Table of Contents INSTRUCTIONS FOR NAVIGATING IN ANNUAL BUDGET PDF FILES ¾ Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section. ¾ If a “+” sign is at the left of a bookmark, click on the “+” to bring up subheadings. ¾ All pages are linked to the Table of Contents. To jump to a specific page or subsection from the Table of Contents, put the pointer finger on the title or page number within and click the mouse. ¾ Click the “Table of Contents” text located in the top right hand corner of any page or click the Table of contents bookmark on the left. Table of Contents INTRODUCTORY SECTION Budget Message ............................................ i Personnel..................................................... 73 LEGAL AND COURT Guide to the Budget Document................... 1 Legal and Court Summary ......................... 75 Distinguished Budget Award ...................... 4 General Counsel ......................................... 77 Key Officials and Staff ................................. 5 Prosecutor ................................................... 79 Organization Charts ..................................... 6 Municipal Court........................................... 81 Corporate Vision, Mission, Values.............. 8 Strategic Goals ............................................. 9 General Plan Vision .................................... 11 Continuous Quality Improvement Model . 12 Community with Character........................ 13 Gilbert Facts................................................ 14 Fund Structure ............................................ 16 Budget Process .......................................... 18 Budget Calendar ......................................... 20 Financial Policies ....................................... 21 FINANCIAL OVERVIEW Source and Use of Funds .......................... 23 Fund Balances ............................................ 24 Budget Summary ........................................ 26 Personnel Summary................................... 27 COMMUNITY DEVELOPMENT Community Development Summary......... 83 Economic Development ............................. 85 Planning ...................................................... 87 Building Safety............................................ 89 Engineering ................................................. 91 POLICE DEPARTMENT Police Department Summary..................... 93 Professional Standards.............................. 95 Patrol Services ............................................ 97 Support Services ........................................ 99 Counseling Services ................................101 Investigations............................................103 Special Operations ...................................105 FIRE DEPARTMENT Revenue Summary ..................................... 28 Fire Department Summary.......................107 Revenue Detail ............................................ 29 Fire Operations .........................................109 Expense Summary ..................................... 40 Fire Prevention..........................................111 Expense Detail ............................................ 41 Revenue Sources ....................................... 49 Property Tax Rates..................................... 57 GENERAL FUND General Fund Summary ............................. 59 MANAGEMENT AND POLICY Management and Policy Summary ........... 61 Mayor and Council ..................................... 63 Town Manager............................................. 65 Town Clerk .................................................. 67 Finance ........................................................ 69 Technology Services.................................. 71 PUBLIC WORKS Public Works Summary............................113 Public Works Administration...................115 Field Operations Administration .............117 Facilities Maintenance..............................119 Mosquito Control ......................................121 Utility Locates ...........................................123 LEISURE SERVICES Leisure Services Summary......................125 Parks and Open Space.............................127 Aquatics.....................................................129 Recreation Centers...................................131 Table of Contents Recreation Programs ............................... 133 Culture and Arts........................................ 135 OTHER GENERAL FUND INTERNAL SERVICE FUNDS Internal Service Funds Summary............179 Fleet Maintenance.....................................181 Other General Fund Summary ................ 137 Copy Services ...........................................183 Contracted Services ................................. 137 Health Self Insurance ...............................185 Social Services ......................................... 137 Transportation .......................................... 138 ENTERPRISE FUNDS Enterprise Funds Summary..................... 141 WATER Water Summary ........................................ 143 Water Conservation.................................. 145 Water Production...................................... 147 Water Distribution..................................... 149 Water Metering.......................................... 151 WASTEWATER Wastewater Summary .............................. 153 Wastewater Collection ............................. 155 Wastewater Plant Operations.................. 157 SPECIAL REVENUE Special Revenue Funds Summary ..........187 Redevelopment .........................................189 CDBG/HOME..............................................191 System Development Fees ......................193 Grants ........................................................195 Riparian Program......................................197 Special Districts ........................................199 Other Agency ............................................201 REPLACEMENT FUNDS Replacement Funds Summary ................203 Replacement Funds Detail.......................204 CAPITAL IMPROVEMENTS Wastewater Reclaimed............................. 159 Capital Improvements Summary.............207 Wastewater Quality................................... 161 Capital Improvement Listing ...................208 SOLID WASTE Solid Waste Summary.............................. 163 Solid Waste Residential ........................... 165 Solid Waste Commercial.......................... 167 IRRIGATION Irrigation Summary................................... 169 STREET FUND Street Fund Summary .............................. 171 Street Maintenance................................... 173 Traffic Control ........................................... 175 Right of Way Maintenance....................... 177 Capital Improvement Descriptions .........211 DEBT SERVICE Debt Service Summary.............................221 Debt Service Detail ...................................222 APPENDIX Personnel Detail........................................227 Capital Outlay............................................247 Glossary/Acronyms ..................................250 Table of Contents Introductory Section Budget Message Guide to the Budget Document Distinguished Budget Award 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 Table of Contents Budget Message August 2005 Honorable Mayor, Councilmembers and the Gilbert Community: I respectfully transmit the budget for the Town of Gilbert for the July 1, 2005 to June 30, 2006 fiscal year, as required by the Code of Gilbert. The adopted expenditure budget totals approximately $676.4 million which includes $222.0 million (33%) for operating budgets and $323.7 million (48%) for capital project budgets. The budget increases staff by 74.72 net full time equivalent positions compared to FY05 adopted budget. The largest additional personnel increases are 31.0 positions in Police, 14.5 in Fire, and 11.1 in the Enterprise funds of Water, Wastewater, and Solid Waste. ECONOMIC ENVIRONMENT AND ASSUMPTIONS The budget is based upon a forecast that assumes as a base the continuation of the current growth rate for the foreseeable future. While Gilbert experienced an accelerated growth trend in FY 2004-05, this budget is based upon the historical average of approximately 300 new homes/1,000 people per month on the residential side. Arizona’s Economy, July 2005, published by the ASU Eller College of Management, states “Arizona's economy will continue to expand, just at a slower pace that's more in line with trend growth. Look for 125,000 new jobs to be created this year, then closer to 90,000 next year. Retail sales will slow from an 8.3% gain this year to near 6% next year. Population growth will exceed 200,000 each year. These huge numbers reflect trend growth for Arizona.” The development of major retail centers are underway to coincide with the development and opening of the Santan Loop 202 Freeway in 2006. The two Vestar Power Centers that showcase over 1.4 million square feet in combined retail space at the eastern and western freeway gateways are already open and performing well. Westcor Development Partners has also announced plans to construct a regional mall which is proceeding through the development process and expected to be completed by 2007. This is in addition to the SanTan Marketplace power center which already includes a Super Walmart, several power center stores, and a recently announced Costco at the south end of the project. The MainStreet Commons retail center is in for plan review, and is anticipated to be opening in various phases in late 2006. Work also continues on the development of Gilbert’s first retail auto complex encompassing 128 acre site that is expected to open its first dealership, Santan Ford in 2006. The coming three to five year period anticipates the development and opening of over 5 million square feet of non-residential uses, added to the continued strong residential development. This is a new component to the service demands previously experienced in the community, and this budget, along with our five year financial plan, attempts to balance the available continuing resources with the short and long term service needs of the community. Approximately 50.3% of General Fund expenditures are supported by local sales tax revenue which for next year consists of 44.5% retail, 30.7% construction, and all other sources at 24.8%. It is anticipated that the retail sector will continue to expand and provided significant continuing revenues from sales tax. Single-family residential construction continues to be the significant driver of the service workload for the Gilbert. Our plan assumes, on average, 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 i Table of Contents Budget Message remain stable over the next year. Gilbert issued 3,917 single-family home permits in FY 2004-05. Total value of all new construction in FY 2004-05, including commercial, was $1.125 billion, compared to $1.004 billion in FY 2003-04. The FY 2005-06 budget is built on the assumption that Gilbert will experience a higher rate of non-residential construction activity. Population growth continues to be a major factor in planning for services. As we begin this fiscal year, the staff estimated population is 175,000. Included in this budget is Gilbert participation in a Special Census, effective September 1, 2005, which should validate this forecast population, as well as serve to reallocate state shared revenues in FY06-07 based upon the revised population, and not the 2000 Census population of 109,697. State shared revenues continue to be a significant portion of our operating budget requirements, with 30% of the General Fund and 95% of the Streets Fund operating budget coming from this source. We anticipate Gilbert’s population to be approaching 190,000 by completion of this fiscal year. In summary, the economic conditions in the community continue to improve. There is an imbalance at this point, however, in terms of the current sales tax revenue generation and the ability to maintain staffing levels to meet the current service level as we continue to add about 1,000 persons per month to our population base. 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 annual budget balancing review. This budget includes the continued implementation of the service standards established by the Council for Police, Fire, and Parks and Recreation, with achievement of a minimum staffing of 1.1 police officers per thousand population ratios by FY 2008-09, and a 4 minute response time for the Fire Department. The Parks and Recreation service standards include the operational transition from the planned traditional service model of design-build-owner operation of facilities to one which recognizes the presence of private facilities and service providers which can be utilized to meet the community leisure time needs in a partner focused relationship. In addition, the following general budget boundaries were applied: 9 Maintenance of existing service response levels in development services areas; 9 Base budgets were generally prepared through the use of a resource constrained model, meaning that budgets were to be prepared within currently available resources, rather than automatically trying to maintain service levels that would require additional resources; 9 No change in property or sales 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; and, 9 A standard rate and schedule was used for replacement vehicles and equipment. ii Table of Contents Budget Message 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. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ MAJOR PROGRAM HIGHLIGHTS/CHANGES The property tax rate to support general obligation bond debt remained at $1.15. The local sales tax rate remained at 1.50%. Maintenance of an undesignated fund balance of 10% for all operating fund expenditures. Equipment Replacement Funds for the General, Water, Wastewater, Streets and Solid Waste Funds are fully funded. Repair and Replacement Funds for Water and Wastewater facilities are being funded based upon the annual depreciated value of the respective systems. The General Fund budget includes continued staffing increases in the Police and Fire Departments. Community Development fees/Building Permit fees paid by development are projected to increase by $2.85 million based on single-family home permits of 300 per month, increases in commercial development, and rate increases. Street operations include an increased allocation of $1.6 million for continued street maintenance activities, and an increase of 2.5 full equivalent time positions for street sweeping, traffic signal and right of way maintenance. Water operations include a rate increase of 6% to recover operating costs and long term repair and replacement requirements. Wastewater operations include a rate increase of 5% to recover operating costs and long term repair and replacement requirements. REVENUES The sources of funds reflected in the budget totals just over $660.9 million, the major components of which are reflected in the table below: 2003-04 Actual GENERAL FUND $ 74,391,478 2004-05 Adopted $ 76,051,760 2004-05 Revised $ 85,595,000 2005-06 Adopted $ 95,292,080 ENTERPRISE OPERATIONS 39,609,489 45,163,340 49,428,490 50,022,800 INTERNAL SERVICE 9,067,534 9,180,500 9,981,600 13,604,460 STREETS FUND 13,088,903 12,889,260 13,391,000 14,521,880 REPLACEMENT FUNDS 9,600,042 9,923,200 14,884,480 26,183,690 SPECIAL REVENUE FUNDS 55,488,290 42,467,740 73,493,184 64,443,810 CAPITAL IMPROVEMENTS 102,455,793 219,733,620 131,190,996 245,743,690 DEBT SERVICE 33,251,835 22,691,400 98,380,600 151,114,380 401 300 630 700 $ 336,953,765 $ 438,101,120 $ 476,345,980 TRUST ACCOUNTS GRAND TOTAL REVENUE CARRY OVER FUNDS TOTAL SOURCES $ 660,927,490 $ 199,188,541 $ 860,116,031 A brief description of the activities and changes in each area follows: iii Table of Contents Budget Message General Fund The total General Fund increased by $19.2 million or 25.3%. Sales tax accounts for 64.4% of the increase with other major revenue increases in Community Development Fees. Increases in sales tax revenue are attributable to planned expansion of Gilbert’s retail sector as well as continued construction based activity levels. Enterprise Operations Gilbert operates Water, Wastewater, and Solid Waste Services that are all categorized as enterprise operations. In these areas, the user fees and charges for service are structured to assure that all direct and indirect costs are recovered. Revenue growth in these funds is attributable to expanding customer bases with a rate increase of 6% for the Water Fund and a 5% rate increase for the Wastewater Fund. 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 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 $1.6 million in FY 2005-06. Special Revenue Special revenue includes Grant Funds, System Development Fees, as well as Special Districts. System development fee revenues are planned to increase from $37.3 million in FY 2004-05 to $58.4 million in FY 2005-06 due to increased activity as well as increased rates. 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 portion of these revenues are the bond proceeds for the Greenfield Wastewater Treatment Plant. The other major element of Capital Improvements is the reservation for Improvement Districts. 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 two improvement districts repaid semi-annually from assessments to the benefited 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 pensioner. iv Table of Contents Budget Message The Summary Financial Section provides additional information and detail on revenues. EXPENDITURES The adopted budget expenditures total $676.4 million. The budget includes $222.0 million (32.8%) to support daily operations and services. The remaining $454.4 million reflects expenditures for debt, capital projects, maintenance districts, grants, and trust accounts. The following table shows the breakdown of expenses by fund: 2003-04 Actual GENERAL FUND ENTERPRISE OPERATIONS $ 70,213,231 2004-05 Adopted $ 48,862,551 77,559,400 58,119,850 2004-05 Revised $ 2005-06 Adopted 73,532,438 $ 116,128,580 58,466,948 73,194,710 INTERNAL SERVICE 8,761,639 8,694,360 9,448,796 12,898,010 STREETS FUND 13,841,195 14,605,040 14,214,496 18,788,530 224,167 1,411,400 2,006,000 1,716,000 REPLACEMENT FUNDS SPECIAL REVENUE FUNDS 37,847,371 81,664,340 77,593,151 110,090,140 CAPITAL IMPROVEMENTS 92,653,847 223,083,420 166,923,602 237,832,490 DEBT SERVICE 26,069,067 23,496,290 48,607,992 105,791,480 2,500 $ 298,475,568 2,400 $ 488,636,500 2,400 $ 450,795,823 2,400 $ 676,442,340 TRUST ACCOUNTS GRAND TOTAL EXPENSES General Fund General Fund expenditures are planned to increase by $38.6 million over the FY 2004-05 Adopted Budget. The majority of this increase is a result of fully funding the General Fund Equipment Replacement Fund, and cash funding of several capital projects, including the Community Center, Fire Station 2 Reconstruction, and Fire Station 3 Reconstruction. Other increases result from adjustments to the compensation and benefit program for Gilbert employees. Enterprise Operations Expenditures of the Water, Wastewater and Solid Waste Funds are expected to grow by $15.1 million due to additional customers, non-growth related funding transfers to pay for capital projects, and fully funding Repair and Replacement accounts for all of the Enterprise Funds. Internal Services The expenditure increases in this area are primarily attributed to the funding of the Self Insured Health Fund. Streets Fund The $4.2 million increase in expenses is related to $3.2 million in transfers to fund a number of street related capital improvement projects and a carry forward of $1.4 million for street maintenance not completed in the prior fiscal year. Special Revenue The most significant area of expenses is the funding transfers from the System Development Fee Funds to capital projects for system development fee projects. Capital Improvements The increased expenditures from $223.0 million to $323.8 million include the construction of: v Table of Contents Budget Message ♦ ♦ ♦ ♦ ♦ ♦ Street Improvements on Higley Road - $12,464,000 South Area Service Center - $19,266,000 Police Property Facility - $15,125,000 Fire Stations 2, 3, 7, and 8 - $17,208,000 Greenfield Wastewater Treatment Plant - $33,537,000 South Area Reclaimed Water Lines - $10,211,000 Debt Service These expenses relate to the bonds issued to finance capital projects as approved by the voters. New debt issues anticipated in FY 2005-06 to pay for the construction of street improvements, South Area Service Center, Police Property Facility, and Water System improvements. Trust Accounts These expenses relate to the Town’s continuing obligation to pay benefits to the remaining 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 detail section of this budget document. The Summary Financial Section provides additional information and detail on expenditures. PERSONNEL Personnel services represent 48% of the total operating budget (less interfund transfers). The compensation system baselines for Gilbert were established in 2002 with a comprehensive classification and compensation study. The compensation program was further modified by the establishment of a results based compensation program in FY 2003-04. Budget discussions for FY 2005-06 included further improvements to the system to address wage compaction issues. The following table shows the total full time equivalent breakdown by program area: 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 2004-05 Adopted 2004-05 Revised 2005-06 Adopted 86.50 31.50 93.65 274.00 121.50 26.00 106.89 740.04 144.00 45.00 21.00 4.50 954.54 91.50 31.62 95.65 276.00 122.50 26.00 106.89 750.16 144.00 45.00 21.00 3.69 963.85 93.50 33.62 95.65 305.00 136.00 28.00 110.20 801.97 155.10 47.50 21.00 3.69 1029.26 A detailed listing of positions and staffing levels by responsibility center and position is found in the Appendix of this document. vi Table of Contents 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 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted FUNDING CHALLENGES It will be a continuing challenge to balance one time revenues generated by growth with the continuing service demands that growth creates. 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 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 from 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 Santan Loop 202 Freeway through Gilbert. The project continues on schedule with anticipated completion in 2006. Its timely completion is vital to our future as well as the continued development of the power centers, retail centers, and the auto-mall. Our future financial model anticipates significant tax generation opportunities in the development and build out along the freeway corridor to achieve our goal of sales tax paying for ongoing services. Another event this fiscal year will be the completion of the Special Census. This contracted survey with the US Census Bureau will use a statistical sampling method to identify the population of Maricopa County. This is a regionally cooperative project, and includes communities which will experience significant growth in the state shared revenues, as well as those communities who are growing, but not at a rate which will increase their percentage share of the state’s population. As previously stated, Gilbert’s financial plans starting in FY07 are heavily dependent upon receipt of these additional vii Table of Contents @GrrepRT BudgetMessage presently revenues, estimated to be around$12 millionin operating revenuein streetsandgeneral fund. To effectively andefficiently meetthe reasonable serviceexpectations ol ourcustomers, the organization remainscommitted to theprinciples of Continuous (CQl). Specific Qualitylmprovement trainingis provided for newandexistingemployees to furtherimplement theseprinciples and processes to movetowardthe ultimate goalol cQl being"thewaywe do business".Theprogramis considered as oneof the maiorcontributing factorswhystaffhasbeenableto keeppacewiththe growthof the community andto managethe servicesthatthegrowingpopulation seeks.Theresults and successeso{ this effortcan be trackedon an ongoingbasisin the Yout Townnewsletterandour Website,www.ci.oilbert.az.us. APPBECIATION TheCouncilparticipation in identifying, goalsandobjectives, developing andconfirming as wellas understanding thecomplexandcompeting requirements of thisrapidlychangingorganization is Departments spentmanyhoursdeveloping plans,including theiroperating goals,objectives and financialrequirements. Withouttheircontinued dedication, thisprocessandthe improvement of the budgetdocument to be a guidein ourmanagement of servicesto thecommunity wouldnotbe possible. The Executive Teamcontinues to developtheirunderstanding of the rolesand responsibilities we share to the organization andcommunity. The recognition by the Government FinanceOfficersof the UnitedStatesandCanadaof thisdocument as a communication toolvalidates its purposeandeffectiveness. Thecontinued commitment by Marcskocypec,DianeArcherandLauraLorenzen to providean accurate, effective document is alsoacknowledged. Manager v t Table of Contents Guide to the Budget Document WHAT IS THE BUDGET? The budget sets forth a strategic resource allocation plan that is aligned with community goals, preferences and needs. The budget is a policy document, financial plan, operation guide and communication device all in one. Through the budget, Gilbert demonstrates its accountability to its residents and customers. To provide the maximum accountability this section provides the reader with some basic understanding of the components of the budget document and what is included in each of these components. ORGANIZATION OF THE BUDGET DOCUMENT The budget document includes seven major areas: 1. The introduction which provides the Manager’s budget message along with overview information about Gilbert including the organization, vision, mission and values, strategic goals, Gilbert facts, fund structure, budget process and policy statements. 2. The financial overview illustrates the total financial picture of Gilbert, including projected fund balances, the sources and uses of funds and property tax information. 3. The operating fund tabs – General, Enterprise, Streets - include information on all Business Units within that Fund. Each Operating Fund section is organized in the same manner with a Business Unit page and a page for each Department within the Business Unit. 4. The non-operating fund tabs – Internal Service, Special Revenue and Replacement – include information at the fund level. 5. The Capital Improvement section includes information regarding the current year capital projects and the projected operating costs for the projects currently under construction. 6. The Debt section provides an overview of Gilbert’s types of debt issued, debt capacity and debt outstanding. 7. The appendix includes a detail listing of authorized positions, the approved capital outlay list and a glossary including acronyms. Manager’s Budget Message The Manager’s budget message is a transmittal letter introducing the budget. The message outlines the assumptions used in budget development such as economy, revenue constraints, and Council priorities. Also included is an overview of the budget development process, the major changes and challenges facing the organization. Financial Overview The financial overview begins with the total source and use graphics. These graphs illustrate which funds receive what percent of the revenue compared to what percent is spent by the same funds. The fund balance pages provide a look at the fund level of the starting balances, revenues, expenditures and projected ending fund balance. Gilbert balances the budget using all available resources which includes the anticipated beginning fund balance from the prior year. The revenue summary, revenue detail, expenditure summary and expenditure detail provide the reader with a total view of all sources and uses with an historic perspective from three years prior to the budget year. The revenue source section illustrates the major funding sources by type including assumptions, and anticipated future growth. -1- Table of Contents Guide to the Budget Document The property tax page includes all the property tax rates for each taxing jurisdiction within Gilbert. Gilbert includes three school districts so the taxes are shown for each of the school districts. Fund Tabs The first page in each Fund tab is an overview of the Fund(s) within that section including a brief explanation of the funds purpose and a summary financial outlook for the funds included. The next page is a business unit with a description of the Business Unit, the goals, an organization chart, performance measures and summary personnel and financial information. Following the Business Unit are the pages for the Departments within the Business Unit. For example, the Business Unit of Community Development includes Economic Development, Planning, Building Safety and Engineering. The Department summaries include the following components: Purpose Statement: The purpose statement explains why the Department exists and provides a list of services provided. Accomplishments: This area of provides a space to communicate success and describes what improvements and actions where completed during the prior fiscal year. Objectives: Objectives communicate what is going to be accomplished during the budget year with the resources available. The objectives align with the Department goals and with the Strategic Goals of the entire organization. Budget Issues: The major resource changes from the prior fiscal year are explained in this section. Performance/Activity Measures: Gilbert strives for improvement in the area of measuring if what we do is the right thing at the right cost. Established standards are reported in Departments to ascertain if staff is meeting the standards set. Legal requirements are reported to insure our continue compliance with regulatory action. Cost per action is report in Departments to monitor efficiency. Personnel by Activity: The total staffing by Division within the Department is shown for the prior three fiscal years and for the budget year. Expenses by Division: Total expenses by Division within the Department are shown for the prior three fiscal years and the budget year. The expenses include transfers out. Expenses by Category: The total for the Department is divided into the categories of personnel, supplies and contractual, capital outlay and transfers out to provide an overview of the allocation of resources by type. Operating Results: The operating results show the net of revenues less expenditures. This view provides the readers with an understanding of how much of the costs are supported by Department generated revenue and how much of is supported by general revenues such as sales tax and state shared revenue. Graph: The graphs are unique to each Department in an effort to show a relevant efficiency measure. The expenses used in the graphs do not include transfers out. -2- Table of Contents Guide to the Budget Document Replacement Funds This area of the budget is dedicated to an explanation of Gilbert’s replacement funds. Replacement funds exist for each operating fund and an annual allocation is transferred from the operating fund to the replacement fund to ensure future financing capacity for replacement rolling stock, equipment and select infrastructure. Capital Improvements Each year Gilbert updates the Capital Improvement Plan and Program (CIP). This document describes all the known capital projects with a dollar value greater than $100,000. Each project must be approved by Council before the actual work commences. The projected current year transactions are included the budget document. This section also includes estimated operating costs. The CIP is an integral part of the budget process in that required funding transfers for proposed projects are included along with anticipated operating costs in the projections for funding capacity. Debt Gilbert issues debt to finance buildings, recreation facilities and infrastructure construction. The debt section explains the types of bonds issued, the legal criteria, debt limits and capacity, and outstanding debt. Appendix Personnel Detail: Every staff position is approved by the Council and is included in the personnel detail. Historic information is included for the prior three years. Capital Outlay: Items with a useful life greater than two years and a purchase price greater than $10,000 are individual approved an included in this section. Glossary/Acronyms: Many of the terms used in government are unique. In addition, the budget includes many different types of business areas. The unique terms are described in the glossary. If the reader has any questions regarding the document, please call 480-503-6758 or e-mail budget@ci.gilbert.az.us. -3- Table of Contents 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, 2004. 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. -4- Table of Contents 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 1,015 employees. MAYOR AND COUNCIL Mayor ---------------------------------------------------------- Steven M. Berman Vice-Mayor -----------------------------------------------------------Les Presmyk Councilmember ----------------------------------------------- David W. Crozier Councilmember ---------------------------------------------------- Joan Krueger Councilmember ---------------------------------------------------Larry Morrison Councilmember ---------------------------------------------Donald L. Skousen 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 -----------------------------------------------------------Vacant Town Clerk -------------------------------------------- Catherine A. Templeton Economic Development Director ------------------------ Gregory M. Tilque Technology Services Director ------------------------------- Shawn Woolley Finance Director ------------------------------------------------------------Vacant -5- Table of Contents Organizational Report 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 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 -6- Table of Contents Advisory Organizational 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 STREETS COMMUNITY DEVELOPMENT LEISURE SERVICES ECONOMIC DEVELOPMENT PARKS AND OPEN SPACE PLANNING RECREATION BUILDING SAFETY CULTURE AND ARTS ENGINEERING PROGRAM SUPPORT -7- ENTERPRISE OPERATIONS LEGAL PROSECUTOR Table of Contents 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. -8- Table of Contents 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 -9- Table of Contents 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, South Library and √ 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 √ South Area Service Center being constructed √ Annual citizen survey √ Conversion to more advanced software and hardware in Police Department √ Active Continuous Quality Improvement steering committee to promote concepts and actions of CQI √ Addition of Emergency Management Coordinator position - 10 - Table of Contents 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. Neighborhood Encourage development/re-development of under utilized employment areas, enhance job opportunities, enhance tax base and create a healthy economy. 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. - 11 - Table of Contents 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. Gilbert celebrated the 10 year anniversary of CQI in the organization in FY05. - 12 - Table of Contents 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 Civic Groups NonProfits Town Staff Police Schools Businesses y bilit ss onsi e Resp orthin w t s u Tr 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 CHARACTER COUNTS!SM - 13 - Table of Contents Gilbert Facts Phoenix Metropolitan Area 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 July April 90/62 October 112/85 88/60 More information and statistics can be found at: www.ci.gilbert.az.us/econdev/profile - 14 - Table of Contents Gilbert Facts Household Characteristics: Gilbert Median Household Income: Persons Per Household: Average Family Size: Greater Phoenix $ 68,032 $ 44,623 3.10 2.67 3.42 3.20 High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: 17.7% 30.0% 10.1% 24.8% 12.1% 26.6% 7.0% 17.2% ƒ One-third of the population is 17 years and younger ƒ 9% of residents are age 55 and above ƒ Median age of residents is 30.10 years ƒ 11.3% of Gilbert residents have a Graduate or Professional Degree Housing Information: ƒ ƒ Housing Starts The new home median value in 2004 was $214,995 6,000 5,000 The resale home median value in 2004 was $205,000 4,000 3,000 ƒ Over 300 building permits are issued per month on average ƒ Average rent for a one bedroom unit is $625, two bedrooms average $750 2,000 1,000 0 1998 1999 2000 2001 2002 2003 2004 Population Information: Projected Population ƒ Was named the Fastest Growing Community of 100,000 or greater in 2002 by the U.S. Census Bureau ƒ Population in 1970 was 1,971 ƒ The gender of the population is 49.7% male, 50.3% female ƒ Population increased 276% in the decade of the 1990’s and continues to climb 300,000 250,000 200,000 150,000 100,000 50,000 0 2000 2010 2020 2025 2030 Employment Information: ƒ There are over 34,000 non-home based jobs in Gilbert ƒ Residents hold approximately 33% of the nonhome based jobs ƒ Unemployment rate of 2.8% ƒ The median household income is $68,032 - 15 - Major Employers Gilbert Unified School District B H Drywall Town of Gilbert GoDaddy.com Target Employees 4,601 1,100 1,029 700 660 Table of Contents 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 show operating results for a particular activity or activities. Funds are categorized into three classes: governmental, proprietary or fiduciary. Different Fund types are found within each of these three classes. GOVERNMENTAL FUNDS 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. General Fund – The general fund accounts for the resources and uses of various Gilbert departments. A majority of the daily operating activity is recorded in this fund. Police, Fire, Planning, Building Safety, Parks and Recreation, Personnel, Technology Services are all examples of activity in the General 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 group of funds. The activity extends beyond one fiscal year and is for a specific event. An example would be the activity related to the Riparian Preserve. 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 Funds 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. - 16 - Table of Contents Fund Structure The account structure hierarchy is: PROPRIETARY FUNDS 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 as needed to ensure that revenues are adequate to meet all necessary expenditures. Gilbert has enterprise funds for water, wastewater, irrigation and solid waste operations. Î Fund Î Cost Center Î Object Code 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 departments and to 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. Expense object codes are segregated by the following categories: ¾ ¾ ¾ ¾ ¾ Personnel Services Contractual and Other Capital Outlay Debt and Depreciation Transfers Revenue object codes are also segregated based on the first two numbers in the code. 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. This segregation provides the ability to summarize expenditure information by major category. 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 Streets 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. Within each cost center are object codes that tell what a particular transaction is for. Full Time Salary Public Works, Streets, Traffic Control, Pavement - 17 - Table of Contents Budget Process The expenditure limit base approved by the voters must be used in determining Gilbert’s expenditure limit until a new base is adopted. The expenditure limit is $215,061,994. Some of the specific items excluded from the expenditure limit include: revenue 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 voters approved. BUDGET DEVELOPMENT The budget process begins with revenue projections. Gilbert using a resource constrained budget development process. The Council determines the priorities for the year and then staff develops the best possible budget that incorporates Council priorities and fits within the resources available. Council set the following boundaries for budget preparation: BUDGET AMENDMENTS ¾ No change in sales or property tax rate ¾ Continue implementation of Fire subcommittee recommendations ¾ Continue implementation of Police subcommittee recommendations ¾ Continue implementation of Parks and Recreation sub-committee recommendations ¾ Allow for a 6% market range adjustment and a one-time compaction adjustment ¾ Continue construction of buildings and infrastructure to meet needs of population and to blend with freeway construction 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 what the base should be for the next budget year. The Town budgets for contingencies in the following funds: ¾ ¾ ¾ ¾ ¾ The major steps in preparation of the budget were: ¾ Update FY05 projections and five year projections for operating funds ¾ Council input of boundaries and priorities ¾ Preparation of budget with input from staff ¾ Present draft to Council ¾ Council review and adoption The Budget Schedule page depicts the timing in more detail. 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 population growth rate. Gilbert must budget at or below this limit. 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. BUDGET CARRYFORWARD 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. - 18 - Table of Contents 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 based on the timing of receipt of the good or service. 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. - 19 - 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. Table of Contents Budget Calendar The budget is developed based on revenue projections, priorities established by Council and Department requests. The following calendar is a summary of the time line. DATE ACTION January, 2005 Council adopts the Capital Improvement Plan and Program (CIP) that provides one time funding and operating requirements to support the CIP February, 2005 Initial Council discussions begin with projected five year overview and Council priority setting March, 2005 Departments provide Manager with description of needs and priorities of those needs April, 2005 Council provides direction for budget preparation based on community priorities, available revenue and Manager recommendations May, 2005 Council provides final input on budget June, 2005 Council adopts preliminary budget July, 2005 Advertise proposed budget August, 2005 Council adopts final budget October, 2005 Publish budget document - 20 - Table of Contents 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. 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 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. Contingency Gilbert appropriates dollars in the major operating funds for emergency and unknown events. The amount of contingency is equal to 2.5% of the budget expenditures – excluding non-operating items such as capital project transfers and debt service payments. 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 $11,300,000 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 The operating fund budgets include 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. If at all possible Gilbert constructs infrastructure using the “pay as you go” method. Replacement Funding Revenue Separate funds exist for fleet replacement. Each cost center in the General, Street, Solid Waste and Fleet Maintenance Fund contributes for future replacement of vehicles. The contribution is based on the project replacement cost/anticipated useful life of the fleet. Gilbert strives to balance residential growth with commercial and industrial growth to stabilize the privilege tax revenue. 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. 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. Gilbert avoids dependence on temporary revenue sources to fund recurring government services. Replacement funds in Water and Wastewater provide future replacement of infrastructure and fleet. Gilbert does not use the property tax for operating expenditures. - 21 - Table of Contents Financial Policies 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 State Statute. Accounting, Auditing and Financial Reporting Policies An independent audit is performed annually. 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 – Residential Solid Waste - Commercial The forecasts are based on assumptions derived from boundaries set by the Council or Executive Team, economic indicators, capital projects anticipated in the Capital Improvement Plan and required rate increases to maintain break even or solvency. 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. - 22 - Table of Contents Financial Overview Source and Use of Funds Fund Balances Budget Summary Personnel Summary Revenue Summary Revenue Detail Expense Summary Expense Detail Revenue Sources Property Tax Rates Table of Contents Source and Use of Funds Replacement Funds 5.9% General Fund 15.1% Street Fund 2.5% Enterprise Funds 10.0% Capital Improvements 44.0% Special Revenue 11.8% Debt Service 10.7% The total source of funds for FY2005/06 is approximately $860,100,000. 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. Replacement Funds 0.3% General Fund 17.5% Street Fund 2.9% Capital Improvements 43.0% Enterprise Funds 11.0% Special Revenue 16.6% Debt Service 8.7% The total use of funds for FY2005/06 is approximately $676,400,000. 