Annua lBudge t 2 0 0 6 2 0 0 7 Adopt e dJ ul y1 1 ,2 006 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 SUPPORT SERVICES Budget Message ............................................ i Support Services Summary....................... 65 Guide to the Budget Document................... 1 Facilities Maintenance................................ 67 Distinguished Budget Award ...................... 4 Finance ........................................................ 69 Key Officials and Staff ................................. 5 Technology Services.................................. 71 Organization Charts ..................................... 6 Personnel..................................................... 73 Corporate Vision, Mission, Values.............. 8 LEGAL AND COURT Strategic Goals ............................................. 9 Legal and Court Summary ......................... 75 General Plan Vision .................................... 11 General Counsel ......................................... 77 Continuous Quality Improvement Model . 12 Prosecutor ................................................... 79 Community with Character........................ 13 Municipal Court........................................... 81 Gilbert Facts................................................ 14 DEVELOPMENT SERVICES Fund Structure ............................................ 16 Development Services Summary.............. 83 Budget Process .......................................... 18 Permit and Plan Review Services ............. 85 Budget Calendar ......................................... 20 Inspection and Compliance Services ....... 87 Financial Policies ....................................... 21 Planning and Development........................ 89 FINANCIAL OVERVIEW Source and Use of Funds .......................... 23 Business Development .............................. 91 POLICE DEPARTMENT Fund Balances ............................................ 24 Police Department Summary..................... 93 Budget Summary ........................................ 26 Professional Standards.............................. 95 Personnel Summary................................... 27 Patrol Services ............................................ 97 Revenue Summary ..................................... 28 Support Services ........................................ 99 Revenue Detail ............................................ 29 Counseling Services ................................101 Expense Summary ..................................... 36 Investigations............................................103 Expense Detail ............................................ 37 Special Operations ...................................105 Revenue Sources ....................................... 46 Property Tax Rates..................................... 54 GENERAL FUND General Fund Summary ............................. 55 MANAGEMENT AND POLICY FIRE DEPARTMENT Fire Department Summary.......................107 Fire Operations .........................................109 Fire Prevention..........................................111 PUBLIC WORKS Management and Policy Summary ........... 57 Public Works Summary............................113 Mayor and Council ..................................... 59 Public Works Administration...................115 Town Manager............................................. 61 Mosquito Control ......................................117 Town Clerk .................................................. 63 Utility Locates ...........................................119 Table of Contents COMMUNITY SERVICES Community Services Summary............... 121 Parks and Open Space............................. 123 Aquatics..................................................... 125 Recreation Centers................................... 127 Recreation Programs ............................... 129 Culture and Arts........................................ 131 OTHER GENERAL FUND STREET FUND Street Fund Summary ..............................167 Street Maintenance ...................................169 Traffic Control ...........................................171 Right of Way Maintenance .......................173 INTERNAL SERVICE FUNDS Internal Service Funds Summary............175 Fleet Maintenance.....................................177 Other General Fund Summary ................ 133 Copy Services ...........................................179 Contracted Services ................................. 133 Health Self Insurance ...............................181 Social Services ......................................... 133 Transportation .......................................... 134 ENTERPRISE FUNDS Enterprise Funds Summary..................... 137 WATER Water Summary ........................................ 139 Water Conservation.................................. 141 Water Production...................................... 143 Water Distribution..................................... 145 Water Metering.......................................... 147 WASTEWATER Wastewater Summary .............................. 149 Wastewater Collection ............................. 151 Wastewater Plant Operations.................. 153 Wastewater Reclaimed............................. 155 Wastewater Quality................................... 157 SOLID WASTE Solid Waste Summary.............................. 159 Solid Waste Residential ........................... 161 Solid Waste Commercial.......................... 163 IRRIGATION Irrigation Summary................................... 165 SPECIAL REVENUE Special Revenue Funds Summary ..........183 Redevelopment .........................................185 CDBG/HOME..............................................187 System Development Fees ......................189 Grants ........................................................191 Riparian Program......................................193 Special Districts ........................................195 Other Agency ............................................197 REPLACEMENT FUNDS Replacement Funds Summary ................199 Replacement Funds Detail.......................200 CAPITAL IMPROVEMENTS Capital Improvements Summary.............203 Capital Improvement Listing ...................204 Capital Improvement Descriptions .........207 DEBT SERVICE Debt Service Summary.............................217 Debt Service Detail ...................................218 APPENDIX Personnel Detail........................................223 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 Table of Contents Table of Contents Table of Contents Table of Contents Table of Contents Table of Contents Table of Contents Table of Contents Table of Contents 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, operations guide and communication device. 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 Development Services includes Permit and Plan Review Services, Inspection and Compliance Services, Planning and Development, and Business Development. 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 section communicates 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 Business Unit 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 reported 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 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 individually approved and 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 480-503-6868 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, 2005. 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 nine department directors, three executive staff, and approximately 1,137 employees. MAYOR AND COUNCIL Mayor ---------------------------------------------------------- Steven M. Berman Vice-Mayor ----------------------------------------------------- David W. Crozier Councilmember ---------------------------------------------------- Joan Krueger Councilmember ---------------------------------------------------Larry Morrison Councilmember -----------------------------------------------------Les Presmyk Councilmember ---------------------------------------------Donald L. Skousen Councilmember -------------------------------------------------------- Steve Urie EXECUTIVE TEAM Town Manager --------------------------------------------------George A. Pettit Assistant Town Manager ---------------------------------- Marc A. Skocypec Assistant Town Manager -------------------------------------------- Tami Ryall Chief Technology Officer ------------------------------------- Shawn Woolley Acting Community Services Director ------------------------Maury Ahlman Town Prosecutor -----------------------------------------------------Lynn Arouh Police Chief ---------------------------------------------------------------Tim Dorn Fire Chief -------------------------------------------------------------Collin DeWitt Public Works Director --------------------------------------------- Lonnie Frost Support Services Director ------------------------------------------------Vacant Development Services Director-----------------------------------------Vacant Presiding Judge---------------------------------------------- David Lee Phares Town Clerk -------------------------------------------- Catherine A. Templeton -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 Assistant Town Manager Support Services Public Works Facilities Maintenance Streets Fleet Maintenance Enterprise Operations Finance Legal Technology Services Prosecutor Personnel Community Services Parks and Open Space Development Services Recreation Customer Service Culture and Arts Permit and Plan Review Program Support Inspection and Compliance Planning and Development Public Safety Business Development Police Fire -7- 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: ƒ ƒ ƒ ƒ ƒ ƒ 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 and Chandler School Districts for construction of Aquatic Centers and South Library 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 - 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 fiscal year 2005. - 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 Town Staff Schools y bilit ss onsi e Resp orthin w t s u Tr Civic Groups NonProfits Police Businesses ect Resp Media We see our H.O.A.s and neighbors supporting each other and demonstrating the same character traits in all they do. The effect is people helping people to make our neighborhoods safe places to raise our families. Faith Communities ss rne Fai ship izen t i C ing Car We see businesses demonstrating and rewarding their employees and customers for the use of the same good character traits in their decisions. The effect is increased morale, increased productivity and increased revenue. We see families discussing and reinforcing the same character traits they learned at work and school in their home. The effect is a more supportive, encouraging and happy home. We see the media providing generous press coverage to highlight the character trait of the month and provide a spotlight on those people in our community as well as from history who are/have been exemplary role models of good character traits. The effect is a clearer picture and greater conscious awareness of what it looks like to be a person of good character. Together as citizens of Gilbert we unite and stand for the strong moral character that has made, and will continue to make, this nation great. We choose to be a Community With Character and embrace the “Six Pillars of Character” from 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% 23.1% 26.6% 7.0% 17.2% ƒ One-third of the population is 19 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 2005 was $272,800 6,000 The resale home median value in 2005 was $292,000 5,000 4,000 3,000 ƒ Over 300 building permits are issued per month on average ƒ Average rent for a one bedroom unit is $608, two bedrooms average $828 2,000 1,000 0 1999 2000 2001 2002 2003 2004 2005 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 anticipated population at build out is in excess of 330,000 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 35,800 non-home based jobs in Gilbert ƒ Residents hold approximately 34% of the nonhome based jobs ƒ Unemployment rate of 2.3% ƒ The median household income is $68,032 - 15 - Major Employers Gilbert Unified School District Town of Gilbert B H Drywall GoDaddy.com Target Employees 4,601 1,150 1,100 700 660 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 $241,228,786. 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 3% market range adjustment and a 5% pay for performance 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 ¾ The major steps in preparation of the budget were: ¾ Update FY 2006 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 Calendar 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 Solid Waste - Commercial 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 December 2005 1 20 Departments submit 05-06 estimated expenditures CIP adopted by Council January 2006 9 Budget combines estimated expenditures and projected revenue to update financial tables to determine availability for the 2006-2007 budget February 2006 7 Discussion with Council on major concerns or priorities for the 2006-2007 budget 7 Direction received from Council on number and types of hearings and meetings to discuss the 2006-2007 budget 17 Departments complete 2006-2007 budget requests and five year plans 17 Departments update goals, objectives and performance measures for the 2006-2007 budget March 2006 1-30 Review Department requests and make recommendations for funding priorities April 2006 18 Special meeting with Council to discuss assumptions, preliminary finacial forecasts, and an overview of Department requests May 2006 23 Council establishes funding levels for outside agencies for the 2006-2007 budget June 2006 6 Adopt 2006-2007 Preliminary budget 6 Adopt 2006-2007 Pay Plan 6 Adopt Property Tax Rate 29 Publish 2006-2007 Preliminary Budget exhibits 30 Departments update 2005-2006 accomplishments July 2006 6 11 Publish 2006-2007 Preliminary Budget exhibits Adopt 2006-2007 Final budget - 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 Development Services 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 $14,000,000 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 General Fund 16.0% Replacement Funds 7.0% Street Fund 2.7% Enterprise Funds 7.6% Capital Improvements 40.7% Special Revenue 8.4% Debt Service 17.6% The total source of funds for FY 2007 is approximately $946,100,000. 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 0.6% General Fund 16.4% Street Fund 2.9% Capital Improvements 43.3% Enterprise Funds 8.3% Special Revenue 10.8% Debt Service 17.7% The total use of funds for FY 2007 is approximately $865,500,000. 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 $ ENTERPRISE FUNDS Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation STREET FUND INTERNAL SERVICE FUNDS Fleet Maintenance Copier and Printing Health Self-Insurance REDEVELOPMENT REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund SUB TOTAL OPERATING FUNDS 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 Riparian Street Light Districts Parkway Maintenance Districts Other Special Revenue CAPITAL PROJECTS FUNDS Capital Funding Improvement District Streets & Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space $ Revenue Total Sources Total Uses $ 115,731,880 $ 147,739,841 $ 139,871,220 1,090,126 10,587,897 660,644 (965,127) - 28,528,000 17,096,200 11,585,000 1,930,900 49,850 29,618,126 27,684,097 12,245,644 965,773 49,850 34,627,950 19,981,540 11,720,380 1,864,430 49,810 4,900,101 20,600,620 25,500,721 24,911,760 588,961 46,309 196,720 811,232 5,800,000 300,000 9,620,000 5,846,309 496,720 10,431,232 5,820,750 380,000 8,942,000 25,559 116,720 1,489,232 59,368 83,000 142,368 83,000 59,368 14,460,299 1,213,748 17,802,839 11,525,803 3,743,164 1,075,419 28,631 2,948,140 1,762,860 4,337,620 4,765,860 1,264,960 95,430 22,040 17,408,439 2,976,608 22,140,459 16,291,663 5,008,124 1,170,849 50,671 3,774,500 525,300 74,000 30,000 514,000 30,000 - 13,633,939 2,451,308 22,066,459 16,261,663 4,494,124 1,140,849 50,671 99,245,134 $ 226,522,360 $ 325,767,494 $ 253,200,640 32,007,961 Ending Balance $ 7,868,621 (5,009,824) 7,702,557 525,264 (898,657) 40 $ 72,566,854 499,044 15,129,585 19,430,108 (29,493,767) 106,003 3,971,690 (18,460,388) 13,246,883 4,493,020 2,599,520 51,662 275,156 (27,491) 121,494 504,088 320,000 15,765,000 3,250,000 15,274,000 3,038,000 3,262,000 4,109,000 10,561,000 3,433,000 950,000 1,884,000 829,260 1,401,960 613,930 1,026,780 819,044 30,894,585 22,680,108 (14,219,767) 3,144,003 7,233,690 (14,351,388) 23,807,883 7,926,020 3,549,520 1,935,662 1,104,416 1,374,469 735,424 1,530,868 450,000 11,553,000 174,000 22,991,000 3,077,000 2,801,980 11,435,750 23,189,790 8,744,860 1,362,000 1,883,580 810,630 1,446,370 649,630 1,051,260 369,044 19,341,585 22,506,108 (37,210,767) 67,003 4,431,710 (25,787,138) 618,093 (818,840) 2,187,520 52,082 293,786 (71,901) 85,794 479,608 273,897 10,425,946 (621) 2,749,339 (134,071) (2,339,205) (3,021,151) 2,278,097 1,504,621 8,500 89,060,260 61,131,620 2,428,000 5,512,710 54,063,080 76,933,410 20,351,000 2,653,570 54,592,560 282,397 89,060,260 71,557,566 2,427,379 8,262,049 53,929,009 74,594,205 17,329,849 4,931,667 56,097,181 89,060,260 66,362,670 2,426,000 8,163,750 53,600,900 68,763,820 20,251,000 4,996,330 56,105,560 282,397 5,194,896 1,379 98,299 328,109 5,830,385 (2,921,151) (64,663) (8,379) - 24 - Table of Contents Fund Balances Starting Balance DEBT SERVICE FUNDS General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater TRUST AND AGENCY FUNDS TOTAL ALL FUNDS 7,287,473 (2,411,442) 51,539,574 555,190 6,676,902 Revenue Total Sources Total Uses Ending Balance 30,114,690 3,759,930 53,839,000 12,298,000 37,402,163 1,348,488 51,539,574 54,394,190 18,974,902 32,014,880 259,930 49,763,360 50,572,380 18,373,000 5,387,283 1,088,558 1,776,214 3,821,810 601,902 102,824 800 103,624 2,400 101,224 $ 187,179,114 $ 758,987,420 $ 946,166,534 $ 865,537,730 $ 80,628,804 The Fund Balances table shows the estimated carry forward balance combined with new revenue and transfers from other funds to provide an available resources column. Total uses include expenses and transfers to other funds that subtract from the available resources. The ending balance is a projection based on estimated beginning balance plus an assumption of 100% revenue collection and 100% expended. Some of the funds indicate a planned deficit position during this fiscal year. Following is an explanation of the variance: ¾ The Water Operating Fund has a planned deficit of $5,009,824 due to one time capital improvement funding transfers in the amount of $9,093,410. ¾ The Solid Waste Commercial Fund has a planned deficit of $898,657 due to an interfund transfer from operating to replacement funds. All rolling stock and equipment in the Enterprise Funds was 100% funded for the replacement value in the FY 2006 budget. Without this funding transfer the Solid Waste Commercial Fund would have an anticipated positive balance of $90,483. ¾ The Wastewater, Fire and General Government System Development Funds are used to finance capital improvements related to new growth. Fees are collected on each building permit for new construction. The fee model is based on projected total cost at build out divided by the total number of units adding to the requirement for new infrastructure. Infrastructure typically precedes growth resulting in the potential for deficits. 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 Capital Project Funds have planned deficits 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. - 25 - Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 General Fund Enterprise Funds Street Fund Internal Service Funds Special Revenue Replacement Funds Capital Improvements Debt Service Trust Accounts 719.60 136.50 40.50 19.00 4.71 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 0.00 818.47 157.10 47.50 21.00 4.69 0.00 0.00 0.00 0.00 893.50 172.85 57.50 22.00 4.69 0.00 0.00 0.00 0.00 920.31 963.85 1,029.26 1,048.76 1,150.54 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 70,213,231 48,862,551 13,841,195 8,761,639 37,847,371 224,167 92,653,847 26,069,067 2,500 71,573,149 52,374,225 13,568,445 9,974,800 60,183,580 1,048,502 119,229,115 44,975,622 2,500 116,128,580 73,194,710 18,788,530 12,898,010 110,090,140 1,716,000 237,832,490 105,791,480 2,400 105,789,411 76,166,600 18,357,360 13,954,320 108,983,180 1,658,400 221,842,100 99,969,340 2,400 139,871,220 68,244,110 24,911,760 15,142,750 91,703,850 4,947,800 369,730,290 150,983,550 2,400 $298,475,568 $372,929,938 $676,442,340 $646,723,111 $ 865,537,730 EXPENSES BY CATEGORY Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 50,410,657 66,798,104 104,069,831 77,196,976 56,257,197 79,629,091 121,040,784 116,002,866 73,149,830 105,035,660 242,423,700 255,833,150 69,722,400 109,281,801 224,673,260 243,045,650 87,706,650 134,067,760 377,114,730 266,648,590 $298,475,568 $372,929,938 $676,442,340 $646,723,111 $ 865,537,730 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 336,953,767 298,475,568 437,783,879 372,929,938 660,927,490 676,442,340 600,514,160 646,723,111 $ 38,478,199 $ 64,853,941 Total Personnel EXPENSES BY ACTIVITY General Fund Enterprise Funds Street Fund Internal Service Funds Special Revenue Replacement Funds Capital Improvements Debt Service Trust Accounts Total Expenses Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result - 26 - Budget FY 2007 758,987,420 865,537,730 $ (15,514,850) $ (46,208,951) $(106,550,310) Table of Contents Personnel Summary 2003-04 2004-05 2005-06 2005-06 2006-07 Actual Actual Adopted Revised Adopted GENERAL FUND Management and Policy Support Services Legal and Court Development Services Community Development Police Fire Public Works Leisure Services TOTAL GENERAL FUND 22.75 59.75 31.25 0.00 91.65 269.00 110.75 25.50 108.95 719.60 23.75 67.75 31.62 0.00 95.65 276.00 122.50 26.00 106.89 750.16 23.75 69.75 33.62 0.00 95.65 305.00 136.00 28.00 110.20 801.97 28.00 72.50 35.12 0.00 96.65 309.00 139.00 28.00 110.20 818.47 30.75 84.00 39.25 110.88 0.00 331.00 171.75 17.25 108.62 893.50 ENTERPRISE FUNDS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation ENTERPRISE FUNDS 58.00 26.00 46.46 5.54 0.50 136.50 60.00 26.00 51.96 5.54 0.50 144.00 63.50 30.00 54.96 6.14 0.50 155.10 63.50 30.00 56.96 6.14 0.50 157.10 69.00 33.00 62.91 7.44 0.50 172.85 STREETS FUND 40.50 45.00 47.50 47.50 57.50 INTERNAL SERVICE FUNDS 19.00 21.00 21.00 21.00 22.00 SPECIAL REVENUE FUNDS 4.71 3.69 3.69 4.69 4.69 920.31 963.85 1,029.26 1,048.76 1,150.54 TOTAL TOWN POSITIONS Personnel By Fund Enterprise Funds 15.0% Street Fund 5.0% General Fund 77.7% Internal Service Funds 1.9% Special Revenue Funds 0.4% - 27 - Table of Contents Table of Contents Revenue Detail GENERAL FUND Non-Allocated: Privilege License Tax Bed Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise State Shared Privilege License Urban Revenue Sharing SRP in Lieu Investment Income Other Revenue Total Non-Allocated $ Management and Policy: Mayor and Council Town Manager Financial Planning Capital Project Coordination Town Clerk Total Management and Policy $ Development Services: Administration and Customer Svc Permit & Plan Review Building Permit & Plan Review Fire Permit & Plan Review Engineering 34,744,134 1,016,727 268,815 247,152 9,228,830 9,891,309 304,844 230,998 176,713 42,803,571 1,150,488 269,413 291,389 10,162,364 10,084,177 378,782 744,496 428,166 56,109,522 $ 1,178,446 $ 2,838,914 $ 140,592 66,312,846 1,491,548 $ 3,305,678 $ 176,699 - - - 29 - 72,904,840 $ 1,813,800 $ 3,524,110 $ 155,000 - $ 2,135,800 $ 3,414,410 $ 204,500 - 2,162,140 186,000 850,180 1,443,410 216,660 510,420 542,800 190,840 42,180 46,340 $ 51,000 1,500 152,000 $ 90,724,700 75,920 448,440 336,130 1,297,650 4,000 460 176,000 150 700,990 1,248,410 900,810 133,740 168,890 39,440 45,520 15,000 1,000 139,000 $ 74,743,400 51,250,000 1,336,000 309,000 264,000 16,561,100 19,623,600 400,000 660,000 321,000 102,000 441,980 325,990 1,262,000 3,830 176,000 625,710 1,313,110 1,157,380 28,500 152,040 34,200 37,170 $ 2006-07 Adopted 47,928,000 1,336,000 309,000 264,000 11,100,000 11,480,670 400,000 1,390,700 535,030 114,420 429,380 1,270,000 - 2,530 43,097 2,470 128,602 $ 2005-06 Projected 47,950,000 1,114,000 323,000 181,000 10,745,520 11,480,670 400,000 350,000 360,650 329 161,326 616,539 1,178,999 1,084,910 176,796 44,247 42,532 500 24,598 1,666 113,828 $ 2005-06 Adopted 61,892 228,003 295,575 902,000 4,078 122,666 438,089 1,063,905 1,086,834 106,030 21,390 - Legal and Court: General Counsel Public Defender Town Prosecutor Municipal Court Total Legal and Court 2004-05 Actual 56,590 260,814 242,329 614,484 4,229 Support Services: Facilities Maintenance Municipal Center Public Safety Center Heritage Annex Finance Utility Customer Service Technology Services Admin Communication Services Application Operations GIS Application and Support Personnel Training and Development Risk Management Total Support Services 2003-04 Actual 4,028,830 60,000 1,500 150,000 $ 211,500 178,000 4,611,000 678,000 3,400,000 Table of Contents Revenue Detail 2003-04 Actual Permit & Plan Review Planning Inspection & Compliance Building Inspection & Compliance Engineerin Inspection & Compliance Planning Inspection & Compliance Code Inspection & Compliance Backflow Planning & Development Total Development Services $ Community Development: Economic Development Admin Redevelopment Planning Building Inspection Code Compliance Backflow Prevention Development Services Development Engineering Traffic Engineering Total Community Development $ $ 8,417,253 $ 1,734,790 $ 832,194 $ 12,396,991 $ 1,902,103 $ 1,288,146 - 30 - $ 10,535,040 $ 1,810,000 $ 1,026,000 $ 11,301,820 $ 1,972,170 $ 801,060 - 344,020 1,198,920 125,660 49,440 40,000 40,000 216,300 $ 1,000 40 88,830 708,550 2,640 $ 11,974,280 - 10,500 334,000 3,530 1,164,000 122,000 48,000 40,000 40,000 210,000 140 - 325,000 701,000 $ - 300,000 928,700 1,021,000 667,000 1,100 189,280 200 490 1,079,000 5,162,000 1,100 193,830 170,000 4,695,200 200 289,000 1,181,000 79,000 43,000 24,000 34,000 160,000 - 10,456 18,032 465,344 779,370 14,944 $ - 2006-07 Adopted - 1,143,000 5,911,000 150,040 167,000 3,164,000 - 6 1,279 1,622,437 34,961 312 4 38,560 196,644 80 6,125 1,045 650 729 417,015 400,906 3,879 9,665 $ - 2005-06 Projected - 688 473,452 1,293,111 5,396,576 1,585 137,746 178,255 4,913,680 1,898 269,319 5,050 1,122,294 65,606 45,246 33,158 43,945 150,210 (38) - Fire Department: Administration Training Operations Prevention Education Investigation Emergency Operations Center Total Fire Department - 2005-06 Adopted - 257 962,779 5,235,871 14,285 127,860 161,546 1,911,565 3,090 Police Department: Administration Office of Professional Standards Patrol Canine Traffic Court Support School Programs Records Communication Property Alarm Management Counseling General Investigations Special Investigations Crime Prevention ERU Unit Total Police Department 2004-05 Actual 2,014,340 1,000 321,000 30,000 1,000 $ 353,000 Table of Contents Revenue Detail 2003-04 Actual Public Works: Public Works Administration Field Operations Administration Utility Locates Total Public Works 182,332 414,550 331,416 $ Community Services: Administration Parks and Open Space Aquatics Gilbert Pool Mesquite Pool Greenfield Pool Concessions Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Culture and Arts Total Community Services 2004-05 Actual 928,298 260,589 479,145 348,049 $ 68,091 116,990 4,704 42,566 17,365 10,506 18,930 49,614 714,086 23,402 6,772 306,881 68,619 201,992 118,499 4,459 25,764 $ Other General Fund: Animal Control Incarceration Transportation 1,799,240 2005-06 Adopted 1,087,783 318,350 529,960 375,980 $ 85 88,762 207,760 5,152 4,636 48,016 43,700 729,142 18,100 7,204 267,468 56,961 201,474 148,618 5,474 33,180 360 $ 3,624 283,024 34,898 1,866,092 2005-06 Projected 1,224,290 296,400 633,160 490,170 $ 79,000 106,000 93,000 47,000 10,000 2,000 33,000 61,000 737,000 20,000 5,000 326,000 71,000 206,000 143,000 6,000 27,000 $ 1,996 416,658 36,484 1,972,000 2006-07 Adopted 1,419,730 962,410 457,230 $ 70 87,000 77,090 82,400 47,000 6,000 11,000 49,000 43,000 723,000 15,000 6,500 284,000 60,000 206,000 145,000 6,000 27,000 $ 2,000 325,000 - 1,875,060 1,419,640 120 86,000 152,250 148,600 89,250 8,000 10,000 49,060 45,450 844,000 155,000 6,500 300,000 60,000 216,000 150,000 6,000 27,000 - $ 1,000 474,000 - 2,353,230 2,000 488,220 - Total Other General Fund $ 321,546 $ 455,138 $ 327,000 $ 475,000 $ 490,220 Non-Operating $ 50,000 $ - $ - $ - $ - Contingency $ 40,684 $ - $ - $ - $ - TOTAL GENERAL FUND $ 74,391,479 $ 90,283,024 $ 95,292,080 $ 98,342,950 $ 115,731,880 21,200,000 1,120,000 553,000 355,000 861,000 500,300 225,000 24,814,300 24,762,000 1,230,000 947,000 364,000 928,000 23,000 100,000 28,354,000 ENTERPRISE OPERATIONS WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency Fee Investment Income Other Non-Allocated Total Non-Allocated 16,692,463 679,563 196,759 237,728 150,948 237,719 24,253 18,219,433 18,902,005 754,273 230,161 321,011 210,953 469,491 16,561 20,904,455 - 31 - 21,821,000 1,230,000 290,000 339,200 406,800 317,310 25,000 24,429,310 Table of Contents Revenue Detail 2003-04 Actual Production Plant Production Well Production Quality Assurance Total Production 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted 438,650 438,650 5,112,010 605 5,112,615 173,640 173,640 173,640 173,640 174,000 174,000 Distribution - 2,886 - 295,040 - Metering - 3 - 1,500 - TOTAL WATER $ WASTEWATER Non-Allocated: Reuse/Recharge Water Use Charge Wastewater Service Charge Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated Total Non-Allocated 18,658,083 $ 26,019,959 $ 24,602,950 $ 25,284,480 $ 28,528,000 405,210 5,496,391 344,006 4,851,662 232,190 2,852 11,332,311 307,336 948,833 10,800,743 313,749 193,006 12,563,667 667,200 1,179,000 11,722,000 435,300 258,000 14,261,500 493,000 1,251,000 12,379,000 741,300 258,000 15,122,300 667,200 1,366,000 14,347,000 414,000 272,000 17,066,200 25,429 65,669 - 300 - - 344,655 344,655 - - - Reclaimed: Effluent Re-Use Total Reclaimed 10,384 10,384 88 88 - - - Quality 16,506 28,575 25,000 28,900 30,000 Collection Plant Operations: Neely Treatment Facility Total Plant Operations TOTAL WASTEWATER $ SOLID WASTE RESIDENTIAL Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated Total Non-Allocated Collections Uncontained Recycling TOTAL SOLID WASTE RESIDENTIAL $ 11,384,630 $ 13,002,654 $ 14,286,500 $ 15,151,500 $ 17,096,200 7,517,320 35,621 4,291 7,557,232 8,406,471 97,993 90 8,504,554 8,995,000 102,000 5,000 9,102,000 9,267,000 72,300 20,000 9,359,300 10,432,000 25,000 5,000 10,462,000 318,134 146,810 189,000 189,000 189,000 40,198 15,575 - 36,390 - 185,514 256,517 269,000 382,610 934,000 8,101,078 $ 8,923,456 - 32 - $ 9,560,000 $ 9,967,300 $ 11,585,000 Table of Contents Revenue Detail 2003-04 Actual SOLID WASTE COMMERCIAL Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated Total Non-Allocated 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted 623,832 15 623,847 30,000 30,000 1,000 5,000 6,000 - - - - - 30,000 30,000 Collections 568,160 1,189,209 1,170,000 1,206,000 1,230,100 Rolloffs 236,619 357,590 350,000 516,000 670,800 Administration TOTAL SOLID WASTE COMMERCIA $ 1,428,626 $ 1,576,799 $ 1,526,000 $ 1,752,000 $ 1,930,900 IRRIGATION $ 37,072 $ 40,356 $ 47,350 $ 42,620 $ 49,850 TOTAL ENTERPRISE $ 39,609,489 $ 49,563,224 $ 50,022,800 $ 52,197,900 $ 59,189,950 STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated 7,594,672 709,014 4,158,985 90,076 49,357 12,602,104 7,975,941 778,000 5,158,710 173,916 112,005 14,198,572 8,255,850 818,390 4,785,380 156,260 76,000 14,091,880 8,255,850 818,390 5,319,400 279,800 120,820 14,794,260 12,009,660 853,480 7,477,000 145,000 25,000 20,510,140 413,760 413,760 1,090 153,961 155,051 50,000 380,000 430,000 50,000 486,000 536,000 50,000 50,000 Traffic Control: Street Signs Street Lighting Traffic Siganl Maintenance Total Traffic Control 422 21,721 22,143 1,086 36,845 21,894 59,825 - 4,980 4,980 40,000 480 40,480 Right of Way Maintenance: Right of Way Landscape Maintenance Concrete Repair Total Right of Way Maintenance 50,000 897 50,897 460 1,950 2,410 - 1,000 1,000 - Street Maintenance: Asphalt Patching Street Cleaning Total Street Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance: Fleet Maintenance 13,088,904 $ 3,740,047 14,415,858 $ 4,186,365 14,521,880 $ 4,400,000 15,336,240 $ 4,770,000 20,600,620 5,800,000 Total Fleet Maintenance $ 3,740,047 $ 4,186,365 $ 4,400,000 $ 4,770,000 $ 5,800,000 Copy Services $ 101,565 $ 183,286 $ 191,000 $ 193,360 $ 300,000 - 33 - Table of Contents Revenue Detail 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted Health Self-Insurance $ 5,225,922 $ 6,807,276 $ 9,013,460 $ 8,361,000 $ 9,620,000 TOTAL INTERNAL SERVICES $ 9,067,534 $ 11,176,927 $ 13,604,460 $ 13,324,360 $ 15,720,000 REDEVELOPMENT $ 18,787 $ 34,014 $ 156,300 $ 156,300 $ 83,000 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund 962,174 173,003 4,792,010 2,364,160 1,241,258 67,437 - 11,175,340 524,090 5,404,880 4,654,850 3,346,900 1,059,630 18,000 11,195,340 581,270 5,465,280 4,656,760 3,434,500 1,061,630 18,600 2,948,140 1,762,860 4,337,620 4,765,860 1,264,960 95,430 22,040 TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $ 145,776,235 $ 180,584,463 $ 199,781,210 $ 205,771,130 $ 226,522,360 SPECIAL REVENUE FUNDS Solid Waste Container Water SDF Water Resource Fee Wastewater SDF Wastewater Plant Repair Traffic Signal SDF Police SDF Fire SDF Parks and Recreation SDF General Government SDF Grants CDBG/HOME Riparian Programs Street Light Districts Parkway Maintenance Districts Other Special Revenue 386,277 14,944,107 6,062,523 15,505,723 3,295 1,962,948 2,554,997 2,012,076 6,120,519 2,216,640 626,274 1,112,374 175,604 857,333 344,439 584,374 326,814 15,451,522 7,363,619 18,860,642 2,354 2,554,753 2,880,373 3,269,380 11,420,193 2,547,329 1,918,566 370,947 269,043 1,108,901 347,006 692,834 385,000 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 1,537,980 414,610 1,299,790 388,110 629,450 345,560 18,914,400 7,383,000 19,155,810 2,891,000 2,845,000 3,563,000 9,754,000 2,946,000 1,011,490 450,000 371,610 1,286,760 543,200 672,930 320,000 15,765,000 3,250,000 15,274,000 3,038,000 3,262,000 4,109,000 10,561,000 3,433,000 950,000 1,884,000 829,260 1,401,960 613,930 1,026,780 TOTAL SPECIAL REVENUE FUNDS $ 55,469,503 CAPITAL IMPROVEMENTS Capital Funding Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation and Open Space 2,504 56,728 62,292,430 2,344,743 3,730,662 9,378,125 9,234,941 14,145,547 133,860 1,136,253 TOTAL CAPITAL IMPROVEMENTS 9,600,042 1,596,773 196,353 7,796,002 4,622,645 785,860 103,752 10,031 $ 102,455,793 $ $ $ 15,111,416 69,384,276 $ $ 26,183,690 64,287,510 $ $ 26,413,380 72,133,760 $ $ 15,196,910 65,717,930 5,548 526 37,646,241 1,470,021 1,489,613 7,867,544 8,218,087 35,921,167 540,536 4,643,410 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 8,200 21,831,990 3,761,530 4,678,970 39,544,710 39,888,300 80,843,200 2,139,260 16,787,310 8,500 89,060,260 61,131,620 2,428,000 5,512,710 54,063,080 76,933,410 20,351,000 2,653,570 54,592,560 97,802,693 $ 245,743,690 $ 209,483,470 $ 366,734,710 - 34 - Table of Contents Revenue Detail DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater 2003-04 Actual 2004-05 Actual 16,459,121 2,431,641 3,074,786 11,286,287 - 18,625,387 1,730,801 3,074,397 2,841,718 63,739,476 20,886,380 600,000 34,956,000 78,822,000 15,850,000 21,128,000 2,090,000 72,327,000 17,580,000 30,114,690 3,759,930 53,839,000 12,298,000 $ 151,114,380 $ 113,125,000 $ 100,011,620 $ $ $ TOTAL DEBT SERVICE $ 33,251,835 $ 90,011,779 TRUST ACCOUNTS $ 401 $ 668 GRAND TOTAL REVENUE $ 336,953,767 $ 437,783,879 - 35 - 2005-06 Adopted 700 $ 660,927,490 2005-06 Projected 800 $ 600,514,160 2006-07 Adopted 800 $ 758,987,420 Table of Contents Table of Contents Expense Detail 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions 332,896 - 346,189 27,284 836,150 - 797,089 43,421 569,820 75,600 Manager: Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Manager 384,595 249,023 411,606 310,701 620,524 165,916 2,142,365 393,367 245,493 396,984 400,106 902,000 168,879 2,506,829 642,900 286,070 477,660 462,020 1,262,500 243,780 3,374,930 885,416 269,620 490,896 467,209 1,007,900 199,670 3,320,711 915,710 294,600 586,130 608,160 1,297,620 337,680 4,039,900 466,122 552,001 467,000 586,656 738,230 Town Clerk TOTAL MANAGEMENT AND POLICY $ SUPPORT SERVICES Support Services Administration 2,941,383 $ 3,432,303 $ 4,678,080 $ 4,747,877 $ 5,423,550 - - - - 167,210 Facilities Management: Facilities Maintenance Municipal Office I Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Total Facilities Management 595,931 177,594 99,406 1,816,052 190,766 2,879,749 434,016 333,427 213,464 97,361 1,532,606 87,956 8,681 2,707,511 728,650 386,670 196,600 123,070 1,860,520 194,000 23,890 3,513,400 664,670 386,670 186,600 113,070 1,760,530 105,450 23,890 3,240,880 680,660 409,570 202,710 133,480 1,892,440 117,250 201,500 32,940 3,670,550 Financial Services: Finance Purchasing Payroll Utility Customer Service Total Financal Services 1,052,313 1,063,982 2,116,295 1,077,102 1,177,423 2,254,525 1,309,930 1,327,270 2,637,200 1,096,690 1,248,410 2,345,100 970,640 215,200 289,960 1,443,410 2,919,210 Technology Services: Technology Services Communication Systems Application Support GIS Support Total Technology Services 2,828,756 2,828,756 3,149,323 87,144 3,236,467 4,204,200 530,800 4,735,000 1,093,387 1,100,277 1,481,110 581,780 4,256,554 372,490 1,846,010 2,906,870 680,260 5,805,630 Personnel: Personnel Training and Development 760,907 152,811 721,000 178,188 878,600 202,720 850,357 202,100 892,140 245,990 - 37 - Table of Contents Expense Detail 2003-04 Actual Risk Management Total Personnel TOTAL SUPPORT SERVICES 913,718 $ LEGAL AND COURT General Counsel Prosecutor Public Defender Municipal Court TOTAL LEGAL AND COURT 2004-05 Actual 8,738,518 172,887 1,072,075 $ 484,827 842,021 140,518 1,292,352 $ 2,759,718 2005-06 Adopted 9,270,578 228,950 1,310,270 $ 491,901 931,542 166,309 1,431,069 $ 3,020,821 2005-06 Projected 12,195,870 224,874 1,277,331 $ 600,020 1,064,520 180,000 1,754,820 $ 3,599,360 2006-07 Adopted 11,119,865 309,280 1,447,410 $ 525,000 1,088,051 188,500 1,590,760 $ 3,392,311 14,010,010 830,020 1,388,270 210,000 2,083,220 $ 4,511,510 DEVELOPMENT SERVICES Administration and Customer Svc - - - - 822,630 Permitting and Plan Review Services: Permit and Plan Review - Building Permit and Plan Review - Fire Permit and Plan Review - Engineerin Permit and Plan Review - Planning Total Permit and Plan Review Svc - - - - 1,512,570 246,630 1,528,520 347,920 3,635,640 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance - Fire Inspection and Compliance - Enginee Inspection and Compliance - Plannin Inspection and Compliance - Code Inspection and Compliance - Backflo Total Inspection and Compliance Sv - - - - 1,894,110 423,740 1,037,150 82,540 594,170 189,280 4,220,990 Planning and Development - - - - 1,837,250 Business Development: Business Development Admin Redevelopment Total Business Development - - - - 3,996,070 4,741,000 8,737,070 TOTAL DEVELOPMENT SERVICES $ - $ - $ - $ - $ 19,253,580 COMMUNITY DEVELOPMENT Economic Development: Administration Business Development Redevelopment Total Economic Development 1,394,445 82,798 1,910,165 3,387,408 1,458,950 684,928 2,143,878 3,463,040 224,430 3,687,470 2,135,635 2,254,470 4,390,105 - Planning 1,376,387 1,752,351 1,861,420 1,703,740 - - 38 - Table of Contents Expense Detail 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted