters Water Meters Water Meters Pickup Security Improvements Replacement Pickup Replacement Backhoe Soft Dig Excavator Pickup Replacement Pickup Replacement Pickup Replacement Pickup Total Water Fund Capital WASTEWATER Wastewater Collection Wastewater Collection Wastewater Collection Wastewater Collection Replacement Pickup Replacement Pickup Grease Mixer Pump Impellers Total Wastewater Fund Capital SOLID WASTE - RESIDENTIAL Solid Waste Collection Solid Waste Collection Solid Waste Collection Solid Waste Collection Solid Waste Collection Solid Waste Collection Solid Waste Collection Solid Waste Uncontained Solid Waste Uncontained Solid Waste Uncontained Solid Waste Uncontained Solid Waste Uncontained Solid Waste Uncontained Solid Waste Recycling Sideloader Sideloader Pickup Replacement Sideloader Replacement Sideloader Replacement Sideloader Replacement Sideloader Replacement Kubota Replacement Tractor Replacement Rearloader Rearloader Kubota Tractor Pickup Total Solid Waste Residential Capital - 242 - Capital Outlay Department Description Amount SOLID WASTE - COMMERCIAL Commercial Collections Replacement Frontloader Total Solid Waste Commercial Capital $ 185,400 $ 185,400 $ 50,000 $ 50,000 $ 7,251,470 COPY AND PRINTING INTERNAL SERVICE Copier ISF Replacement Copier Total Copy and Printing Internal Service TOTAL CAPITAL OUTLAY OPERATING FUNDS - 243 - Glossary/Acronyms Accreditation A self-evaluation review process that results in improvements to operations that comply with specific criteria and a certification. Adoption A formal action taken by the Town Council that sets the spending limits for the fiscal year. Annex To incorporate land into Gilbert. Arsenic Mitigation Construction of systems to eliminate as much arsenic from the ground water to meet the EPA limits of 10 parts per billion. Assessed Valuation A valuation placed upon real estate or other property by the County Assessor and the state as a basis for levying taxes. Blue Stake Underground location of utilities before excavation of right of way. Bond A Town issued debt instrument to be repaid the face amount of the bond on the designated maturity dates with accrued interest. Bonds are used primarily to finance capital projects. Business Unit A group of activities that joined together perform a more inclusive function. Capital Improvement Includes any expenditure over $100,000 for repair and replacement of existing infrastructure as well as development of new facilities to accommodate future growth. Capital Outlay Purchase of an asset with a value greater than $10,000 that is intended to continue to be held or used for a period greater than two years. Capital Outlay can be land, buildings, machinery, vehicles, furniture and other equipment. Carry Over Year-end savings that can be carried forward to cover expenses of the next fiscal year. These funds also pay for encumbrances from the prior year. CHEC Systems Software that provides pavement management condition ratings by segment, area, or entire Town. Community Development Block Grant (CDBG) Federal Grant Funds provided on an annual basis to support specific programs identified by Council. Contingency An amount included in the budget that is not designated for a specific purpose. The contingency amount is budgeted for emergencies and unforeseen events. Continuous Quality Improvement (CQI) The Town is making CQI part of the culture to ensure that operations are continually improved and updated. Debt Limit A State imposed limit on the amount of debt that can be issued. - 244 - Glossary/Acronyms Debt Service Principal and interest payments on outstanding bonds. Eden Software company that provides financial and other various software packages to assist in the operations of the Town of Gilbert. Effluent Wastewater that has been treated to required standards and is released from the treatment plant. Emergency Operations Center (EOC) An Emergency Operations Center is set up in case of emergency situations to establish a command center in the Town. Enterprise Funds A sub-set of the Proprietary Fund Type that requires accounting for activities like a business where the results indicate income or loss from operations Executive Team The top-level executives in the Town. Fiscal Year The period designated for the beginning and ending of financial transactions. The Town fiscal year is July 1 to June 30. Full- Time Equivalent (FTE) A position is converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time clerk working 20 hours per week would be equivalent to 0.50 FTE. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. Fund Balance An accumulated balance or carry over that occurs when actual revenues exceed actual expenditures. General Government Activities that provide support to direct service areas. Examples include Personnel, Technology Services, Prosecution, Planning. General Obligation Bonds Debt that requires voter approval and is backed by full faith and credit of Gilbert. This debt is limited by State statue. General Plan A planning and legal document that outlines the community vision in terms of land use. Geographic Information System (GIS) A computer system that places layers of geographic information in a useful order to provide answers to questions regarding land. Grants State and Federal subsidies received in response to a specific need. GuardStart A junior lifeguard program offered by the Parks and Recreation Department. Heritage District Historic Downtown Gilbert. Highway Users Revenue Fund Highway User Revenue Fund is a separate funding source dedicated to provide support for street improvements and maintenance. - 245 - Glossary/Acronyms Infrastructure The physical assets of the Town. Assets include streets, water, wastewater, public buildings and parks. Intergovernmental Agreement A contract between governmental entities as authorized by State law. Internal Service Fund A sub-set of the Proprietary Fund Type that accounts for the activity related to internal functions provided service to other internal functions. An Internal Service Fund receives revenue by charging other Responsibility Centers in the Town based on services provided. Light Emitting Diode (LED) A type of light source used in traffic control that reduces electric cost and maintenance requirements. Maricopa County Association of Governments (MAG) MAG was formed in 1967. It is a voluntary association of governments and Indian communities formed to address regional issues in Maricopa County. MAG is the designated Regional Planning Agency and consists of 28 member agencies. Master Plan A planning document that takes an area of interest and creates a comprehensive future for that area. For example, a storm water master plan would provide information regarding the location of storm water facilities, the potential timing, the barriers and the costs. Modified Accrual A basis of accounting used by governmental funds where revenue is recognized in the period it is available and measurable, and expenditures are recognized at the time a liability is incurred. Multi-modal Using more than one mode of transportation such as driving to a park and ride and catching a bus. Municipal Property Corporation (MPC) A non-profit corporation created by Gilbert as a funding mechanism for Capital Improvement projects. The board is governed by citizens appointed by Council. Per capita A unit of measure that indicates the amount of some quantity per person in the Town. Performance Measures Indication of levels of activity, results of operations or outcomes of operations. Parkway Improvement Districts Parkway Improvement Districts provide a method to maintain the parkways within specific areas and charge the cost to the benefited property with the property tax bill. Reserve To set aside a portion of a fund balance to guard against economic downturn or emergencies. An automated system at the Water Treatment Plant that monitors Supervisory Control and Data Acquisition (SCADA) operations on-line and notifies plant personnel of problems immediately. It also tracks information related to water capacity and pumping status. - 246 - Glossary/Acronyms Self Insurance A requirement that Gilbert pay up to a certain amount of insurance claims. State Shared Revenue Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. System Development Fee (SDF) Fees collected at the time a building permit is issued to pay for the cost of capital improvements required due to growth. Transfers Movement of cash from one fund to another to reimburse costs or provide financial support. Unified Land Development A compilation of Town Codes that govern subdivision and development of lands. Code Vulnerability Assessment A study to determine where Gilbert could improve security for water and wastewater operations. Water Resource Master Plan A plan that combines all water resources; ground, surface, recharged and reclaimed water, into one document to determine future actions required to maintain water resources in Gilbert. Zoning A specific legal classification of property for purpose of development. - 247 - − 248 −