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. - 23 - Table of Contents Fund Balances Starting Balance GENERAL FUND $ 32,807,109 Total Sources Total Uses 95,292,080 $ 128,099,189 $ 116,128,580 Revenue $ Ending Balance $ 11,970,609 ENTERPRISE FUNDS Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation 12,692,028 17,411,587 4,071,246 44,182 - 24,602,950 14,286,500 9,560,000 1,526,000 47,350 37,294,978 31,698,087 13,631,246 1,570,182 47,350 36,830,280 21,438,260 12,453,040 2,425,780 47,350 464,698 10,259,827 1,178,206 (855,598) - STREET FUND 6,250,312 14,521,880 20,772,192 18,788,530 1,983,662 INTERNAL SERVICE FUNDS Equipment Maintenance Copier and Printing Health Self-Insurance 54,613 181,163 779,122 4,400,000 191,000 9,013,460 4,454,613 372,163 9,792,582 4,375,430 223,000 8,299,580 79,183 149,163 1,493,002 REDEVELOPMENT 121,695 156,300 277,995 127,580 150,415 REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund 3,861,916 684,465 12,179,670 6,899,780 153,771 130,887 - 11,175,340 524,090 5,404,880 4,654,850 3,346,900 1,059,630 18,000 15,037,256 1,208,555 17,584,550 11,554,630 3,500,671 1,190,517 18,000 627,000 60,000 101,000 80,000 633,000 215,000 - 14,410,256 1,148,555 17,483,550 11,474,630 2,867,671 975,517 18,000 SUB TOTAL OPERATING FUNDS $ 98,323,546 $ 199,781,210 $ 298,104,756 $ 222,853,410 SPECIAL REVENUE FUNDS Solid Waste Container Water SDF Water Resource Fee Wastewater SDF Traffic Signal SDF Police SDF Fire SDF Parks and Recreation SDF General Government SDF Grants CDBG/HOME Street Light Districts Parkway Maintenance Dist Other Special Revenue 529,823 8,971,071 13,279,911 (1,886,079) 300,525 3,189,851 (8,262,127) 14,005,102 3,309,832 1,267,072 33,295 (41,877) 169,394 876,929 385,000 16,431,000 3,860,000 17,996,000 1,164,000 2,515,000 2,624,000 10,942,600 2,537,000 1,562,970 1,537,980 1,299,790 388,110 1,044,060 914,823 25,402,071 17,139,911 16,109,921 1,464,525 5,704,851 (5,638,127) 24,947,702 5,846,832 2,830,042 1,571,275 1,257,913 557,504 1,920,989 378,000 16,564,460 173,640 48,689,500 2,344,130 1,599,380 17,216,300 13,958,250 3,041,610 1,604,850 1,537,980 1,437,200 509,570 907,690 536,823 8,837,611 16,966,271 (32,579,579) (879,605) 4,105,471 (22,854,427) 10,989,452 2,805,222 1,225,192 33,295 (179,287) 47,934 1,013,299 CAPITAL PROJECTS FUNDS Capital Funding Construction - Improve Dist Streets & Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Park, Rec & Open Space 265,049 5,281,968 393,223 422,410 (1,149,870) 2,220,615 (616,076) 1,620,013 1,351,966 6,000 17,591,670 20,436,410 2,173,130 1,884,000 67,279,000 49,567,590 67,725,660 4,483,500 14,596,730 271,049 17,591,670 25,718,378 2,566,353 2,306,410 66,129,130 51,788,205 67,109,584 6,103,513 15,948,696 17,591,670 20,212,620 2,173,130 2,223,030 60,648,670 45,171,710 67,435,660 6,258,690 16,117,310 271,049 5,505,758 393,223 83,380 5,480,460 6,616,495 (326,076) (155,177) (168,614) - 24 - $ 75,251,346 Table of Contents Fund Balances Starting Balance Revenue Total Sources Total Uses Ending Balance DEBT SERVICE FUNDS Bond Debt Debt Service - Improve Dist MPC - Public Facilities MPC - Water System MPC - Wastewater 6,074,423 (2,422,654) 2,450,889 49,125,830 20,886,380 600,000 34,956,000 78,822,000 15,850,000 26,960,803 (1,822,654) 37,406,889 78,822,000 64,975,830 19,370,150 484,600 34,951,000 13,014,860 37,970,870 7,590,653 (2,307,254) 2,455,889 65,807,140 27,004,960 TRUST AND AGENCY FUNDS 104,486 700 105,186 2,400 102,786 $ 199,188,541 $ 660,927,490 $ 860,116,031 $ 676,442,340 $ 183,673,691 TOTAL ALL FUNDS 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 Solid Waste Commercial has a projected deficit of $855,598 due to a funding transfer from operating to replacement funds. All rolling stock and equipment in the Enterprise Funds was 100% funded for the replacement value in the FY06 budget. Without this funding transfer the Solid Waste Commercial Fund would have an anticipated positive balance of $133,542. ¾ The Wastewater, Traffic Signal and Fire 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. Internal borrowing costs are built into the fee calculation based on projected cash deficits. Gilbert budgets for all potential projects because State law does not permit additions to the budget after adoption. This creates a deficit projection in some funds. The Council reviews the ability to fund all projects before approval. ¾ The Street Light Maintenance Districts budget includes worst-case expenditures and includes a contingency for new districts not yet levied. The timing difference between when a district is established and costs incurred to when the first levy can be made creates a negative cash flow. ¾ The Wastewater, Storm Water and Parks, Recreation and Open Space Capital Project Funds may become deficit due to timing differences in the receipt of revenue from outside sources and the expenditures. In most agreements the reimbursement is received after the completion of the project. ¾ The Debt Service – Improvement District fund includes two improvement districts. One of the districts has a negative balance that the Council will be acting on during FY06. - 25 - Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 General Fund Enterprise Funds Street Fund Internal Service Funds Special Revenue Replacement Funds Capital Improvements Debt Service Trust Accounts 649.96 130.20 41.30 19.00 8.57 0.00 0.00 0.00 0.00 719.60 136.50 40.50 19.00 4.71 0.00 0.00 0.00 0.00 740.04 144.00 45.00 21.00 4.50 0.00 0.00 0.00 0.00 750.16 144.00 45.00 21.00 3.69 0.00 0.00 0.00 0.00 801.97 155.10 47.50 21.00 3.69 0.00 0.00 0.00 0.00 Total Personnel 849.03 920.31 954.54 963.85 1,029.26 EXPENSES BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 General Fund Enterprise Funds Street Fund Internal Service Funds Special Revenue Replacement Funds Capital Improvements Debt Service Trust Accounts 64,112,705 32,777,137 9,178,344 3,511,357 30,161,364 595,133 87,880,349 12,880,661 2,500 70,213,231 48,862,551 13,841,195 8,761,639 37,847,371 224,167 100,093,212 18,629,702 2,500 77,559,400 58,119,850 14,605,040 8,694,360 81,664,340 1,411,400 223,083,420 23,496,290 2,400 73,532,438 58,466,948 14,214,496 9,448,796 77,593,152 2,006,000 194,013,594 21,518,000 2,400 116,128,580 73,194,710 18,788,530 12,898,010 110,090,140 1,716,000 323,769,220 19,854,750 2,400 $241,099,550 $298,475,568 $488,636,500 $450,795,824 $676,442,340 EXPENSES BY CATEGORY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 44,610,161 62,086,528 66,509,770 67,893,091 50,410,657 66,798,104 97,859,002 83,407,805 60,271,320 118,909,370 194,537,630 114,918,180 57,065,912 77,308,663 171,831,165 144,590,084 73,149,830 105,035,660 242,423,700 255,833,150 $241,099,550 $298,475,568 $488,636,500 $450,795,824 $676,442,340 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 244,298,718 241,099,550 336,953,765 298,475,568 438,101,120 488,636,500 476,345,980 450,795,824 660,927,490 676,442,340 $ $ 38,478,197 $ (50,535,380) $ 25,550,156 $ (15,514,850) Total Expenses Total Expenses Net Operating Result 3,199,168 - 26 - Table of Contents Personnel Summary 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted GENERAL FUND Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services TOTAL GENERAL FUND 83.60 27.97 88.15 201.47 102.50 27.00 119.27 649.96 82.50 31.25 91.65 269.00 110.75 25.50 108.95 719.60 86.50 31.50 93.65 274.00 121.50 26.00 106.89 740.04 91.50 31.62 95.65 276.00 122.50 26.00 106.89 750.16 93.50 33.62 95.65 305.00 136.00 28.00 110.20 801.97 ENTERPRISE FUNDS 130.20 136.50 144.00 144.00 155.10 STREETS FUND 41.30 40.50 45.00 45.00 47.50 INTERNAL SERVICE FUNDS 19.00 19.00 21.00 21.00 21.00 SPECIAL REVENUE 8.57 4.71 4.50 3.69 3.69 849.03 920.31 954.54 963.85 1029.26 TOTAL TOWN POSITIONS Personnel by Fund Enterprise Funds 15.1% Street Fund 4.6% General Fund 77.9% Internal Service Funds 2.0% Special Revenue Funds 0.4% - 27 - Table of Contents Revenue Summary 2002-03 2003-04 2004-05 2004-05 2005-06 Actual Actual Adopted Projected Adopted $ 29,335,969 20,254,340 1,487,475 2,996,935 82,753 6,504,935 1,622,654 320,077 849,528 1,496,532 228,475 65,179,673 $ 34,708,218 19,120,139 2,371,849 3,894,694 140,592 8,417,253 1,734,791 832,195 1,050,964 1,799,237 321,546 74,391,478 $ 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 $ 41,248,000 20,100,000 2,611,710 4,439,320 143,750 10,827,880 1,756,960 992,350 1,318,260 1,839,200 317,570 85,595,000 $ 47,910,000 22,251,190 2,743,650 5,161,910 155,000 10,535,040 1,810,000 1,026,000 1,400,290 1,972,000 327,000 95,292,080 ENTERPRISE OPERATIONS: Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation TOTAL ENTERPRISE $ 17,417,260 9,861,430 7,225,091 1,408,340 48,444 35,960,565 $ 18,658,083 11,384,630 8,101,078 1,428,626 37,072 39,609,489 $ 21,942,070 11,941,240 9,587,720 1,640,900 51,410 45,163,340 $ 26,088,940 12,885,450 8,862,690 1,540,000 51,410 49,428,490 $ 24,602,950 14,286,500 9,560,000 1,526,000 47,350 50,022,800 STREETS $ 12,038,431 $ 13,088,903 $ 12,889,260 $ 13,391,000 $ 14,521,880 $ 3,293,360 96,573 3,389,933 $ 3,740,047 101,565 5,225,922 9,067,534 $ 3,500,000 102,000 5,578,500 9,180,500 $ 4,037,500 137,100 5,807,000 9,981,600 $ 4,400,000 191,000 9,013,460 13,604,460 REPLACEMENT FUNDS General Replacement Fund Street Replacement Fund Water Replacement Fund Wastewater Replacement SW Residential Replace SW Commercial Replace Fleet Replacement Fund TOTAL REPLACEMENT FUNDS $ 1,495,161 160,973 1,656,134 $ 962,174 173,003 4,792,010 2,364,160 1,241,258 67,437 9,600,042 $ 1,547,330 184,040 4,750,370 2,581,930 760,030 99,500 9,923,200 $ 1,566,730 188,340 7,720,660 4,570,620 774,680 63,450 14,884,480 $ 11,175,340 524,090 5,404,880 4,654,850 3,346,900 1,059,630 18,000 26,183,690 SPECIAL REVENUE FUNDS: Redevelopment CDBG/HOME Development Fees Grants Riparian Programs Other Accounts Maintenance Districts TOTAL SPECIAL REVENUE $ 313,571 586,413 34,252,842 771,951 153,840 1,362,544 1,588,865 39,030,026 $ 18,787 1,112,374 51,769,105 626,274 175,604 584,374 1,201,772 55,488,290 $ 127,300 940,110 37,293,400 1,895,580 223,020 475,400 1,512,930 42,467,740 $ 127,300 400,000 69,700,354 782,880 273,570 696,580 1,512,500 73,493,184 $ 156,300 1,537,980 58,454,600 1,562,970 414,610 629,450 1,687,900 64,443,810 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 CAPITAL IMPROVEMENTS $ 62,576,168 $ 102,455,793 $ 219,733,620 $ 131,190,996 $ 245,743,690 DEBT SERVICE $ 24,466,913 $ $ $ 98,380,600 $ 151,114,380 TRUST ACCOUNTS $ 875 $ 244,298,718 $ 630 $ 476,345,980 $ 700 $ 660,927,490 GRAND TOTAL REVENUE 33,251,835 $ 401 $ 336,953,765 CARRY OVER FUNDS 22,691,400 $ 300 $ 438,101,120 $ 199,188,541 $ 860,116,031 TOTAL RESOURCES - 28 - Table of Contents Revenue Detail GENERAL FUND Non-Allocated: Privilege License Tax Bed Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise Federal Operating Grant State Operating Grant State Share Priv License Tax Urban Revenue Sharing SRP in Lieu Copy Revenue (External) Sale of Books, Maps Misc Property Rental Investment Income Recovery-Insurance Claims Donations/Contributions Other Non-Operating Rev Other Transfer-In Total Non-Allocated Management and Policy: Privilege License Tax-Audited Sale of Books, Maps Other Non-Operating Rev Administrative Fee Overhead Transfer In Total Management and Policy Legal and Court: Public Defender Reimb Copy Revenue (External) Clerk Fees County IGA Other Non-Operating Rev 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 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted $ 29,335,969 33,051 863,773 263,810 203,665 8,579,161 11,675,179 235,068 11,491 4,691 71,352 (433,036) 19,617 6,002 203,687 4,304 51,077,784 $ 34,708,218 35,916 1,016,727 268,815 247,152 9,228,830 9,891,309 304,844 282 105 85,954 230,998 10,968 11,040 67,298 91,750 56,200,206 $ 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 $ 41,248,000 25,000 1,082,000 314,000 175,000 10,013,000 10,087,000 300,000 96,000 500,000 4,000 115,710 63,959,710 $ 47,910,000 40,000 1,114,000 323,000 181,000 25,000 10,745,520 11,480,670 400,000 96,000 350,000 15,000 104,000 120,650 72,904,840 $ 276,120 5,191 20,646 2,694,978 2,996,935 $ 228,773 3,112 9,284 40,425 3,613,100 3,894,694 $ 300,000 20,000 4,596,300 4,916,300 $ 250,000 40 20,000 4,169,280 4,439,320 $ 306,000 20,000 4,835,910 5,161,910 $ 21,674 3,998 743 56,338 82,753 $ 24,598 1,699 7,627 44,776 719 61,173 140,592 $ 21,000 5,000 36,000 1,000 80,000 143,000 $ 15,000 750 10,000 44,000 74,000 143,750 $ 15,000 1,000 10,000 44,000 85,000 155,000 167,308 36,130 3,150 236,978 189,856 3,030,016 826,310 77,440 219,916 35,100 6,800 437,981 259,901 4,270,499 959,063 69,365 - 29 - 222,000 31,000 5,000 436,000 270,000 4,040,000 835,000 70,000 260,000 48,400 11,300 415,000 346,800 4,300,000 998,600 72,200 280,000 51,000 12,000 436,000 364,000 4,862,000 1,049,000 76,000 Table of Contents Revenue Detail 2002-03 Actual 2003-04 Actual Business License Alcoholic Beverages License Engineering Permits Plan Checking - Off Site Eng Address Change Fees Sale of Books, Maps Code Violation Fines Other Non-Operating Rev Transfer In - Backflow Total Community Development $ 40,230 52,570 1,407,487 212,007 6,766 (398) 219,085 6,504,935 $ 49,655 52,860 1,419,795 399,040 7,060 19,459 2,750 549 207,460 8,417,253 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 Non-Operating Rev Total Police Department $ 746 8,316 5,763 125,737 81,974 904,463 227,985 46,645 20 61,543 32,272 36,295 89,353 1,542 1,622,654 $ 8,762 5,780 145,511 103,027 841,267 281,027 34,116 31,490 45,246 33,158 43,945 150,210 11,252 1,734,791 $ 92,309 227,768 320,077 $ 108,329 326,435 13,659 383,772 832,195 $ 2,027 847,501 849,528 $ 122,666 1,792 926,506 1,050,964 Fire Department: Public Safety Services State Contribution Other Non-Operating Rev Fire Permit Fees Total Fire Department Public Works: Property Rental - County Sale of Books, Maps Overhead Transfer In Total Public Works Leisure Services: Facility Rental School District IGA Freestone Facility Rental Crossroads Facility Rental McQueen Park Facility Rental Miscellaneous Recreation Gilbert Pool Admissions 2,851 20,685 34,552 11,560 3,910 5,640 1,040 15,755 25,439 15,400 1,258 4,821 - 30 - 2004-05 Adopted $ 30,000 55,000 1,350,000 200,000 5,000 139,940 7,688,940 $ 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 $ 1,000 318,000 319,000 $ 118,800 3,000 1,236,730 1,358,530 3,000 15,000 30,000 12,000 13,000 2004-05 Projected 2005-06 Adopted $ 47,500 39,100 3,138,000 1,002,110 11,000 137,870 10,827,880 $ 50,000 41,000 2,100,000 1,052,000 12,000 150,040 10,535,040 $ 7,060 11,270 159,370 102,650 895,750 250,210 55,970 20,970 41,820 24,150 32,760 154,980 1,756,960 $ 7,000 12,000 164,000 106,000 923,000 258,000 57,000 22,000 43,000 24,000 34,000 160,000 1,810,000 $ 324,000 668,350 992,350 $ 325,000 701,000 1,026,000 $ 176,100 50 1,142,110 1,318,260 $ 176,000 1,224,290 1,400,290 1,500 10,000 15,000 30,000 12,000 3,100 6,600 2,000 30,000 15,000 31,000 25,000 3,000 7,000 Table of Contents Revenue Detail 2002-03 Actual 2003-04 Actual $ 108,976 52,900 1,295 44,033 7,208 25,546 386 9,261 25,550 1,932 453,759 6,057 325,324 2,192 64,889 148,178 25,481 70,052 1,848 18,408 24,059 1,496,532 $ 116,578 42,566 247 4,564 2,327 10,335 140 9,653 16,647 24,328 49,392 640,264 53,683 4,822 6,772 306,881 4,459 68,619 201,992 1,067 117,432 3,590 25,764 23,402 1,799,237 Other General Fund: Contract Services Transportation Total Other General Fund $ 175,263 53,212 228,475 TOTAL GENERAL FUND $ 65,179,673 $ (457,411) 106,878 15,880,606 474,481 243,537 22,326 225,984 187,283 733,576 17,417,260 Gilbert Aquatics Programs Mesquite Pool Admissions Mesquite Locker Rental Mesquite Aquatics Programs Greenfield Pool Admission Freestone Park Concessions McQueen Park Concessions Mesquite Pool Concessions Gilbert Pool Concessions Community Center Facility McQueen Activity Center Vending Page Park Facility Freestone Recreation Other Freestone Rec Rental Freestone Rec Concession Teen Programs Leisure Charges for Service Special Need Charge for Svc Youth Sports Charge for Svc Adult Sports Charge for Svc State Operating Grant Special Event Charge for Svc Other Non-Operating Rev Outdoor Programs Svc Library Facility Rental Total Leisure Services ENTERPRISE OPERATIONS Water: Investment Income Other Non-Operating Rev Meter Water Sales Meter Installation Hydrant Water Metered Sale Hydrant Water Other Buy-In Agreements Account Activation Fee Delinquency Fee Meter Repairs Interfund Transfer Total Water 2004-05 Adopted $ 65,000 62,000 1,000 25,000 7,000 2,000 13,000 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 $ 286,648 34,898 321,546 $ 74,391,478 $ 237,719 221,553 16,692,463 679,563 196,759 9,830 237,728 150,948 231,520 18,658,083 - 31 - 2004-05 Projected $ 87,000 37,000 600 33,000 5,000 2,000 2,500 2,000 16,000 14,400 59,000 680,000 30,000 4,000 5,000 320,000 5,500 70,000 202,000 140,000 26,000 20,000 1,839,200 $ 295,000 295,000 $ 76,051,760 $ 300,000 25,000 19,674,600 591,990 302,070 18,020 231,800 284,700 513,890 21,942,070 2005-06 Adopted $ 89,000 38,000 1,000 34,000 47,000 5,000 2,000 3,000 2,000 31,000 16,000 60,000 692,000 31,000 4,000 5,000 326,000 6,000 71,000 206,000 143,000 27,000 20,000 1,972,000 $ 317,570 317,570 $ 327,000 327,000 $ 85,595,000 $ 95,292,080 $ 450,000 231,370 18,950,000 754,100 258,000 320,000 214,000 4,911,470 26,088,940 $ 317,310 25,000 21,821,000 1,230,000 290,000 339,200 406,800 173,640 24,602,950 Table of Contents Revenue Detail 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted $ 26,505 (499,264) 3,661 9,962,058 368,470 9,861,430 $ 16,500 232,190 38,670 10,692,060 405,210 11,384,630 $ 25,000 400,000 5,000 11,076,240 400,000 35,000 11,941,240 $ 24,000 306,500 160,300 11,650,000 400,000 344,650 12,885,450 $ 25,000 435,300 50,000 12,901,000 667,200 208,000 14,286,500 $ (38,897) 21,605 7,047,200 35,583 159,600 7,225,091 $ 35,621 60,363 7,521,348 259,579 224,167 8,101,078 $ 50,000 20,000 8,299,720 40,000 320,000 858,000 9,587,720 $ 65,200 10,000 8,387,990 77,000 320,000 2,500 8,862,690 $ 102,000 5,000 8,995,000 80,000 378,000 9,560,000 Solid Waste Commercial: Commercial Service Fees Roll Off Service Fees Investment Income Other Non-Operating Rev Transfer from Replace Fund Total SW Commercial $ 1,258,979 147,906 1,455 1,408,340 $ 1,177,690 238,254 12,682 1,428,626 $ 1,220,500 230,000 5,000 185,400 1,640,900 $ 1,170,000 350,000 20,000 1,540,000 $ 1,170,000 350,000 1,000 5,000 1,526,000 Total Solid Waste $ 8,633,431 $ 9,529,704 $ 11,228,620 $ 10,402,690 $ 11,086,000 Irrigation: Service Charges Investment Income Transfer from General Fund Total Irrigation $ 12,299 29 36,116 48,444 $ 16,647 13 20,412 37,072 $ 15,000 36,410 51,410 $ 20,200 31,210 51,410 $ 16,000 31,350 47,350 TOTAL ENTERPRISE $ 35,960,565 $ 39,609,489 $ 45,163,340 $ 49,428,490 $ 50,022,800 $ 7,103,864 668,051 4,144,081 (85,341) 13,397 144,379 50,000 12,038,431 $ 7,594,672 709,014 4,158,985 90,076 72,396 413,760 50,000 13,088,903 $ 7,718,150 777,790 4,268,320 50,000 25,000 50,000 12,889,260 $ 7,718,150 777,790 4,646,000 125,000 74,060 50,000 13,391,000 $ 8,255,850 818,390 4,785,380 156,260 65,000 380,000 61,000 14,521,880 Wastewater: Business Registration Investment Income Other Non-Operating Rev Wastewater Service Charge Reuse Water Use Charge Interfund Transfer Total Wastewater Solid Waste Residential: Investment Income Other Non-Operating Rev Residential Service Fees Recycling Income Transfer SW Container Fund Transfer from Grant Fund Transfer from Replace Fund Total Solid Waste Residential STREETS: Highway User Tax Local Transportation Assist Auto In Lieu Investment Income Other Non-Operating Rev Federal Operating Grant Other Entities Participation Interfund Transfers TOTAL STREETS - 32 - Table of Contents Revenue Detail 2002-03 Actual 2003-04 Actual $ 3,287,947 5,413 3,293,360 $ 3,740,037 10 3,740,047 $ 98,210 (1,637) 96,573 $ 99,773 1,792 101,565 Health Self-Insurance: Investment Income Insurance Recovery Internal Revenue Total Health Self-Insurance $ - TOTAL INTERNAL SERVICES $ 3,389,933 REPLACEMENT FUNDS General Replacement Fund General Investment Income Street Replacement Fund Street Investment Income Water Replacement Fund Water Investment Income Wastewater Replace Fund Wastewater Invest Income SW Res Replace Fund SW Res Invest Income SW Comm Replace Fund SW Comm Invest Income Fleet Replacement Fund TOTAL REPLACEMENT FUNDS $ 1,495,133 28 160,970 3 1,656,134 INTERNAL SERVICE Fleet Maintenance: Internal Revenue Other Non Operating Rev Total Fleet Maintenance Copy Services: Copy Revenue Investment Income Disposal of Fixed Asset Total Copy Services SPECIAL REVENUE FUNDS Redevelopment: Property Rental Other Non Operating Rev Transfer from General Fund Total Redevelopment $ 4,800 69,919 238,852 313,571 Community Development Block Grant/HOME: CDBG Federal Grant 358,458 Other Non Operating Rev 694 Investment Income 2 Total CDBG $ 359,154 2004-05 Adopted $ 3,500,000 3,500,000 $ 100,000 2,000 102,000 $ 6,299 136,060 5,083,563 5,225,922 $ 9,067,534 $ 945,030 17,144 169,030 3,973 4,792,010 2,364,160 1,232,700 8,558 66,870 567 9,600,042 $ 18,787 18,787 $ 961,430 961,430 - 33 - 2004-05 Projected $ 4,037,500 4,037,500 $ 133,000 4,100 137,100 $ 6,000 50,000 5,522,500 5,578,500 $ 9,180,500 $ 1,527,330 20,000 180,040 4,000 4,750,370 2,581,930 760,030 99,500 9,923,200 $ 127,300 127,300 $ 737,610 737,610 2005-06 Adopted $ 4,400,000 4,400,000 $ 188,000 3,000 191,000 $ 18,500 83,500 5,705,000 5,807,000 $ 30,000 50,000 8,933,460 9,013,460 $ 9,981,600 $ 13,604,460 $ 1,527,330 39,400 180,040 8,300 7,588,660 132,000 4,499,420 71,200 760,030 14,650 62,000 1,450 14,884,480 $ 10,825,340 350,000 504,090 20,000 5,104,880 300,000 4,454,850 200,000 3,331,900 15,000 1,058,630 1,000 18,000 26,183,690 $ 127,300 127,300 $ 156,300 156,300 $ 300,000 300,000 $ 1,138,140 1,138,140 Table of Contents Revenue Detail 2002-03 Actual HOME Federal Grant Investment Income Total HOME Total CDBG/HOME $ 227,265 (6) 227,259 $ 586,413 $ 283,191 (240) (3,794) 279,157 $ 10,898,905 (103,621) 1,774,418 12,569,702 $ 1,704,740 (52,942) 1,651,798 Wastewater System Development Fees Investment Income Transfer from Cap Project Residual Equity Transfer In Total Wastewater Wastewater Plant Repair Investment Income Total WW Plant Repair 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 Cap Project 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 2003-04 Actual $ 150,944 150,944 $ 1,112,374 $ 382,051 4,226 386,277 $ 14,803,415 140,692 14,944,107 $ 5,995,470 67,053 6,062,523 $ 9,146,455 18,959 1,827,326 10,992,740 $ (4,989) (4,989) $ 790,811 (22,036) 243,307 1,012,082 $ 1,493,100 (18,276) 125,987 1,600,811 2004-05 Adopted $ 202,500 202,500 $ 940,110 $ 300,000 300,000 $ 7,945,200 200,000 8,145,200 $ 3,456,000 55,000 3,511,000 $ 15,452,511 53,212 15,505,723 $ 3,295 3,295 $ 1,895,407 27,833 39,708 1,962,948 $ 2,524,468 14,622 15,907 2,554,997 - 34 - 2004-05 Projected 2005-06 Adopted $ 100,000 100,000 $ 399,840 399,840 $ 400,000 $ 1,537,980 $ 350,000 9,200 359,200 $ 375,000 10,000 385,000 $ 16,701,000 179,500 16,880,500 $ 16,231,000 200,000 16,431,000 $ 8,234,000 191,500 8,425,500 $ 3,520,000 340,000 3,860,000 $ 11,448,000 10,000 11,458,000 $ 19,947,000 170,600 20,117,600 $ 17,996,000 17,996,000 $ 4,000 4,000 $ 2,354 2,354 $ - $ 842,400 20,000 862,400 $ 2,175,000 34,800 2,209,800 $ 1,164,000 1,164,000 $ 1,562,400 15,000 1,577,400 $ 3,121,100 40,400 3,161,500 $ 2,440,000 75,000 2,515,000 Table of Contents Revenue Detail 2002-03 Actual 2003-04 Actual $ 1,041,995 11,384 90,681 1,144,060 $ 1,999,462 (532) 13,146 2,012,076 $ 3,552,241 (26,772) 3,525,469 $ 6,046,153 74,366 6,120,519 General Government System Development Fees Investment Income Transfer from General Fund Total General Government $ 1,367,303 (317) 115,026 1,482,012 Total Development Fees $ 34,252,842 $ 17,988 524,979 25,027 203,957 771,951 $ 8,067 5,453 320 70,000 70,000 153,840 $ 1,074,742 626 44,637 1,120,005 $ 468,830 30 468,860 Fire System Development Fees Investment Income Transfer from General Fund Total Fire Parks and Recreation System Development Fees Investment Income Transfer from General Fund Total Parks and Recreation Grants: Investment Income Federal Grant State Grant County Grant Transfer from General Fund Total Grants Riparian: Memberships and Sales Donation and Contributions Intergovernmental Investment Income Transfer from General Fund Transfer Wastewater Fund Total Riparian Maintenance Districts: Street Light Districts Property Tax Investment Income Other Non Operating Rev Total Street Light Districts Parkway Maintenance Property Tax Investment Income Other Non Operating Rev Total Parkway Maintenance 2004-05 Adopted $ 1,882,800 1,882,800 $ 8,179,200 40,000 8,219,200 $ 2,196,572 6,031 14,037 2,216,640 $ 51,769,105 $ 6,809 201,409 203,669 214,387 626,274 $ 8,784 1,383 165,437 175,604 $ 857,213 120 857,333 $ 344,439 344,439 - 35 - 2004-05 Projected $ 3,460,000 3,460,000 $ 12,123,000 235,100 12,358,100 $ 1,328,400 5,000 1,333,400 $ 37,293,400 $ 10,000 977,600 106,000 652,100 149,880 1,895,580 $ 9,000 500 213,520 223,020 $ 1,168,030 500 1,168,530 $ 344,400 344,400 2005-06 Adopted $ 2,624,000 2,624,000 $ 10,286,000 193,300 463,300 10,942,600 $ 2,692,000 33,800 2,725,800 $ 2,474,000 63,000 2,537,000 $ 69,700,354 $ 58,454,600 $ 14,450 398,080 370,350 782,880 $ 322,260 1,097,840 142,870 1,562,970 $ 10,050 47,200 2,800 213,520 273,570 $ 10,000 40,000 130,000 3,000 231,610 414,610 $ 1,168,000 1,168,000 $ 1,299,790 1,299,790 $ 344,400 100 344,500 $ 388,110 388,110 Table of Contents Revenue Detail 2002-03 Actual Total Maintenance Districts 2003-04 Actual $ 1,588,865 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 Public Safety Services Confiscations Intergovernmental Transfer from General Fund Transfer from Cap Project Total Other Agency 2004-05 Adopted $ 1,201,772 $ (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 TOTAL SPECIAL REVENUE $ CAPITAL IMPROVEMENTS Bond Proceeds 2004-05 Projected $ 1,512,930 $ 171 448,481 110,921 93,676 29,944 53,862 12,144 1,536 236,002 9,037 9,500 (420,900) 584,374 39,030,026 $ $ - Improvement District 19 Bond Proceeds Investment Income Transfer to General Fund Total Improvement Dist 19 Capital Financing: Investment Income Total Capital Financing Municipal Facilities: Property Rental Intergovernmental Investment Income Developer Contributions Gain/Loss Sale Fixed Asset Transfer from General Fund Transfer from Street Fund Transfer from Fire SDF Transfer from Police SDF Transfer from General SDF Transfer from Traffic Signal SDF Transfer from Park SDF Transfer from Water Fund Transfer from Wastewater Transfer from Solid Waste 2005-06 Adopted $ 1,512,500 $ 8,400 25,000 90,000 25,000 45,000 10,000 250,000 10,000 12,000 475,400 55,488,290 $ $ - $ 6,529,445 6,529,445 $ (3,304) (3,304) 324 7,816 3,089,180 2,781,696 19,822 - $ 1,687,900 $ 17,900 49,880 45,000 85,500 35,500 57,930 10,830 356,040 33,500 4,500 696,580 $ 5,450 70,000 90,000 35,000 60,000 10,000 300,000 10,000 49,000 629,450 42,467,740 $ 73,493,184 $ 64,443,810 $ 35,000,000 $ - $ 17,591,670 $ 6,603 50,125 56,728 $ - $ 546 546 $ - $ 2,504 2,504 $ 4,000 4,000 $ 4,900 4,900 $ 6,000 6,000 8,170 161,390 2,907,360 3,054,478 38,861 51,815 - - 36 - 157,000 2,242,000 147,000 2,940,450 4,572,130 110,000 57,000 144,000 400,000 800 1,260,820 8,446,070 - 12,773,000 147,000 16,814,000 2,000,000 875,000 110,000 57,000 144,000 Table of Contents Revenue Detail 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted $ 16,841,526 22,740,364 $ 3,156,051 9,378,125 $ 10,369,580 $ 715,020 10,822,710 $ 34,359,000 67,279,000 Parks, Recreation & Open Space: Intergovernmental Investment Income Bond Proceeds Other Non-operating Donation/Contributions Transfer from General Fund Transfer from CDBG Transfer from Street CIP Transfer from Traffic SDF Transfer from General SDF Transfer from Water SDF Transfer from P&R SDF Total P&R and Open Space $ 50,559 (109,427) 3,199 2,327,467 24,971 47,682 337,919 2,682,370 $ 197,343 65,120 31,846 349,000 180,279 1,121 311,544 1,136,253 $ 2,658,510 62,950 96,000 16,848,200 19,665,660 $ 1,327,440 26,400 4,940 505,530 7,940,360 9,804,670 $ 1,498,070 21,000 3,015,000 727,000 9,335,660 14,596,730 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 Transfer from Fire SDF Transfer from Traffic SDF Transfer from Parks SDF Transfer from Water SDF Transfer Wastewater SDF Total Street and Roadways $ 9,097,858 (279,705) 402,162 11,808 1,538,013 10,770,136 $ 396,226 1,359,146 7,308 51,397,297 4,815,024 3,600,373 247,438 233,618 236,000 62,292,430 $ 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 $ 6,268,180 260,500 3,130,580 1,000 19,147,000 40,000 3,497,990 491,130 294,000 (225,110) 1,319,860 299,900 3,517,000 4,701,100 42,743,130 $ 1,267,000 200,000 1,476,530 10,679,000 2,508,880 103,000 160,000 3,163,100 35,000 843,900 20,436,410 $ (30,443) 77,230 46,787 $ 18,195 291 67,374 48,000 133,860 $ 400,000 715,560 10,000 563,000 500,000 522,000 2,710,560 $ 29,800 325,000 300,000 286,500 941,300 $ 500,000 2,114,000 449,000 702,000 177,500 541,000 4,483,500 Contribution MPC Bond Total Municipal Facilities 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 SDF Transfer from P&R SDF Transfer Wastewater SDF Total Storm Water - 37 - Table of Contents Revenue Detail 2002-03 Actual Traffic Control: Investment Income Intergovermental Other Non-Opering Income Transfer from Traffic SDF Total Traffic Contol $ (5,402) 414,542 323,688 732,828 $ 928,427 1,019,333 1,096,314 3,044,074 $ 738,249 47,248 3,113,278 7,450,587 11,349,362 Redevelopment: Investment Income Miscellaneous Revenue Donations/Contributions Bond Proceeds Intergovernmental Transfer from General Fund Transfer from Grant Fund Transfer from Cap Project Total Redevelopment TOTAL CAP IMPROVEMENTS Water System: System Development Fees Intergovernmental Other Entities Participation Transfer from Water MPC Transfer from P&R SDF Transfer from Water Fund Transfer from Wastewater Transfer from Fire SDF Transfer Wastewater SDF Transfer from Water SDF Total Water System Wastewater System: System Development Fees Intergovernmental Developer Contribution Bond Proceeds Investment Income Transfer Wastewater MPC Transfer from CDBG Fund Transfer Wastewater Fund Transfer Wastewater SDF Total Wastewater System 2003-04 Actual $ 964 2,343,779 2,344,743 $ (2,532) 2,159,029 17,045 7,061,399 9,234,941 $ (4,105) 13,363 627,699 7,195,480 6,313,110 14,145,547 $ (49,579) 1,542 14,848 952,227 2,723,372 1,041,696 4,684,106 $ 47,088 35,296 900 1,505,656 2,041,378 100,000 344 3,730,662 $ 62,576,168 $ 102,455,793 - 38 - 2004-05 Adopted $ 2,303,130 2,303,130 $ 8,502,000 1,625,000 9,704,260 19,831,260 $ 64,682,000 992,000 25,480,840 91,154,840 $ 5,000 204,420 2,579,570 270,000 3,058,990 $ 219,733,620 2004-05 Projected $ 3,900 187,740 1,791,470 1,983,110 $ 80,010 6,106,560 453,070 330,670 9,753,680 16,723,990 $ 237,000 22,659,170 4,040,600 17,507,380 44,444,150 $ 85,300 115,830 (119,150) 2,578,760 981,750 80,000 3,722,490 $ 131,190,996 2005-06 Adopted $ 2,173,130 2,173,130 $ 5,782,000 2,430,000 10,297,860 406,990 11,505,020 3,796,930 2,000 1,534,330 13,812,460 49,567,590 $ 2,262,000 995,000 200,000 33,536,870 919,520 29,812,270 67,725,660 $ 50,000 1,404,000 410,000 20,000 1,884,000 $ 245,743,690 Table of Contents Revenue Detail 2002-03 Actual 2003-04 Actual $ 166,945 3,729,958 3,896,903 $ 23,336 3,051,450 3,074,786 $ 23,979 6,344,900 6,368,879 $ 29,657 11,256,630 11,286,287 $ - $ - $ 1,242,772 (1,647) 60 245,427 224,945 1,711,557 $ 1,922,538 2,978 1,912 338,520 165,693 2,431,641 General Obligation Debt: Property Taxes Investment Income Other Non Operating Rev Bond Proceeds Transfer from Street Fund Transfer MPC Public Facilitiy Total General Obligation Debt $ 8,731,953 (170,750) 41,574 866,375 3,020,422 12,489,574 TOTAL DEBT SERVICE $ 24,466,913 DEBT SERVICE MPC - Public Facilities Bond Proceeds Investment Income Transfer from Total MPC - Public Facilities MPC - Water Bond Proceeds Investment Income Transfer from Total MPC - Water MPC - Wastewater Bond Proceeds Investment Income Transfer Wastewater SDF Total MPC - Wastewater Improvement District Debt: Debt Service Investment Income Other Non Operating Rev Transfer from Transfer from General Fund Total Improvement Districts TRUST ACCOUNTS Investment Income $ 875 GRAND TOTAL REVENUE $ 244,298,718 2004-05 Projected $ 10,000 10,000 $ 5,000 973,800 978,800 $ - $ 2,851,700 155,020 175,000 3,181,720 $ 10,407,422 128,982 408 2,868,596 3,053,713 16,459,121 $ 33,251,835 875 TOTAL TRUST ACCOUNTS 2004-05 Adopted $ 15,000 3,053,120 3,068,120 $ 2,812,000 2,812,000 $ 63,712,000 50,000 8,023,000 71,785,000 $ 2,216,300 7,200 155,000 166,000 2,544,500 $ 12,101,700 100,000 3,266,060 3,053,120 18,520,880 $ 22,691,400 401 $ 401 $ 336,953,765 - 39 - $ 34,359,000 5,000 592,000 34,956,000 $ 76,085,000 20,000 2,717,000 78,822,000 $ 100,000 15,750,000 15,850,000 $ 600,000 600,000 $ 11,650,000 203,800 3,264,060 3,053,120 18,170,980 $ 14,395,300 183,000 3,274,960 3,033,120 20,886,380 $ 98,380,600 $ 151,114,380 630 700 300 $ 300 $ 438,101,120 2005-06 Adopted $ 630 $ 476,345,980 $ 700 $ 660,927,490 Table of Contents Expense Summary GENERAL FUND: Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services Other General Fund Non-Departmental Contingency TOTAL GENERAL FUND $ ENTERPRISE OPERATIONS: Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted 8,742,631 3,304,194 10,395,837 18,463,766 8,962,772 2,639,007 8,527,029 2,707,524 369,945 - 8,800,152 2,759,718 9,325,564 20,788,860 9,926,103 4,452,490 6,367,848 2,761,655 5,030,841 - 11,027,530 3,061,930 9,474,920 26,301,030 11,498,120 5,260,390 7,347,530 2,601,700 (813,750) 1,800,000 10,212,937 2,999,581 9,947,999 22,382,473 11,648,986 4,334,190 7,623,741 3,005,280 1,377,250 - 13,360,550 3,599,360 12,338,270 38,783,230 25,311,890 5,886,190 12,393,390 2,996,700 (540,000) 1,999,000 73,532,438 $ 116,128,580 29,656,691 18,414,815 9,046,110 1,297,922 51,410 36,830,280 21,438,260 12,453,040 2,425,780 47,350 64,112,705 $ 13,686,802 11,279,857 6,505,882 1,252,270 52,326 70,213,231 $ 21,671,195 18,075,434 7,747,003 1,331,847 37,072 77,559,400 $ 30,155,260 15,582,220 10,872,410 1,458,550 51,410 TOTAL ENTERPRISE $ 32,777,137 $ 48,862,551 $ 58,119,850 $ 58,466,947 $ 73,194,710 STREETS $ 9,178,344 $ 13,841,195 $ 14,605,040 $ 14,214,496 $ 18,788,530 INTERNAL SERVICES $ 3,511,357 $ 8,761,639 $ 8,694,360 $ 9,448,796 $ 12,898,010 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund 595,133 - TOTAL REPLACEMENT FUNDS $ 595,133 SPECIAL REVENUE FUNDS: Redevelopment CDBG/HOME Development Fees Grants Riparian Programs Maintenance Districts Other Agency 224,167 $ 221,124 547,013 24,940,797 1,792,720 121,755 1,360,679 1,177,276 224,167 333,000 35,000 858,000 185,400 $ 54,839 1,150,974 33,801,216 365,806 175,603 1,333,914 965,019 1,411,400 333,000 35,000 1,638,000 $ 127,300 1,041,220 76,343,020 1,840,010 222,350 1,734,440 356,000 1,716,000 62,000 395,142 74,400,334 277,493 240,479 1,469,710 747,994 127,580 1,537,980 103,965,270 1,604,850 247,760 1,946,770 659,930 77,593,151 $ 110,090,140 $ 30,161,364 $ 37,847,371 $ CAPITAL IMPROVEMENTS $ 64,707,160 $ 92,653,847 $ 223,083,420 $ 166,923,602 $ 237,832,490 DEBT SERVICE $ 36,053,850 $ 26,069,067 $ 23,496,290 $ 48,607,992 $ 105,791,480 TRUST ACCOUNTS $ 2,500 $ 2,500 $ 2,400 $ 2,400 GRAND TOTAL EXPENSES $ 241,099,550 - 40 - $ 488,636,500 $ $ TOTAL SPECIAL REVENUE $ 298,475,568 81,664,340 2,006,000 627,000 60,000 101,000 80,000 633,000 215,000 $ 450,795,823 $ 2,400 $ 676,442,340 Table of Contents Expense Detail 2002-03 Actual GENERAL FUND MANAGEMENT AND POLICY Mayor and Council 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted 307,622 332,896 493,700 331,562 836,150 472,512 345,332 458,903 325,608 394,890 120,047 2,117,292 384,595 249,023 411,606 310,701 620,524 165,916 2,142,365 428,830 253,550 402,970 398,880 1,051,500 241,570 2,777,300 392,549 250,794 386,486 396,837 902,000 221,148 2,549,813 642,900 286,070 477,660 462,020 1,262,500 243,780 3,374,930 488,634 466,122 561,600 593,692 467,000 Finance: Finance Utility Customer Service Total Finance 967,357 859,200 1,826,557 1,052,313 1,063,982 2,116,295 1,172,910 1,196,980 2,369,890 1,035,306 1,146,708 2,182,014 1,309,930 1,327,270 2,637,200 Technology Services: Technology Services Communication Systems Total Technology Services 3,076,755 3,076,755 2,828,756 2,828,756 3,395,510 244,330 3,639,840 3,288,174 150,003 3,438,177 4,204,200 530,800 4,735,000 Personnel: Personnel Training and Development Risk Management Total Personnel 755,663 170,108 925,771 760,907 152,811 913,718 803,200 190,110 191,890 1,185,200 740,666 184,260 192,754 1,117,680 878,600 202,720 228,950 1,310,270 Manager: Town Manager Neighborhood Services Communication Financial Planning Capital Project Coord Government Relations Total Manager Town Clerk TOTAL MANAGEMENT & POLICY $ 8,742,631 LEGAL AND COURT General Counsel Prosecutor Public Defender Municipal Court 445,083 944,278 137,649 1,777,184 TOTAL LEGAL AND COURT $ 3,304,194 $ 8,800,152 $ 484,827 842,021 140,518 1,292,352 $ 2,759,718 11,027,530 $ 531,470 924,280 160,000 1,446,180 $ 3,061,930 10,212,937 $ 480,000 920,273 160,000 1,439,309 $ 2,999,581 13,360,550 600,020 1,064,520 180,000 1,754,820 $ 3,599,360 COMMUNITY DEVELOPMENT Economic Development: Administration Business Development Redevelopment Total Economic Development 1,727,987 2,712,223 4,440,210 1,394,445 82,798 1,910,165 3,387,408 1,947,110 397,300 2,344,410 1,827,941 1,109,050 2,936,991 3,463,040 224,430 3,687,470 Planning 1,428,613 1,376,387 1,691,220 1,759,831 1,861,420 - 41 - Table of Contents Expense Detail 2002-03 Actual 2003-04 Actual Building Safety: Building Inspection Code Compliance Backflow Prevention Development Services Total Building Safety 1,863,393 325,127 138,066 516,935 2,843,521 1,902,368 325,082 127,860 545,711 2,901,021 2,384,340 373,830 139,940 595,570 3,493,680 2,263,466 372,061 137,873 577,701 3,351,101 2,769,300 489,080 194,260 656,240 4,108,880 Engineering: Development Engineering Traffic Engineering Total Engineering 1,157,408 526,085 1,683,493 1,138,297 522,451 1,660,748 1,396,200 549,410 1,945,610 1,345,421 554,654 1,900,075 1,848,980 831,520 2,680,500 TOTAL COMMUNITY DEVEL $ 10,395,837 $ 9,325,564 2004-05 Adopted $ 9,474,920 2004-05 Projected $ 9,947,999 2005-06 Adopted $ 12,338,270 POLICE DEPARTMENT Administration Professional Standards 1,281,630 515,669 542,024 569,631 2,819,310 671,180 1,383,650 669,508 797,800 789,240 Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support - Warrants School Programs Total Patrol Services 9,464,859 245,095 1,027,722 245,071 126,096 680,205 11,789,048 11,995,390 246,482 941,935 435,629 171,285 614,151 14,404,872 11,779,060 363,700 1,406,220 511,570 145,690 749,980 14,956,220 10,480,297 377,730 1,410,159 334,054 143,761 539,618 13,285,619 16,651,080 498,750 2,795,710 721,880 506,740 956,700 22,130,860 Support Services: Records Communication Property Alarm Management Training & Program Coord Planning and Research Total Support Services 501,398 1,197,459 300,400 50,221 89,793 105,041 2,244,312 544,174 1,295,032 365,661 49,090 87,350 118,651 2,459,958 915,320 2,362,010 453,900 55,920 138,230 138,210 4,063,590 731,760 1,753,800 749,597 53,865 130,857 134,728 3,554,607 1,087,570 2,682,510 6,393,300 59,280 166,580 156,570 10,545,810 Counseling Services 543,125 518,204 553,580 564,122 628,500 Investigation: General Investigations Special Investigations Crime Prevention Total Investigation 1,430,939 463,629 107,919 2,002,487 1,547,102 519,720 119,054 2,185,876 2,228,440 659,200 241,820 3,129,460 2,005,675 597,724 222,493 2,825,892 2,627,730 809,710 240,840 3,678,280 87,495 87,495 108,295 108,295 107,690 107,690 99,075 99,075 212,740 212,740 Special Operations: Emergency Response Unit Total Special Operations TOTAL POLICE DEPARTMENT $ 18,463,766 $ 20,788,860 - 42 - $ 26,301,030 $ 22,382,473 $ 38,783,230 Table of Contents Expense Detail 2002-03 Actual FIRE DEPARTMENT Fire Administration Operations: Fire Training Fire Operations Total Operations Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention Emergency Operation Center TOTAL FIRE DEPARTMENT $ PUBLIC WORKS Public Works Administration Field Operations Administration Environmental Programs 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 Irrigation Fund Subsidy Mosquito and Midge Fly Control Utility Locates TOTAL PUBLIC WORKS $ 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted 545,578 535,501 602,260 600,793 1,251,340 410,179 7,368,487 7,778,666 439,972 8,193,835 8,633,807 679,510 9,213,290 9,892,800 726,748 9,334,536 10,061,284 765,470 22,087,610 22,853,080 613,167 15,765 8,074 637,006 667,564 72,015 11,926 751,505 864,510 82,880 18,570 965,960 767,750 87,222 18,220 873,192 904,670 135,820 18,570 1,059,060 1,522 5,290 37,100 113,717 148,410 8,962,772 $ 9,926,103 $ 11,498,120 $ 11,648,986 $ 25,311,890 268,819 454,618 261,504 273,532 476,618 232,589 354,910 618,030 - 291,627 537,000 1,070 371,970 704,570 - 798,859 141,902 83,661 43,768 221,584 1,289,774 595,931 177,594 99,406 1,816,052 193,602 190,766 3,073,351 432,760 339,600 206,790 123,490 1,797,160 735,610 194,000 21,420 3,850,830 432,050 399,360 204,390 114,490 1,580,550 238,740 94,580 21,420 3,085,580 728,650 386,670 196,600 123,070 1,860,520 747,390 194,000 23,890 4,260,790 36,116 53,615 274,561 20,412 44,572 331,416 36,410 47,000 353,210 31,210 47,010 340,693 31,350 28,750 488,760 2,639,007 $ 4,452,490 $ 5,260,390 $ 4,334,190 $ 5,886,190 LEISURE SERVICES Leisure Services Admin 676,368 707,090 890,130 750,324 913,170 Parks: Parks and Open Space Riparian Programs Total Parks 4,755,828 70,000 4,825,828 2,560,663 2,560,663 2,956,660 2,956,660 3,406,993 3,406,993 4,474,070 4,474,070 201,145 260,685 461,830 189,370 227,766 417,136 222,120 250,080 472,200 226,468 252,451 478,919 255,310 330,110 103,070 688,490 Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Total Aquatics - 43 - Table of Contents Expense Detail 2002-03 Actual Concessions 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted 74,499 21,914 - - - Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Ctr Library Facility Total Recreation Centers 223,853 249,929 25,322 541,971 86,398 1,127,473 244,315 255,142 53,132 753,700 88,650 1,394,939 241,800 300,140 56,720 868,650 100,810 1,568,120 252,373 316,698 56,961 784,867 93,805 1,504,704 3,137,370 313,070 59,370 907,300 108,880 4,525,990 Recreation Programs: Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Summer Playground Special Needs Outdoor Programs Total Recreation Programs 21,748 426,592 157,784 187,715 330,161 58,237 52,362 32,773 1,267,372 32,987 429,518 151,071 199,297 309,833 24,466 43,086 1,190,258 47,440 456,800 184,970 210,600 350,980 45,240 49,410 1,345,440 43,894 425,572 168,233 219,787 404,000 43,713 49,320 1,354,519 88,050 639,820 200,350 236,800 409,530 45,530 51,120 1,671,200 93,659 75,848 114,980 128,284 120,470 Culture and Arts TOTAL LEISURE SERVICES $ 8,527,029 $ 6,367,848 $ 7,347,530 $ 7,623,741 $ 12,393,390 OTHER GENERAL FUND Animal Control Incarceration 89,072 540,701 100,792 675,472 108,700 775,000 108,700 775,000 108,700 1,100,000 Transportation: Transit Williams Gateway Airport Total Transportation 1,056,344 456,500 1,512,844 1,287,679 350,000 1,637,679 1,133,000 350,000 1,483,000 1,531,780 350,000 1,881,780 1,133,000 350,000 1,483,000 Social Services: Youth Special Programs Senior Programs Museum Support Social Services Total Social Services 397,000 20,000 1,104 146,803 564,907 275,339 20,000 1,433 50,940 347,712 125,000 40,000 2,000 68,000 235,000 125,000 40,000 1,800 73,000 239,800 125,000 30,000 82,000 68,000 305,000 TOTAL OTHER GENERAL FUND $ 2,707,524 $ 2,761,655 $ 2,601,700 $ 3,005,280 $ 2,996,700 Non-Departmental $ 369,945 $ 5,030,841 $ (813,750) $ 1,377,250 $ (540,000) Appropriated Contingency $ - $ - $ 1,800,000 $ - $ 1,999,000 TOTAL GENERAL FUND $ 64,112,705 $ 70,213,231 $ 77,559,400 $ 73,532,438 - 44 - $ 116,128,580 Table of Contents Expense Detail 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted ENTERPRISE OPERATIONS WATER Administration Water Conservation 631,834 189,483 766,264 227,360 1,317,140 271,890 1,089,948 274,575 1,344,720 334,670 Production: Water Plant Production Water Wells Production Water Quality Assurance Total Production 4,369,697 1,156,601 540,955 6,067,253 8,024,083 2,115,135 556,590 10,695,808 7,457,140 1,630,100 626,540 9,713,780 7,433,564 3,671,951 590,914 11,696,429 8,514,560 8,329,130 761,450 17,605,140 Water Distribution Water Metering 1,087,939 2,823,502 4,307,981 2,982,871 13,105,230 3,037,800 6,232,461 4,878,618 9,398,290 4,475,870 Non-Departmental/Debt 2,886,791 2,690,911 1,800,420 2,646,000 3,163,590 - - 909,000 2,838,660 508,000 Appropriated Contingency TOTAL WATER FUND $ 13,686,802 $ 21,671,195 $ 30,155,260 $ 29,656,691 $ 36,830,280 WASTEWATER Wastewater Administration Wastewater Collection 135,100 2,712,090 145,819 6,057,698 1,499,450 5,806,010 1,319,776 5,268,103 1,815,380 9,576,250 Wastewater Plant Operations: Neely Treatment Facility SE Treatment Facility Total Wastewater Plant Oper 5,926,004 600,166 6,526,170 8,693,358 993,487 9,686,845 4,008,990 1,208,990 5,217,980 6,381,520 1,208,290 7,589,810 3,969,370 2,520,700 6,490,070 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 689,960 202,046 892,006 592,481 629,210 1,221,691 595,440 1,185,860 1,781,300 778,806 525,768 1,304,574 1,455,060 950,580 2,405,640 Wastewater Quality 299,540 329,475 370,290 366,202 518,320 Non-Departmental/Debt 714,951 633,906 241,990 2,566,350 287,600 - - 665,200 - 345,000 Appropriated Contingency $ 11,279,857 SOLID WASTE RESIDENTIAL FUND Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Appropriated Contingency TOTAL SW RESIDENTIAL FUND $ 934,741 4,076,815 920,966 573,360 6,505,882 TOTAL WASTEWATER $ 18,075,434 $ 954,289 5,240,321 901,939 650,454 7,747,003 - 45 - $ 15,582,220 $ 1,481,690 6,385,380 1,491,700 912,970 600,670 10,872,410 $ 18,414,815 $ 1,195,194 5,532,245 1,462,032 856,639 9,046,110 $ 21,438,260 $ 1,504,590 7,094,330 1,848,470 1,930,650 (223,000) 298,000 12,453,040 Table of Contents Expense Detail 2002-03 Actual 2003-04 Actual SOLID WASTE COMMERCIAL FUND Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Appropriated Contingency TOTAL SW COMMERCIAL FUND $ 29,698 1,107,408 115,164 1,252,270 $ 30,048 1,106,187 195,612 1,331,847 IRRIGATION $ 52,326 $ TOTAL ENTERPRISE $ 32,777,137 $ STREETS Administration Street Debt 2004-05 Adopted 2004-05 Projected $ 20,610 1,322,430 115,510 1,458,550 37,072 $ 48,862,551 $ 2005-06 Adopted $ 20,386 1,117,626 159,910 1,297,922 $ 22,390 1,796,620 573,770 (27,000) 60,000 2,425,780 51,410 $ 51,410 $ 47,350 58,119,850 $ 58,466,947 $ 73,194,710 357,349 866,375 458,543 2,868,596 697,540 3,266,060 509,712 3,264,060 731,600 3,274,960 Streets Maintenance: Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Total Streets Maintenance 2,287,331 466,243 95,702 1,910,574 411,934 5,171,784 485,709 937,835 105,542 5,844,408 422,269 7,795,763 547,740 558,030 99,080 5,076,830 620,200 6,901,880 507,800 712,207 101,782 5,357,752 496,397 7,175,937 570,120 1,399,970 109,300 7,344,160 582,650 10,006,200 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Street Traffic Control 503,725 277,230 656,318 682,232 2,119,505 623,154 269,915 682,169 379,065 1,954,303 639,200 309,310 718,000 664,280 2,330,790 482,123 272,958 703,286 537,539 1,995,906 667,110 326,710 789,310 594,470 2,377,600 369,920 120,445 172,966 663,331 536,992 151,775 75,223 763,990 631,230 158,940 200,600 990,770 687,883 180,997 400,000 1,268,880 772,400 207,420 300,100 1,279,920 Storm Drainage Maintenance - - 50,000 - - Non-Departmental - - - - 864,250 Appropriated Contingency - - 368,000 - 254,000 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance TOTAL INTERNAL SERVICE 9,178,344 $ 3,476,130 35,227 $ 3,511,357 13,841,195 $ 3,682,061 70,778 5,008,800 $ 8,761,639 - 46 - 14,605,040 $ 3,436,360 200,000 5,058,000 $ 8,694,360 14,214,496 $ 4,039,796 164,000 5,245,000 $ 9,448,796 18,788,530 4,375,430 223,000 8,299,580 $ 12,898,010 Table of Contents Expense Detail 2002-03 Actual REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS 2003-04 Actual 595,133 $ SPECIAL REVENUE FUNDS Redevelopment: Operations Total Redevelopment 595,133 2004-05 Adopted 224,167 $ 224,167 2004-05 Projected 333,000 35,000 858,000 185,400 $ 1,411,400 2005-06 Adopted 333,000 35,000 1,638,000 $ 2,006,000 627,000 60,000 101,000 80,000 633,000 215,000 $ 1,716,000 221,124 221,124 54,839 54,839 127,300 127,300 62,000 62,000 127,580 127,580 Community Development Block Grant/HOME: Administration 91,133 Projects 455,880 Total CDBG/HOME 547,013 102,305 1,048,669 1,150,974 142,970 898,250 1,041,220 105,692 289,450 395,142 127,020 1,410,960 1,537,980 Development Fees: Solid Waste Container Water SDF Water Resource Fee Wastewater SDF Wastewater Plant Repair Traffic Signal SDF Police SDF Fire SDF Parks & Rec SDF General Govt SDF 159,600 10,724,039 741,262 7,450,586 425,887 1,467,752 2,960,461 337,919 673,291 259,579 18,380,954 231,520 6,538,218 2,647,153 1,690,004 3,040,194 359,545 654,049 320,000 14,998,060 180,890 28,872,840 3,963,130 1,459,940 3,118,270 18,265,200 5,164,690 320,000 16,082,680 4,911,470 30,562,150 344,654 3,111,330 1,459,940 8,398,780 8,606,770 602,560 378,000 16,564,460 173,640 48,689,500 2,344,130 1,599,380 17,216,300 13,958,250 3,041,610 Total Development Fees 24,940,797 33,801,216 76,343,020 74,400,334 103,965,270 Grants 1,792,720 365,806 1,840,010 277,493 1,604,850 121,755 175,603 222,350 240,479 247,760 Maintenance Districts: Street Light ID Parkway ID Total Maintenance Districts 977,065 383,614 1,360,679 1,041,755 292,159 1,333,914 1,328,010 406,430 1,734,440 1,164,000 305,710 1,469,710 1,437,200 509,570 1,946,770 Other Agency 1,177,276 965,019 356,000 747,994 659,930 TOTAL SPECIAL REVENUE FUND $ 30,161,364 77,593,151 $ 110,090,140 Riparian Programs $ 37,847,371 - 47 - $ 81,664,340 $ Table of Contents Expense Detail 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Projected 2005-06 Adopted CAPITAL IMPROVEMENTS Construction Municipal Buildings Park, Recreation & Open Space Storm Water & Flood Control Streets & Roadways Traffic Control Wastewater Improvements Water System Redevelopment 5,471,364 24,615,362 (4,514,679) (156,311) 16,841,982 393,066 12,929,007 6,710,558 2,416,811 1,065,682 7,494,663 7,353,017 385,082 45,586,517 2,348,391 16,830,587 9,024,569 2,565,339 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 13,060 13,585,560 11,059,050 1,118,310 69,392,600 1,979,220 40,445,802 20,295,240 9,034,760 17,591,670 60,648,670 16,117,310 6,258,690 20,212,620 2,173,130 67,435,660 45,171,710 2,223,030 TOTAL CAPITAL IMPROVEMENT $ 64,707,160 92,653,847 $ 223,083,420 $ 166,923,602 $ 237,832,490 DEBT SERVICE MPC - Public Facilities MPC - Water System MPC - Wastewater System General Obligation Debt Improvement District Debt 19,924,495 3,248,694 10,494,301 2,386,360 6,227,184 1,212,181 16,203,184 2,426,518 20,771,300 2,724,990 3,768,140 662,682 22,659,170 18,793,960 2,724,040 34,951,000 13,014,860 37,970,870 19,370,150 484,600 48,607,992 $ 105,791,480 2,400 2,400 TOTAL DEBT SERVICE $ TRUST ACCOUNTS Fire Pension 36,053,850 $ $ 2,500 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 241,099,550 26,069,067 $ 2,500 $ 2,500 $ 298,475,568 - 48 - 23,496,290 $ 2,400 $ 2,400 $ 488,636,500 $ 2,400 $ 450,795,823 $ 2,400 $ 676,442,340 Table of Contents Revenue Sources ALL REVENUE SOURCES This section of the budget document includes detail information regarding revenue types, including historical information, assumptions for the FY06 budget and future projections. Information on “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 FY06 is $660,927,490; of this $255,833,150 is transfer of resources from one fund to another and $405,094,340 is new revenue. This is a 25% increase from budget FY05. The largest areas of increase are sales tax, intergovernmental, charges for service and bond proceeds. Details on areas of change are found in the sections in this summary area of the budget. The major revenue sources for all funds are shown on the table below: Revenue Type 2002-03 Actual 2003-04 Actual 2004-05 Budget 2004-05 Projected 2005-06 Adopted 74,155,024 4,892,626 43,926,179 43,129,435 1,846,377 (2,151,585) 1,763,764 6,531,032 100,932,381 6,297,983 34,440,730 52,650,675 2,115,055 1,994,434 2,700,478 52,902,954 90,486,350 5,915,000 42,248,540 56,460,440 2,074,000 1,667,530 9,649,080 114,682,000 126,925,800 8,321,910 45,698,060 58,407,930 1,975,800 3,594,580 4,139,490 82,739,850 123,292,200 7,877,000 52,139,960 68,019,660 2,246,000 3,906,320 7,494,530 140,118,670 $ 174,092,852 $ 254,034,690 $ 323,182,940 $ 331,803,420 $ 405,094,340 Taxes and Fees License and Permits Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Bond Proceeds Total FY06 Revenue Sources All Funds By Type Other Non-Operating 2% Bond Proceeds 34% Investment Income 1% Fines and Forfeits 1% Charges for Service 17% Taxes and Fees 30% Intergovernmental 13% License and Permits 2% - 49 - Table of Contents Revenue Sources TAXES AND FEES 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. 