Building Safety: Building Inspection Code Compliance Backflow Prevention Development Services Total Building Safety 1,902,368 325,082 127,860 545,711 2,901,021 2,261,536 373,403 137,356 582,291 3,354,586 2,769,300 489,080 194,260 656,240 4,108,880 2,889,496 481,265 193,828 599,160 4,163,749 - Engineering: Development Engineering Traffic Engineering Total Engineering 1,138,297 522,451 1,660,748 1,343,053 543,384 1,886,437 1,848,980 831,520 2,680,500 1,841,630 1,148,660 2,990,290 - TOTAL COMMUNITY DEVELOPMENT $ 9,325,564 $ 9,137,252 $ 12,338,270 $ 13,247,884 $ - POLICE DEPARTMENT Administration 542,024 829,206 797,800 628,540 776,150 Office of Professional Standards: Professional Standards OPS - Internal Affairs OPS - Hiring/Accreditation Total Office of Professional Standard 569,631 569,631 710,422 710,422 789,240 789,240 812,230 812,230 347,770 444,660 792,430 11,995,390 246,482 941,935 435,629 171,285 614,151 14,404,872 11,377,519 352,441 1,577,746 281,498 150,558 531,299 14,271,061 16,651,080 498,750 2,795,710 721,880 506,740 956,700 22,130,860 15,509,693 502,365 2,721,150 530,067 433,035 838,165 20,534,475 15,894,450 382,650 2,062,870 737,560 365,240 1,146,360 20,589,130 544,174 1,295,032 365,661 49,090 87,350 118,651 2,459,958 652,491 1,665,961 844,228 49,942 129,961 136,830 3,479,413 1,087,570 2,682,510 6,393,300 59,280 166,580 156,570 10,545,810 894,759 2,238,390 634,774 48,790 240,662 170,840 4,228,215 1,207,650 2,990,500 1,335,300 69,250 271,900 240,750 6,115,350 518,204 557,550 628,500 636,911 787,510 1,547,102 519,720 119,054 2,185,876 1,986,840 581,838 213,566 2,782,244 2,627,730 809,710 240,840 3,678,280 2,668,623 780,750 206,450 3,655,823 408,010 798,560 248,360 1,294,720 1,157,840 3,907,490 Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support - Warrants School Programs Total Patrol Services Support Services: Records Communication Property Alarm Management Training & Program Coordination Planning and Research Total Support Services Counseling Services Investigations: General Investigations Special Investigations Crime Prevention Persons Crimes Property Crimes Total Investigations - 39 - Table of Contents Expense Detail 2003-04 Actual Special Operations: Emergency Response Unit Total Special Operations TOTAL POLICE DEPARTMENT 108,295 108,295 $ FIRE DEPARTMENT Fire Administration Operations: Fire Training Fire Operations Total Operations Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention Emergency Operations Center TOTAL FIRE DEPARTMENT $ PUBLIC WORKS Public Works Administration Field Operations Administration Environmental Programs Irrigation Fund Subsidy Mosquito and Midge Fly Control Utility Locates TOTAL PUBLIC WORKS COMMUNITY SERVICES Community Services Admin Parks: Parks and Open Space Freestone Park Crossroads Park McQueen Park Riparian Programs Total Parks Aquatics: Aquatics Gilbert Pool Mesquite Pool Greenfield Pool Total Aquatics 2004-05 Actual 20,788,860 149,380 149,380 $ 22,779,276 2005-06 Projected 212,740 212,740 $ 38,783,230 2006-07 Adopted 228,200 228,200 $ 30,724,394 86,520 86,520 $ 33,054,580 535,501 583,943 1,251,340 767,640 766,080 439,972 8,193,835 8,633,807 701,246 8,823,586 9,524,832 765,470 22,087,610 22,853,080 791,100 18,913,540 19,704,640 743,360 31,626,770 32,370,130 667,564 72,015 11,926 751,505 730,695 80,660 3,955 815,310 904,670 135,820 18,570 1,059,060 898,490 135,430 11,710 1,045,630 338,780 104,330 18,570 461,680 5,290 105,345 148,410 168,350 366,830 9,926,103 $ 273,532 476,618 232,589 20,412 44,572 331,416 $ 2005-06 Adopted 1,379,139 11,029,430 $ 287,019 522,208 21,580 40,873 346,658 $ 1,218,338 25,311,890 $ 371,970 704,570 31,350 28,750 488,760 $ 1,625,400 21,686,260 $ 304,510 647,840 26,120 28,750 487,260 $ 1,494,480 33,964,720 807,300 33,850 29,750 457,190 $ 1,328,090 707,090 1,140,351 913,170 864,680 896,160 2,560,663 2,560,663 3,403,410 3,403,410 4,474,070 4,474,070 4,328,120 4,328,120 6,714,500 6,714,500 189,370 227,766 417,136 244,134 245,184 489,318 255,310 330,110 103,070 688,490 256,490 314,640 98,720 669,850 326,500 318,700 230,540 875,740 - 40 - Table of Contents Expense Detail 2003-04 Actual Concessions 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted 21,914 - - - - Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Center SE Regional Library Perry Branch Library Total Recreation Centers 244,315 255,142 53,132 753,700 282,252 1,588,541 242,364 323,241 55,483 776,060 335,812 1,732,960 3,137,370 313,070 59,370 907,300 856,270 5,273,380 422,650 316,110 45,370 885,760 840,380 2,510,270 3,266,480 324,660 68,140 893,570 1,117,900 148,000 5,818,750 Recreation Programs: Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Summer Playground Special Needs Outdoor Programs Total Recreation Programs 32,987 429,518 151,071 199,297 309,833 24,466 43,086 1,190,258 40,680 363,180 147,988 209,876 407,696 20,418 47,472 1,237,310 88,050 639,820 200,350 236,800 409,530 45,530 51,120 1,671,200 83,190 517,420 172,430 237,860 477,660 14,680 44,220 1,547,460 48,460 455,140 203,990 236,650 509,670 38,730 47,660 1,540,300 75,848 79,267 120,470 86,760 123,410 Culture and Arts TOTAL COMMUNITY SERVICES $ OTHER GENERAL FUND Animal Control Incarceration Transportation: Transit Williams Gateway Airport Total Transportation Social Services: Youth Special Programs Senior Programs Museum Support Social Services Total Social Services 6,561,450 $ 8,082,616 $ 13,140,780 $ 10,007,140 $ 15,968,860 100,792 675,472 108,667 840,726 108,700 1,100,000 108,700 1,012,800 114,100 1,300,000 1,287,679 350,000 1,637,679 1,582,868 350,000 1,932,868 1,133,000 350,000 1,483,000 1,329,620 350,000 1,679,620 1,398,500 400,000 1,798,500 275,339 20,000 1,433 50,940 347,712 125,000 21,100 23,412 60,213 229,725 125,000 30,000 82,000 68,000 305,000 125,000 279,520 81,700 65,470 551,690 125,000 31,010 52,500 301,660 510,170 TOTAL OTHER GENERAL FUND $ 2,761,655 $ 3,111,986 $ Non-Departmental $ 5,030,841 $ 490,549 $ Appropriated Contingency $ - $ - $ TOTAL GENERAL FUND $ 70,213,231 $ 71,573,149 - 41 - 2,996,700 $ 3,352,810 $ 3,722,770 (540,000) $ 6,016,390 $ 6,098,550 - $ 2,535,000 1,999,000 $ 116,128,580 $ $ 105,789,411 $ 139,871,220 Table of Contents Expense Detail 2003-04 Actual ENTERPRISE OPERATIONS WATER Administration Water Conservation 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted 766,264 227,360 1,009,159 258,863 1,344,720 334,670 1,525,990 336,100 1,578,170 308,440 8,024,083 2,115,135 556,590 10,695,808 7,687,064 2,485,506 579,826 10,752,396 8,514,560 8,329,130 761,450 17,605,140 8,434,250 9,755,120 599,480 18,788,850 10,545,220 4,427,730 799,080 15,772,030 Water Distribution Water Metering 4,307,981 2,982,871 6,300,410 5,026,652 9,398,290 4,475,870 8,707,920 4,337,160 8,897,190 4,576,710 Debt 2,690,911 3,011,042 3,578,590 3,580,890 3,570,410 Non-Departmental - - (415,000) - (583,000) Appropriated Contingency - - 508,000 - 508,000 Production: Water Plant Production Water Wells Production Water Quality Assurance Total Production TOTAL WATER FUND $ 21,671,195 $ 26,358,522 $ 36,830,280 $ 37,276,910 $ 34,627,950 WASTEWATER Wastewater Administration Wastewater Collection 145,819 6,057,698 1,321,110 4,436,767 1,815,380 9,576,250 1,764,040 10,733,800 1,818,720 7,937,240 Wastewater Plant Operations: Neely Treatment Facility South East Treatment Facility Total Wastewater Plant Operations 8,693,358 993,487 9,686,845 6,039,930 1,084,167 7,124,097 3,969,370 2,520,700 6,490,070 4,704,420 2,520,760 7,225,180 4,465,820 2,547,030 7,012,850 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 592,481 629,210 1,221,691 755,677 427,045 1,182,722 1,455,060 950,580 2,405,640 1,381,750 1,205,630 2,587,380 1,313,750 887,360 2,201,110 Wastewater Quality 329,475 364,443 518,320 523,350 455,870 Debt 633,906 464,450 510,500 514,270 526,650 Non-Departmental - - (222,900) - (315,900) Appropriated Contingency - - 345,000 - 345,000 TOTAL WASTEWATER SOLID WASTE RESIDENTIAL FUND Residential Administration Residential Collections Uncontained Collections $ 18,075,434 954,289 5,240,321 901,939 $ 14,893,589 1,206,035 6,103,597 1,488,927 - 42 - $ 21,438,260 1,504,590 7,094,330 1,848,470 $ 23,348,020 1,396,860 7,081,850 2,372,470 $ 19,981,540 1,406,040 6,334,820 1,676,890 Table of Contents Expense Detail 2003-04 Actual Recycling Environmental Programs Non-Departmental Appropriated Contingency TOTAL SW RESIDENTIAL FUND 2004-05 Actual 650,454 $ SOLID WASTE COMMERCIAL FUND Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Appropriated Contingency 7,747,003 2005-06 Adopted 848,560 1,079 $ 30,048 1,106,187 195,612 - 9,648,198 2005-06 Projected 1,930,650 (223,000) 298,000 $ 33,446 1,109,411 290,703 - 12,453,040 2006-07 Adopted 1,800,670 184,730 $ 22,390 1,796,620 573,770 (27,000) 60,000 12,836,580 2,078,370 213,260 (223,000) 234,000 $ 82,590 1,856,790 723,090 - 11,720,380 107,260 1,243,440 493,730 (27,000) 47,000 TOTAL SW COMMERCIAL FUND $ 1,331,847 $ 1,433,560 $ 2,425,780 $ 2,662,470 $ 1,864,430 IRRIGATION $ 37,072 $ 40,356 $ 47,350 $ 42,620 $ 49,810 TOTAL ENTERPRISE OPERATIONS $ 48,862,551 $ 52,374,225 $ 73,194,710 $ 76,166,600 $ 68,244,110 STREETS Administration Street Debt 458,543 2,868,596 558,377 3,264,774 731,600 3,274,960 683,910 3,274,960 678,330 3,282,460 Streets Maintenance: Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 485,709 937,835 105,542 5,844,408 422,269 7,795,763 510,249 790,067 103,140 4,509,653 511,679 6,424,788 570,120 1,399,970 109,300 7,344,160 582,650 10,006,200 610,150 1,985,040 115,830 4,113,610 592,770 7,417,400 652,270 1,849,570 259,070 3,981,850 470,820 473,440 7,687,020 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Street Traffic Control 623,154 269,915 682,169 379,065 1,954,303 543,914 254,435 695,410 546,357 2,040,116 667,110 326,710 789,310 594,470 2,377,600 548,840 309,200 912,670 652,000 2,422,710 713,660 640,730 1,188,370 1,462,050 4,004,810 536,992 151,775 75,223 763,990 695,947 169,339 415,064 1,280,350 772,400 207,420 300,100 1,279,920 666,520 181,550 500,100 1,348,170 875,680 305,470 976,700 2,157,850 Storm Drainage Maintenance - 40 - - - Non-Departmental - - 864,250 3,210,210 6,847,290 Right of Way Maintenance: Right of Way Maintenance Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance - 43 - Table of Contents Expense Detail 2003-04 Actual Appropriated Contingency TOTAL STREETS 2004-05 Actual - $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance 13,841,195 2005-06 Adopted - $ 3,682,061 70,778 5,008,800 13,568,445 2005-06 Projected 254,000 $ 4,198,645 151,989 5,624,166 18,788,530 2006-07 Adopted - $ 4,375,430 223,000 8,299,580 18,357,360 254,000 $ 4,768,320 236,000 8,950,000 24,911,760 5,820,750 380,000 8,942,000 TOTAL INTERNAL SERVICE $ 8,761,639 $ 9,974,800 $ 12,898,010 $ 13,954,320 $ 15,142,750 REDEVELOPMENT $ 54,839 $ 97,341 $ 127,580 $ 90,000 $ 83,000 REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund 224,167 224,167 149,453 37,762 861,287 - 627,000 60,000 101,000 80,000 633,000 215,000 - 627,000 60,000 101,000 80,000 633,000 157,400 - 3,774,500 525,300 74,000 30,000 514,000 30,000 - TOTAL REPLACEMENT FUNDS $ SUB-TOTAL OPERATING FUNDS $ 141,957,622 $ 148,636,462 $ 222,853,410 $ 216,016,091 $ 253,200,640 259,579 18,380,954 231,520 6,538,218 2,647,153 1,690,004 3,040,194 359,545 654,049 33,801,216 285,953 10,863,368 4,908,752 25,568,360 344,654 2,111,165 1,436,974 6,775,491 4,114,132 602,901 57,011,750 378,000 16,564,460 173,640 48,689,500 2,344,130 1,599,380 17,216,300 13,958,250 3,041,610 103,965,270 378,000 16,546,220 173,640 50,500,330 4,430,640 1,805,000 15,193,930 14,066,950 1,584,000 104,678,710 450,000 11,553,000 174,000 22,991,000 3,077,000 2,801,980 11,435,750 23,189,790 8,744,860 84,417,380 365,806 238,371 1,604,850 853,850 1,362,000 CDBG/HOME: Administration Projects Total CDBG/HOME 102,305 1,048,669 1,150,974 106,263 258,959 365,222 127,020 1,410,960 1,537,980 332,500 100,000 432,500 132,450 1,751,130 1,883,580 Riparian Programs 175,603 246,491 247,760 298,160 810,630 $ 1,048,502 $ 1,716,000 $ 1,658,400 $ 4,947,800 SPECIAL REVENUE FUNDS Development Fees: Solid Waste Container Water System Development Fee Water Resource Fee Wastewater System Devel Fee Wastewater Plant Repair Traffic Signal System Devel Fee Police System Development Fee Fire System Development Fee Parks & Rec System Devel Fee General Govt System Devel Fee Total Development Fees Grants - 44 - Table of Contents Expense Detail 2003-04 Actual Maintenance Districts: Street Light ID Parkway ID Total Maintenance Districts Other Agency TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Capital Funding Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Buildings Water Wastewater Storm Water Parks, Recreation and Open Space TOTAL CAPITAL IMPROVEMENT $ DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL DEBT SERVICE $ TRUST ACCOUNTS Fire Pension 2004-05 Actual 2005-06 Adopted 2005-06 Projected 2006-07 Adopted 1,041,755 292,159 1,333,914 1,153,175 324,616 1,477,791 1,437,200 509,570 1,946,770 1,224,100 574,700 1,798,800 1,446,370 649,630 2,096,000 965,019 746,614 659,930 831,160 1,051,260 60,086,239 $ 109,962,560 $ 108,893,180 1,065,682 45,586,517 2,348,391 2,565,339 7,494,663 9,024,569 16,830,587 385,082 7,353,017 13,040 52,640,553 1,917,745 5,471,154 9,600,275 10,526,137 31,931,894 825,512 6,302,805 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 28,343,170 3,703,760 3,682,770 39,559,030 45,711,320 83,239,200 1,373,210 16,229,640 89,060,260 66,362,670 2,426,000 8,163,750 53,600,900 68,763,820 20,251,000 4,996,330 56,105,560 92,653,847 $ 119,229,115 $ 237,832,490 $ 221,842,100 $ 369,730,290 16,203,184 2,426,518 6,227,184 1,212,181 - 17,895,007 3,674,599 3,032,582 137,210 20,236,224 19,370,150 484,600 34,951,000 13,014,860 37,970,870 21,268,310 314,530 23,980,150 54,406,350 32,014,880 259,930 49,763,360 50,572,380 18,373,000 44,975,622 $ 105,791,480 99,969,340 $ 150,983,550 2,500 2,400 2,400 2,400 37,792,532 26,069,067 $ $ 2,500 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 298,475,568 $ 2,500 $ 372,929,938 - 45 - $ 2,400 $ 676,442,340 $ $ 2,400 $ 646,723,111 $ $ 91,620,850 2,400 $ 865,537,730 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 FY 2007 budget and future projections. “Transfers In” are not included in these sources, but information 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 FY 2007 is $758,987,420; of this $266,648,590 is transfer of resources from one fund to another and $492,338,830 is new revenue. This is a 22% increase from budget FY 2006. 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 2003-04 Actual Taxes and Fees License and Permits Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Bond Proceeds Total 2004-05 Actual 2005-06 Budget 2005-06 Projected 2006-07 Adopted 100,932,381 6,297,983 34,440,730 52,650,675 2,115,055 1,994,434 2,700,478 52,902,954 121,070,066 9,251,424 40,149,320 60,344,247 2,417,453 5,148,580 5,374,811 78,025,112 123,292,200 7,877,000 52,139,960 68,019,660 2,246,000 3,906,320 7,494,530 140,118,670 123,115,300 8,567,100 54,548,440 69,076,460 2,535,850 9,864,020 6,803,680 82,957,660 127,685,570 8,938,200 86,509,730 79,639,930 2,610,000 6,018,380 16,398,760 164,538,260 $ 254,034,690 $ 321,781,013 $ 405,094,340 $ 357,468,510 $ 492,338,830 FY 2007 Revenue Sources All Funds By Type Taxes and Fees 26% Bond Proceeds 33% Other Non-Operating 3% License and Permits 2% Investment Income 1% Fines and Forfeits 1% Charges for Service 16% - 46 - Intergovernmental 18% 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 FY 2001. The State collects this sales tax revenue and remits the amount collected weekly. Gilbert anticipates an increase in sales tax collections of 68% 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 174% 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 State Legislature provided a construction sales tax exemption to homebuilders for system development fees paid. This exemption results in an anticipated revenue loss of construction sales tax of $839,000. The projections are based on the following assumptions: ƒ ƒ ƒ ƒ ƒ ƒ the economy will continue to grow at the same pace construction will remain constant and start to decline in FY 2009 no significant new non-retail sources will develop retail development will continue as planned other sales tax areas will grow at 2% annually the sales tax rate will not increase Year Retail (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 $90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 05-06 Construction 12,529,574 11,953,344 14,316,218 15,761,520 19,530,000 23,417,000 38,241,000 46,853,000 51,533,000 53,563,000 7,889,630 8,218,169 9,100,453 14,961,394 14,700,000 13,861,000 13,861,000 13,168,000 12,510,000 11,885,000 Other 8,775,081 9,197,413 11,327,464 12,080,584 13,698,000 13,972,000 14,251,000 14,536,000 14,827,000 15,124,000 Total $ $ $ $ $ $ $ $ $ $ 29,194,285 29,368,926 34,744,135 42,803,498 47,928,000 51,250,000 66,353,000 74,557,000 78,870,000 80,572,000 Other Construction Retail 06-07 07-08 08-09 - 47 - 09-10 10-11 Table of Contents Revenue Sources Property Tax Property tax only repays debt issued for voter approved bonds. General Obligation 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. The levy for street lights and parkway maintenance is collected on the property tax bill and is included in taxes and fees area. 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. This revenue is included in the other non-operating category. 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 280 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. $80,000 $70,000 (in thousands) $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 01-02 02-03 03-04 04-05 05-06 - 48 - 06-07 07-08 08-09 09-10 10-11 Table of Contents Revenue Sources 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 FY 2006 there was an average of 289 single family home permits issued monthly. 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 FY 2005 is distributed to the Cities in FY 2007. 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 special census, completed in 2005, is the basis under which state shared revenues was distributed. Due to Gilbert’s rapid population growth coupled with Arizona’s strong economy resulted in an increase of $20,439,030 for these five sources of state shared revenues. The graph below shows the amount of Intergovernmental revenue received per capita based on actual amounts received and future projections. The graph clearly illustrates the increase after a census and the subsequent decline in revenue per capita. - 49 - Table of Contents Revenue Sources State Shared Revenue Per Capita $350 $300 $250 $200 $150 $100 $50 $0 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 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 FY 2007. The following table compares the charges based on use. Year 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 General Services 2,604,460 3,468,828 4,848,345 6,086,931 6,605,842 6,106,830 6,290,035 6,478,736 6,673,098 6,873,291 Internal Services 3,261,783 3,325,213 8,923,383 11,022,569 13,609,042 15,720,000 17,636,000 19,806,000 22,265,000 25,054,000 Water, Irrigation 16,514,943 17,132,272 18,356,485 20,516,300 24,105,500 28,247,000 30,389,000 32,173,000 34,064,000 36,066,000 - 50 - Wastewater 9,997,086 10,330,528 11,097,268 12,056,912 14,123,000 16,380,200 17,466,200 18,390,300 19,237,000 20,089,300 Solid Waste 7,918,818 8,782,719 9,388,118 9,927,178 11,239,000 12,332,900 13,505,600 14,644,000 15,842,000 17,103,200 Total $ $ $ $ $ $ $ $ $ $ 40,297,090 43,039,560 52,613,599 59,609,890 69,682,384 78,786,930 85,286,835 91,492,036 98,081,098 105,185,791 Table of Contents Revenue Sources Total Charges for Service $120,000 (in thousands) $100,000 $80,000 $60,000 $40,000 $20,000 $0 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 Water Water user fees are reviewed annually to ensure that revenue is able to cover 100% of the actual and anticipated cost of providing 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. A rate increase is included for FY 2007. The graph below shows the anticipated growth in revenue resulting from increases in customer base and the FY 2007 fee increases. $40,000 (in thousands) $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 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. The graph below shows the anticipated growth in revenue resulting increases in customer base and an increase in average winter consumption. - 51 - Table of Contents Revenue Sources $24,000 (in thousands) $21,000 $18,000 $15,000 $12,000 $9,000 $6,000 $3,000 $0 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 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. $18,000 $16,000 (in thousands) $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 01-02 02-03 03-04 04-05 05-06 - 52 - 06-07 07-08 08-09 09-10 10-11 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. $3,500 (in thousands) $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 INVESTMENT INCOME Gilbert invests all idle cash with the State of Arizona Local Government Investment Pool (LGIP). The current rate of return is about 3.8%. The average for FY 2006 was 3.45%. 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 two bond issues in FY 2007: ♦ General Obligation Debt for Street projects ♦ MPC – Water Resources Debt for Water Projects $25,478,000 $50,000,000 In addition, there is a reserve amount for Improvement District Debt in the amount of $89,060,260 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 53 - 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 2006/07 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School District Total Primary Special Districts 3% Gilbert 11% County 13% Gilbert School District 63% Gilbert School District Community College/EVT 10% Chandler School District Higley School District $0.0000 1.1794 0.8815 0.0000 0.0000 0.0500 3.7831 $5.8940 $0.0000 1.1794 0.8815 0.0000 0.0000 0.0500 4.1763 $6.2872 $0.0000 1.1794 0.8815 0.0000 0.0000 0.0500 4.5756 $6.6865 Secondary (Debt) County Community College Fire District Flood Control County Library Central Arizona Project Special Health Care District Gilbert East Valley Institute Local School District Total Secondary $0.0000 0.1831 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0000 3.0426 $4.8763 $0.0000 0.1831 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0000 2.1521 $3.9858 $0.0000 0.1831 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0000 1.4139 $3.2476 Total State County Community College Education Equalization Fire District Flood Control County Library Central Arizona Project Special Health Care District Gilbert East Valley Institute Local School District Total Tax Rate $0.0000 1.1794 1.0646 0.0000 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0500 6.8257 $10.7703 $0.0000 1.1794 1.0646 0.0000 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0500 6.3284 $10.2730 $0.0000 1.1794 1.0646 0.0000 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0500 5.9895 $9.9341 - 54 - Table of Contents General Fund General Fund Summary Management and Policy Support Services Legal and Court Development Services Police Department Fire Department Public Works Community 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, Development Services, Community Services and Internal Support functions. The following table indicates the subsidy provided for each major area. Program FY 2006-07 Appropriation FY 2006-07 Recovery FY 2006-07 Subsidy Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency $ 5,423,550 14,010,010 4,511,510 19,253,580 33,054,580 33,964,720 1,328,090 15,968,860 3,722,770 6,098,550 2,535,000 $ 2,162,140 4,028,830 211,500 11,974,280 2,014,340 353,000 1,419,640 2,353,230 490,220 - $ Total General Fund $ 139,871,220 $ 25,007,180 $ 114,864,040 3,261,410 9,981,180 4,300,010 7,279,300 31,040,240 33,611,720 (91,550) 13,615,630 3,232,550 6,098,550 2,535,000 FY 2006-07 % Subsidized 60% 71% 95% 38% 94% 99% -7% 85% 87% 100% 100% 82% 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 $115,731,880. The non-allocated revenue detailed in the summary section of this document provides for the subsidy. The nonallocated amount is $90,724,700. The remaining subsidy amount of $24,139,340 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 280 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. - 55 - Table of Contents General Fund PERSONNEL BY ACTIVITY Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency Total Personnel EXPENSES BY ACTIVITY Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund 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 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 22.75 66.75 31.25 91.65 269.00 110.75 18.50 108.95 0.00 0.00 0.00 23.75 74.75 31.62 95.65 276.00 122.50 19.00 106.89 0.00 0.00 0.00 23.75 78.75 33.62 95.65 305.00 136.00 19.00 110.20 0.00 0.00 0.00 28.00 81.50 35.12 96.65 309.00 139.00 19.00 110.20 0.00 0.00 0.00 30.75 84.00 39.25 110.88 331.00 171.75 17.25 108.62 0.00 0.00 0.00 719.60 750.16 801.97 818.47 893.50 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 2,941,383 8,738,518 2,759,718 9,325,564 20,788,860 9,926,103 1,379,139 6,561,450 2,761,655 5,030,841 - 3,432,303 9,270,578 3,020,821 9,137,252 22,779,276 11,029,430 1,218,338 8,082,616 3,111,986 490,549 - 4,678,080 12,195,870 3,599,360 12,338,270 38,783,230 25,311,890 1,625,400 13,140,780 2,996,700 (540,000) 1,999,000 $ 70,213,231 $ 71,573,149 Actual FY 2004 4,747,877 11,119,865 3,392,311 13,247,884 30,724,394 21,686,260 1,494,480 10,007,140 3,352,810 6,016,390 - 5,423,550 14,010,010 4,511,510 19,253,580 33,054,580 33,964,720 1,328,090 15,968,860 3,722,770 6,098,550 2,535,000 $116,128,580 $105,789,411 $139,871,220 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 40,073,960 17,299,005 577,135 12,263,131 44,550,496 19,779,418 1,364,454 5,878,781 58,946,530 27,660,920 788,490 28,732,640 55,781,270 25,103,841 810,480 24,093,820 70,164,830 33,144,510 1,393,940 35,167,940 $ 70,213,231 $ 71,573,149 $116,128,580 $105,789,411 $139,871,220 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 74,391,479 70,213,231 90,283,024 71,573,149 95,292,080 116,128,580 98,342,950 105,789,411 115,731,880 139,871,220 $ 4,178,248 $ 18,709,875 - 56 - $ (20,836,500) $ (7,446,461) $ (24,139,340) Table of Contents Management and Policy Management and Policy Summary Mayor and Council Town Manager Town Clerk Table of Contents Management and Policy BUSINESS UNIT DESCRIPTION This unit represents the core policy and managerial functions of Gilbert, including: Mayor and Council, Town Manager, and Town Clerk. The Mayor and Council represent the legislative side of government and set policy for Gilbert. 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 $865 million and represents a workforce of 1,150 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. GOALS FY 2007 ♦ Manage the growth of the community in harmony the community’s vision for the future while maintaining the present and protecting Gilbert history ♦ Balance the present and future aspirations within available resources ♦ Improve organizational effectiveness through the optimization of resources ORGANIZATIONAL CHART MANAGEMENT AND POLICY Mayor and Council Town Manager Town Manager Neighborhood Services Communication Financial Planning Intergovernmental - 57 - Town Clerk Table of Contents Management and Policy PERSONNEL BY DIVISION Actual FY 2004 Actual FY 2005 Budget FY 2006 Mayor and Council Boards and Commissions Town Manager Town Clerk 1.00 0.00 15.75 6.00 1.00 0.00 16.75 6.00 1.00 0.00 16.75 6.00 1.00 0.00 20.00 7.00 1.00 0.00 22.75 7.00 22.75 23.75 23.75 28.00 30.75 Actual FY 2004 Actual FY 2005 Budget FY 2006 Total Personnel EXPENSES BY DIVISION Mayor and Council Boards and Commissions Town Manager Town Clerk Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 332,896 2,142,365 466,122 346,189 27,284 2,506,829 552,001 836,150 3,374,930 467,000 797,089 43,421 3,320,711 586,656 569,820 75,600 4,039,900 738,230 $ 2,941,383 $ 3,432,303 $ 4,678,080 $ 4,747,877 $ 5,423,550 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,699,436 1,223,847 18,100 1,828,572 1,597,001 6,730 2,431,180 2,203,720 43,180 2,405,330 2,299,367 43,180 2,863,100 2,556,260 4,190 $ 2,941,383 $ 3,432,303 $ 4,678,080 $ 4,747,877 $ 5,423,550 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,178,446 2,941,383 1,491,548 3,432,303 1,813,800 4,678,080 2,135,800 4,747,877 2,162,140 5,423,550 $ (1,762,937) $ (1,940,755) $ (2,864,280) $ (2,612,077) $ (3,261,410) - 58 - Table of Contents Mayor and Council PURPOSE STATEMENT ACCOMPLISHMENTS FY 2006 The Mayor and Council provide community leadership, develop policies to guide Gilbert in delivering services and achieving community goals, and advance and promote the physical, social, cultural and economic environment of Gilbert, through effective civic leadership and through the active democratic participation of our citizens. ♦ Adopted new Unified Land Development Code OBJECTIVES FY 2007 ♦ All powers of the Town of Gilbert are vested in the Town Council, which is comprised of a Mayor and six Council Members. The 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 The Mayor and Council budget for FY 2007 is significantly less than the FY 2006 budget. This decrease is due to the one time expenditure of $266,330 in FY 2006 for unfunded liability to purchase credited service with the Elected Officials Retirement Plan. Only ongoing contributions are included in the FY 2007 budget. Changes in contractual expenses include an addition of $12,000 to streamline video the council meetings and $5,000 for the increase in dues. PERFORMANCE/ACTIVITY MEASURES Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Citizen satisfied or very satisfied with policy decisions 75% 76% 72% 75% % of Citizens who see improvement in the residential quality of life 62% 66% 65% 65% % of Citizens who believe Gilbert officials encourage citizen participation 58% 60% 60% 62% A1 Aa3 Aa3 Aa3 Bond Rating – General Obligation – Moody’s - 59 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 332,896 Total Expenses $ 332,896 346,189 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 206,572 116,284 10,040 Total Expenses $ 332,896 Total Revenues Total Expenses $ $ 346,189 (276,306) $ $ 836,150 $ 797,089 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2005 FY 2006 - 60 - $ (695,089) $ COST PER CAPITA FY 2004 292,180 275,640 2,000 102,000 797,089 (721,730) $ FY 2007 569,820 Budget FY 2007 Projected FY 2006 114,420 836,150 (284,297) $ $ 555,380 224,079 17,630 Budget FY 2006 61,892 346,189 797,089 569,820 Projected FY 2006 559,940 258,580 17,630 $ Budget FY 2007 797,089 Budget FY 2006 Actual FY 2005 56,590 332,896 Net Operating Result 836,150 214,347 129,302 2,540 Actual FY 2004 OPERATING RESULTS $ Budget FY 2007 Projected FY 2006 836,150 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY 346,189 Projected FY 2006 569,820 Budget FY 2007 75,920 569,820 (493,900) Table of Contents Town Manager PURPOSE STATEMENT OBJECTIVES FY 2007 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 Town government. ♦ Continue redevelopment efforts in Heritage District Maintain recognition by the Government Finance Officers Association for the Distinguished Budget Award for FY 2007 Complete reorganization Coordinate quarterly retreats with Council Participate in Urban Land Institute Advisory Services area study for Williams Gateway Airport Prepare a report for Council to consider asking voters to approve a permanent base adjustment in March 2007 BUDGET ISSUES Additional personnel from FY 2006 Adopted budget include a Chief Technology Officer, Budget Analyst, Administrative Assistant, Management Assistant (2), Audio/Visual Specialist, and conversion of a part-time Administrative Assistant to full time. A one time expenditure of $200,000 for Consulting is also included in the Town Manager budget for FY 2007. The contract for Capital Project Management services increased $35,000. ACCOMPLISHMENTS FY 2006 ♦ Facilitated annexations of County Islands through community and individual meetings ♦ Developed reorganization structure to reduce number of Departments and consolidate functions ♦ Participated in special census ♦ Completion of Santan Freeway Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 % of survey respondents satisfied with treatment when calling Gilbert 85% 90% 90% 90% % of population satisfied with value received from tax dollar 81% 88% 90% 90% % of capital projects completed within budget 50% 70% 90% 95% PERFORMANCE/ACTIVITY MEASURES - 61 - 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 Actual FY 2004 Actual FY 2005 Budget FY 2006 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 2.75 3.25 5.25 5.50 0.00 3.25 4.50 3.25 5.25 6.50 0.00 3.25 15.75 16.75 16.75 20.00 22.75 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 384,595 249,023 411,606 310,701 620,524 165,916 393,367 245,493 396,984 400,106 902,000 168,879 642,900 286,070 477,660 462,020 1,262,500 243,780 885,416 269,620 490,896 467,209 1,007,900 199,670 915,710 294,600 586,130 608,160 1,297,620 337,680 $ 2,142,365 $ 2,506,829 $ 3,374,930 $ 3,320,711 $ 4,039,900 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,182,076 954,129 6,160 1,259,613 1,243,026 4,190 1,484,870 1,864,510 25,550 1,463,440 1,831,721 25,550 2,099,310 1,938,400 2,190 $ 2,142,365 $ 2,506,829 $ 3,374,930 $ 3,320,711 $ 4,039,900 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,117,627 2,142,365 Net Operating Result Projected FY 2006 1,425,578 2,506,829 1,699,380 3,374,930 2,029,970 3,320,711 2,082,220 4,039,900 $ (1,024,738) $ (1,081,251) $ (1,675,550) $ (1,290,741) $ (1,957,680) COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2004 FY 2005 FY 2006 - 62 - FY 2007 Table of Contents Town Clerk PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ ♦ BUDGET ISSUES ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ Plan and administer Spring 2007 Primary and General Elections Continue focus on Records Management activities in the organization including providing leadership in implementation of document imaging in departments, update of Records Retention Schedules, and continuing work with departments to improve records systems (on-going) The Town Clerk budget includes a one time expenditure of $185,000 for spring 2007 elections. A Records Clerk position was added mid-year FY 2006 for the implementation of organization wide records management and imaging. Planned and administered March 2006 Special Election including production and distribution of a Publicity Pamphlet Responded to approximately 600 public records requests with 83% of the requests completed in less than 24 hours Continued to provide leadership in Records Management activities within the organization Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 % of records requests responded to within 24 hours 82% 88% 83% 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% n/a 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES % of Elections held that comply with Federal, State and Local laws - 63 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2004 Actual FY 2005 Budget FY 2006 6.00 6.00 6.00 7.00 7.00 6.00 6.00 6.00 7.00 7.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 466,122 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 310,788 153,434 1,900 $ 466,122 Total Revenues Total Expenses $ 4,229 466,122 Net Operating Result $ $ (461,893) $ 552,001 467,000 $ 586,656 Actual FY 2005 4,078 552,001 (547,923) $ 467,000 $ Budget FY 2006 586,656 467,000 (467,000) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2006 - 64 - FY 2007 738,230 Budget FY 2007 471,610 266,620 - $ Projected FY 2006 $5.00 FY 2005 $ 386,510 200,146 - COST PER CAPITA FY 2004 738,230 Projected FY 2006 386,370 80,630 $ Budget FY 2007 586,656 Budget FY 2006 354,612 197,389 - Actual FY 2004 OPERATING RESULTS 552,001 Budget FY 2007 Projected FY 2006 467,000 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses 466,122 552,001 Projected FY 2006 3,830 586,656 (582,826) $ 738,230 Budget FY 2007 4,000 738,230 (734,230) Table of Contents Support Services Support Services Summary Facilities Maintenance Finance Technology Services Personnel Table of Contents Support Services BUSINESS UNIT DESCRIPTION This unit represents the internal support functions of the Town, including: Building Maintenance, Fleet Maintenance, Finance, Technology Services, and Personnel. Building Maintenance ensures staff and visitors have clean and safe buildings that are maintained according to specific standards. 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. Personnel provides support for the Town’s human resource, training, health insurance administration and risk management needs. Detail regarding Fleet Maintenance is found under the Internal Service Fund tab. GOALS FY 2007 ♦ To provide internal customers an acceptable level of service at the least cost ♦ To implement proven new technology with the end user at the forefront ♦ Reduce the cost of accidents, including insurance premiums, through effective safety programs and practices ♦ Provide oversight of financial procedures, preserve financial integrity, and present accurate financial reports ♦ Enable departments to fill positions in the most economic and expeditious manner ♦ Provide an up-to-date training program that meets the ever changing needs of Gilbert employees ♦ Classify positions systematically based upon objective criteria and adequate job evaluation ♦ Maintain all Gilbert facilities at an average facility condition index of 5% ORGANIZATIONAL CHART SUPPORT SERVICES Technology Services Fleet Maintenance Administration Administration Communication Services Fleet Maintenance Application Operations Facilities Maintenance GIS Municipal Center Finance Accounting Purchasing Public Works Facility Personnel Municipal Office II Public Safety Center Payroll Personnel Heritage Annex Utility Customer Service Training and Development Temporary Facilities Risk Management South Area Service Center - 65 - Table of Contents Support Services PERSONNEL BY DIVISION Support Services Administratio Facilities Maintenance Finance Technology Services Personnel Total Personnel EXPENSES BY DIVISION Support Services Administratio Facilities Maintenance Finance Technology Services Personnel Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 0.00 7.00 23.25 24.50 12.00 0.00 7.00 25.25 30.50 12.00 0.00 9.00 25.25 32.50 12.00 0.00 9.00 25.25 35.25 12.00 1.00 9.50 26.25 35.25 12.00 66.75 74.75 78.75 81.50 84.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 2,879,749 2,116,295 2,828,756 913,718 2,707,511 2,254,525 3,236,467 1,072,075 3,513,400 2,637,200 4,735,000 1,310,270 3,240,880 2,345,100 4,256,554 1,277,331 167,210 3,670,550 2,919,210 5,805,630 1,447,410 $ 8,738,518 $ 9,270,578 $ 12,195,870 $ 11,119,865 $ 14,010,010 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 3,639,320 3,811,327 21,447 1,266,424 4,216,228 4,162,074 42,615 849,661 5,558,670 5,549,510 54,000 1,033,690 4,870,220 5,161,945 54,000 1,033,700 6,454,100 6,368,750 311,000 876,160 $ 8,738,518 $ 9,270,578 $ 12,195,870 $ 11,119,865 $ 14,010,010 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 3,524,110 12,195,870 3,414,410 11,119,865 4,028,830 14,010,010 2,838,914 8,738,518 3,305,678 9,270,578 $ (5,899,604) $ (5,964,900) $ (8,671,760) $ (7,705,455) $ (9,981,180) - 66 - Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Continue to coordinate warranty repair requests for the new facilities ♦ 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 ♦ Perform walk through and maintain the South Area Service Center, Fire Station 1, Fire Station 8 and the Police warehouse ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ 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 5 and 6 BUDGET ISSUES As a result of the Town-wide reorganization, Facilities Maintenance transferred from Public Works to Support Services. Due to the number of new Town facilities under construction, a midyear FY 2007 Building Maintenance Worker was included in the adopted budget. Increases in contractual expenses include building R&M for the Public Safety Center due to the building being out of warranty, and electrical costs due to rate increases. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 100% 100% 100% 100% 81 calls 85 calls 83 calls 87 calls 1.43 hours 1.20 hours 1.31 hours 1.32 hours Cost per square foot – Municipal Center (50,000 square feet) $5.71 $6.67 $7.73 $8.19 Cost per square foot – Public Works (33,000 square feet) $5.38 $6.47 $5.65 $6.14 Cost per square foot – Municipal Center II (32,000 square feet) $3.11 $3.04 $3.53 $4.17 Cost per square foot – Public Safety Center (178,000 square feet) $4.39 $4.04 $5.35 $6.09 PERFORMANCE/ACTIVITY MEASURES % of emergency calls responded to within 24 hours Number of emergency call outs Average time spent per emergency - 67 - Table of Contents Facilities Maintenance PERSONNEL BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Total Personnel EXPENSES BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2004 Actual FY 2005 Budget FY 2006 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 9.00 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 9.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 7.00 9.00 9.00 9.50 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 595,931 177,594 99,406 1,816,052 190,766 - 434,016 333,427 213,464 97,361 1,532,606 87,956 8,681 728,650 386,670 196,600 123,070 1,860,520 194,000 23,890 664,670 386,670 186,600 113,070 1,760,530 105,450 23,890 680,660 409,570 202,710 133,480 1,892,440 117,250 201,500 32,940 $ 2,879,749 $ 2,707,511 $ 3,513,400 $ 3,240,880 $ 3,670,550 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 310,171 1,542,965 1,026,613 366,664 1,496,921 21,860 822,066 534,890 2,023,240 54,000 901,270 470,910 1,814,690 54,000 901,280 603,680 2,232,760 834,110 $ 2,879,749 $ 2,707,511 $ 3,513,400 $ 3,240,880 $ 3,670,550 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 122,666 2,879,749 Net Operating Result Projected FY 2006 161,655 2,707,511 176,000 3,513,400 176,610 3,240,880 186,000 3,670,550 $ (2,757,083) $ (2,545,856) $ (3,337,400) $ (3,064,270) $ (3,484,550) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2004 FY 2005 FY 2006 - 68 - FY 2007 Table of Contents Finance PURPOSE STATEMENT OBJECTIVES FY 2007 To ensure accurate financial reporting on the results of operations and to process financial transactions in an accurate and timely manner. Finance department responsibilities include the general ledger, payroll, accounts payable, accounts receivable, purchasing, special assessments, fixed assets, cash and debt management, grant accounting, and utility billing. ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received an unqualified audit opinion on our comprehensive annual financial report Received the Certificate of Achievement for Excellence in Financial Reporting for the 14th consecutive year from the Government Finance Officers Association (GFOA) Improved the process for obtaining payments for building permits by replacing the invoicing process with an ACH payment option, increasing cash flow by up to four weeks Selected a new collection agency through the formal bidding process and developed improved procedures for more timely collection, better analysis, and implementation of fees to help cover collection costs Expanded Town web page to include a “Frequently Asked Questions” section for sales tax Implemented a new automated process on the web page for filling requests for police security services to replace the outdated and inefficient manual process PERFORMANCE/ACTIVITY MEASURES GFOA Certificate of Achievement for Excellence in Financial Reporting (# of consecutive years) # of material weaknesses in internal controls reported by the auditors % of time payroll processes completed by required deadlines % of customers participating in autopay for Utility Billing % of Utility Billing customers accessing the internet to view account information % of Utility Billing calls answered within 60 seconds ♦ ♦ ♦ ♦ Continue to obtain the GFOA award for excellence in financial reporting No material weaknesses involving internal controls over financial reporting and its operation reported by the auditors in their audit reports Complete all payroll processes by Thursday of payroll weeks and complete all quarterly reports and W-2’s by the mandated deadlines Pay all accounts payable invoices within 30 days of invoice date Maximize investment of idle funds Develop a more comprehensive system of accounting for sales tax collections and expand the Finance Department web page to include sales tax reporting information Implement an automated timekeeping system Increase the number of Utility Billing customers participating in autopay to 10% Increase the number of Utility Billing customers accessing the internet to view account information and make payments to 20% Maintain a service level for calls answered in Utility Billing at 80% within 60 seconds BUDGET ISSUES A one-time expenditure of $100,000 is for the final phase of the town-wide timekeeping system. With the growing number of retail business locating in Gilbert, a Tax Specialist position was included in the FY 2007 budget to monitor revenue. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 13 14 15 16 0 0 0 0 100% 100% 100% 100% n/a 6% 7% 9% n/a 15% 16% 18% n/a 57% 80% 80% - 69 - Table of Contents Finance PERSONNEL BY ACTIVITY Accounting Purchasing Payroll Utility Customer Service Total Personnel EXPENSES BY ACTIVITY Accounting Purchasing Payroll Utility Customer Service Total Expenses Actual FY 2005 Budget FY 2006 Budget FY 2007 13.00 0.00 0.00 10.25 13.00 0.00 0.00 12.25 13.00 0.00 0.00 12.25 13.00 0.00 0.00 12.25 8.65 2.60 2.50 12.50 23.25 25.25 25.25 25.25 26.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,077,102 1,177,423 1,309,930 1,327,270 1,096,690 1,248,410 970,640 215,200 289,960 1,443,410 $ 2,116,295 $ 2,254,525 $ 2,637,200 $ 2,345,100 $ 2,919,210 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,151,274 957,411 7,610 1,202,556 1,038,929 13,040 1,558,450 1,036,150 42,600 1,326,020 976,480 42,600 1,727,800 1,087,820 100,000 3,590 $ 2,116,295 $ 2,254,525 $ 2,637,200 $ 2,345,100 $ 2,919,210 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses 1,501,994 2,116,295 Net Operating Result Projected FY 2006 1,052,313 1,063,982 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 $ (614,301) $ 1,795,538 2,254,525 (458,987) $ 1,938,820 2,637,200 (698,380) $ 1,949,400 2,345,100 (395,700) $ COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2004 FY 2005 - 70 - FY 2006 FY 2007 2,293,590 2,919,210 (625,620) Table of Contents Technology Services PURPOSE STATEMENT ♦ 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 technology resources provided. ♦ OBJECTIVES FY 2007 ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed streaming video and digital archival of recorded public meetings Replaced ATM Network with Qwest Managed Optical Ethernet Implemented document imaging system Completed Public Safety Center computer aided dispatch/records management system project phase 2 Replaced media server and upgraded communication manager at Fire Station 1 and Fire Station 11 Completed telephone installation at Fire Station 8 and Greenfield Pool Facilitated the Geographic Information System (GIS) data integration with the Police Department’s dispatch system Coordinate the GIS data integration with workorder management system Facilitated changes to the addressing standards to accommodate new types of land development Facilitated the GIS data integration of the Solid Waste Department’s vehicle routing system (Route Smart) Website is now in compliance for Americans with Disabilities Act (ADA) ♦ ♦ Complete install of Data 911 upgrade in police vehicles to allow redundant use of high speed network cards Install network attached storage device and replace current hard drives with larger drives to allow a true disaster recovery solution and business continuity Completion of telephone and data installations at the South Area Service Center Implementation of work order management system BUDGET ISSUES Personnel in Technology Services increases 2.75 over FY 2006 adopted budget. Two Systems Analyst positions were added mid-year FY 2006 to support the organization-wide imaging system and to deal with the complexity of technology based systems that the Town is implementing. In addition, a GIS Technician was added to insure the accuracy of the infrastructure database. Capital outlay of $30,000 is authorized for a vehicle purchase and $181,000 for completion of the police software upgrade project. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 95% 95% 95% 95% 28 minutes 28 minutes 30 minutes 20 minutes Unplanned down time for phone system 5% 5% 5% 5% Unplanned down time for web systems 5% 5% 2% 2% Unplanned down time for network systems 5% 5% 5% 5% Update public map data every 30 days n/a n/a 100% 100% % of legal processes for address errors and omissions started within 5 days n/a n/a 100% 100% PERFORMANCE/ACTIVITY MEASURES % of problems resolved by the Help Desk within 24 hours Average time for help desk response - 71 - Table of Contents Technology Services PERSONNEL BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Total Personnel EXPENSES BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Total Expenses Budget FY 2006 Projected FY 2006 24.50 0.00 0.00 0.00 27.50 3.00 0.00 0.00 3.50 6.00 23.00 0.00 3.50 6.00 17.75 8.00 3.50 6.00 17.75 8.00 24.50 30.50 32.50 35.25 35.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 3,149,323 87,144 - 4,204,200 530,800 - 1,093,387 1,100,277 1,481,110 581,780 372,490 1,846,010 2,906,870 680,260 $ 2,828,756 $ 3,236,467 $ 4,735,000 $ 4,256,554 $ 5,805,630 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,476,225 1,100,443 21,447 230,641 1,833,317 1,375,263 20,755 7,132 2,531,110 2,131,010 72,880 2,138,880 2,044,794 72,880 2,947,750 2,613,690 211,000 33,190 $ 2,828,756 $ 3,236,467 $ 4,735,000 $ 4,256,554 $ 5,805,630 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 2,828,756 - EXPENSES BY CATEGORY Total Expenses Actual FY 2004 1,086,834 2,828,756 1,084,910 3,236,467 1,185,880 4,735,000 1,034,550 4,256,554 1,269,880 5,805,630 $ (1,741,922) $ (2,151,557) $ (3,549,120) $ (3,222,004) $ (4,535,750) COST PER FTE $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2004 FY 2005 - 72 - FY 2006 FY 2007 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 2007 ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ Implemented on-site Spanish language training for customer service employees Conducted an employee wellness and benefits fair with an emphasis on personal hygiene for disease prevention ♦ Completed a thorough revision of the Personnel Rules and distributed copies to all employees Developed and implemented supervisory employment law training Revised recruitment and selection procedures to ensure legal defensibility Researched and began implementation of an automated time-keeping system Provide support for the implementation of an automated payroll timekeeping system Audit departmental policies to ensure compliance with Personnel Rules Conduct ongoing supervisory professional development and training in employment law and policies, performance management, discipline and corrective action, and recruitment and selection Conduct ongoing employee professional development and training in safety, use of computer software and information technology, and appropriate workplace behavior Coordinate with Technology Services to enhance web based access to personnel processes and services BUDGET ISSUES The major changes in the Personnel budget include a $10,000 increase for Legal Fees and $34,000 for Third Party Administrator fees. This fee was previously expensed to various funds but was consolidated in FY 2007 for consistency. Based on activity in FY 2007, this fee will be allocated through inter-fund transfers. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Turnover rate for regular employees 9.2% 12.5% 11.0% 10.0% Number of recruitments per year 129 131 130 130 Average number of applicants per recruitment 55 54 54 54 Workers compensation claims per 100 staff 13 12 12 12 Average number of personnel actions per month 84 85 90 90 $1,533 $1,751 $1,926 $1,926 2.53 2.73 3.64 3.60 PERFORMANCE/ACTIVITY MEASURES Average value of public entity insurance claims Average attendees per hour of instruction - 73 - Table of Contents Personnel PERSONNEL BY ACTIVITY Personnel Training and Development Risk Management Total Personnel EXPENSES BY ACTIVITY Personnel Training and Development Risk Management Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Budget FY 2006 8.50 1.50 2.00 8.50 1.50 2.00 8.50 1.50 2.00 8.50 1.50 2.00 8.00 2.00 2.00 12.00 12.00 12.00 12.00 12.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Total Revenues Total Expenses Projected FY 2006 Budget FY 2007 878,600 202,720 228,950 850,357 202,100 224,874 892,140 245,990 309,280 913,718 $ 1,072,075 $ 1,310,270 $ 1,277,331 $ 1,447,410 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 701,650 210,508 1,560 813,691 250,961 7,423 934,220 359,110 16,940 934,410 325,981 16,940 1,025,600 416,540 5,270 913,718 $ 1,072,075 $ 1,310,270 $ 1,277,331 $ 1,447,410 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 263,575 1,072,075 (786,298) $ 223,410 1,310,270 253,850 1,277,331 279,360 1,447,410 (808,500) $ (1,086,860) $ (1,023,481) $ (1,168,050) COST PER FTE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2004 Budget FY 2007 721,000 178,188 172,887 127,420 913,718 $ Projected FY 2006 760,907 152,811 - Actual FY 2004 OPERATING RESULTS Net Operating Result Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 FY 2005 - 74 - FY 2006 FY 2007 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 and the Public Defenders, the Prosecutor’s Office, 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 2007 ♦ 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 2004 Actual FY 2005 Budget FY 2006 General Counsel Town Prosecutor Municipal Court 0.00 13.00 18.25 0.00 13.12 18.50 0.00 13.12 20.50 0.00 14.62 20.50 0.00 16.00 23.25 Total Personnel 31.25 31.62 33.62 35.12 39.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 General Counsel Town Prosecutor Municipal Court 625,345 842,021 1,292,352 658,210 931,542 1,431,069 780,020 1,064,520 1,754,820 713,500 1,088,051 1,590,760 1,040,020 1,388,270 2,083,220 Total Expenses $ 2,759,718 $ 3,020,821 $ 3,599,360 $ 3,392,311 $ 4,511,510 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 1,822,138 937,580 - 2,017,565 1,003,256 - 2,452,230 1,120,930 26,200 - 2,272,670 1,080,231 39,410 - 3,015,650 1,495,860 - $ 2,759,718 $ 3,020,821 $ 3,599,360 $ 3,392,311 $ 4,511,510 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 140,592 2,759,718 176,699 3,020,821 155,000 3,599,360 204,500 3,392,311 211,500 4,511,510 $ (2,619,126) $ (2,844,122) $ (3,444,360) $ (3,187,811) $ (4,300,010) Actual FY 2004 28,080 Actual FY 2005 23,034 Projected FY 2006 29,175 Anticipated FY 2007 35,000 11,317 11,323 12,593 14,000 771 772 751 760 # of guilty pleas 2,034 2,573 2,479 2,600 # of dismissals 209 211 269 220 PERFORMANCE/ACTIVITY MEASURES Case Filings # of Court appearances – Prosecutor # of trials - 76 - Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2007 The mission of General Counsel is to provide the highest quality legal services to elected officials, appointed officials and staff. 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 staff. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Addressed issues and processed annexations related to County islands Worked with staff and Chandler to develop an IGA for the South Water Treatment Plant Prepared numerous ordinances, including environmental nuisances, solid waste regulation, water theft ordinances Provided programs of open meeting law and conflict of interest training for Boards and Commissions Provided subpoena and deposition training to Gilbert Fire Department Obtained access for ADEQ to begin the early response action at the Cooper & Commerce WQARF Site Worked with staff to address the issues raised by the Roosevelt Water Conservation District and its long-term relationship with Gilbert Processed rights-of-way and other property acquisitions Prepared comprehensive memorandum to Council related to big box regulation Prepared several development agreements Prepared numerous intergovernmental agreements with other public bodies Processed numerous Campaign Finance Law violation complaints Provided regular litigation status reports to Council Prepared numerous legal opinions related to legal issues PERFORMANCE/ACTIVITY MEASURES ♦ ♦ ♦ Continue to provide regular litigation status reports to the Council Assist in new PKID plans and specifications Work with the Manager to expedite personnel hearing process Work with the Risk Manager to develop right-of-way use policy for Salt River Project Continue to provide programs of open meeting law and conflict of interest training for Boards and Commissions Work with staff and Council on long-term water planning issues Continue to work with staff to address the issues raised by the Roosevelt Water Conservation District and its long-term relationship with Gilbert 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 Manage the Public Defender contract BUDGET ISSUES General Counsel services are provided through a contract with Curtis, Goodwin, Sullivan, Udall & Schwab P.L.C. The current budget reflects a 33% increase in budget from FY 2006. The increase includes a one time appropriation of $195,000 for Special Counsel. The current contract is a two year contract commencing July 1, 2005 and ending on June 30, 2007. The Public Defender budget was increased to reflect actual usage for FY 2006 and anticipated increases for FY 2007. Actual FY 2004 Actual FY 2005 No Performance Measures - 77 - Projected FY 2006 Anticipated FY 2007 Table of Contents General Counsel Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel Public Defender 484,827 140,518 Total Expenses $ 625,345 491,901 166,309 $ Actual FY 2004 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 625,345 Total Revenues Total Expenses $ 25,098 625,345 Net Operating Result $ 780,020 (600,247) $ $ Budget FY 2006 658,210 - Actual FY 2004 OPERATING RESULTS $ 658,210 Actual FY 2005 780,020 $ Budget FY 2006 45,627 658,210 (612,583) $ 15,000 780,020 (765,020) $ $6.00 $4.00 $2.00 $0.00 - 78 - 713,500 $ 1,040,020 Budget FY 2007 713,500 - 1,040,020 - 713,500 $ 1,040,020 (662,500) $ $8.00 FY 2006 830,020 210,000 51,000 713,500 $10.00 FY 2005 525,000 188,500 Projected FY 2006 COST PER CAPITA FY 2004 Budget FY 2007 Projected FY 2006 780,020 $ Budget FY 2007 Projected FY 2006 600,020 180,000 Actual FY 2005 625,345 - Total Expenses 658,210 Projected FY 2006 FY 2007 Budget FY 2007 60,000 1,040,020 (980,020) Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Work on achieving a common data entry pool supporting the court, police and prosecutor offices ♦ Closely monitor caseload to adequately address anticipated increase due to additional police officers on the streets ♦ Train a second attorney to be proficient and knowledgeable in managing forfeiture matters ♦ Urge the Court to install an automated date/time stamp at their downstairs counter to avoid time being wasted waiting in lines when filing motions ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Staff has become more efficient when working with the police department's case management system I/Leads Messages to Officers requesting additional case information have been routed through the I/Leads system so that follow-up is more timely A direct connection into the Department of Public Safety Crime Lab database has provided timely lab results, making charging of DUI matters more timely Trained one Administrative Assistant as backup for accounts payable input and processes Implemented new Legal Edge (LE) reports so that statistical calculations would reflect multiple defendants assigned to one case Trained one Office Assistant to aid the other in data entry of citations and police reports into LE Director and Administrative Supervisor participated in the Pandemic Task Force BUDGET ISSUES Personnel increases include a Town Prosecutor II, a Legal Secretary, an Office Assistant from part-time to full-time, and the victim Advocate position from part-time to full-time. This increase in staffing is tied to the anticipated increase in case load as a result of the hiring of additional officers to achieve the 1.1 per 1,000 sworn officer staffing ratio directed by Council. A one time contractual expenditure of $10,000 is also included in the FY 2007 budget for start up costs for these new positions. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Percentage of cases charged after review 67% 62% 70% 72% Percentage of DUI cases resolved within six months of filing 74% 74% 75% 77% Number of Criminal Cases Tracked 3,888 3,795 4,667 4,700 533 500 500 520 PERFORMANCE/ACTIVITY MEASURES Number of Domestic Violence Offenders Referred to Counseling Programs - 79 - Table of Contents Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Actual FY 2004 Actual FY 2005 Budget FY 2006 13.00 13.12 13.12 14.62 16.00 13.00 13.12 13.12 14.62 16.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 842,021 Total Expenses $ 842,021 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 791,418 50,603 - Total Expenses $ 842,021 $ Actual FY 2004 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ (840,355) $ 1,088,051 1,388,270 931,542 $ 1,064,520 $ 1,088,051 $ 1,388,270 Budget FY 2006 Projected FY 2006 Budget FY 2007 881,324 50,218 - 1,000,090 52,530 11,900 - 1,020,540 54,691 12,820 - 1,314,060 74,210 - 931,542 $ 1,064,520 $ 1,088,051 $ 1,388,270 Budget FY 2006 Projected FY 2006 Budget FY 2007 2,470 931,542 1,000 1,064,520 1,500 1,088,051 1,500 1,388,270 (929,072) $ (1,063,520) $ (1,086,551) $ (1,386,770) COST PER CASE $375.00 $300.00 $225.00 $150.00 $75.00 $0.00 FY 2004 Budget FY 2007 1,064,520 Actual FY 2005 1,666 842,021 Projected FY 2006 Budget FY 2007 931,542 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Projected FY 2006 FY 2005 FY 2006 - 80 - FY 2007 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Begin research on the implementation of a digital archiving system ♦ Work on achieving a common data entry pool supporting the court, police and prosecutor offices ♦ Complete the electronic forms project and begin to use e-forms in the courtroom and at the front counter in place of handwritten documents ♦ Work with Justice Systems Inc. and the Arizona Department of Motor Vehicle on the implementation of automatic dispositions and defaults judgments ♦ Increase collection efforts by implementing the Fines and Restitution Enhancement (FARE) program through the Arizona Supreme Court ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Entered into an Intergovernmental Agreement with Maricopa County Superior Court to provide jury services to the court resulting in a savings of clerical time for our court as well as a more inclusive and diverse pool of jurors Contracted with Arizona Chapter National Safety Council for defensive driving school services Miller, Allen & Co., P.C. performed an external audit review as required by the Arizona Supreme Court with no findings Began writing local court policies on issues relating specifically to this department to be signed by all staff Piloting electronic forms project in the Courtroom, as well as in Sanctions and Civil Traffic Departments Collection of fines and fees continues to remain at over 70% despite staff turnover and an increase in the amount of fines and fees ordered by the court Filed and processed over 29,000 civil and criminal cases in FY 2006 – approximate 25% increase over FY 2005 Collected revenue in excess of $5,626,500 in FY 2006 BUDGET ISSUES Additional personnel include a Senior Court Services Clerk, Court Services Clerk, and a parttime (.75 FTE) Court Interpreter. The Supplies and Contractual budget for the Municipal Court increases 32% over FY 2006 adopted budget. Of this increase, $10,000 is for one time expenses related to the new positions. The largest increases include; $68,000 for lobby security per the contract with Maricopa County and $7,000 for credit card fees due to the increase in credit card usage. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Rule 8 (Speedy Trial) compliance 100% 100% 100% 100% Case Filings 28,080 23,034 29,500 32,000 # of Jury Trials 35 20 24 36 # of Civil Traffic Hearings 384 416 500 650 PERFORMANCE/ACTIVITY MEASURES - 81 - Table of Contents Municipal Court Actual FY 2004 Actual FY 2005 Budget FY 2006 Municipal Court 18.25 18.50 20.50 20.50 23.25 Total Personnel 18.25 18.50 20.50 20.50 23.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Municipal Court Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Projected FY 2006 Budget FY 2007 Budget FY 2007 1,292,352 1,431,069 1,754,820 1,590,760 2,083,220 $ 1,292,352 $ 1,431,069 $ 1,754,820 $ 1,590,760 $ 2,083,220 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,030,720 261,632 - 1,136,241 294,828 - 1,452,140 288,380 14,300 - 1,252,130 312,040 26,590 - 1,701,590 381,630 - $ 1,292,352 $ 1,431,069 $ 1,754,820 $ 1,590,760 $ 2,083,220 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 113,828 1,292,352 Net Operating Result Projected FY 2006 128,602 1,431,069 139,000 1,754,820 152,000 1,590,760 150,000 2,083,220 $ (1,178,524) $ (1,302,467) $ (1,615,820) $ (1,438,760) $ (1,933,220) COST PER CASE $80.00 $60.00 $40.00 $20.00 $0.00 FY 2004 FY 2005 FY 2006 - 82 - FY 2007 Table of Contents Development Services Development Services Summary Permit and Plan Review Services Inspection and Compliance Services Planning and Development Business Development Table of Contents Development Services BUSINESS UNIT DESCRIPTION The departments in Development Services 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 Administration and Customer Service, Permit and Plan Review Services, Inspection and Compliance Services, Planning and Development, and Business Development. These business unit was reorganized effective July 1, 2006 so many of the individual departments are new and do not include history. Business Development focuses on recruiting new business to Gilbert. Planning and Development sets the development guidelines through the General Plan and Town Ordinances. Permit and Plan Review insures the guidelines are enforced in the drawing of plans and Inspection and Compliance ensures that the structures and systems are constructed by the developers in compliance with the approved plans to support the new development. GOALS FY 2007 ♦ 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 data ORGANIZATIONAL CHART DEVELOPMENT SERVICES Business Development Planning and Development Business Development Inspection and Compliance Redevelopment Building Fire Permit and Plan Review Building Admin & Customer Service Engineering Fire Planning Engineering Code Planning Backflow - 83 - Table of Contents Development Services PERSONNEL BY DIVISION Actual FY 2004 Actual FY 2005 Budget FY 2006 0.00 0.00 0.00 0.00 0.00 91.65 0.00 0.00 0.00 0.00 0.00 95.65 0.00 0.00 0.00 0.00 0.00 95.65 0.00 0.00 0.00 0.00 0.00 96.65 11.25 28.25 47.88 18.50 5.00 0.00 91.65 95.65 95.65 96.65 110.88 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business Development Community Development Total Personnel EXPENSES BY DIVISION Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business Development Community Development Total Expenses Budget FY 2007 9,137,252 12,338,270 13,247,884 822,630 3,635,640 4,220,990 1,837,250 8,737,070 - $ 9,325,564 $ 9,137,252 $ 12,338,270 $ 13,247,884 $ 19,253,580 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 5,337,851 1,902,410 2,085,303 5,871,374 2,413,461 75,149 777,268 6,849,070 4,308,010 1,181,190 6,395,680 3,386,814 3,465,390 8,603,670 5,779,800 88,000 4,782,110 $ 9,325,564 $ 9,137,252 $ 12,338,270 $ 13,247,884 $ 19,253,580 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 12,396,991 9,137,252 10,535,040 12,338,270 11,301,820 13,247,884 11,974,280 19,253,580 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2007 9,325,564 EXPENSES BY CATEGORY Total Expenses Projected FY 2006 8,417,253 9,325,564 $ (908,311) $ 3,259,739 $ (1,803,230) $ (1,946,064) $ (7,279,300) Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Number of single family permits issued 4,768 3,902 3,500 3,420 Acres of land approved for development through re-zoning 1,707 1,218 1,300 900 PERFORMANCE/ACTIVITY MEASURES - 84 - Table of Contents Permit and Plan Review Services PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ Process and review 95% of permit requests within applicable established timelines Continue to participate in the customer satisfaction survey conducted by the Chamber of Commerce for all customers submitting commercial projects BUDGET ISSUES Issued a total of 10,787 permits, decrease of approximately 3% from FY 2005 Maintained general service levels at or above established goals without any increase in staffing levels and having various vacancies The Permit and Plan Review Department was created as a result of the reorganization which was implemented to streamline Community Development activity by function. Permit and Plan Review Services combines expenditures of Building Inspection, Fire, Engineering, Traffic Engineering, and Planning from the FY 2006 budget. The operation of these Divisions will be evaluated throughout FY 2007 and modified as needed. Actual FY 2004* Actual FY 2005* Projected FY 2006* Anticipated FY 2007 % of final plats reviewed within 20 days 95% 95% 95% 95% Number of permits issued 8,452 11,081 10,787 11,050 % of landscape plans reviewed within 20 days 85% 80% 85% 90% Number of new commercial fire plan reviews 2,654 2,436 2,400 2,300 PERFORMANCE/ACTIVITY MEASURES * Includes activity prior to reorganization. - 85 - Table of Contents Permit and Plan Review Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning 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 2004 Actual 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 9.65 2.60 4.40 11.60 0.00 0.00 0.00 0.00 28.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Projected FY 2006 Projected FY 2006 $ COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2004 FY 2005 FY 2006 - 86 - 1,512,570 246,630 1,528,520 347,920 - $ 3,635,640 FY 2007 Budget FY 2007 - 2,387,980 1,247,660 - - $ 3,635,640 Projected FY 2006 $ Budget FY 2007 - Projected FY 2006 $ Budget FY 2007 Budget FY 2007 - 8,989,000 3,635,640 - $ 5,353,360 Table of Contents Inspection and Compliance Services PURPOSE STATEMENT OBJECTIVES FY 2007 To assure a safe and aesthetically desired environment within Gilbert by providing inspection services in the administration of the Town’s adopted construction codes, ordinances, standards, regulations, and guidelines. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ Completed 100% of requested building inspections that were scheduled by 6:00 a.m. on that business day Responded to 98% of code compliance complaints within 2 business days of receipt Complete requested inspections within established standards Respond to 95% of complaints within two business days Complete implementation of Interactive Voice Response (IVR) and web based software applications for scheduling inspections and verifying inspection results Continue to participate in the customer satisfaction survey conducted by the Chamber of Commerce for all customers submitting commercial projects BUDGET ISSUES The Inspection and Compliance Services Department was created as a result of the reorganization which was implemented to streamline Community Development activity by function. Inspection and Compliance Services combines expenditures of Building Inspection, Fire, Engineering, Traffic Engineering, Planning, Code Enforcement, and Backflow Prevention from the FY 2006 budget. The operation of these Divisions will be evaluated throughout FY 2007 and modified as needed. Actual FY 2004* Actual FY 2005* Projected FY 2006* Anticipated FY 2007 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two working days 98% 96% 95% 95% % of fire inspections requests completed within 48 hours 92% 98% 98% 98% PERFORMANCE/ACTIVITY MEASURES * Includes activity prior to reorganization. - 87 - Table of Contents Inspection and Compliance Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Code Backflow Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning Code Backflow 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 2004 Actual 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 21.28 5.30 10.65 1.30 7.10 2.25 0.00 0.00 0.00 0.00 47.88 Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Projected FY 2006 Projected FY 2006 $ $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2005 FY 2006 - 88 - - $ 4,220,990 FY 2007 Budget FY 2007 - 3,507,770 584,110 88,000 41,110 - $ 4,220,990 - COST PER PERMIT FY 2004 1,894,110 423,740 1,037,150 82,540 594,170 189,280 Projected FY 2006 $ Budget FY 2007 - Projected FY 2006 $ Budget FY 2007 - Budget FY 2007 2,807,080 4,220,990 $ (1,413,910) Table of Contents Planning and Development • Annexations initiated and pending collection of signatures or other technical requirement: 37 PURPOSE STATEMENT In order to manage the rapid growth of the community, Planning provides professional advice to elected and appointed officials, and accurate and reliable information to the development industry, residents, the business community, other public agencies and other departments. Planning staffs the Planning Commission and Design Review Board, and administers the General Plan, Land Development Code; various design guidelines and numerous application procedures. The mission is to provide superior planning services to help build a community of excellence. OBJECTIVES FY 2007 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ General Plan Update for 2005 completed and adopted by the Council on April 25, 2006 ♦ Applications processed by Planning: • Design Review: 165 • Administrative Design Review: 73 • Planning Commission: 159 • Administrative Use Permits: 12 • Pre-Applications: 195 • Plan Review of Final Plats: 168 • Plan Review (landscaping plans, improvement plans): 111 • CIP Plans review: 23 • Landscape site inspections: 47 • Code Compliance: 4 • Plan review of construction documents: 1,000 • Annexations completed due to Rural Metro termination of fire services within County islands: 38 ♦ ♦ ♦ ♦ Continue to improve the development review process for applications by incorporating process improvements into new ordinances, revising application forms, applicant guides and updating website materials Improve time lines for plan review by 7% Complete first comprehensive update of the Land Development Code per list of prioritized issues Participate in training for implementation of reorganization’s scheme and inter-division working relationships and responsibilities Develop guidelines for multi-family projects throughout the Town and for the mixed-use development in the Gateway Character Area Evaluate performance measures and standards Professional training of staff to attain seamless integration into the new reorganization structure BUDGET ISSUES As a result of the reorganization, two Landscape Technicians and a Planning Technician were transferred to other cost centers. Planning and Development add a Planner I in order to meet demands. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 582 741 2,032 2,000 90% 90% 83% 90% % of items continued due to ad errors 2% 2% 1% 0% % of Draft minutes completed within 72 hours 95% 95% 90% 95% 100% 100% 100% 100% 85% 80% 75% 85% PERFORMANCE/ACTIVITY MEASURES # of cases received (applications, permits, administrative applications, pre-applications, inspections, misc.) % of construction plans reviewed within 20 days % of Design Review Board and Planning and Zoning packets delivered on time % of planning review comments returned on schedule - 89 - Table of Contents Planning and Development PERSONNEL BY ACTIVITY Planning and Development Total Personnel EXPENSES BY ACTIVITY Planning and Development 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 2004 Actual FY 2005 Budget FY 2006 0.00 0.00 0.00 0.00 18.50 0.00 0.00 0.00 0.00 18.50 Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Projected FY 2006 Projected FY 2006 $ $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2005 - 90 - FY 2006 - $ 1,837,250 FY 2007 Budget FY 2007 - 1,497,710 339,540 - - $ 1,837,250 - COST PER CASE FY 2004 1,837,250 Projected FY 2006 $ Budget FY 2007 - Projected FY 2006 $ Budget FY 2007 - Budget FY 2007 200 1,837,250 $ (1,837,050) Table of Contents Business Development PURPOSE STATEMENT OBJECTIVES FY 2007 The main responsibilities of the Business Development Division 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 Business Development staff works with other departments to ensure that Gilbert’s business climate remains competitive. ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Staff assisted 12 companies/developments in locating to Gilbert Facilitated capital investments of $85,462,208 in Gilbert Announced 1,564 new jobs in Gilbert Produced 8 page advertising spread, valued at $40,000 at no cost to Gilbert, for US Airways Magazine Successful continuation of P.E.R.T. (Partners Experiencing Results Together) program by processing 12 projects Successful implementation of Marketing and Communications Strategy Create 150 new business/development leads Create 675 new manufacturing/office jobs & 500 retail jobs matching desired salary ranges with special emphasis on the targeted business clusters Generate $59,543,500 in capital investment on new projects Increase retail sales tax revenues by 20% or $3,887,000 Assist in the location of 18 new companies to Gilbert (including one international company) BUDGET ISSUES As a result of the Community Development reorganization, Economic Development title was changed to Business Development. The only change in FTE from FY 2006 adopted budget to FY 2007 is a reclassification of a part-time (.75 FTE) Administrative Assistant to full time. Contractual changes include additional funding for Business Recruitment, increases in Memberships and Dues, and sponsorship of the ASU Technopolis program. Actual FY 2004* Actual FY 2005* Projected FY 2006* Anticipated FY 2007 Jobs to population ratio 1:4.87 1:4.15 1:3.31 1:3.50 # of new jobs created (staff assisted) 2,087 2,200 1,564 1,175 206 119 126 150 $14,316,218 $15,761,520 $19,530,000 $23,417,000 PERFORMANCE/ACTIVITY MEASURES # of leads generated Annual retail sales tax revenue *Includes activity prior to reorganization. - 91 - Table of Contents Business Development PERSONNEL BY ACTIVITY Business Development Admini Business Development Redevelopment Total Personnel EXPENSES BY ACTIVITY Business Development Admini 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 $ Actual FY 2004 Actual 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 5.