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 60% 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: ƒ ƒ ƒ ƒ ƒ the economy will continue to grow construction will start to decline in FY08 no significant new non-retail sources will develop retail development will continue as planned the sales tax rate will not increase Year Retail 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 Construction 10,955,645 12,529,574 11,953,344 14,316,218 15,761,520 21,329,000 27,410,000 39,221,000 45,217,000 50,543,000 6,514,709 7,889,630 8,218,169 9,100,453 14,961,394 14,700,000 14,700,000 13,965,000 13,267,000 12,604,000 Other 7,644,794 8,775,081 9,197,413 11,327,464 12,080,584 11,881,000 12,119,000 12,361,000 12,608,000 12,860,000 Total $ $ $ $ $ $ $ $ $ $ 25,115,148 29,194,285 29,368,926 34,744,135 42,803,498 47,910,000 54,229,000 65,547,000 71,092,000 76,007,000 $80,000 (in thousands) $70,000 $60,000 $50,000 Other Construction Retail $40,000 $30,000 $20,000 $10,000 $0 04-05 05-06 06-07 07-08 - 50 - 08-09 09-10 Table of Contents Revenue Sources 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 (PKID) pay for cost of maintenance and improvements in the parkway areas for eleven subdivisions in Gilbert. The amount for each PKID is levied on an equal per lot basis. The levy for these districts is calculated and levied annually based on projected and historical costs. Capital Improvement Districts are established to repay improvement debt issued for one time construction of infrastructure. The benefited property in the area is levied an assessment to repay the debt issued. System Development Fees System Development Fees (SDF) 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. $70,000 (in thousands) $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 The projection for system development fees is based on 5% rate increases with a conservative 280 ingle family households plus the projection for retail, industrial and other commercial. In FY05 there was an average of 354 single family home permits issued monthly. - 51 - Table of Contents Revenue Sources LICENSE AND PERMITS License fees are charged for business registration and alcoholic beverage license. Permits fees are charged for building, fire, engineering, signs, and alarms. The permit fees trend with the construction activity. 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: Twenty five percent of state sales tax is 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. There is a two year time lag in distribution. So the income tax collected in FY04 is distributed to the Cities in FY06. 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. 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 FY07. In FY04 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. - 52 - Table of Contents Revenue Sources State Shared Revenue Per Capita $300 $250 $200 $150 $100 $50 $0 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 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 new development must pay for growth therefore all community development fees are calculated based on 100% cost recovery. Other charges for service include user fees for recreation services, water consumption, wastewater and solid waste disposal. 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 55% planned for in FY06. In FY04 a Self Health Insurance Internal Service Fund was established. The following table compares the charges based on use. Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 Community Development Parks, Recreation, Other 1,350,162 1,167,021 1,682,450 2,332,546 3,093,210 3,268,000 3,268,000 3,104,600 2,949,370 2,801,900 4,564,415 4,810,212 5,201,466 11,476,258 12,413,430 16,110,460 18,043,720 20,208,960 22,634,040 25,350,120 Water, Irrigation 14,823,344 16,514,943 17,132,272 18,356,485 20,516,300 24,103,000 26,051,250 28,032,830 30,170,850 32,476,810 - 53 - Wastewater Solid Waste 9,888,011 9,997,086 10,330,528 11,097,268 12,050,000 13,568,200 15,179,400 16,771,990 18,303,600 19,908,140 6,870,715 7,918,818 8,782,719 9,388,118 10,334,990 10,970,000 11,145,400 11,788,200 12,432,100 13,077,100 Total $ $ $ $ $ $ $ $ $ $ 37,496,647 40,408,080 43,129,435 52,650,675 58,407,930 68,019,660 73,687,770 79,906,580 86,489,960 93,614,070 Table of Contents Revenue Sources Total Charges for Service $120,000 (in thousands) $100,000 $80,000 $60,000 $40,000 $20,000 $0 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 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. - 54 - Table of Contents Revenue Sources $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 04-05 05-06 06-07 07-08 08-09 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 - 55 - 04-05 05-06 06-07 07-08 08-09 Table of Contents Revenue Sources FINES AND FORFEITS Fines are collected by the Court based on citations issued by the Police Department and cases prosecuted by the Prosecutor’s office. The graph below shows the anticipated growth in revenue resulting from increases in population base and in Police Officers per capita. $3,000 (in thousands) $2,500 $2,000 $1,500 $1,000 $500 $0 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 INVESTMENT INCOME Gilbert invests all idle cash with the State of Arizona Local Government Investment Pool (LGIP). The current rate of return is about 2.8%. The average for FY05 was 2%. Interest income in the five year forecasts is based on a 3% rate of return. OTHER NON-OPERATING This revenue category includes property rental, insurance recoveries, donations and contributions and other one-time revenue not categorized elsewhere. Most of the other non-operating is highly unpredictable and is included in the budget at a minimal amount unless a specific source is known during budget preparation. BOND PROCEEDS Gilbert anticipates selling three bond issues in FY06: ƒ $34,359,000 in Municipal Property Corporation – Public Facilities - for the South Area Service Center and Police Property Facility ƒ $76,085,000 in Municipal Property Corporation – Water Resources - for the South Water Treatment Plant and various water infrastructure ƒ $12,083,000 in General Obligation for street projects In addition, there is a reserve amount for Improvement District Debt in the amount of $17,591,670 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 56 - Table of Contents 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. 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 2005/06 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. Gilbert 10% Special Districts 6% County 13% Community College/EVT 9% Gilbert School District 62% Gilbert School District Chandler School District Higley School District Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School District Total Primary $0.0000 $1.1971 $0.8936 $0.4358 $0.0000 $0.0573 $3.9070 $6.4908 $0.0000 $1.1971 $0.8936 $0.4358 $0.0000 $0.0573 $4.0908 $6.6746 $0.0000 $1.1971 $0.8936 $0.4358 $0.0000 $0.0573 $3.8880 $6.4718 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 $0.1379 $0.0069 $0.2119 $0.0521 $0.1200 $0.0000 $1.1500 $0.0000 $3.0913 $4.7701 $0.0000 $0.1379 $0.0069 $0.2119 $0.0521 $0.1200 $0.0000 $1.1500 $0.0000 $2.2426 $3.9214 $0.0000 $0.1379 $0.0069 $0.2119 $0.0521 $0.1200 $0.0000 $1.1500 $0.0000 $1.5603 $3.2391 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 $0.0000 $1.1971 $1.0315 $0.4358 $0.0069 $0.2119 $0.0521 $0.1200 $0.0000 $1.1500 $0.0573 $6.9983 $11.2609 $0.0000 $1.1971 $1.0315 $0.4358 $0.0069 $0.2119 $0.0521 $0.1200 $0.0000 $1.1500 $0.0573 $6.3334 $10.5960 $0.0000 $1.1971 $1.0315 $0.4358 $0.0069 $0.2119 $0.0521 $0.1200 $0.0000 $1.1500 $0.0573 $5.4483 $9.7109 - 57 - Table of Contents − 58 − Table of Contents General Fund General Fund Summary Management and Policy Legal and Court Community Development Police Department Fire Department Public Works Leisure Services Other General Fund Table of Contents 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 2005-06 Appropriation Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services Other General Fund Non-Departmental Contingency $ Total General Fund $ 116,128,580 FY 2005-06 Recovery 13,360,550 $ 3,599,360 12,338,270 38,783,230 25,311,890 5,886,190 12,393,390 2,996,700 (540,000) 1,999,000 $ FY 2005-06 Subsidy FY 2005-06 % Subsidized 5,161,910 155,000 10,535,040 1,810,000 1,026,000 1,400,290 1,972,000 327,000 - $ 8,198,640 3,444,360 1,803,230 36,973,230 24,285,890 4,485,900 10,421,390 2,669,700 (540,000) 1,999,000 61% 96% 15% 95% 96% 76% 84% 89% 100% 100% 22,387,240 $ 93,741,340 81% 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 $95,292,080. The non-allocated revenue detailed in the summary section of this document provides for the subsidy. The nonallocated amount is $72,904,840. The remaining subsidy amount of $20,836,500 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. - 59 - Table of Contents General Fund PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services Other General Fund Non-Departmental Contingency 83.60 27.97 88.15 201.47 102.50 27.00 119.27 0.00 0.00 0.00 82.50 31.25 91.65 269.00 110.75 25.50 108.95 0.00 0.00 0.00 86.50 31.50 93.65 274.00 121.50 26.00 106.89 0.00 0.00 0.00 91.50 31.62 95.65 276.00 122.50 26.00 106.89 0.00 0.00 0.00 93.50 33.62 95.65 305.00 136.00 28.00 110.20 0.00 0.00 0.00 Total Personnel 649.96 719.60 740.04 750.16 801.97 EXPENSES BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 8,742,631 3,304,194 10,395,837 18,463,766 8,962,772 2,639,007 8,527,029 2,707,524 369,945 - 8,800,152 2,759,718 9,325,564 20,788,860 9,926,103 4,452,490 6,367,848 2,761,655 5,030,841 - 11,027,530 3,061,930 9,474,920 26,301,030 11,498,120 5,260,390 7,347,530 2,601,700 (813,750) 1,800,000 10,212,937 2,999,581 9,947,999 22,382,473 11,648,986 4,334,190 7,623,742 3,005,280 1,377,250 - 13,360,550 3,599,360 12,338,270 38,783,230 25,311,890 5,886,190 12,393,390 2,996,700 (540,000) 1,999,000 $ 64,112,705 $ 70,213,231 $ 77,559,400 $ 73,532,438 $ 116,128,580 EXPENSES BY CATEGORY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 35,022,639 15,884,302 1,164,700 12,041,064 40,073,960 17,299,005 577,135 12,263,131 48,062,650 22,785,860 1,357,170 5,353,720 45,296,298 20,636,210 1,399,820 6,200,110 58,946,530 27,660,920 788,490 28,732,640 $ 64,112,705 $ 70,213,231 $ 77,559,400 $ 73,532,438 $ 116,128,580 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 65,179,673 64,112,705 74,391,478 70,213,231 76,051,760 77,559,400 85,595,000 73,532,438 95,292,080 116,128,580 $ 1,066,968 $ 4,178,247 $ (1,507,640) $ 12,062,562 $ (20,836,500) Management and Policy Legal and Court Community Development Police Fire Public Works Leisure Services Other General Fund Non-Departmental Contingency Total Expenses Total Expenses Net Operating Result - 60 - Table of Contents Management and Policy Management and Policy Summary Mayor and Council Town Manager Town Clerk Finance Technology Services Personnel Table of Contents 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 day-today 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 $421 million and represents a workforce of 1,029 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 2006 ♦ 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 Finance Town Clerk Finance Town Manager Utility Customer Service Town Manager Neighborhood Services Personnel Technology Services Personnel Communication Administration Training and Development Financial Planning Communication Services Risk Management Intergovernmental Application Operations - 61 - Table of Contents Management and Policy PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Mayor and Council Town Manager Town Clerk Finance Technology Services Personnel 1.00 17.85 6.00 22.25 25.50 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 1.00 16.75 6.00 25.25 30.50 12.00 1.00 16.75 6.00 25.25 32.50 12.00 83.60 82.50 86.50 91.50 93.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 307,622 2,117,292 488,634 1,826,557 3,076,755 925,771 332,896 2,142,365 466,122 2,116,295 2,828,756 913,718 493,700 2,777,300 561,600 2,369,890 3,639,840 1,185,200 331,562 2,549,813 593,692 2,182,014 3,438,176 1,117,680 836,150 3,374,930 467,000 2,637,200 4,735,000 1,310,270 $ 8,742,631 $ 8,800,152 $ 11,027,530 $ 10,212,937 $ 13,360,550 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4,616,180 3,449,511 676,940 5,028,585 3,492,209 21,447 257,911 6,053,720 4,914,480 25,000 34,330 5,719,537 4,445,810 20,760 26,830 7,454,960 5,729,990 175,600 $ 8,742,631 $ 8,800,152 $ 11,027,530 $ 10,212,937 $ 13,360,550 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,996,935 8,742,631 3,894,694 8,800,152 4,916,300 11,027,530 4,439,320 10,212,937 5,161,910 13,360,550 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 $ (5,745,696) $ (4,905,458) $ (6,111,230) $ (5,773,617) $ (8,198,640) - 62 - Table of Contents Mayor and Council PURPOSE STATEMENT ACCOMPLISHMENTS 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. ♦ Adopted new Unified Land Development Code OBJECTIVES FY 2006 ♦ 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. ♦ Enhance Citizen Participation 9 Maintain active Council Liaisons to all Boards and Commissions 9 Inform the Public about issues, programs and accomplishments 9 Review Board and Commissions Practice sound financial management BUDGET ISSUES Total Personnel budget includes a one time expenditure of $266,330 for unfunded liability to purchase credited service with the Elected Officials’ Retirement Plan. A one time transfer of $15,630 is also included to fund the accrued replacement value of rolling stock. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Citizen satisfied or very satisfied with policy decisions 73% 75% 82% 75% % of Citizens who see improvement in the residential quality of life 64% 62% 65% 65% % of Citizens who believe Gilbert officials encourage citizen participation 56% 58% 58% 60% Bond Rating – General Obligation – Moody’s n/a A1 Aa3 Aa3 - 63 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 307,622 Total Expenses $ 307,622 332,896 $ 332,896 Personnel Supplies & Contractual Capital Outlay Transfers Out 169,865 127,837 9,920 Total Expenses $ 307,622 Total Revenues Total Expenses Net Operating Result $ 493,700 $ 332,896 331,562 $ Budget FY 2005 206,572 116,284 10,040 Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY 493,700 Actual FY 2004 493,700 $ Budget FY 2005 331,562 836,150 Budget FY 2006 214,242 114,780 2,540 559,940 258,580 17,630 $ Projected FY 2005 836,150 Budget FY 2006 52,296 307,622 56,590 332,896 95,080 493,700 65,290 331,562 114,420 836,150 (255,326) $ (276,306) $ (398,620) $ (266,272) $ (721,730) COST PER CAPITA $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 $ Projected FY 2005 215,490 268,170 10,040 $ 331,562 836,150 FY 2004 - 64 - FY 2005 FY 2006 Table of Contents Town Manager PURPOSE STATEMENT OBJECTIVES FY 2006 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 21.5% over the FY05 adopted budget. Included in this increase is $217,340 of one time expenditures and transfers, an increase of $211,000 in capital project coordination, and an additional Web Specialist FTE in the Communications cost center. ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ Support efforts for maximum participation in Special Census Complete all necessary road work for alignment with Santan Loop 202 freeway completion Continue redevelopment efforts in Heritage District Maintain recognition by the Government Finance Officers Association for the Distinguished Budget Award for 2005/06 Continued to manage growth resulting in 4,256 new single family home completions adding $788,919,389 in value and $333,001,991 in non-residential construction Completion of two new Fire Stations and Realigned Greenfield/Williams Field/Market Street Opening of Page Senior Housing project in Heritage District Received Government Finance Officer’s Budget Award for the FY05 Budget Revised public participation process for capital projects Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of survey respondents satisfied with treatment when calling Gilbert 85% 85% 88% 90% % of population satisfied with value received from tax dollar 81% 81% 88% 90% % of capital projects completed within budget n/a 50% 70% 90% PERFORMANCE/ACTIVITY MEASURES - 65 - Table of Contents 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 Net Operating Result Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2.75 4.60 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 2.75 3.00 4.25 4.50 0.00 2.25 2.75 3.00 4.25 4.50 0.00 2.25 17.85 15.75 15.75 16.75 16.75 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 472,512 345,332 458,903 325,608 394,890 120,047 384,595 249,023 411,606 310,701 620,524 165,916 428,830 253,550 402,970 398,880 1,051,500 241,570 392,548 250,794 386,486 396,837 902,000 221,148 642,900 286,070 477,660 462,020 1,262,500 243,780 $ 2,117,292 $ 2,142,365 $ 2,777,300 $ 2,549,813 $ 3,374,930 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,192,929 919,353 5,010 1,182,076 954,129 6,160 1,313,890 1,459,220 4,190 1,281,403 1,264,220 4,190 1,484,870 1,864,510 25,550 $ 2,117,292 $ 2,142,365 $ 2,777,300 $ 2,549,813 $ 3,374,930 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 274,392 2,117,292 1,117,627 2,142,365 1,596,380 2,777,300 1,448,290 2,549,813 1,699,380 3,374,930 $ (1,842,900) $ (1,024,738) $ (1,180,920) $ (1,101,523) $ (1,675,550) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2003 FY 2004 FY 2005 - 66 - FY 2006 Table of Contents Town Clerk PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ Planned and administered spring 2005 Primary and General Elections Developed and implemented Board and Commission Handbook, including review by select group of stakeholders Continued to provide leadership in Records Management activities within the organization Updated approximately 75% of the department Records Retention and Disposition Schedules, including coordination with the Arizona State Library, Archives, and Public Records and Department Record Coordinators Develop and implement publications to assist Political Committees in understanding and complying with Campaign Finance Laws by April 30, 2006 Identify potential improvements to the boards and commission application process, including accessibility of information and implement improvements by March 31, 2006 Continue focus on Records Management activities in the organization to provide leadership in the assessment and implementation of document imaging in departments, update of Records Retention Schedules, and continuing work with departments to improve records systems (on-going) BUDGET ISSUES Increases in personnel costs are the only change in the Town Clerk budget for FY06. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of records requests responded to within 24 hours 87% 82% 85% 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% n/a 100% n/a - 67 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 488,634 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 296,425 190,399 1,810 $ 488,634 Total Revenues Total Expenses Net Operating Result $ $ $ 466,122 561,600 593,692 $ Budget FY 2005 310,788 153,434 1,900 Actual FY 2003 OPERATING RESULTS 466,122 561,600 Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 488,634 466,122 593,692 Actual FY 2004 561,600 $ Budget FY 2005 593,692 467,000 Budget FY 2006 350,572 243,120 - 386,370 80,630 $ Projected FY 2005 467,000 Budget FY 2006 5,200 488,634 4,229 466,122 561,600 593,692 467,000 (483,434) $ (461,893) $ (561,600) $ (593,692) $ (467,000) COST PER CAPITA $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 $ Projected FY 2005 350,840 210,760 $ 467,000 FY 2004 FY 2005 - 68 - FY 2006 Table of Contents Finance PURPOSE STATEMENT OBJECTIVES FY 2006 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 cash management. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received an unqualified audit opinion on our financial statements Received the Certificate of Achievement for Excellence in Financial Reporting for the 13th consecutive year from the Government Finance Officers Association Updated system development fees resulting in additional revenue to Gilbert in compliance with Council policy that growth pays for itself Increased wastewater rates Implemented new web and interactive voice response system that allows access to utility account history and real-time payments Completed procedure manuals for Utility Billing Department Expanded the number of utility billing cycles from four to eight Improved the timeliness of recording purchasing card activity by moving from a monthly to a weekly process Outsourced auction function for disposing of surplus property Improved the timeliness of posting internal service charges for fleet Selected new auditors through the formal bidding process Issue the annual audited financial statements by December 31, 2005 with an unqualified audit opinion Implement scheduling to automate utility billing and reporting processes Complete implementation and automation of new collection agency process Finish procedures manuals for all Finance Department positions (project was approximately 75% complete in FY05) BUDGET ISSUES The Utility Customer Service costs for postage, printing, credit card fees and supplies increase in direct proportion to the increase in customers. Finance budget includes a one time transfer of $37,640 to fund the accrued replacement value of rolling stock. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of material audit findings 0 0 0 0 % of customers participating in utility autopay n/a n/a 6% 8% % of utility web activity n/a n/a 16% 20% PERFORMANCE/ACTIVITY MEASURES - 69 - Table of Contents Finance PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Finance Utility Customer Service 13.00 9.25 13.00 10.25 13.00 10.25 13.00 12.25 13.00 12.25 22.25 23.25 23.25 25.25 25.25 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 967,357 859,200 1,052,313 1,063,982 1,172,910 1,196,980 1,035,306 1,146,708 1,309,930 1,327,270 $ 1,826,557 $ 2,116,295 $ 2,369,890 $ 2,182,014 $ 2,637,200 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,000,833 818,474 7,250 1,151,274 957,411 7,610 1,344,290 1,012,560 13,040 1,175,874 993,100 13,040 1,558,450 1,036,150 42,600 $ 1,826,557 $ 2,116,295 $ 2,369,890 $ 2,182,014 $ 2,637,200 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,304,737 1,826,557 1,501,994 2,116,295 1,756,840 2,369,890 1,539,510 2,182,014 1,938,820 2,637,200 (521,820) $ (614,301) $ (613,050) $ (642,504) $ (698,380) Total Personnel EXPENSES BY ACTIVITY Finance Utility Customer Service Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2003 FY 2004 - 70 - FY 2005 FY 2006 Table of Contents Technology Services PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Installed Imaging at Public Safety Center (PSC) Implemented H/R Applicant Tracking Completed computer aided dispatch and report management system software for Police Successfully changed Public Safety Center Network from Radio to Data Replaced Microwave antenna at PSC Installed 100% of computers with virtual local area networks and separate Dynamic Host Configuration Protocal (DHCP) Upgraded the Communication Manager to Release 2.2 Supported PSC Dispatch by providing maps every 30 days 100% Web databases converted to Structured Query Language (SQL) Server Increased web traffic more than 50% Agenda Staff reports and Council Communications are now available on web Implemented Subscription email list Implemented on line leagues standing Implementing Interactive Voice Response (IVR) to allow builders to call from cell phone and discover is an inspection has passed or failed Builders are now able to check inspections via the web allowing them to schedule and reschedule inspections on line PERFORMANCE/ACTIVITY MEASURES ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completion of builder inspections thru IVR Completion of PSC Computer Aided Dispatch/Records Management System (CAD/RMS) - Phase 2 Implement Active Server Migration to provide one platform for all users Install Kodak Film Machine for permanent records Implement enterprise wide Microsoft Licenses Agreement at corporate level Implement inventory system by December 2005 Complete technology planning for Fire Station 7 and South Area Service Center to include an Evidence Warehouse Complete Exchange Server Migration Install Cisco Client Server Architecture (CSA) to improve security Replace Municipal 2 telephone switches to provide faster service Upgrade Municipal 1 Router to provide faster service and increase connections Install Port 80 Anti-Virus Scanner for additional security Bring Website into compliance for Americans with Disability Act (ADA) specifications BUDGET ISSUES Personnel in Technology Services increases 4 full time equivalents over FY05 adopted budget. A new cost center, Application Operations and Support, was created to better track expenses related to certain functions. For FY06, the budget for Application Operations and Support is included in the Administration budget. Contractual expenses include a $410,000 increase in computer and related Repair and Maintenance. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of problems resolved by the Help Desk within 24 hours Average time for help desk response 95% 95% 95% 95% 37 minutes 28 minutes 28 minutes 30 minutes Unplanned down time for phone system n/a 5% 5% 5% Unplanned down time for web systems n/a 5% 2% 2% Unplanned down time for network systems n/a 5% 5% 5% Update public map rolls every 30 days Address errors and omissions begin legal process within 5 days. n/a n/a n/a 100% n/a n/a n/a 100% - 71 - Table of Contents Technology Services Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 25.50 0.00 0.00 24.50 0.00 0.00 25.50 3.00 0.00 27.50 3.00 0.00 3.50 6.00 23.00 25.50 24.50 28.50 30.50 32.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 3,076,755 - 2,828,756 - 3,395,510 244,330 - 3,288,173 150,003 - 4,204,200 530,800 - $ 3,076,755 $ 2,828,756 $ 3,639,840 $ 3,438,176 $ 4,735,000 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,298,210 1,129,585 648,960 1,476,225 1,100,443 21,447 230,641 2,014,780 1,598,000 25,000 2,060 1,887,566 1,527,790 20,760 2,060 2,531,110 2,131,010 72,880 $ 3,076,755 $ 2,828,756 $ 3,639,840 $ 3,438,176 $ 4,735,000 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,230,702 3,076,755 1,086,834 2,828,756 1,174,150 3,639,840 PERSONNEL BY ACTIVITY Technology Services Admin Communication Services Application Operations Total Personnel EXPENSES BY ACTIVITY Technology Services Admin Communication Services Application Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,101,070 3,438,176 1,185,880 4,735,000 $ (1,846,053) $ (1,741,922) $ (2,465,690) $ (2,337,106) $ (3,549,120) COST PER FTE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2003 FY 2004 - 72 - FY 2005 FY 2006 Table of Contents Personnel 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 2006 ♦ ♦ ♦ ♦ Develop and roll-out recruitment and selection training for Directors, Managers and Supervisors Conduct refresher Civil Treatment training for Directors, Managers and Supervisors Continue to enhance web based access to personnel department processes and services BUDGET ISSUES A one time transfer of $9,340 is included in the budget to fund the accrued replacement value of rolling stock. Contractual expenses decrease slightly. Personnel costs increase 14.7% as a result of market increases and compaction adjustments. ACCOMPLISHMENTS FY 2005 ♦ Researched compensation equity issues and implemented compaction solution Conducted organization-wide CQI survey; communicated results to management and coordinated process improvement efforts Introduced an on-site MPA program for employees through Arizona State University Completed roll-out of Discipline and Corrective Action Training for Directors, Managers and Supervisors Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Turnover rate for regular employees 8.3% 9.2% 11.5% 10.0% Number of recruitments per year 117 129 130 130 Average number of applicants per recruitment 85 55 60 60 Workers compensation claims per 100 staff 10 13 11 11 Average number of personnel actions per month 57 84 90 90 Average value of public entity insurance claims $664 $1,533 $1,680 $1,680 PERFORMANCE/ACTIVITY MEASURES - 73 - Table of Contents Personnel PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Training and Development Risk Management 9.50 1.50 0.00 8.50 1.50 2.00 8.50 1.50 2.00 8.50 1.50 2.00 8.50 1.50 2.00 11.00 12.00 12.00 12.00 12.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Personnel Training and Development Risk Management Total Expenses 755,663 170,108 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 925,771 $ Actual FY 2003 Total Revenues Total Expenses $ 803,200 190,110 191,890 740,666 184,260 192,754 878,600 202,720 228,950 913,718 $ 1,185,200 $ 1,117,680 $ 1,310,270 Budget FY 2005 Projected FY 2005 Budget FY 2006 Actual FY 2004 657,918 263,863 3,990 OPERATING RESULTS Net Operating Result $ Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 925,771 760,907 152,811 - 701,650 210,508 1,560 814,430 365,770 5,000 809,880 302,800 5,000 934,220 359,110 16,940 913,718 $ 1,185,200 $ 1,117,680 $ 1,310,270 Budget FY 2005 Projected FY 2005 Budget FY 2006 Actual FY 2004 129,608 925,771 127,420 913,718 293,850 1,185,200 285,160 1,117,680 (796,163) $ (786,298) $ (891,350) $ (832,520) $ (1,086,860) COST PER FTE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2003 FY 2004 - 74 - FY 2005 FY 2006 223,410 1,310,270 Table of Contents Legal and Court Legal and Court Summary General Counsel Prosecutor Municipal Court Table of Contents 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 2006 ♦ Ensure a high level of quality control for legal opinions and other documents prepared by legal staff ♦ Manage a growing caseload by employing technology that enables the department to continue to meet the requirements of the Rules of Criminal Procedure without additional personnel. ♦ 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 - 75 - Municipal Court Table of Contents Legal and Court Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 General Counsel Town Prosecutor Municipal Court 0.00 12.00 15.97 0.00 13.00 18.25 0.00 13.00 18.50 0.00 13.12 18.50 0.00 13.12 20.50 Total Personnel 27.97 31.25 31.50 31.62 33.62 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 General Counsel Town Prosecutor Municipal Court 582,732 944,278 1,777,184 625,345 842,021 1,292,352 691,470 924,280 1,446,180 640,000 920,273 1,439,308 780,020 1,064,520 1,754,820 Total Expenses $ 3,304,194 $ 2,759,718 $ 3,061,930 $ 2,999,581 $ 3,599,360 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,634,381 969,567 700,246 1,822,138 937,580 - 2,023,780 1,038,150 - 2,011,611 987,970 - 2,452,230 1,120,930 26,200 - $ 3,304,194 $ 2,759,718 $ 3,061,930 $ 2,999,581 $ 3,599,360 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 82,753 3,304,194 140,592 2,759,718 143,000 3,061,930 PERSONNEL BY DIVISION EXPENSES BY DIVISION EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 143,750 2,999,581 155,000 3,599,360 $ (3,221,441) $ (2,619,126) $ (2,918,930) $ (2,855,831) $ (3,444,360) Case Filings Actual FY 2003 23,329 Actual FY 2004 28,080 Projected FY 2005 23,034 Anticipated FY 2006 28,000 # of Court appearances – Prosecutor 10,598 11,317 12,200 13,000 # of trials 848 771 800 820 # of guilty pleas 2,160 2,034 2,100 2,200 # of dismissals 213 209 210 210 PERFORMANCE/ACTIVITY MEASURES - 76 - Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2006 The mission of General Counsel is to provide the highest quality legal services to elected officials, appointed officials and staff in conducting Gilbert 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided regular litigation status reports to Council; worked with Risk Manager to settle several lawsuits Developed and implemented standard contract forms for alternative project delivery methods for the capital improvement program Processed numerous rights-of-way and other property acquisitions Prepared several development agreements Worked with the Planning Department staff to implement the revised Land Development Code and prepared new model re-zoning ordinances Prepared new Municipal Code Chapter regulating Special Events Processed numerous campaign finance law violation complaints Addressed issues related to the Municipal Court and its relation to Administration Worked with the Personnel Department to update selected Personnel Policies Worked with staff to address the issues raised by the Roosevelt Water Conservation District and its long-term relationship to Gilbert PERFORMANCE/ACTIVITY MEASURES ♦ Continue to provide regular litigation status reports to the Mayor and Council Work with the Clerk regarding contracting procedures and prepare a workshop for staff Provide training of open meeting law and conflict of interest for Town Boards and Commissions Continue to work with staff to address the issues raised by the Roosevelt Water Conservation District and its long-term relationship to Gilbert Work with staff and Chandler to develop an Intergovernmental Agreement for the South Water Treatment Plant Continue to stay abreast of developments in the law that affect Gilbert by reviewing and reporting on case law and new legislation as they develop and making recommendations regarding any changes to ordinances or procedures affected by new case law or legislation BUDGET ISSUES General Counsel services are provided through a contract with Curtis, Goodwin, Sullivan, Udall & Schwab P.L.C. The current budget reflects a 13% increase in budget from FY05. This is the first per hour rate increase in three years. Actual FY 2003 Actual FY 2004 No Performance Measures - 77 - Projected FY 2005 Anticipated FY 2006 Table of Contents General Counsel Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel Public Defender 445,083 137,649 Total Expenses $ $ Actual FY 2003 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 582,732 484,827 140,518 582,732 Total Revenues Total Expenses Net Operating Result $ 691,470 $ 480,000 160,000 $ Budget FY 2005 625,345 - Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 582,732 $ 625,345 531,470 160,000 625,345 640,000 Actual FY 2004 691,470 $ Budget FY 2005 640,000 780,020 Budget FY 2006 640,000 - 780,020 $ Projected FY 2005 780,020 Budget FY 2006 21,674 582,732 25,098 625,345 21,000 691,470 15,000 640,000 15,000 780,020 (561,058) $ (600,247) $ (670,470) $ (625,000) $ (765,020) COST PER CAPITA $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 $ Projected FY 2005 691,470 $ 600,020 180,000 FY 2004 FY 2005 - 78 - FY 2006 Table of Contents Prosecutor Continued to add rulings, training material, and various motions to brief bank Continued working on training issues for Police Officers Began to update notes in case management system to more accurately route and assign tasks PURPOSE STATEMENT ♦ 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. ♦ OBJECTIVES FY 2006 ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Hired and successfully trained two new Administrative Assistants Created a training/reference manual for Administrative Assistants Trained one Administrative Assistant as backup timekeeper in the event of Administrative Supervisor’s absence Worked with Police Officers to be able to access their various logs and evidence by sharing computer folders Began initial investigation of police data import system to coincide with our case management system, Legal Edge Support Staff and Victim Advocates trained to utilize Police case management system, I/Leads Began scanning payroll data into computer for all staff members to access and review Implemented digital discovery Began converting standard audio recordings to digital so that they could be heard in the courtroom during trials and/or hearings DUI cases converted from the intoxilyzer to having blood drawn from a defendant to measure blood alcohol levels Began recovering lab fees for each DUI case Established quarterly meetings with City of Chandler Crime Lab to discuss issues arising in DUI blood cases ♦ ♦ ♦ ♦ ♦ Continue to add rulings, training material, and various motions to department’s brief bank Continue to work with Police Officers on training issues Continue to work with Police Department to use I/Leads system to the fullest potential Train one Administrative Assistant as backup for accounts payable input and process Continue to work to develop power point presentations for DUI and domestic violence cases for improved presentations in the courtroom Strive for a more accurate statistic calculation when there are two or more defendants assigned to one case BUDGET ISSUES The Town Prosecutor budget increases approximately 15% over FY04 adopted budget. A one time capital expenditure of $11,900 for a copier, and personnel increases as a result of market adjustments and compaction corrections make up this increase. The FTE for the Victim Advocate position was increased mid –year FY05 to accommodate demand. Also, a Cooperative Education Student position was reclassified to Office Assistant. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Percentage of cases charged after review 62% 67% 72% 74% Percentage of DUI cases resolved within six months of filing 72% 74% 76% 78% Number of Criminal Cases Tracked 3,601 3,888 3,519 4,500 Number of Domestic Violence Offenders Referred to Counseling Programs 579 533 530 550 - 79 - Table of Contents Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 12.00 13.00 13.00 13.12 13.12 12.00 13.00 13.00 13.12 13.12 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 944,278 Total Expenses $ 944,278 842,021 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 721,241 123,739 99,298 Total Expenses $ 944,278 Total Revenues Total Expenses Net Operating Result $ 924,280 $ $ Budget FY 2005 791,418 50,603 - Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY 842,021 924,280 842,021 Actual FY 2004 924,280 1,064,520 920,273 $ 1,064,520 Projected FY 2005 871,770 52,510 $ 920,273 $ Budget FY 2005 868,773 51,500 - 1,000,090 52,530 11,900 - 920,273 $ 1,064,520 Projected FY 2005 Budget FY 2006 944,278 1,666 842,021 924,280 920,273 (944,278) $ (840,355) $ (924,280) $ (920,273) $ (1,063,520) COST PER CASE $300.00 $250.00 $200.00 $150.00 $100.00 $50.00 $0.00 FY 2003 Budget FY 2006 FY 2004 FY 2005 - 80 - FY 2006 1,000 1,064,520 Table of Contents Municipal Court ♦ PURPOSE STATEMENT 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. ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ Began recruitment for a Deputy Court Administrator Collection of court imposed fines, fees and restitution remained over 90% for monthly average Restructuring of the Public Defender procedures (and contracts) to make them more efficient Established a “Policy and Procedure Committee” comprised of staff members and one judge to review concerns of staff in a confidential setting ♦ BUDGET ISSUES Additional Personnel includes one full time Court Services Clerk, and a full time Municipal Judge. The duties of the Municipal Judge are currently being filled by a Pro Tem Judge. Staff will determine when work loads demand the switch from Pro Tem to full time Municipal Judge. Other increases in personnel costs are a result of market adjustments and compaction corrections. One time expenditures totaling $23,800 for two copies are also included in the budget. OBJECTIVES FY 2006 ♦ ♦ Create an exit questionnaire to be completed by each member of the jury pool in order to increase public satisfaction in our jury services Complete court financial audit with private auditing firm as mandated by Arizona Supreme Court Minimum Accounting Standards Maintain timely disposition of all cases in light of expected increased staffing of Gilbert Police Department Explore Gilbert’s participation in the Maricopa County Superior Court’s on-line filing project Monitor legislative changes to DUI trial requirements Increase the public’s confidence in our Public Defender program by creating a customer satisfaction survey specifically for this feedback Enter into an IGA with Maricopa County Superior Court to provide jury services to the court to increase the inclusion and diversity of potential jury pools PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Rule 8 (Speedy Trial) compliance 100% 100% 100% 100% Case Filings 23,329 28,080 23,034 28,000 # of Jury Trials 19 35 20 30 # of Civil Traffic Hearings 440 384 416 500 - 81 - Table of Contents Municipal Court Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Municipal Court 15.97 18.25 18.50 18.50 20.50 Total Personnel 15.97 18.25 18.50 18.50 20.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Municipal Court 1,777,184 1,292,352 1,446,180 1,439,308 1,754,820 Total Expenses $ 1,777,184 $ 1,292,352 $ 1,446,180 $ 1,439,308 $ 1,754,820 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 913,140 263,096 600,948 1,030,720 261,632 - 1,152,010 294,170 - 1,142,838 296,470 - 1,452,140 288,380 14,300 - $ 1,777,184 $ 1,292,352 $ 1,446,180 $ 1,439,308 $ 1,754,820 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 61,079 1,777,184 113,828 1,292,352 122,000 1,446,180 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 128,750 1,439,308 139,000 1,754,820 $ (1,716,105) $ (1,178,524) $ (1,324,180) $ (1,310,558) $ (1,615,820) COST PER CASE $80.00 $60.00 $40.00 $20.00 $0.00 FY 2003 FY 2004 FY 2005 - 82 - FY 2006 Table of Contents Community Development Community Development Summary Economic Development Planning Building Safety Engineering Table of Contents 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 2006 ♦ 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 - 83 - Table of Contents Community Development PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Economic Development Planning Building Safety Engineering 4.75 16.00 46.63 20.77 4.75 18.50 47.63 20.77 4.75 19.50 47.63 21.77 4.75 20.50 47.63 22.77 4.75 20.50 47.63 22.77 88.15 91.65 93.65 95.65 95.65 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4,440,210 1,428,613 2,843,521 1,683,493 3,387,408 1,376,387 2,901,021 1,660,748 2,344,410 1,691,220 3,493,680 1,945,610 2,936,991 1,759,831 3,351,102 1,900,075 3,687,470 1,861,420 4,108,880 2,680,500 $ 10,395,837 $ 9,325,564 $ 9,474,920 $ 9,947,999 $ 12,338,270 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4,914,143 1,880,861 213,861 3,386,972 5,337,851 1,902,410 2,085,303 6,103,670 2,823,610 58,000 489,640 5,897,679 2,790,790 58,140 1,201,390 6,849,070 4,308,010 1,181,190 $ 10,395,837 $ 9,325,564 $ 9,474,920 $ 9,947,999 $ 12,338,270 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 6,504,935 10,395,837 8,417,253 9,325,564 7,688,940 9,474,920 10,827,880 9,947,999 10,535,040 12,338,270 879,881 $ (1,803,230) 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 Net Operating Result $ (3,890,902) $ (908,311) $ (1,785,980) $ PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of single family permits issued 3,511 4,768 3,916 3,600 Acres of land approved for development through re-zoning 1,796 1,707 1,218 1,300 # of engineering and traffic plans reviewed 837 1,100 1,285 1,350 # of design review applications 204 227 226 230 - 84 - Table of Contents Economic Development PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Staff assisted 12 companies/developments in location to Gilbert Facilitated capital investments of $58,091,751 in Gilbert 1,652 announced new jobs in Gilbert Successful continuation of P.E.R.T. (Partners Experiencing Results Together) program Successful launch of “Circle of Influence” email blast Successful implementation of 2004-05 Marketing & Communications Strategy Create 150 new business/development leads Create 400 new manufacturing/office jobs matching the desired salary ranges Create 1300 retail jobs within the specialty retail and entertainment business clusters Generate $51,444,000 in capital investment on new projects Increase retail sales tax revenues by 35% Assist in the location of 18 new companies to Gilbert (Including one international company) Improve Gilbert’s employment to population ratio (top quartile in Maricopa County) BUDGET ISSUES The Economic Development budget increases approximately 57% over FY05 adopted budget. The major component of this increase is an increase of $1,461,000 in Economic Development incentives. Other increases include $12,100 for Memberships and Dues and $4,700 for the Chamber of Commerce contract. Personnel increases are a result of market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Jobs to population ratio 1:5.26 1:4.87 1:4.50 1:4.00 # of new jobs created (staff assisted) 4,725 2,087 1,652 1,700 # of leads generated 177 206 119 150 $11,953,344 $14,316,218 $15,761,520 $21,329,000 Annual retail sales tax revenue - 85 - Table of Contents Economic Development PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Administration Business Development Redevelopment 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,727,987 2,712,223 1,394,445 82,798 1,910,165 1,947,110 397,300 1,827,941 1,109,050 3,463,040 224,430 $ 4,440,210 $ 3,387,408 $ 2,344,410 $ 2,936,991 $ 3,687,470 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 328,183 824,803 3,287,224 318,944 1,075,501 1,992,963 351,230 1,595,880 397,300 352,511 1,475,430 1,109,050 394,700 3,068,340 224,430 $ 4,440,210 $ 3,387,408 $ 2,344,410 $ 2,936,991 $ 3,687,470 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4,440,210 257 3,387,408 2,344,410 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 Net Operating Result 2,936,991 3,687,470 $ (4,440,210) $ (3,387,151) $ (2,344,410) $ (2,936,991) $ (3,687,470) SALES TAX PER CAPITA $140.00 $105.00 $70.00 $35.00 $0.00 FY 2003 FY 2004 FY 2005 - 86 - FY 2006 Table of Contents Planning PURPOSE STATEMENT OBJECTIVES FY 2006 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 other 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. ♦ Complete annexation of ADOT (Arizona Department of Transportation) freeway rightof-way ♦ Complete the annual review and update of the General Plan for adoption by the Council in December 2005 ♦ Complete graphics for new Land Development Code and initiate edits/corrections during the first year of its use ♦ Maintain review schedules for 90% of the applications ♦ Complete applications for key projects handled in the PERT (Partners Experiencing Results Together) process including Banner Hospital, Costco, Main Street Commons, Oregano’s in the Heritage District, Santan Ford, Santan Village Phases 1 and 2, and Harkins Theatre ♦ Process 684 acre Cooley Station project for annexation and rezoning ♦ Complete joint masterplan with Town for 39 acres adjacent to civic center at the SEC Gilbert and Warner Roads ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Adopted new Land Development Code (LDC) after 3 years of work with residents, developers and homebuilders Reclassified all properties in Town with the new LDC zoning districts Adopted new Industrial Design Guidelines that set standards for industrial and employment projects Approved Design Review applications for Berge Mazda dealership, Santan Motorplex, Catholic Healthcare West Hospital, Banner Hospital, and Santan Village Completed annual General Plan update Approved major General Plan amendments for 160 acres south of Catholic Healthcare West Hospital, and Cooley Station Processed 1,248 planning projects, an increase of 13% over FY 2004 BUDGET ISSUES While total contractual expenses decrease from FY05 adopted budget, Personnel costs increase due to market adjustments and compaction correction. Also, a Planning Technician position was added mid-year FY05 in order to meet demands. A one time transfer of $26,440 is included to fund the accrued replacement value of rolling stock. Actual FY 2003 435 Actual FY 2004 582 Projected FY 2005 741 Anticipated FY 2006 750 90% 90% 90% 90% % of items continued due to ad errors 2% 2% 2% 2% % of Draft minutes completed within 72 hours 95% 95% 95% 95% % of Design Review Board and Planning and Zoning packets delivered on time 98% 100% 100% 100% % of final plats reviewed within 20 days 95% 95% 95% 95% % of landscape plans reviewed within 20 days % of planning review comments returned on schedule 80% 85% 85% 85% 90% 85% 85% 85% PERFORMANCE/ACTIVITY MEASURES # of cases received % of construction plans reviewed within 20 days - 87 - Table of Contents Planning Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 16.00 18.50 19.50 20.50 20.50 16.00 18.50 19.50 20.50 20.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,428,613 1,376,387 1,691,220 1,759,831 1,861,420 $ 1,428,613 $ 1,376,387 $ 1,691,220 $ 1,759,831 $ 1,861,420 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 972,986 450,247 5,380 1,117,973 252,764 5,650 1,369,170 316,400 5,650 1,334,181 420,000 5,650 1,567,220 265,730 28,470 $ 1,428,613 $ 1,376,387 $ 1,691,220 $ 1,759,831 $ 1,861,420 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 614,192 1,428,613 962,779 1,376,387 958,900 1,691,220 1,081,100 1,759,831 1,143,000 1,861,420 (814,421) $ (413,608) $ (732,320) $ (678,731) $ (718,420) PERSONNEL BY ACTIVITY Planning Total Personnel EXPENSES BY ACTIVITY Planning Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ COST PER CASE $3,500.00 $2,800.00 $2,100.00 $1,400.00 $700.00 $0.00 FY 2003 FY 2004 - 88 - FY 2005 FY 2006 Table of Contents Building Safety 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 2005 ♦ ♦ ♦ ♦ ♦ ♦ Completed 94% of plan reviews within established timelines Completed 100% of requested building inspections that were scheduled by 6 a.m. on that business day Responded to 96% of code compliance complaints within 2 business days while experiencing a 21% increase in complaints Completed training all Development Services Representatives on the use of business registration and licensing software Maintained general service levels at or above established goals without any increase in staffing levels ♦ Process and review 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), a software application for scheduling inspections and posting inspection results Continue to 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 BUDGET ISSUES The Building Safety budget increased by 17.6% over FY05 adopted budget. In addition to Personnel increases as a result of market adjustments and compaction correction, the major increase is a one time transfer of $460,870 to fund the accrued replacement value of rolling stock. There continues to be record or near record numbers of residential and commercial permits being issued. OBJECTIVES FY 2006 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: PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two workdays of receipts 97% 98% 96% 95% % of customers rating processes as satisfactory of better 98% n/a* 95% 95% % of plan reviews completed within established timelines for permit type 93% 94% 94% 95% Number of permits issued 7,029 8,452 8,400 8,700 * Customer satisfaction survey conducted by the Chamber of Commerce was not performed during this fiscal year. - 89 - Table of Contents Building Safety PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Building Inspection Code Compliance Backflow Prevention Development Services 27.63 6.00 2.00 11.00 28.63 6.00 2.00 11.00 28.63 6.00 2.00 11.00 28.63 6.00 2.00 11.00 28.63 6.00 2.00 11.00 46.63 47.63 47.63 47.63 47.63 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,863,393 325,127 138,066 516,935 1,902,368 325,082 127,860 545,711 2,384,340 373,830 139,940 595,570 2,263,467 372,061 137,873 577,701 2,769,300 489,080 194,260 656,240 $ 2,843,521 $ 2,901,021 $ 3,493,680 $ 3,351,102 $ 4,108,880 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,460,961 183,790 144,790 53,980 2,604,400 239,941 56,680 2,906,580 510,420 20,000 56,680 2,785,332 492,310 16,780 56,680 3,179,910 374,150 554,820 $ 2,843,521 $ 2,901,021 $ 3,493,680 $ 3,351,102 $ 4,108,880 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4,183,464 2,843,521 5,539,562 2,901,021 5,175,040 3,493,680 5,595,670 3,351,102 6,228,040 4,108,880 $ 1,339,943 $ 2,638,541 $ 1,681,360 $ 2,244,568 $ 2,119,160 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 COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2003 FY 2004 FY 2005 - 90 - FY 2006 Table of Contents Engineering PURPOSE STATEMENT OBJECTIVES FY 2006 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). ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Assisted in completion of approximately $50 million in capital improvement projects Reviewed 1285 subdivision and site improvement plans resulting in 30.5 miles of water, 35.5 miles of sewer and 31 miles of new roadway infrastructure Completed 100% of Engineering inspections that were scheduled within 1 business day Completed 23 traffic signal warrant studies and resolved 32 traffic mitigation and neighborhood issues Maintained general service levels during record growth within established goals without increase in staffing levels Activated 10 traffic signals and implemented new town wide traffic signal retiming and lagging left turns Work with Town Managers office to complete Capital Improvements program for FY05/06 and freeway interface within budget and on time Provide efficient plan review 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 a safe and efficient transportation system Maintain service levels that meet the reasonable needs of the citizens and customers of the Engineering Division during this period of record growth BUDGET ISSUES The Development Engineering budget is increased by $100,000 for additional contract plan review and video inspection of the sewer mains. Traffic Engineering includes $85,000 for freeway consulting, a $10,000 increase for additional traffic counts, and $100,000 for temporary traffic signals. One Plan Examiner position was added in late FY05. A one time transfer of $313,060 is also included to fund the accrued replacement value of rolling stock. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of commercial/industrial plans reviewed with 20/10 day turnaround 60% 76% 68% 80% % of residential plans reviewed within 25/15 day turnaround 50% 50% 50% 70% Number of plan submittals 837 1,100 1,285 1,350 - 91 - Table of Contents Engineering PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Development Engineering Traffic Engineering 15.77 5.00 15.77 5.00 16.77 5.00 16.77 6.00 16.77 6.00 20.77 20.77 21.77 22.77 22.77 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,157,408 526,085 1,138,297 522,451 1,396,200 549,410 1,345,421 554,654 1,848,980 831,520 $ 1,683,493 $ 1,660,748 $ 1,945,610 $ 1,900,075 $ 2,680,500 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,152,013 422,021 69,071 40,388 1,296,534 334,204 30,010 1,476,690 400,910 38,000 30,010 1,425,655 403,050 41,360 30,010 1,707,240 599,790 373,470 $ 1,683,493 $ 1,660,748 $ 1,945,610 $ 1,900,075 $ 2,680,500 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,707,279 1,683,493 1,914,655 1,660,748 1,555,000 1,945,610 Total Personnel EXPENSES BY ACTIVITY Development Engineering Traffic Engineering Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 23,786 $ 253,907 $ 4,151,110 1,900,075 (390,610) $ 2,251,035 COST PER PLAN SUBMITTAL $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2003 FY 2004 - 92 - FY 2005 FY 2006 3,164,000 2,680,500 $ 483,500 Table of Contents Police Department Police Department Summary Professional Standards Patrol Services Support Services Counseling Services Investigations Special Operations Table of Contents 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 2006 Achieve a staffing level of 100% for all authorized positions Dispatch to arrival emergency response time should be an average of 6 minutes Call received to dispatch time should be 75 seconds Increase patrol coverage by decreasing geographical areas of responsibility Increase the ability of sworn personnel to protect the public by supplanting their nonenforcement duties with civilian support 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 - 93 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Administration Professional Standards Patrol Services Support Services Counseling Investigations Special Operations Total Non-Civilian Total Civilian 4.50 7.00 113.25 42.50 8.22 26.00 0.00 135.25 66.22 5.50 8.00 152.00 64.00 7.50 32.00 0.00 175.00 94.00 5.50 8.00 155.00 66.00 7.50 32.00 0.00 177.00 97.00 5.50 9.00 156.00 66.00 7.50 32.00 0.00 177.00 99.00 4.50 9.00 181.00 70.00 7.50 33.00 0.00 198.00 107.00 Total Personnel 201.47 269.00 274.00 276.00 305.00 EXPENSES BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,281,630 515,669 11,789,048 2,244,312 543,125 2,002,487 87,495 542,024 569,631 14,404,872 2,459,958 518,204 2,185,876 108,295 2,819,310 671,180 14,956,220 4,063,590 553,580 3,129,460 107,690 1,383,650 669,508 13,285,619 3,554,607 564,122 2,825,892 99,075 797,800 789,240 22,130,860 10,545,810 628,500 3,678,280 212,740 $ 18,463,766 $ 20,788,860 $ 26,301,030 $ 22,382,473 $ 38,783,230 EXPENSES BY CATEGORY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 12,374,610 2,758,600 583,380 2,747,176 14,465,233 3,094,598 536,709 2,692,320 18,930,510 3,694,570 906,170 2,769,780 16,635,273 3,220,110 977,170 1,549,920 22,780,290 4,619,400 487,290 10,896,250 $ 18,463,766 $ 20,788,860 $ 26,301,030 $ 22,382,473 $ 38,783,230 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 1,622,654 18,463,766 1,734,791 20,788,860 1,705,000 26,301,030 1,756,960 22,382,473 1,810,000 38,783,230 Administration Professional Standards Patrol Services Support Services Counseling Investigations Special Operations Total Expenses Total Expenses Net Operating Result $(16,841,112) $(19,054,069) $(24,596,030) $(20,625,513) $(36,973,230) 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 % of citizens feeling safe from vandalism, burglary or theft UCR Part 1 Crimes per thousand population Actual FY 2003 95.39% Actual FY 2004 81.96% Projected FY 2005 98.18% Anticipated FY 2006 100.00% 89.0% 88.8% 90.3% 90.0% 96.5% 95.2% 96.4% 96.5% 96.5% 89.0% 91.9% 92.0% 37.9 38.2 28.2 28.0 - 94 - Table of Contents Professional Standards 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 2005 ♦ ♦ ♦ ♦ Internal Affairs Unit audited all internal affairs files and reported the audit to the Chief of Police Hiring unit met the hiring numbers set by the Chief for both sworn and civilian positions Internal Affairs created a traffic collision database to track all employee-involved collisions Internal Affairs (IA) created a Corrective Action Database to track all corrective actions including supervisory counseling statements along with discipline imposed ♦ ♦ OBJECTIVES FY 2006 ♦ ♦ ♦ ♦ Streamline the background screening process for applicants and IA investigations Minimize liability by applying a hiring matrix, as developed by Personnel, in a uniform method Hold a Mock Assessment in September 2005 and identify any areas in need for improvement in time for the actual assessment in December 2005 for reaccreditation by Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) Protect the integrity of an investigation while still being able to store large amounts of data on disc rather than in file storage that takes up space, investigations will be accessible to IA detectives and easily copied for Freedom of Information Act (FOIA) requests Assist supervisory personnel in monitoring employee performance to identify and assess employee problems before they become bigger issues BUDGET ISSUES Ensure all IA investigations are completed within the time allowed by policy To correct paperwork and workflow issues with IA investigators (both IA detectives and supervisors assigned to investigate) Save public money by attending local training, thus avoiding the expense of out-oftown travel while continuing to educate IA investigators on current legal trends, etc. Avoid the unnecessary expense of sending pre-employment and IA polygraphs out to a third party contractor by having an in-house polygraphist Professional Standards budget increases approximately 17.5% over FY05 adopted budget. Included in this increase is a one time transfer of $64,980 to fund the accrued replacement value of rolling stock and salary increases as a result of market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of total investigations completed within 30 days 38% 25% 25% 60% % of total investigations completed and routed within 60 days (including those completed within 30 days) 72% 75% 65% 70% - 95 - Table of Contents Professional Standards PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Professional Standards Total Non-Civilian Total Civilian 7.00 3.00 4.00 8.00 3.00 5.00 8.00 3.00 5.00 9.00 3.00 6.00 9.00 3.00 6.00 7.00 8.00 8.00 9.00 9.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Professional Standards 515,669 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out 569,631 $ $ $ 515,669 671,180 $ 669,508 $ Budget FY 2005 469,259 84,552 15,820 569,631 Actual FY 2003 Total Revenues Total Expenses 671,180 Actual FY 2004 412,507 88,092 15,070 OPERATING RESULTS Net Operating Result $ Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 515,669 569,631 Actual FY 2004 671,180 $ Budget FY 2005 669,508 789,240 Budget FY 2006 526,608 127,080 15,820 628,580 95,680 64,980 $ Projected FY 2005 789,240 Budget FY 2006 515,669 569,631 671,180 669,508 789,240 (515,669) $ (569,631) $ (671,180) $ (669,508) $ (789,240) COST PER POLICE FTE $3,000.00 $2,400.00 $1,800.00 $1,200.00 $600.00 $0.00 FY 2003 $ Projected FY 2005 528,150 127,210 15,820 $ 669,508 789,240 FY 2004 - 96 - FY 2005 FY 2006 Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2006 The Patrol Services Division provides the first response to both emergency and non-emergency 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 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Upgraded mobile data computer equipment in all patrol cars in anticipation of computer aided dispatch (CAD) / records management system (RMS) upgrade Created additional patrol beat in south west area of the Town to service new residential and commercial development along freeway corridor Established an additional day shift patrol team Established the night traffic enforcement unit Consolidate administrative functions, public affairs and specialized patrol operations under one unified command Established a Police Service Aide position to assist in administrative support functions and to reduce vehicle transport costs Increased public affairs coverage to seven days a week ♦ ♦ Divide the Town into two patrol zones and add two patrol beats Decrease response time on emergency calls for service to 6 minute average from dispatch to arrival Reduce the amount of non-enforcement workload by sworn officers by hiring one Teleserve, one armorer/rangemaster and three detention transport officers Increase the effectiveness of the initial training program for new Teleserve Officers. Create a Traffic Investigations Team within the Traffic Unit Obtain a grant to fund a new Driving under the Influence (DUI) van with sufficient set-up for blood draws and DUI processing Maintain Officer presence at High Schools with addition of two School Resource Officers to be assigned to new High Schools BUDGET ISSUES Personnel and equipment costs associated with additional sworn and civilian positions (1 Lieutenant, 2 Sergeants, 18 Police Officers, 1 Teleserve Officer, 3 Detention Transport Officers, 1 Armor/Rangemaster) were added to the FY06 budget. Also included are one time transfers of $3,151,110 for Police Software and accrued replacement value of rolling stock. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 872 1,021 1,025 1,089 $10,945,500 $12,884,300 $14,172,730 $15,059,039 35.7 37.0 36.0 36.0 Emergency Response Time 8.25 min 8.76 min 8.28 min 7.25 min Non-Emergency Response Time 26.26 min 29.11 min 28.10 min 30.00 min Misdemeanor Arrests 3,459 4,340 5,000 5,313 Citizen Academy Graduates 50 44 48 48 PERFORMANCE/ACTIVITY MEASURES Number of felony arrests Value of property lost due to crime Crimes committed per 1,000 population - 97 - Table of Contents Patrol Services PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Non-Civilian Total Civilian 85.25 2.00 9.00 6.00 2.00 9.00 108.25 5.00 121.00 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 11.00 123.00 3.00 12.50 6.50 2.00 9.00 145.00 11.00 140.00 3.00 14.50 7.50 5.00 11.00 165.00 16.00 Total Personnel 113.25 152.00 155.00 156.00 181.00 EXPENSES BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 9,464,859 245,095 1,027,722 245,071 126,096 680,205 11,995,390 246,482 941,935 435,629 171,285 614,151 11,779,060 363,700 1,406,220 511,570 145,690 749,980 10,480,297 377,730 1,410,159 334,054 143,761 539,618 16,651,080 498,750 2,795,710 721,880 506,740 956,700 $ 11,789,048 $ 14,404,872 $ 14,956,220 $ 13,285,619 $ 22,130,860 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 7,690,188 1,682,218 476,146 1,940,496 9,223,501 2,088,225 503,506 2,589,640 11,644,720 2,142,520 521,800 647,180 10,355,299 1,839,430 539,570 551,320 14,552,460 3,020,000 430,700 4,127,700 $ 11,789,048 $ 14,404,872 $ 14,956,220 $ 13,285,619 $ 22,130,860 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 1,464,736 11,789,048 1,507,516 14,404,872 1,492,000 14,956,220 1,545,070 13,285,619 1,592,000 22,130,860 Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Net Operating Result $(10,324,312) $(12,897,356) $(13,464,220) $(11,740,549) $(20,538,860) PATROL OFFICERS PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2003 FY 2004 FY 2005 - 98 - FY 2006 Table of Contents Support Services PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ Successful installation of On Base document imaging system in the Records section. Communications implemented a training “center” to allow trainees to work in an independent study environment Crime Prevention successfully added a Crime Prevention Specialist to its roster. They also received the “Crime Prevention Awareness Unit of the Year Award” from the State’s Arizona Automobile Theft Authority Successfully trained end-users in the new Intergraph computer aided dispatch (CAD)/ records management system (RMS) software ♦ To reduce time between emergency calls (priority 0 & 1) received to dispatching an officer to 75 seconds Complete the Police Property/Evidence facility and move in with no audit discrepancies Continue to develop and expand the Gilbert Police Department Volunteers In Policing Program Provide youth early intervention programs to the Gilbert police and school district Complete the Police Property/Evidence facility and move in with no audit discrepancies BUDGET ISSUES A one time transfer of $5,853,000 for the construction of a new Police Property facility is the largest increase in the Support Services Division. Also included are Personnel and equipment costs associated with the addition of one Records Clerks, one Communication Shift Supervisor, and two Police Telecommunicators. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Time between emergency call received to dispatching an officer 2.36 min 2.88 min 2.16 min 1.15 min Time to process requests for reports in Records 72 hrs 48 hrs 48 hrs 48 hrs 1,416,859 891,681 1,094,888 1,150,000 Number of public contact by Crime Prevention Unit - 99 - Table of Contents Support Services PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Records Communication Property Alarm Management Training Coordination Planning and Research 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 18.00 38.00 5.00 1.00 2.00 2.00 20.00 40.00 5.00 1.00 2.00 2.00 42.50 64.00 66.00 66.00 70.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 501,398 1,197,459 300,400 50,221 89,793 105,041 544,174 1,295,032 365,661 49,090 87,350 118,651 915,320 2,362,010 453,900 55,920 138,230 138,210 731,760 1,753,800 749,597 53,865 130,857 134,728 1,087,570 2,682,510 6,393,300 59,280 166,580 156,570 $ 2,244,312 $ 2,459,958 $ 4,063,590 $ 3,554,607 $ 10,545,810 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,770,980 412,005 52,047 9,280 2,062,461 354,544 33,203 9,750 3,409,110 644,730 9,750 2,715,007 500,850 338,750 3,871,090 674,690 28,790 5,971,240 $ 2,244,312 $ 2,459,958 $ 4,063,590 $ 3,554,607 $ 10,545,810 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 68,567 2,244,312 77,103 2,459,958 63,000 4,063,590 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 Net Operating Result 56,910 3,554,607 58,000 10,545,810 $ (2,175,745) $ (2,382,855) $ (4,000,590) $ (3,497,697) $(10,487,810) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2003 FY 2004 FY 2005 - 100 - FY 2006 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ACCOMPLISHMENTS FY 2005 BUDGET ISSUES ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Added eleven new volunteers to the Police Department - 4 in Citizens On Patrol and 7 in Victim Assistance Responded to 135 crisis calls Contacted and offered services to 1,313 victims Provided service to 3,703 clients Continued to provide Youth Violence Intervention Program including parenting classes 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 Provide a variety of services to victims of crime identified by the Gilbert Police Department The budget for Counseling Services increased approximately 13.5% over the adopted FY05 budget. The two major contributors to the increase are a one time transfer of $36,620 to fund the accrued replacement value for rolling stock and salary increase as a result of market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Counseling Units of Service – Individual and Group 20,174 20,522 19,582 20,000 Cost per counseling unit $22.82 $17.59 $17.36 $17.00 Victims Offered Services 1,590 1,548 1,313 1,500 Number of crisis calls handled 170 136 135 170 % of youth violence referrals completing the program successfully 95% 96% 96% 95% Total Clients Served 3,744 3,917 3,703 3,900 - 101 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Total Personnel EXPENSES BY ACTIVITY Counseling Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 8.22 7.50 7.50 7.50 7.50 8.22 7.50 7.50 7.50 7.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 543,125 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 465,005 75,509 2,611 $ 543,125 Total Revenues Total Expenses Net Operating Result $ $ 553,580 $ 564,122 $ Budget FY 2005 481,287 34,227 2,690 Actual FY 2003 OPERATING RESULTS 518,204 553,580 Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 543,125 518,204 518,204 564,122 Actual FY 2004 553,580 $ Budget FY 2005 564,122 628,500 Budget FY 2006 488,552 55,740 18,830 1,000 545,120 36,770 46,610 $ Projected FY 2005 628,500 Budget FY 2006 89,353 543,125 150,210 518,204 150,000 553,580 154,980 564,122 160,000 628,500 (453,772) $ (367,994) $ (403,580) $ (409,142) $ (468,500) COST PER CAPITA $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 $ Projected FY 2005 501,590 31,990 19,000 1,000 $ 628,500 FY 2004 FY 2005 - 102 - FY 2006 Table of Contents Investigations PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ♦ BUDGET ISSUES ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ Fill all five vacant Detective positions by June 30, 2006 Increase case clearance rates by five percent from FY05 Decrease the number of inactivated cases by an additional five percent from FY05 Conduct at least four stash house awareness training classes for homeowner’s associations, block watches, and other neighborhood groups One Police Officer is added to the Investigations unit along with all related expenses. Personnel expenses also increased as a result of market adjustments and compaction correction. A one time transfer of $416,270 is included to fund the accrued replacement value of rolling stock. Conducted parcel interdiction and stash house awareness training Received the Distinguished Team Citation in February for the Property Crimes Unit Persons Crimes Unit received training on computer forensics for use in crimes against children investigations Three Detectives trained on the use of the Voice Stress Analyzer (VSA) which assisted in the clearance of several cases Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Case clearance rate (arrest/complaint) 3% 21%* 30%* 35% Total Number of Cases** 1,055 921* 740* 850 Total Number of Arrests/Complaints 32 195* 225* 248 Total Number of Cases Inactivated 558 369* 237* 240 Percentage of Cases Inactivated 53% 40%* 32%* 27% Total Number of Search Warrants 17 70 73 80 Total Special Investigations Team Cases n/a 85 68 75 Total Special Investigations Team Arrests n/a 58 54 60 Special Investigations Surveillance Hours n/a 693 587 625 Vice, Drug, Organized Crime Investigations n/a 81 97 115 PERFORMANCE/ACTIVITY MEASURES * General Investigations only ** Civilian Investigator cases and CPS cases not included in total beginning in 2003-04 - 103 - Table of Contents Investigations PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 General Investigations Special Investigations Crime Prevention Total Non-Civilian Total Civilian 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 22.00 7.00 3.00 26.00 6.00 23.00 7.00 3.00 27.00 6.00 26.00 32.00 32.00 32.00 33.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,430,939 463,629 107,919 1,547,102 519,720 119,054 2,228,440 659,200 241,820 2,005,675 597,724 222,493 2,627,730 809,710 240,840 $ 2,002,487 $ 2,185,876 $ 3,129,460 $ 2,825,892 $ 3,678,280 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,634,598 296,876 17,453 53,560 1,812,061 317,575 56,240 2,304,280 462,080 293,600 69,500 2,019,832 439,370 297,190 69,500 2,702,900 427,600 27,800 519,980 $ 2,002,487 $ 2,185,876 $ 3,129,460 $ 2,825,892 $ 3,678,280 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 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 $ Net Operating Result (2) $ (38) 2,002,487 2,185,876 3,129,460 2,825,892 3,678,280 $ (2,002,489) $ (2,185,914) $ (3,129,460) $ (2,825,892) $ (3,678,280) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2003 FY 2004 FY 2005 - 104 - FY 2006 Table of Contents Special Operations PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ Placed a sergeant/supervisor as team leader in Crisis Negotiation Team (CNT) Successful resolution to all callouts/warrants, including when gas deployed Defined leadership roles and responsibilities among team leaders Purchased CNT throw phone equipment and Norstan box reducing liability and increasing safety Purchased SWAT tactical gear for CNT and K9 (being integrated to ERU) improving safety of exposed personnel ♦ Integrate the K-9 unit into ERU through training Obtain building floor plans of residences and buildings where there is a significant risk of ERU callouts based on previous patrol calls, ERU callouts, and criminal intelligence Provide training from Homeland Security Center for Disaster Preparedness (CDP) on weapons of mass destruction (WMD) incident command, provide training/understanding of incident command system (ICS)/National incident management system (NIMS), and SWAT Command school or other SWAT Management training as necessary Test and hire for open SWAT positions, provide Basic SWAT school and field training officer (FTO)/Training to the new members BUDGET ISSUES The Special Operations budget increased 97% over the FY05 adopted budget. A majority of this increase, $110,330, is a one time transfer to fund the accrued replacement value of rolling stock. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of special operations members trained in knowledge, skills and abilities 100% 100% 100% 100% Number of special operations members completing the course of instruction 18 20 20 22 Number of tactical operations 8 7 12 15 Training Hours 200 220 220 220 - 105 - Table of Contents Special Operations PERSONNEL BY ACTIVITY ERU Unit Total Personnel EXPENSES BY ACTIVITY ERU Unit Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 87,495 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out 108,295 $ $ $ 87,495 107,690 $ 108,295 99,075 $ Budget FY 2005 18,651 82,304 7,340 Actual FY 2003 Total Revenues Total Expenses 107,690 Actual FY 2004 17,608 62,897 6,990 OPERATING RESULTS Net Operating Result $ Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 87,495 108,295 99,075 Actual FY 2004 107,690 $ Budget FY 2005 99,075 212,740 Budget FY 2006 8,685 83,050 7,340 19,100 83,310 110,330 $ Projected FY 2005 212,740 Budget FY 2006 87,495 108,295 107,690 99,075 212,740 (87,495) $ (108,295) $ (107,690) $ (99,075) $ (212,740) COST PER ERU ACTIVATION $15,000.00 $12,000.00 $9,000.00 $6,000.00 $3,000.00 $0.00 FY 2003 $ Projected FY 2005 18,910 81,440 7,340 $ 212,740 FY 2004 - 106 - FY 2005 FY 2006 Table of Contents Fire Department Fire Department Summary Fire Operations Fire Prevention Table of Contents 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 2006 ♦ 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 ♦ 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 ♦ Pursue granting opportunities as they apply to and support the mission of the Department ♦ Improve customer service as it relates to answering phones and directing calls ORGANIZATIONAL CHART FIRE DEPARTMENT Operations EOC Fire Prevention Operations Fire Prevention Training Fire Public Education Investigations - 107 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Administration Operations Prevention Emergency Operations 5.50 86.00 11.00 0.00 7.50 93.25 10.00 0.00 7.50 104.00 10.00 0.00 6.50 104.00 11.00 1.00 6.50 117.50 11.00 1.00 Total Personnel 102.50 110.75 121.50 122.50 136.00 EXPENSES BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 545,578 7,778,666 637,006 1,522 535,501 8,633,807 751,505 5,290 602,260 9,892,800 965,960 37,100 600,793 10,061,284 873,192 113,717 1,251,340 22,853,080 1,059,060 148,410 $ 8,962,772 $ 9,926,103 $ 11,498,120 $ 11,648,986 $ 25,311,890 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 6,345,927 1,304,058 176,688 1,136,099 8,054,310 1,364,953 506,840 9,136,170 1,829,840 78,000 454,110 9,000,296 1,945,560 74,200 628,930 12,560,810 2,241,990 100,000 10,409,090 $ 8,962,772 $ 9,926,103 $ 11,498,120 $ 11,648,986 $ 25,311,890 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 320,077 8,962,772 832,195 9,926,103 319,000 11,498,120 992,350 11,648,986 1,026,000 25,311,890 Administration Operations Prevention Emergency Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ (8,642,695) $ (9,093,908) $(11,179,120) $(10,656,636) $(24,285,890) PERFORMANCE/ACTIVITY MEASURES Child drowning events Number of emergency calls Average response time from apparatus en-route to on scene Turnout time average Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 3 0 0 0 8,490 9,870 10,200 11,000 4min. 38sec. 4min. 43sec. 4min. 43sec. 4min. 45sec. 51 sec. 50 sec. 50 sec. 50 sec. - 108 - Table of Contents Fire Operations ♦ PURPOSE STATEMENT The Fire Operations Division is dedicated to protecting the lives and property of our citizens and those who visit Gilbert. We will strive to provide emergency services that meet or exceed national and local standards while maximizing the use of available resources. ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ BUDGET ISSUES Completed construction and opened Fire Station 6 and Fire Station 5 Trained and certified five new paramedics Entered into a contract for medical direction services Completed needs assessment and cost analysis for training center Received grant from Federal Emergency Management Agency (FEMA) for vehicle exhaust removal systems and fitness equipment Personnel cost increase sharply due to the opening of two new fire stations, a Battalion Headquarters, market adjustments, and compaction correction. Included in the budgeted transfers for FY06 are $283,000 for a Tanker Truck, $3,000,000 for the General Fund portion of Fire Stations 2 and 3 reconstruction, $1,721,000 for replacement fire equipment, and $3,814,330 to fund accrues replacement value of rolling stock. Contractual expenses increase as a result of additional personnel and equipment. OBJECTIVES FY 2006 ♦ Complete hiring and promotional processes related to construction of Fire Station 7 and Fire Station 8 Develop a deployment strategy using National Fire Protection Association (NFPA) 1710 and a comprehensive risk assessment to place apparatus and decrease response times Apply for Department of Homeland Security grant for additional personnel Implement civilian decontamination program in support of Metropolitan Medical Response System and regional hazardous materials incidents Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of time first due unit arrives within four minutes 64% 56% 55% 55% Response time average from time of alert at station to on-scene 5 min 29 sec 5 min 33 sec 5 min 33 sec 5min 35 sec Turnout time average in seconds from receipt of alarm until apparatus begins response 51 50 50 50 Response time average from apparatus enroute to on-scene 4 min 38 sec 4 min 43 sec 4 min 43 sec 4 min 45 sec Total responses 8,490 9,870 10,200 11,000 Number of training hours for all department personnel 13,343 19,895* 17,700 42,000* PERFORMANCE/ACTIVITY MEASURES * Includes recruit academy - 109 - Table of Contents 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 Net Operating Result Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 82.00 4.00 88.25 5.00 98.00 6.00 98.00 6.00 111.50 6.00 86.00 93.25 104.00 104.00 117.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 7,368,487 410,179 8,193,835 439,972 9,213,290 679,510 9,334,536 726,748 22,087,610 765,470 $ 7,778,666 $ 8,633,807 $ 9,892,800 $ 10,061,284 $ 22,853,080 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 5,475,608 1,126,201 130,387 1,046,470 6,940,174 1,208,923 484,710 7,865,780 1,544,640 55,000 427,380 7,745,554 1,661,180 52,350 602,200 11,006,710 2,008,190 100,000 9,738,180 $ 7,778,666 $ 8,633,807 $ 9,892,800 $ 10,061,284 $ 22,853,080 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 92,309 7,778,666 417,745 8,633,807 9,892,800 324,000 10,061,284 325,000 22,853,080 $ (7,686,357) $ (8,216,062) $ (9,892,800) $ (9,737,284) $(22,528,080) COST PER SINGLE FAMILY RESIDENCE $250.00 $200.00 $150.00 $100.00 $50.00 $0.00 FY 2003 FY 2004 - 110 - FY 2005 FY 2006 Table of Contents Fire Prevention PURPOSE STATEMENT ♦ 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. ♦ OBJECTIVES FY 2006 ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Safely investigated 32 fires with origin and cause determinations Investigated and prosecuted one arson fire ♦ Met inspection challenges associated with two large super centers Met developmental targets with Mercy Gilbert Hospital Maintained request for inspections within 48 hours of request Established partnerships with homebuilders and multi-family housing stakeholders for Beep, Alarm, Ring (BAR) system and radio amplification ordinances drafts Clarified plan review items related to fire alarm requirements and sprinkler requirements Recovered hazardous materials cost associated with emergency mitigation through citations and EPA reimbursable funds Re-elected as a National Safe Kids board member for injury prevention Started a town-wide Drowning Awareness Campaign and proclaimed August Drowning Awareness Impact Month Developed a partnership with Lowe’s to install and check smoke detectors in a selected Gilbert neighborhood Implemented a car seat installation evaluation program ♦ ♦ ♦ ♦ ♦ ♦ Increase school-wide injury prevention programs to incorporate another grade level Develop and implement a Home Safety curriculum to be used in the Head Start programs Continue to increase the number of car seats the department installs each quarter Supervise and implement the Juvenile Firesetter Program within community services Inspect all high hazard business and assess appropriate fees Inspect all schools and town buildings within jurisdiction once per calendar year Respond to immediate hazards with eight hours of receipt of complaint Hire and train replacement fire investigator to NFA (National Fire Association) level Increase investigative efficiency for on scene times and follow through by changing processes BUDGET ISSUES The budget for Fire Prevention increased approximately 9.6% over the FY05 adopted budget. Included in this increase is a one time transfer of $77,350 to fund the accrued replacement value of rolling stock, a one time transfer of $19,500 for matching grant funds, and salary increases due to market adjustments and compaction correction. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 305 6,767 7,780 8,169 n/a n/a 80% 75% Cause and origin investigations 53 32 43 45 Juvenile fire setting interventions 23 27 25 26 $663,860 $1,705,000 $609,228 $992,696 n/a 2,654 3,500 3,675 89.9% 92.0% 99.0% 95.0% PERFORMANCE/ACTIVITY MEASURES Number of children (K – 3) receiving educational program % of car seat checks not meeting National standards Dollar losses related to fire Number of new commercial fire plan reviews % of inspections completed within 48 hours - 111 - Table of Contents Fire Prevention PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Fire Prevention Fire Public Education Investigations 10.00 1.00 0.00 9.00 1.00 0.00 9.00 1.00 0.00 10.00 1.00 0.00 10.00 1.00 0.00 11.00 10.00 10.00 11.00 11.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Fire Prevention Fire Public Education Investigations 613,167 15,765 8,074 Total Expenses $ $ Actual FY 2003 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 637,006 667,564 72,015 11,926 637,006 Total Revenues Total Expenses Net Operating Result $ 965,960 $ $ Budget FY 2005 639,643 94,822 17,040 Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 496,321 106,361 18,094 16,230 $ 751,505 864,510 82,880 18,570 751,505 Actual FY 2004 965,960 $ Budget FY 2005 873,192 $ 1,059,060 Budget FY 2006 698,762 157,390 17,040 828,250 110,080 120,730 873,192 $ 1,059,060 Projected FY 2005 Budget FY 2006 227,768 637,006 414,450 751,505 319,000 965,960 668,350 873,192 701,000 1,059,060 (409,238) $ (337,055) $ (646,960) $ (204,842) $ (358,060) COST PER CAPITA $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 904,670 135,820 18,570 Projected FY 2005 766,610 154,710 23,000 21,640 $ 767,750 87,222 18,220 FY 2004 FY 2005 - 112 - FY 2006 Table of Contents Public Works Public Works Summary Public Works Administration Field Operations Administration Facilities Maintenance Mosquito Control Utility Locates Table of Contents 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Obtain American Public Works Association (APWA) Accreditation for the Public Works Department Provide accurate plan review and construction inspection services that meet turn-around standards and produce a dependable, long term asset for the Gilbert Plan for build-out water system capacity by securing and/or planning for purchase of the remaining well and reservoir sites Secure additional surface water supplies for the Gilbert Complete the update of Gilbert’s water, wastewater and reclaimed water master plan Ensure reclaimed water 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 Gilbert planning area Participate with the Flood Control District of Maricopa County in reviewing and submitting for FEMA review, the new flood hazard maps for Gilbert’s planning area Investigate the need and viability of use of a transfer station(s) for the collection and transport of solid waste Maintain a minimum average pavement rating index of 85 Provide maintenance services that reduce unanticipated down time and increase customer satisfaction ORGANIZATIONAL CHART PUBLIC WORKS General Fund Street Fund Field Operations Admin Mosquito Control Internal Service Fund Facilities Maintenance Utility Locates Fleet Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center Southeast Library Heritage Annex Temporary Facilities Irrigation Engineering Enterprise Fund Water Wastewater Solid Waste Residential Solid Waste Commercial - 113 - Table of Contents Public Works PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Administration Field Operations Admin Environmental Programs Facilities Maintenance Mosquito Control Utility Locates Irrigation 4.00 9.50 3.00 5.50 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 4.00 10.00 0.00 7.00 0.00 5.00 0.00 4.00 10.00 0.00 9.00 0.00 5.00 0.00 27.00 25.50 26.00 26.00 28.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 268,819 454,618 261,504 1,289,774 53,615 274,561 36,116 273,532 476,618 232,589 3,073,351 44,572 331,416 20,412 354,910 618,030 3,850,830 47,000 353,210 36,410 291,627 537,000 1,070 3,085,580 47,010 340,693 31,210 371,970 704,570 4,260,790 28,750 488,760 31,350 $ 2,639,007 $ 4,452,490 $ 5,260,390 $ 4,334,190 $ 5,886,190 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,224,469 1,060,090 88,022 266,426 1,393,651 1,964,321 18,979 1,075,539 1,468,300 2,842,760 34,000 915,330 1,386,720 2,044,410 33,860 869,200 1,783,320 2,973,790 54,000 1,075,080 $ 2,639,007 $ 4,452,490 $ 5,260,390 $ 4,334,190 $ 5,886,190 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 849,528 2,639,007 1,050,964 4,452,490 1,358,530 5,260,390 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 1,318,260 4,334,190 1,400,290 5,886,190 $ (1,789,479) $ (3,401,526) $ (3,901,860) $ (3,015,930) $ (4,485,900) Number of customer contacts Actual FY 2003 47,183 Actual FY 2004 65,062 Projected FY 2005 69,500 Anticipated FY 2006 74,200 Total municipal solid waste (tons) 91,516 101,033 111,000 122,000 Total wastewater influent (MG) 3,119 3,821 4,320 4,900 Total water produced (MG) PERFORMANCE/ACTIVITY MEASURES 11,463 13,026 14,100 15,200 % increase in ground water supply n/a 8 25 5 % increase in surface water supply n/a n/a n/a 10 - 114 - Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2006 To provide a long term (100 year) supply of quality water to meet demands while complying with State mandated water supply regulations. To ensure appropriate use of and an adequate supply of reclaimed water. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Initiated and implemented well development program and procedures Completed one new potable well, four more wells/reservoirs are in process Completed six Arizona Department of Environmental Quality (ADEQ) and Arizona Department of Water Resources (ADWR) permits relating to recharge of vadose zone wells, south recharge site and riparian preserve capacity increase Partner with City of Chandler on a joint pipeline study to move water from the CAP canal to the location of the 2nd water treatment plant in the South service area Entered into agreements with Central Arizona Water Conservation District (CAWCD) for partnership with 2nd Central Arizona Project (CAP) recharge facility Entered into 4 reclaimed water and long term service contracts with new developments Began the water resources master plan update ♦ ♦ Obtain additional potable water supplies Construct/complete four additional drinking water wells Obtain remaining five sites for future potable wells/reservoirs Complete IGA with the City of Chandler and participate in the planning of the South Water Treatment Plant (joint plant with Chandler) Participate in the planning for the CAP pipeline to South Water Treatment Plant Complete the water/wastewater/reclaimed water master plan update BUDGET ISSUES The Public Works Administration budget increases approximately 4.8% over FY05 adopted budget. The only change in budget from FY05 is in Personnel costs due to market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Water consumption of gallons per capita per day 223 220 219 220 % increase in ground water supply n/a n/a 7.0% 20.3% % increase in surface water supply n/a n/a n/a 25% - 115 - Table of Contents Public Works Administration Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Administration 4.00 4.00 4.00 4.00 4.00 Total Personnel 4.00 4.00 4.00 4.00 4.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration 268,819 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 237,840 27,629 3,350 $ 268,819 Total Revenues Total Expenses Net Operating Result $ $ 354,910 $ 291,627 $ Budget FY 2005 250,423 19,589 3,520 Actual FY 2003 OPERATING RESULTS 273,532 354,910 Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 268,819 273,532 273,532 291,627 Actual FY 2004 354,910 $ Budget FY 2005 291,627 371,970 Budget FY 2006 260,487 27,620 3,520 354,130 17,840 $ Projected FY 2005 371,970 Budget FY 2006 179,447 268,819 182,332 273,532 323,550 354,910 268,510 291,627 318,350 371,970 (89,372) $ (91,200) $ (31,360) $ (23,117) $ (53,620) COST PER CAPITA $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 $ Projected FY 2005 318,500 32,890 3,520 $ 371,970 FY 2004 FY 2005 - 116 - FY 2006 Table of Contents Field Operations Administration PURPOSE STATEMENT OBJECTIVES FY 2006 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 Division of the Public Works Department. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Processed and completed 39 division service contracts and equipment acquisitions compared to the 32 the prior year Completed initial assessment of 36 management practices and follow-up assessment of 26 management practices associated with the Public Works accreditation efforts Completed the data entry necessary to place completed management practices in version four software Utilized the work management system to track all incoming customer service requests Created and implemented the Administrative Section standard operation procedures in an on-line folder and a hard copy manual for reference Implemented Workplace Safety software for the tracking of federally required Commercial Driver’s License random testing required under 49 Commercial Freight Regulations (CFR) Part 382 Trained all Public Works Supervisory staff on Controlled Substance Abuse and Alcohol Misuse as mandated by 49 CFR Part 382.603(a) ♦ ♦ ♦ Convert to, train and utilize the Master Series and Customer Request work management systems to be implemented to track all incoming customer service requests Convert to, train and utilize the Eden Inventory Module for tracking division purchases and warehousing 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 31 contracts for Public Works Field Operations from preparation of specifications to completion of contract documentation Manage the Workplace Safety Contract to maintain the federally required mandates for our Commercial Drivers testing and records keeping BUDGET ISSUES Public Works Field Operations Administration budget increased 14% over FY05 adopted budget. Of this increase, $24,700 is for one time expenditure for new copiers. One time transfers totaling $50,420 are for capital projects and to fund the accrued replacement value of rolling stock. The increases in Personnel costs are due to market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Ratio of administrative staff to total division 1:22.2 1:22.6 1:22.9 1:24.5 % of contacts for information only 59% 57% 66% 66% - 117 - Table of Contents Field Operations Administration PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Field Operations Admin 9.50 9.50 10.00 10.00 10.00 9.50 9.50 10.00 10.00 10.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Field Operations Admin 454,618 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out 476,618 $ $ $ 454,618 618,030 $ 537,000 $ Budget FY 2005 448,974 26,524 1,120 476,618 Actual FY 2003 Total Revenues Total Expenses 618,030 Actual FY 2004 409,927 43,621 1,070 OPERATING RESULTS Net Operating Result $ Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 454,618 476,618 Actual FY 2004 618,030 $ Budget FY 2005 537,000 414,550 476,618 562,980 618,030 (59,099) $ (62,068) $ (55,050) $ $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 - 118 - FY 2005 $ 532,960 537,000 $3,000.00 FY 2004 583,040 69,130 52,400 Projected FY 2005 395,519 454,618 FY 2006 704,570 Budget FY 2006 488,180 35,700 12,000 1,120 COST PER PUBLIC WORKS FIELD EMPLOYEE FY 2003 $ Projected FY 2005 509,320 53,590 12,000 43,120 $ 537,000 704,570 (4,040) $ 704,570 Budget FY 2006 529,960 704,570 (174,610) Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ 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 stations Trained on operation of installed systems and equipment at fire stations five and six ♦ Continue to coordinate the warranty repair requests for the new fire stations 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 BUDGET ISSUES One Senior Building Maintenance Worker and on Building Maintenance Worker were added to the authorized FTE for FY06. All support costs for these positions, including a vehicle, were also added to the budget. A one time expenditure of $500,000 is included in the Southeast Library budget for contractual payment to Maricopa County for library services. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of emergency calls responded to within 24 hours 100% 100% 100% 100% Number of emergency call outs 76 calls 81 calls 82 calls 89 calls Average time spent per emergency 1.45 hours 1.43 hours 1.20 hours 1.36 hours Cost per square foot – Municipal Center (50,000 square feet) $7.13 $5.71 $7.99 $7.73 Cost per square foot – Public Works (33,000 square feet) $4.30 $5.38 $6.19 $5.96 Cost per square foot – Municipal Center II (32,000 square feet) $2.61 $3.11 $3.58 $3.85 Cost per square foot – Public Safety Center (178,000 square feet) n/a $4.44 $4.31 $5.92 Cost per square foot – Library (60,000 square feet) $3.69 $3.23 $3.98 $12.46 - 119 - Table of Contents Facilities Maintenance PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center Southeast Library Temporary Facilities Heritage Annex 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 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.50 7.00 7.00 7.00 9.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 798,859 141,902 83,661 43,768 221,584 - 595,931 177,594 99,406 1,816,052 193,602 190,766 - 432,760 339,600 206,790 123,490 1,797,160 735,610 194,000 21,420 432,050 399,360 204,390 114,490 1,580,550 238,740 94,580 21,420 728,650 386,670 196,600 123,070 1,860,520 747,390 194,000 23,890 $ 1,289,774 $ 3,073,351 $ 3,850,830 $ 3,085,580 $ 4,260,790 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 242,329 809,463 29,592 208,390 310,171 1,736,567 1,026,613 366,970 2,640,250 22,000 821,610 368,370 1,873,740 21,860 821,610 534,890 2,770,630 54,000 901,270 $ 1,289,774 $ 3,073,351 $ 3,850,830 $ 3,085,580 $ 4,260,790 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,289,774 122,666 3,073,351 118,800 3,850,830 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 176,100 3,085,580 176,000 4,260,790 $ (1,289,774) $ (2,950,685) $ (3,732,030) $ (2,909,480) $ (4,084,790) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2003 FY 2004 FY 2005 - 120 - FY 2006 Table of Contents Mosquito Control PURPOSE STATEMENT OBJECTIVES FY 2006 The goal of the Town’s Mosquito Control Program is to protect the health and safety of the public and provide safe, reliable, and cost effective mosquito and midge fly treatment and prevention operations at municipally owned and operated facilities. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ Distributed outreach materials at the Spring Exp and Feathered Friends Festival and educated residents regarding mosquito control and West Nile Virus prevention Mosquito Control and West Nile Virus information was placed on the Town’s web site, in the “Your Town” publication that is mailed to all residents, on Gilbert Cable Channel 11, and in local newspapers to educate the public Coordinated with Maricopa County Vector Control regarding mosquito control operations and West Nile Virus monitoring and education Conducted an evaluation of Gilbert’s Mosquito Control Program and developed written criteria for contracted mosquito fogging operations and added areas in Gilbert to the mosquito fogging program beginning in fiscal year 2006 A new renewable Mosquito Control Contract for fiscal year 2006 was advertised, bid, and awarded ♦ Continue to conduct scheduled contract mosquito and midge fly fogging and larvicide treatments in designated program areas 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 BUDGET ISSUES The adopted FY06 shows a decrease in budget of approximately 61%. This decrease is a result of expensing a portion of the contract to Parks and Recreation and Wastewater. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of mosquito related complaints 166 205 174 180 % of complaints within town treatment areas n/a 24% 21% 22% PERFORMANCE/ACTIVITY MEASURES - 121 - Table of Contents Mosquito Control Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Mosquito Control 53,615 Total Expenses $ 53,615 44,572 $ 44,572 Personnel Supplies & Contractual Capital Outlay Transfers Out 53,615 - Total Expenses $ 53,615 Total Revenues Total Expenses Net Operating Result $ 47,000 $ 47,010 $ Budget FY 2005 44,572 44,572 Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY 47,000 47,010 Actual FY 2004 47,000 $ Budget FY 2005 47,010 28,750 Budget FY 2006 47,010 - 28,750 $ Projected FY 2005 28,750 Budget FY 2006 53,615 44,572 47,000 47,010 28,750 (53,615) $ (44,572) $ (47,000) $ (47,010) $ (28,750) COST PER COMPLAINT $350.00 $280.00 $210.00 $140.00 $70.00 $0.00 FY 2003 $ Projected FY 2005 47,000 $ 28,750 FY 2004 - 122 - FY 2005 FY 2006 Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2006 To protect Gilbert owned underground utilities from damage and disruption of customer services. To facilitate the location of any underground utility within a prescribed area upon request from Arizona Blue Stake. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ Acquired a second computer workstation to allow staff greater access to more effectively get tickets from AZ Blue Stake Created a One Cell Phone Number calling system so that AZ Blue Stake to get emergency response from an appointed Gilbert On-Call person Purchased a second line tracer to better facilitate the locating of fiber optics, copper water services and electric traffic signal wire Updated Irthnet mapping system (AZ Blue Stake Internet Information System) to incorporate traffic signals on each ticket ♦ Obtain two more line tracers so that each utility locator has their own line tracer Continue to update the GIS mapping system using Infrastructure Management Data Sheet forms to allow the GIS mapping of the water system to be as accurate and thorough as possible Provide additional computer based training for staff to provide staffs better understanding of how the computer system and programs can assist them to become more efficient Provide positive and accurate response to all utility locate tickets received from AZ Blue Stake via the internet 48 hours or two business days BUDGET ISSUES Utility Locates budget increases approximately 38% over FY05 adopted budget. This increase comprises of a one time transfer of $63,320 to fund the accrued replacement value of rolling stock, an Personnel increase resulting from market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 # of utility locates 32,510 37,085 35,100 35,000 % of recall tickets 0.9% 0.9% >1.0% >1.0% % of emergency tickets 1.2% 1.3% >1.5% >1.5% - 123 - Table of Contents Utility Locates Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Utility Locates 5.00 5.00 5.00 5.00 5.00 Total Personnel 5.00 5.00 5.00 5.00 5.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates 274,561 Total Expenses $ 274,561 331,416 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 170,491 57,713 36,197 10,160 Total Expenses $ 274,561 Total Revenues Total Expenses $ $ 1 331,416 $ $ 353,210 $ 340,693 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2004 FY 2005 - 124 - 311,260 87,440 90,060 $ 340,690 340,693 (10) $ FY 2006 488,760 Budget FY 2006 Projected FY 2005 COST PER LOCATE FY 2003 $ 269,683 60,340 10,670 353,200 353,210 $ 488,760 Projected FY 2005 Budget FY 2005 - 340,693 273,510 69,030 10,670 331,416 331,416 $ 340,693 Budget FY 2005 Actual FY 2004 274,562 274,561 Net Operating Result 353,210 246,638 55,129 18,979 10,670 Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY 331,416 353,210 (3) $ 488,760 Budget FY 2006 375,980 488,760 (112,780) Table of Contents Leisure Services Leisure Services Summary Parks and Open Space Aquatics Recreation Centers Recreation Programs Culture and Arts Table of Contents 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, Gilbert Soccer Complex, 10 Neighborhood Basins, Mesquite Aquatic Center, Gilbert Municipal Pool, and the Greenfield Pool. Grounds maintenance managed by the Department also includes Nichols Park and the Municipal Center Complex. GOALS FY 2006 ♦ 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 Gilbert Pool Mesquite Pool Recreation Centers Community Center Freestone Recreation Center McQueen Activity Center Southeast Regional Library Page Park Center Greenfield Pool Culture and Arts Recreation Programs Teen Programs Special Events Leisure Programs Special Needs Youth Sports Outdoor Programs Adult Sports - 125 - Table of Contents Leisure Services PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Administration Parks and Open Space Aquatics Concessions Recreation Centers Recreation Programs Culture and Arts 9.25 35.93 14.53 4.28 29.17 25.11 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 9.25 32.96 13.09 0.00 31.22 19.37 1.00 9.25 33.46 15.90 0.00 31.22 19.37 1.00 Total Personnel 119.27 108.95 106.89 106.89 110.20 EXPENSES BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 676,368 4,825,828 461,830 74,499 1,127,473 1,267,372 93,659 707,090 2,560,663 417,136 21,914 1,394,939 1,190,258 75,848 890,130 2,956,660 472,200 1,568,120 1,345,440 114,980 750,324 3,406,993 478,919 1,504,703 1,354,519 128,284 913,170 4,474,070 688,490 4,525,990 1,671,200 120,470 $ 8,527,029 $ 6,367,848 $ 7,347,530 $ 7,623,742 $ 12,393,390 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 3,912,929 2,010,775 102,749 2,500,576 3,972,192 2,107,097 288,559 4,346,500 2,636,750 256,000 108,280 4,175,182 2,599,060 235,690 613,810 4,915,850 2,810,110 121,000 4,546,430 $ 8,527,029 $ 6,367,848 $ 7,347,530 $ 7,623,742 $ 12,393,390 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,496,532 8,527,029 1,799,237 6,367,848 1,904,000 7,347,530 Administration Parks and Open Space Aquatics Concessions Recreation Centers Recreation Programs Culture and Arts Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,839,200 7,623,742 1,972,000 12,393,390 $ (7,030,497) $ (4,568,611) $ (5,443,530) $ (5,784,542) $(10,421,390) PERFORMANCE/ACTIVITY MEASURES Completed facility reservations requests Recreation programs cost recovery % of citizens using recreation facilities > 2 times per month % of citizens generally or very satisfied with Parks and Recreation % of citizens who think more dollars should be spent on Parks and Recreation Actual FY 2003 9,997 51% Actual FY 2004 9,983 58% Projected FY 2005 11,346 57% Anticipated FY 2006 12,400 55% 57.2% 60.8% 61.7% 63.0% 89.5% 89.3% 92.7% 93.0% 29.7% 32.3% 34.7% 37.0% - 126 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2006 Provide safe, well-maintained and desirable park resources and municipal facilities for the citizens of Gilbert and visiting patrons. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completion of professional certifications in applicable areas of responsibility to include turf maintenance, landscape management, arboriculture and tree care Coordinated 3,134 hours of Community Service toward park and facility maintenance Completing annual safety audit of park and municipal area play systems in accordance with standards established by the National Playground Safety Institute Designated staff secured state required Qualifying Party License for monitoring and training of town pesticide applicators Received grant from Salt River Project’s Branching Out Program to provide trees for Crossroads District Park Designated staff represented the Town on the Arizona Community Tree Council Coordinated landscape and lakes contract maintenance for Civic Center complex, Nichols Park, neighborhood parks, district park lakes and Water Ranch Lake Completed replacement of irrigation pump system at Freestone Park Completed renovation of district park basketball courts and area lighting ♦ ♦ ♦ Assist in the completion of scheduled Park and Recreation capital improvement projects to include: Santan Basin Parks, 3 segments of the Western Powerline Trail, Heritage Trail, South Area Service Center and Greenfield Pool Continue to provide high customer and maintenance service levels through effective park management practices, facility readiness and programming assistance Identify and prioritize the rehabilitation, renovation and stabilization needs of aging park resources and facilities Continue to explore and implement effective park and facility resource maintenance management practices and methods to involve: landscape, irrigation, turf & sport courts, park ranger and equipment-building maintenance functions within the division Explore additional contract service opportunities to assist with park maintenance field operations and division administrative support BUDGET ISSUES The Parks and Open Space budget increases approximately 51% over FY05 adopted budget. Included in this increase are a mid-year hire of a Park Ranger for the Santan Basins and $1,204,090 in one time transfers to fund the accrued replacement value for rolling stock and Capital Improvement funding. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 767 676 735 735 $3,076 $3,390 $3,828 $4,309 49.0% 49.0% 61.7% 50.0% Customer Service: completed facility readiness/reservation requests 7,211 6,809 8,260 9,000 Cyclical Maintenance: projects completed and funding allocation (Operating and Capital) 10 $65,515 20 $19,600 12 $150,442 5 $50,000 % of parks and open space administered per total developed land area in Town 4.0% 3.2% 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* % of citizens willing to support a tax increase for more parks, trail and open space *cost does not include transfers out - 127 - Table of Contents Parks and Open Space PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Parks and Open Space Riparian Preserve 35.93 0.00 33.46 0.00 32.96 0.00 32.96 0.00 33.46 0.00 35.93 33.46 32.96 32.96 33.46 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4,755,828 70,000 2,560,663 - 2,956,660 - 3,406,993 - 4,474,070 - $ 4,825,828 $ 2,560,663 $ 2,956,660 $ 3,406,993 $ 4,474,070 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,317,983 938,730 102,749 2,466,366 1,309,366 982,918 268,379 1,460,500 1,152,060 256,000 88,100 1,407,813 1,169,860 235,690 593,630 1,672,810 1,473,960 21,000 1,306,300 $ 4,825,828 $ 2,560,663 $ 2,956,660 $ 3,406,993 $ 4,474,070 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 73,559 4,825,828 68,090 2,560,663 63,000 2,956,660 Total Personnel EXPENSES BY ACTIVITY Parks and Open Space Riparian Preserve Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 64,200 3,406,993 79,000 4,474,070 $ (4,752,269) $ (2,492,573) $ (2,893,660) $ (3,342,793) $ (4,395,070) COST PER ACRE MAINTAINED $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2003 FY 2004 - 128 - FY 2005 FY 2006 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Record number of swim lesson participants achieved (4,856) Summer swim team and dive team programs registered 900 participants Guardstart program participated in the East Valley Guardstart Olympics Partnered with other East Valley recreational swim teams (municipal and private) to enhance the swim team experience for Gilbert participants Commenced construction on Greenfield Pool Hire and train aquatics staff for Greenfield Pool Begin swim team, dive team, swim lessons, and recreational swimming programs at Greenfield Pool Increase evening swim lesson opportunities to accommodate customer needs Refurbish water slides at Gilbert Pool and Mesquite Aquatic Center Continue the successful partnership with Gilbert Public Schools in the operation and scheduling of pools BUDGET ISSUES An increase in FTE for the new Greenfield Pool has been added to the FY06 Aquatics budget. The pool will be available for use by Gilbert in the Spring of 2006. Repairs and maintenance totaling $100,000 for Gilbert and Mesquite Pools is also included in the budget. Gilbert Unified School District will pay a portion of these expenses based on the Intergovernmental Agreement. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Annual participation for aquatics 53,317 37,791 36,029 40,000 Number of swim lesson participants 3,703 4,251 4,856 5,500 Cost recovery aquatics (direct costs only) 36% 39% 36% 35% 10.2% 11.0% 11.8% 12.6% 8.5% 13.0% 16.0% 16.5% n/a n/a 90% 95% % of children ages 5-17 participating in swim lessons compared to the total population of children ages 5-17 % of swim/dive team and swim lesson participants as compared to total annual participation for aquatics % of participants surveyed rating the overall quality of aquatics programs as above average or excellent - 129 - Table of Contents Aquatics Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Gilbert Pool Mesquite Pool Greenfield Pool 6.08 8.45 0.00 5.84 7.25 0.00 5.84 7.25 0.00 5.84 7.25 0.00 5.84 7.25 2.81 Total Personnel 14.53 13.09 13.09 13.09 15.90 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Gilbert Pool Mesquite Pool Greenfield Pool 201,145 260,685 - Total Expenses $ 461,830 189,370 227,766 $ Actual FY 2003 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 461,830 Total Revenues Total Expenses Net Operating Result $ 472,200 $ 226,468 252,451 $ Budget FY 2005 329,960 85,206 1,970 Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 353,621 106,339 1,870 Total Expenses 417,136 222,120 250,080 - 417,136 478,919 Actual FY 2004 472,200 $ Budget FY 2005 478,919 688,490 Budget FY 2006 352,089 124,860 1,970 435,410 128,890 100,000 24,190 $ Projected FY 2005 688,490 Budget FY 2006 168,811 461,830 164,260 417,136 166,000 472,200 174,700 478,919 246,000 688,490 (293,019) $ (252,876) $ (306,200) $ (304,219) $ (442,490) COST PER PARTICIPANT $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2003 $ Projected FY 2005 345,220 125,010 1,970 $ 255,310 330,110 103,070 FY 2004 FY 2005 - 130 - FY 2006 Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Revenue goal exceeded for Freestone Recreation Center Increased participation at Freestone Recreation Center by 8.8% compared to last year Completed the addition of the gymnasium and expanded lobby at McQueen Park Activity Center Worked with a consultant to complete the needs assessment for the Community Center Offered new programs (Adult Dodgeball and the hosting of birthday parties) at the Freestone Recreation Center Began the “over 35” basketball night at McQueen Park Activity Center ♦ ♦ Increase Kidz Kamp participation at McQueen Park Activity Center and Freestone Recreation Center by 10% for summer and holiday sessions Increase preschool sports activity in the McQueen Park Activity Center gymnasium by 10 classes per session Expand center staff training to include program registration and reservation bookings Conduct quarterly OSHA in-service training for maintenance/custodial staff Offer individualized personal fitness training for customers at the Freestone Recreation Center Successfully host various community-wide events at McQueen Activity Center BUDGET ISSUES Included in the budget for the Community Center is a one time transfer of $2,873,000. This transfer is to construct a new Community Center and the demolition of the existing facility. Personnel costs increase due to market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Annual participation at Freestone Recreation Center 139,813 212,240 230,836 240,000 n/a 11.4% 11.7% 11.4% n/a 22.8% 23.3% 22.9% % of participants surveyed who indicate the centers met their expectations n/a n/a 92% 95% Cost per square foot – Community Center (8,997 square feet) $24.88 $27.16 $28.05 $29.38 Cost per square foot – McQueen Park Activity Center (26,800 square feet)* $16.66 $17.01 $11.82 $11.68 Cost per square foot – Page Park Center (8,880 square feet) $2.85 $5.98 $6.41 $6.69 Cost per square foot – Freestone Recreation Center (48,500 square feet) $11.17 $15.54 $16.18 $18.71 % 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 * Facility expanded in FY05 from 15,000 square feet - 131 - Table of Contents 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 Budget FY 2005 Projected FY 2005 Budget FY 2006 5.11 5.62 0.00 16.44 2.00 4.77 5.60 1.31 16.93 2.00 4.77 6.21 1.31 16.93 2.00 4.77 6.21 1.31 16.93 2.00 4.77 6.21 1.31 16.93 2.00 29.17 30.61 31.22 31.22 31.22 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 244,315 255,142 53,132 753,700 88,650 241,800 300,140 56,720 868,650 100,810 252,373 316,698 56,961 784,866 93,805 3,137,370 313,070 59,370 907,300 108,880 $ 1,127,473 $ 1,394,939 $ 1,568,120 $ 1,504,703 $ 4,525,990 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 778,474 331,819 17,180 938,302 454,347 2,290 1,011,350 554,480 2,290 972,593 529,820 2,290 1,092,650 538,880 2,894,460 $ 1,127,473 $ 1,394,939 $ 1,568,120 $ 1,504,703 $ 4,525,990 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 514,576 1,127,473 816,538 1,394,939 878,000 1,568,120 822,300 1,504,703 (612,897) $ (578,401) $ (690,120) $ (682,403) $ (3,672,990) OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 223,853 249,929 25,322 541,971 86,398 EXPENSES BY CATEGORY Total Expenses Actual FY 2003 $ COST PER PARTICIPANT - FREESTONE RECREATION CENTER $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 FY 2004 FY 2005 - 132 - FY 2006 853,000 4,525,990 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Exceeded the FY05 goal of increasing the Teen Scenes performance schedule by 5% Continued the successful partnership with Gilbert Public Schools in providing collaborative youth and teen programs Achieved record participation levels (375 participants) for the Hershey Track & Field program Developed a new partnership with “Wilderness Aware” to provide whitewater rafting on the Upper Salt River Achieved the highest amount of in-kind donations and cash sponsorships for Special Events Utilized the Town website to post league standings and schedules for Adult Softball Achieved record number of teams (97) for the Gilbert Days Softball Tournament ♦ ♦ Expand the Adult Basketball program to three nights per week for the fall league Add team standings and league schedules to the Town website for the Adult Basketball program similar to Adult Softball Increase the Special Event volunteer program efforts by focusing on local adult groups and private corporations Continue the partnership with Gilbert Public Schools in providing collaborative programs for youth and teens Increase participation in Adult Tennis Leagues by 15% Increase participation in Special Needs programs by 10% BUDGET ISSUES While FTE remains unchanged from FY05, the costs associated with Personnel increase due to market adjustments and compaction correction. A one time transfer of $198,760 to fund the accrued replacement value of rolling stock is also included. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of participants 57,771 54,239 54,350 55,000 Number of softball teams 373 365 348 360 Number of leisure class participants 10,364 11,538 11,564 11,900 Adult sports cost recovery (direct costs) 78% 101% 95% 86% % of total preschool participation in leisure classes compared to total preschool population 36.4% 33.7% 31.0% 31.0% % of adult softball participation compared to the overall population of adults 6.9% 6.3% 5.6% 6.0% % of participants surveyed who indicate the leisure classes met their expectations n/a n/a 96% 96% % of participants surveyed who would recommend leisure classes to others n/a 88% 96% 96% - 133 - Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Summer Playground Special Needs Outdoor Programs 0.93 8.10 3.32 2.41 4.15 3.71 1.99 0.50 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 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 25.11 19.37 19.37 19.37 19.37 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Summer Playground Special Needs Outdoor Programs Total Expenses 21,748 426,592 157,784 187,715 330,161 58,237 52,362 32,773 32,987 429,518 151,071 199,297 309,833 24,466 43,086 47,440 456,800 184,970 210,600 350,980 45,240 49,410 43,894 425,572 168,233 219,787 404,000 43,713 49,320 88,050 639,820 200,350 236,800 409,530 45,530 51,120 $ 1,267,372 $ 1,190,258 $ 1,345,440 $ 1,354,519 $ 1,671,200 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 810,232 448,860 8,280 730,997 450,561 8,700 856,080 480,660 8,700 812,369 533,450 8,700 950,050 470,250 250,900 $ 1,267,372 $ 1,190,258 $ 1,345,440 $ 1,354,519 $ 1,671,200 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 648,568 1,267,372 732,984 1,190,258 775,000 1,345,440 768,500 1,354,519 784,000 1,671,200 (618,804) $ (457,274) $ (570,440) $ (586,019) $ (887,200) OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ COST PER PARTICIPANT $30.00 $24.00 $18.00 $12.00 $6.00 $0.00 FY 2003 FY 2004 FY 2005 - 134 - FY 2006 Table of Contents Culture and Arts Researched and coordinated the reproduction and framing of Gilbert Mayors for installation on the Mayoral wall in Municipal Center 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. OBJECTIVES FY 2006 ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Initiated a series of six free community presentations of ASU to You: Coffee, Conversation & the Arts in partnership with the Katherine K. Herberger College of Fine Arts The LOBBY FOR ART program exhibited work by ten artists at the Southeast Regional Library Coordinated the Sister Cities International Young Artists Competition at the local level and received the first-ever entries from Gilbert’s Sister City Leshan, China Organized an art exhibit during the Mayor’s New Year’s Eve Produced Gilbert’s first annual Global Village Festival in partnership with the Human Relations Commission, Gilbert Sister Cities Board and a contract events operations coordinator Researched historical photographs of Gilbert for a display in Municipal Center Worked with Technology Services to design and pilot an on-line Email subscription listserve ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continue to identify opportunities for partnerships with communities, municipal agencies, non-profit groups and the private sector to promote the growth of art and culture in Gilbert Explore locations for art exhibits in the community Collaborate with GPS photography students to display temporary photographs documenting Gilbert “Then and Now” Identify potential sponsors for the arts Increase attendance for the ASU to You series by 10% Utilize the on-line Email list-serve to announce arts and culture and volunteer opportunities Develop a partnership with Chandler-Gilbert Community College Apply for a consultant grant with Arizona Commission on the Arts Work with volunteers to plan the second Global village festival BUDGET ISSUES Personnel costs increase due to market adjustments and compaction correction. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 # of co-sponsored programs/events 2 3 9 10 # of overall arts and culture participants 225 230 2,250 3,000 PERFORMANCE/ACTIVITY MEASURES - 135 - Table of Contents Culture and Arts Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Culture and Arts 93,659 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 61,964 31,695 $ 93,659 Total Revenues Total Expenses Net Operating Result $ $ 114,980 $ 128,284 $ Budget FY 2005 69,415 6,433 - Actual FY 2003 OPERATING RESULTS 75,848 114,980 Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 93,659 75,848 75,848 128,284 Actual FY 2004 114,980 $ Budget FY 2005 128,284 120,470 Budget FY 2006 68,684 59,600 - 72,800 47,670 $ Projected FY 2005 120,470 Budget FY 2006 13,845 93,659 75,848 114,980 128,284 120,470 (79,814) $ (75,848) $ (114,980) $ (128,284) $ (120,470) COST PER CAPITA $1.00 $0.80 $0.60 $0.40 $0.20 $0.00 FY 2003 $ Projected FY 2005 67,630 47,350 $ 120,470 FY 2004 FY 2005 - 136 - FY 2006 Table of Contents Other General Fund Other General Fund Summary Contracted Services Social Services Transportation Table of Contents 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, funding for social services, and transportation. The description for each of the operations is included on the individual sheets. CONTRACTED SERVICES PURPOSE STATEMENT BUDGET ISSUES 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. Incarceration booking fees are increasing from $108.13 per inmate to $134.19 per inmate for FY06. Housing fees are increasing from $47.14 daily to $56.23 daily. The increase is a result of medical costs being incorporated into the fees. In the past, medical costs have been billed directly to Gilbert. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Calls for animal control service – calendar year 2,066 1,843 1,797 2,000 Daily inmate housing rates $42.41 $45.84 $47.14 $56.23 PERFORMANCE/ACTIVITY MEASURES SOCIAL SERVICES PURPOSE STATEMENT BUDGET ISSUES 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. No issues. - 137 - Table of Contents Other General Fund TRANSPORTATION PURPOSE STATEMENT BUDGET ISSUES 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. No major changes have occurred. The billing by the Regional Public Transit Authority (RPTA) is based on cost to provide public transportation. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Average daily ridership – all routes 179 222 247 281 Total number of riders – all routes 55,060 68,407 76,021 86,600 Boardings per mile/Cost per boarding – fixed route 0.25/$14.16 0.29/$12.26 0.31/$12.30 0.33/$12.34 Boardings per mile/Cost per boarding – express route 1.30/$4.12 1.31/$4.53 1.61/$2.53 1.91/$2.57 PERFORMANCE/ACTIVITY MEASURES COST PER RIDER $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2003 FY 2004 FY 2005 - 138 - FY 2006 Table of Contents Other General Fund PERSONNEL BY DIVISION Contracted Services Animal Control Incarceration Social Services Youth Special Programs Senior Programs Museum Support Social Services Transportation Transportation Williams Gateway Total Personnel EXPENSES BY DIVISION Contracted Services Animal Control Incarceration Social Services Youth Special Programs Senior Programs Museum Support Social Services Transportation Transportation Williams Gateway 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 89,072 540,701 100,792 675,472 108,700 775,000 108,700 775,000 108,700 1,100,000 397,000 20,000 1,104 146,803 275,339 20,000 1,433 50,940 125,000 40,000 2,000 68,000 125,000 40,000 1,800 73,000 125,000 30,000 82,000 68,000 1,056,344 456,500 1,287,679 350,000 1,133,000 350,000 1,531,780 350,000 1,133,000 350,000 $ 2,707,524 $ 2,761,655 $ 2,601,700 $ 3,005,280 $ 2,996,700 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,450,840 256,684 2,435,837 325,818 2,601,700 - 2,602,500 402,780 2,996,700 - $ 2,707,524 $ 2,761,655 $ 2,601,700 $ 3,005,280 $ 2,996,700 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 228,475 2,707,524 321,546 2,761,655 295,000 2,601,700 317,570 3,005,280 327,000 2,996,700 $ (2,479,049) $ (2,440,109) $ (2,306,700) $ (2,687,710) $ (2,669,700) - 139 - Table of Contents − 140 − Table of Contents Enterprise Funds Enterprise Funds Summary Water Wastewater Solid Waste Irrigation Table of Contents 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 type. pe. 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 FY06. Water Wastewater Solid Waste Total Operating Revenues $ 24,087,000 $ 13,593,200 $ 10,595,000 Total Operating Expenses 18,113,220 10,577,570 9,214,990 5,973,780 $ 3,015,630 $ 1,380,010 342,310 485,300 113,000 6,316,090 $ 3,500,930 $ 1,493,010 Operating Transfers In 173,640 208,000 378,000 31,350 Operating Transfers Out (18,717,060) (10,860,690) (5,663,830) - $ (12,227,330) $ (7,151,760) $ (3,792,820) Operating Income (Loss) $ Nonoperating Revenues (Expenses) Income (Loss) Before Transfers Net Income $ ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Wastewater Solid Waste Irrigation - 141 - Irrigation $ 16,000 47,350 $ (31,350) - $ $ (31,350) - Table of Contents Enterprise Funds Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Water Wastewater Solid Waste Irrigation 56.00 22.00 51.50 0.70 58.00 26.00 52.00 0.50 60.00 26.00 57.50 0.50 60.00 26.00 57.50 0.50 63.50 30.00 61.10 0.50 Total Personnel 130.20 136.50 144.00 144.00 155.10 EXPENSES BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Water Wastewater Solid Waste Irrigation 13,686,802 11,279,857 7,758,152 52,326 21,671,195 18,075,434 9,078,850 37,072 30,155,260 15,582,220 12,330,960 51,410 29,656,691 18,414,815 10,344,032 51,410 36,830,280 21,438,260 14,878,820 47,350 Total Expenses $ 32,777,137 $ 48,862,551 $ 58,119,850 $ 58,466,948 $ 73,194,710 EXPENSES BY CATEGORY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 5,966,123 17,925,261 1,236,935 7,648,818 6,738,062 19,552,173 721,378 21,850,938 7,833,230 22,986,130 2,370,900 24,929,590 7,587,597 21,041,928 1,203,463 28,633,960 9,335,610 27,719,520 898,000 35,241,580 $ 32,777,137 $ 48,862,551 $ 58,119,850 $ 58,466,948 $ 73,194,710 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 35,960,565 32,777,137 39,609,489 48,862,551 45,163,340 58,119,850 49,428,490 58,466,948 50,022,800 73,194,710 PERSONNEL BY DIVISION Total Expenses Net Operating Result $ 3,183,428 $ (9,253,062) $(12,956,510) $ (9,038,458) $(23,171,910) - 142 - Table of Contents Water Water Summary Water Conservation Water Production Water Distribution Water Metering Table of Contents 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, Gilbert Strategic Plan, Gilbert Code and local, state, and federal regulations. GOALS FY 2006 ♦ 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 ♦ Educate the public to enhance public understanding and appreciation for the importance of water, and related sustainability issues ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater Conservation Production Distribution Plant Production Well Production Quality Assurance - 143 - Irrigation Metering Table of Contents Water Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1.00 0.00 3.00 23.00 10.00 19.00 0.00 0.00 1.00 0.00 3.00 24.00 10.00 20.00 0.00 0.00 1.00 0.00 3.00 24.00 11.00 21.00 0.00 0.00 1.00 0.00 3.00 24.00 11.00 21.00 0.00 0.00 1.00 0.00 3.00 25.50 12.00 22.00 0.00 0.00 56.00 58.00 60.00 60.00 63.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 631,834 2,886,791 189,483 6,067,253 1,087,939 2,823,502 - 766,264 2,690,911 227,360 10,695,808 4,307,981 2,982,871 - 1,317,140 1,800,420 271,890 9,713,780 13,105,230 3,037,800 909,000 1,089,948 2,646,000 274,575 11,696,429 6,232,461 4,878,618 2,838,660 1,344,720 3,578,590 334,670 17,605,140 9,398,290 4,475,870 (415,000) 508,000 $ 13,686,802 $ 21,671,195 $ 30,155,260 $ 29,656,691 $ 36,830,280 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,650,276 8,323,954 145,823 2,566,749 3,008,987 9,772,941 68,340 8,820,927 3,312,390 10,820,570 461,000 15,561,300 3,191,814 10,155,064 374,963 15,934,850 3,927,660 13,968,560 217,000 18,717,060 $ 13,686,802 $ 21,671,195 $ 30,155,260 $ 29,656,691 $ 36,830,280 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 17,417,260 13,686,802 18,658,083 21,671,195 21,942,070 30,155,260 26,088,940 29,656,691 24,602,950 36,830,280 PERSONNEL BY DIVISION Administration Debt Conservation Production Distribution Metering Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Conservation Production Distribution Metering Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Net Operating Result $ 3,730,458 PERFORMANCE/ACTIVITY MEASURES Peak day demand (MG) Daily average water production (MG) % of citizens generally/very satisfied with water # of bacteriological samples taken Total miles of water main $ (3,013,112) $ (8,213,190) $ (3,567,751) $(12,227,330) Actual FY 2003 54 34 77.5% 1,962 554 - 144 - Actual FY 2004 55 36 81.1% 2,246 591 Projected FY 2005 61 40 87.7% 2,250 625 Anticipated FY 2006 64 44 89.0% 2,250 660 Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed beautiful colorful brochure specific to Gilbert Water Conservation.and the programs offered Completed an informative brochure on Reclaimed Water Participated in statewide Lowe’s event with the Water Use It Wisely campaign Added an interactive link for children to the conservation web page Distributed over 200 water curricula to every 6th through 9th grade in the Gilbert Public School District Begin development of interactive landscape CD with other participating agencies in the Phoenix Metropolitan area Create an HOA specific page on the Water Conservation web page Continue to meet the audit requirements of the Non Per Capita Conservation Program Develop water management workshops with neighboring communities targeting multifamily uses BUDGET ISSUES The Water Conservation budget increases 23% over FY05 adopted budget. Line item increases include $6,000 for additional Printing and a one time transfer of $38,630 to fund accrues replacement value of rolling stock. Personnel costs increase due to market adjustments and compaction correction. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Water Consumption of Gallons per capita per day 223 220 219 220 % of elementary school participation 47% 57% 73% 80% Residential audits 337 408 166 380 Commercial audits 16 14 4 10 - 145 - Table of Contents Water Conservation Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Conservation 3.00 3.00 3.00 3.00 3.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Conservation 189,483 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 134,066 55,417 $ 189,483 227,360 271,890 $ Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 189,483 227,360 271,890 $ Budget FY 2005 174,824 48,836 3,700 $ 274,575 227,360 274,575 271,890 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2004 FY 2005 - 146 - FY 2006 274,575 334,670 Budget FY 2006 189,745 80,830 4,000 COST PER CAPITA FY 2003 $ Projected FY 2005 192,160 79,730 $ 334,670 220,620 74,820 39,230 $ 334,670 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successful treated water during a high turbidity event in the SRP canal system in December through February Brought Well #21 on line Meet 70% of the Town’s water demands with surface water Upgraded communications equipment (broadband technology) used for remote monitoring of well sites Used mechanical dewatering (rental equipment) to dry sludge during high turbidity event Finished 100% design for Arsenic Mitigation at Wells #8, 14, 15, 19 and Water Treatment Plant Finished Hydraulic Profile Study to meet the EPA requirement for doing an Initial Distribution System Evaluation ♦ ♦ Create a fourth pressure zone within the Town’s water service area to facilitate maintaining a desired water pressure; 60 to 80 pounds per square inch (psi) Bring on line four wells; Well #22 thru #25 Place the Arsenic Mitigation equipment in service at Wells #8, 14, 15, 19 and the Water Treatment Plant Participate in the design of the new South Water Treatment Plant Meet water demands with 75% surface water Monitor power consumption at Water Treatment Plant using SRP Spatia information website to allow staff to optimize off-peak/on-peak pumping to reduce energy costs Perform an initial distribution system study using hydraulic profiling software to meet EPA requirements as part of the Stage 2 Disinfection/Disinfection Byproducts Rule BUDGET ISSUES Authorized FTE increases 1.5 with the addition of a mid-year hire Well Technician and a Chemist. In addition, Personnel costs increased due to market adjustments and compaction correction. A one time transfer of $258,380 to fund the accrued replacement value of rolling stock and a one time transfer of $6,216,990 for the Water Fund portion of various Capital Projects are also included in the budget. Contractual expenses increase as a result of an increase of $1,140,330 for Purchased Domestic Water. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Total water produced (MG) 11,463 13,026 14,100 15,200 % surface water of total water produced 72% 70% 70% 75% Chemical cost/million gallons treated $32.55 $40.27 $40.00 $38.00 - 147 - Table of Contents Water Production Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Plant Production Well Production Quality Assurance 13.00 6.00 4.00 13.00 6.00 5.00 13.00 6.00 5.00 13.00 6.00 5.00 13.00 6.50 6.00 Total Personnel 23.00 24.00 24.00 24.00 25.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4,369,697 1,156,601 540,955 8,024,083 2,115,135 556,590 7,457,140 1,630,100 626,540 7,433,564 3,671,951 590,914 8,514,560 8,329,130 761,450 $ 6,067,253 $ 10,695,808 $ 9,713,780 $ 11,696,429 $ 17,605,140 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,126,341 3,989,806 34,187 916,919 1,284,564 5,546,441 54,346 3,810,457 1,429,920 6,207,360 164,000 1,912,500 1,391,494 5,891,695 145,000 4,268,240 1,721,570 7,546,160 172,000 8,165,410 $ 6,067,253 $ 10,695,808 $ 9,713,780 $ 11,696,429 $ 17,605,140 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Plant Production Well Production Quality Assurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses COST PER MILLION GALLONS PRODUCED $800.00 $600.00 $400.00 $200.00 $0.00 FY 2003 FY 2004 - 148 - FY 2005 FY 2006 Table of Contents Water Distribution ♦ PURPOSE STATEMENT To maintain all water system piping and structures associated with the transmission and distribution of water throughout the Town’s water service area. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ BUDGET ISSUES Converted Fiesta Tech water lines which were constructed by the City of Mesa to Gilbert Purchase and use of a soft dig excavator to allow staff to excavate around other utilities without danger of damaging these utilities Facilitated the dipping of Higley Road 30” water line under the new Santan Freeway alignment Established a fully documented hydrant and valve maintenance program The largest portion of the Water Distribution budget is a one time transfer of $5,288,030 to the capital improvement fund for the Turner Ranch Conversion and various water main projects. Another $322,970 is a one time transfer to fund the accrued replacement value of rolling stock. A transfer of $2,606,000 is an annual contribution to the Water Replacement Fund. Authorized FTE increases with the addition of a Senior Utility Worker. Included in the contractual expense increase is $52,000 for repair and maintenance. OBJECTIVES FY 2006 ♦ Convert the Turner Ranch/Town Meadows water distribution system over to Gilbert from the City of Mesa Facilitate the shutting down of water lines in support of builders/contractors constructing new infrastructure within the Gilbert water service area Exercise approximately 3,500 fire hydrants in the year 2006 Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 # of fire hydrant rebuild/replacements 15 65 70 100 # of valves exercised n/a 840 3,000 3,500 % of fire hydrants exercised n/a 10% 15% 20% PERFORMANCE/ACTIVITY MEASURES - 149 - Table of Contents Water Distribution Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 10.00 10.00 11.00 11.00 12.00 10.00 10.00 11.00 11.00 12.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,087,939 4,307,981 13,105,230 6,232,461 9,398,290 $ 1,087,939 $ 4,307,981 $ 13,105,230 $ 6,232,461 $ 9,398,290 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 445,244 182,876 18,100 441,719 510,199 166,944 3,630,838 551,330 224,150 230,000 12,099,750 520,630 205,548 229,963 5,276,320 673,640 264,460 24,000 8,436,190 $ 1,087,939 $ 4,307,981 $ 13,105,230 $ 6,232,461 $ 9,398,290 PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses COST PER MILE OF WATER MAIN $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2003 FY 2004 - 150 - FY 2005 FY 2006 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Read more than 50,000 meters per month Set 5,268 new meters for residential and commercial metering Averaged over 300 customer contacts per week, many in the form of delinquent accounts and new customers Changed out several new large commercial meters (>2 inch) with single jet type meters to facilitate the capturing of low flows for greater water accountability ♦ Complete change out of all large meter, 2” and larger, to single jet type meters to capture more accurate meter readings Install single jet type meters into all residential applications that have fire sprinklers in accordance with applicable standards Specify all new meter installations to be of the single jet type Change out all meters as part of the life cycle program to the single jet type Minimize time of meters that register zero consumption due to meter or registering malfunction BUDGET ISSUES An additional $975,000 is added to the base for purchase of single jet water meters. Transfers increase as a result of a one time expenditure of $258,320 to fund the accrued replacement value of rolling stock. Personnel costs increase with the addition of a Computer Operations Technician, market adjustments, and compaction correction. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 n/a 7,255 8,960 10,500 13,856 17,253 22,120 25,000 n/a n/a 1,200 1,300 # of meter reads for the year 600,000 649,896 700,000 750,000 # of new meters installed 3,744 5,268 4,165 4,200 PERFORMANCE/ACTIVITY MEASURES # of lock-offs for delinquent payment # of work orders per year Average meters read per cycle per reader - 151 - Table of Contents 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 19.00 20.00 21.00 21.00 22.00 19.00 20.00 21.00 21.00 22.