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Actual FY 2004 Actual FY 2005 Budget FY 2006 - - - - $ - $ - Projected FY 2006 Projected FY 2006 $ $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2005 FY 2006 - 92 - - $ 8,737,070 FY 2007 Budget FY 2007 - 443,920 3,552,150 4,741,000 - $ 8,737,070 - SALES TAX PER CAPITA FY 2004 3,996,070 4,741,000 Projected FY 2006 $ Budget FY 2007 - Projected FY 2006 $ Budget FY 2007 - Budget FY 2007 8,737,070 $ (8,737,070) 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 2007 ♦ Strive for 1.1 officer per 1,000 population ratio and support staff ratios as approved by Council ♦ 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 Counseling Services Internal Affairs Special Operations Hiring/Accreditation Support Services Investigations Patrol Services Records General Investigations Patrol Communication Special Investigations Canine Property Crime Prevention Traffic Alarm Management Persons Crimes Special Assignment Unit Training Coordination Property Crimes Court Support Planning and Research School Programs - 93 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Administration Professional Standards Patrol Services Support Services Counseling Investigations Special Operations Total Non-Civilian Total Civilian 5.50 8.00 152.00 64.00 7.50 32.00 0.00 175.00 94.00 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 4.50 9.00 181.00 73.00 8.50 33.00 0.00 198.00 111.00 4.50 9.00 196.00 77.00 9.50 35.00 0.00 215.00 116.00 269.00 276.00 305.00 309.00 331.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 542,024 569,631 14,404,872 2,459,958 518,204 2,185,876 108,295 829,206 710,422 14,271,061 3,479,413 557,550 2,782,244 149,380 797,800 789,240 22,130,860 10,545,810 628,500 3,678,280 212,740 628,540 812,230 20,534,475 4,228,215 636,911 3,655,823 228,200 776,150 792,430 20,589,130 6,115,350 787,510 3,907,490 86,520 $ 20,788,860 $ 22,779,276 $ 38,783,230 $ 30,724,394 $ 33,054,580 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 14,465,233 3,094,598 536,709 2,692,320 16,636,254 3,085,083 930,984 2,126,955 22,780,290 4,619,400 487,290 10,896,250 22,075,650 4,274,554 496,070 3,878,120 26,635,440 4,466,630 444,440 1,508,070 $ 20,788,860 $ 22,779,276 $ 38,783,230 $ 30,724,394 $ 33,054,580 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,734,790 20,788,860 1,902,103 22,779,276 1,810,000 38,783,230 1,972,170 30,724,394 2,014,340 33,054,580 Total Personnel EXPENSES BY DIVISION Administration Professional Standards Patrol Services Support Services Counseling Investigations Special Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(19,054,070) $(20,877,173) $(36,973,230) $(28,752,224) $(31,040,240) 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 2004 82.0% Actual FY 2005 98.2% Projected FY 2006 86.7% Anticipated FY 2007 95.0% 88.8% 90.3% 92.0% 93.0% 95.2% 96.4% 95.0% 96.0% 89.0% 91.9% 90.0% 92.0% 38.2 28.1 28.2 28.0 - 94 - Table of Contents Professional Standards PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ ♦ Assist supervisory personnel in monitoring employee performance to identify and assess employee problems proactively Achieve re-accreditation in March, 2006 by Commission on Accreditation for Law Enforcement Agencies, Inc (CALEA) ACCOMPLISHMENTS FY 2006 BUDGET ISSUES ♦ ♦ ♦ ♦ ♦ ♦ Completed all internal affairs (IA) investigations within the time allowed by policy Corrected paperwork and workflow issues with IA investigators (both IA detectives and supervisors assigned to investigate) Saved public money by attending local training while continuing to educate IA investigators on current legal trends, etc. Used an in-house polygraphist to avoid the expense and time constraints of sending pre-employment and IA polygraphs out to a third party contractor Held a mock assessment in September and identified areas in need of improvement to assist in the re-accreditation by CALEA Protected the integrity of investigations by using digital media for storage to ensure the disc integrity - investigations will be accessible to IA detectives and easily copied for Freedom of Information Act (FOIA) requests Professional Standards was split into two separate cost centers; Internal Affairs and Hiring and Accreditation. One time expenditure of $6,000 for recruit testing software and $2,800 for a new laptop computer comprise the majority of the increase in contractual expenses. Personnel expenditures increase as a result of market adjustments and merit increases to qualified employees. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 % of total investigations completed within 30 days 25% 69% 75% 75% % of total investigations completed and routed within 60 days (including those completed within 30 days) 75% 94% 95% 95% PERFORMANCE/ACTIVITY MEASURES - 95 - Table of Contents Professional Standards PERSONNEL BY ACTIVITY Professional Standards OPS - Internal Affairs OPS - Hiring/Accreditation Total Non-Civilian Total Civilian Total Personnel EXPENSES BY ACTIVITY Professional Standards OPS - Internal Affairs OPS - Hiring/Accreditation Total Expenses $ Budget FY 2006 8.00 0.00 0.00 3.00 5.00 9.00 0.00 0.00 3.00 6.00 9.00 0.00 0.00 3.00 6.00 9.00 0.00 0.00 3.00 6.00 0.00 3.00 6.00 3.00 6.00 8.00 9.00 9.00 9.00 9.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 569,631 710,422 $ 710,422 Actual FY 2004 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 569,631 $ 789,240 (569,631) $ $ (709,143) $ 812,230 $ 812,230 789,240 $1,800.00 $1,200.00 $600.00 $0.00 - 96 - $ (812,230) $ $2,400.00 FY 2006 682,610 104,410 5,410 812,230 (789,240) $ FY 2007 792,430 Budget FY 2007 Projected FY 2006 $3,000.00 FY 2005 $ 645,250 102,000 64,980 COST PER POLICE FTE FY 2004 347,770 444,660 Projected FY 2006 Budget FY 2006 1,279 710,422 Budget FY 2007 812,230 - 628,580 95,680 64,980 Actual FY 2005 569,631 $ 789,240 Budget FY 2007 Projected FY 2006 Budget FY 2006 710,422 Actual FY 2004 Total Revenues Total Expenses $ 550,723 143,879 15,820 $ Projected FY 2006 789,240 - Actual FY 2005 469,259 84,552 15,820 OPERATING RESULTS Net Operating Result Actual FY 2005 569,631 - EXPENSES BY CATEGORY Total Expenses Actual FY 2004 792,430 Budget FY 2007 792,430 (792,430) Table of Contents Patrol Services PURPOSE STATEMENT ♦ 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. ♦ ♦ OBJECTIVES FY 2007 ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ Added two School Resource Officers for the additional schools in Gilbert Officer initiated calls for service increased from 38,059 to 66,686 indicating a 75.2% increase in proactive patrol time Submitted grant request to the Governor’s Office of Highway Safety for a new DUI van ♦ ♦ Upgraded the computers in most of the patrol cars to allow the officers to complete reports in their patrol cars while remaining in their beats resulting in decreased response times and decreased overtime for report writing Divided the town into two patrol zones consisting of five beats in the north zone and three beats in the south zone Decreased response times on emergency calls for service from 8 minutes 52 seconds to 5 minutes 21 seconds from call received to arrival Added three detention officers to day and night shifts to reduce the non-enforcement workload of sworn officers Providing 24 hour Teleserve coverage Created a three member Traffic Investigations Team within the Traffic Unit ♦ Decrease response times of emergency calls for service to an average of 5 minutes from call received to arrival Increase proactive patrol time by 5% Decrease supervisory area of responsibility by decreasing the staff to subordinate ratio in Patrol Add patrol beat to area South of Ocotillo Road (9 total beats) BUDGET ISSUES Personnel and equipment costs associated with additional sworn positions (14 Police Officers and 1 Sergeant) were added to the FY 2007 budget. Of the costs added for the new positions, $575,000 is for one-time expenditures. Also included in the FY 2007 budget is a one-time expenditure of $108,000 for overtime in the Traffic Unit. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 1,021 1,050 1,550 1,600 $12,884,300 $10,118,500 $13,900,000 $15,000,000 37.0 27.4 27.0 27.0 Emergency Response Time 8.76 min 8.52 min 5.21 min 5.00 min Non-Emergency Response Time 29.11 min 26.85 min 24.17 min 21.75 min 4,340 5,187 5,250 5,300 44 39 40 40 PERFORMANCE/ACTIVITY MEASURES Number of felony arrests Value of property lost due to crime Crimes committed per 1,000 population Misdemeanor Arrests Citizen Academy Graduates - 97 - Table of Contents Patrol Services PERSONNEL BY ACTIVITY Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Non-Civilian Total Civilian Total Personnel EXPENSES BY ACTIVITY Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 121.00 3.00 12.00 6.00 2.00 8.00 142.00 10.00 123.00 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 16.00 140.00 3.00 14.50 7.50 5.00 11.00 165.00 16.00 153.00 3.00 15.50 7.50 5.00 12.00 180.00 16.00 152.00 156.00 181.00 181.00 196.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 11,995,390 246,482 941,935 435,629 171,285 614,151 11,377,519 352,441 1,577,746 281,498 150,558 531,299 16,651,080 498,750 2,795,710 721,880 506,740 956,700 15,509,693 502,365 2,721,150 530,067 433,035 838,165 15,894,450 382,650 2,062,870 737,560 365,240 1,146,360 $ 14,404,872 $ 14,271,061 $ 22,130,860 $ 20,534,475 $ 20,589,130 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 9,223,501 2,088,225 503,506 2,589,640 10,413,828 1,812,194 493,403 1,551,636 14,552,460 3,020,000 430,700 4,127,700 14,528,300 2,728,525 439,480 2,838,170 16,752,140 2,555,330 388,840 892,820 $ 14,404,872 $ 14,271,061 $ 22,130,860 $ 20,534,475 $ 20,589,130 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,507,515 14,404,872 1,622,437 14,271,061 1,592,000 22,130,860 1,671,530 20,534,475 1,718,040 20,589,130 $(12,897,357) $(12,648,624) $(20,538,860) $(18,862,945) $(18,871,090) PATROL OFFICERS PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2004 FY 2005 FY 2006 - 98 - FY 2007 Table of Contents Support Services PURPOSE STATEMENT ♦ The Support Services Division is responsible for providing all necessary logistical and police strategic support for the police department and other Gilbert 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Reduced time between emergency calls received to dispatching an officer to 75 seconds from 98 seconds Continue to develop and expand the Gilbert Police Department Volunteers In Policing Program Provided youth early intervention programs to the Gilbert police and school districts Completed the new computer aided dispatch system implementation; which allows for more efficient information flow between emergency responders and better data tracking Implemented automatic vehicle location in the patrol vehicles allowing dispatchers to track their movement using Global Positioning System (GPS) technology Integrated the computer aided dispatch system with the National Crime Information Center (NCIC) database to allow officers access to more information in the field Replaced and expanded phone system to a Positron phone system which handles all of our 911 calls and administrative calls coming into the Communications center Phone system now has the capability to track wireless callers to 911. Although the transition of all cellular providers to this system is not yet complete, 911 operators are seeing an increase in calls received with GPS technology proving the caller location Community Emergency Notification System (CENS) was implemented through Maricopa Association of Governments (MAG) to allow communications employees to make a voice mail recording notifying a select geographic radio of an emergency situation. The CENS alert system was utilized during 3 critical incidents by Gilbert Police Communications employees in 2006 The total number of calls generated for service by Gilbert Police totaled 108,510 resulting in a 15% increase from the total of calls for service in 2005 OBJECTIVES FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Increase the number of positive news stories to the local media outlets Continue to edit and process reports for public release within 48 hours Move to National Incident-Based Reporting System (NIBRS) from the Uniform Crime Reports (UCR) standard Streamline Officer training Review, revise and purge outline files in accordance with state guidelines Move property and evidences to new facility Coordinate a statewide effort to reduce vehicle theft by organizing a “Vehicle Theft Prevention and Awareness Day” BUDGET ISSUES Additional Personnel include three 911 Operators, two Property Custodians, one Sergeant in Training, and one Crime Analyst. Approximately $200,000 was added to the Property budget for operational costs of the new Police Property Facility. PERFORMANCE/ACTIVITY MEASURES Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Time between emergency call received to dispatching an officer 2.88 minutes 2.16 minutes 2.00 minutes 1.5 minutes Time to process requests for reports in Records 48 hours 48 hours 48 hours 48 hours Number of public contact by Crime Prevention Unit 891,681 1,094,888 7,000,000 1,500,000 - 99 - Table of Contents Support Services PERSONNEL BY ACTIVITY Records Communication Property Alarm Management Training Coordination Planning and Research Total Personnel EXPENSES BY ACTIVITY Records Communication Property Alarm Management Training Coordination Planning and Research Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2004 Actual FY 2005 Budget FY 2006 17.00 37.00 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 20.00 40.00 6.00 1.00 3.00 3.00 20.00 43.00 7.00 1.00 3.00 3.00 64.00 66.00 70.00 73.00 77.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 544,174 1,295,032 365,661 49,090 87,350 118,651 652,491 1,665,961 844,228 49,942 129,961 136,830 1,087,570 2,682,510 6,393,300 59,280 166,580 156,570 894,759 2,238,390 634,774 48,790 240,662 170,840 1,207,650 2,990,500 1,335,300 69,250 271,900 240,750 $ 2,459,958 $ 3,479,413 $ 10,545,810 $ 4,228,215 $ 6,115,350 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 2,062,461 354,544 33,203 9,750 2,564,497 452,451 462,465 3,871,090 674,690 28,790 5,971,240 3,288,490 668,295 28,790 242,640 4,722,840 913,620 478,890 $ 2,459,958 $ 3,479,413 $ 10,545,810 $ 4,228,215 $ 6,115,350 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 77,103 2,459,958 Net Operating Result Projected FY 2006 73,837 3,479,413 58,000 10,545,810 80,000 4,228,215 80,000 6,115,350 $ (2,382,855) $ (3,405,576) $(10,487,810) $ (4,148,215) $ (6,035,350) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2004 FY 2005 FY 2006 - 100 - FY 2007 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 BUDGET ISSUES ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Eleven new volunteers were added to the Police Department – 5 in Citizens On Patrol, 2 in Victim Assistance, 2 in Property, 1 in Crime Prevention, and 1 as a DUI Van Driver Responded to 145 crisis calls Contacted and offered services to 1,507 victims Provided service to 3,955 clients Provided 8 Adolescent Life Fundamentals classes, 4 Parenting classes, 11 Community Youth Diversion classes, 12 Adolescent Drug/Alcohol/Tobacco classes, and 3 Adolescent Substance Abuse Treatment classes 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 Provide assessment and counseling to the Gilbert community through a variety of programs Provide a variety of services to victims of crime identified by the Gilbert Police Department The budget for Counseling Services increased approximately 25% over the adopted FY 2006 budget. The addition of a Youth/Family Counselor and a Volunteer Coordinator are the major contributors to this increase. One-time expenditures of $11,000 for start up equipment and supplies for the new positions are also included. Other increases occurred in Copy Expenses, Office Supplies, Fuel, and Insurance. PERFORMANCE/ACTIVITY MEASURES Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Counseling Units of Service – Individual and Group 20,522 18,664 21,266 21,000 Cost per counseling unit $25.12 $29.82 $27.76 $37.50 Victims Offered Services 1,548 1,453 1,507 1,600 Number of crisis calls handled 136 138 145 155 % of youth violence referrals completing the program successfully 96% 95% 95% 95% Total Clients Served 3,917 3,661 3,955 4,000 - 101 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Total Personnel EXPENSES BY ACTIVITY Counseling Actual FY 2004 Actual FY 2005 Budget FY 2006 7.50 7.50 7.50 8.50 9.50 7.50 7.50 7.50 8.50 9.50 Actual FY 2004 Actual FY 2005 Budget FY 2006 518,204 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 481,287 34,227 2,690 $ 518,204 Total Revenues Total Expenses $ 150,210 518,204 Net Operating Result $ $ 628,500 (367,994) $ 557,550 $ 636,911 Actual FY 2005 628,500 (360,906) $ $ 636,911 160,000 628,500 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2006 - 102 - $ (426,911) $ $5.00 FY 2005 718,170 69,340 - 210,000 636,911 (468,500) $ FY 2007 787,510 Budget FY 2007 Projected FY 2006 COST PER CAPITA FY 2004 $ 548,410 41,891 46,610 Budget FY 2006 196,644 557,550 787,510 Projected FY 2006 545,120 36,770 46,610 $ Budget FY 2007 636,911 Budget FY 2006 489,294 48,430 18,822 1,004 Actual FY 2004 OPERATING RESULTS 557,550 Budget FY 2007 Projected FY 2006 628,500 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses 518,204 557,550 Projected FY 2006 787,510 Budget FY 2007 216,300 787,510 (571,210) Table of Contents Investigations ♦ ♦ PURPOSE STATEMENT The Gilbert Police Department Investigations Division is dedicated to apprehending and prosecuting offenders as well as resolving investigations in a timely and thorough manner. Comprised of the Persons Crimes Unit, Property Crimes Unit and Special Investigations Team, the Criminal Investigations Division investigates complex felony crimes, including: homicide, sexual assault, child abuse/endangerment, robbery, burglary, theft, drug trafficking and racketeering. ♦ ♦ ♦ ♦ 27 search warrants executed Approximately 470 hours of surveillance completed (47 “Knock-and-Talks” completed) Nine vehicles seized under the RICO statutes in relation to illegal activity Approximately $153,106 in US currency seized in relation to illegal activity Approximately 191 lbs of marijuana and several marijuana plants seized with a street value of approximately $125,000 Seized 4 ounces of methamphetamine, 5.2 grams of heroin, and 100 oxycotin pills ACCOMPLISHMENTS FY 2006 OBJECTIVES FY 2007 Persons Crimes Detectives: ♦ Investigated approximately 330 reported crimes ♦ Cleared an average of 27.33 cases per month ♦ Detectives gathered intelligence to further investigate criminal gang activity ♦ Civilian Investigators cleared 182 cases in the area of missing persons, sex offender registrations, and domestic violence weapons release cases ♦ Prepared and served over 31 search warrants during the year resulting in the recovery of essential evidence and increasing the quality of the investigations Property Crimes Detectives: ♦ Property Crimes Detectives cleared 122 cases by arrest or by filing charges against the suspect ♦ Detectives actively pursued hundreds of criminal investigations, resulting in the conclusion of 428 cases ♦ A total of 19 search warrants were served which resulted in the recovery of thousands of dollars in stolen property Special Investigations Team: ♦ 90 cases received and worked through the narcotics information hotline ♦ 59 arrests made directly or indirectly through Special Investigations Team (SIT) ♦ ♦ ♦ ♦ ♦ ♦ ♦ Begin to train all persons crimes detectives on basic computer crimes Increase case clearance rates by an additional two percent from the previous fiscal year Decrease the number of inactivated cases by an additional two percent from the previous fiscal year Provide information and data to other units within the department for proactive police work and crime prevention Staff the Intelligence and Analysis Unit Conduct proactive property crimes enforcement details in conjunction with SIT, Special Enforcement Team (SET), and Patrol Train all Persons Crimes Detectives in Basic Laboratory for Scientific Interrogation (LSI) BUDGET ISSUES Two new Sections were created in the Investigations Division for FY 2007; Person Crimes and Property Crimes. Two Police Officers were added to the FY 2007 budget along with all related expenses. Actual FY 2004 21% Actual FY 2005 24% Projected FY 2006 35% Anticipated FY 2007 37% Percentage of cases inactivated 40% 29% 27% 25% Total number of search warrants 70 58 80 85 Total SET cases 85 90 75 85 PERFORMANCE/ACTIVITY MEASURES Case clearance rate - 103 - Table of Contents Investigations PERSONNEL BY ACTIVITY General Investigations Special Investigations Crime Prevention Persons Crimes Property Crimes Total Non-Civilian Total Civilian Total Personnel EXPENSES BY ACTIVITY General Investigations Special Investigations Crime Prevention Persons Crimes Property Crimes Total Expenses Projected FY 2006 22.00 7.00 3.00 0.00 0.00 26.00 6.00 22.00 7.00 3.00 0.00 0.00 26.00 6.00 23.00 7.00 3.00 0.00 0.00 27.00 6.00 23.00 7.00 3.00 0.00 0.00 27.00 6.00 2.00 7.00 3.00 12.00 11.00 29.00 6.00 32.00 32.00 33.00 33.00 35.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 2,627,730 809,710 240,840 - 2,668,623 780,750 206,450 - 408,010 798,560 248,360 1,294,720 1,157,840 $ 2,185,876 $ 2,782,244 $ 3,678,280 $ 3,655,823 $ 3,907,490 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,812,061 317,575 56,240 2,050,823 364,734 297,187 69,500 2,702,900 427,600 27,800 519,980 2,686,430 421,613 27,800 519,980 3,237,610 494,040 55,600 120,240 $ 2,185,876 $ 2,782,244 $ 3,678,280 $ 3,655,823 $ 3,907,490 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS $ Net Operating Result Budget FY 2006 1,986,840 581,838 213,566 - Personnel Supplies & Contractual Capital Outlay Transfers Out Total Revenues Total Expenses Actual FY 2005 1,547,102 519,720 119,054 - EXPENSES BY CATEGORY Total Expenses Actual FY 2004 (38) 2,185,876 7,250 2,782,244 3,678,280 140 3,655,823 3,907,490 $ (2,185,914) $ (2,774,994) $ (3,678,280) $ (3,655,683) $ (3,907,490) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2004 FY 2005 FY 2006 - 104 - FY 2007 Table of Contents Special Operations PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 BUDGET ISSUES ♦ ♦ ♦ ♦ ♦ Provided training from Homeland Security Center Disaster Preparedness on weapons of mass destruction (WMD) incident command to all sworn employees Provided special weapons and tactics (SWAT) command school to tactical operations unit leaders Filled several open tactical operations unit SWAT positions and provided Basic SWAT School to the new members of the unit Obtained several floor plans of high risk facilities in preparation for tactical operations Expansion of unit incrementally toward the goal of minimum staffing per National Tactical Officers Association (NTOA) standards Obtaining additional safety equipment for operations The Special Operations budget appears to have decreased from the FY 2006 adopted budget. However, the FY 2006 budget included $130,000 in one-time expenditures. With this factored out of the FY 2006 budget, the Special Operation budget has actually increases approximately 4% over FY 2006 adopted budget. Salary increases and fuel costs account for the majority of the increase. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 100% 100% 100% 100% Number of special operations members completing the course of instruction 20 23 27 29 Number of tactical operations 7 10 15 18 220 220 220 220 PERFORMANCE/ACTIVITY MEASURES % of special operations members trained in knowledge, skills and abilities Training Hours - 105 - Table of Contents Special Operations PERSONNEL BY ACTIVITY ERU Unit Total Personnel EXPENSES BY ACTIVITY ERU Unit Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 108,295 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out 149,380 $ 108,295 $ Actual FY 2005 212,740 (148,730) $ 228,200 $ 228,200 212,740 $9,000.00 $6,000.00 $3,000.00 $0.00 - 106 - $ (228,200) $ $12,000.00 FY 2006 21,010 65,510 - 228,200 (212,740) $ FY 2007 86,520 Budget FY 2007 Projected FY 2006 $15,000.00 FY 2005 $ 29,420 88,450 110,330 COST PER ERU ACTIVATION FY 2004 86,520 Projected FY 2006 Budget FY 2006 650 149,380 (108,295) $ $ 19,100 83,310 110,330 $ Budget FY 2007 228,200 Budget FY 2006 149,380 108,295 $ 212,740 15,681 126,359 7,340 Actual FY 2004 Total Revenues Total Expenses $ Budget FY 2007 Projected FY 2006 212,740 Actual FY 2005 18,651 82,304 7,340 OPERATING RESULTS Net Operating Result $ Actual FY 2004 EXPENSES BY CATEGORY Total Expenses 108,295 149,380 Projected FY 2006 86,520 Budget FY 2007 86,520 (86,520) 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 2007 ♦ 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 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 7.50 93.25 10.00 0.00 6.50 104.00 11.00 1.00 6.50 117.50 11.00 1.00 6.50 120.50 11.00 1.00 6.50 160.25 4.00 1.00 110.75 122.50 136.00 139.00 171.75 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Administration Operations Prevention Emergency Operations Total Personnel EXPENSES BY DIVISION 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 535,501 8,633,807 751,505 5,290 583,943 9,524,832 815,310 105,345 1,251,340 22,853,080 1,059,060 148,410 767,640 19,704,640 1,045,630 168,350 766,080 32,370,130 461,680 366,830 $ 9,926,103 $ 11,029,430 $ 25,311,890 $ 21,686,260 $ 33,964,720 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 8,054,310 1,364,953 506,840 8,876,236 1,637,541 74,198 441,455 12,560,810 2,241,990 100,000 10,409,090 12,096,920 2,118,590 100,000 7,370,750 16,126,030 3,493,610 14,345,080 $ 9,926,103 $ 11,029,430 $ 25,311,890 $ 21,686,260 $ 33,964,720 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,288,146 11,029,430 1,026,000 25,311,890 801,060 21,686,260 353,000 33,964,720 832,194 9,926,103 $ (9,093,909) $ (9,741,284) $(24,285,890) $(20,885,200) $(33,611,720) Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 0 0 1 0 9,870 10,225 11,718 12,800 Average response time from apparatus en-route to on scene 4 minutes 43 seconds 4 minutes 43 seconds 4 minutes 44 seconds 4 minutes 40 seconds Turnout time average 50 seconds 51 seconds 51 seconds 50 seconds PERFORMANCE/ACTIVITY MEASURES Child drowning events Number of emergency calls - 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Opened Fire Station #8 Trained and certified ten new paramedics Trained and certified seven new hazardous materials technicians in support of the Civilian Decon project Completed scope of work for grant from FEMA for vehicle exhaust extraction systems and fitness equipment Completed hiring and training of 34 new firefighters Placed in service a brush truck and water tanker ♦ ♦ BUDGET ISSUES Personnel costs increase due to staffing two additional crews. One-time transfers of $13,303,000 to fund various Capital Projects (Emergency Signals, Fire Warehouse, Reconstruct Station 2, Reconstruct Station 3, and land purchase for the Fire Training Facility) also increase the budget substantially. Additional one-time costs of approximately $680,000 are included in the budget for purchase of eleven cardiac monitor/defibrillators, overtime for Paramedic training, and other equipment necessary for the two additional crews. Fuel costs were increased based on actual usage. OBJECTIVES FY 2007 ♦ ♦ Test vaccine agent administration capabilities by implementing a mass flu vaccination clinic for employees and their dependants Increase computer capabilities in the Emergency Operations Center Complete installation of Fire View and begin modeling response capabilities Apply for Department of Homeland Security grant Develop an implementation plan for a hazardous materials response team Complete incident command training required by the Department of Homeland Security Evaluate all aspects of response times and identify possible areas for improvement Implement civilian decontamination project, continue regional response and organizational participation efforts, and pursue aggressive training and exercise plan Continue development of Community Emergency Response Team (CERT) Program that offers disaster preparedness training to the community Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 56% 46% 47% 50% 5 min 33 sec 5 min. 39 sec. 5 min. 34 sec. 5 min. 29 sec. 50 48 49 49 Response time average from apparatus enroute to on-scene 4 min 43 sec 4 min. 51 sec. 4 min. 45 sec. 4 min. 40 sec. Total responses 9,870 10,225 11,506 12,700 Number of training hours for all department personnel 19,895 13,730 40,800 45,000 N/A N/A 100 150 PERFORMANCE/ACTIVITY MEASURES % of time first due unit arrives within four minutes ( apparatus enroute to on-scene) Response time average from time of station alert to on-scene Turnout time average in seconds from receipt of alarm until apparatus begins response Number of CERT volunteers trained - 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 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 88.25 5.00 98.00 6.00 111.50 6.00 114.50 6.00 154.25 6.00 93.25 104.00 117.50 120.50 160.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 8,193,835 439,972 8,823,586 701,246 22,087,610 765,470 18,913,540 791,100 31,626,770 743,360 $ 8,633,807 $ 9,524,832 $ 22,853,080 $ 19,704,640 $ 32,370,130 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 6,940,174 1,208,923 484,710 7,616,702 1,441,055 52,350 414,725 11,006,710 2,008,190 100,000 9,738,180 10,484,610 1,889,190 100,000 7,230,840 14,961,210 3,149,600 14,259,320 $ 8,633,807 $ 9,524,832 $ 22,853,080 $ 19,704,640 $ 32,370,130 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 325,000 22,853,080 88,870 19,704,640 321,000 32,370,130 417,744 8,633,807 Net Operating Result 483,376 9,524,832 $ (8,216,063) $ (9,041,456) $(22,528,080) $(19,615,770) $(32,049,130) COST PER SINGLE FAMILY RESIDENCE $400.00 $300.00 $200.00 $100.00 $0.00 FY 2004 FY 2005 FY 2006 - 110 - FY 2007 Table of Contents Fire Prevention Fire Investigation: ♦ Safely investigated 32 fires with origin and cause determinations and prosecuted one arson fire PURPOSE STATEMENT To make our community a safe place to live and work by embracing solid fire prevention principals through 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 2007 ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ Fire Inspection: ♦ Met inspection challenges associated with two large super centers and Mercy Gilbert Hospital ♦ Maintained request for inspections within 48 hours of request ♦ Established partnerships with homebuilders and multi-family housing stakeholders for BAR system & 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 Community Service Education: ♦ 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 for the Fire Department ♦ ♦ ♦ ♦ ♦ ♦ 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 once per calendar year Inspect all schools & town buildings within jurisdiction once per calendar year Respond to immediate hazards within 8 hours of receipt of complaint Increase investigative efficiency for on scene times and follow through by changing processes Propose adoption of International Fire Code from 2003 to 2006 edition with amendments BUDGET ISSUES As a result of the Community Development reorganization, seven positions from Fire Prevention were transferred to Development Services. Two Investigators and the Fire Marshal remain in Prevention. PERFORMANCE/ACTIVITY MEASURES Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 # of children receiving educational program 6,767 7,760 8,169 8,500 Cause and origin investigations 32 34 45 30 Juvenile fire setting interventions 27 9 26 10 $1,705,000 $3,447,300 $992,696 $1,000,000 Dollar losses related to fire - 111 - Table of Contents Fire Prevention PERSONNEL BY ACTIVITY Fire Prevention Fire Public Education Investigations Total Personnel EXPENSES BY ACTIVITY Fire Prevention Fire Public Education Investigations Actual FY 2004 Actual FY 2005 Budget FY 2006 9.00 1.00 0.00 10.00 1.00 0.00 10.00 1.00 0.00 10.00 1.00 0.00 3.00 1.00 0.00 10.00 11.00 11.00 11.00 4.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 667,564 72,015 11,926 Total Expenses $ $ Actual FY 2004 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 751,505 $ 751,505 $ Actual FY 2004 OPERATING RESULTS Total Revenues Total Expenses 414,450 751,505 Net Operating Result $ 904,670 135,820 18,570 898,490 135,430 11,710 815,310 $ 1,059,060 $ 1,045,630 Budget FY 2006 Projected FY 2006 (337,055) $ 692,541 101,129 21,640 828,250 110,080 120,730 830,780 94,120 120,730 815,310 $ 1,059,060 $ 1,045,630 Budget FY 2006 Projected FY 2006 Actual FY 2005 794,314 815,310 (20,996) $ 701,000 1,059,060 (358,060) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2006 - 112 - 338,780 104,330 18,570 $ FY 2007 461,680 Budget FY 2007 389,170 72,510 - $ (337,080) $ $5.00 FY 2005 Budget FY 2007 708,550 1,045,630 COST PER CAPITA FY 2004 Budget FY 2007 Projected FY 2006 730,695 80,660 3,955 Actual FY 2005 639,643 94,822 17,040 Projected FY 2006 461,680 Budget FY 2007 30,000 461,680 (431,680) Table of Contents Public Works Public Works Summary Public Works Administration Mosquito Control Utility Locates Table of Contents Public Works BUSINESS UNIT DESCRIPTION Public Works Administration provides oversight to the Departments that plan for, operate and maintain Gilbert infrastructure to maximize life of assets - including streets, water, wastewater, reclaimed water, and storm drainage. The staff plans for the long term efficient use of water and reclaimed water resources. Oversight is also provided to solid waste disposal and recycling to ensure health and aesthetics standards. Detail on Enterprise Funds (Water, Wastewater, Residential Solid Waste, Commercial Solid Waste, and Irrigation) and Street Fund are found under separate tabs. GOALS FY 2007 ♦ Obtain American Public Works Association (APWA) Accreditation for the Public Works Department ♦ Plan for build-out water system capacity by securing and/or planning for purchase of the remaining well and reservoir sites ♦ 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 Federal Emergency Management Agency review, the new flood hazard maps for Gilbert’s planning area ORGANIZATIONAL CHART PUBLIC WORKS General Fund Street Fund Enterprise Funds Administration Water Mosquito Control Wastewater Utility Locates Solid Waste Residential Solid Waste Commercial Irrigation - 113 - Table of Contents Public Works PERSONNEL BY DIVISION Actual FY 2004 Actual FY 2005 Budget FY 2006 Administration Environmental Programs Mosquito Control Utility Locates Irrigation 13.50 0.00 0.00 5.00 0.00 14.00 0.00 0.00 5.00 0.00 14.00 0.00 0.00 5.00 0.00 14.00 0.00 0.00 5.00 0.00 12.25 0.00 0.00 5.00 0.00 18.50 19.00 19.00 19.00 17.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 Total Personnel EXPENSES BY DIVISION Administration Environmental Programs Mosquito Control Utility Locates Irrigation Total Expenses Projected FY 2006 Budget FY 2007 809,227 40,873 346,658 21,580 1,076,540 28,750 488,760 31,350 952,350 28,750 487,260 26,120 807,300 29,750 457,190 33,850 $ 1,379,139 $ 1,218,338 $ 1,625,400 $ 1,494,480 $ 1,328,090 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,083,480 227,754 18,979 48,926 1,024,221 147,552 9,675 36,890 1,248,430 203,160 173,810 1,160,870 186,030 147,580 1,081,710 194,000 52,380 $ 1,379,139 $ 1,218,338 $ 1,625,400 $ 1,494,480 $ 1,328,090 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2007 750,150 232,589 44,572 331,416 20,412 EXPENSES BY CATEGORY Total Expenses Projected FY 2006 928,298 1,379,139 $ 1,087,783 1,218,338 (450,841) $ 1,224,290 1,625,400 (130,555) $ 1,419,730 1,494,480 (401,110) $ 1,419,640 1,328,090 (74,750) $ 91,550 Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 n/a 52,116 57,883 60,000 101,033 107,815 110,176 115,100 Total wastewater influent (MG) 3,821 3,817 4,180 4,504 Total water produced (MG) 13,026 13,045 14,252 15,400 PERFORMANCE/ACTIVITY MEASURES Number of customer contacts resulting in service request Total municipal solid waste (tons) - 114 - Table of Contents Public Works Administration ♦ PURPOSE STATEMENT To provide direction and oversight on all areas of Public Works operations and planning including; water, wastewater, solid waste collection and street maintenance. 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 reclaimed water. To manage safe development in 100-year flood hazard areas within Gilbert. To provide prompt courteous and informed service to our external and internal customers. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ Completed design of the joint Sonoqui Wash channelization project with Flood Control District and the Town of Queen Creek Trained in GBA work management system to track all incoming customer service requests Trained in use of Eden Inventory Module for tracking division purchases and warehousing in anticipation of implementation Trained in use of Eden GBA Customer Tracking software in anticipation of conversion from Master Series to GBA Customer Tracking implementation Processed and completed 31 division service contracts and equipment acquisitions compared to 39 previous year due to addition of the Environmental contracts ♦ ♦ ♦ ♦ ♦ BUDGET ISSUES As a result of the Community Development reorganization, Public Works Administration and Public Works Field Operations Administration cost centers were combined. The Field Operations Manager position was eliminated and the Water Resources Manager position was transferred to the Water Fund. OBJECTIVES FY 2007 ♦ Complete/update 50 APWA Accreditation practices ♦ Complete the Water, Wastewater, and Reclaimed Water Master Plan update by September 2006 PERFORMANCE/ACTIVITY MEASURES % of contacts for information only Ratio of administrative staff to total division Continue working with the Flood Control District of Maricopa County to update the 100-year flood hazard study and maps Secure the remaining sites (3) for future well, reservoir and booster station facilities Secure the remaining site for a replacement direct to system well (replace well 4) Participate in overseeing the construction of the Sonoqui Wash from Higley Road to Power Road (joint IGA project with the Flood Control District and Queen Creek) Complete review of the new 100-year flood hazard maps being prepared by the Flood Control District Convert to, train and use 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 Prepare for the South Area Service Center opening toward end of FY 2007 Continuously seek improvements to the “one stop” service provided to the external and internal customers 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 26 contracts from preparation of specifications to completion of contract documentation Actual FY 2004 57% Actual FY 2005 57% Projected FY 2006 66% Anticipated FY 2007 66% 1:22.6 1:22.2 1:24.0 1:19.2 - 115 - Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Administration Field Operations Admin Total Personnel EXPENSES BY ACTIVITY Administration Field Operations Admin $ Budget FY 2006 4.00 9.50 4.00 10.00 4.00 10.00 4.00 10.00 12.25 0.00 13.50 14.00 14.00 14.00 12.25 Actual FY 2004 Actual FY 2005 Budget FY 2006 750,150 $ Actual FY 2004 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 750,150 $ Actual FY 2004 Total Revenues Total Expenses 371,970 704,570 809,227 $ 1,076,540 753,138 41,774 9,675 4,640 937,170 86,970 52,400 809,227 $ 1,076,540 $ 952,350 $ 952,350 738,830 68,470 $ 807,300 Budget FY 2007 929,560 952,350 962,410 807,300 (22,790) $ 155,110 (228,230) $ $3,000.00 $2,000.00 $1,000.00 $0.00 - 116 - 807,300 Budget FY 2007 Projected FY 2006 $4,000.00 FY 2006 $ 850,980 69,970 31,400 $5,000.00 FY 2005 807,300 - Projected FY 2006 COST PER PUBLIC WORKS EMPLOYEE FY 2004 Budget FY 2007 304,510 647,840 848,310 1,076,540 (69,493) $ Budget FY 2007 Projected FY 2006 Budget FY 2006 739,734 809,227 (153,268) $ Projected FY 2006 Budget FY 2006 Actual FY 2005 596,882 750,150 $ 287,019 522,208 Actual FY 2005 699,397 46,113 4,640 OPERATING RESULTS Net Operating Result Actual FY 2005 273,532 476,618 Total Expenses Total Expenses Actual FY 2004 FY 2007 Table of Contents Mosquito Control PURPOSE STATEMENT OBJECTIVES FY 2007 The goal of Gilbert’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 2006 ♦ ♦ ♦ ♦ ♦ ♦ Distributed outreach materials and educated residents regarding mosquito control and West Nile Virus prevention at the Spring Expo at Freestone Park, at the Feathered Friends Festival at the Riparian Preserve, and at the Earth Day event at McQueen Park Mosquito Control and West Nile Virus outreach information is accessible on the Town’s web site and was also placed in the “Your Town” publication that is mailed to all residents Coordinated with Maricopa County Vector Control regarding mosquito control operations and West Nile Virus monitoring and education Contracted mosquito control operations were conducted in the Town’s scheduled program areas The Town’s Mosquito Control Contract was renewed and awarded for next fiscal year ♦ ♦ 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 Certify the Effluent Reuse and Recharge Branch Supervisor and Senior Utility Workers for pesticide application of mosquito larvicide on Town property Continue to conduct scheduled contract mosquito and midge fly fogging and larvicide treatments in designated program areas BUDGET ISSUES The Mosquito Control budget increased approximately 4% over the FY 2006 adopted budget. This increase is to cover the annual price index increase for the pest control contract. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Number of mosquito related complaints 205 174 180 190 % of complaints within town treatment areas 24% 21% 22% 20% PERFORMANCE/ACTIVITY MEASURES - 117 - Table of Contents Mosquito Control Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Mosquito Control 44,572 Total Expenses $ 44,572 40,873 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 44,572 - Total Expenses $ 44,572 Total Revenues Total Expenses $ 44,572 Net Operating Result $ 28,750 (44,572) $ 40,873 $ 28,750 Actual FY 2005 28,750 (40,873) $ $ 28,750 28,750 $250.00 $200.00 $150.00 $100.00 $50.00 $0.00 FY 2005 FY 2006 - 118 - 29,750 $ 28,750 (28,750) $ FY 2007 29,750 Budget FY 2007 Projected FY 2006 COST PER COMPLAINT FY 2004 $ 28,750 - Budget FY 2006 40,873 29,750 Projected FY 2006 28,750 $ Budget FY 2007 28,750 Budget FY 2006 40,873 - Actual FY 2004 OPERATING RESULTS $ Budget FY 2007 Projected FY 2006 28,750 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY 40,873 Projected FY 2006 (28,750) $ 29,750 Budget FY 2007 29,750 (29,750) Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ Equipped each Locate vehicle fully with line tracers, traffic loop and metal detectors to provide for more efficient operations Fully implemented the AZ Blue Stake internet based ticket tracking system 31,802 utility locates completed in the fiscal year Initiate a below grade electronic locating methodology; i.e. buried metallic devices, copper wire, metallic tape Respond to off hour emergency locates within two hours Continue mapping and validating older parts of the water system to ensure accurate location data Continue to work with AZ Blue Stake to perfect electronic ticketing through the internet BUDGET ISSUES Utility Locates budget decreases from FY 2006 budget due to a one time transfer of $63,000 in the FY 2006 budget. Changes in the FY 2007 budget include a $7,000 increase in fuel costs, a one time expenditure of $12,000 for four metal detectors per ACC regulation, and salary increases as a result of market and merit adjustments. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 # of utility locates 37,085 35,621 31,802 36,000 % of recall tickets 0.9% 0.8% >1.0 >1.0 % of emergency tickets 1.3% 2.1% 1.5% 1.5% PERFORMANCE/ACTIVITY MEASURES - 119 - Table of Contents Utility Locates Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates 331,416 Total Expenses $ 331,416 346,658 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 246,638 55,129 18,979 10,670 Total Expenses $ 331,416 Total Revenues Total Expenses $ $ - 346,658 488,760 1,391 487,260 $ 487,260 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2005 FY 2006 - 120 - 342,880 95,780 18,530 $ FY 2007 2,910 457,190 Budget FY 2007 490,170 487,260 (112,780) $ 457,190 Budget FY 2007 Projected FY 2006 COST PER LOCATE FY 2004 $ 309,890 87,310 90,060 375,980 488,760 $ 457,190 Projected FY 2006 Budget FY 2006 348,049 346,658 $ $ 311,260 87,440 90,060 $ Budget FY 2007 487,260 Budget FY 2006 Actual FY 2005 331,416 331,416 Net Operating Result 488,760 271,083 64,905 10,670 Actual FY 2004 OPERATING RESULTS $ Budget FY 2007 Projected FY 2006 488,760 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY 346,658 Projected FY 2006 457,230 457,190 $ 40 Table of Contents Community Services Community Services Summary Parks and Open Space Aquatics Recreation Centers Recreation Programs Culture and Arts Table of Contents Community Services DEPARTMENT DESCRIPTION The Community 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, Arts and Culture, 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, Riparian Preserve, 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 2007 ♦ To provide quality leadership and direction for all programs and activities within Community 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 COMMUNITY 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 Library Services Recreation Programs Teen Programs Special Events Leisure Programs Special Needs Youth Sports Outdoor Programs Adult Sports Riparian Programs - 121 - Table of Contents Community Services PERSONNEL BY DIVISION Administration Parks and Open Space Aquatics Concessions Recreation Centers Recreation Programs Culture and Arts Total Personnel EXPENSES BY DIVISION Administration Parks and Open Space Aquatics Concessions Recreation Centers Recreation Programs Culture and Arts Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 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 33.46 15.90 0.00 31.22 19.37 1.00 9.25 33.46 16.05 0.00 31.22 19.22 1.00 8.50 33.96 18.73 0.00 29.49 16.94 1.00 108.95 106.89 110.20 110.20 108.62 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 707,090 2,560,663 417,136 21,914 1,588,541 1,190,258 75,848 1,140,351 3,403,410 489,318 1,732,960 1,237,310 79,267 913,170 4,474,070 688,490 5,273,380 1,671,200 120,470 864,680 4,328,120 669,850 2,510,270 1,547,460 86,760 896,160 6,714,500 875,740 5,818,750 1,540,300 123,410 $ 6,561,450 $ 8,082,616 $ 13,140,780 $ 10,007,140 $ 15,968,860 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 3,972,192 2,300,699 288,559 4,080,046 3,012,470 231,833 758,267 4,915,850 3,557,500 121,000 4,546,430 4,503,930 3,393,120 121,000 1,989,090 5,085,130 4,002,830 550,500 6,330,400 $ 6,561,450 $ 8,082,616 $ 13,140,780 $ 10,007,140 $ 15,968,860 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,972,000 13,140,780 1,875,060 10,007,140 2,353,230 15,968,860 1,799,240 6,561,450 1,866,092 8,082,616 $ (4,762,210) $ (6,216,524) $(11,168,780) $ (8,132,080) $(13,615,630) 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 2004 9,983 62% Actual FY 2005 11,346 60% Projected FY 2006 15,505 57% Anticipated FY 2007 20,000 56% 60.8% 61.7% 62.5% 63.0% 89.3% 92.7% 90.5% 92.0% 32.3% 34.7% 31.0% 32.0% - 122 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2007 Provide safe, well-maintained and desirable park and municipal resources for the residents of Gilbert and visiting patrons. ♦ Assist in the completion of scheduled capital improvement projects to include: Discovery and Cosmo Parks, Western Powerline Trail Phases II and III, Heritage Trail, South Area Service Center, canal bridge crossings and the Heritage Water Tower Park ♦ Continue to provide high customer and maintenance service levels through effective park management practices, facility readiness performance, programming and event assistance ♦ Identify and prioritize the renovation, rehabilitation and cost needs of aging park resources and facilities ♦ Continue to explore and implement effective park and facility resource maintenance best management practices and methods to involve: landscape, irrigation, turf & sport court management, park ranger program, and building-facility maintenance functions within the division ♦ Explore additional contract service and partnering opportunities ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Parks Building Maintenance staff received the CQI Submittal of the Year for replacement of designated area light poles enhancing park safety and security as well as cost savings Park ranger staff coordinated 1,391 hours of community service in the parks with a focus on park resource maintenance Park ranger staff coordinated 12,149 facility reservations in Town District Parks Awarded $1,426 in grant funds through Salt River Project for park area landscape improvement Assisted in the program, design or development of nine capital projects Turf management staff developed and conducted sports field maintenance seminars for local Little League organizations enhancing community partnering for ballfield complex maintenance standards Completion of professional certifications in applicable areas of responsibility including turf management, landscape maintenance, backflow prevention, arboriculture and tree care Park ranger staff conducted annual safety audits of park and municipal area play systems Designated staff maintained state required Qualifying Party License for the monitoring and training of Town pesticide applicators 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 (per Annual Resident Survey) Customer Service: completed facility readiness/reservation requests Cyclical Maintenance: projects completed and funding allocation (Operating and Capital) BUDGET ISSUES The Parks and Open Space budget increases approximately 50% over FY 2006 adopted budget. One time expenditures for FY 2007 include; $1,467,000 for Capital Project transfers, $125,000 for Parks Improvements, $21,000 for three utility vehicles, and $10,000 for Building and Grounds R&M. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 676 676 676 $3,390 $3,978 $4,216 $5,249 49.0% 57.0% 60.0% 63.0% 6,809 8,260 9,500 10,000 20 $19,600 12 $150,442 11 $19,600 5 $135,000 676 - 123 - Table of Contents Parks and Open Space PERSONNEL BY ACTIVITY Parks and Open Space Total Personnel EXPENSES BY ACTIVITY Parks and Open Space Total Expenses Budget FY 2006 Projected FY 2006 33.46 32.96 33.46 33.46 33.96 33.46 32.96 33.46 33.46 33.96 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 3,403,410 4,474,070 4,328,120 6,714,500 $ 2,560,663 $ 3,403,410 $ 4,474,070 $ 4,328,120 $ 6,714,500 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,309,366 982,918 268,379 1,381,958 1,075,132 231,833 714,487 1,672,810 1,473,960 21,000 1,306,300 1,547,600 1,281,560 21,000 1,477,960 1,829,730 1,593,430 125,000 3,166,340 $ 2,560,663 $ 3,403,410 $ 4,474,070 $ 4,328,120 $ 6,714,500 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 2,560,663 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 68,091 2,560,663 88,762 3,403,410 79,000 4,474,070 87,000 4,328,120 86,000 6,714,500 $ (2,492,572) $ (3,314,648) $ (4,395,070) $ (4,241,120) $ (6,628,500) COST PER ACRE MAINTAINED $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2004 FY 2005 - 124 - FY 2006 FY 2007 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Increase swim lesson participation levels by 16% from FY 2006 with the addition of Greenfield Pool ♦ Host the 2006 East Valley Guardstart Olympics at Greenfield Pool for the cities of Mesa, Tempe, Chandler, Apache Junction, and Scottsdale ♦ Increase water safety awareness by sponsoring the annual Safe Pools Day event with the Gilbert Fire Department ♦ Increase annual participation in swim lessons by 1,000 swimmers ACCOMPLISHMENTS FY 2006 ♦ Completed construction of Greenfield Pool ♦ Utilized on-line registration for all aquatics programs ♦ Expanded swim lessons, swim team, and dive team programs to include Greenfield Pool ♦ Renovated the water slide at Mesquite Aquatic Center ♦ Design process is underway for Perry Pool and Williams Field Pool BUDGET ISSUES The Aquatics budget increases approximately 27% over the FY 2006 adopted budget. Major increases include a full year staffing and operational costs for Greenfield Pool, $50,000 to replaster Gilbert Pool, $55,000 for improvements to Mesquite Pool, and $65,000 for improvements to Gilbert Pool. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Annual participation for aquatics 37,791 34,062 42,000 45,000 Number of swim lesson participants 4,251 5,150 6,200 7,200 Cost recovery aquatics (direct costs only) 39% 42% 40% 40% 11% 12% 14% 16% 13% 18% 18% 18% n/a 90% 90% 90% PERFORMANCE/ACTIVITY MEASURES % 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 - 125 - Table of Contents Aquatics Actual FY 2004 Actual FY 2005 Budget FY 2006 Gilbert Pool Mesquite Pool Greenfield Pool 5.84 7.25 0.00 5.84 7.25 0.00 5.84 7.25 2.81 5.89 7.30 2.86 5.77 7.19 5.77 Total Personnel 13.09 13.09 15.90 16.05 18.73 Actual FY 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Gilbert Pool Mesquite Pool Greenfield Pool 189,370 227,766 - Total Expenses $ 417,136 244,134 245,184 $ Actual FY 2004 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 417,136 Total Revenues Total Expenses $ 164,260 417,136 Net Operating Result $ 688,490 (252,876) $ 489,318 $ 669,850 Actual FY 2005 688,490 (281,558) $ $ 669,850 246,000 688,490 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2006 - 126 - $ (463,360) $ $25.00 FY 2005 550,560 205,180 120,000 - 206,490 669,850 (442,490) $ FY 2007 875,740 Budget FY 2007 Projected FY 2006 COST PER PARTICIPANT FY 2004 $ 407,750 137,910 100,000 24,190 Budget FY 2006 207,760 489,318 326,500 318,700 230,540 Projected FY 2006 435,410 128,890 100,000 24,190 $ Budget FY 2007 256,490 314,640 98,720 Budget FY 2006 335,646 151,702 1,970 Actual FY 2004 OPERATING RESULTS $ Budget FY 2007 Projected FY 2006 255,310 330,110 103,070 Actual FY 2005 329,960 85,206 1,970 Total Expenses 489,318 Projected FY 2006 875,740 Budget FY 2007 390,100 875,740 (485,640) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Begin offering programs at the McQueen Park Activity Center in partnership with local businesses ♦ Increase overall participation at Freestone Recreation Center by 6% ♦ Conduct quarterly Occupational Safety and Health Administration (OSHA) in-service training meetings for custodial staff ♦ Increase utilization of personal trainers at Freestone Recreation Center by 10% ♦ Successfully host various community-wide events at McQueen Park Activity Center ACCOMPLISHMENTS FY 2006 ♦ Design process for the new Gilbert Community Center building is underway ♦ Improved customer service by posting facility rental information on-line ♦ Developed a partnership with Basketball Kids to offer preschool and youth basketball camps at McQueen Park Activity Center ♦ Exceeded revenue goal for Freestone Recreation Center ♦ Began offering personal training service at Freestone Recreation Center ♦ Offered late-night basketball at McQueen Park Activity Center BUDGET ISSUES The budget for the Recreation Center increases approximately 10% over FY 2006 adopted budget. One time expenditures included a transfer of $2,994,430 to construct a new Community Center and the demolition of the existing facility, and $305,500 for automated units at the Southeast Regional Library. Perry Branch Library, the second Regional Library for the Town, will be operational towards the end of the fiscal year. Per an IGA with Maricopa County, Gilbert will be assuming responsibility of the Southeast Regional Library over the next five years. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 212,240 230,836 245,000 260,000 11% 12% 12% 12% 23% 23% 23% 23% n/a 92% 89% 90% Cost per square foot – Community Center (8,997 square feet) $27.16 $26.94 $30.97 $30.24 Cost per square foot – McQueen Park Activity Center (26,800 square feet)* $17.01 $12.06 $11.80 $12.11 Cost per square foot – Page Park Center (8,880 square feet) $5.98 $6.25 $5.11 $7.67 Cost per square foot – Freestone Recreation Center (48,500 square feet) $15.49 $15.95 $17.82 $18.30 PERFORMANCE/ACTIVITY MEASURES Annual participation at Freestone Recreation Center % of Freestone Recreation Center average monthly participation as compared to total population % of Freestone Recreation Center average monthly participation for youth as compared to the total youth population % of participants surveyed who indicate the centers met their expectations * Facility expanded in FY 2005 from 15,000 square feet - 127 - Table of Contents Recreation Centers PERSONNEL BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Total Personnel EXPENSES BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Total Expenses Actual FY 2005 Budget FY 2006 4.77 5.60 1.31 16.93 2.00 0.00 4.77 6.21 1.31 16.93 2.00 0.00 4.77 6.21 1.31 16.93 2.00 0.00 4.77 6.21 1.31 16.93 2.00 0.00 4.59 6.40 1.36 15.94 1.20 0.00 30.61 31.22 31.22 31.22 29.49 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 3,137,370 313,070 59,370 907,300 856,270 - 422,650 316,110 45,370 885,760 840,380 - 3,266,480 324,660 68,140 893,570 1,117,900 148,000 $ 1,588,541 $ 1,732,960 $ 5,273,380 $ 2,510,270 $ 5,818,750 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 938,302 647,949 2,290 998,757 731,913 2,290 1,092,650 1,286,270 2,894,460 1,081,980 1,262,830 165,460 1,066,800 1,445,950 305,500 3,000,500 $ 1,588,541 $ 1,732,960 $ 5,273,380 $ 2,510,270 $ 5,818,750 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses 816,538 1,588,541 $ (772,003) $ 843,594 1,732,960 853,000 5,273,380 841,000 2,510,270 1,103,510 5,818,750 (889,366) $ (4,420,380) $ (1,669,270) $ (4,715,240) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $4.00 $3.00 $2.00 $1.00 $0.00 FY 2004 Budget FY 2007 242,364 323,241 55,483 776,060 335,812 - Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2006 244,315 255,142 53,132 753,700 282,252 - EXPENSES BY CATEGORY Total Expenses Actual FY 2004 FY 2005 FY 2006 - 128 - FY 2007 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Continue the partnership with Gilbert Public Schools in providing collaborative programs for youth and teens ♦ Partner with local businesses in offering new classes and recreation program opportunities ♦ Obtain league scheduling software for youth and adult sports programs ♦ Continue to receive 90% or better satisfaction rates on special event participant surveys ♦ Create an application process for special event entertainers ♦ Increase use of town website by event vendors ♦ Use the town website to distribute adult sports league forms, schedules, standings, and tournament brackets ♦ Incorporate the Youth Fishing component into the Teen Outdoor Adventure Club program ♦ Register over 100 teams for the annual Gilbert Days Softball Tournament ACCOMPLISHMENTS FY 2006 ♦ Expanded Special Needs Bowling to include a spring session ♦ Utilized the web for all Adult Sports schedules, tournament brackets, flyers, marketing e-mails, and standings ♦ Adult Basketball League participation increased by 60% ♦ Implemented on-line registration for Leisure Classes ♦ Partnered with Arizona Game and Fish to offer a Youth Fishing Day at the Riparian Preserve ♦ Established partnerships with local businesses, and a TV station, which provided new in-kind support opportunities for Special Events ♦ The intramural program expanded to include a sixth school in the Gilbert district ♦ Programming opportunities for summer Teen Treks and Teen Outdoor programs increased by 13% BUDGET ISSUES The FY 2007 budget for Recreation Programs decreases over FY 2006 adopted budget. A portion of this decrease is a result of staff reviewing the actual staffing levels needed from the various programs and reducing hours accordingly. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 46,499 49,262 52,530 55,000 365 353 370 370 Number of leisure class participants 11,538 12,206 12,450 13,700 Adult sports cost recovery 101% 96% 96% 91% % of total preschool participation in leisure classes compared to total preschool population 34% 44% 43% 44% % of adult softball participation compared to the overall population of adults 6% 6% 6% 5% % of participants surveyed who indicate the leisure classes met their expectations n/a 96% 93% 95% 88% 96% 93% 95% PERFORMANCE/ACTIVITY MEASURES Number of participants Number of softball teams % of participants surveyed who would recommend leisure classes to others - 129 - Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Total Personnel EXPENSES BY ACTIVITY Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Total Expenses Actual FY 2005 Budget FY 2006 0.74 9.16 2.60 2.41 3.15 0.90 0.41 0.74 9.16 2.60 2.41 3.15 0.90 0.41 0.74 9.16 2.60 2.41 3.15 0.90 0.41 0.74 9.26 2.70 2.41 2.75 0.95 0.41 0.74 7.65 2.48 2.26 2.75 0.65 0.41 19.37 19.37 19.37 19.22 16.94 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 88,050 639,820 200,350 236,800 409,530 45,530 51,120 83,190 517,420 172,430 237,860 477,660 14,680 44,220 48,460 455,140 203,990 236,650 509,670 38,730 47,660 $ 1,190,258 $ 1,237,310 $ 1,671,200 $ 1,547,460 $ 1,540,300 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 730,997 450,561 8,700 729,809 475,201 32,300 950,050 470,250 250,900 744,310 552,250 250,900 858,950 517,790 163,560 $ 1,190,258 $ 1,237,310 $ 1,671,200 $ 1,547,460 $ 1,540,300 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses 732,986 1,190,258 $ (457,272) $ 720,379 1,237,310 (516,931) $ 784,000 1,671,200 734,500 1,547,460 (887,200) $ (812,960) $ COST PER PARTICIPANT $30.00 $24.00 $18.00 $12.00 $6.00 $0.00 FY 2004 Budget FY 2007 40,680 363,180 147,988 209,876 407,696 20,418 47,472 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2006 32,987 429,518 151,071 199,297 309,833 24,466 43,086 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 FY 2005 FY 2006 - 130 - FY 2007 765,500 1,540,300 (774,800) Table of Contents Culture and Arts PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Continue using the on-line Email list-serve to announce arts and culture and volunteer opportunities ♦ 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 additional locations for art exhibits in the community ♦ Collaborate with at least one area business to organize art exhibits ♦ Identify potential sponsors for the arts ♦ Tailor sponsorship packages to meet the needs of prospective sponsors ♦ Increase attendance for the ASU to You series by 5% ♦ Develop a partnership with Chandler-Gilbert Community College ♦ Continue to partner with ASU ♦ Increase volunteer base to plan and execute arts programs and events ACCOMPLISHMENTS FY 2006 ♦ Continued the partnership with the Katherine K. Herberger College of Fine Arts to present a new series of six free communities presentations of ASU to YOU: Coffee, Conversation & the Arts ♦ The LOBBY FOR ART program exhibited artwork by eight artists at the Southeast Regional Library ♦ Produced the second annual Global Village Festival in partnership with the Arts Advisory Board, Human Relations Commission and Gilbert Sister Cities ♦ Initiated a partnership with Gilbert Public Schools to print and distribute to all students the Global Village Festival flyer ♦ Increased the funding for the Global Village Festival through sponsorships and in-kind donations and services ♦ Provided an educational and networking opportunity for the Arts Advisory Board through registration of three board members to the SW Arts Conference ♦ Obtained a $500 grant from Arizona Arts Commission for a facilitator for a planning workshop for the Arts Advisory Board ♦ Expanded the availability of the World Connections Speaker’s Bureau by presenting and televising the sessions pre-council meetings ♦ Arranged art exhibits for Boston’s Restaurant PERFORMANCE/ACTIVITY MEASURES # of co-sponsored programs/events # of overall arts and culture participants BUDGET ISSUES Personnel cost increases in Culture and Arts are due to market and merit adjustments. The decrease in Supplies and Contractual is due to appropriations related to the Arts Advisory Board being removed from the Culture and Arts budget and placed in a cost center for boards and commissions. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 3 5 8 9 230 3,000 4,000 5,000 - 131 - Table of Contents Culture and Arts Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Culture and Arts 75,848 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 69,415 6,433 $ 75,848 Total Revenues Total Expenses $ 75,848 Net Operating Result $ $ 120,470 (75,848) $ 79,267 $ 86,760 Actual FY 2005 120,470 (78,907) $ $ 86,760 120,470 $1.00 $0.80 $0.60 $0.40 $0.20 $0.00 FY 2005 FY 2006 - 132 - 80,050 43,360 $ 86,760 (120,470) $ FY 2007 123,410 Budget FY 2007 Projected FY 2006 COST PER CAPITA FY 2004 $ 73,750 13,010 - Budget FY 2006 360 79,267 123,410 Projected FY 2006 72,800 47,670 $ Budget FY 2007 86,760 Budget FY 2006 69,431 9,836 - Actual FY 2004 OPERATING RESULTS 79,267 Budget FY 2007 Projected FY 2006 120,470 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses 75,848 79,267 Projected FY 2006 (86,760) $ 123,410 Budget FY 2007 123,410 (123,410) 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 $134.19 per inmate to $163.64 per inmate for FY 2007. Housing fees are increasing from $56.23 daily to $62.29 daily. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Calls for animal control service – calendar year 1,843 1,797 1,944 2,000 Daily inmate housing rates $45.84 $47.14 $56.23 $62.29 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. Due to budget constraints and expenditure limit, not all outside agencies requests were approved by Council. - 133 - 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 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Average daily ridership – all routes 222 247 323 414 Total number of riders – all routes 68,407 76,021 99,667 127,000 Boardings per mile/Cost per boarding – fixed route 0.29/$12.06 0.31/$12.30 0.41/$9.76 0.54/$7.58 Boardings per mile/Cost per boarding – express route 1.29/$4.58 1.15/$2.53 1.29/$2.98 1.55/$3.00 PERFORMANCE/ACTIVITY MEASURES COST PER RIDER $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2004 FY 2005 FY 2006 - 134 - FY 2007 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 2004 Actual FY 2005 Budget FY 2006 Projected 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 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 100,792 675,472 108,667 840,726 108,700 1,100,000 108,700 1,012,800 114,100 1,300,000 275,339 20,000 1,433 50,940 125,000 21,100 23,412 60,213 125,000 30,000 82,000 68,000 125,000 279,520 81,700 65,470 125,000 31,010 52,500 301,660 1,287,679 350,000 1,582,868 350,000 1,133,000 350,000 1,329,620 350,000 1,398,500 400,000 $ 2,761,655 $ 3,111,986 $ 2,996,700 $ 3,352,810 $ 3,722,770 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 2,435,837 325,818 2,720,980 391,006 2,996,700 - 3,203,190 149,620 3,522,770 200,000 $ 2,761,655 $ 3,111,986 $ 2,996,700 $ 3,352,810 $ 3,722,770 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 321,546 2,761,655 455,138 3,111,986 327,000 2,996,700 475,000 3,352,810 490,220 3,722,770 $ (2,440,109) $ (2,656,848) $ (2,669,700) $ (2,877,810) $ (3,232,550) - 135 - Table of Contents − 136 − 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. 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 FY 2007. Water Wastewater Solid Waste Total Operating Revenues $ 28,231,000 $ 16,410,200 $ 13,005,900 Total Operating Expenses 19,566,560 11,124,740 11,215,630 Operating Income (Loss) $ Nonoperating Revenues (Expenses) Income (Loss) Before Transfers Operating Transfers In Operating Transfers Out Net Income 8,664,440 $ 5,285,460 123,000 $ 8,787,440 686,000 $ 5,971,460 174,000 (8,856,800) $ (6,099,950) $ (2,885,340) ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Wastewater Solid Waste Irrigation 1,790,270 $ $ 1,850,270 $ $ (33,810) 33,850 (2,369,180) (68,910) (33,810) - 450,000 $ 16,000 49,810 60,000 - (15,061,390) - 137 - $ Irrigation $ 40 Table of Contents Enterprise Funds PERSONNEL BY DIVISION Water Wastewater Solid Waste Irrigation Total Personnel EXPENSES BY DIVISION Water Wastewater Solid Waste Irrigation Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 58.00 26.00 52.00 0.50 60.00 26.00 57.50 0.50 63.50 30.00 61.10 0.50 63.50 30.00 63.10 0.50 69.00 33.00 70.35 0.50 136.50 144.00 155.10 157.10 172.85 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2007 21,671,195 18,075,434 9,078,850 37,072 26,358,522 14,893,589 11,081,758 40,356 36,830,280 21,438,260 14,878,820 47,350 37,276,910 23,348,020 15,499,050 42,620 34,627,950 19,981,540 13,584,810 49,810 $ 48,862,551 $ 52,374,225 $ 73,194,710 $ 76,166,600 $ 68,244,110 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2007 6,738,062 19,552,173 721,378 21,850,938 7,653,597 21,662,782 1,788,587 21,269,259 9,335,610 27,719,520 898,000 35,241,580 8,922,570 27,523,010 1,148,460 38,572,560 11,177,020 30,018,720 761,000 26,287,370 $ 48,862,551 $ 52,374,225 $ 73,194,710 $ 76,166,600 $ 68,244,110 Actual FY 2003 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2007 39,609,489 48,862,551 49,563,224 52,374,225 50,022,800 73,194,710 52,197,900 76,166,600 59,189,950 68,244,110 $ (9,253,062) $ (2,811,001) $(23,171,910) $(23,968,700) $ (9,054,160) - 138 - 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 2007 ♦ To provide a long term (100 year) supply of quality water to meet demands while complying with State mandated water supply regulations ♦ 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 Conservation Water Wastewater Production Distribution Plant Production Well Production Quality Assurance - 139 - Irrigation Metering Table of Contents Water 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 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual FY 2005 Budget FY 2006 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 25.50 12.00 22.00 0.00 0.00 1.00 0.00 3.00 25.50 12.00 22.00 0.00 0.00 2.00 0.00 3.00 28.00 13.00 23.00 0.00 0.00 58.00 60.00 63.50 63.50 69.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 766,264 2,690,911 227,360 10,695,808 4,307,981 2,982,871 - 1,009,159 3,011,042 258,863 10,752,396 6,300,410 5,026,652 - 1,344,720 3,578,590 334,670 17,605,140 9,398,290 4,475,870 (415,000) 508,000 1,525,990 3,580,890 336,100 18,788,850 8,707,920 4,337,160 - 1,578,170 3,570,410 308,440 15,772,030 8,897,190 4,576,710 (583,000) 508,000 $ 21,671,195 $ 26,358,522 $ 36,830,280 $ 37,276,910 $ 34,627,950 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 3,008,987 9,772,941 68,340 8,820,927 3,234,476 11,195,146 200,127 11,728,773 3,927,660 13,968,560 217,000 18,717,060 3,586,910 13,561,180 215,000 19,913,820 4,545,500 14,868,060 153,000 15,061,390 $ 21,671,195 $ 26,358,522 $ 36,830,280 $ 37,276,910 $ 34,627,950 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 18,658,083 21,671,195 26,019,959 26,358,522 24,602,950 36,830,280 25,284,480 37,276,910 28,528,000 34,627,950 $ (3,013,112) $ PERFORMANCE/ACTIVITY MEASURES Peak day demand (MG) Daily average water production (MG) % of citizens generally/very satisfied with water # of bacteriological samples taken % increase in ground water capacity % increase in surface water capacity Total miles of water main Projected FY 2006 Budget FY 2007 (338,563) $(12,227,330) $(11,992,430) $ (6,099,950) Actual FY 2004 55 36 81.1% 2,246 n/a n/a 591 - 140 - Actual FY 2005 61 38 87.7% 2,356 7% 0 642 Projected FY 2006 62 40 89.5% 2,400 16% 8% 680 Anticipated FY 2007 65 43 90.0% 2,450 9% 13% 720 Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ A series of 5 Project Wet Teacher workshops were presented to Gilbert Unified School District teachers Worked with Chandler to develop a high quality and informative landscaping CD to be used a valuable resource in the industry Updated website with new information on meters, brochures and Homeowner's association resources Completed Fall and Spring workshops with increased attendance In conjunction with Salt River Project, we held a series of Advanced Smartscape classes ♦ Partner with Salt River Project in developing a Certified Irrigation Auditor program Host the Women in Water forum in November of 2006 Add to our school education program the Gilbert Unified School District schools that are physically located in Mesa Continue to participate in the Water Use It Wisely ad campaign Continue to streamline our audit program to reach only those age-built homes under the Reasonable Conservation Measure program of the Non Per Capita Begin developing an alternative school program with a curriculum that not only targets the state standards but also teaches a conservation ethic BUDGET ISSUES The Water Conservation budget decreases from FY 2006 adopted budget. This is due to $50,000 in one-time expenditures in the FY 2006 budget. Increases in the FY 2007 budget include market and merit increases and $5,000 for promotional material educating citizens on the drought. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Water Consumption of Gallons per capita per day 220 216 223 218 % of elementary school participation 57% 71% 61% 80% Residential audits 408 160 250 280 Commercial audits 14 4 5 10 PERFORMANCE/ACTIVITY MEASURES - 141 - Table of Contents Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2004 Actual FY 2005 Budget FY 2006 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 227,360 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 174,824 48,836 3,700 $ 227,360 258,863 $ 334,670 $ 258,863 $ 336,100 334,670 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2005 FY 2006 - 142 - $ FY 2007 336,100 308,440 Budget FY 2007 222,050 74,820 39,230 COST PER CAPITA FY 2004 308,440 Projected FY 2006 220,620 74,820 39,230 $ Budget FY 2007 336,100 Budget FY 2006 191,861 63,002 4,000 Budget FY 2007 Projected FY 2006 334,670 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses 227,360 258,863 Projected FY 2006 239,510 68,930 $ 308,440 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided uninterrupted water service to the Town of Gilbert for the entire year Put two water production wells into service Produced record amount of water for the calendar year 2005 Optimized the production of a replenish water resource, surface water as opposed to pumping groundwater Commissioned Arsenic Mitigation facilities for wells #14 and #15 to meet the new arsenic rule regulations Upgraded Distribution Supervisory Control and Data Acquisition (SCADA) communications faster and more reliable system Commission three water production sites (Well #24, #25 and #26) with associated reservoirs and booster stations Optimize surface water production to 75% surface water and 25% groundwater Fully implement a fourth pressure zone Actively participate as lead agent in the design of the new Joint South Water Treatment Plant with the City of Chandler Optimize power consumption in all water production facilities using the SRP Spatia Information website BUDGET ISSUES Personnel costs increase as a result of market and merit adjustments as well as the addition of two Water Treatment Plant Operators. One-time transfers to fund Capital Projects decrease from $6,217,000 in FY 2006 to $4,518,000 in FY 2007. Additions to the operating budget include; $180,000 for a service agreement with Basin Water for arsenic mitigation, $459,000 for operational costs related to completed Capital Projects, and $120,000 for increased sludge production. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 13,026 13,539 15,000 16,500 % surface water of total water produced 70% 70% 70% 75% Chemical cost per million gallons treated $28 $42 $48 $39 PERFORMANCE/ACTIVITY MEASURES Total water produced (MG) - 143 - Table of Contents Water Production PERSONNEL BY ACTIVITY Plant Production Well Production Quality Assurance Total Personnel EXPENSES BY ACTIVITY Plant Production Well Production Quality Assurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 13.00 6.00 5.00 13.00 6.00 5.00 13.00 6.50 6.00 13.00 6.50 6.00 15.00 7.00 6.00 24.00 24.00 25.50 25.50 28.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 8,024,083 2,115,135 556,590 7,687,064 2,485,506 579,826 8,514,560 8,329,130 761,450 8,434,250 9,755,120 599,480 10,545,220 4,427,730 799,080 $ 10,695,808 $ 10,752,396 $ 17,605,140 $ 18,788,850 $ 15,772,030 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,284,564 5,546,441 54,346 3,810,457 1,402,784 6,307,012 17,928 3,024,672 1,721,570 7,546,160 172,000 8,165,410 1,529,630 7,244,580 172,000 9,842,640 2,002,150 8,447,740 131,000 5,191,140 $ 10,695,808 $ 10,752,396 $ 17,605,140 $ 18,788,850 $ 15,772,030 COST PER MILLION GALLONS PRODUCED $800.00 $600.00 $400.00 $200.00 $0.00 FY 2004 Budget FY 2007 FY 2005 FY 2006 - 144 - FY 2007 Table of Contents Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ Started replacing metal valve box lids with plastic lids in heavy traffic areas where vehicle damage has occurred from “popping lids” With the cooperation of the Fire Department we have developed a plan to inspect and perform maintenance on all fire hydrants during a one year span Coordinate shut down of water mains to assist contractors with tie-ins for the development of the new water infrastructure along the freeway corridor ♦ Facilitate all shutting down of water lines in support of builders/contractors constructing new infrastructure within the Gilbert water service area Continue to do routine maintenance on the majority of hydrants and valves Assist in the incorporation of small water systems that become part of the water system Implement the plan to maintain all fire hydrants annually BUDGET ISSUES Authorized FTE increases with the addition of a Utility Worker. An increase in the fuel budget of $14,850 brings the base budget to actual. A one-time expenditure of $7,000 for a truck mounted crane for lifting medium weight objects is also included in the FY 2007 budget. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 # of fire hydrant rebuild/replacements 65 78 70 70 # of valves exercised 840 634 800 800 % of fire hydrants exercised 10% 8% 10% 100% PERFORMANCE/ACTIVITY MEASURES - 145 - Table of Contents Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2005 Budget FY 2006 Projected FY 2006 10.00 11.00 12.00 12.00 13.00 10.00 11.00 12.00 12.00 13.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 4,307,981 6,300,410 9,398,290 8,707,920 8,897,190 $ 4,307,981 $ 6,300,410 $ 9,398,290 $ 8,707,920 $ 8,897,190 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2004 510,199 166,944 3,630,838 540,867 256,277 162,710 5,340,556 673,640 264,460 24,000 8,436,190 636,410 254,580 24,000 7,792,930 770,040 284,150 7,843,000 $ 4,307,981 $ 6,300,410 $ 9,398,290 $ 8,707,920 $ 8,897,190 COST PER MILE OF WATER MAIN $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2004 FY 2005 - 146 - FY 2006 FY 2007 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2007 To provide accurate and timely readings for accounting of all domestic water produced by Gilbert that is used for residential, commercial or industrial purposes, through installation of new meters and the monthly reading of existing meters. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ Water meter reading cycles split into Monday and Tuesday cycles Read 705,939 water meters in a year Changed out 5,122 older water meters to new meters as part of the life cycling of meters Installed 3,404 new water meters for new customers ♦ Change out of all meters as part of a life cycle program to single jet type Lower the “unaccounted for water” to 8.5% which means greater accounting of consumed water Minimize amount of time meters register zero consumption due to meter or register malfunction Set up a meter testing program in the attempt to validate any issues of inaccuracy Complete pilot project in Turner Ranch to determine if automatic radio reading is a viable alternative to gathering of consumption data BUDGET ISSUES Personnel costs increase with the addition of a Meter Technician. Costs associated with this position, including a vehicle, are also incorporated in the budget. The appropriation for fuel was increased by $40,840 to adjust the budget to actual usage. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 # of lock-offs for delinquent payment 7,255 7,625 7,500 7,700 # of work orders per year 17,253 19,654 20,000 23,000 % of unaccounted for water 11.1% 10.4% 9.6% 8.5% n/a 1,043 1,050 1,050 649,896 701,023 705,939 810,000 5,268 4,201 3,404 3,420 PERFORMANCE/ACTIVITY MEASURES Average meters read per cycle per reader # of meter reads for the year # of new meters installed - 147 - 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 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 20.00 21.00 22.00 22.00 23.00 20.00 21.00 22.00 22.00 23.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 2,982,871 5,026,652 4,475,870 4,337,160 4,576,710 $ 2,982,871 $ 5,026,652 $ 4,475,870 $ 4,337,160 $ 4,576,710 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 942,156 1,063,101 13,994 963,620 999,944 1,154,390 19,489 2,852,829 1,208,200 2,079,310 21,000 1,167,360 1,092,650 2,076,720 19,000 1,148,790 1,314,070 2,164,310 22,000 1,076,330 $ 2,982,871 $ 5,026,652 $ 4,475,870 $ 4,337,160 $ 4,576,710 COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2004 Budget FY 2007 FY 2005 FY 2006 - 148 - FY 2007 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 2007 ♦ 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 ♦ 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 ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Collection Water Wastewater Plant Operations Reclaimed Neely Facility Effluent Re-use Greenfield Facility Effluent Recharge - 149 - Irrigation Quality Table of Contents Wastewater 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 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual FY 2005 Budget FY 2006 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 1.00 0.00 15.00 0.00 9.00 5.00 0.00 0.00 1.00 0.00 16.00 0.00 11.00 5.00 0.00 0.00 26.00 26.00 30.00 30.00 33.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 1,815,380 510,500 9,576,250 6,490,070 2,405,640 518,320 (222,900) 345,000 Projected FY 2006 Projected FY 2006 1,764,040 514,270 10,733,800 7,225,180 2,587,380 523,350 - Budget FY 2007 Budget FY 2007 145,819 633,906 6,057,698 9,686,845 1,221,691 329,475 - 1,321,110 464,450 4,436,767 7,124,097 1,182,722 364,443 - 1,818,720 526,650 7,937,240 7,012,850 2,201,110 455,870 (315,900) 345,000 $ 18,075,434 $ 14,893,589 $ 21,438,260 $ 23,348,020 $ 19,981,540 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,232,315 5,562,868 428,870 10,851,381 1,403,613 5,815,503 37,627 7,636,846 1,833,000 8,398,570 346,000 10,860,690 1,654,000 8,239,130 346,010 13,108,880 2,162,210 8,912,530 50,000 8,856,800 $ 18,075,434 $ 14,893,589 $ 21,438,260 $ 23,348,020 $ 19,981,540 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 11,384,630 18,075,434 13,002,654 14,893,589 14,286,500 21,438,260 15,151,500 23,348,020 17,096,200 19,981,540 $ (6,690,804) $ (1,890,935) $ (7,151,760) $ (8,196,520) $ (2,885,340) 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 2004 3,453.89 9.46 178.10 2,627.10 76% 1,018.43 n/a - 150 - Actual FY 2005 3,818.60 10.48 197.52 2,595.83 68% 1,184.95 n/a Projected FY 2006 4,180.24 11.45 236.80 2,630.00 63% 1,313.17 26% Anticipated FY 2007 4,504.00 12.34 260.00 4,056.00 90% 1,490.00 25% Table of Contents Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided safety training that included confined space entry, trenching and shoring, lockout/tagout, bloodborne pathogens, first responder operations, first aid, personal protective equipment, and general safety Conducted odor control activities in the wastewater collection system and at lift station sites Rehabilitated 19 sewer manholes identified as having been impacted by corrosion Responded to and conducted repairs on 19 sewer line breaks Cleaned 30% of the sewer system using high velocity sewer cleaning equipment Inspected 19% of the sewer system using closed circuit television (CCTV) inspection equipment Completed design and began construction activity on the Turner Ranch Conversion Project Began the expansion of the Gilbert Commons lift station site to increase capacity Completed design and began construction activity to expand the Wastewater Section’s “Supervisory Control And Data Acquisition” (SCADA) system A new sewer service line maintenance and repair ordinance was developed and approved ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provide the necessary safety training to Wastewater Collections’ personnel to include confined space entry, trenching and shoring, lockout/tagout, bloodborne pathogens, first responder operations, first aid, personal protective equipment, and general safety Begin research and development for a new Capacity, Management, Operations, and Maintenance (CMOM) regulatory program Coordinate with Engineering Inspections to help reduce deficiencies with new sewer system installations Identify and rehabilitate sanitary sewer manholes impacted by corrosion Complete the expansion of the Gilbert Commons lift station site Take over operation and maintenance of the Turner Ranch lift station formally owned and maintained by the City of Mesa Perform daily inspections and routine maintenance at all lift station sites Clean a minimum of 30% of the sewer system and perform televised inspections of 25% of the sewer system Complete the rehabilitation of the 42-inch sewer line manholes on Cooper Road Treat 3,500 sewer manholes for roach control BUDGET ISSUES Personnel increases by one FTE for a Lift Station Technician. One-time expenditures of $2,898,850 include; $2,784,000 to fund Capital Projects, $28,000 for a vehicle for the Lift Station Technician, $30,000 for a CCTV camera, and $10,000 for a private sewer study. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Cost per million gallons of wastewater $485 $441 $509 $533 Percent of sewer system cleaned 33% 48% 30% 40% Percent of sewer system inspected 8% 12% 19% 25% PERFORMANCE/ACTIVITY MEASURES - 151 - 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 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 13.00 13.00 15.00 15.00 16.00 13.00 13.00 15.00 15.00 16.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 6,057,698 4,436,767 9,576,250 10,733,800 7,937,240 $ 6,057,698 $ 4,436,767 $ 9,576,250 $ 10,733,800 $ 7,937,240 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 546,395 719,824 410,321 4,381,158 660,890 1,000,676 21,268 2,753,933 858,530 1,208,900 185,000 7,323,820 770,440 1,173,320 185,000 8,605,040 993,760 1,377,090 28,000 5,538,390 $ 6,057,698 $ 4,436,767 $ 9,576,250 $ 10,733,800 $ 7,937,240 COST PER MILLION GALLONS INFLUENT $600.00 $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2004 Budget FY 2007 FY 2005 FY 2006 - 152 - FY 2007 Table of Contents Wastewater Plant Operations PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ BUDGET ISSUES ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ Complete construction activity for the Greenfield Water Reclamation Plant phase two project in partnership with the City of Mesa and Town of Queen Creek Contractual costs to operate the Neely Plant increase by $210,870 or 6%. A majority of this increase ($190,950) is to comply with the contractor’s price index increase as required per the contract. Designed, constructed, and activated a new 8-inch solids force main from the Neely Wastewater Reclamation Facility to the Baseline Road sewer interceptor for sludge disposal operations Oxidation ditch number two was rehabilitated at the Neely Wastewater Reclamation Facility Continued with construction activity on the Greenfield Water Reclamation Plant phase two project in partnership with the City of Mesa and Town of Queen Creek The City of Mesa operates the Greenfield Plant and bills Gilbert based on functional categories of flow, biological oxygen demand, suspended solids, nitrogen and equivalent sludge. The flow is anticipated to increase in FY 2007 as a result of growth. One-time expenditures of $160,000 are included for air relief valve replacement and forcemain valve rehabilitation. Operational increases include $200,000 for contingency funds per an IGA with the City of Mesa and $209,000 for an on-site electrical substation agreement. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Cost of treatment (MG) – Neely Plant $1,064.57 $1,134.91 $1,229.98 $1,242.31 Cost of treatment (MG) – Greenfield Plant $1,218.81 $859.54 $1,713.80 $1,507.41 PERFORMANCE/ACTIVITY MEASURES - 153 - Table of Contents Wastewater Plant Operations PERSONNEL BY ACTIVITY Neely Treatment Facility SE Treatment Facility Total Personnel EXPENSES BY ACTIVITY Neely Treatment Facility SE Treatment Facility Total Expenses Actual FY 2005 Budget FY 2006 Projected 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 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 8,693,358 993,487 6,039,930 1,084,167 3,969,370 2,520,700 4,704,420 2,520,760 4,465,820 2,547,030 $ 9,686,845 $ 7,124,097 $ 6,490,070 $ 7,225,180 $ 7,012,850 Actual FY 2004 Actual FY 2004 Budget FY 2005 Projected FY 2005 Budget FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2004 3,776,959 5,909,886 4,048,839 3,075,258 5,795,470 694,600 5,795,430 1,429,750 6,027,340 985,510 $ 9,686,845 $ 7,124,097 $ 6,490,070 $ 7,225,180 $ 7,012,850 COST PER MILLION GALLON TREATED $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2004 FY 2005 - 154 - FY 2006 FY 2007 Table of Contents Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided necessary safety training to Effluent Reuse and Recharge personnel Completed design, construction, and activated two new direct vadose zone injection wells One large residential development began using reclaimed water for irrigation uses All reclaimed water distribution system valves were exercised Began monitoring and reporting for a new Arizona Pollutant Discharge Elimination System permit All recharge basins were disked at least twice and ripped at least once Western Canal recovered waterline was designed, constructed, and activated for recovered water customers Completed design and began construction of the new south area recharge and reservoir facility project ♦ ♦ Provide the necessary safety training to Effluent Reuse and Recharge personnel Continue to conduct pressure monitoring of the distribution system to improve performance Disk and rip recharge basins at least once Exercise each reclaimed water system valve Perform all required water quality monitoring and submit regulatory reports on schedule Complete construction of the new 5 million gallon south area reclaimed water reservoir Complete construction of the new recovered waterline from wells G-7, G-8, and G-10 along the Western Canal to customer sites Activate the south area reclaimed water distribution system upon startup of the Greenfield Water Reclamation Plant (GWRP) and begin delivering to south area customers Continue with recovery well maintenance Complete construction and begin operating the new south recharge facility upon completion of the Greenfield Wastewater Plant BUDGET ISSUES Personnel costs increase as a result of three mid-year hires in FY 2006 and increases for market and merit. One-time expenditures of $159,500 include; $70,000 for design and setup of a reclaimed water de-chlorination system, $16,000 for a new pump and motor starter at the Elliot and Greenfield reservoir, $23,000 for a hydrologic study at the Riparian Preserve to increase recharge capacity, and $21,000 for a small generator for the wells. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 2,627.10 2,595.83 2,630.00 4,056.00 % of effluent directly reused by customers 31% 37% 40% 40% % of effluent recharged to aquifer 69% 63% 60% 60% 78.82 329.36 215.00 368.00 705 727 730 730 PERFORMANCE/ACTIVITY MEASURES Total annual effluent produced/reused (million gallons) Total surface water recharged to aquifer (million gallons) Total recovered ground water used by customers (million gallons) - 155 - Table of Contents Wastewater Reclaimed PERSONNEL BY ACTIVITY Effluent Re-use Effluent Recharge Total Personnel EXPENSES BY ACTIVITY Effluent Re-use Effluent Recharge Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 3.50 3.50 3.50 3.50 5.00 4.00 5.00 4.00 6.50 4.50 7.00 7.00 9.00 9.00 11.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 592,481 629,210 755,677 427,045 1,455,060 950,580 1,381,750 1,205,630 1,313,750 887,360 $ 1,221,691 $ 1,182,722 $ 2,405,640 $ 2,587,380 $ 2,201,110 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 347,819 324,635 549,237 362,468 187,375 16,359 616,520 539,360 470,950 103,000 1,292,330 443,750 468,580 103,000 1,572,050 688,000 626,870 22,000 864,240 $ 1,221,691 $ 1,182,722 $ 2,405,640 $ 2,587,380 $ 2,201,110 COST PER MILLION GALLONS PRODUCED/REUSED $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2004 Budget FY 2007 FY 2005 FY 2006 - 156 - FY 2007 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Provide the necessary safety training to Wastewater Quality personnel to include confined space entry, bloodborne pathogens, lockout/tagout, first aid, personal protective equipment, first responder operations, and general safety ♦ 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 Development Services 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 ♦ Continue to participate with the City of Mesa’s wastewater sampling events in Gilbert’s south sewer service area and at the Neely Wastewater Facility ♦ Continue to participate in the multi-city coordination group meetings to align commercial pretreatment program compliance strategies and education ♦ Continue public outreach for businesses and residents to educate them on proper storm water and sewer disposal practices ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ Provided necessary safety training to Wastewater Quality personnel that included confined space entry, bloodborne pathogens, lockout/tagout, first aid, personal protective equipment, first responder operations, and general safety Processed 1,940 business registrations Inspected all commercial businesses of concern at least once during the year for proper pretreatment device maintenance, wastewater discharge compliance, and storm water disposal practices 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 Compiled a Wastewater Quality User Classification and Identification Procedures manual BUDGET ISSUES Personnel costs increase due to market and merit adjustments. Supplies and Contractual increase based on prior years actual expenditures. PERFORMANCE/ACTIVITY MEASURES Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Number of businesses of concern inspected 915 829 880 880 100% 100% 100% 100% 9 9 12 12 100% 100% 100% 100% 11 9 12 11 % of businesses of concern inspected Number of permitted industrial users % of permitted industrial users inspected Number of permitted industry violations - 157 - Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2004 Actual FY 2005 Budget FY 2006 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 329,475 Total Expenses $ 329,475 364,443 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 251,060 48,766 18,549 11,100 Total Expenses $ 329,475 $ 518,320 $ 364,443 $ 523,350 518,320 $ $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2005 FY 2006 - 158 - $ FY 2007 523,350 455,870 Budget FY 2007 324,250 70,500 58,010 70,590 COST PER MILLION GALLONS TREATED FY 2004 455,870 Projected FY 2006 320,900 68,830 58,000 70,590 $ Budget FY 2007 523,350 Budget FY 2006 287,816 65,627 11,000 Budget FY 2007 Projected FY 2006 518,320 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY 364,443 Projected FY 2006 360,120 86,230 9,520 $ 455,870 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 2007 ♦ ♦ ♦ ♦ ♦ ♦ 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 Research the need and viability of a transfer station for collection and transport of solid waste ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater Residential Commercial - 159 - Irrigation Table of Contents Solid Waste PERSONNEL BY DIVISION Actual FY 2004 Actual FY 2005 Budget FY 2006 46.46 5.54 51.96 5.54 54.96 6.14 56.96 6.14 62.91 7.44 52.00 57.50 61.10 63.10 70.35 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Residential Commercial Total Personnel EXPENSES BY DIVISION Residential Commercial Total Expenses 9,648,198 1,433,560 12,453,040 2,425,780 12,836,580 2,662,470 11,720,380 1,864,430 $ 9,078,850 $ 11,081,758 $ 14,878,820 $ 15,499,050 $ 13,584,810 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,467,383 4,208,669 224,168 2,178,630 2,984,095 4,643,190 1,550,833 1,903,640 3,541,070 5,338,920 335,000 5,663,830 3,651,600 5,710,140 587,450 5,549,860 4,433,180 6,224,450 558,000 2,369,180 $ 9,078,850 $ 11,081,758 $ 14,878,820 $ 15,499,050 $ 13,584,810 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 10,500,255 11,081,758 11,086,000 14,878,820 11,719,300 15,499,050 13,515,900 13,584,810 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2007 7,747,003 1,331,847 EXPENSES BY CATEGORY Total Expenses Projected FY 2006 9,529,704 9,078,850 $ 450,854 $ (581,503) $ (3,792,820) $ (3,779,750) $ (68,910) Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 85,779 91,278 101,168 108,000 14,421 16,538 17,084 18,600 Cost per Ton $80 $101 $98 $104 Average tons per customer (black can) 1.24 1.24 1.19 1.20 Recycling diversion rate - residential 18.9% 19.2% 18.6% 19.0% Recycling diversion rate - commercial 2.4% 2.6% 2.4% 2.5% PERFORMANCE/ACTIVITY MEASURES Total solid waste tonnage (not including recycling) Total recycle tonnage - 160 - Table of Contents Solid Waste Residential ♦ Added small collection vehicle for collection of missed stops and in dangerous locations for larger truck traffic ♦ Added spill kits to all solid waste vehicles for environmental safety and faster response ♦ Created a safety checklist and procedure for proper management and recycling of aerosol cans PURPOSE STATEMENT To protect human health and the environment by providing Gilbert solid waste services in a safe and efficient manner. These services include the collection and disposal of contained and uncontained (or bulk) trash, household hazardous waste (HHW), green waste, recyclable materials and diversion of specific materials from the solid waste stream for the processing of those materials for use as new products or for other productive uses. OBJECTIVES FY 2007 ♦ Maintain per unit cost of providing reliable solid waste collection ♦ Immediate response to customer requests and service complaints ♦ Effectively transition to the new work order software without negative impact on customer service ♦ 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 ACCOMPLISHMENTS FY 2006 ♦ Established new routes that reduce drive times and increase cans collected per route by reorganizing collection zones for residential and bulk trash ♦ Provided two household hazardous waste (HHW) collection events for our customers in November and April ♦ Conducted residential and commercial audits correcting unmatched addresses in the Geographic Information System (GIS), to find unbilled accounts and incorrect service levels ♦ Implemented a more cost effective contract with a new contractor processing recyclable materials collected that increased items accepted in the program ♦ Added handheld device (Zonar) to all refuse vehicles which automated the downloads to Fleet Maintenance, increasing driver awareness, and decreasing on road breakdowns BUDGET ISSUES Additional FTE for FY 2007 include; one Service Specialist which will be shared with Commercial Collections, four Heavy Equipment Operators, one Crew Leader, and one HHW Technician. The major changes in Supplies and Contractual include $325,000 for increase in fuel and $160,000 for increased Landfill costs. Two side loaders and a super 8 loader will be purchased from the Capital accounts. Transfers decease from FY 2006 due to a $2,274,630 one-time transfer in FY 2006 to fund the accrued replacement value of rolling stock. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Number of residential customers 46,683 50,164 52,990 55,000 Total liability loss $25,877 $18,195 $20,000 $15,000 Residential solid waste diversion rate 19.3% 18.9% 19.2% 19.2% Days of work related injury loss time 36 15 25 0 Number of work related injuries 12 4 5 0 Households served by HHW events 1,113 1,241 1,365 1,501 Tons of HHW collected 35.0 49.45 59.34 71.72 Average weekly recycling participation rate by single family homes 52% 53% 54% 55% PERFORMANCE/ACTIVITY MEASURES - 161 - Table of Contents Solid Waste Residential PERSONNEL BY ACTIVITY Actual FY 2004 Actual FY 2005 Budget FY 2006 Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs 1.76 27.00 9.00 8.70 0.00 2.76 23.50 11.00 14.70 0.00 2.76 26.50 11.00 14.70 0.00 2.76 26.50 13.00 13.70 1.00 3.46 28.50 16.00 13.70 1.25 46.46 51.96 54.96 56.96 62.91 Actual FY 2004 Actual FY 2005 Budget FY 2006 Total Personnel EXPENSES BY ACTIVITY Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Contingency Total Expenses $ 9,648,198 $ 12,453,040 $ 12,836,580 $ 11,720,380 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,396,860 7,081,850 2,372,470 1,800,670 184,730 - 1,406,040 6,334,820 1,676,890 2,078,370 213,260 (223,000) 234,000 2,138,739 3,393,286 224,168 1,990,810 2,636,046 3,742,041 1,550,833 1,719,278 3,154,410 4,452,040 335,000 4,511,590 3,239,570 4,619,820 587,450 4,389,740 3,938,330 5,058,100 520,000 2,203,950 $ 7,747,003 $ 9,648,198 $ 12,453,040 $ 12,836,580 $ 11,720,380 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 9,560,000 12,453,040 9,967,300 12,836,580 11,585,000 11,720,380 Total Revenues Total Expenses 8,101,078 7,747,003 $ 354,075 8,923,456 9,648,198 $ (724,742) $ (2,893,040) $ (2,869,280) $ COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2004 Budget FY 2007 $ 7,747,003 OPERATING RESULTS Net Operating Result Projected FY 2006 1,206,035 6,103,597 1,488,927 848,560 1,079 - Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Budget FY 2007 954,289 5,240,321 901,939 650,454 - EXPENSES BY CATEGORY 1,504,590 7,094,330 1,848,470 1,930,650 (223,000) 298,000 Projected FY 2006 FY 2005 FY 2006 - 162 - FY 2007 (135,380) Table of Contents Solid Waste Commercial PURPOSE STATEMENT OBJECTIVES FY 2007 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 falter. 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. ♦ ♦ ♦ BUDGET ISSUES Personnel increases for FY 2007 include one Heavy Equipment Operator, and a Service Specialist that is shared with Residential Collections. Supplies and Contractual increases include Landfill, Fuel, and Automotive Parts and Supplies. Transfers decline from FY 2006 due to the one-time transfer of $989,130 in FY 2006 to fund the accrued replacement of rolling stock. ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ Increased roll-off business to commercial and residential customers Increased total customer base Generated operating income Continue to increase roll off business in annexation areas Improved driver customer service by increasing staff and decrease in route load Added Customer Service Representative to assist with the commercial calls and scheduling roll offs PERFORMANCE/ACTIVITY MEASURES Number of commercial customers Total roll-off tonnage disposed Provide a very high level of service to all our commercial customers Increase customer base by at least 3% Continue to increase roll-off business Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 384 365 398 440 5,126 6764 8,000 10,000 - 163 - Table of Contents Solid Waste Commercial PERSONNEL BY ACTIVITY Actual FY 2004 Actual FY 2005 Budget FY 2006 0.24 4.80 0.50 0.24 4.80 0.50 0.24 5.40 0.50 1.24 3.90 1.00 1.54 4.15 1.75 5.54 5.54 6.14 6.14 7.44 Actual FY 2004 Actual FY 2005 Budget FY 2006 Commercial Administration Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Contingency Total Expenses Projected FY 2006 22,390 1,796,620 573,770 (27,000) 60,000 Budget FY 2007 33,446 1,109,411 290,703 - $ 1,331,847 $ 1,433,560 $ 2,425,780 $ 2,662,470 $ 1,864,430 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 82,590 1,856,790 723,090 - 107,260 1,243,440 493,730 (27,000) 47,000 328,644 815,383 187,820 348,049 901,149 184,362 386,660 886,880 1,152,240 412,030 1,090,320 1,160,120 494,850 1,166,350 38,000 165,230 $ 1,331,847 $ 1,433,560 $ 2,425,780 $ 2,662,470 $ 1,864,430 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses 1,428,626 1,331,847 Net Operating Result Budget FY 2007 30,048 1,106,187 195,612 - EXPENSES BY CATEGORY Total Expenses Projected FY 2006 $ 96,779 1,576,799 1,433,560 $ 143,239 1,526,000 2,425,780 $ 1,752,000 2,662,470 (899,780) $ (910,470) $ COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2004 FY 2005 - 164 - FY 2006 FY 2007 1,930,900 1,864,430 66,470 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 2007 ♦ To provide uninterrupted irrigation service ♦ To coordinate with Salt River Project schedulers to assure proper scheduling in order to provide consistent service ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater - 165 - Irrigation Table of Contents Irrigation Actual FY 2004 Actual FY 2005 Budget FY 2006 Flood Irrigation 0.50 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 0.50 Actual FY 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY DIVISION EXPENSES BY DIVISION Flood Irrigation Total Expenses 37,072 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 40,356 $ 37,072 $ 40,356 - 47,350 - 42,620 - $ $ 42,620 36,130 13,680 $ Projected FY 2006 - 49,810 Budget FY 2007 42,620 42,620 $ 49,810 Budget FY 2007 30,060 12,560 - 47,350 47,350 $ 49,810 Projected FY 2006 Budget FY 2006 40,356 40,356 $ $ 33,880 13,470 $ Budget FY 2007 42,620 Budget FY 2006 Actual FY 2005 37,072 37,072 $ 47,350 31,413 8,943 - Actual FY 2004 Total Revenues Total Expenses $ Budget FY 2007 Projected FY 2006 47,350 Actual FY 2005 29,377 7,695 - OPERATING RESULTS Net Operating Result $ Actual FY 2004 EXPENSES BY CATEGORY Total Expenses 37,072 40,356 Projected FY 2006 49,850 49,810 $ 40 Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Cost per house irrigated $294 $320 $338 $395 Cost recovery % 45% 47% 39% 32% % of residences missed on schedule 0% 0% 0% 0% PERFORMANCE/ACTIVITY MEASURES - 166 - 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 2007 ♦ 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 Streets Maintenance Traffic Control Right of Way Maintenance Streets Maintenance Street Marking ROW Maintenance Asphalt Patching Street Signs Landscape Maintenance Street Cleaning Street Lighting Shoulder Maintenance Emergency Response Traffic Signal Maintenance Concrete Repair Preventive Maintenance Crack Sealing Debt Fog Sealing - 167 - Storm Drainage Table of Contents Streets Fund PERSONNEL BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Non-Departmental Contingency Total Expenses Budget FY 2006 Projected FY 2006 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 23.34 17.00 6.16 0.00 0.00 0.00 1.00 0.00 23.34 17.00 6.16 0.00 0.00 0.00 1.00 0.00 25.67 23.00 7.83 0.00 0.00 0.00 40.50 45.00 47.50 47.50 57.50 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 558,377 3,264,774 6,424,788 2,040,116 1,280,350 40 - 731,600 3,274,960 10,006,200 2,377,600 1,279,920 864,250 254,000 683,910 3,274,960 7,417,400 2,422,710 1,348,170 3,210,210 - 678,330 3,282,460 7,687,020 4,004,810 2,157,850 6,847,290 254,000 $ 13,841,195 $ 13,568,445 $ 18,788,530 $ 18,357,360 $ 24,911,760 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,989,739 2,467,923 2,421,175 6,962,358 2,230,578 3,224,687 1,489,190 6,623,990 2,821,540 4,310,440 4,070,720 7,585,830 2,753,960 3,298,780 4,770,720 7,533,900 3,698,180 4,761,470 3,828,500 12,623,610 $ 13,841,195 $ 13,568,445 $ 18,788,530 $ 18,357,360 $ 24,911,760 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 13,088,904 13,841,195 14,415,858 13,568,445 14,521,880 18,788,530 15,336,240 18,357,360 20,600,620 24,911,760 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 458,543 2,868,596 7,795,763 1,954,303 763,990 - EXPENSES BY CATEGORY Total Expenses Actual FY 2004 $ (752,291) $ 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 847,413 $ (4,266,650) $ (3,021,120) $ (4,311,140) Actual FY 2004 1,745 Actual FY 2005 1,785 Projected FY 2006 1,820 Anticipated FY 2007 1,830 42.5% 44.2% 42.0% 40.0% 72.3% 75.7% 73.8% 74.0% 55.1% 55.7% 52.5% 51.0% 44/$0 41/$0 10/$0 10/$0 - 168 - Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ Pre-patched all of the subdivisions scheduled for slurry seal Responded to all requests for emergency pothole repair within three hours Implemented new graffiti procedures in coordination with Police Department Crack seal, patch and plastic seal all of the subdivisions identified by the pavement maintenance system Keep a punch list folder for all 8-month reviews of subdivisions to be turned into engineering prior to final acceptance letters going out Make sure all asphalt has some form of maintenance preformed on it at least once every 5 years including all roadways and Town owned parking lots BUDGET ISSUES Additional Personnel for FY 2007 include; a Streets Maintenance Worker, a Senior Streets Maintenance Worker, and a Field Supervisor that is shared with Concrete. Increases in Supplies and Contractual include Fuel, Automotive R&M, and operational costs associated with the new positions. Capital Outlay includes $3,420,500 for Roadway Improvements, an increase of $1,158,000 over the FY 2006 adopted budget. A one-time transfer of $651,450 to fund the accrued replacement value of rolling stock is also included. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Asphalt Patching/Total Square Feet 89,993 110,908 115,000 115,000 Pounds of Crack Seal applied 126,210 106,620 200,000 150,000 Square yards of Plastic Seal/ Cost per square yard 1,221,969 $0.105 1,187,412 $0.133 1,100,000 $0.171 1,200,000 $0.175 Square yards of contracted Micro Seal 329,173 0 425,000 500,000 Square yards of contracted Slurry Seal/ Cost per square yard 1,043,315 $0.540 648,999 $0.610 754,439 $0.776 875,000 $0.815 88 89 89 88 PERFORMANCE/ACTIVITY MEASURES Average Pavement Condition Index - 169 - Table of Contents Streets Maintenance PERSONNEL BY ACTIVITY Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Fog Sealing Total Personnel EXPENSES BY ACTIVITY Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Fog Sealing Total Expenses Actual FY 2005 Budget FY 2006 Projected FY 2006 4.33 4.34 1.33 1.00 8.34 0.00 4.33 5.34 1.33 2.00 8.34 0.00 4.33 7.34 1.33 2.00 8.34 0.00 4.33 7.34 1.33 2.00 8.34 0.00 3.25 7.34 2.25 2.33 4.25 6.25 19.34 21.34 23.34 23.34 25.67 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 485,709 937,835 105,542 5,844,408 422,269 - 510,249 790,067 103,140 4,509,653 511,679 - 570,120 1,399,970 109,300 7,344,160 582,650 - 610,150 1,985,040 115,830 4,113,610 592,770 - 652,270 1,849,570 259,070 3,981,850 470,820 473,440 $ 7,795,763 $ 6,424,788 $ 10,006,200 $ 7,417,400 $ 7,687,020 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2004 889,273 811,911 2,399,057 3,695,522 1,027,242 1,240,688 1,313,058 2,843,800 1,340,540 1,020,120 4,035,720 3,609,820 1,297,850 984,890 4,735,720 398,940 1,593,460 1,206,930 3,546,500 1,340,130 $ 7,795,763 $ 6,424,788 $ 10,006,200 $ 7,417,400 $ 7,687,020 COST PER LANE MILE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2004 FY 2005 - 170 - FY 2006 FY 2007 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Striped main arterials and minor collectors once Striped all the pavement maintenance resurfacing areas Painted 50% of the bull noses (end of medians) Maintained response time for damaged signs within 20 minutes All street light knock downs were handled in house and re-installed within one week All work orders were completed within three working days Assisted with installation and start up of 29 new traffic signals Coordinated with Traffic Operations to implement new timing patterns Began use of auto scope detection when replacing any damaged in ground loops Completed replacing sign faces on all our modular poles Painted Heritage District signal poles to match the new street light poles ♦ ♦ More accurately track the paint by gallons and the actual mileage in the stripping/long line area Purchase a new computer and plotter/upgrade in the signs department to improve signs inventory and increase productivity Install new traffic detection cameras to better monitor congestion and minimize construction related delays Oversee the installation of 19 new traffic signals Finish the design of a fiber optic ring to complete the Towns communication system between the traffic signal controllers and the Traffic Operations Center BUDGET ISSUES The Traffic Control budget increases over 68% over FY 2006 adopted budget. Personnel increases for FY 2007 include; one Streets Maintenance Worker, one Field Supervisor, one Street Light Technician, one Traffic Signal Technician, and one Senior Engineering Technicians. In addition, one Senior Engineering Technician was transfer from General Fund to the Street Fund. Major increases in Supplies and Contractual are $119,000 for a street sign pilot program, $195,000 for Utility costs as a result of completed Capital Projects, $210,000 to light 14 intersections with illuminated street signs, and $264,000 for various vehicles. A one-time transfer of $135,390 to fund the accrued replacement value of rolling stock is also included in the FY 2007 budget. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 83 89 106 118 10,479.0 547.5 600.0 700.0 Total long line gallons used 9,000 6,240 6,500 7,000 Total fabricated signs in house 1,152 1,186 1,216 1,250 348 599 750 800 PERFORMANCE/ACTIVITY MEASURES Total MMU monitor testing Total miles of long line striping painted Total number of High Performance Sodium lamps replaced - 171 - Table of Contents Traffic Control PERSONNEL BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Personnel EXPENSES BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Expenses Actual FY 2005 Budget FY 2006 Projected FY 2006 6.25 3.25 2.25 3.25 6.25 3.25 2.25 4.75 6.25 3.25 2.25 5.25 6.25 3.25 2.25 5.25 6.50 4.50 3.50 8.50 15.00 16.50 17.00 17.00 23.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Budget FY 2007 623,154 269,915 682,169 379,065 543,914 254,435 695,410 546,357 667,110 326,710 789,310 594,470 548,840 309,200 912,670 652,000 713,660 640,730 1,188,370 1,462,050 $ 1,954,303 $ 2,040,116 $ 2,377,600 $ 2,422,710 $ 4,004,810 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2004 748,706 1,130,429 22,118 53,050 849,039 1,024,697 110,010 56,370 1,049,160 1,215,650 15,000 97,790 1,033,830 1,276,090 15,000 97,790 1,535,890 1,915,920 264,000 289,000 $ 1,954,303 $ 2,040,116 $ 2,377,600 $ 2,422,710 $ 4,004,810 COST PER LANE MILE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2004 FY 2005 - 172 - FY 2006 FY 2007 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Began mapping Right of Way (ROW) irrigation controllers for future reference Inspected all new ROW installs to alleviate future issues Implemented a new water schedule to reduce evaporation Assisted with Parkway Improvement District contract monitoring and daily maintenance Eliminated need for discing retentions for PM-10 regulations Mapped the new shoulder maintenance areas Completed all work orders within three working days Add decomposed granite to any rights of way which are bare dirt per Maricopa County Specification (PM-10) Replenish medians with plant life as plants die Continue to identify the storm button markers on the scuppers throughout Gilbert until complete BUDGET ISSUES The Right of Way Maintenance budget increases by $877,930 or 68% over FY 2006 adopted budget. Personnel additions include a Senior Grounds Maintenance Worker, and a Field Supervisor that is allocated among various cost centers. Capital Outlay of $18,000 for a backhoe trailer is also included in the budget. A majority of the increase in the Right of Way Maintenance area is as a result of a $650,000 added to the concrete repair budget. This budget increases sharply due to the additional number of sidewalks within the Town as well as the increased cost of concrete. Also included is a one-time transfer of $42,330 to fund the accrued replacement value of rolling stock. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 ROW miles maintained by contractor n/a 46 51 55 Total storm drains cleaned 200 1,275 1,275 1,275 PERFORMANCE/ACTIVITY MEASURES - 173 - Table of Contents Right of Way Maintenance PERSONNEL BY ACTIVITY Landscape Maintenance Shoulder Maintenance Concrete Repair Total Personnel EXPENSES BY ACTIVITY Landscape Maintenance Shoulder Maintenance Concrete Repair Total Expenses $ Actual FY 2005 Budget FY 2006 2.83 2.33 0.00 3.83 2.33 0.00 3.83 2.33 0.00 3.83 2.33 0.00 5.00 2.50 0.33 5.16 6.16 6.16 6.16 7.83 Actual FY 2004 Actual FY 2005 Budget FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Projected FY 2006 Projected FY 2006 Budget FY 2007 695,947 169,339 415,064 772,400 207,420 300,100 666,520 181,550 500,100 875,680 305,470 976,700 763,990 $ 1,280,350 $ 1,279,920 $ 1,348,170 $ 2,157,850 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 261,398 483,582 19,010 256,725 937,543 66,122 19,960 320,670 931,890 20,000 7,360 308,790 1,012,020 20,000 7,360 451,660 1,563,890 18,000 124,300 763,990 $ 1,280,350 $ 1,279,920 $ 1,348,170 $ 2,157,850 COST PER LANE MILE $1,200.00 $1,000.00 $800.00 $600.00 $400.00 $200.00 $0.00 FY 2004 Budget FY 2007 536,992 151,775 75,223 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 FY 2005 - 174 - FY 2006 FY 2007 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 Health Maintenance Organization (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 was increased to $60 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 16%. Fuel has a mark up of 8 cents per gallon to cover the cost of maintaining the fueling system. A shop supply fee of $25 is added for every work order. New fees were added this year for emergency call out ($90 per hour) and fleet rental ($60 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 Support Services Fleet Maintenance Town Council Health Self Insurance - 175 - Town Manager Copy Services Table of Contents Internal Service Funds PERSONNEL BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Personnel EXPENSES BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Expenses Budget FY 2006 Projected FY 2006 Budget FY 2007 19.00 0.00 0.00 21.00 0.00 0.00 21.00 0.00 0.00 21.00 0.00 0.00 22.00 0.00 0.00 19.00 21.00 21.00 21.00 22.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 4,198,645 151,989 5,624,166 4,375,430 223,000 8,299,580 4,768,320 236,000 8,950,000 5,820,750 380,000 8,942,000 $ 8,761,639 $ 9,974,800 $ 12,898,010 $ 13,954,320 $ 15,142,750 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,061,159 7,700,480 - 1,162,634 8,802,166 10,000 1,359,420 11,452,590 68,000 18,000 1,361,670 12,561,650 13,000 18,000 1,514,660 13,476,910 130,000 21,180 $ 8,761,639 $ 9,974,800 $ 12,898,010 $ 13,954,320 $ 15,142,750 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 9,067,534 8,761,639 11,176,927 9,974,800 13,604,460 12,898,010 13,324,360 13,954,320 15,720,000 15,142,750 305,895 $ 1,202,127 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 3,682,061 70,778 5,008,800 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 $ - 176 - $ 706,450 $ (629,960) $ 577,250 Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2007 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 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Purchased fire apparatus, one brush truck, one tanker, one decontamination truck and two pumper trucks Completed yearly fleet inventory Reorganized parts area and add shelving to increase storage capacity by 50% Reviewed and renewed two yearly contracts – one for generators and one for our waste oil Created a working pandemic influenza plan for vehicle maintenance operations Installed environmental spill kit on all Solid Waste trucks Sold 66 vehicles at Sierra Auction for revenue of $332,877 ♦ ♦ ♦ Prepare and review specifications and contracts for vehicle and equipment acquisition Perform needs and utilization assessment of all vehicles and equipment Ensure one hour or less response to all Town of Gilbert emergency repairs 100% compliance with all E.P.A. regulations 100% compliance with court required police vehicle speedometer certifications Ensure 100% availability of all emergency back up power generators Develop five year replacement schedules for all operating funds Convert to GBA work order system by January 2007 BUDGET ISSUES The budget for Fleet Maintenance increases $1,445,320 or 33% over FY 2006 adopted budget. Personnel costs increase as a result of the addition of one Mechanic, and market and merit adjustments. Contractual increases of $1,299,900 are directly related to the higher fuel costs and increase in automotive parts necessary for the Town’s fleet. Beginning in FY 2007, Fleet is now under the supervision of the Support Services Director. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 % of vehicles passing emissions tests 100% 100% 100% 100% Number of outsourced work orders 6.0% 976 1,099 1,219 Average emergency response time (minutes) 40 45 45 45 Total number of work orders 6,718 11,492 11,554 11,614 Total preventive maintenance work orders 1,104 2,400 2,520 2,640 Total unscheduled work orders 5,196 9,092 9,034 8,974 563 620 630 655 PERFORMANCE/ACTIVITY MEASURES Total number of vehicles/equipment in fleet - 177 - Table of Contents Fleet Maintenance PERSONNEL BY ACTIVITY Administration Fleet Maintenance Non-Departmental Total Personnel EXPENSES BY ACTIVITY Administration Fleet Maintenance Non-Departmental Total Expenses Budget FY 2006 Projected FY 2006 Budget FY 2007 3.00 16.00 0.00 3.00 18.00 0.00 3.00 18.00 0.00 3.00 18.00 0.00 3.00 19.00 0.00 19.00 21.00 21.00 21.00 22.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 213,175 3,985,470 - 235,360 4,135,070 5,000 237,670 4,530,650 - 236,220 5,579,530 5,000 $ 3,682,061 $ 4,198,645 $ 4,375,430 $ 4,768,320 $ 5,820,750 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,061,159 2,620,902 - 1,162,634 3,026,011 10,000 1,359,420 2,985,010 13,000 18,000 1,361,670 3,375,650 13,000 18,000 1,514,660 4,284,910 21,180 $ 3,682,061 $ 4,198,645 $ 4,375,430 $ 4,768,320 $ 5,820,750 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 200,048 3,482,013 - EXPENSES BY CATEGORY Total Expenses Actual FY 2004 3,740,047 3,682,061 $ 57,986 4,186,365 4,198,645 $ 4,400,000 4,375,430 (12,280) $ 24,570 4,770,000 4,768,320 $ COST PER VEHICLE/EQUIPMENT IN FLEET $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2004 FY 2005 - 178 - FY 2006 FY 2007 1,680 5,800,000 5,820,750 $ (20,750) Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2007 Copy Services provide copier maintenance, copier purchases and purchase of stationary supplies. ♦ ♦ Complete phase 2 of the copier replacements per IKON recommendation Review internal billing process to insure sufficient funding for replacement copiers ACCOMPLISHMENTS FY 2006 BUDGET ISSUES ♦ ♦ Educated employees in the benefits (cost and time) of using IKON services Completed phase 1 of the copier replacements PERFORMANCE/ACTIVITY MEASURES Cost per Copy (contractual / # of Copies) Number of Copies Capital Outlay of $130,000 is included in the FY 2007 budget for phase 2 of the copier replacement schedule. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 $0.034 $0.044 $0.045 $0.045 2,065,464 3,418,682 5,215,824 5,500,000 - 179 - Table of Contents Copy Services Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 70,778 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 70,778 $ Total Revenues Total Expenses 70,778 $ $ 30,787 223,000 151,989 223,000 31,297 236,000 $ $ 236,000 $ 380,000 Budget FY 2007 193,360 236,000 300,000 380,000 (32,000) $ (42,640) $ (80,000) $0.06 $0.04 $0.02 $0.00 - 180 - 250,000 130,000 - 191,000 223,000 $0.08 FY 2006 380,000 Budget FY 2007 Projected FY 2006 $0.10 FY 2005 $ 236,000 - COST PER COPY FY 2004 380,000 Projected FY 2006 Budget FY 2006 183,286 151,989 $ $ 168,000 55,000 $ Budget FY 2007 236,000 Budget FY 2006 Actual FY 2005 101,565 70,778 Net Operating Result $ 151,989 - Actual FY 2004 OPERATING RESULTS 151,989 Budget FY 2007 Projected FY 2006 223,000 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses 70,778 151,989 Projected FY 2006 FY 2007 Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2007 This fund provides financing for health insurance coverage provided through a Health Maintenance Organization (HMO) network. ♦ ACCOMPLISHMENTS FY 2006 BUDGET ISSUES ♦ ♦ Reserve in excess of Incurred But Not Reported (IBNR) grew by approximately $381,000 during plan year 2006 Reserve at the end of plan year 2006 meets targeted Reserve goals set by the Board of Trustees Maintain targeted reserve at approximately 3 months of medical claims beyond estimated IBNR claims The charge per member is based on historical information and estimates of cost increases from health insurance industry experts. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 Average total plan cost per Full Time employee, per month $570 $609 $748 $838 Average actual premium per employee per month $604 $696 $766 $881 $217,000 $1,400,233 $1,781,341 $2,500,000 PERFORMANCE/ACTIVITY MEASURES Reserve in excess of estimated Incurred But Not Reported (IBNR) claims - 181 - Table of Contents Health Self Insurance PERSONNEL BY ACTIVITY Health Self Insurance Total Personnel EXPENSES BY ACTIVITY Health Self Insurance Total Expenses Budget FY 2006 Projected FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 5,624,166 8,299,580 8,950,000 8,942,000 $ 5,008,800 $ 5,624,166 $ 8,299,580 $ 8,950,000 $ 8,942,000 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 5,008,800 - 5,624,166 - 8,299,580 - 8,950,000 - 8,942,000 - $ 5,008,800 $ 5,624,166 $ 8,299,580 $ 8,950,000 $ 8,942,000 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 5,008,800 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 $ 5,225,922 5,008,800 6,807,276 5,624,166 217,122 $ 1,183,110 9,013,460 8,299,580 $ 713,880 8,361,000 8,950,000 $ (589,000) $ YEARLY COST FAMILY COVERAGE $15,000.00 $12,000.00 $9,000.00 $6,000.00 $3,000.00 $0.00 FY 2004 FY 2005 - 182 - FY 2006 FY 2007 9,620,000 8,942,000 678,000 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. - 183 - Table of Contents Special Revenue Funds PERSONNEL BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Contingency Total Personnel EXPENSES BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 0.00 1.50 0.00 1.00 2.00 0.00 0.21 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 0.00 1.50 0.00 0.00 3.19 0.00 0.00 0.00 0.00 1.50 0.00 0.00 3.19 0.00 0.00 0.00 4.71 3.69 3.69 4.69 4.69 Actual FY 2004 Actual FY 2005 Budget FY 2006 54,839 1,150,974 33,801,216 365,806 175,603 1,333,914 965,019 - 97,341 365,222 57,011,750 238,371 246,491 1,477,791 746,614 - $ 37,847,371 Projected FY 2006 Budget FY 2007 127,580 1,537,980 103,965,270 1,604,850 247,760 1,946,770 659,930 - 90,000 432,500 104,678,710 853,850 298,160 1,798,800 831,160 - 83,000 1,883,580 84,417,380 1,362,000 810,630 2,096,000 1,051,260 - $ 60,183,580 $ 110,090,140 $108,983,180 $ 91,703,850 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 547,737 2,636,234 122,338 34,541,062 659,892 2,554,098 34,557 56,935,033 686,730 4,492,040 120,000 104,791,370 902,930 3,198,280 104,881,970 1,151,960 4,251,940 812,000 85,487,950 $ 37,847,371 $ 60,183,580 $ 110,090,140 $108,983,180 $ 91,703,850 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 55,488,290 37,847,371 69,418,290 60,183,580 72,290,060 108,983,180 65,800,930 91,703,850 $ 17,640,919 $ 9,234,710 - 184 - 64,443,810 110,090,140 $ (45,646,330) $ (36,693,120) $ (25,902,920) Table of Contents Redevelopment PURPOSE STATEMENT OBJECTIVES FY 2007 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. ♦ Finalize updates to Heritage District Redevelopment Plan ♦ Develop coordinated sign package for all directional and street signage, kiosks ♦ Issue a Request for Proposals for the northwest corner of Gilbert Road and Vaughn Avenue ♦ Develop Water Tower Park ACCOMPLISHMENTS FY 2006 BUDGET ISSUES ♦ ♦ ♦ ♦ ♦ ♦ Finalized development agreement with Land Capital Group for the redevelopment of the northwest corner of Gilbert and Elliot roads Updated plant palette, vision statement, goals and objectives as part of the Redevelopment Plan update Incorporated pedestrian study findings into Redevelopment Plan updates Held retreat for Redevelopment Commission Completed Annual Action Plan Finalized Annual Performance Report The budget for this section is to cover miscellaneous issues related to property management of the Heritage District. A listing of the capital projects in the Heritage District can be found in the Capital Improvement section of the budget. The following map shows the boundaries of the Heritage District: - 185 - Table of Contents Redevelopment PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Redevelopment Commission Property Management Total Expenses $ 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 2004 Actual FY 2005 Budget FY 2006 54,839 97,341 $ Actual FY 2004 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 54,839 $ 18,787 54,839 $ $ (36,052) $ 97,341 $ 34,014 97,341 (63,327) $ 127,580 $ 90,000 83,000 $ Projected FY 2006 $ 90,000 83,000 $ Projected FY 2006 156,300 127,580 66,300 83,000 Budget FY 2007 156,300 90,000 $ 83,000 Budget FY 2007 90,000 - Budget FY 2006 28,720 Budget FY 2007 10,000 80,000 127,580 - Actual FY 2005 - 186 - 127,580 Budget FY 2007 Projected FY 2006 Budget FY 2006 97,341 - Actual FY 2004 Total Revenues Total Expenses 97,341 Projected FY 2006 45,000 82,580 Actual FY 2005 40,139 14,700 - OPERATING RESULTS Net Operating Result Actual FY 2005 1,722 53,117 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 83,000 83,000 $ - Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2007 Housing Programs administer federally funded Community Development Block Grant, HOME Investment Partnership and American Dream Down Payment Initiative programs to provide affordable housing, fair housing, social services, and redevelopment activities for low and moderate income individuals and household ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Funded $858,153 in affordable housing and social service activities through non-profit and local government agencies to assist over 1,200 Gilbert persons Assisted and supported expansion of Gilbert Community/Senior Center Submitted Annual Action Plan to Department of Housing and Urban Development (HUD) Completed Housing Programs Operations Manual Support Senior Center expansion with funding for design, construction and environmental review Support purchase and rehabilitation of 4 units of regional transitional and affordable rental housing Support construction of Child Crisis CenterEast Valley’s Family Resource Center Continue to support and monitor services for low and moderate income individuals and households 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 2006-07 include the following: Agency Program Amount CDBG Town of Gilbert Senior Center Project Central Arizona Shelter Services Emergency Shelter Services Community Services of AZ Emergency Repair Arizona Action for Foster Children Foster Children Support Child Crisis Center Family Resource Center 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 Town of Gilbert Program Administration HOME Save the Family Apartment Acquisition and Rehabilitation Community Housing Resources of AZ Downpayment Assistance Program Community Housing Resources of AZ Counseling for First Time Homebuyers Total FY07 Activities $ 995,570 5,000 90,000 1,900 25,000 4,700 40,650 18,950 6,500 6,950 8,000 132,990 422,450 120,000 4,920 $ 1,883,580 Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 # of persons receiving social services 767 837 1,220 1,200 # of households receiving repair & rehab 32 43 54 49 PERFORMANCE/ACTIVITY MEASURES - 187 - Table of Contents CDBG/HOME Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 1,150,974 $ 1,150,974 Personnel Supplies & Contractual Capital Outlay Transfers Out 98,945 424,330 627,699 $ 1,150,974 Total Revenues Total Expenses Net Operating Result $ Actual FY 2004 OPERATING RESULTS 1,112,374 1,150,974 $ 1,537,980 365,222 $ 1,537,980 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY Total Expenses $ 365,222 (38,600) $ 116,780 694,200 727,000 365,222 $ 1,537,980 Actual FY 2005 - 188 - $ $ - 432,500 1,883,580 432,500 $ 1,883,580 Budget FY 2007 118,090 214,410 100,000 124,280 763,730 995,570 432,500 $ 1,883,580 Projected FY 2006 1,537,980 1,537,980 $ Budget FY 2007 Projected FY 2006 Budget FY 2006 370,947 365,222 Budget FY 2007 Projected FY 2006 Budget FY 2006 102,304 262,918 - 5,725 Projected FY 2006 Budget FY 2007 450,000 432,500 $ 17,500 1,884,000 1,883,580 $ 420 Table of Contents System Development Fees PURPOSE STATEMENT Following are descriptions and fees effective June 19, 2006 for a typical single-family residential permit: $4,195 $2,769 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. $838 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. General Government $630 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. $4,422 The Wastewater SDF is based upon the cost to provide collection and treatment facilities and reuse system. The model is based on an estimate that each equivalent residential unit generates 248 gallons per day of wastewater. Police Department $306 Parks and Recreation The Water SDF is based upon the cost to provide the treatment, distribution infrastructure, storage facilities and production wells. Wastewater System Traffic Signals 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 Water Resources $883 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. Water System Fire Department $590 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. - 189 - Table of Contents System Development Fees PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Solid Waste Container Fee Water System Water Resources Wastewater System Wastewater Plant Repair Traffic Signals Police Department Fire Department Parks and Recreation General Government Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2004 Actual 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 2004 Actual FY 2005 Budget FY 2006 259,579 18,380,954 231,520 6,538,218 2,647,153 1,690,004 3,040,194 359,545 654,049 285,953 10,863,368 4,908,752 25,568,360 344,654 2,111,165 1,436,974 6,775,491 4,114,132 602,901 378,000 16,564,460 173,640 48,689,500 2,344,130 1,599,380 17,216,300 13,958,250 3,041,610 378,000 16,546,220 173,640 50,500,330 4,430,640 1,805,000 15,193,930 14,066,950 1,584,000 450,000 11,553,000 174,000 22,991,000 3,077,000 2,801,980 11,435,750 23,189,790 8,744,860 $ 33,801,216 $ 57,011,750 $103,965,270 $104,678,710 $ 84,417,380 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 62,926 33,738,290 156,505 56,855,245 103,965,270 104,678,710 84,417,380 $ 33,801,216 $ 57,011,750 $103,965,270 $104,678,710 $ 84,417,380 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 51,769,105 33,801,216 64,676,979 57,011,750 67,797,770 104,678,710 59,012,000 84,417,380 $ 17,967,889 $ 7,665,229 58,454,600 103,965,270 Projected FY 2006 Projected FY 2006 $18,000 $15,000 $12,000 $9,000 $6,000 $3,000 $0 FY 2005 - 190 - Budget FY 2007 $ (45,510,670) $ (36,880,940) $ (25,405,380) SDF PER SINGLE FAMILY RESIDENTIAL UNIT FY 2004 Budget FY 2007 FY 2006 FY 2007 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2007 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 funding for grant applications known at the time budget is adopted. In addition, a contingency for unknown grants at the time of adoption is also included. Departments apply for grants as opportunities arise. ACCOMPLISHMENTS FY 2006 ♦ Convene meetings of stakeholders to discuss any issues with grant reporting Received $361,506 more in grants in FY 2006 than FY 2005 Budgeted Expenditures by Grant Expense Amount Grant Description DUI Van Emergency Preparedness Contingency $ Total Grant Expenditures $ 1,362,000 - 191 - 312,000 950,000 100,000 Table of Contents Grants PERSONNEL BY ACTIVITY Public Safety Grants Other Grants Total Personnel EXPENSES BY ACTIVITY Public Safety Grants Other Grants Total Expenses $ Budget FY 2006 1.00 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 0.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 365,806 $ Actual FY 2004 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 365,806 Actual FY 2004 Total Revenues Total Expenses $ 152,867 85,504 1,514,840 90,010 238,371 $ 1,604,850 Actual FY 2005 82,293 138,010 45,503 100,000 OPERATING RESULTS Net Operating Result Actual FY 2005 251,135 114,671 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 $ 45,000 1,439,850 120,000 - 238,371 $ 1,604,850 Actual FY 2005 1,918,566 238,371 260,468 $ 1,680,195 - 192 - $ Budget FY 2007 853,850 - 1,262,000 100,000 853,850 $ 1,362,000 Projected FY 2006 $ Budget FY 2006 1,562,970 1,604,850 $ Budget FY 2007 Projected FY 2006 Budget FY 2006 36,194 199,677 2,500 626,274 365,806 Projected FY 2006 (41,880) $ Budget FY 2007 39,520 814,330 - 100,000 950,000 312,000 - 853,850 $ 1,362,000 Projected FY 2006 Budget FY 2007 1,011,490 853,850 157,640 950,000 1,362,000 $ (412,000) Table of Contents Riparian Program PURPOSE STATEMENT OBJECTIVES FY 2007 The Institute provides education and recreation experiences at the three Riparian Preserve sites 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 a wildlife habitat and recreation amenities. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2006 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received 19,560 visitors involved in direct Riparian Institute programs; 122,000 general visits to the preserves; student participation increased to 6,100 participants, approximately 7% from Phoenix inner city Increased membership to 297 with 11 life members Added research program on hummingbirds from ASU biologists and participated in bullfrog collection for research purposes, NAU Secured operating grant for $100,000 from Pulliam Trust to increase education programming and participation Rotary Centennial Observatory 85% complete, to be operational during the 1st quarter FY 2007 4,500 hours logged by volunteers Added one outreach program to the education programming ♦ ♦ ♦ Attract at least 5,000 visitors to the third riparian site during the year Offer 2 programs through the Town of Queen Creek at the third Riparian site Identify at least 10 major Education Center contributors by the end of the first quarter Raise $240,000 by end of the first quarter for Education Center Implement an insect program for the school year Develop at least 2 outreach programs for the school year Update fee structure to increase fee revenue by 15% Continue Pulliam grant and develop one other major grant Attract at least 2 additional university level environmental research projects to the preserves Use local university level students to complete a tourism research project BUDGET ISSUES Personnel costs increase due to a Community Education Coordinator position that was added during the FY 2006 budget year. A $500,000 appropriation for construction of an Education Center is also included. This Education Center will be constructed only if the revenue is raised to match the expenditures. Actual FY 2004 Actual FY 2005 Projected FY 2006 Anticipated FY 2007 211 257 297 350 14,850 16,599 19,560 20,000 10% 100% 20% 10% Number of burrowing owl active nest sites 4 5 6 10 Number of Discovery Adventure Pack sessions 2 25 35 45 100 200 250 300 PERFORMANCE/ACTIVITY MEASURES Number of memberships Visitors participating in activities Increase in nesting areas Number of secondary level students participating in programs - 193 - Table of Contents Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Actual FY 2004 Actual FY 2005 Budget FY 2006 2.00 2.19 2.19 3.19 3.19 2.00 2.19 2.19 3.19 3.19 Actual FY 2004 Actual FY 2005 Budget FY 2006 175,603 Total Expenses $ 175,603 246,491 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 138,270 37,333 - Total Expenses $ 175,603 $ Total Revenues Total Expenses Net Operating Result $ 1 $ $ 298,160 $ COST PER VISITOR PARTICIPATING IN ACTIVITIES $50.00 $40.00 $30.00 $20.00 $10.00 $0.00 FY 2004 FY 2005 FY 2006 - 194 - 235,020 75,610 500,000 $ FY 2007 73,450 810,630 Budget FY 2007 371,610 298,160 166,850 810,630 Budget FY 2007 Projected FY 2006 414,610 247,760 $ $ 219,820 78,340 - Budget FY 2006 22,552 810,630 Projected FY 2006 247,760 269,043 246,491 $ 298,160 166,520 81,240 - Actual FY 2005 175,604 175,603 $ Budget FY 2006 246,491 Budget FY 2007 298,160 247,760 148,948 62,986 34,557 - Actual FY 2004 OPERATING RESULTS $ Budget FY 2007 Projected FY 2006 247,760 Actual FY 2005 Actual FY 2004 EXPENSES BY CATEGORY 246,491 Projected FY 2006 829,260 810,630 $ 18,630 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 $613,110. The anticipated expenditures are $649,630. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted a budget of $1,401,200 and a levy of $1,446,370. One hundred thousand of this budget is an allowance for districts formed during the year. The levy is - 195 - Table of Contents Special Districts PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Maintenance Total Expenses Budget FY 2006 Projected FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 1,153,175 324,616 1,437,200 509,570 1,224,100 574,700 1,446,370 649,630 $ 1,333,914 $ 1,477,791 $ 1,946,770 $ 1,798,800 $ 2,096,000 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,320,014 13,900 1,463,141 14,650 1,932,670 14,100 1,784,700 14,100 2,081,000 15,000 $ 1,333,914 $ 1,477,791 $ 1,946,770 $ 1,798,800 $ 2,096,000 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 1,041,755 292,159 EXPENSES BY CATEGORY Total Expenses Actual FY 2004 1,201,772 1,333,914 $ (132,142) $ 1,455,907 1,477,791 (21,884) $ - 196 - 1,687,900 1,946,770 (258,870) $ 1,829,960 1,798,800 31,160 2,015,890 2,096,000 $ (80,110) 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. - 197 - 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 2006 0.21 0.00 0.00 0.00 0.00 0.21 0.00 0.00 0.00 0.00 Actual FY 2004 Actual FY 2005 Budget FY 2006 965,019 2,327 30,544 364,894 918 112,178 57,414 72 4,477 694 22,700 49,884 100,400 112 $ 228,229 613,482 62,135 61,173 $ 965,019 Total Revenues Total Expenses $ 584,374 965,019 $ $ (380,645) $ 746,614 659,930 $ Actual FY 2005 659,930 $ Budget FY 2006 692,834 746,614 629,450 659,930 (53,780) $ (30,480) $ - 198 - Budget FY 2007 4,160 519,200 91,300 45,000 4,000 22,500 145,000 - 657,200 5,000 60,000 252,560 4,000 22,500 50,000 - 831,160 $ 1,051,260 Projected FY 2006 358,430 216,500 85,000 $ Budget FY 2007 Projected FY 2006 Budget FY 2006 372,446 311,530 62,638 Actual FY 2004 OPERATING RESULTS 746,614 Projected FY 2006 358,430 85,000 45,000 4,000 22,500 145,000 - Actual FY 2005 Actual FY 2004 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2005 3,903 7,591 220,015 361 152,430 25,977 80 5,902 72,812 14 26,873 448,481 580 - EXPENSES BY CATEGORY Total Expenses Actual FY 2004 Budget FY 2007 525,500 216,500 89,160 692,660 298,600 60,000 831,160 $ 1,051,260 Projected FY 2006 672,930 831,160 (158,230) $ Budget FY 2007 1,026,780 1,051,260 (24,480) 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 FY 2006. 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 FY 2002. The projected balance at the end of FY 2007 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 FY 2002. The projected balance at the end of FY 2007 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 FY 2004 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 FY 2004 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. - 199 - 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 2007 for each replacement fund is listed below. Fund Fund Balance General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet $ 13,633,939 2,451,308 22,066,459 16,261,663 4,494,124 1,140,849 50,671 Total Replacement Funds $ 60,099,013 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 $ 24,813,940 5,200,000 120,937,800 143,226,200 7,764,540 1,292,000 180,900 Total Current Asset Value $ 303,415,380 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 54.94% 47.14% 18.25% 11.35% 57.88% 88.30% 28.01% - 200 - Table of Contents Replacement Funds Actual FY 2004 GENERAL FUND OPERATING RESULTS Total Revenue Total Expenses Net Operating Result $ Total Revenue Total Expenses Total Revenue Total Expenses Net Operating Result $ 10,548,340 $ 10,568,340 Actual FY 2005 Budget FY 2006 Projected FY 2006 173,003 196,353 $ 196,353 524,090 60,000 $ Actual FY 2005 464,090 $ Budget FY 2006 $ (826,360) Budget FY 2007 581,270 60,000 1,762,860 525,300 521,270 $ 1,237,560 Projected FY 2006 Budget FY 2007 5,465,280 101,000 4,337,620 74,000 $ 4,792,010 $ 7,646,549 $ 5,303,880 $ 5,364,280 $ 4,263,620 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 2,364,160 - 4,622,645 37,762 4,654,850 80,000 4,656,760 80,000 4,765,860 30,000 $ 2,364,160 $ 4,584,883 $ 4,574,850 $ 4,576,760 $ 4,735,860 Actual FY 2004 Actual FY 2005 Budget FY 2006 Projected FY 2006 Budget FY 2007 Total Revenues Total Expenses 1,241,258 224,167 $ 1,017,091 785,860 861,287 $ Actual FY 2004 COMMERCIAL SW FUND OPERATING RESULTS Total Revenues Total Expenses $ 67,437 $ - (75,427) $ 2,713,900 $ 2,801,500 Budget FY 2006 103,752 $ 10,031 - 201 - $ 18,000 904,230 95,430 30,000 $ 18,600 65,430 Budget FY 2007 18,600 $ 750,960 Budget FY 2007 Projected FY 2006 18,000 $ $ 1,061,630 157,400 Budget FY 2006 10,031 $ 844,630 1,264,960 514,000 Projected FY 2006 1,059,630 215,000 Actual FY 2005 $ 3,434,500 633,000 103,752 - Actual FY 2004 Total Revenues Total Expenses 3,346,900 633,000 Actual FY 2005 67,437 - FLEET FUND OPERATING RESULTS Net Operating Result $ 1,596,773 5,404,880 101,000 RESIDENTIAL SW FUND OPERATING RESULTS Net Operating Result 962,174 2,948,140 3,774,500 7,796,002 149,453 Total Revenues Total Expenses Net Operating Result 11,195,340 627,000 Budget FY 2007 4,792,010 - WASTEWATER FUND OPERATING RESULTS Net Operating Result 11,175,340 627,000 Actual FY 2004 WATER FUND OPERATING RESULTS Projected FY 2006 1,596,773 - 173,003 $ Budget FY 2006 962,174 - Actual FY 2004 STREET FUND OPERATING RESULTS Net Operating Result Actual FY 2005 22,040 $ 22,040 Table of Contents − 202 − 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 December 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 Total Capital Projects 27,079,710 26,521,190 56,105,560 4,996,330 66,362,670 2,426,000 20,251,000 68,763,820 8,163,750 89,060,260 $ 369,730,290 Improvement Districts 24.1% Redevelopment 2.2% Fire Protection 7.3% Water 18.6% Municipal Facilities 7.2% Wastewater 5.5% Storm Water 1.4% Traffic Control 0.7% Parks and Recreation 15.2% Streets 17.9% Future operating costs for capital projects are included in the planning phase and must be included in the operating departments once the project is completed. Below is a summary table that provides the future operating impacts for projects which are currently under construction. Category 2006-07 2007-08 2008-09 2009-10 2010-11 Total Fire Protection Municipal Facilities Parks and Recreation Storm Water Streets Traffic Control Wastewater Water Redevelopment Improvement Districts 1,231,250 544,500 182,000 113,000 108,000 23,500 1,802,000 147,000 - 1,778,000 1,557,000 476,000 167,000 286,000 42,000 3,461,000 480,000 5,000 - 1,778,000 1,563,000 673,000 167,000 569,000 42,000 3,461,000 800,000 5,000 - 1,778,000 1,563,000 673,000 167,000 667,000 42,000 3,461,000 1,230,000 5,000 - 1,778,000 1,563,000 673,000 167,000 667,000 42,000 3,461,000 1,230,000 5,000 - $ 8,343,250 $ 6,790,500 $ 2,677,000 $ 781,000 $ 2,297,000 $ 191,500 $ 15,646,000 $ 3,887,000 $ 20,000 $ - Total Operating Costs $ 4,151,250 $ 8,252,000 $ 9,058,000 $ 9,586,000 $ 9,586,000 $ 40,633,250 The following pages list the Capital Improvement Projects for Fiscal Year 2006-07 by project type. - 203 - Table of Contents Capital Improvement List Ref # 1 2 3 4 5 6 7 8 9 10 11 2006-07 Adopted Project Fire Protection Fire Station Emergency Signals Fire Station 7 - Williams Field Road Fire Department Warehouse and Repair Center Replacement Fire Equipment Fire Station 2 Fire Station 3 Fire Station Improvements Fire Training Facility Replacement Fire Equipment FY07 Fire Speciality Equipment Fire Hydrant Installations Total Fire Protection 12 13 14 15 16 17 Municipal Facilities South Area Service Center Municipal Center Renovations Imaging Technology Police Property Facility Branch Library - South Area Municipal Office II Addition 1,725,000 12,214,000 3,506,000 1,993,000 5,190,000 5,858,000 370,000 24,621,000 736,000 319,000 5,958,630 $ 19,105,060 30,480 25,700 1,059,950 2,500,000 3,800,000 $ 26,521,190 Parks and Recreation Heritage Trail Middle Segment (Consolidated Canal) Trail Crossing Signals Elliot District Park Field Lighting Project Santan Freeway Basins and Park Trails Community Center Powerline Trail Phase IV Canal Crossings Phase I Powerline Trail Phase II Powerline Trail Phase III Chandler High Aquatic Center Higley Pool Total Parks and Recreation 30 31 32 231,000 3,536,080 500,000 1,993,000 4,104,000 4,758,000 370,000 4,574,000 736,000 319,000 5,958,630 $ 27,079,710 Total Municipal Facilities 18 19 20 21 22 23 24 25 26 27 28 29 Project Total Storm Water Greenfield/Warner Basin and Improvements Queen Creek Wash Sanoqui Wash Total Storm Water - 204 - 33,279,000 7,935,000 232,000 13,125,000 2,500,000 4,300,000 $ 1,121,460 270,000 34,728,100 1,523,000 3,000,000 3,990,000 983,000 240,000 1,650,000 2,500,000 3,050,000 3,050,000 $ 56,105,560 $ 2,849,620 845,000 1,301,710 4,996,330 62,490,630 61,371,000 1,239,000 2,556,000 38,339,000 3,534,000 12,750,000 4,234,000 1,223,000 240,000 1,800,000 2,700,000 4,809,000 4,809,000 $ 78,233,000 $ 4,212,000 1,785,000 2,845,000 8,842,000 Table of Contents Capital Improvement List Ref # 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 2005-06 Adopted Project Streets Gilbert Road - Frye to Knox Scalloped Streets - East Santan Freeway Interface Project Power Road - Baseline to Guadalupe Williams Field - Gilbert to Eastern Canal Higley Road Bridge over Sanoqui Wash Ocotillo Road - Higley to Recker Higley and Williamsfield Improvements Higley Road - Ocotillo to Queen Creek Power and Pecos - UPRR Crossing Recker Road - 660' to 1320' North of Ray Ocotillo Road - Recker to Power Power Road - Ray to Pecos Higley Road - Baseline to Highway 60 Greenfield Road - Arrowhead Trail North Riggs Road - Val Vista to RWCD Canal Proposition 400 Improvements Phase I Williams Field Road - UPRR to Power Total Streets 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 505,000 13,295,240 900,000 3,179,070 1,638,000 732,630 4,886,840 3,939,580 5,890,270 3,087,000 1,391,490 2,720,000 8,893,000 69,550 1,170,000 1,330,000 660,000 12,075,000 9,397,000 13,398,000 6,967,000 3,206,000 6,391,000 2,404,000 5,396,000 11,104,000 8,110,000 3,087,000 1,391,490 2,720,000 14,373,000 1,500,000 3,882,000 9,999,000 4,460,000 34,878,000 $ 66,362,670 $ 142,663,490 492,000 38,000 109,000 144,000 214,000 214,000 642,000 573,000 7,006,000 38,000 147,000 214,000 216,000 214,000 4,280,000 26,740,000 Traffic Control ATMS Interconnect Project Palo Verde and McQueen Spectrum Astro and Elliot Power and Germann Power and Monterey Greenfield and Knox Arterial Intersection Signal Program Minor Intersection Signal Program Total Traffic Control $ Wastewater Crossroads Wastewater Lift Station South Recharge Site Greenfield Road Reclaimed Water Main GWPR 5 mg Recalimed Water Reservoir Greenfield Water Reclamation Plant (GWRP) Recker Road Reclaimed Water Main Ocotillo 15" Sewer Pecos Road 16" Reclaimed Water Main Reclaimed Water Mains from GWRP to South Recharge Faci Manhole Rehabilitation Williams Field 16" Reclaimed Water Line Greenfield 12" Reclaimed Water Main Reclaimed Water Valve Stations Baseline 12" Sewer - Caliborne to Greenfield Islands Lift Station Total Wastewater - 205 - Project Total 2,426,000 $ 38,855,000 582,000 641,000 1,077,000 750,000 6,075,000 500,000 730,000 224,000 5,000,000 296,000 1,420,000 387,000 308,000 1,748,000 513,000 11,801,000 15,021,000 2,614,000 12,995,000 163,883,000 3,370,000 830,000 224,000 14,765,000 296,000 1,925,000 431,000 308,000 1,748,000 1,800,000 $ 20,251,000 $ 232,011,000 Table of Contents Capital Improvement List Ref # 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 2005-06 Adopted Project Water Direct System Well CAP Pipeline Recker and Baseline 16" Water Main Turner Ranch Conversion Well, 2mg Reservoir and Pump Station Water Distribution Scallops Water Treatment Expansion - 45 mgd 3mg Reservoir, Well, and Pump Station South Water Treatment Plant (SWTP) Ocotillo Road Water Mains Well, Reservoir and Pump Station Well, Reservoir and Pump Station 16" Water Main - Warner and Power Well, Reservoir and Pump Station Well, Reservoir and Pump Station Ocotillo Road Water Mains Arsenic Mitigation - Well 21 Total Water 91 92 93 94 95 96 Project Total 431,000 11,827,000 966,000 454,000 800,000 4,680,170 18,533,660 2,100,000 6,980,000 3,510,000 7,986,000 1,000,000 916,990 2,000,000 2,000,000 3,079,000 1,500,000 3,873,000 34,442,000 1,111,000 8,500,000 8,636,000 7,304,000 18,533,660 9,337,000 143,269,000 3,957,000 8,586,000 8,636,000 1,200,000 7,990,000 8,636,000 9,640,000 1,500,000 $ 68,763,820 $ 285,150,660 1,658,750 2,420,000 600,000 985,000 2,500,000 1,658,750 2,420,000 600,000 3,000,000 3,000,000 Redevelopment Water Tower Preservation Ash Street Extension Heritage District Pediatrian Improvements East Hearne Assemblage Vaughn Avenue Parking Structure Total Redevelopment $ 8,163,750 $ 10,678,750 Improvement Districts New Districts Total Improvement Districts 89,060,260 $ 89,060,260 $ 89,060,260 89,060,260 TOTAL CAPITAL IMPROVEMENT COSTS $ 369,730,290 $ 1,009,355,790 - 206 - Table of Contents Capital Improvement Descriptions Fire Protection 6. Fire Station 3 Design and construction of a new 13,000 square foot, five bay fire station and battalion headquarters located on Guadalupe west of Freestone Parkway to replace existing Fire Station 3. Fiscal Year 2006-07: $4,758,000 Annual Maintenance Cost: $0 Funding Sources: General Fund, Fire SDF 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 by emergency vehicles onto the arterial roadway. Station 2 and Station 3 are budgeted in FY 2007 to receive emergency signals. Fiscal Year 2006-07: $231,000 Annual Maintenance Cost: $4,000 Funding Source: Fire SDF 7. Fire Station Improvements Installation of fuel management systems at Stations 5 and 6, as well as Warner Road and 172nd Street improvements at Station 6. Fiscal Year 2006-07: $370,000 Annual Maintenance Cost: $0 Funding Source: Fire SDF 2. Fire Station 7 – Williams Field Road Construction of a new 22,500 square foot, five bay fire station located on Williams Field between Greenfield and Higley on an 18 acre site. This station is larger, given the future responses to the mall site, intensive commercial and high density residential development, and the Santan Freeway corridor. The facility will include capacity for 14 staff members and serve as a Battalion Headquarters when seven stations are operational. Fiscal Year 2006-07: $3,536,080 Annual Maintenance Cost: $2,412,000 Funding Sources: Developer Contribution, Fire SDF, Water SDF 8. Fire Training Facility Purchase of approximately 21 acres as a future site for the Fire Training Facility. Fiscal Year 2006-07: $4,574,000 Annual Maintenance Cost: $0 Funding Sources: Fire SDF, General Fund 9. Replacement Fire Equipment FY07 Replacement of existing Fire Engine FRX-363. Fiscal Year 2006-07: $736,000 Annual Maintenance Cost: $0 Funding Source: General Replacement Fund 3. 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 2006-07: $500,000 Annual Maintenance Cost: $82,000 Funding Sources: General Fund, Fire SDF, Water SDF 10. Fire Specialty Equipment Acquisition of a new Tanker truck which is not directly associated with a new station. Fiscal Year 2006-07: $319,000 Annual Maintenance Cost: $26,000 Funding Sources: Fire SDF, General Fund 11. Fire Hydrant Installations Design and installation of fire hydrants and minor water system improvements to existing subdivisions serviced by Gilbert’s water distribution system that annex into the Town. Fiscal Year 2006-07: $5,958,630 Annual Maintenance Cost: $26,000 Funding Source: General Fund 4. Replacement Fire Equipment Replacement of existing Fire Engine FRX-201 and Ladder Truck FRX-163. Fiscal Year 2006-07: $1,993,000 Annual Maintenance Cost: $0 Funding Source: General Replacement Fund 5. Fire Station 2 Design and construction of a replacement 10,500 square foot, four bay fire station for Fire Station 2 on Guadalupe Road. Fiscal Year 2006-07: $4,104,000 Annual Maintenance Cost: $0 Funding Sources: General Fund, Fire SDF - 207 - Table of Contents Capital Improvement Descriptions Municipal Facilities 17. Municipal Center II Addition Design and construction of an 18,000 square foot addition to the existing Municipal Office II building located at 90 E. Civic Center Drive, Fiscal Year 2006-07: $3,800,000 Annual Maintenance Cost: $10,000 Funding Source: General Government SDF 12. 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 2006-07: $19,105,060 Annual Maintenance Cost: $850,000 Funding Sources: Chandler Unified School District, Park SDF, Signal SDF Parks and Recreation 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 2006-07: $1,121,460 Annual Maintenance Cost: $12,000 Funding Source: Park SDF 13. Municipal Center Renovations Financed with one-time General Fund revenues for a pay-as-you-go project to meet the interim space needs of the organization. Funding in FY 2007 is for design and a portion of the interior remodeling. Fiscal Year 2006-07: $30,480 Annual Maintenance Cost: $0 Funding Source: General Fund 19. Trail Crossing Signals Signalization of trail crossing lights at Val Vista and Power Line Corridor and McQueen and Power Line Corridor. Fiscal Year 2006-07: $270,000 Annual Maintenance Cost: $4,000 Funding Sources: General Fund, Park SDF 14. 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 2006-07: $25,700 Annual Maintenance Cost: $0 Funding Source: General Fund 20. Elliot District Park Design and construction of a Big League Dreams Sports Park. Typical improvements to include eight replica softball fields, two field houses, two sport themed concession buildings, administrative offices, maintenance building, batting cages, sand volleyball courts, youth play areas, restrooms, field lighting, and landscaping. Fiscal Year 2006-07: $34,728,100 Annual Maintenance Cost: $0 Funding Sources: MPC Bonds, 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 2006-07: $1,059,950 Annual Maintenance Cost: $257,000 Funding Sources: MPC Bonds, General Fund 21. 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 2006-07: $1,523,000 Annual Maintenance Cost: $0 Funding Sources: Investment Income, GO Bond 2001 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 2006-07: $2,500,000 Annual Maintenance Cost: $400,000 Funding Source: General Government SDF - 208 - Table of Contents Capital Improvement Descriptions Parks and Recreation (continued) 28. Chandler High Aquatic Center Construction of an outdoor swimming pool at one high school site in the Chandler School District. The design-build project delivery method will be utilized to help control schedule and quality. Fiscal Year 2006-07: $3,050,000 Annual Maintenance Cost: $197,000 Funding Source: Park SDF 22. 