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,823,502 2,982,871 3,037,800 4,878,618 4,475,870 $ 2,823,502 $ 2,982,871 $ 3,037,800 $ 4,878,618 $ 4,475,870 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 854,457 996,359 93,536 879,150 942,156 1,063,101 13,994 963,620 1,041,400 1,088,100 67,000 841,300 990,892 1,060,876 2,826,850 1,208,200 2,079,310 21,000 1,167,360 $ 2,823,502 $ 2,982,871 $ 3,037,800 $ 4,878,618 $ 4,475,870 COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2003 FY 2004 FY 2005 - 152 - FY 2006 Table of Contents Wastewater Wastewater Summary Wastewater Collection Wastewater Plant Operations Wastewater Reclaimed Wastewater Quality Table of Contents 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 2006 ♦ 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 - 153 - Irrigation Quality Table of Contents Wastewater Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1.00 0.00 10.00 0.00 7.00 4.00 0.00 0.00 1.00 0.00 13.00 0.00 7.00 5.00 0.00 0.00 1.00 0.00 13.00 0.00 7.00 5.00 0.00 0.00 1.00 0.00 13.00 0.00 7.00 5.00 0.00 0.00 1.00 0.00 15.00 0.00 9.00 5.00 0.00 0.00 22.00 26.00 26.00 26.00 30.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 135,100 714,951 2,712,090 6,526,170 892,006 299,540 - 145,819 633,906 6,057,698 9,686,845 1,221,691 329,475 - 1,499,450 241,990 5,806,010 5,217,980 1,781,300 370,290 665,200 1,319,776 648,930 5,268,103 7,589,810 1,304,574 366,202 1,917,420 - 1,815,380 510,500 9,576,250 6,490,070 2,405,640 518,320 (222,900) 345,000 $ 11,279,857 $ 18,075,434 $ 15,582,220 $ 18,414,815 $ 21,438,260 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 998,231 5,704,880 360,431 4,216,315 1,232,315 5,562,868 428,870 10,851,381 1,440,670 6,863,750 60,500 7,217,300 1,398,809 6,151,216 22,500 10,842,290 1,833,000 8,398,570 346,000 10,860,690 $ 11,279,857 $ 18,075,434 $ 15,582,220 $ 18,414,815 $ 21,438,260 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 9,861,430 11,279,857 11,384,630 18,075,434 11,941,240 15,582,220 12,885,450 18,414,815 14,286,500 21,438,260 PERSONNEL BY DIVISION Administration Debt Collection Plant Operations Reclaimed Quality Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Collection Plant Operations Reclaimed Quality Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Net Operating Result $ (1,418,427) $ (6,690,804) $ (3,640,980) $ (5,529,365) $ (7,151,760) 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) % of sewer line blockages per mile of sewer Actual FY 2003 3,118.69 8.54 199.40 2,502.10 80% 1,011.13 5% - 154 - Actual FY 2004 3,453.89 9.46 178.10 2,627.10 76% 1,018.43 6% Projected FY 2005 3,818.60 10.48 197.52 2,595.83 68% 1,184.95 2% Anticipated FY 2006 4,051.90 11.49 200.00 2,630.00 63% 1,181.34 4% Table of Contents Wastewater Collection ♦ PURPOSE STATEMENT 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed construction and activated the new Baseline and Lindsay lift station site Conducted an odor control profile and implemented necessary improvements to the collection system odor control program Rehabilitated 10 sewer manholes identified as having been impacted by corrosion Inspected 3,899 sewer manholes Treated 3,500 sewer manholes for roach control Responded to and conducted emergency repairs on 14 sewer line breaks Activated and began operations of a new storm water pumping station located near Crossroads Park ♦ ♦ ♦ BUDGET ISSUES An additional two FTE have been authorized for FY06. The adopted budget includes personnel costs for a Senior Utility Worker and a Utility Worker. Other costs associated with these positions have been added to Contractual and Capital. Transfers include a one time expenditure of $620,950 to fund the accrued replacement value of rolling stock and a one time expenditure of $4,157,170 for various capital improvement projects. OBJECTIVES FY 2006 ♦ Coordinate with Engineering Department to help reduce deficiencies with new sewer system installations Identify and rehabilitate sanitary sewer manholes impacted by corrosion Complete design and construction of phase two of the Wastewater SCADA system project Complete the design and expansion of the Gilbert Commons lift station site Perform daily inspections and routine maintenance at all lift station sites Clean a minimum of 33% of the sewer system and perform camera inspections of 20% of the sewer system Treat 3,500 sewer manholes for roach control Hire and train two new full time positions and purchase and put into service a new Closed Circuit Television (CCTV) inspection vehicle for the wastewater collection system Begin research and development for a new Capacity, Management, Operations, and Maintenance (CMOM) regulatory program Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Cost per million gallons of wastewater $502 $485 $434 $556 Percent of sewer system cleaned 33% 48% 44% 40% Percent of sewer system inspected 8% 12% 14% 20% PERFORMANCE/ACTIVITY MEASURES - 155 - Table of Contents Wastewater Collection PERSONNEL BY ACTIVITY Collection Total Personnel EXPENSES BY ACTIVITY Collection Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 10.00 13.00 13.00 13.00 15.00 10.00 13.00 13.00 13.00 15.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,712,090 6,057,698 5,806,010 5,268,103 9,576,250 $ 2,712,090 $ 6,057,698 $ 5,806,010 $ 5,268,103 $ 9,576,250 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 434,169 932,392 199,214 1,146,315 546,395 719,824 410,321 4,381,158 678,730 878,070 60,500 4,188,710 660,033 975,030 22,500 3,610,540 858,530 1,208,900 185,000 7,323,820 $ 2,712,090 $ 6,057,698 $ 5,806,010 $ 5,268,103 $ 9,576,250 COST PER MILLION GALLONS INFLUENT $600.00 $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2003 FY 2004 - 156 - FY 2005 FY 2006 Table of Contents Wastewater Plant Operations PURPOSE STATEMENT OBJECTIVES FY 2006 Wastewater Plant Operations are dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater treatment operations, sludge wasting operations, and effluent production. ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed the final expansion project at the Neely Wastewater Reclamation Facility (WRF) Issued and completed a request for proposal selection process for the operation and maintenance contract for the Neely WRF Completed contract negotiations and awarded the operation and maintenance contract for the Neely WRF. The new contract term is for five years with two renewable five year options Finalized the intergovernmental agreement with the City of Mesa and Town of Queen Creek for the Greenfield Water Reclamation Plant Completed the design and public involvement process for the Greenfield Water Reclamation Plant phase two project in partnership with the City of Mesa and Town of Queen Creek Began construction activity on the Greenfield Water Reclamation Plant phase two project in partnership with the City of Mesa and Town of Queen Creek Complete design and construction of a new larger sludge wasting force main from the Neely Wastewater Reclamation Facility (WRF) to the Baseline Road Interceptor at Cooper Road Complete improvements to the perimeter fence line at the Neely WRF Continue with construction activity at the Greenfield Water Reclamation Plant phase two project in partnership with the City of Mesa and Town of Queen Creek BUDGET ISSUES The contract for operation of the Neely plant increases by $173,360 or 5.0%. A formal bid process resulted in service continuation with same contractor. The City of Mesa operates the Greenfield Plant and bills Gilbert based on flow. The flow is anticipated to increase in FY06 as a result of growth. The budget increases by $1,311,710. $487,600 of the increase is for Gilbert’s share of operational equipment for the plant expansion. The remainder is based on increased operating costs and increased flow to the plant. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Cost of treatment (MG) – Neely Plant $1,082.90 $1,064.57 $1,183.78 $1,242.31 Cost of treatment (MG) – Greenfield Plant $1,442.71 $1,218.81 $980.75 $1,850.64 - 157 - Table of Contents Wastewater Plant Operations PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Neely Treatment Facility SE Treatment Facility 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 5,926,004 600,166 8,693,358 993,487 4,008,990 1,208,990 6,381,520 1,208,290 3,969,370 2,520,700 $ 6,526,170 $ 9,686,845 $ 5,217,980 $ 7,589,810 $ 6,490,070 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 3,526,170 3,000,000 3,776,959 5,909,886 4,753,760 464,220 4,309,400 3,280,410 5,795,470 694,600 $ 6,526,170 $ 9,686,845 $ 5,217,980 $ 7,589,810 $ 6,490,070 Total Personnel EXPENSES BY ACTIVITY Neely Treatment Facility SE Treatment Facility Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses COST PER MILLION GALLON TREATED $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2003 FY 2004 - 158 - FY 2005 FY 2006 Table of Contents Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2006 The Effluent Reuse and Recharge Branches are dedicated to providing safe, reliable, and cost effective operation and maintenance of the effluent reuse infrastructure and facilities which includes reclaimed water lines, valves, meters, recovery wells, reservoirs, ground water recharge facilities, injection wells, 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. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ Completed the installation of two new monitoring well sites for future direct injection wells and for the future south recharge site Two large high water demand developments switched to reclaimed water for irrigation uses Conducted all 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 A separate discharge line from the Elliot road reclaimed water reservoir site was installed Installed a second effluent delivery pipeline into basins 3 and 4 at the Riparian Preserve Continue to conduct on-going pressure monitoring of the effluent distribution system to track trends and improve system performance Disk and rip each recharge basin at least once Perform all required water quality monitoring and submit regulatory reports on schedule Install of two new direct injection wells Complete the design for the new south recharge facility project Complete the design and construction of a new recovered waterline from wells G-7 and G-8 along the Western Canal to user sites Hire and train four new full time positions at mid-year for the operation and maintenance of future south area infrastructure BUDGET ISSUES Authorized FTE increases 2.0 with the mid-year hire of a Reclaimed Water Quality Technician, Effluent Well Technician, Utility Worker, and a Senior Utility Worker. Contractual increases as a result of $150,000 for a Master Plan Update and the various costs associated with the new positions. A one time transfer of $215,540 to fund the accrued replacement value of rolling stock along with an increase of $404,300 for the ongoing replacement costs are justification for the increase in transfers. Of the Capital costs of $103,000, $22,000 is for Wastewater Improvements and $81,000 for vehicles and equipment for the additional personnel. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Total annual effluent produced/reused (million gallons) 2,502.10 2,627.10 2,595.83 2,630.00 % of effluent directly reused by customers 26% 31% 37% 40% % of effluent recharged to aquifer 74% 69% 63% 60% Total surface water recharged to aquifer (million gallons) 232.34 78.82 329.36 215.00 Total recovered ground water used by customers (million gallons) 538.61 704.54 726.56 730.00 Total dollars billed to customers (effluent and recovered) $368,470 $365,118 $747,329 $843,361 - 159 - Table of Contents Wastewater Reclaimed Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Effluent Re-use Effluent Recharge 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 5.00 4.00 Total Personnel 7.00 7.00 7.00 7.00 9.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Effluent Re-use Effluent Recharge Total Expenses $ 592,481 629,210 595,440 1,185,860 778,806 525,768 1,455,060 950,580 892,006 $ 1,221,691 $ 1,781,300 $ 1,304,574 $ 2,405,640 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Actual FY 2003 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 689,960 202,046 $ 291,928 389,380 140,698 70,000 347,819 324,635 549,237 384,490 343,290 1,053,520 363,434 259,900 681,240 539,360 470,950 103,000 1,292,330 892,006 $ 1,221,691 $ 1,781,300 $ 1,304,574 $ 2,405,640 COST PER MILLION GALLONS PRODUCED/REUSED $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2003 FY 2004 - 160 - FY 2005 FY 2006 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2006 The Wastewater Quality Branch is dedicated to providing safe, reliable, 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 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspected all commercial businesses of concern at least once during the year for proper pretreatment device maintenance and wastewater discharge compliance Processed 1,898 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 Began pretreatment program oversight of the Fiesta Tech business and industrial area Completed revisions and updated the Town’s Sewer Service Code to conform to current regulations and standard operating practices Conducted public outreach for businesses and residents educating them on proper storm water and sewer disposal practices ♦ ♦ ♦ ♦ Begin research and development for a new Capacity, Management, Operations, and Maintenance (CMOM) regulatory program Continue to inspect each commercial business of concern at least once annually for compliance 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 on schedule Participate in the City of Mesa’s wastewater sampling events in Gilbert’s south sewer service area and at the Neely WRF Prepare for pretreatment program oversight of the Turner Ranch commercial area Continue to participate in the multi-city coordination group meetings to align commercial pretreatment program compliance strategies and education Continue with public outreach for businesses and residents to educate them on proper storm water and sewer disposal practices BUDGET ISSUES Costs associated with Personnel increase due to market adjustments and compaction correction. A one time transfer of $56,090 is also included to fund the accrued replacement value of rolling stock. Capital of $58,000 allows for purchase of automatic samplers, confined space entry safety equipment, and a Pretreatment Programs Management System Database. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of businesses of concern inspected 580 915 829 880 % of businesses of concern inspected 82% 100% 100% 100% Number of permitted industrial users 8 9 9 12 % of permitted industrial users inspected 100% 100% 100% 100% Number of permitted industry violations 17 11 9 12 - 161 - Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 4.00 5.00 5.00 5.00 5.00 4.00 5.00 5.00 5.00 5.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 299,540 Total Expenses $ 299,540 329,475 $ 329,475 Personnel Supplies & Contractual Capital Outlay Transfers Out 190,713 88,308 20,519 - Total Expenses $ 299,540 $ Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY 370,290 370,290 $ Budget FY 2005 251,060 48,766 18,549 11,100 $ 366,202 329,475 366,202 370,290 $ $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2004 - 162 - FY 2005 FY 2006 366,202 518,320 Budget FY 2006 282,516 72,686 11,000 COST PER MILLION GALLONS TREATED FY 2003 $ Projected FY 2005 284,100 86,190 $ 518,320 320,900 68,830 58,000 70,590 $ 518,320 Table of Contents Solid Waste Solid Waste Summary Solid Waste Residential Solid Waste Commercial Table of Contents 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 2006 ♦ ♦ ♦ ♦ ♦ 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 partnerships 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 - 163 - Irrigation Table of Contents Solid Waste Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Residential Commercial 43.59 7.91 46.46 5.54 51.96 5.54 51.96 5.54 54.96 6.14 Total Personnel 51.50 52.00 57.50 57.50 61.10 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 6,505,882 1,252,270 7,747,003 1,331,847 10,872,410 1,458,550 9,046,110 1,297,922 12,453,040 2,425,780 $ 7,758,152 $ 9,078,850 $ 12,330,960 $ 10,344,032 $ 14,878,820 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,275,572 3,886,145 730,681 865,754 2,467,383 4,208,669 224,168 2,178,630 3,042,260 5,288,310 1,849,400 2,150,990 2,956,718 4,724,494 806,000 1,856,820 3,541,070 5,338,920 335,000 5,663,830 $ 7,758,152 $ 9,078,850 $ 12,330,960 $ 10,344,032 $ 14,878,820 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 8,633,431 7,758,152 9,529,704 9,078,850 11,228,620 12,330,960 10,402,690 10,344,032 11,086,000 14,878,820 450,854 $ (1,102,340) $ 58,658 $ (3,792,820) PERSONNEL BY DIVISION 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 $ 875,279 $ PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Total solid waste tonnage 79,503 85,779 91,180 97,000 Total recycle tonnage 13,229 14,421 16,053 18,000 Cost per Ton $82 $80 $93 $94 Average tons per customer 1.85 1.84 1.82 1.80 Recycling diversion rate 17% 17% 18% 18% - 164 - Table of Contents Solid Waste Residential PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS 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 BUDGET ISSUES Implemented routing software to establish routes that reduce drive times and increase cans collected per route Provided two household hazardous waste (HHW) collection events for our customers in November and April Developed a system to manage the abandoned HHW between collection events Developed more cost effective methods of diverting recyclable materials collected at the HHW events Updated the Solid Waste public program video The cost of providing residential service increases by 14.5%. The increase is created by three new positions, personnel market adjusts and compaction correction, a one time transfer of $2,274,630 to fund the accrued replacement value of rolling stock, and an increase in landfill costs of $159,000. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of residential customers 42,922 46,683 50,164 54,000 Total liability loss $41,930 $25,877 $22,812 $20,000 Residential solid waste diversion rate 19.3% 23.0% 24.0% 24.0% Days of work related injury loss time 130 36 39 0 Number of work related injuries n/a 12 11 0 Households served by HHW events 945 1,113 1,241 1,350 Tons of HHW collected 27.9 35.0 50.0 55.0 Average weekly recycling participation rate by single family homes 52.6% 52.0% 53.0% 53.0% - 165 - Table of Contents Solid Waste Residential PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Residential Administration Residential Collections Uncontained Collections Recycling 2.59 24.50 9.00 7.50 1.76 27.00 9.00 8.70 2.76 29.50 11.00 8.70 2.76 23.50 11.00 14.70 2.76 26.50 11.00 14.70 43.59 46.46 51.96 51.96 54.96 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 934,741 4,076,815 920,966 573,360 - 954,289 5,240,321 901,939 650,454 - 1,481,690 6,385,380 1,491,700 912,970 600,670 1,195,194 5,532,245 1,462,032 856,639 - 1,504,590 7,094,330 1,848,470 1,930,650 (223,000) 298,000 $ 6,505,882 $ 7,747,003 $ 10,872,410 $ 9,046,110 $ 12,453,040 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,903,413 3,118,769 730,681 753,019 2,138,739 3,393,286 224,168 1,990,810 2,728,710 4,521,610 1,664,000 1,958,090 2,631,700 3,898,520 806,000 1,709,890 3,154,410 4,452,040 335,000 4,511,590 $ 6,505,882 $ 7,747,003 $ 10,872,410 $ 9,046,110 $ 12,453,040 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 7,225,091 6,505,882 8,101,078 7,747,003 9,587,720 10,872,410 354,075 $ (1,284,690) $ Total Personnel EXPENSES BY ACTIVITY Residential Administration Residential Collections Uncontained Collections Recycling Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 719,209 $ 8,862,690 9,046,110 (183,420) $ (2,893,040) COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2003 FY 2004 - 166 - FY 2005 9,560,000 12,453,040 FY 2006 Table of Contents Solid Waste Commercial PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ACCOMPLISHMENTS FY 2005 BUDGET ISSUES ♦ ♦ ♦ ♦ ♦ ♦ Increased roll-off business to residential customers Maintained total customer base Generated a profit 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 customer solid waste stream that is recycled Increase current customer base by at least 2% Increase roll-off business by 10% by targeting residential customer’s uses The Solid Waste Commercial Personnel increase reflects a part time Heavy Equipment Operator, market adjustments, and compaction correction. A one time transfer of $989,130 to fund the accrued replacement value of rolling stock is also included. Contractual increases include landfill, fuel, automotive repair and maintenance, and additional containers. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of commercial customers 418 479 673 700 Total roll-off tonnage disposed 4,239 5,126 6,764 7,000 PERFORMANCE/ACTIVITY MEASURES - 167 - Table of Contents Solid Waste Commercial PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Commercial Administration Commercial Collections Commercial Rolloffs 0.41 7.10 0.40 0.24 4.80 0.50 0.24 4.80 0.50 0.24 4.80 0.50 0.24 5.40 0.50 7.91 5.54 5.54 5.54 6.14 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 29,698 1,107,408 115,164 - 30,048 1,106,187 195,612 - 20,610 1,322,430 115,510 - 20,386 1,117,626 159,910 - 22,390 1,796,620 573,770 (27,000) 60,000 $ 1,252,270 $ 1,331,847 $ 1,458,550 $ 1,297,922 $ 2,425,780 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 372,159 767,376 112,735 328,644 815,383 187,820 313,550 766,700 185,400 192,900 325,018 825,974 146,930 386,660 886,880 1,152,240 $ 1,252,270 $ 1,331,847 $ 1,458,550 $ 1,297,922 $ 2,425,780 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,408,340 1,252,270 1,428,626 1,331,847 1,640,900 1,458,550 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 156,070 $ 96,779 $ 182,350 1,540,000 1,297,922 $ 242,078 COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2003 FY 2004 - 168 - FY 2005 FY 2006 1,526,000 2,425,780 $ (899,780) Table of Contents Irrigation Irrigation Summary Table of Contents 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 2006 ♦ 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 - 169 - Irrigation Table of Contents Irrigation Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Flood Irrigation 0.70 0.50 0.50 0.50 0.50 Total Personnel 0.70 0.50 0.50 0.50 0.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY DIVISION EXPENSES BY DIVISION Flood Irrigation Total Expenses 52,326 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 37,072 $ 52,326 $ 37,072 51,410 - $ 51,410 $ 51,410 $ 51,410 33,880 13,470 $ - 47,350 Budget FY 2006 51,410 51,410 $ 47,350 Budget FY 2006 Projected FY 2005 51,410 51,410 - $ 40,256 11,154 - Budget FY 2005 $ 47,350 Projected FY 2005 37,910 13,500 - 37,072 37,072 (3,882) $ 51,410 Budget FY 2005 Actual FY 2004 48,444 52,326 $ $ 29,377 7,695 - Actual FY 2003 Total Revenues Total Expenses 51,410 Actual FY 2004 42,044 10,282 - OPERATING RESULTS Net Operating Result $ Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 52,326 37,072 47,350 47,350 $ - Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Cost per house irrigated $415 $294 $408 $376 Cost recovery % 24% 45% 39% 34% % of residences missed on schedule 0% 0% 0% 0% PERFORMANCE/ACTIVITY MEASURES - 170 - Table of Contents Streets Fund Streets Fund Summary Street Maintenance Traffic Control Right of Way Maintenance Table of Contents Streets Fund FUND DESCRIPTION It is our mission to provide a safe, reliable, and efficient roadway system that encompasses 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. State shared gasoline tax, and state shared lottery revenues fund Gilbert’s street maintenance section. GOALS FY 2006 ♦ 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 - 171 - Table of Contents Streets Fund PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Non-Departmental Contingency 1.00 0.00 20.34 15.00 4.96 0.00 0.00 0.00 1.00 0.00 19.34 15.00 5.16 0.00 0.00 0.00 1.00 0.00 21.34 16.50 6.16 0.00 0.00 0.00 1.00 0.00 21.34 16.50 6.16 0.00 0.00 0.00 1.00 0.00 23.34 17.00 6.16 0.00 0.00 0.00 41.30 40.50 45.00 45.00 47.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 357,349 866,375 5,171,784 2,119,505 663,331 - 458,543 2,868,596 7,795,763 1,954,303 763,990 - 697,540 3,266,060 6,901,880 2,330,790 990,770 50,000 368,000 509,712 3,264,060 7,175,938 1,995,906 1,268,880 - 731,600 3,274,960 10,006,200 2,377,600 1,279,920 864,250 254,000 $ 9,178,344 $ 13,841,195 $ 14,605,040 $ 14,214,496 $ 18,788,530 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,861,756 4,097,566 301,658 2,917,364 1,989,739 2,467,923 2,421,175 6,962,358 2,528,230 3,162,220 3,473,400 5,441,190 2,307,636 2,778,150 1,492,840 7,635,870 2,821,540 4,310,440 4,070,720 7,585,830 $ 9,178,344 $ 13,841,195 $ 14,605,040 $ 14,214,496 $ 18,788,530 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 12,038,431 9,178,344 13,088,903 13,841,195 12,889,260 14,605,040 13,391,000 14,214,496 14,521,880 18,788,530 Total Personnel EXPENSES BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Net Operating Result $ 2,860,087 PERFORMANCE/ACTIVITY MEASURES Total lane miles in system % of citizens who prefer more dollars be spent on repairing and maintaining streets % of citizens who are generally or very satisfied with street repair and maintenance % of citizens who are generally or very satisfied with the movement of traffic # of street related insurance claims/paid $ (752,292) $ (1,715,780) $ (823,496) $ (4,266,650) Actual FY 2003 1,705 Actual FY 2004 1,745 Projected FY 2005 1,785 Anticipated FY 2006 1,805 39.7% 42.5% 44.2% 46.0% 79.2% 72.3% 75.7% 73.0% 66.8% 55.1% 55.7% 55.0% 17/$0 44/$0 41/$0 45/$0 - 172 - Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2006 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 ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ Cracksealed, fogsealed and patched all areas identified by the Pavement Maintenance System Added zone 10 to Pavement Management Mapping including all Gilbert owned asphalt parking lots Rated the last three zones on the Gilbert Pavement Maintenance zone map Crackseal, fogseal and patch all areas identified by the pavement maintenance system Work with Queen Creek and MCDOT (Maricopa County Department of Transportation) on Intergovernmental agreements BUDGET ISSUES The Street Maintenance budget includes a one time transfer of $3,210,880 for street capital improvements. Changes in this budget include two additional positions in Street Cleaning, two new street sweepers, and $55,500 in operating costs for the sweepers. $3,655,720 is budgeted for street maintenance of which $1,393,220 is a carryforward from FY05. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Asphalt Patching/ Total Square Feet 70,350 89,993 114,883 115,000 Pounds of Crackseal applied 311,160 126,210 89,580 85,000 n/a 1,221,969 $0.110 1,180,082 $0.123 950,000 $0.135 Square yards of contracted Microseal/Cost per square yard 812,173 $0.935 329,173 $0.975 332,045 $1.010 350,000 $1.090 Square yards of contracted Slurry Seal /Cost per square yard 1,043,315 $0.54 648,999 $0.61 851,760 $0.72 1,012,500 $0.80 88 88 89 90 Square yards of Plastic Seal/Cost per square yard Average Pavement Condition Index - 173 - Table of Contents Streets Maintenance PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing 4.33 4.34 1.33 2.00 8.34 4.33 4.34 1.33 1.00 8.34 4.33 5.34 1.33 2.00 8.34 4.33 5.34 1.33 2.00 8.34 4.33 7.34 1.33 2.00 8.34 20.34 19.34 21.34 21.34 23.34 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 2,287,331 466,243 95,702 1,910,574 411,934 485,709 937,835 105,542 5,844,408 422,269 547,740 558,030 99,080 5,076,830 620,200 507,800 712,207 101,782 5,357,752 496,397 570,120 1,399,970 109,300 7,344,160 582,650 $ 5,171,784 $ 7,795,763 $ 6,901,880 $ 7,175,938 $ 10,006,200 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 821,181 2,398,233 220,902 1,731,468 889,273 811,911 2,399,057 3,695,522 1,160,510 953,660 3,265,400 1,522,310 1,060,628 899,740 1,313,870 3,901,700 1,340,540 1,020,120 4,035,720 3,609,820 $ 5,171,784 $ 7,795,763 $ 6,901,880 $ 7,175,938 $ 10,006,200 Total Personnel EXPENSES BY ACTIVITY Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses COST PER LANE MILE $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2003 FY 2004 - 174 - FY 2005 FY 2006 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ Signals department assisted with the installation of all the newly energized traffic signals Additional auto scope cameras added to assist with the traffic flow and eliminate any damaged loops (sensors) under the pavement In house replacement of streetlight knockdown met Gilbert standards Participated with 3M for the Diamond Grade (DG3) and VIP vinyl sheeting for all major arterial signs lasting up to 10 years Striping operations met re-striping standards after the Micro Seal and Slurry Seal road resurfacing projects ♦ ♦ Purchase new software and computer system for sign applications to meet the Manual Uniform Traffic Control Devices (MUTCD) standards MMU (Mobile Monitoring Unit) software and computers to meet the International Municipal Signals Association (IMSA) standards of Traffic Signals Monitor and maintain all streetlights within the Gilbert and respond to complaints within 48 hours Stripe arterials twice a year and minor or collector streets once a year Respond within 3 hours or less to any Regulatory signs that are missing or damaged BUDGET ISSUES Traffic Control increases by $46,810 or 2%. Capital outlay of $15,000 is budgeted for a street pole trailer. Personnel costs increase due to market adjustments and compaction correction. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Total MMU monitor testing 75 83 101 112 Total miles of long line striping painted n/a 10,479 10,710 10,830 Total long line gallons used 18,000 9,000 6,136 7,000 Total fabricated signs in house 2,204 1,152 1,356 1,500 Total number of High Performance Sodium lamps replaced 636 348 516 600 PERFORMANCE/ACTIVITY MEASURES - 175 - Table of Contents Traffic Control PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Street Marking Street Signs Street Lighting Traffic Signal Maintenance 6.25 3.25 2.25 3.25 6.25 3.25 2.25 3.25 6.25 3.25 2.25 4.75 6.25 3.25 2.25 4.75 6.25 3.25 2.25 5.25 15.00 15.00 16.50 16.50 17.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Expenses 503,725 277,230 656,318 682,232 623,154 269,915 682,169 379,065 639,200 309,310 718,000 664,280 482,123 272,958 703,286 537,539 667,110 326,710 789,310 594,470 $ 2,119,505 $ 1,954,303 $ 2,330,790 $ 1,995,906 $ 2,377,600 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 726,226 1,262,003 80,756 50,520 748,706 1,130,429 22,118 53,050 931,410 1,208,010 135,000 56,370 860,846 969,720 108,970 56,370 1,049,160 1,215,650 15,000 97,790 $ 2,119,505 $ 1,954,303 $ 2,330,790 $ 1,995,906 $ 2,377,600 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses COST PER LANE MILE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2003 FY 2004 - 176 - FY 2005 FY 2006 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ACCOMPLISHMENTS FY 2005 BUDGET ISSUES ♦ ♦ ♦ ♦ ♦ Mapped and inventoried all landscape ROW areas to assist bidding process for yearly contracts Used chemicals to eliminate weed growth versus construction equipment or disking to eliminate dust issues per county specs (PM10) Revised ROW and PKID maintenance contracts to increase accountability and service level Install storm drain markers to maintain County spec identify locations thru out Gilbert Increase storm drain cleanings by 300 Bring backlog of concrete repair list up to date The area of right of way maintenance increases by $289,150 or 29% over FY05 adopted budget. The increase is created by purchase of one vehicle, $25,000 for decomposed granite for the retention basins, and an increase of $100,000 in concrete repair for additional sidewalk repair. Newly added ROW areas added $138,600 to landscape maintenance, $55,000 for water utilities, and $20,000 for landscape materials. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 2 1 0 1 $50,114 $0 $0 $0 ROW miles maintained by contractor n/a n/a n/a 35 Total storm drains cleaned n/a 200 500 800 PERFORMANCE/ACTIVITY MEASURES # of sidewalk related insurance claims Dollar value of sidewalk related insurance claims - 177 - Table of Contents Right of Way Maintenance PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Landscape Maintenance Shoulder Maintenance Concrete Repair 2.63 2.33 0.00 2.83 2.33 0.00 3.83 2.33 0.00 3.83 2.33 0.00 3.83 2.33 0.00 4.96 5.16 6.16 6.16 6.16 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Landscape Maintenance Shoulder Maintenance Concrete Repair 369,920 120,445 172,966 Total Expenses $ 663,331 536,992 151,775 75,223 $ 763,990 Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out 232,458 412,773 18,100 Total Expenses $ 663,331 $ 687,883 180,997 400,000 772,400 207,420 300,100 990,770 $ 1,268,880 $ 1,279,920 Projected FY 2005 Budget FY 2006 Budget FY 2005 261,398 483,582 19,010 $ 631,230 158,940 200,600 763,990 $ 336,590 561,220 73,000 19,960 286,910 892,010 70,000 19,960 320,670 931,890 20,000 7,360 990,770 $ 1,268,880 $ 1,279,920 COST PER LANE MILE $800.00 $600.00 $400.00 $200.00 $0.00 FY 2003 FY 2004 - 178 - FY 2005 FY 2006 Table of Contents Internal Service Funds Internal Service Funds Summary Fleet Maintenance Copy Services Health Self Insurance Table of Contents 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 remained the same at $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 15%. Fuel has a mark up of 7 cents per gallon to cover the cost of maintaining the fueling system. A shop supply fee of $16 is added for every work order. New fees were added this year for emergency call out ($75 per hour) and fleet rental ($30 per day). 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 Town Council Finance Fleet Maintenance Health Self Insurance Copy Services - 179 - Table of Contents Internal Service Funds PERSONNEL BY DIVISION Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Fleet Maintenance Copy Services Health Self Insurance 19.00 0.00 0.00 19.00 0.00 0.00 21.00 0.00 0.00 21.00 0.00 0.00 21.00 0.00 0.00 19.00 19.00 21.00 21.00 21.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 3,476,130 35,227 - 3,682,061 70,778 5,008,800 3,436,360 200,000 5,058,000 4,039,796 164,000 5,245,000 4,375,430 223,000 8,299,580 $ 3,511,357 $ 8,761,639 $ 8,694,360 $ 9,448,796 $ 12,898,010 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 983,183 2,498,582 29,592 - 1,061,159 7,700,480 - 1,243,450 7,400,910 50,000 - 1,180,463 8,268,333 - 1,359,420 11,452,590 68,000 18,000 $ 3,511,357 $ 8,761,639 $ 8,694,360 $ 9,448,796 $ 12,898,010 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 3,389,933 3,511,357 9,067,534 8,761,639 9,180,500 8,694,360 Total Personnel EXPENSES BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ (121,424) $ 305,895 - 180 - $ 486,140 9,981,600 9,448,796 $ 532,804 13,604,460 12,898,010 $ 706,450 Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Acquired and equipped all new vehicles and equipment Disposed of retired units through Sierra Auctions of Phoenix instead of once a year in-house auction Continued training on all new equipment and diagnostics tools Installed and implemented the Zonar equipment pre and post trip tracking electronic system Filled and trained Service Writer and Mechanic positions Made substantial progress on the South Area Service Center plans Completed a full physical parts inventory ♦ ♦ Equip and ready all 57 new pieces of vehicles and equipment Coordinate the maintenance and disposition of existing vehicles and equipment Transition the Fuelforce fuel management computer system to the updated hardware and software Transition the Ron Turley Associates (RTA) vehicle maintenance tracking software to the Master Series system by spring 2006 Provide emergency field services and repairs within one hour or less Coordinate emissions testing and police cruiser speedometer certifications by the end of December 2005 BUDGET ISSUES The budget for Fleet Maintenance increases $939,070 or 27%. The increase in Personnel costs are a result of market adjustments and compaction correction. An upgrade to the fuel force system for $13,000 is included in the Capital budget. A transfer of $18,000 is the fund the accrued replacement value of fuel force. Increases in Contractual is directly related to higher fuel costs and increase in automotive parts necessary for fleet. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 % of vehicles passing emissions test the first time 100% 100% 100% 100% % of service requests outsourced 5.0% 6.0% 8.0% 10.0% Average emergency response time (minutes) 30 40 45 45 Total number of work orders n/a 6,718 12,418 18,118 Total preventive maintenance work orders n/a 1,104 1,316 1,528 Total unscheduled work orders n/a 5,196 2,118 2,000 Total number of vehicles/equipment in fleet 457 563 611 661 - 181 - Table of Contents Fleet Maintenance Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 3.00 16.00 3.00 16.00 3.00 18.00 3.00 18.00 3.00 18.00 19.00 19.00 21.00 21.00 21.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 183,631 3,292,499 200,048 3,482,013 214,480 3,221,880 213,457 3,826,339 235,360 4,140,070 $ 3,476,130 $ 3,682,061 $ 3,436,360 $ 4,039,796 $ 4,375,430 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 983,183 2,463,355 29,592 - 1,061,159 2,620,902 - 1,243,450 2,192,910 - 1,180,463 2,859,333 - 1,359,420 2,985,010 13,000 18,000 $ 3,476,130 $ 3,682,061 $ 3,436,360 $ 4,039,796 $ 4,375,430 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 3,293,360 3,476,130 3,740,047 3,682,061 3,500,000 3,436,360 PERSONNEL BY ACTIVITY Administration Fleet Maintenance Total Personnel EXPENSES BY ACTIVITY Administration Fleet Maintenance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ (182,770) $ 57,986 $ 63,640 4,037,500 4,039,796 $ COST PER VEHICLE/EQUIPMENT IN FLEET $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2003 FY 2004 - 182 - FY 2005 FY 2006 (2,296) $ 4,400,000 4,375,430 24,570 Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2006 Copy Services provide copier maintenance, copier purchases and purchase of stationary supplies. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ Converted to central copy and mail distribution services provided by IKON Begin systematic replacement schedule for all copy equipment Review internal billing process Educate employees of benefits of IKON services vs. convenience copiers BUDGET ISSUES Conversion to services provided by IKON took place in November 2004. With Gilbert paying a flat rate for 250,000 copies per month, we need to educate employees to use the services provided in place of using convenience copiers to minimize costs. PERFORMANCE/ACTIVITY MEASURES Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Cost per Copy (contractual / # of Copies) $0.017 $0.034 $0.048 $0.048 Number of Copies 2,083,683 2,065,464 3,418,682 3,500,000 - 183 - Table of Contents Copy Services Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 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 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 35,227 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 35,227 $ Total Revenues Total Expenses 35,227 $ $ 61,346 200,000 $ 70,778 $ 200,000 $ $ 164,000 $ 223,000 Budget FY 2006 137,100 164,000 191,000 223,000 (98,000) $ (26,900) $ (32,000) $0.06 $0.04 $0.02 $0.00 - 184 - 168,000 55,000 - 102,000 200,000 $0.08 FY 2005 223,000 Budget FY 2006 Projected FY 2005 $0.10 FY 2004 $ 164,000 - COST PER COPY FY 2003 223,000 Projected FY 2005 Budget FY 2005 30,787 164,000 150,000 50,000 - 101,565 70,778 $ 164,000 Budget FY 2005 Actual FY 2004 96,573 35,227 Net Operating Result $ 70,778 - Actual FY 2003 OPERATING RESULTS 70,778 200,000 Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 35,227 70,778 FY 2006 Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2006 This fund provides financing for health insurance coverage provided through an HMO network. ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ Fund balance of the plan grew by approximately $1,300,000 during plan year 2005 Fund balance at plan year end exceeds the estimated Incurred But Not Reported (IBNR) claims Continue to increase reserve in the third year of the plan Target reserve to be determined by Board of Trustees BUDGET ISSUES The charge per member is based on historical information and estimates of cost increases from health insurance industry experts. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Average total plan cost per Full Time employee, per month n/a $570 $590 $640 Average actual premium per employee per month n/a $604 $694 $764 Reserve in excess of estimated Incurred But Not Reported (IBNR) claims n/a $217,000 $1,366,000 $1,500,000 PERFORMANCE/ACTIVITY MEASURES - 185 - Table of Contents Health Self Insurance PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Health Self Insurance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 - 5,008,800 5,058,000 5,245,000 8,299,580 - $ 5,008,800 $ 5,058,000 $ 5,245,000 $ 8,299,580 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 - 5,008,800 - 5,058,000 - 5,245,000 - 8,299,580 - - $ 5,008,800 $ 5,058,000 $ 5,245,000 $ 8,299,580 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 5,225,922 5,008,800 5,578,500 5,058,000 Total Personnel EXPENSES BY ACTIVITY Health Self Insurance Total Expenses $ Actual FY 2003 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ Actual FY 2003 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ - $ 217,122 $ 520,500 5,807,000 5,245,000 $ 562,000 YEARLY COST FAMILY COVERAGE $15,000.00 $12,000.00 $9,000.00 $6,000.00 $3,000.00 $0.00 FY 2003 FY 2004 - 186 - FY 2005 FY 2006 9,013,460 8,299,580 $ 713,880 Table of Contents Special Revenue Special Revenue Summary Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Table of Contents 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. - 187 - Table of Contents Special Revenue Funds Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 0.00 1.50 0.00 6.00 1.00 0.00 0.07 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 0.00 1.50 0.00 0.00 2.19 0.00 0.00 0.00 0.00 1.50 0.00 0.00 2.19 0.00 0.00 0.00 8.57 4.71 4.50 3.69 3.69 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 221,124 547,013 24,940,797 1,792,720 121,755 1,360,679 1,177,276 - 54,839 1,150,974 33,801,216 365,806 175,603 1,333,914 965,019 - 127,300 1,041,220 76,343,020 1,840,010 222,350 1,734,440 356,000 - 62,000 395,142 74,400,334 277,493 240,479 1,469,710 747,994 - 127,580 1,537,980 103,965,270 1,604,850 247,760 1,946,770 659,930 - $ 30,161,364 $ 37,847,371 $ 81,664,340 $ 77,593,152 $110,090,140 EXPENSES BY CATEGORY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 776,460 6,443,837 132,148 22,808,919 547,737 2,636,234 122,338 34,541,062 603,760 4,075,560 548,000 76,437,020 693,918 2,387,900 20,500 74,490,834 686,730 4,492,040 120,000 104,791,370 $ 30,161,364 $ 37,847,371 $ 81,664,340 $ 77,593,152 $110,090,140 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 39,030,026 30,161,364 55,488,290 37,847,371 42,467,740 81,664,340 73,493,184 77,593,152 64,443,810 110,090,140 $ 8,868,662 $ 17,640,919 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 Total Expenses Net Operating Result - 188 - $(39,196,600) $ (4,099,968) $ (45,646,330) Table of Contents Redevelopment PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Finalized development agreement with Oregano’s Pizza Bistro Completed the Park and Ride lot Completed streetlight replacement and street theme furnishings projects Finalized Annual Performance Report Completed Annual Action Plan Issued Request for Proposal for the northwest corner of Gilbert Road and Vaughn Avenue Update Heritage District Redevelopment Plan Refine Design Assistance Team project work Develop coordinated sign package for all directional and street signage, kiosks Issue a Request for Proposal for the northwest corner of Gilbert and Elliot roads Develop the northwest corner of Gilbert Road and Vaughn Avenue Develop Water Tower Park BUDGET ISSUES 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 replacement, Ash Street extension, Heritage District pedestrian, and Water Tower renovation. The budget in this section is for the Redevelopment Commission, and miscellaneous issues related to property management. The following map shows the boundaries of the Heritage District: - 189 - Table of Contents Redevelopment PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 No Personnel Allocation 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Redevelopment Commission Property Management Total Expenses 39,101 182,023 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 221,124 $ 92,447 54,839 $ 127,300 $ $ 127,300 (36,052) $ - $ $ 62,000 127,580 $ Projected FY 2005 65,300 127,580 Budget FY 2006 127,300 62,000 $ 127,580 Budget FY 2006 62,000 - Budget FY 2005 127,300 127,300 62,000 45,000 82,580 Projected FY 2005 127,300 - 18,787 54,839 - 190 - 1,000 61,000 Budget FY 2005 Actual FY 2004 313,571 221,124 $ $ 40,139 14,700 - Actual FY 2003 Total Revenues Total Expenses 54,839 45,000 82,300 Actual FY 2004 88,976 132,148 - OPERATING RESULTS Net Operating Result $ Actual FY 2003 EXPENSES BY CATEGORY Total Expenses 221,124 1,722 53,117 156,300 127,580 $ 28,720 Table of Contents CDBG/HOME ♦ PURPOSE STATEMENT Housing Programs administer federally funded CDBG, HOME and ADDI (American Dream Down Payment Initiative) programs to provide affordable housing, fair housing, social services, and redevelopment activities for low and moderate income individuals and households. OBJECTIVES FY 2006 ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ Provided sewer service to 47 homes through the Septic to Sewer Project ♦ Completed HUD (Department of Housing and Urban Development) audit review with no major findings Submitted 5 Year Strategic Plan and Annual Action Plan to HUD Revised funding application and contracts to include performance measurement requirements that sub-recipients are incorporating into evaluation plans Allocated $1,300,906 in federal funds for FY06 leveraging $15,759,981 in other funds for housing, public facilities and social services ♦ Support Senior Center expansion by funding design and construction of a new building Develop affordable owner occupied housing at Park and Ash by providing a single family lot for construction of a home Continue to support and monitor services for low and moderate income individuals and households Complete internal operations manual by December, 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 2005-06 include the following: Agency Program Amount CDBG Town of Gilbert Senior Center Project NOVA Save Haven Homeless Services Campus Community Services of AZ Emergency Repair Arizona Action for Foster Foster Children Support Central Arizona Shelter Services Emergency Shelter Services Community Bridges, Inc. Substance Use Treatment Services Community Services of AZ Gilbert CAP Office Community Services of AZ Senior Meals Mesa Citizens Action Network East Valley Men’s Shelter PREHAB of Arizona, Inc. La Mesita Family Shelter Save the Family Transitional Living Shelter Shoebox Ministry Toiletries Town of Gilbert Program Administration HOME Community Services of AZ Transitional Rental Housing Total FY06 Activities $ 727,000 75,000 110,000 2,960 5,200 4,900 42,170 18,600 6,760 7,200 8,330 3,000 127,020 399,840 $ 1,537,980 Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 # of persons receiving social services 448 767 622 1,265 # of households receiving housing services 92 32 50 56 PERFORMANCE/ACTIVITY MEASURES - 191 - Table of Contents CDBG/HOME Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 CDBG/HOME 1.50 1.50 1.50 1.50 1.50 Total Personnel 1.50 1.50 1.50 1.50 1.50 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 547,013 1,150,974 1,041,220 547,013 $ 1,150,974 $ 1,041,220 Actual FY 2004 Budget FY 2005 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses $ Actual FY 2003 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ 98,945 424,330 627,699 103,060 918,160 20,000 - 547,013 $ 1,150,974 $ 1,041,220 Actual FY 2004 Budget FY 2005 1,112,374 1,150,974 940,110 1,041,220 Actual FY 2003 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 88,560 411,205 47,248 586,413 547,013 $ 39,400 $ (38,600) $ - 192 - $ 395,142 1,537,980 395,142 $ 1,537,980 Projected FY 2005 $ (101,110) $ Budget FY 2006 101,312 293,830 - 116,780 694,200 727,000 395,142 $ 1,537,980 Projected FY 2005 Budget FY 2006 400,000 395,142 4,858 1,537,980 1,537,980 $ - Table of Contents System Development Fees PURPOSE STATEMENT Fire Department $663 Traffic Signals $280 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. 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. 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 October 3, 2005 for a typical single-family residential permit: Parks and Recreation $2,449 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 $838 General Government $595 Wastewater System $4,351 Police Department $586 Solid Waste Container Fee $80 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 $3,623 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. 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. 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. 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. - 193 - Table of Contents System Development Fees PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 No Personnel Allocation 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 159,600 10,724,039 741,262 7,450,586 425,887 1,467,752 2,960,461 337,919 673,291 259,579 18,380,954 231,520 6,538,218 2,647,153 1,690,004 3,040,194 359,545 654,049 320,000 14,998,060 180,890 28,872,840 3,963,130 1,459,940 3,118,270 18,265,200 5,164,690 320,000 16,082,680 4,911,470 30,562,150 344,654 3,111,330 1,459,940 8,398,780 8,606,770 602,560 378,000 16,564,460 173,640 48,689,500 2,344,130 1,599,380 17,216,300 13,958,250 3,041,610 $ 24,940,797 $ 33,801,216 $ 76,343,020 $ 74,400,334 $103,965,270 EXPENSES BY CATEGORY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,290,510 21,650,287 62,926 33,738,290 76,343,020 74,400,334 103,965,270 $ 24,940,797 $ 33,801,216 $ 76,343,020 $ 74,400,334 $103,965,270 OPERATING RESULTS Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Revenues Total Expenses 34,252,842 24,940,797 51,769,105 33,801,216 37,293,400 76,343,020 69,700,354 74,400,334 58,454,600 103,965,270 $ 9,312,045 $ 17,967,889 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 Total Expenses Net Operating Result $(39,049,620) $ (4,699,980) $ (45,510,670) SDF PER SINGLE FAMILY RESIDENTIAL UNIT $15,000 $12,000 $9,000 $6,000 $3,000 $0 FY 2003 FY 2004 - 194 - FY 2005 FY 2006 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2006 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. ♦ BUDGET ISSUES The grant fund includes applications known at the time budget is adopted. Departments apply for grants as opportunities arise. ACCOMPLISHMENTS FY 2005 ♦ Convene quarterly meetings of stakeholders to discuss any issues with grant reporting Developed a policy for Central Reporting Budgeted Expenditures by Grant Expense Amount Grant Description Motor carrier safety assistance AZ Post-FATS equipment USDOJ–FATS equipment Seat belt enforcement AATA–bait vehicle GOHS-speed enforcement GOHS-overtime funding GOHS-collision reconstruction DUI abatement Counseling Homeland Security-allowance Homeland Security–response vehicle Scuba equipment Fire act grant Fire safety house Homeland Security-computers FEMA Contingency $ 6,600 17,060 55,000 20,000 22,300 15,000 10,000 3,380 20,000 3,500 700,000 130,000 150,000 100,000 65,000 38,600 158,400 90,010 Total Grant Expenditures $ 1,604,850 - 195 - Table of Contents Grants PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Public Safety Grants Other Grants 6.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 6.00 1.00 1.00 0.00 0.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Public Safety Grants Other Grants Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 695,335 1,097,385 $ 1,792,720 $ Actual FY 2003 1,488,010 352,000 365,806 $ 1,840,010 Actual FY 2004 450,872 300,152 1,041,696 $ 1,792,720 251,135 114,671 $ Actual FY 2003 Budget FY 2005 82,293 138,010 45,503 100,000 99,800 1,212,210 528,000 - 365,806 $ 1,840,010 Actual FY 2004 771,951 1,792,720 626,274 365,806 $ (1,020,769) $ 260,468 - 196 - $ $ 277,493 $ 1,604,850 Budget FY 2006 2,023 272,970 2,500 45,000 1,439,850 120,000 - 277,493 $ 1,604,850 Projected FY 2005 1,895,580 1,840,010 55,570 1,514,840 90,010 Projected FY 2005 Budget FY 2005 $ 210,903 66,590 Budget FY 2006 782,880 277,493 $ 505,387 1,562,970 1,604,850 $ (41,880) Table of Contents Riparian Program ♦ 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2005 ♦ ♦ ♦ ♦ ♦ ♦ Received commitment from Gilbert Rotary to partner and complete the Riparian Rotary Observatory Increased ongoing research projects to 4: Burrowing owl nesting research by AZ Game and Fish, water quality testing by Northern Arizona University, Audubon Important Birding Area research, adventure pack use by Prescott College Received 18,664 Riparian Institute participants during the year; 116,900 total visitors and 5,100 student visits Volunteers logged 5,000 hours Increased membership to 255 with 9 Life members Newsletter for members only, “Current”, being published quarterly Newsletter for volunteers, “Give-a-Hoot”, being published monthly ♦ Secure at least one operations grant during the year to increase education opportunities Become designated as an Important Birding Area by Audubon Continue development of a birding tourism component Increase membership by 8% Increase number of student visits by 20% Complete construction of the Riparian/Rotary Observatory by December Identify 10 major contributors for the Riparian Education Center capital campaign BUDGET ISSUES Authorized FTE increased mid-year FY05 with the addition of Recreation Instructors to teach various classes at the Riparian. Personnel costs also increased as a result of market adjustments and compaction correction. Consulting services for $7,000 and an increase of $1,000 in copy printing and binding are the major increase in Supplies and Contractual. Actual FY 2003 Actual FY 2004 Projected FY 2005 Anticipated FY 2006 Number of memberships 180 211 255 275 Visitors participating in activities 10,200 14,850 18,664 20,000 Increase in nesting areas 30% 10% 50% 10% Number of burrowing owl active nest sites 4 4 5 8 Number of Discovery Adventure Pack sessions 0 2 30 50 Number of secondary level students participating in programs 30 100 200 240 PERFORMANCE/ACTIVITY MEASURES - 197 - Table of Contents Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1.00 2.00 2.00 2.19 2.19 1.00 2.00 2.00 2.19 2.19 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 121,755 Total Expenses $ 121,755 175,603 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 110,828 10,927 - Total Expenses $ 121,755 $ Total Revenues Total Expenses Net Operating Result $ 32,085 175,603 $ $ 240,479 223,020 222,350 $ $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2004 FY 2005 - 198 - 166,520 81,240 $ FY 2006 33,091 247,760 Budget FY 2006 273,570 240,479 670 247,760 Budget FY 2006 Projected FY 2005 COST PER VISITOR PARTICIPATING IN ACTIVITIES FY 2003 $ 157,479 62,500 20,500 - 222,350 $ 247,760 Projected FY 2005 Budget FY 2005 1 240,479 150,900 71,450 - 175,604 175,603 $ $ Budget FY 2005 Actual FY 2004 153,840 121,755 240,479 222,350 138,270 37,333 - Actual FY 2003 OPERATING RESULTS $ Actual FY 2004 Actual FY 2003 EXPENSES BY CATEGORY 175,603 222,350 414,610 247,760 $ 166,850 Table of Contents 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 $388,110. The anticipated expenditures are $509,570. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted a budget of $1,437,200 and a levy of $1,299,790. One hundred thousand of this budget is an allowance for districts formed during the year. The levy is - 199 - Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 No Personnel Allocation 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 977,065 383,614 1,041,755 292,159 1,328,010 406,430 1,164,000 305,710 1,437,200 509,570 $ 1,360,679 $ 1,333,914 $ 1,734,440 $ 1,469,710 $ 1,946,770 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,347,329 13,350 1,320,014 13,900 1,720,440 14,000 1,455,710 14,000 1,932,670 14,100 $ 1,360,679 $ 1,333,914 $ 1,734,440 $ 1,469,710 $ 1,946,770 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 1,588,865 1,360,679 1,201,772 1,333,914 1,512,930 1,734,440 (132,142) $ (221,510) $ Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Maintenance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 228,186 $ - 200 - 1,512,500 1,469,710 42,790 1,687,900 1,946,770 $ (258,870) Table of Contents Other Agency Mayor's Youth Task Force PURPOSE STATEMENT 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. 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. Cable TV Contribution for purchase of cable equipment. Gilbert's Promise to Youth An alliance of community members who work to ensure that Gilbert youth have access to five fundamental resources - mentoring, protection, nurturing, teaching, and serving. FUND DETAIL Public Safety Funds United Way Contributions to support awards and expenses for special activities such as victim assistance. Gilberts participation in the annual United Way campaign. Confiscated Funds Santan Mitigation Dollars provided through confiscation of property by the Police Department. Deposits provided by Developers to pay for Freeway mitigation costs. Public Safety Security MAG - Special Census Companies contract for security and pay a flat hourly rate. Security is provided during construction and at special events. Established to fund the mid-decade census. Water Safety Coalition to promote water safety through public awareness of child safety issues. Citizens Action Network A group of community organization representatives striving to make Gilbert a safer place for youth. Court Funds Court collects a percentage of fines to be only used for technology or security in the Court. Community Support Community celebrations. - 201 - Table of Contents 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 Budget FY 2005 Projected FY 2005 Budget FY 2006 0.07 0.21 0.00 0.00 0.00 0.07 0.21 0.00 0.00 0.00 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 $ 1,177,276 3,903 7,591 220,015 361 152,430 25,977 80 5,902 72,812 14 26,873 448,481 580 $ 126,200 994,738 56,338 $ 1,177,276 Total Revenues Total Expenses $ 185,268 965,019 $ 356,000 $ $ 356,000 (380,645) $ 119,400 $ $ 747,994 358,430 216,500 85,000 $ Projected FY 2005 $ 659,930 Budget FY 2006 433,104 240,890 74,000 Budget FY 2005 475,400 356,000 747,994 358,430 85,000 45,000 4,000 22,500 145,000 - Projected FY 2005 250,000 26,000 80,000 584,374 965,019 - 202 - 3,500 15,000 429,707 197,397 25,270 3,400 1,000 22,530 49,890 300 - Budget FY 2005 Actual FY 2004 1,362,544 1,177,276 $ $ 228,229 613,482 62,135 61,173 Actual FY 2003 OPERATING RESULTS 965,019 250,000 80,000 2,500 7,500 16,000 - Actual FY 2004 Actual FY 2003 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2004 2,146 11,156 124,411 6,684 131,613 15,204 10,038 3,775 16,348 15,783 839,574 544 - EXPENSES BY CATEGORY Total Expenses Actual FY 2003 659,930 Budget FY 2006 696,580 747,994 629,450 659,930 (51,414) $ (30,480) Table of Contents 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 Fleet Equipment Replacement Table of Contents Replacement Funds FUNDS DESCRIPTION Replacement Funds are savings accounts for replacement of rolling stock, 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. The Council decided to fully fund the Replacement Funds for the replacement value of rolling stock and equipment in FY06. 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 rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. Gilbert established the General Fund Equipment Replacement fund in 2002. The project balance at the end of FY06 is about 100% of the total replacement value of existing rolling stock and equipment. Street Equipment Replacement – The Street Fund cost centers make contributions to the Street Fund Replacement fund based on the useful life of the rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. Gilbert established the Street Equipment Replacement fund in 2002. The project balance at the end of FY05 is about 100% of the total replacement value of rolling stock and equipment. 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 replace 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 includes a fleet replacement component. The fleet replacement component is fully funded. 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 that is 100% funded. 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. - 203 - Table of Contents Replacement Funds Fleet Equipment Replacement – Fleet Maintenance charges internal customers for service rendered. A portion of this internal charge includes funding for replacement of the fuel and oil system. The funding is then transferred to the Fleet Equipment Replacement for future replacement of the fuel and oil systems. The anticipated fund balance as of July 2006 for each replacement fund is listed below. Fund Fund Balance General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet $ 14,410,256 1,148,555 17,483,550 11,474,630 2,867,671 975,517 18,000 Total Replacement Funds $ 48,378,179 The estimated future replacement value of all replacement assets is: Future Replacement Values Fund General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet $ 22,024,892 5,971,716 156,232,239 99,999,783 8,062,992 1,052,445 89,120 Total Current Asset Value $ 293,433,187 The percentage of fund balance to future replacement value is listed below. Fund % Funded General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet 65.43% 19.23% 11.19% 11.47% 35.57% 92.69% 20.20% - 204 - Table of Contents Replacement Funds GENERAL FUND OPERATING RESULTS Actual FY 2003 Total Revenue Total Expenses 1,495,161 595,133 Net Operating Result $ Total Revenue Total Expenses $ $ Total Revenues Total Expenses $ Total Revenues Total Expenses $ Total Revenues Total Expenses Net Operating Result FLEET FUND OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 11,175,340 627,000 962,174 $ 1,547,330 $ 1,566,730 $ 10,548,340 Budget FY 2005 Projected FY 2005 Budget FY 2006 173,003 184,040 $ 184,040 188,340 $ 188,340 524,090 60,000 $ 4,750,370 333,000 7,720,660 333,000 5,404,880 101,000 - $ 4,792,010 $ 4,417,370 $ 7,387,660 $ 5,303,880 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 - 2,364,160 - 2,581,930 35,000 4,570,620 35,000 4,654,850 80,000 - $ 2,364,160 $ 2,546,930 $ 4,535,620 $ 4,574,850 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2006 - 1,241,258 224,167 - $ 1,017,091 - $ Actual FY 2004 67,437 $ 774,680 1,638,000 (97,970) $ (863,320) $ 2,713,900 99,500 185,400 63,450 - (85,900) $ 63,450 Actual FY 2004 Budget FY 2005 Projected FY 2005 - - - - $ - - 205 - $ - 3,346,900 633,000 Projected FY 2005 Actual FY 2003 - Budget FY 2006 760,030 858,000 Budget FY 2005 67,437 $ Projected FY 2005 464,090 4,792,010 - $ 1,566,730 - - Actual FY 2003 COMMERCIAL SW FUND OPERATING RESULTS 1,547,330 - Budget FY 2005 Actual FY 2003 RESIDENTIAL SW FUND OPERATING RESULTS Budget FY 2006 Actual FY 2004 Actual FY 2003 WASTEWATER FUND OPERATING RESULTS Net Operating Result $ Projected FY 2005 962,174 - 173,003 - Actual FY 2003 Total Revenue Total Expenses Net Operating Result 160,973 Budget FY 2005 Actual FY 2004 160,973 - WATER FUND OPERATING RESULTS Net Operating Result $ Actual FY 2003 STREET FUND OPERATING RESULTS Net Operating Result 900,028 Actual FY 2004 $ - Budget FY 2006 1,059,630 215,000 $ 844,630 Budget FY 2006 18,000 - $ 18,000 Table of Contents − 206 − Table of Contents Capital Improvements Capital Improvements Summary Capital Improvement Listing Capital Improvement Descriptions Table of Contents 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 March 2005. 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. Fire Protection Municipal Facilities Parks and Recreation Storm Water Streets Traffic Control Wastewater Water Redevelopment Improvement Districts 22,179,000 38,469,670 16,117,310 6,258,690 20,212,620 2,173,130 67,435,660 45,171,710 2,223,030 17,591,670 Total Capital Projects $ 237,832,490 Water 18.0% Redevelopment 0.7% Wastewater 32.6% Improvement Districts 5.4% Fire Protection 6.9% Storm Water 1.9% Traffic Control 0.7% Streets 6.2% Parks and Recreation 5.0% Municipal Facilities 22.7% 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 2005-06 2006-07 2007-08 2008-09 2009-10 Total Fire Protection Municipal Facilities Parks and Recreation Storm Water Streets Traffic Control Wastewater Water Redevelopment Improvement Districts 1,626,000 95,000 325,000 5,000 86,000 24,000 357,000 144,000 5,000 - 3,576,000 1,297,000 423,000 162,000 142,000 29,000 2,202,000 698,000 10,000 - 4,516,000 1,297,000 467,000 162,000 250,000 34,000 3,740,000 902,000 10,000 - 4,792,000 1,297,000 485,000 162,000 250,000 39,000 3,740,000 903,000 10,000 - 4,792,000 1,297,000 485,000 162,000 250,000 44,000 3,740,000 1,321,000 10,000 - $ 19,302,000 $ 5,283,000 $ 2,185,000 $ 653,000 $ 978,000 $ 170,000 $ 13,779,000 $ 3,968,000 $ 45,000 $ - Total Operating Costs $ 2,667,000 $ 8,539,000 $ 11,378,000 $ 11,678,000 $ 12,101,000 $ 46,363,000 The following pages list the Capital Improvement Projects for Fiscal Year 2005-06 by project type. - 207 - Table of Contents Capital Improvement List Ref # 1 2 3 4 5 6 7 8 9 2005-06 Adopted Project Fire Protection Fire Station Emergency Signals Fire Station 7 - Williams Field Road Fire Station 8 - West Germann Fire Department Warehouse and Repair Center Additional Response Unit (ARU) Fire Speciality Equipment Replacement Fire Equipment Fire Station 2 Reconstruction Fire Station 3 Reconstruction Total Fire Protection 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1,380,000 9,580,000 3,695,000 1,637,000 1,489,000 283,000 1,721,000 5,190,000 5,858,000 $ 22,179,000 $ 30,833,000 19,266,000 1,453,170 60,000 65,500 500,000 15,125,000 2,000,000 31,209,000 3,500,000 2,630,900 240,000 500,000 15,125,000 2,000,000 $ 38,469,670 $ 55,204,900 590,190 814,960 311,680 389,880 255,550 236,000 792,770 1,521,280 6,215,000 913,000 222,000 3,600,000 30,000 225,000 3,954,000 1,105,000 1,095,000 1,095,000 943,000 2,267,000 6,655,000 3,534,000 10,750,000 26,182,000 240,000 4,234,000 7,881,000 1,025,000 $ 16,117,310 $ 70,960,000 2,619,820 1,327,000 2,311,870 6,258,690 4,212,000 1,764,000 2,595,000 8,571,000 Parks and Recreation Greenfield Pool Heritage Trail Middle Segment (Consolidated Canal) Heritage Trail South Segment (Consolidated Canal) Heritage Trail North Segment (Consolidated Canal) Power Line Trail Trail Crossing Signals Santan Vista Trail Field Lighting Project Santan Freeway Basins and Park Trails Rittenhouse District Park Canal Crossings Phase I Community Center Reconstruction Crossroads Park Expansion Phase II Powerline Trail Phase II Total Parks and Recreation 31 32 33 270,000 8,091,000 3,117,000 1,330,000 1,367,000 283,000 1,721,000 3,000,000 3,000,000 Municipal Facilities South Area Service Center Police Software Upgrade Police 800 mhz Radio Conversion Imaging Technology Public Works 800 mhz Radio Conversion Police Property Facility Branch Library - South Area Total Municipal Facilities Storm Water Greenfield/Warner Basin and Improvements Queen Creek Wash Sanoqui Wash Total Storm Water - 208 - Project Total $ $ Table of Contents Capital Improvement List Ref # 34 35 36 37 38 39 40 41 2005-06 Adopted Project Streets Val Vista - Williams Field to Germann Higley Road Bridge over Sanoqui Wash Ocotillo Road - Higley to Recker Higley and Williamsfield Improvements Higley Road - 2640 Feet North of Ocotillo Higley Road - Pecos to Frye Scalloped Streets - South Power and Pecos - UPRR Crossing Total Streets 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 3,963,930 1,579,880 697,000 7,467,280 5,193,530 429,000 75,000 807,000 13,194,000 1,845,000 3,999,000 7,476,000 5,969,000 1,499,000 42,279,000 2,691,000 $ 20,212,620 $ 78,952,000 786,000 143,130 13,000 166,000 567,000 498,000 6,723,000 193,000 183,000 166,000 5,481,000 24,568,000 2,173,130 $ 37,314,000 718,420 758,200 1,017,000 2,358,850 1,723,000 1,114,970 10,210,710 33,536,870 2,829,000 102,000 32,000 4,258,220 422,000 5,814,900 360,240 424,280 1,435,000 52,000 268,000 1,691,000 26,384,000 3,966,000 13,199,000 2,012,000 1,540,000 12,995,000 153,865,000 3,100,000 722,000 195,000 5,046,000 526,000 5,996,000 380,000 489,000 1,674,000 374,000 268,000 $ 67,435,660 $ 234,422,000 Traffic Control ATMS Interconnect Project Higley and Williams Field Pecos and Higley Pecos and Recker Arterial Intersection Signal Program Minor Intersection Signal Program Total Traffic Control $ Wastewater Olney Alignment 18" Reclaimed Water Main Neely Wastewater Reclamation Plant Expansion Gilbert Commons Lift Station and Force Main South Recharge Site (SRS) Greenfield Road Reclaimed Water Main Germann Road 16" Reclaimed Water Main GWPR mg Reclaimed Water Reservoir Greenfield Water Reclamation Plant (GWRP) Recker Road Reclaimed Water Main Ocotillo 15" Sewer Pecos Road 16" Reclaimed Water Main Val Vista 21" Sewer Elliot Road 16" Reclaimed Water Line Reclaimed Water Mains from GWRP to SRS Wastewater SCADA System Phase II Western Canal Recovered Water Line Williams Field 16" Reclaimed Water Line Greenfield 12" Reclaimed Water Main Reclaimed Water Valve Stations Total Wastewater - 209 - Project Total Table of Contents Capital Improvement List Ref # 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 2005-06 Adopted Project Water CAP Pipeline Recker and Baseline 16" Water Main Higley Road Transmission Main 8" Appleby Waterline Turner Ranch Conversion Well, 2mg Reservoir and Pump Station Water Distribution Scallops Arsenic Mitigation Well 8 and WTP Water Treatment Expansion - 45 mgd 3mg Reservoir, Well, and Pump Station Arsenic Mitigation Well 14, 15, and 19 Well, Reservoir, and P.S. - Fire Station 7 Power Ranch Improvements South Water Treatment Plant (SWTP) Ocotillo Road Water Mains Large Meter Change Out Program Total Water 83 84 85 86 87 Project Total 674,000 394,000 3,918,020 205,970 7,593,860 5,049,000 2,392,100 836,950 1,129,000 5,500,000 2,626,040 5,002,000 1,800,000 5,645,770 405,000 2,000,000 16,879,000 567,000 4,561,000 610,000 8,500,000 43,914,000 6,350,000 2,192,000 7,343,000 8,037,000 3,600,000 6,916,000 2,343,000 128,718,000 2,788,000 2,000,000 $ 45,171,710 $ 245,318,000 327,000 392,030 100,000 1,404,000 860,000 2,736,000 100,000 2,082,000 Redevelopment Water Tower Preservation Streetlight Replacement Heritage District Pediatrian Improvements Ash Street Extension Total Redevelopment $ Improvement Districts New Districts Total Improvement Districts 17,591,670 $ 17,591,670 17,591,670 $ 17,591,670 TOTAL CAPITAL IMPROVEMENT COSTS $ 237,832,490 $ 784,944,570 - 210 - 2,223,030 $ 5,778,000 Table of Contents Capital Improvement Descriptions Fire Protection 6. Fire Specialty Equipment Acquisition of a new Tanker truck which is not directly associated with a new station. Fiscal Year 2005-06: $283,000 Annual Maintenance Cost: $26,000 Funding Source: Fire SDF, General Fund 1. 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 7 and Station 8 are budgeted in FY06 to receive emergency signals. Fiscal Year 2005-06: $270,000 Annual Maintenance Cost: $4,000 Funding Source: Fire SDF 7. Replacement Fire Equipment Replacement of existing Fire Engine FRX-201 and Ladder Truck FRX-163. Fiscal Year 2005-06: $1,721,000 Annual Maintenance Cost: $0 Funding Source: General Fund 2. Fire Station 7 – Williams Field Road Construction of a new 15,000 square foot, six bay fire station located on Williams Field between Greenfield and Higley on an 18 acre site. The facility will include capacity for 17 staff members and serve as a Battalion Headquarters when seven stations are operational. Project includes pumper, ladder company, tender, and Battalion Chief vehicle. Fiscal Year 2005-06: $8,091,000 Annual Maintenance Cost: $2,400,000 Funding Source: Fire SDF 8. Fire Station 2 Reconstruction Construction of a new four bay fire station at a site yet to be determined. Current Station 2 has been deemed structurally unsound. Fiscal Year 2005-06: $3,000,000 Annual Maintenance Cost: $0 Funding Source: General Fund 9. Fire Station 3 Reconstruction Relocation of existing station for the construction of a standard four bay station that also serves as a Battalion Headquarters. Fiscal Year 2005-06: $3,000,000 Annual Maintenance Cost: $0 Funding Source: General Fund 3. Fire Station 8- West Germann Construction of a new 10,000 square foot, four bay fire station on a reserved three acre site on Germann between Lindsay and Val Vista in the Spectrum master planned development. Project includes fire pumper. Fiscal Year 2005-06: $3,117,000 Annual Maintenance Cost: $1,152,000 Funding Source: Fire SDF Municipal Facilities 10. 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 project includes public works field operations, municipal offices, vehicle maintenance facility, storage yard, parking, landscaping, fueling station, roadway improvements, household hazardous waste facility, satellite parks maintenance facility, and police substation. Fiscal Year 2005-06: $19,266,000 Annual Maintenance Cost: $545,000 Funding Source: MPC Bonds, Park SDF 4. Fire Department Warehouse & Repair Center This project will provide a storage facility on Gilbert property behind Station 7 that will allow some minor repair work and organized storage of fire department specific equipment and supplies. The facility will be an approximately 15,000 square foot warehouse with a small workspace and special storage racks. Fiscal Year 2005-06: $1,330,000 Annual Maintenance Cost: $69,000 Funding Source: Fire SDF, General Fund 11. 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 2005-06: $1,453,170 Annual Maintenance Cost: $70,000 Funding Source: General Fund 5. Additional Response Unit (ARU) The addition of an engine company and personnel to supplement Station 3 to meet service needs for its response area. Includes building expansion, apparatus, and equipment. Fiscal Year 2005-06: $1,367,000 Annual Maintenance Cost: $1,141,000 Funding Source: Fire SDF - 211 - Table of Contents Capital Improvement Descriptions Municipal Facilities (continued) Parks and Recreation 12. Police 800 MHz Communications Provides for transition to 800 MHz system and capital construction to connect to the City of Mesa communications Public Safety network. Fiscal Year 2005-06: $60,000 Annual Maintenance Cost: $25,000 Funding Source: General Fund 17. Greenfield Pool Pool 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 2005-06: $590,190 Annual Maintenance Cost: $199,000 Funding Source: Park SDF 13. 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 2005-06: $65,500 Annual Maintenance Cost: $0 Funding Source: General Fund 18. 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 2005-06: $814,960 Annual Maintenance Cost: $12,000 Funding Sources: Park SDF 14. 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 2005-06: $500,000 Annual Maintenance Cost: $0 Funding Sources: Street Fund, Solid Waste Fund, Water Fund, Wastewater Fund, General Fund 19. Heritage Trail South Segment (Consolidated Canal) Multi-modal canal trail improvements from Warner south to the Gilbert-Chandler border at Galveston. Improvements to include concrete pathway, landscape, irrigation, lighting, signage, traffic control measures, and rest areas (11⁄2 miles). Fiscal Year 2005-06: $311,680 Annual Maintenance Cost: $12,000 Funding Sources: Federal Grant, Park SDF 15. Police Property Facility Construct a permanent 50,000 square foot Police Property Facility. Project includes warehouse, offices, secured storage yard, employee and public parking, and storage equipment. Equipment and furnishings include site and facility security costs to meet standards. Facility will be located adjacent to Fire Station 7. Fiscal Year 2005-06: $15,125,000 Annual Maintenance Cost: $257,000 Funding Source: MPC Bonds, General Fund 20. Heritage Trail North Segment (Consolidated Canal) Multi-modal canal trail improvements from Baseline south to the Western Canal. Improvements to include concrete pathway, landscape, irrigation, lighting, signage, traffic control measures, and rest areas (11⁄2 miles). Fiscal Year 2005-06: $389,880 Annual Maintenance Cost: $12,000 Funding Sources: Federal Grant, Park SDF 16. Branch Library – South Area Construction of a branch library at Queen Creek and Val Vista to serve the southern portions of the Gilbert planning area. This facility is contemplated to be approximately 25,000 square feet of collection space, as well as some community meeting facilities similar to the Southeast Regional Library at Greenfield and Guadalupe. Library will be a joint use facility with the Chandler Unified School District. Fiscal Year 2005-06: $2,000,000 Annual Maintenance Cost: $400,000 Funding Source: General Government SDF 21. Power Line Trail Multi-use trail improvements along the southern boundary of the surface water treatment plant and Nichols Park, Fiscal Year 2005-06: $255,550 Annual Maintenance Cost: $6,000 Funding Sources: Park SDF, Federal Grant - 212 - Table of Contents Capital Improvement Descriptions Parks and Recreation (continued) 27. Canal Crossings Phase 1 Provide four canal bridge crossings along the Eastern and Consolidates Canals. Fiscal Year 2005-06: $222,000 Annual Maintenance Cost: $0 Funding Sources: Park SDF, Federal Grant 22. Trail Crossing Signals Signalization of trail crossing lights at Elliot and Eastern Canal, and Higley and Power Line Corridor. Fiscal Year 2005-06: $236,000 Annual Maintenance Cost: $4,000 Funding Sources: General Fund, Park SDF 28. Community Center Construction of a new 16,000 square foot Community Center, site improvements, and landscaping. Includes demolition of existing Community Center. Fiscal Year 2005-06: $3,600,000 Annual Maintenance Cost: $0 Funding Sources: General Fund, Federal Grant 23. Santan Vista Trail Multi-modal Canal trail improvements along the Eastern Canal from Baseline south to Germann. Improvements to include landscaping, irrigation, concrete pathway, rest areas, lighting, interpretive kiosks, and signage. Fiscal Year 2005-06: $792,770 Annual Maintenance Cost: $18,000 Funding Source: Park SDF, Federal Grant 29. Crossroads Park Expansion Phase II In partnership with the Arizona National Guard, a Training and Community Center will be built at Crossroads Park, serving the needs of up to 150 soldiers and also the recreation needs of Gilbert. Funding in FY06 is for professional services. Actual construction to begin in FY10. Fiscal Year 2005-06: $30,000 Annual Maintenance Cost: $291,000 Funding Sources: State Grant, Federal Grant, SRP, Park SDF, Investment Income 24. Field Lighting Project Will provide for the lighting of fields for selected Higley and Chandler schools. Future field lighting will be from system development fees. This project is designed to provide additional playing fields for team sports through joint utilization efforts. Fiscal Year 2005-06: $1,521,280 Annual Maintenance Cost: $0 Funding Sources: Investment Income, GO Bond 2001 30. Powerline Trail Phase II Multi-use trail improvements along the alignment of the powerline easement which is located midway between Guadalupe and Elliot from Val Vista to Greenfield. Fiscal Year 2005-06: $225,000 Annual Maintenance Cost: $10,000 Funding Sources: Park SDF 25. Santan Freeway Basins and Park Trails The drainage system for the Santan Freeway includes three basins. To maximize the benefit to residents, the Town will evaluate the joint use of these basins as park space. The park trails would be located along the Santan drainage channel. Park amenities such as lighted multi-use play fields, dog park, sport courts, group ramada/picnic areas, multiuse trails, parking, landscaping, and lighting are also included. Fiscal Year 2005-06: $6,215,000 Annual Maintenance Cost: $178,000 Funding Source: Park SDF Storm Water 31. Greenfield/Warner Basin and Improvements Construction of a storm water retention basin at the northwest corner of Greenfield and Warner. This project will provide for the completion of Greenfield and Warner intersection including Greenfield south of the intersection through a development reimbursement with the owners. Fiscal Year 2005-06: $2,619,820 Annual Maintenance Cost: $5,000 Funding Sources: Previous Bonds, Investment Income, Streets Fund, Maricopa County, Park SDF, Signal SDF, Wastewater SDF, Developer Contribution 26. Rittenhouse District 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 (147 acres). The basin will be designed to serve two purposes: Flood control/storm water retention as well as park and recreation amenities. Fiscal Year 2005-06: $913,000 Annual Maintenance Cost: $34,000 Funding Sources: Park SDF - 213 - Table of Contents Capital Improvement Descriptions Storm Water (continued) west of Higley to the UPRR. Both sections of street include an at-grade railroad crossing. Fiscal Year 2005-06: $7,467,280 Annual Maintenance Cost: $53,000 Funding Sources: 2003 Bonds, Developer Contribution, County Assured 32. Queen Creek Wash Channel improvements to Queen Creek Wash from Recker to Higley to carry the 100-year flood event from Recker through Higley Road. Fiscal Year 2005-06: $1,327,000 Annual Maintenance Cost: $52,000 Funding Sources: Developer Contribution, General Fund 38. Higley Road – 2640 Feet North of Ocotillo Design and construction of one mile of major arterial street, six through lanes, plus raised median on Higley north of Sanoqui Wash Bridge and minor arterial half street improvements on Queen Creek from EMF to Higley. Fiscal Year 2005-06: $5,193,530 Annual Maintenance Cost: $68,000 Funding Sources: Developer Contribution, Park SDF, Wastewater SDF 33. Sanoqui Wash Channel improvements to Sanoqui Wash from Power to Higley to carry the 100-year flood event. Sanoqui Wash ends at the confluence with Queen Creek wash, west of Higley. Fiscal Year 2005-06: $2,311,870 Annual Maintenance Cost: $105,000 Funding Sources: GO Bond 2001, General Fund, Investment Income 39. Higley Road – Pecos to Frye West half of Higley from Pecos to Frye. Will include three through lanes with a raised median to bring Higley from Pecos to Frye to a six lane major arterial standard. Fiscal Year 2005-06: $429,000 Annual Maintenance Cost: $45,000 Funding Sources: Developer Contribution, Street Fund, County Requested Streets 34. Val Vista – Williams Field to Germann Intermittent improvements to Val Vista from Williams Field, south to Germann. Val Vista improvements are for a full six lane arterial with raised medians, landscaping, bike lanes, sidewalks, and Street lighting. Fiscal Year 2005-06: $3,963,930 Annual Maintenance Cost: $18,000 Funding Sources: 2003 Bonds, Water Fund, Wastewater Fund, Investment Income 40. Scalloped Streets - South Complete roadways adjacent to existing County island residential areas to full width improvements, Project includes Val Vista – Appleby to Ocotillo, Val Vista at Brooks Farm, Greenfield – Queen Creek to Chandler Heights, Ocotillo – Val Vista to Greenfield, Val Vista – Riggs to hunt Highway, Chandler Heights – Val Vista to Greenfield, Greenfield – Chandler Heights north 1⁄4 mile, Riggs – Val Vista to RWCD Canal, Chandler Heights – Greenfield to 1⁄2 mile east, and Lindsay – Spur to Appleby. Fiscal Year 2005-06: $75,000 Annual Maintenance Cost: $232,000 Funding Sources: Street Fund, County Requested, Future Bonds 35. 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 2005-06: $1,579,880 Annual Maintenance Cost: $3,000 Funding Source: Street Fund 36. Ocotillo Road – Higley to Recker Design and construction of Ocotillo from Higley to Recker. Recker is a minor arterial with four traffic lanes and a striped median. Fiscal Year 2005-06: $697,000 Annual Maintenance Cost: $60,000 Funding Sources: Wastewater SDF, Fire SDF, Developer Contribution, City of Chandler, Street Fund, Water SDF 41. Power and Pecos – UPRR Crossing Construction of street and railroad improvements at the intersection of Power and the UPRR railroad. Improvements will widen this intersection to a major arterial roadway. Fiscal Year 2005-06: $807,000 Annual Maintenance Cost: $3,000 Funding Sources: Street Fund, County Requested, City of Mesa, Signal SDF 37. 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 - 214 - Table of Contents Capital Improvement Descriptions Traffic Control Fiscal Year 2005-06: $718,420 Annual Maintenance Cost: $14,000 Funding Sources: Wastewater SDF, Existing Bonds 42. ATMS Interconnect Project Construct or make improvements to the automated traffic control system to include the purchase of new equipment such as video wall components or installation of traffic interconnect conduits or fiber cable. Fiscal Year 2005-06: $786,000 Annual Maintenance Cost: $5,000 Funding Source: Signal SDF 49. Neely Wastewater Reclamation Plant Expansion 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. Fiscal Year 2005-06: $758,200 Annual Maintenance Cost: $300,000 Funding Sources: Wastewater SDF, Wastewater Fund 43. Higley and Williams Field Design and installation of a major arterial traffic signal at Higley and Williams Field. Fiscal Year 2005-06: $143,130 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 50. 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 2005-06: $1,017,000 Annual Maintenance Cost: $21,000 Funding Source: Wastewater SDF 44. Pecos and Higley Design and installation of a major arterial traffic signal at Pecos and Higley. Fiscal Year 2005-06: $13,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 45. Pecos and Recker Design and installation of a minor traffic signal at Pecos and Recker. Fiscal Year 2005-06: $166,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 51. 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 2005-06: $2,358,850 Annual Maintenance Cost: $48,000 Funding Sources: Wastewater SDF, Town of Queen Creek, Maricopa County FCD 46. Arterial Intersection Signal Program Design and installation of three arterial intersection traffic signals based upon Traffic Engineering needs analysis. Fiscal Year 2005-06: $567,000 Annual Maintenance Cost: $9,000 Funding Source: Signal SDF 52. Greenfield Road Reclaimed Water Main Provides for approximately 11⁄2 miles of 30” reclaimed water line in Greenfield from Pecos to the Greenfield Water Reclamation Plant (GWPR). This will complete the interface between the two reclamation plants. Design will be completed in FY05 with construction in FY06. This line needs to be in place when reclaimed water begins production at the GWPR. Fiscal Year 2005-06: $1,723,000 Annual Maintenance Cost: $16,000 Funding Source: Wastewater SDF 47. Minor Intersection Signal Program Design and installation of three minor intersection traffic signals based upon Traffic Engineering needs analysis. Fiscal Year 2005-06: $498,000 Annual Maintenance Cost: $6,000 Funding Source: Signal SDF Wastewater 53. Germann Road 16” Reclaimed Water Main 16” reclaimed water main in Germann from Greenfield to 1300 feet west of Val Vista. Fiscal Year 2005-06: $1,114,970 Annual Maintenance Cost: $13,000 Funding Source: Wastewater SDF 48. Olney Alignment 18” Reclaimed Water Main Installation of an 18” reclaimed water line along the Olney alignment from Recker under the RWCD canal to the East Maricopa Floodway. This pipeline will provide Gilbert with an ultimate “disposal” option to the East Maricopa Floodway. - 215 - Table of Contents Capital Improvement Descriptions Wastewater (continued) Service Center on Queen Creek to Val Vista and on Val Vista from Queen Creek to Ocotillo. This is to provide sewer and reclaimed water service to the southeastern corner of the planning area. Fiscal Year 2005-06: $4,258,220 Annual Maintenance Cost: $21,000 Funding Sources: Wastewater SDF, Developer Contribution 54. GWPR 5 mg Reclaimed Water Reservoir Construction of a reclaimed water reservoir (5 MG) and pump station adjacent to the Greenfield Water Reclamation Plant (GWPR). The design and construction will begin in FY05. The reservoir will serve the customers in the southeast service area. Reservoir will be located on Greenfield between Queen Creek and Germann. Fiscal Year 2005-06: $10,210,710 Annual Maintenance Cost: $128,000 Funding Source: Wastewater SDF 60. Elliot Road 16” Reclaimed Waterline Site improvements at Well 4 and connection to the existing reclaimed water main in Elliot Road. Fiscal Year 2005-06: $422,000 Annual Maintenance Cost: $4,000 Funding Source: Wastewater SDF 55. Greenfield Water Reclamation Plant (GWRP) The Greenfield Water Reclamation Plant is a joint use facility with the City of Mesa and the Town of Queen Creek. Design and construction of Phase I of the GWRP, with a total capacity of 16 million gallons per day will occur in 2002-06. Gilbert’s share of the first phase capacity will be 8 mgd. The plant will produce high quality reclaimed water suitable for landscape irrigation and groundwater recharge. Fiscal Year 2005-06: $33,536,870 Annual Maintenance Cost: $3,050,000 Funding Sources: Wastewater SDF, Investment Income, MPC Bonds 61. Reclaimed Water Mains from GWRP to South Recharge Facility Install a 72” reclaimed water main from the Greenfield Water Reclamation Plant (GWRP) to the East Maricopa Floodway. Install fall-out structure at the EMF and 42” reclaimed water main across the RWCD Canal and the EMF. The 72” main will serve as the emergency overflow main for the GWRP and the 42” main will carry reclaimed water to the South Recharge Site. Secondly, install a 20” reclaimed water main from the GWRP splitter box to connect to an existing reclaimed water main in Greenfield Road. Fiscal Year 2005-06: $5,814,900 Annual Maintenance Cost: $21,000 Funding Sources: Wastewater SDF, City of Mesa, Town of Queen Creek 56. Recker Road Reclaimed Water Main Construction of a 16” reclaimed water main in Recker from Pecos to the Olney alignment. Fiscal Year 2005-06: $2,829,000 Annual Maintenance Cost: $46,000 Funding Source: Wastewater SDF 62. Wastewater 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 site, a reclaimed water reservoir located on Greenfield and Elliot, and the surface water distribution pump at the Riparian Preserve. Fiscal Year 2005-06: $360,240 Annual Maintenance Cost: $21,000 Funding Source: Wastewater Fund 57. Ocotillo 15” Sewer 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 2005-06: $102,000 Annual Maintenance Cost: $2,000 Funding Source: Wastewater SDF 58. Pecos Road 16” Reclaimed Water Main 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 Rittenhouse Park/Retention Basin. Fiscal Year 2005-06: $32,000 Annual Maintenance Cost: $3,000 Funding Source: Wastewater SDF 63. 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 2005-06: $424,280 Annual Maintenance Cost: $9,000 Funding Source: Wastewater Fund 59. Val Vista 21” and 18” Sewer Installation of a 21” and 18” sewer in Val Vista from Ocotillo to Riggs and 12” reclaimed water main from the GWRP splitter box located at the South Area - 216 - Table of Contents Capital Improvement Descriptions Wastewater (continued) 70. 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 2005-06: $205,970 Annual Maintenance Cost: $1,000 Funding Source: Water Fund 64. Williams Field 16” Reclaimed Waterline Construct a 16” reclaimed water line in Williams Field Road from the east right-of-way of the Santan Freeway to the east right-of-way line of the Union Pacific Railroad. Fiscal Year 2005-06: $1,435,000 Annual Maintenance Cost: $11,000 Funding Source: Wastewater SDF 71. Turner Ranch Conversion This project includes the design and installation of a 12” and 16” water transmission main and distribution mains, sewer lift station rehabilitation and sewer and water system evaluations for a future service area. Fiscal Year 2005-06: $7,593,860 Annual Maintenance Cost: $2,000 Funding Source: Wastewater Fund, Water Fund 65. Greenfield 12” Reclaimed Water Main Install a 12” reclaimed water main in Greenfield from Ocotillo to Chandler Heights. Fiscal Year 2005-06: $52,000 Annual Maintenance Cost: $8,000 Funding Source: Wastewater SDF 66. Reclaimed Water Valve Stations 18” pressure reducing valve station on Olney alignment at the Eastern Canal and on the 20” at Warner Road and the Eastern canal to establish two pressure zones in the reclaimed water system. Fiscal Year 2005-06: $268,000 Annual Maintenance Cost: $4,000 Funding Source: Wastewater SDF 72. Well, 2mg Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg reservoir and a pump station. This facility will be located based on system demand and site availability. Fiscal Year 2005-06: $5,049,000 Annual Maintenance Cost: $119,000 Funding Source: MPC Bonds, Water SDF Water 73. Water Distribution Scallops Installation of 16” water mains in developed portions of Germann from Val Vista to 1⁄2 mile east of Greenfield; Val Vista from Ocotillo 1⁄2 mile south; Chandler Heights from Val Vista to Greenfield; Riggs from Val Vista to 1⁄2 mile east; Val Vista from Riggs to hunt Highway; Higley from Riggs to Hunt Highway; Recker from Hunt Highway to 1⁄2 mile north; hunt Highway from Recker to 1⁄2 mile west of Higley; Germann from Gilbert to Lindsay; Lindsay from Germann to Willis; and Lindsay from Willis to Lexington. Fiscal Year 2005-06: $2,392,100 Annual Maintenance Cost: $3,000 Funding Sources: Developer Contribution, Water Fund 67. CAP Pipeline Design and construction o f a pipeline from the CAP Canal to the South Water Treatment Plant. Fiscal Year 2005-06: $674,000 Annual Maintenance Cost: $14,000 Funding Source: MPC Bonds, City of Chandler 68. Recker and Baseline 16” Water Main Installation of a 16” waterline in Recker from Baseline to Houston. This project also includes the installation of a 16” waterline in Baseline from Higley to Recker to complete a system loop. Fiscal Year 2005-06: $394,000 Annual Maintenance Cost: $1,000 Funding Source: Water Fund 69. Higley Road Transmission Main Install a 30” water main and 16” water main in Higley from Queen Creek to Ocotillo. Install a 42” reclaimed water main from the South Recharge Site north to Queen Creek and east on Queen Creek 5,280 feet. Install 18” reclaimed line from Ocotillo to South Recharge Site. The 42” line will carry recharge water from the GWRP to the South Recharge Site. Fiscal Year 2005-06: $3,918,020 Annual Maintenance Cost: $2,000 Funding Sources: Developer Contribution, Town of Queen Creek, Park SDF, Water SDF, Wastewater SDF 74. Arsenic Mitigation Well 8 and WTP An arsenic mitigation report completed in June 2004 outlines the various treatment alternatives necessary to mitigate arsenic levels at Well 8 and Gilbert’s surface Water Treatment Plant (WTP). The EPA has lowered acceptable arsenic levels from 50 parts per billion (ppb) to 10 ppb. Well 8 and the WTP’s return flow will be treated at the WTP using a coagulation and filtration process. Fiscal Year 2005-06 $836,950 Annual Maintenance Cost: $22,000 Funding Source: Water Fund - 217 - Table of Contents Capital Improvement Descriptions Water (continued) 8 MGD in Phase II. The plant will be built as a joint facility with the City of Chandler. Fiscal Year 2005-06: $5,645,770 Annual Maintenance Cost: $404,000 Funding Source: MPC Bonds, City of Chandler 75. Water Treatment Expansion – 45MGD Expansion of Water Treatment Plant to increase capacity to 45 mgd from 40 mgd. Fiscal Year 2005-06 $1,129,000 Annual Maintenance Cost: $203,000 Funding Source: MPC Bonds 81. Ocotillo Road Water Mains Install a 20” water main in Ocotillo from Higley to Recker and a 36” water main in Ocotillo from the South Water Treatment Plant (SWTP) to Higley. The 20” main will serve Zone 3 of the Gilbert’s water distribution system and the 36” main will serve Zone 2. Install City of Chandler 36” water main in Ocotillo from the SWTP to Higley to supply water from the SWTP to Chandler’s water distribution system. Fiscal Year 2005-06: $405,000 Annual Maintenance Cost: $1,000 Funding Sources: Developer Contribution, City of Chandler, Water Fund, Fire SDF, Water SDF, Wastewater SDF 76. 3mg Reservoir, Well, and Pump Station Construct a 1,500 gallon per minute well, 3 million gallon in ground reservoir, and pump station. This facility will be located on the south side of Elliot east of Recker and will support the new water distribution zone 4 which is being established in the northeast section of the Gilbert planning area. Fiscal Year 2005-06: $5,500,000 Annual Maintenance Cost: $141,000 Funding Source: Water SDF, Water Fund 77. Arsenic Mitigation Well 14, 15, and 19 An arsenic mitigation report completed in June 2004 outlines the various treatment alternatives necessary to mitigate arsenic levels at Wells 14, 15, and 19 using wellhead treatment. The EPA has lowered acceptable arsenic levels from 50 parts per billion (ppb) to 10 ppb. Well 15 will be piped to Gilbert’s Reservoir 5 site to be treated there. Fiscal Year 2005-06 $2,626,000 Annual Maintenance Cost: $170,000 Funding Source: Water Fund 82. Water Meter Conversion Program Conversion and replacement of existing water meters with single-jet meter technology. Project will focus on the replacement of meters 1.5” and larger. Fiscal Year 2005-06: $2,000,000 Annual Maintenance Cost: $0 Funding Source: Water Fund Redevelopment 83. Water Tower Preservation Paint and make 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 to be funded by private dollars. Fiscal Year 2005-06: $327,000 Annual Maintenance Cost: $0 Funding Sources: State Grant, General Fund, Private Funds 78. Well, Reservoir, and P.S. – Fire Station 7 Design and construct a 1,500 gallon per minute well, 2 million gallon in ground reservoir, and pump station. Fiscal Year 2005-06: $5,002,000 Annual Maintenance Cost: $119,000 Funding Source: Water SDF 79. Power Ranch Improvements Gilbert is participating with the project developer in constructing water facilities in and around the project. The developer is constructing the facilities and will be reimbursed by system development fees. Fiscal Year 2005-06: $1,800,000 Annual Maintenance Cost: $119,000 Funding Source: Water SDF 84. 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 2005-06: $392,030 Annual Maintenance Cost: $5,000 Funding Source: 2001 Bonds, Investment Income 80. South Water Treatment Plant (SWTP) The 40 acre site for the SWTP is located on the south side of Ocotillo 1⁄2 mile east of Higley. This location will allow Gilbert to take advantage of existing Queen Creek Irrigation District infrastructure to move water from the CAP Aqueduct to the plant site. Phase I will treat 32 MGD and Phase II will expand the plant to an ultimate capacity of 48 MGD. Gilbert will have 16 MGD of capacity in Phase I and - 218 - Table of Contents Capital Improvement Descriptions Redevelopment (continued) 85. Heritage District Pedestrian Improvements Improvements to sidewalks within the Heritage District business corridor. Fiscal Year 2005-06: $100,000 Annual Maintenance Cost: $0 Funding Source: Federal Grant, General Fund 86. 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 2005-06: $1,404,000 Annual Maintenance Cost: $5,000 Funding Source: 2003 Bonds Improvement Districts 87. 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 2005-06: $17,591,670 Annual Maintenance Cost: $0 Funding Source: Special Assessment Bonds - 219 - Table of Contents − 220 − Table of Contents Debt Service Debt Service Summary Debt Service Detail Table of Contents 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 6/30/05. PRINCIPAL AMOUNT OUTSTANDING TYPE OF DEBT General Obligation Street and Highway User Water and Wastewater Public Facility MPC Water Resources MPC Improvement District $ 92,600,000 34,895,000 24,405,000 33,950,000 72,950,000 5,825,000 Total Debt Outstanding $ 264,625,000 Water Resources MPC 28% Public Facility MPC 13% Improvement District 2% Water and Wastewater 9% General Obligation 35% Street and Highway User 13% - 221 - Table of Contents 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 1996/1997 1997/1998 1998/1999 1999/2000 2000/2001 Secondary Assessed Valuation Percent Increase 266,505,721 344,124,558 408,616,906 484,608,084 593,732,571 14.3% 29.1% 18.7% 18.6% 22.5% Property Tax 3,331,321 4,301,557 5,107,711 6,057,600 7,421,657 Council decreases property tax rate from $1.25 to $1.20/$100 2001/2002 670,664,757 13.0% 8,047,977 Council decreases property tax rate from $1.20 to $1.15/$100 2002/2003 749,581,043 11.8% 8,620,180 2003/2004 906,389,287 20.9% 10,423,000 2004/2005 1,052,321,817 16.1% 12,101,700 2005/2006 1,251,766,000 19.0% 14,395,300 The average annual valuation growth of 18.4% 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 November, 2002 the voters approved general obligation bonds in the amount of $80,000,000 to pay for street construction. The following table outlines the remaining authorization for each voter approved election. An anticipated issued of $12,083,000 in 6% bonds is included in the FY06 budget. Election Date Authorized Issued November, 2001 May, 2003 $57,481,000 $80,000,000 $45,722,000 $64,303,000 - 222 - Remaining 6% $ 0 $15,697,000 Remaining 20% $11,759,000 $ 0 Table of Contents Debt Service The following table shows the legal limit as of May 2005. DEBT CAPACITY WITH BOND PREMIUMS INCLUDED 6% Limitation 2004/2005 Secondary Assessed Valuation Allowable 6% Debt Less: 6% Debt Outstanding Unused 6% Debt Capacity $ 1,251,765,751 75,105,945 (60,030,000) $ 15,075,945 20% Limitation 2004/2005 Secondary Assessed Valuation Allowable 20% Debt Less: 20% Debt Outstanding Unused 20% Debt Capacity $ 1,251,765,751 250,353,150 (32,570,000) $ 217,783,150 This table provides the detail for the FY06 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 table below because a portion of the debt budget is paid from other sources and transfers in provide funding. Issue Name 2002 – Series A 2003 – Series B 2005 – Series C GADA Loan GO Refunding Series 2002 1998 – Refunding Total General Obligation Debt Issued $ 38,975,000 17,300,000 18,750,000 18,035,000 20,960,000 8,780,000 $ 114,020,000 Debt Outstanding $ 34,395,000 9,875,000 18,750,000 7,515,000 20,370,000 1,695,000 $ 92,600,000 Tax Supported Debt Payments $ 4,269,880 5,772,500 511,250 1,084,320 1,426,120 0 $ 13,064,070 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 FY06 FY07 FY08 FY09 FY10 HURF Revenue 8,255,850 11,433,340 11,662,010 11,895,250 12,133,160 Debt Service - 223 - 3,272,950 3,282,450 3,272,310 3,301,060 3,323,560 % coverage 40% 29% 28% 28% 27% Table of Contents 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. Water Resources and Public Facilities Municipal Property Corporation Bonds are issued by nonprofit corporations created by Gilbert as a financing mechanism for the purpose of financing the construction or acquisition of capital improvement projects. The Municipal Property Corporation is governed by a board of directors consisting of citizens from the community appointed by the Council. These bonds may be issued without voter approval. Water Resources issues are split into two funds based on the revenue source for debt repayment. There is a debt fund for Water projects and a debt fund for Wastewater projects. 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 Improvement District 18 Improvement District 19 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 18 19 Debt Issued 5,545,000 6,510,000 Debt Outstanding 35,000 5,790,000 TOTAL $ 12,055,000 $ 5,825,000 - 224 - Budget Revenue 0 600,000 Budget Debt 36,420 448,180 $ 600,000 $ 484,600 Table of Contents 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 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 15,045,934 16,195,776 17,029,651 17,689,821 9,263,171 9,337,937 8,959,162 3,567,500 3,577,800 748,163 489,075 3,714,075 3,702,825 3,694,075 Street and Highway 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 2,107,263 2,127,912 2,116,563 2,115,312 2,118,313 2,118,862 2,108,213 2,111,662 2,110,163 2,120,162 2,115,913 2,117,912 1,687,475 1,687,275 1,694,875 1,683,000 1,694,062 MPC Public Facilities 3,033,113 3,033,550 3,049,487 3,033,488 3,048,487 3,051,488 3,051,487 3,046,537 3,034,463 3,042,062 3,043,063 3,036,687 3,048,888 3,053,950 3,053,075 3,042,100 MPC – Water Resources 4,434,000 13,775,500 3,012,000 3,012,000 3,012,000 15,012,000 2,502,000 2,502,000 2,502,000 2,502,000 2,502,000 30,002,000 1,127,000 24,127,000 $113,014,965 $46,981,650 $33,834,937 $48,701,925 $110,023,500 ID 483,598 444,250 441,060 442,480 443,380 443,760 443,620 442,960 441,780 440,080 437,860 444,860 441,080 441,650 436,570 440,710 438,940 441,260 437,670 438,170 437,630 436,050 $9,739,418 The last general obligation bond sale in January, 2005 was rated Aa3 by Moody’s Investors Service. The rating is an upgrade from A1. - 225 - Table of Contents − 226 − Table of Contents Appendix Personnel Detail Capital Outlay Glossary/Acronyms Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Total Mayor and Council 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Town Manager: Manager Town Manager Assistant Town Manager Deputy Town Manager Administrative Assistant Total Manager 1.00 0.50 0.25 1.00 2.75 1.00 0.50 0.25 1.00 2.75 1.00 0.50 0.25 1.00 2.75 1.00 0.50 0.25 1.00 2.75 1.00 0.50 0.25 1.00 2.75 Financial Management and Planning Assistant Town Manager Capital Project Coordinator Capital Project Administrator Financial Management Coordinator Budget Planning Analyst Administrative Assistant Total Financial Management & Planning 0.50 1.00 0.00 1.00 1.00 1.00 4.50 0.50 1.00 0.00 1.00 1.00 1.00 4.50 0.50 1.00 0.00 1.00 1.00 1.00 4.50 0.50 0.00 1.00 1.00 1.00 1.00 4.50 0.50 0.00 1.00 1.00 1.00 1.00 4.50 Intergovernmental Deputy Town Manager Intergovernmental Coordinator Management Assistant Total Regular Positions Graduate Intern Total Part Time Positions Total Intergovernmental 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 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 Specialist Total Regular Positions Administrative Assistant Neighborhood Services Assistant Total Part Time Positions Total Neighborhood Services 0.25 1.00 2.00 3.25 0.75 0.60 1.35 4.60 0.25 0.00 2.00 2.25 0.75 0.00 0.75 3.00 0.25 0.00 2.00 2.25 0.75 0.00 0.75 3.00 0.25 0.00 2.00 2.25 0.75 0.00 0.75 3.00 0.25 0.00 2.00 2.25 0.75 0.00 0.75 3.00 Communication Deputy Town Manager Public Information Specialist AV Specialist Web Development Administrator Web Specialist Total Communication 0.25 1.00 2.00 1.00 0.00 4.25 0.25 1.00 2.00 0.00 0.00 3.25 0.25 1.00 2.00 0.00 0.00 3.25 0.25 1.00 2.00 0.00 1.00 4.25 0.25 1.00 2.00 0.00 1.00 4.25 Total Town Manager 17.85 15.75 15.75 16.75 16.75 - 227 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Office Assistant Records Clerk Total Town Clerk 1.00 2.00 1.00 2.00 0.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 Finance and Utilities: Finance Finance Director Accounting Manager Accounting System Analyst Accountant II Accountant I Payroll Coordinator Administrative Assistant Senior Accounting Technician Purchasing Specialist Accounting Technician Total Finance 1.00 1.00 1.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 13.00 Utility Customer Service Utilities Billing Manager Utility Service Representative Computer Operations Technician Senior Utility Service Representative Lead Customer Service Representative Total Regular Positions Customer Services Representative Total Utility Customer Service 1.00 6.00 0.00 0.00 1.00 8.00 1.25 9.25 1.00 6.00 1.00 0.00 1.00 9.00 1.25 10.25 1.00 6.00 1.00 0.00 1.00 9.00 1.25 10.25 1.00 8.00 1.00 1.00 0.00 11.00 1.25 12.25 1.00 8.00 1.00 1.00 0.00 11.00 1.25 12.25 Total Finance and Utilities 22.25 23.25 23.25 25.25 25.25 Technology Services: Technology Services Administration Technology Services Director Technology Services Manager GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Network Analyst System Administrator Telecom Administrator Telecom Technician AV Specialist Programmer Analyst PC Technician II PC Technician I 1.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 0.50 1.00 2.00 2.50 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 1.00 0.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 1.00 0.00 1.00 3.00 4.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 2.00 1.00 1.00 0.00 1.00 3.00 4.00 1.00 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 - 228 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Application Support Analyst Computer Operations Technician Administrative Supervisor Administrative Assistant Web Development Administrator Data Entry Clerk Total Regular Positions Office Assistant Data Entry Clerk Total Part Time Positions Total Technology Services Admin 1.00 2.00 1.00 0.00 0.00 1.00 25.00 0.00 0.50 0.50 25.50 0.00 0.00 1.00 0.00 1.00 0.00 24.00 0.00 0.50 0.50 24.50 0.00 0.00 1.00 0.00 1.00 0.00 25.00 0.00 0.50 0.50 25.50 0.00 0.00 1.00 1.00 1.00 0.00 27.00 0.00 0.50 0.50 27.50 0.00 0.00 1.00 1.00 0.00 0.00 3.00 0.50 0.00 0.50 3.50 Communication Services Technology Services Manager Data Network Administrator Telecom Administrator Telecom Technician Communication Specialist Total Communication Services 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 0.00 0.00 0.00 2.00 3.00 1.00 0.00 0.00 0.00 2.00 3.00 1.00 1.00 1.00 1.00 2.00 6.00 Application Operations and Support Technology Services Manager Desktop Support Administrator GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Systems Administrator Systems Analyst PC Technician II PC Technician I Web Development Administrator Total Application Operations and Support 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 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 3.00 4.00 4.00 1.00 23.00 Total Technology Services 25.50 24.50 28.50 30.50 32.50 Personnel: Personnel Administration Personnel Director Personnel Analyst Risk & Safety Manager Personnel Services Coordinator Administrative Assistant Office Assistant Total Personnel Administration 1.00 4.00 1.00 1.00 2.50 0.00 9.50 1.00 4.00 0.00 1.00 1.50 1.00 8.50 1.00 4.00 0.00 1.00 1.50 1.00 8.50 1.00 4.00 0.00 1.00 1.50 1.00 8.50 1.00 4.00 0.00 1.00 1.50 1.00 8.50 Training and Development Employee and OD Administrator Administrative Assistant Total Training and Development 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 - 229 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Risk Management Risk & Safety Manager Environmental Programs Specialist Environmental Compliance Coordinator Total Risk Management 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 Total Personnel 11.00 12.00 12.00 12.00 12.00 TOTAL MANAGEMENT AND POLICY 83.60 82.50 86.50 91.50 93.50 LEGAL AND COURT Prosecutor Town Prosecutor Assistant Town Prosecutor II Assistant Town Prosecutor I Legal Secretary Administrative Supervisor Administrative Assistant Office Assistant Total Regular Positions Victim Advocate Office Assistant Cooperative Education Student Total Part Time Positions Total Prosecutor 1.00 4.00 1.00 2.00 1.00 1.00 1.00 11.00 0.50 0.00 0.50 1.00 12.00 1.00 4.00 1.00 2.00 1.00 2.00 1.00 12.00 0.50 0.00 0.50 1.00 13.00 1.00 4.00 1.00 2.00 1.00 2.00 1.00 12.00 0.50 0.00 0.50 1.00 13.00 1.00 4.00 1.00 2.00 1.00 2.00 1.00 12.00 0.62 0.00 0.50 1.12 13.12 1.00 4.00 1.00 2.00 1.00 2.00 1.00 12.00 0.62 0.50 0.00 1.12 13.12 Municipal Court Presiding Judge Municipal Judge Court Administrator Administrative Supervisor Deputy Court Administrator Senior Court Services Clerk Court Services Clerk Probation Officer Office Assistant Total Regular Positions Court Services Clerk Office Assistant Cooperative Education Student Total Part Time Positions Total Municipal Court 1.00 2.00 1.00 1.00 0.00 2.00 6.00 1.00 0.00 14.00 0.75 0.72 0.50 1.97 15.97 1.00 2.00 1.00 1.00 0.00 3.00 7.00 1.00 1.00 17.00 0.75 0.00 0.50 1.25 18.25 1.00 2.00 1.00 1.00 0.00 3.00 8.00 1.00 1.00 18.00 0.00 0.00 0.50 0.50 18.50 1.00 2.00 1.00 0.00 1.00 3.00 8.00 1.00 1.00 18.00 0.00 0.50 0.00 0.50 18.50 1.00 3.00 1.00 0.00 1.00 3.00 9.00 1.00 1.00 20.00 0.00 0.50 0.00 0.50 20.50 TOTAL LEGAL AND COURT 27.97 31.25 31.50 31.62 33.62 COMMUNITY DEVELOPMENT Economic Development Economic Development Director Business Development Specialist Research Analyst Total Regular Positions 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 - 230 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Administrative Assistant Total Part Time Positions Total Economic Development 0.75 0.75 4.75 0.75 0.75 4.75 0.75 0.75 4.75 0.75 0.75 4.75 0.75 0.75 4.75 Planning Planning Director Planning Manager Senior Planner Planner II Planner I Planning Technician Senior Plans Examiner Landscape Technician Administrative Supervisor Administrative Assistant Total Regular Positions Administrative Assistant Total Part Time Positions Total Planning 1.00 2.00 4.00 2.00 1.00 2.00 0.00 1.00 1.00 1.00 15.00 1.00 1.00 16.00 1.00 2.00 4.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 18.00 0.50 0.50 18.50 1.00 2.00 4.00 2.00 2.00 2.00 1.00 2.00 1.00 2.00 19.00 0.50 0.50 19.50 1.00 2.00 4.00 2.00 2.00 3.00 1.00 2.00 1.00 2.00 20.00 0.50 0.50 20.50 1.00 2.00 4.00 2.00 2.00 3.00 1.00 2.00 1.00 2.00 20.00 0.50 0.50 20.50 Building Safety: Building Inspection Building & Code Compliance Director Plan Examiner Manager Senior Plans Examiner Plans Examiner Building Inspection Manager Senior Building Inspector Building Inspector II Building Inspector I Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Building Inspection 1.00 1.00 2.00 3.00 1.00 3.00 5.00 10.00 1.00 27.00 0.63 0.63 27.63 1.00 1.00 2.00 3.00 1.00 3.00 6.00 10.00 1.00 28.00 0.63 0.63 28.63 1.00 1.00 2.00 3.00 1.00 3.00 6.00 10.00 1.00 28.00 0.63 0.63 28.63 1.00 1.00 2.00 3.00 1.00 3.00 6.00 10.00 1.00 28.00 0.63 0.63 28.63 1.00 1.00 2.00 3.00 1.00 3.00 6.00 10.00 1.00 28.00 0.63 0.63 28.63 Code Compliance Code Compliance Manager Senior Code Compliance Officer Code Compliance Officer Administrative Assistant Customer Service Representative Total Code Compliance 1.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 2.00 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 - 231 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Development Services Development Services Manager Development Services Representative Permit Technician Total Development Services 1.00 7.00 3.00 11.00 1.00 7.00 3.00 11.00 1.00 7.00 3.00 11.00 1.00 7.00 3.00 11.00 1.00 7.00 3.00 11.00 Total Building Safety 46.63 47.63 47.63 47.63 47.63 Engineering: Development Engineering Town Engineer Plan Examiner Manager Senior Plans Examiner Senior Engineering Inspector Plans Examiner Engineering Inspector Engineering Technician Administrative Assistant Total Regular Positions Intern - Undergraduate Total Part Time Positions Total Development Engineering 1.00 1.00 2.00 1.00 3.00 5.00 1.00 1.00 15.00 0.77 0.77 15.77 1.00 1.00 2.00 1.00 3.00 5.00 1.00 1.00 15.00 0.77 0.77 15.77 1.00 1.00 2.00 1.00 4.00 5.00 1.00 1.00 16.00 0.77 0.77 16.77 1.00 1.00 2.00 1.00 3.00 6.00 1.00 1.00 16.00 0.77 0.77 16.77 1.00 1.00 2.00 1.00 3.00 6.00 1.00 1.00 16.00 0.77 0.77 16.77 Traffic Engineering Traffic Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Plans Examiner Traffic Safety Assistant Total Traffic Engineering 1.00 2.00 1.00 0.00 1.00 5.00 1.00 2.00 1.00 0.00 1.00 5.00 1.00 2.00 1.00 0.00 1.00 5.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 Total Engineering 20.77 20.77 21.77 22.77 22.77 TOTAL COMMUNITY DEVELOPMENT 88.15 91.65 93.65 95.65 95.65 POLICE DEPARTMENT Police Administration Police Chief Police Commander Technology Services Manager Legal Advisor Administrative Assistant Administrative Supervisor Office Assistant Total Police Administration 1.00 1.00 0.00 1.00 1.00 0.00 0.50 4.50 1.00 2.00 0.00 1.00 1.00 0.00 0.50 5.50 1.00 2.00 0.00 1.00 1.00 0.00 0.50 5.50 1.00 1.00 1.00 1.00 0.00 1.00 0.50 5.50 1.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 Police Professional Standards Police Sergeant Police Officer Policy and Procedure Specialist Background Investigator Total Police Professional Standards 1.00 2.00 1.00 3.00 7.00 1.00 2.00 1.00 4.00 8.00 1.00 2.00 1.00 4.00 8.00 1.00 2.00 1.00 5.00 9.00 1.00 2.00 1.00 5.00 9.00 - 232 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Patrol Services: Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Armorer/Rangemaster Service Aide Total Regular Positions Cooperative Education Student Total Part Time Positions Total Patrol 1.00 4.00 9.25 68.00 1.50 1.00 0.00 0.00 84.75 0.50 0.50 85.25 1.00 5.00 11.00 96.00 6.00 2.00 0.00 0.00 121.00 0.00 0.00 121.00 1.00 5.00 11.00 98.00 6.00 2.00 0.00 1.00 124.00 0.00 0.00 124.00 1.00 5.00 11.00 97.00 6.00 2.00 0.00 1.00 123.00 0.00 0.00 123.00 1.00 5.00 13.00 110.00 7.00 2.00 1.00 1.00 140.00 0.00 0.00 140.00 Canine Police Officer Total Canine 2.00 2.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit 0.00 1.00 8.00 9.00 0.00 2.00 10.00 12.00 0.00 2.00 10.00 12.00 0.50 2.00 10.00 12.50 0.50 2.00 12.00 14.50 Special Assignment Unit Police Sergeant Police Lieutenant Police Officer Total Special Assignment Unit 0.00 0.00 6.00 6.00 0.00 0.00 6.00 6.00 0.00 0.00 6.00 6.00 0.00 0.50 6.00 6.50 1.00 0.50 6.00 7.50 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 5.00 5.00 School Programs Police Sergeant Police Officer Total School Programs 1.00 8.00 9.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 8.00 9.00 1.00 10.00 11.00 Total Patrol Services 113.25 152.00 155.00 156.00 181.00 Police Support Services: Records Police Records Manager Records Shift Supervisor Police Records Clerk Administrative Assistant Total Records 1.00 2.00 8.00 1.00 12.00 1.00 2.00 13.00 1.00 17.00 1.00 2.00 14.00 1.00 18.00 1.00 2.00 14.00 1.00 18.00 1.00 3.00 15.00 1.00 20.00 - 233 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Communication Communications Manager Police Communication Shift Supervisor Police Telecommunicator 911 Operators Total Regular Positions 911 Operators Police Telecommunicator Total Part Time Positions Total Communication 1.00 4.00 12.00 5.00 22.00 0.00 1.00 1.00 23.00 1.00 5.00 19.00 11.00 36.00 0.00 1.00 1.00 37.00 1.00 5.00 20.00 11.00 37.00 0.00 1.00 1.00 38.00 1.00 5.00 20.00 10.00 36.00 1.00 1.00 2.00 38.00 1.00 5.00 22.00 10.00 38.00 1.00 1.00 2.00 40.00 Property Police Property Supervisor Police Property Custodian Office Assistant Total Property 1.00 2.00 0.50 3.50 1.00 3.00 1.00 5.00 1.00 3.00 1.00 5.00 1.00 3.00 1.00 5.00 1.00 3.00 1.00 5.00 Alarm Management Alarm Specialist Total Alarm Management 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Training and Program Coordination Police Training Coordinator Office Assistant Total Training & Program Coordination 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 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 Total Police Support Services 42.50 64.00 66.00 66.00 70.00 Counseling Services Counseling Administrator Youth/Family Counselor Administrative Assistant Total Regular Positions Intern - Graduate Office Assistant Total Part Time Positions Total Counseling Services 1.00 5.00 1.00 7.00 0.72 0.50 1.22 8.22 1.00 5.00 1.00 7.00 0.00 0.50 0.50 7.50 1.00 5.00 1.00 7.00 0.00 0.50 0.50 7.50 1.00 5.00 1.00 7.00 0.00 0.50 0.50 7.50 1.00 5.00 1.00 7.00 0.00 0.50 0.50 7.50 Investigations: General Investigations Police Lieutenant Police Sergeant Police Officer Administrative Assistant Civilian Investigator Total General Investigations 1.00 2.00 11.00 1.00 2.00 17.00 1.00 2.00 16.00 1.00 2.00 22.00 1.00 2.00 16.00 1.00 2.00 22.00 1.00 2.00 16.00 1.00 2.00 22.00 1.00 2.00 17.00 1.00 2.00 23.00 - 234 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Special Investigations Police Sergeant Police Officer Total Special Investigations 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 Crime Prevention Crime Prevention Specialist Total Crime Prevention 2.00 2.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Investigations 26.00 32.00 32.00 32.00 33.00 ERU Unit Police Officer (Overtime only) Total ERU Unit 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL POLICE DEPARTMENT 201.47 269.00 274.00 276.00 305.00 FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Emergency Services Manager Communication Specialist Administrative Supervisor Administrative Assistant Office Assistant Total Regular Positions Cooperative Education Student Total Part Time Positions Total Fire Administration 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 5.00 0.50 0.50 5.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 7.00 0.50 0.50 7.50 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 7.00 0.50 0.50 7.50 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 Fire Training Battalion Chief EMS Specialist Fire Captain Administrative Assistant Total Fire Training 1.00 1.00 2.00 0.00 4.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 Fire Operations Battalion Chief Fire Captain Fire Engineer Firefighter Field Incident Technician Service Aide Total Fire Operations 3.00 18.00 18.00 39.00 3.00 1.00 82.00 3.00 21.75 18.75 43.75 0.00 1.00 88.25 3.00 24.00 21.00 49.00 0.00 1.00 98.00 3.00 24.00 21.00 49.00 0.00 1.00 98.00 6.00 28.50 22.50 52.50 0.00 2.00 111.50 - 235 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Fire Prevention and Education: Fire Prevention Fire Marshal Fire Inspector Fire Investigator Administrative Assistant Senior Plans Examiner Plans Examiner Senior Fire Inspector Office Assistant Total Fire Prevention 1.00 3.00 3.00 1.00 1.00 0.00 0.00 1.00 10.00 1.00 3.00 2.00 1.00 1.00 0.00 1.00 0.00 9.00 1.00 3.00 2.00 1.00 1.00 0.00 1.00 0.00 9.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 0.00 10.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 0.00 10.00 Fire Public Education Community Service Coordinator Total Fire Public Education 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Fire Prevention and Education 11.00 10.00 10.00 11.00 11.00 Emergency Operations Center Emergency Management Coordinator Total Emergency Operations Center 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 102.50 110.75 121.50 122.50 136.00 PUBLIC WORKS Public Works Administration Public Works Director Water Resources Manager Management Assistant Administrative Assistant Total Public Works Administration 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Field Operations Administration Field Operations Manager Office Manager Administrative Assistant Customer Service Representative Total Regular Positions Customer Service Representative Cooperative Education Student Total Part Time Positions Total Field Services Administration 1.00 1.00 4.00 3.00 9.00 0.00 0.50 0.50 9.50 1.00 1.00 4.00 3.00 9.00 0.00 0.50 0.50 9.50 1.00 1.00 4.00 3.00 9.00 0.50 0.50 1.00 10.00 1.00 1.00 4.00 3.00 9.00 0.50 0.50 1.00 10.00 1.00 1.00 4.00 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 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Facilities Maintenance: Public Facilities Facilities Maintenance Manager 1.00 1.00 1.00 1.00 1.00 TOTAL FIRE DEPARTMENT - 236 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Public Facilities 2.00 1.00 1.00 5.00 2.00 1.00 1.00 5.00 2.00 2.00 2.00 7.00 2.00 2.00 2.00 7.00 3.00 2.00 3.00 9.00 Public Safety Complex Building Maintenance Worker Custodian Total Public Safety Complex 0.25 0.25 0.50 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Facilities Maintenance 5.50 7.00 7.00 7.00 9.00 Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 TOTAL PUBLIC WORKS 27.00 25.50 26.00 26.00 28.00 LEISURE SERVICES Leisure Services Administration Parks and Recreation Director Parks Superintendent Recreation Superintendent Office Manager Administrative Assistant Customer Service Representative Total Regular Positions Customer Service Representative Landscape Technician Total Part Time Positions Total Leisure Services Administration 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 Parks and Open Space Parks Operations Supervisor Contracts Services Coordinator Field Supervisor Senior Parks Ranger Senior Grounds Maintenance Worker Senior Mechanic Building Maintenance Worker Grounds Maintenance Worker Parks Ranger Total Regular Positions Grounds Maintenance Worker Total Part Time Positions Total Parks and Open Space 1.00 1.00 3.00 1.00 9.00 1.00 2.00 5.00 8.00 31.00 4.93 4.93 35.93 1.00 0.00 3.00 1.00 9.50 1.00 2.00 6.00 6.00 29.50 3.96 3.96 33.46 1.00 0.00 3.00 1.00 9.00 1.00 2.00 6.00 6.00 29.00 3.96 3.96 32.96 1.00 0.00 3.00 1.00 9.00 1.00 2.00 6.00 6.00 29.00 3.96 3.96 32.96 1.00 0.00 3.00 1.00 9.00 1.00 2.00 6.00 6.50 29.50 3.96 3.96 33.46 - 237 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Aquatics: 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 0.17 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 0.20 0.50 0.70 0.29 0.38 1.44 2.60 0.43 5.14 5.84 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 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 0.20 0.50 0.70 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.25 Greenfield Pool Recreation Specialist Senior Recreation Leader Recreation Leader Lifeguard/Instructor Lifeguard Total Part Time Positions Total Greenfield Pool 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 0.23 0.19 0.81 1.34 0.24 2.81 2.81 Total Aquatics 14.53 13.09 13.09 13.09 15.90 Concessions Recreation Supervisor Total Regular Positions Recreation Cashier Senior Recreation Aide Recreation Aide Total Part Time Positions Total Concessions 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 0.00 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 Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian 0.33 1.00 1.00 0.33 1.00 0.75 0.33 1.00 0.75 0.33 1.00 0.75 0.33 1.00 0.75 - 238 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Total Regular Positions Recreation Leader Recreation Specialist Total Part Time Positions Total Community Center 2.33 2.03 0.75 2.78 5.11 2.08 1.94 0.75 2.69 4.77 2.08 1.94 0.75 2.69 4.77 2.08 1.94 0.75 2.69 4.77 2.08 1.94 0.75 2.69 4.77 McQueen Activity Center Recreation Supervisor Custodian Recreation Specialist Total Regular Positions Recreation Leader Recreation Specialist Custodial Worker Total Part Time Positions Total McQueen Activity Center 0.34 2.00 0.00 2.34 2.53 0.75 0.00 3.28 5.62 0.33 2.00 0.00 2.33 2.52 0.75 0.00 3.27 5.60 0.33 2.00 1.00 3.33 2.88 0.00 0.00 2.88 6.21 0.33 2.00 1.00 3.33 2.88 0.00 0.00 2.88 6.21 0.33 2.00 1.00 3.33 2.88 0.00 0.00 2.88 6.21 Page Park Center Custodian Total Regular Positions Recreation Leader Recreation Instructors Total Part Time Positions Total Page Park Center 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.25 0.09 0.97 1.06 1.31 0.25 0.25 0.09 0.97 1.06 1.31 0.25 0.25 0.09 0.97 1.06 1.31 0.25 0.25 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 Total Part Time Positions Total Freestone Recreation Center 1.00 2.00 3.00 6.00 0.00 9.00 1.44 10.44 16.44 1.00 1.00 3.00 5.00 1.00 10.06 0.87 11.93 16.93 1.00 1.00 3.00 5.00 1.00 10.06 0.87 11.93 16.93 1.00 1.00 3.00 5.00 1.00 10.06 0.87 11.93 16.93 1.00 1.00 3.00 5.00 1.00 10.06 0.87 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 Total Recreation Centers 29.17 30.61 31.22 31.22 31.22 Recreation Programs: Teen Programs Recreation Supervisor Recreation Programmer Total Regular Positions 0.00 0.00 0.00 0.10 0.10 0.20 0.10 0.10 0.20 0.10 0.10 0.20 0.10 0.10 0.20 - 239 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Senior Recreation Leader Total Part Time Positions Total Teen Programs 0.93 0.93 0.93 0.54 0.54 0.74 0.54 0.54 0.74 0.54 0.54 0.74 0.54 0.54 0.74 Leisure Programs Recreation Programmer Recreation Supervisor Total Regular Positions Recreation Instructor Total Part Time Positions Total Leisure Programs 1.00 0.80 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 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 Total Part Time Positions Total Youth Sports 0.90 0.90 1.80 1.52 1.52 3.32 0.90 0.90 1.80 0.80 0.80 2.60 0.90 0.90 1.80 0.80 0.80 2.60 0.90 0.90 1.80 0.80 0.80 2.60 0.90 0.90 1.80 0.80 0.80 2.60 Adult Sports Recreation Programmer Recreation Supervisor Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Adult Sports 1.00 0.40 1.40 1.01 1.01 2.41 1.00 0.40 1.40 1.01 1.01 2.41 1.00 0.40 1.40 1.01 1.01 2.41 1.00 0.40 1.40 1.01 1.01 2.41 1.00 0.40 1.40 1.01 1.01 2.41 Special Events Recreation Programmer Recreation Supervisor Total Regular Positions Recreation Programmer Administrative Assistant Recreation Leader Total Part Time Positions Total Special Events 2.00 0.80 2.80 0.50 0.50 0.35 1.35 4.15 2.00 0.80 2.80 0.00 0.00 0.35 0.35 3.15 2.00 0.80 2.80 0.00 0.00 0.35 0.35 3.15 2.00 0.80 2.80 0.00 0.00 0.35 0.35 3.15 2.00 0.80 2.80 0.00 0.00 0.35 0.35 3.15 Summer Playground Recreation Supervisor Total Regular Positions Senior Recreation Leader Recreation Leader Total Part Time Positions Total Summer Playground 0.33 0.33 0.95 2.43 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 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 - 240 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Recreation Instructors Recreation Leader Total Part Time Positions Total Special Needs Program 0.69 1.10 1.79 1.99 0.70 0.00 0.70 0.90 0.70 0.00 0.70 0.90 0.70 0.00 0.70 0.90 0.70 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 0.20 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 0.20 0.20 0.09 0.12 0.21 0.41 Total Recreation Programs 25.11 19.37 19.37 19.37 19.37 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 119.27 108.95 106.89 106.89 110.20 TOTAL GENERAL FUND 649.96 719.60 740.04 750.16 801.97 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 1.00 2.00 3.00 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 Utility Field Supervisor Instrumentation Technician Water Treatment Plant Mechanic Water Treatment Plant Operator Administrative Assistant Total Water Plant Production 1.00 1.00 2.00 2.00 6.00 1.00 13.00 1.00 1.00 2.00 2.00 6.00 1.00 13.00 1.00 1.00 2.00 2.00 6.00 1.00 13.00 1.00 1.00 2.00 2.00 6.00 1.00 13.00 1.00 1.00 2.00 2.00 6.00 1.00 13.00 Water Well Production Well Technician Utility Field Supervisor Senior Utility Worker Total Water Well Production 4.00 1.00 1.00 6.00 4.00 1.00 1.00 6.00 4.00 1.00 1.00 6.00 4.00 1.00 1.00 6.00 4.50 1.00 1.00 6.50 ENTERPRISE OPERATIONS - 241 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Water Quality Assurance Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance 2.00 1.00 1.00 4.00 2.00 1.00 2.00 5.00 2.00 1.00 2.00 5.00 2.00 1.00 2.00 5.00 2.00 1.00 3.00 6.00 Total Water Production 23.00 24.00 24.00 24.00 25.50 Water Distribution Utility Field Supervisor Senior Utility Worker Utility Worker Total Water Distribution 1.00 3.00 6.00 10.00 1.00 3.00 6.00 10.00 1.00 3.00 7.00 11.00 1.00 3.00 7.00 11.00 1.00 4.00 7.00 12.00 Water Metering Water Service Specialist Field Supervisor Meter Services Supervisor Senior Utility Worker Computer Operations Technician Meter Technician Total Water Metering 2.00 1.00 0.00 2.00 0.00 14.00 19.00 2.00 1.00 0.00 2.00 0.00 15.00 20.00 2.00 1.00 0.00 3.00 0.00 15.00 21.00 2.00 0.00 1.00 3.00 0.00 15.00 21.00 2.00 0.00 1.00 3.00 1.00 15.00 22.00 Total Water 56.00 58.00 60.00 60.00 63.50 Wastewater Wastewater Administration Wastewater Superintendent Total Wastewater Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Wastewater Collection Utility Field Supervisor Senior Utility Worker Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection 1.00 3.00 1.00 2.00 3.00 10.00 1.00 4.00 1.00 2.00 5.00 13.00 1.00 4.00 1.00 2.00 5.00 13.00 1.00 4.00 1.00 2.00 5.00 13.00 1.00 5.00 1.00 2.00 6.00 15.00 Wastewater Reclaimed: Effluent Re-use Utility Worker Senior Utility Worker Effluent Well Technician Utility Field Supervisor Total Effluent Re-use 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 1.50 1.50 1.50 0.50 5.00 Effluent Recharge Utility Worker Senior Utility Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 242 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge 1.00 0.50 3.50 1.00 0.50 3.50 1.00 0.50 3.50 1.00 0.50 3.50 1.50 0.50 4.00 Total Wastewater Reclaimed 7.00 7.00 7.00 7.00 9.00 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Wastewater Quality Technician Total Wastewater Quality 1.00 1.00 0.00 2.00 4.00 1.00 1.00 0.00 3.00 5.00 1.00 1.00 0.00 3.00 5.00 1.00 1.00 3.00 0.00 5.00 1.00 1.00 3.00 0.00 5.00 Total Wastewater 22.00 26.00 26.00 26.00 30.00 Solid Waste Residential Residential Administration Solid Waste Superintendent Solid Waste Specialist Sanitation Planning & Customer Relations Customer Service Representative Total Residential Administration 0.86 0.73 1.00 0.00 2.59 0.86 0.90 0.00 0.00 1.76 0.86 0.90 0.00 1.00 2.76 0.86 0.90 0.00 1.00 2.76 0.86 0.90 0.00 1.00 2.76 Residential Collections Field Supervisor Heavy Equipment Operator Solid Waste Crew Leader Solid Waste Maintenance Worker Total Residential Collections 1.00 21.50 1.00 1.00 24.50 1.00 23.00 1.00 2.00 27.00 1.00 25.50 1.00 2.00 29.50 1.00 19.50 1.00 2.00 23.50 2.00 21.50 1.00 2.00 26.50 Uncontained Collections Field Supervisor Heavy Equipment Operator Total Uncontained Collections 1.00 8.00 9.00 1.00 8.00 9.00 1.00 10.00 11.00 1.00 10.00 11.00 1.00 10.00 11.00 Recycling Field Supervisor Solid Waste Inspector Solid Waste Crew Leader Heavy Equipment Operator Environmental Programs Specialist Environmental Programs Technician Total Regular Positions Solid Waste Inspector Total Part Time Positions Total Recycling 0.50 5.00 1.00 0.00 0.00 0.00 6.50 1.00 1.00 7.50 0.70 5.00 1.00 0.00 1.00 0.00 7.70 1.00 1.00 8.70 0.70 5.00 1.00 0.00 1.00 0.00 7.70 1.00 1.00 8.70 0.70 5.00 1.00 6.00 0.00 1.00 13.70 1.00 1.00 14.70 0.70 5.00 1.00 6.00 0.00 1.00 13.70 1.00 1.00 14.70 Total Solid Waste Residential 43.59 46.46 51.96 51.96 54.96 - 243 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Solid Waste Commercial Commercial Administration Solid Waste Superintendent Solid Waste Specialist Total Commercial Administration 0.14 0.27 0.41 0.14 0.10 0.24 0.14 0.10 0.24 0.14 0.10 0.24 0.14 0.10 0.24 Commercial Collections Field Supervisor Heavy Equipment Operator Commercial Solid Waste Specialist Sanitation Maintenance Worker Total Commercial Collections 0.50 4.60 1.00 1.00 7.10 0.30 3.50 1.00 0.00 4.80 0.30 3.50 1.00 0.00 4.80 0.30 3.50 1.00 0.00 4.80 0.30 4.10 1.00 0.00 5.40 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 0.40 0.40 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Total Solid Waste Commercial 7.91 5.54 5.54 5.54 6.14 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.70 0.70 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 TOTAL ENTERPRISE OPERATIONS 130.20 136.50 144.00 144.00 155.10 STREETS Streets Administration Streets Superintendent Total Streets Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Streets Maintenance: Asphalt Patching Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 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 0.33 2.00 2.00 4.33 Street Cleaning Field Supervisor Heavy Equipment Operator Total Street Cleaning 0.34 4.00 4.34 0.34 4.00 4.34 0.34 5.00 5.34 0.34 5.00 5.34 0.34 7.00 7.34 Emergency Response Field Supervisor Senior Streets Maintenance Worker Total Emergency Response 0.33 1.00 1.33 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 Preventive Maintenance Technician 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 - 244 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Office Assistant Total Preventive Maintenance 1.00 2.00 0.00 1.00 0.00 2.00 0.00 2.00 0.00 2.00 Crack Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Crack Sealing 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 0.34 2.00 6.00 8.34 Total Streets Maintenance 20.34 19.34 21.34 21.34 23.34 Street Traffic Control Regulatory: Street Marking Field Supervisor Streets Maintenance Worker Senior Streets Maintenance Worker Heavy Equipment Operator Total Street Marking 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 2.00 2.00 2.00 6.25 0.25 2.00 2.00 2.00 6.25 Street Signs Field Supervisor Sign Technician Streets Maintenance Worker Total Street Signs 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 Street Lighting Field Supervisor Street Light Technician Streets Maintenance Worker Total Street Lighting 0.25 1.00 1.00 2.25 0.25 1.00 1.00 2.25 0.25 1.00 1.00 2.25 0.25 2.00 0.00 2.25 0.25 2.00 0.00 2.25 Traffic Signal Maintenance Field Supervisor Traffic Signal Technician Total Traffic Signal Maintenance 0.25 3.00 3.25 0.25 3.00 3.25 0.25 4.50 4.75 0.25 4.50 4.75 0.25 5.00 5.25 Total Street Traffic Control Regulatory 15.00 15.00 16.50 16.50 17.00 Right of Way Maintenance: Landscape Maintenance Field Supervisor Senior Grounds Maintenance Worker Grounds Maintenance Worker Senior Streets Maintenance Worker Total Landscape Maintenance 0.33 2.00 0.00 0.30 2.63 0.33 2.00 0.00 0.50 2.83 0.33 3.00 0.00 0.50 3.83 0.33 1.00 2.00 0.50 3.83 0.33 1.00 2.00 0.50 3.83 Shoulder Maintenance Field Supervisor Heavy Equipment Operator Total Shoulder Maintenance 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 - 245 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2002-03 Actual 2003-04 Actual 2004-05 Adopted 2004-05 Revised 2005-06 Adopted Total Right of Way Maintenance 4.96 5.16 6.16 6.16 6.16 TOTAL STREETS 41.30 40.50 45.00 45.00 47.50 INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Manager Administrative Assistant Total Fleet Maintenance Administration 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 Fleet Maintenance Fleet Services Supervisor Senior Mechanic Parts Acquisition Technician Heavy Equipment Operator Welder/Mechanic Mechanic Service Writer Total Fleet Maintenance 1.00 1.00 1.00 1.00 1.00 11.00 0.00 16.00 1.00 1.00 1.00 1.00 1.00 11.00 0.00 16.00 1.00 1.00 1.00 1.00 1.00 12.00 1.00 18.00 1.00 1.00 1.00 1.00 1.00 12.00 1.00 18.00 1.00 1.00 1.00 1.00 1.00 12.00 1.00 18.00 TOTAL INTERNAL SERVICE 19.00 19.00 21.00 21.00 21.00 SPECIAL REVENUE CDBG/HOME Administration Community Development Specialist Community Development Assistant Total CDBG Administration 1.00 0.50 1.50 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 Recreation Instructors Park Ranger Total Riparian Program 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 0.19 1.00 2.19 1.00 0.19 1.00 2.19 Grants: Community Police Police Officer Total Community Police 4.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 School Resource Officer Police Officer Total School Resource Officer 2.00 2.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 Total Grants 6.00 1.00 1.00 0.00 0.00 Judicial Collection Enhancement Office Assistant Total Judicial Collection Enhancement 0.07 0.07 0.21 0.21 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL SPECIAL REVENUE 8.57 4.71 4.50 3.69 3.69 GRAND TOTAL POSITIONS 849.03 920.31 954.54 963.85 1029.26 - 246 - Table of Contents Capital Outlay Department Description Amount GENERAL FUND Court Prosecutor Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Traffic Enforcement Traffic Enforcement School Resource Police Training General Investigations Fire Operations Fire Operations Facility Maintenance Facility Maintenance Parks and Open Space Gilbert Pool Gilbert Pool Mesquite Pool Copier Copier Crown Victoria Crown Victoria Crown Victoria Crown Victoria Crown Victoria Crown Victoria Motorcycle Motorcycle Crown Victoria FATS Unit Malibu Service Aide Vehicle Batallion Chief Vehicle One Ton Truck Man Lift Pickup Truck Water Slide Repair Roof Repair Water Slide Repair Total General Fund Capital $ 14,300 11,900 50,000 50,000 50,000 50,000 50,000 50,000 40,350 40,350 50,000 28,790 27,800 50,000 50,000 34,000 20,000 21,000 30,000 20,000 50,000 $ 788,490 $ 30,000 24,000 82,000 20,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 59,000 48,000 $ 627,000 $ 2,262,500 1,393,220 190,000 190,000 15,000 20,000 $ 4,070,720 GENERAL REPLACEMENT FUND Building Inspection Office of Professional Standards Special Investigations Investigations Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Open Space Open Space Replacement Hybrid Replacement Hybrid Replacement Surveilance Van Replacement Mid Size Replacement Crown Victoria Replacement Crown Victoria Replacement Crown Victoria Replacement Crown Victoria Replacement Crown Victoria Replacement Crown Victoria Replacement Crown Victoria Replacement Flatbed Truck Replacement Flatbed Truck Total General Replacement Fund STREET FUND Preventive Maintenance Preventive Maintenance Street Cleaning Street Cleaning Street Lighting Landscape Maintenance Streets Maintenance Streets Maintenance Carry Forward Street Sweeper Street Sweeper Street Light Pole Trailer Replacement Pickup Total Street Fund Capital - 247 - Table of Contents Capital Outlay Department Description Amount STREET REPLACEMENT FUND Replacement Forklift Total Street Replacement Fund $ 60,000 $ 60,000 $ 22,000 150,000 24,000 21,000 $ 217,000 $ 22,000 22,000 22,000 35,000 $ 101,000 $ 163,000 22,000 22,000 37,000 22,000 12,000 10,000 22,000 13,000 23,000 $ 346,000 $ 22,000 30,000 28,000 $ 80,000 $ 204,000 22,000 77,000 11,000 21,000 $ 335,000 WATER FUND Water Well Water Plant Operations Water Distribution Water Meters Pickup Truck Treatment Plant Improvements Pickup Truck Pickup Truck Total Water Fund Capital WATER REPLACEMENT FUND Water Distribution Water Distribution Water Meters Water Plant Operations Replacement Pickup Replacement Pickup Replacement Pickup Replacement Forklift Total Water Replacement Fund Capital WASTEWATER FUND Wastewater Collection Wastewater Collection Wastewater Reuse Wastewater Reuse Wastewater Recharge Wastewater Recharge Wastewater Recharge Wastewater Quality Wastewater Quality Wastewater Quality CCTV Equipment and Van Pickup Truck Pickup Truck Utility Truck Pickup Truck Chain Link Fence Backhoe Clamshell Bucket Pretreatment Mgt Ststem Database Confined Space Entry Equipment Two Automatic Samplers Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND Wastewater Reuse Wastewater Collection Wastewater Collection Replacement Pickup Replacement Extended Cab Pickup Replacement Pump Total Wastewater Replacement Fund Capital SOLID WASTE - RESIDENTIAL Residential Collections Residential Collections Residential Collections Uncontained Collections Solid Waste Recycling Side Loader Pickup Truck 10 Yard Collection Truck Tractor Trailer Pickup Truck Total Solid Waste Residential Capital - 248 - Table of Contents Capital Outlay Department Description Amount SOLID WASTE - RESIDENTIAL REPLACEMENT Solid Waste Recycling Solid Waste Recycling Residential Collections Residential Collections Residential Collections Uncontained Collections Replacement Pickup Replacement Pickup Replacement Side Loader Replacement Side Loader Replacement Pickup Rplacement Rear Loader Total Solid Waste Residential Replacement Capital $ 22,000 19,000 200,000 200,000 22,000 170,000 $ 633,000 $ 10,000 205,000 $ 215,000 $ 13,000 $ 13,000 $ 55,000 $ 55,000 SOLID WASTE - COMMERCIAL REPLACEMENT Commercial Rolloffs Commercial Collections Replacement Service Body Replacement Front Loader Total Solid Waste Commercial Replacement Capital FLEET Fleet Operations Fuel System Upgrade Total Fleet COPY SERVICES Copy Services Replacement Copiers Total Copy Services CAPITAL PROJECT CAPITAL OUTLAY $ 234,762,490 GRANT CAPITAL OUTLAY $ TOTAL CAPITAL OUTLAY $ 242,423,700 - 249 - 120,000 Table of Contents 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. - 250 - Table of Contents 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. - 251 - Table of Contents 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. - 252 - Table of Contents 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. - 253 - Table of Contents − 254 − Table of Contents