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 include lighted multi-use play fields, dog park, sport courts, group ramada/picnic areas, multiuse trails, parking, landscaping, and lighting. Fiscal Year 2006-07: $3,000,000 Annual Maintenance Cost: $178,000 Funding Source: Park SDF 29. Higley Pool Construction of an outdoor swimming pool at one high school site in the Higley School District. The design-build project delivery method will be utilized to help control schedule and quality. Fiscal Year 2006-07: $3,050,000 Annual Maintenance Cost: $197,000 Funding Source: Park SDF 23. Community Center Construction of a new 16,000 square foot Community Center, site improvements, and landscaping. Includes demolition of existing Community Center. Fiscal Year 2006-07: $3,990,000 Annual Maintenance Cost: $57,000 Funding Sources: General Fund, Federal Grant Storm Water 30. Greenfield/Warner Basin and Improvements Construction of a storm water retention basin at the northwest corner of Greenfield and Warner. This project will also provide for the completion of Greenfield and Warner intersection including Greenfield south of the intersection through a development reimbursement with the owners. Fiscal Year 2006-07: $2,849,620 Annual Maintenance Cost: $5,000 Funding Sources: Previous Bonds, Investment Income, Streets Fund, Maricopa County, Park SDF, Signal SDF, Wastewater SDF, Developer Contribution 24. Powerline Trail Phase IV 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 2006-07: $983,000 Annual Maintenance Cost: $9,000 Funding Source: Park SDF 25. Canal Crossings Phase I Provide four canal bridge crossings along the Eastern and Consolidates Canals. Fiscal Year 2006-07: $240,000 Annual Maintenance Cost: $0 Funding Source: Salt River Project 31. 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 to the East Maricopa Floodway. Fiscal Year 2006-07: $845,000 Annual Maintenance Cost: $54,000 Funding Sources: Developer Contribution, General Fund 26. Powerline Trail Phase II Multi-use trail improvements along the alignment of the Powerline easement which is located between Guadalupe and Elliot from Gilbert to Lindsay. Fiscal Year 2006-07: $1,650,000 Annual Maintenance Cost: $9,000 Funding Sources: Federal Grant, General Fund, Park SDF 32. 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 2006-07: $1,301,710 Annual Maintenance Cost: $108,000 Funding Sources: GO Bond 2001, General Fund, Investment Income 27. Powerline Trail Phase III Multi-use trail improvements along the alignment of the Powerline easement which is located midway between Guadalupe and Elliot from Cooper to Gilbert. Fiscal Year 2006-07: $2,500,000 Annual Maintenance Cost: $9,000 Funding Sources: Federal Grant, General Fund, Park SDF - 209 - Table of Contents Capital Improvement Descriptions Streets 38. Higley Road Bridge over Sanoqui Wash Construction of a bridge to accommodate a six lane major arterial with a raised median. There is no bridge at this time. Fiscal Year 2006-07: $732,630 Annual Maintenance Cost: $1,000 Funding Source: Streets Fund 33. Gilbert Road – Frye to Knox Joint project with Maricopa County Department of Transportation and City of Chandler to complete road improvements to bring roadway to a six lane major arterial standard with raised median. Undergrounding power and SRP irrigation included. Fiscal Year 2006-07: $505,000 Annual Maintenance Cost: $107,000 Funding Sources: Maricopa County, Developer Contribution, City of Chandler, Streets Fund 39. Ocotillo Road – Higley to Recker Design and construction of Ocotillo from Higley to Recker. Ocotillo is a minor arterial with four traffic lanes and a striped median. Includes a traffic signal at Higley and Ocotillo. Fiscal Year 2006-07: $4,886,840 Annual Maintenance Cost: $54,000 Funding Sources: Wastewater SDF, Fire SDF, Developer Contribution, City of Chandler, Street Fund, Water SDF, Signal SDF 34. Scalloped Streets - East Complete roadways adjacent to existing County island residential areas to full width improvements. Projects include: south side of Guadalupe from Higley to 172nd; Recker from Baseline to Houston; south side of Baseline from 172nd to 1,450’ east of Recker, and Higley from Pecos to Frye. Fiscal Year 2006-07: $13,295,240 Annual Maintenance Cost: $55,000 Funding Sources: 2003 Bonds, City of Mesa, Developer Contribution, Investment Income 40. Higley and Williams Field Improvements Improvements on Higley from Williams Field north to the Union Pacific Railroad (UPRR) and south of Williams Field for 660 feet (west half). Also includes improvements on Williams Field from 1,300 feet west of Higley to the UPRR. Both sections of street include an at-grade railroad crossing. Fiscal Year 2006-07: $3,939,580 Annual Maintenance Cost: $48,000 Funding Sources: Developer Contribution, Future Bonds, County Assured 35. Santan Freeway Interface Project Joint purchase agreements with Arizona Department of Transportation fro freeway related projects including aesthetic improvements along and adjacent to freeway and crossing streets. Fiscal Year 2006-07: $900,000 Annual Maintenance Cost: $0 Funding Sources: 2001 Bonds, 2003 Bonds, Investment Income 41. Higley Road – Ocotillo to Queen Creek Design and construction of one mile of major arterial street, six 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 2006-07: $5,890,270 Annual Maintenance Cost: $61,000 Funding Sources: Developer Contribution, Park SDF, Wastewater SDF 36. Power Road – Baseline to Guadalupe This project consists of widening of Power Road from Baseline to Guadalupe, widening of Guadalupe and Power Road bridged over the RWCD Canal, and upgrades to Guadalupe west of Power. The approximate cost of this project is $8,616,000. Maricopa County, City of Mesa, and Gilbert will share the financial responsibility of the project. Gilbert’s portion of the project is $3,206,000. Fiscal Year 2006-07: $3,179,070 Annual Maintenance Cost: $2,000 Funding Sources: Investment Income, 2001 Bonds 42. 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 2006-07: $3,087,000 Annual Maintenance Cost: $3,000 Funding Sources: Street Fund, Future Bonds, City of Mesa, Signal SDF 37. Williams Field – Gilbert to Eastern Canal Complete Williams Field improvements from Gilbert to the Eastern Canal to a six lane major arterial with a raised median. The bridge at Williams Field and the Eastern Canal will also be widened. Fiscal Year 2006-07: $1,638,000 Annual Maintenance Cost: $52,000 Funding Sources: Water Fund, County Assured, Future Bonds - 210 - Table of Contents Capital Improvement Descriptions Streets (continued) 49. Proposition 400 Improvements Phase I Intersection improvements at Cooper and Warner. Fiscal Year 2006-07: $660,000 Annual Maintenance Cost: $13,000 Funding Sources: Future Bonds, State Funds 43. Recker Road – 660’ to 1320’ North of Ray Complete Recker Road improvements adjacent to existing county island on the west side of Recker Road. Includes relocation of 69kv power lines. Fiscal Year 2006-07: $1,391,490 Annual Maintenance Cost: $3,000 Funding Source: Streets Fund 50. Williams Field Road – UPRR to Power Complete Williams Field Road improvements from Wade Drive to Power Road and Recker Road improvements from Ray Road to the Union Pacific Railroad. Includes undergrounding of 69kv power lines. Fiscal Year 2006-07: $12,075,000 Annual Maintenance Cost: $85,000 Funding Source: Future Bonds 44. Ocotillo Road – Recker to Power Design and construction of Ocotillo from Recker to Power. Ocotillo is a minor arterial with four traffic lanes and a striped median. Fiscal Year 2006-07: $2,720,000 Annual Maintenance Cost: $0 Funding Sources: Developer Contribution, Streets Fund Traffic Control 51. 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 2006-07: $492,000 Annual Maintenance Cost: $5,000 Funding Source: Signal SDF 45. Power Road – Ray to Pecos Complete Power Road improvements from Ray to Pecos. Power is a major arterial street with six lanes and a raised median. Includes widening a bridge over the East Maricopa Floodway and a 12” water line from Williams Field to Pecos. Fiscal Year 2006-07: $8,893,000 Annual Maintenance Cost: $120,000 Funding Sources: Future Bonds, Park SDF, City of Mesa 52. Palo Verde and McQueen Design and installation of a minor traffic signal at Palo Verde and McQueen. Fiscal Year 2006-07: $38,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 46. Higley Road – Baseline to Highway 60 Design and construction of Higley Road to major arterial standard with 6 lanes and a raised median from Baseline Road to US-60. Fiscal Year 2006-07: $69,550 Annual Maintenance Cost: $0 Funding Sources: Developer Contribution, Streets Fund 53. Spectrum Astro and Elliot Design and installation of a minor traffic signal at Spectrum Astro and Elliot. Fiscal Year 2006-07: $109,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 47. Greenfield Road – Arrowhead Trail North Design and construction of 2,840’ of minor arterial street improvements on Greenfield north of Arrowhead Trail. Improvements are along the Greenfield Wastewater Reclamation Plant property. Fiscal Year 2006-07: $1,170,000 Annual Maintenance Cost: $14,000 Funding Sources: City of Mesa, Town of Queen Creek, Streets Fund, Wastewater SDF 54. Power and Germann Design and installation of a major arterial traffic signal at Power and Germann. Fiscal Year 2006-07: $144,000 Annual Maintenance Cost: $4,000 Funding Source: Signal SDF 48. Riggs Road – Val Vista to RWCD Canal Complete Riggs Road improvements from Val Vista to the East Maricopa Floodway. Riggs is a six lane major arterial with a raised median. Includes bridge widening across the RWCD canal and East Maricopa Floodway. Fiscal Year 2006-07: $1,330,000 Annual Maintenance Cost: $49,000 Funding Source: Future Bonds 55. Power and Monterey Design and installation of a minor traffic signal at Power and Monterey. Fiscal Year 2006-07: $214,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF - 211 - Table of Contents Capital Improvement Descriptions Traffic Control (continued) 62. 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 2006-07: $750,000 Annual Maintenance Cost: $132,000 Funding Source: Wastewater SDF 56. Greenfield and Knox Design and installation of a minor traffic signal at Greenfield and Knox. Fiscal Year 2006-07: $214,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 57. Arterial Intersection Signal Program Design and installation of three arterial intersection traffic signals based upon Traffic Engineering needs analysis. Fiscal Year 2006-07: $642,000 Annual Maintenance Cost: $12,000 Funding Source: Signal SDF 63. 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 be completed by 2006 and bring Gilbert’s share of the capacity to 8 mgd. The plant will produce high quality reclaimed water suitable for landscape irrigation and groundwater recharge. Fiscal Year 2006-07: $6,075,000 Annual Maintenance Cost: $3,142,000 Funding Sources: Wastewater SDF, Investment Income, MPC Bonds 58. Minor Intersection Signal Program Design and installation of three minor intersection traffic signals based upon Traffic Engineering needs analysis. Fiscal Year 2006-07: $573,000 Annual Maintenance Cost: $9,000 Funding Source: Signal SDF Wastewater 59. Crossroads Wastewater Lift Station Expansion of Crossroads Wastewater Lift Station located on the west side of Greenfield and south of Ray. Fiscal Year 2006-07: $582,000 Annual Maintenance Cost: $22,000 Funding Source: Wastewater SDF 64. Recker Road Reclaimed Water Main Construction of a 16” reclaimed water main in Recker from Pecos to the Olney alignment. Fiscal Year 2006-07: $500,000 Annual Maintenance Cost: $47,000 Funding Source: Wastewater SDF 65. 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 2006-07: $730,000 Annual Maintenance Cost: $2,000 Funding Sources: Wastewater SDF, Town of Queen Creek 60. South Recharge Site A 140 acre site at the northeast corner of Ocotillo and Higley will be developed and be similar in design to the Riparian Preserve. The ultimate recharge capacity will be 19 million gallons per day. Fiscal Year 2006-07: $641,000 Annual Maintenance Cost: $50,000 Funding Sources: Wastewater SDF, Maricopa County, Town of Queen Creek 66. 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 2006-07: $224,000 Annual Maintenance Cost: $3,000 Funding Source: Wastewater SDF 61. 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 (GWRP). This project will complete the interface between the two reclamation plants. This line needs to be in place when reclaimed water begins production at the GWRP. Fiscal Year 2006-07: $1,077,000 Annual Maintenance Cost: $16,000 Funding Source: Wastewater SDF - 212 - Table of Contents Capital Improvement Descriptions Wastewater (continued) 72. Baseline 12” Sewer – Claiborne to Greenfield Installation of a 12” sewer in Baseline from Claiborne to Greenfield and the replacement of an existing 10” sewer in Greenfield from Baseline to Houston with a 12” sewer. This is to provide sewer service to the area west of Higley and north of Baseline. Fiscal Year 2006-07: $1,748,000 Annual Maintenance Cost: $2,000 Funding Source: Wastewater Fund 67. Reclaimed Water Mains from GWRP to South Recharge Facility (SRF) 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 42” reclaimed water main will connect to the 42” main that is being installed as part of another capital project. The 72” main will serve as the emergency overflow main for the GWRP and the 42” main will carry reclaimed water to the SRF. Secondly, install a 20” reclaimed water main from the GWRP splitter box to connect to an reclaimed water main in Greenfield Road. Fiscal Year 2006-07: $5,000,000 Annual Maintenance Cost: $22,000 Funding Sources: Wastewater SDF, City of Mesa, Town of Queen Creek 73. Islands Lift Station Rehabilitation of approximately 1.5 miles of 18 inch sewer force main from the Islands Lift Station to Cooper Road. Fiscal Year 2006-07: $513,000 Annual Maintenance Cost: $0 Funding Source: Wastewater Fund Water 74. Direct System Well Installation of two 1,500 gpm direct injection wells and one replacement well. Wells will be located in the system where required by demand. Fiscal Year 2006-07: $431,000 Annual Maintenance Cost: $81,000 Funding Sources: Water Fund, Water SDF 68. Manhole Rehabilitation Rehabilitation of 22 manholes in the 42” diameter sewer line located on Hackamore from Cooper east approximately 2/3 mile; on Cooper from Hackamore to Western Canal; and on the Western Canal alignment from Cooper eastward to the Neely Water Reclamation Plant. These manholes have hydrogen sulfide corrosion damage and need to be repaired and rehabilitated with a corrosion resistant liner. Fiscal Year 2006-07: $296,000 Annual Maintenance Cost: $0 Funding Source: Wastewater SDF 75. CAP Pipeline Design and construction of 11.5 miles of pipeline from the CAP Canal to the South Water Treatment Plant along Ocotillo. Fiscal Year 2006-07: $11,827,000 Annual Maintenance Cost: $14,000 Funding Sources: MPC Bonds, City of Chandler 69. 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 2006-07: $1,420,000 Annual Maintenance Cost: $11,000 Funding Source: Wastewater SDF 76. 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 2006-07: $966,000 Annual Maintenance Cost: $1,000 Funding Sources: Water Fund, Water SDF 70. Greenfield 12” Reclaimed Water Main Install a 12” reclaimed water main in Greenfield from Ocotillo to Chandler Heights. Fiscal Year 2006-07: $387,000 Annual Maintenance Cost: $8,000 Funding Source: Wastewater SDF 77. Turner Ranch Conversion This project includes the design and installation of a 12” and 16” water transmission main and distribution main, and sewer lift station rehabilitation for the Turner Ranch area which was previously served by the City of Mesa. Additional sewer and water system capacity for a future service area are being added at this time. Fiscal Year 2006-07: $454,000 Annual Maintenance Cost: $2,000 Funding Sources: Wastewater Fund, Water Fund 71. 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 2006-07: $308,000 Annual Maintenance Cost: $4,000 Funding Source: Wastewater SDF - 213 - Table of Contents Capital Improvement Descriptions Water (continued) 83. 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 2006-07: $3,510,000 Annual Maintenance Cost: $1,000 Funding Sources: Developer Contribution, City of Chandler, Water Fund, Fire SDF, Water SDF, Wastewater SDF 78. Well, 2mg Reservoir and Pump Station Install a 1,500 gallon per minute well, 2 mg reservoir and a pump station at Williams Field and Higley. Fiscal Year 2006-07: $800,000 Annual Maintenance Cost: $0 Funding Source: Water SDF 79. 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 2006-07: $4,680,170 Annual Maintenance Cost: $3,000 Funding Sources: Developer Contribution, Water Fund 84. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a pump station. This facility will be located at Chandler Heights and Greenfield. Fiscal Year 2006-07: $7,986,000 Annual Maintenance Cost: $119,000 Funding Source: MPC Bonds 85. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a pump station. This facility will be located at Ray and Recker. Fiscal Year 2006-07: $1,000,000 Annual Maintenance Cost: $0 Funding Sources: MPC Bonds, Water SDF 80. Water Treatment Expansion – 45MGD Expansion of Water Treatment Plant to increase capacity to 45 mgd from 40 mgd. Includes expansion of low lift pump station, two filters, two sludge drying beds, two flocculation basins, two final sedimentation basins, increased chemical storage and the replacement of two ozone generation units. Fiscal Year 2006-07 $18,533,660 Annual Maintenance Cost: $209,000 Funding Sources: MPC Bonds, Water Fund 86. 16” Water Main – Warner and Power Design and construction of approximately 5,000 feet of 16” water amin to complete a loop in the water distribution system on Warner and Power Roads. Fiscal Year 2006-07: $916,990 Annual Maintenance Cost: $0 Funding Source: Water Fund 81. 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 2006-07: $2,100,000 Annual Maintenance Cost: $145,000 Funding Sources: Water SDF, Water Fund 87. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a pump station. This facility will be located at Baseline and Recker. Fiscal Year 2006-07: $2,000,000 Annual Maintenance Cost: $119,000 Funding Source: MPC Bonds 88. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a pump station. This facility will be located at 164th Street and Riggs. Fiscal Year 2006-07: $2,000,000 Annual Maintenance Cost: $119,000 Funding Source: MPC Bonds 82. 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. Phase I will treat 24 MGD and Phase II will expand the plant to an ultimate capacity of 48 MGD. Gilbert will have 12 MGD of capacity in Phase I and 12 MGD in Phase II. This is a joint facility with Chandler. Fiscal Year 2006-07: $6,980,000 Annual Maintenance Cost: $416,000 Funding Sources: MPC Bonds, City of Chandler - 214 - Table of Contents Capital Improvement Descriptions Water (continued) 94. East Hearne Assemblage Acquisition and assemblage project for the area generally bounded by the Western Canal on the north, Gilbert Road on the west, Vaughn Avenue on the south, and the theoretical alignment of North Elm Street along the east. The long term use for the property in the Heritage District Redevelopment Plan is commercial/retail core use. There are 22 assessor’s parcels plus the East Hearne Way right of way. As of FY 2006, 12 of these parcels have been acquired and cleared. Fiscal Year 2006-07: $985,000 Annual Maintenance Cost: $0 Funding Source: General Fund 89. Ocotillo Road Water Mains Install a 24” water main in Ocotillo from Higley to Greenfield and a 16” water main in Ocotillo from Greenfield to Val Vista to serve Zone 3 of Gilbert’s water distribution system. Install City of Chandler 36” water main in Ocotillo from Higley to 148th Street to supply water from the South Water Treatment Plant to Chandler’s water distribution system. Fiscal Year 2006-07: $3,079,000 Annual Maintenance Cost: $1,000 Funding Sources: City of Chandler, Water SDF 90. Arsenic Mitigation – Well 21 Design and construction of well head treatment facilities to reduce arsenic levels below acceptable limit of 10 parts per billion (ppb) per the Environmental Protection Agency standard. Fiscal Year 2006-07 $1,500,000 Annual Maintenance Cost: $0 Funding Source: Water Fund 95. Vaughn Avenue Parking Structure Design and construction of a parking facility located near Vaughn and Ash on the north side of Vaughn. Fiscal Year 2006-07: $2,500,000 Annual Maintenance Cost: $0 Funding Source: General Fund Improvement Districts Redevelopment 96. 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 2006-07: $89,060,260 Annual Maintenance Cost: $0 Funding Source: Special Assessment Bonds 91. 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 2006-07: $1,658,750 Annual Maintenance Cost: $0 Funding Sources: State Grant, General Fund, Private Funds 92. 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 2006-07: $2,420,000 Annual Maintenance Cost: $5,000 Funding Source: 2003 Bonds 93. Heritage District Pedestrian Improvements Improvements to sidewalks within the Heritage District business corridor. Fiscal Year 2006-07: $600,000 Annual Maintenance Cost: $0 Funding Sources: Federal Grant, General Fund - 215 - Table of Contents − 216 − 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 June 30, 2006. TYPE OF DEBT PRINCIPAL AMOUNT OUTSTANDING General Obligation Street and Highway User Revenue Water and Wastewater Revenue Public Facility Municipal Property Corporation Water Resources Municipal Property Corporation Improvement District $ 96,085,000 33,145,000 23,225,000 105,845,000 60,590,000 4,505,000 Total Bonds Outstanding $ 323,395,000 Improvement District 1% General Obligation 30% Water Resources MPC 19% Street and Highway User 10% Public Facility MPC 33% Water and Wastewater 7% - 217 - 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. Secondary Assessed Valuation 344,124,558 408,616,906 484,608,084 593,732,571 Year 1997/1998 1998/1999 1999/2000 2000/2001 Percent Increase 29.1% 18.7% 18.6% 22.5% Property Tax 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 2003/2004 2004/2005 2005/2006 2006/2007 749,581,043 906,389,287 1,052,321,817 1,251,766,000 1,466,841,566 11.8% 20.9% 16.1% 19.0% 17.2% 8,620,180 10,423,000 12,101,700 14,395,300 16,868,678 The average annual valuation growth of 18.7% in the community combined with solid debt planning has allowed the Town to keep the same property tax rate for 17 years prior to FY 2002 and to decrease the rate to $1.15 per $100 in secondary assessed valuation for FY 2003. Debt planning for the next five years is predicated on maintaining the $1.15 rate. Secondary Assessed Value $1,600,000,000 $1,400,000,000 $1,200,000,000 $1,000,000,000 $800,000,000 $600,000,000 $400,000,000 $200,000,000 $0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 - 218 - Table of Contents Debt Service 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. In 2001 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 May, 2003 the voters approved general obligation bonds in the amount of $80,000,000 to pay for street construction and in March, 2006 voters approved $75,000,000 for street improvements and $10,000,000 for parks and recreation facilities. The following table outlines the remaining authorization for each voter approved election. An anticipated issued of $25,478,000 in 6% bonds is included in the FY 2007 budget. Election Date November, 2001 May, 2003 March, 2006 Authorized $57,481,000 $80,000,000 $85,000,000 Issued $45,722,000 $80,000,000 $ 0 Remaining 6% $ 0 $ 0 $75,000,000 Remaining 20% $11,759,000 $ 0 $10,000,000 The last General Obligation Bond Sale occurred in September, 2005. Moody’s rated the issue at Aa3 which was an affirmation of the prior rating. The table below shows the legal bonding limit for General Obligation bonds as of May 2006. DEBT CAPACITY WITH BOND PREMIUMS INCLUDED 6% Limitation FY 2007 Secondary Assessed Valuation Allowable 6% Debt Less: 6% Debt Outstanding Unused 6% Debt Capacity $ 1,466,841,566 88,010,494 (65,247,945) $ 22,762,549 20% Limitation 2004/2005 Secondary Assessed Valuation Allowable 20% Debt Less: 20% Debt Outstanding Unused 20% Debt Capacity $ 1,466,841,566 293,368,313 (32,623,034) $ 260,745,279 The table on the following page provides the detail for the FY 2007 general obligation debt budget. Revenue is provided from the $1.15/$100 secondary property tax levy. - 219 - Table of Contents Debt Service Issue Name 2002 – Series A 2003 – Series B 2005 – Series C 2005 – Series D GADA Loan GO Refunding Series 2002 1998 – Refunding GO Refunding Series 2005 2007 Contingency Total General Obligation Debt Issued $ 38,975,000 17,300,000 18,750,000 15,695,000 18,035,000 20,960,000 8,780,000 14,115,000 n/a $ 152,610,000 Debt Outstanding $ 21,535,000 4,300,000 18,750,000 14,900,000 3,045,000 18,420,000 1,225,000 13,910,000 n/a $ 96,085,000 Tax Supported Debt Payments $ 3,829,990 4,386,000 3,011,250 2,051,880 821,330 1,427,800 531,130 709,350 2,000,000 $ 18,768,730 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 municipalities 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 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 HURF Revenue $ 12,009,660 12,249,850 12,494,850 12,744,750 12,999,650 Debt Service $ 3,282,450 3,272,310 3,301,060 3,323,560 3,314,810 % coverage 27% 27% 26% 26% 25% 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 one Improvement District bond issue outstanding in the amount of $4,505,000. - 220 - 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 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 18,247,580 19,828,460 20,465,900 18,159,750 9,411,770 8,992,040 3,558,280 3,522,080 744,840 10,200,750 Street and Highway 3,282,450 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 2,127,912 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 9,963,690 9,977,400 9,959,800 9,976,650 9,980,710 9,978,960 9,976,450 9,964,380 9,970,720 9,968,730 9,962,100 9,976,050 9,979,110 9,981,990 9,969,510 $113,131,450 $43,708,700 $31,727,674 $149,586,250 - 221 - MPC Water Improvement Resources District 2,930,830 242,130 2,930,830 357,760 2,930,820 356,000 2,930,820 358,980 13,020,820 356,440 2,502,000 358,640 2,502,000 360,320 2,502,000 361,480 2,502,000 357,120 2,502,000 352,500 30,002,000 357,620 1,127,000 356,960 24,127,000 360,780 353,820 361,600 358,340 354,560 355,260 355,180 359,320 352,420 $92,510,120 $7,387,230 Table of Contents − 222 − Table of Contents Appendix Personnel Detail Capital Outlay Glossary/Acronyms Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 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 Manager Deputy Town Manager Chief Technology Officer Management Assistant Administrative Assistant Total Manager 1.00 0.50 0.25 0.00 0.00 1.00 2.75 1.00 0.50 0.25 0.00 0.00 1.00 2.75 1.00 0.50 0.25 0.00 0.00 1.00 2.75 1.00 0.75 0.00 0.00 0.00 1.00 2.75 1.00 0.75 0.00 1.00 0.75 1.00 4.50 Financial Management and Planning Assistant 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 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 0.50 0.00 1.00 1.00 2.00 1.00 5.50 0.50 0.00 1.00 1.00 2.00 2.00 6.50 Intergovernmental Assistant Manager Deputy Town Manager Intergovernmental Coordinator Management Assistant Total Intergovernmental 0.00 0.25 1.00 1.00 2.25 0.00 0.25 1.00 1.00 2.25 0.00 0.25 1.00 1.00 2.25 0.25 0.00 1.00 2.00 3.25 0.25 0.00 1.00 2.00 3.25 Neighborhood Services Assistant Manager Deputy Town Manager Neighborhood Services Specialist Administrative Assistant Total Regular Positions Administrative Assistant Total Part Time Positions Total Neighborhood Services 0.00 0.25 2.00 0.00 2.25 0.75 0.75 3.00 0.00 0.25 2.00 0.00 2.25 0.75 0.75 3.00 0.00 0.25 2.00 0.00 2.25 0.75 0.75 3.00 0.25 0.00 2.00 1.00 3.25 0.00 0.00 3.25 0.25 0.00 2.00 1.00 3.25 0.00 0.00 3.25 Communication Assistant Manager Deputy Town Manager Public Information Officer AV Specialist Web Specialist Total Communication 0.00 0.25 1.00 2.00 0.00 3.25 0.00 0.25 1.00 2.00 1.00 4.25 0.00 0.25 1.00 2.00 1.00 4.25 0.25 0.00 1.00 3.00 1.00 5.25 0.25 0.00 1.00 3.00 1.00 5.25 15.75 16.75 16.75 20.00 22.75 Total Town Manager - 223 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Office Assistant Records Clerk Total Town Clerk 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 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 2.00 7.00 1.00 2.00 1.00 1.00 2.00 7.00 22.75 23.75 23.75 28.00 30.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 0.00 1.00 1.00 1.00 3.00 0.00 0.00 1.00 3.00 1.00 1.00 13.00 0.00 0.25 0.70 0.70 1.00 2.00 1.00 0.00 1.00 2.00 0.00 0.00 8.65 Purchasing Financial Services Manager Accounting Administrator Accounting System Analyst Purchasing Specialist Accounting Technician Total Purchasing 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 0.25 0.15 0.20 1.00 1.00 2.60 Payroll Financial Services Manager Accounting Administrator Accounting System Analyst Accountant I Senior Accounting Technician Total Payroll 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 0.25 0.15 0.10 1.00 1.00 2.50 Utility Customer Service Financial Services Manager Utilities Billing Administrator Utility Service Representative Computer Operations Technician Senior Utility Service Representative 0.00 1.00 6.00 1.00 0.00 0.00 1.00 8.00 1.00 1.00 0.00 1.00 8.00 1.00 1.00 0.00 1.00 8.00 1.00 1.00 0.25 1.00 8.00 1.00 1.00 TOTAL MANAGEMENT AND POLICY SUPPORT SERVICES Support Services Administration Support Services Director Total Support Services Administration Financial Services: Accounting Finance Director Financial Services Manager Accounting Administrator Accounting System Analyst Accountant II Accountant I Tax Specialist Payroll Coordinator Administrative Assistant Senior Accounting Technician Purchasing Specialist Accounting Technician Total Accounting - 224 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Lead Customer Service Representative Total Regular Positions Customer Services Representative Total Utility Customer Service 1.00 9.00 1.25 10.25 0.00 11.00 1.25 12.25 0.00 11.00 1.25 12.25 0.00 11.00 1.25 12.25 0.00 11.25 1.25 12.50 Total Financial Services 23.25 25.25 25.25 25.25 26.25 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 Programmer Analyst PC Technician II PC Technician I Administrative Supervisor Administrative Assistant Web Development Administrator Total Regular Positions Office Assistant Data Entry Clerk Total Part Time Positions Total Technology Services Admin 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 0.00 1.00 24.00 0.00 0.50 0.50 24.50 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 2.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 27.00 0.00 0.50 0.50 27.50 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 1.00 1.00 0.00 3.00 0.50 0.00 0.50 3.50 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 1.00 1.00 0.00 3.00 0.50 0.00 0.50 3.50 0.00 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 1.00 1.00 0.00 3.00 0.50 0.00 0.50 3.50 Communication Services Assistant 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 1.00 0.00 0.00 0.00 2.00 3.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 Application Operations and Support Assistant 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 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 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 4.75 4.00 4.00 1.00 17.75 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 4.75 4.00 4.00 1.00 17.75 - 225 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT GIS Operations and Support GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Total GIS Operations and Support 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 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 2.00 2.00 2.00 8.00 1.00 1.00 2.00 2.00 2.00 8.00 24.50 30.50 32.50 35.25 35.25 Personnel: Personnel Administration Personnel Director Personnel and Training Manager Personnel Analyst Personnel Services Coordinator Administrative Assistant Office Assistant Total Personnel Administration 1.00 0.00 4.00 1.00 1.50 1.00 8.50 1.00 0.00 4.00 1.00 1.50 1.00 8.50 1.00 0.00 4.00 1.00 1.50 1.00 8.50 1.00 0.00 4.00 1.00 1.50 1.00 8.50 0.00 1.00 4.00 1.00 1.00 1.00 8.00 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 1.00 2.00 Risk Management Risk and Safety Manager Environmental Programs Specialist Environmental Compliance Coordinator Total Risk Management 1.00 1.00 0.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 12.00 12.00 12.00 12.00 12.00 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 3.00 2.00 3.50 9.50 TOTAL SUPPORT SERVICES 59.75 67.75 69.75 72.50 84.00 LEGAL AND COURT Prosecutor Town Prosecutor Assistant Town Prosecutor II Assistant Town Prosecutor I Legal Secretary Administrative Supervisor Administrative Assistant Victim Advocate Office Assistant Total Regular Positions 1.00 4.00 1.00 2.00 1.00 2.00 0.00 1.00 12.00 1.00 4.00 1.00 2.00 1.00 2.00 0.00 1.00 12.00 1.00 4.00 1.00 2.00 1.00 2.00 0.00 1.00 12.00 1.00 5.00 1.00 2.00 1.00 2.00 0.00 2.00 14.00 1.00 5.00 1.00 3.00 1.00 2.00 1.00 2.00 16.00 Total Technology Services Total Personnel Facilities Management Facilities Maintenance Superintendent Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Facilities Management - 226 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Victim Advocate Office Assistant Cooperative Education Student Total Part Time Positions Total Prosecutor 0.50 0.00 0.50 1.00 13.00 0.62 0.00 0.50 1.12 13.12 0.62 0.50 0.00 1.12 13.12 0.62 0.00 0.00 0.62 14.62 0.00 0.00 0.00 0.00 16.00 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 Court Interpreter Cooperative Education Student Total Part Time Positions Total Municipal Court 1.00 2.00 1.00 1.00 0.00 3.00 7.00 1.00 1.00 17.00 0.75 0.00 0.00 0.50 1.25 18.25 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 0.00 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 0.00 0.50 20.50 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 0.00 0.50 20.50 1.00 3.00 1.00 0.00 1.00 4.00 10.00 1.00 1.00 22.00 0.00 0.50 0.75 0.00 1.25 23.25 TOTAL LEGAL AND COURT 31.25 31.62 33.62 35.12 39.25 DEVELOPMENT SERVICES Administration and Customer Service Development Services Director Administration and Customer Services Manager Development Services Representative Engineering Technician Administrative Assistant Total Administration and Customer Service 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 7.25 1.00 1.00 11.25 Permitting and Plan Review Services: Permitting and Plan Review - Building Permit and Plan Review Services Manager Plan Examiner Administrator Senior Plans Examiner Plans Examiner Permit Technician Administrative Assistant Total Permitting and Plan Review - Building 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 0.30 0.80 1.00 4.00 3.25 0.30 9.65 Permitting and Plan Review - Fire Permit and Plan Review Services Manager Plan Examiner Administrator Administrative Assistant Plans Examiner Senior Plans Examiner Total Permitting and Plan Review - Fire 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 0.20 0.20 0.20 1.00 1.00 2.60 - 227 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Permitting and Plan Review - Planning Permit and Plan Review Services Manager Administrative Assistant Landscape Technician Planning Technician Senior Plans Examiner Total Permitting and Plan Review - Planning 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 0.20 0.20 2.00 1.00 1.00 4.40 Permitting and Plan Review - Engineering Permit and Plan Review Services Manager Town Engineer Plan Review Supervisor Senior Plans Examiner Plans Examiner Traffic Engineer Senior Traffic Engineering Technician Traffic Safety Assistant Administrative Assistant Total Permitting and Plan Review - Engineering 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 0.30 1.00 1.00 2.00 4.00 1.00 1.00 1.00 0.30 11.60 Total Permitting and Plan Review Services 0.00 0.00 0.00 0.00 28.25 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance Services Manager Building Inspection Administrator Administrative Assistant Senior Building Inspector Building Inspector II Building Inspector I Total Regular Positions Office Assistant Total Part Time Positions Total Inspection and Compliance - Building 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 0.50 0.75 0.40 3.00 6.00 10.00 20.65 0.63 0.63 21.28 Inspection and Compliance - Fire Inspection and Compliance Services Manager Building Inspection Administrator Senior Fire Inspector Fire Inspector Administrative Assistant Total Inspection and Compliance - Fire 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 0.05 0.25 1.00 3.00 1.00 5.30 Inspection and Compliance - Planning Inspection and Compliance Services Manager Landscape Technician Administrative Assistant Senior Engineering Inspector Total Inspection and Compliance - Planning 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 0.05 1.00 0.20 0.05 1.30 - 228 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Inspection and Compliance - Engineering Inspection and Compliance Services Manager Senior Engineering Inspector Engineering Inspector Traffic Engineering Inspector Administrative Assistant Total Inspection and Compliance - Engineering 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 0.30 0.95 6.00 3.00 0.40 10.65 Inspection and Compliance - Code Inspection and Compliance Services Manager Code Compliance Administrator Senior Code Compliance Officer Code Compliance Officer Administrative Assistant Customer Service Representative Total Inspection and Compliance - Code 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 0.05 0.80 1.00 3.25 1.00 1.00 7.10 Inspection and Compliance - Backflow Code Compliance Administrator Inspection and Compliance Services Manager Backflow Prevention Specialist Total Inspection and Compliance - Backflow 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 0.20 0.05 2.00 2.25 Total Inspection and Compliance Services 0.00 0.00 0.00 0.00 47.88 Planning and Development Planning and Development Manager Principal Planner Senior Planner Planner II Planner I Planning Technician Administrative Supervisor Administrative Assistant Total Regular Positions Administrative Assistant Total Part Time Positions Total Planning and Development 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 2.00 4.00 3.00 3.00 2.00 1.00 2.00 18.00 0.50 0.50 18.50 Business Development Business Development Manager Business Development Specialist Administrative Assistant Research Analyst Total Business Development 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 2.00 1.00 1.00 5.00 TOTAL DEVELOPMENT SERVICES 0.00 0.00 0.00 0.00 110.88 COMMUNITY DEVELOPMENT Economic Development Economic Development Director Business Development Specialist Administrative Assistant 1.00 2.00 0.00 1.00 2.00 0.00 1.00 2.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 - 229 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Research Analyst Total Regular Positions Administrative Assistant Total Part Time Positions Total Economic Development 1.00 4.00 0.75 0.75 4.75 1.00 4.00 0.75 0.75 4.75 1.00 4.00 0.75 0.75 4.75 1.00 4.00 0.75 0.75 4.75 0.00 0.00 0.00 0.00 0.00 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 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 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 1.00 2.00 4.00 3.00 2.00 3.00 1.00 2.00 1.00 2.00 21.00 0.50 0.50 21.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 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 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 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 0.00 0.00 0.00 0.00 0.00 0.00 Backflow Prevention Backflow Prevention Specialist Total Backflow Prevention 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 - 230 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 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 0.00 0.00 0.00 0.00 Total Building Safety 47.63 47.63 47.63 47.63 0.00 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 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 1.00 1.00 2.00 1.00 3.00 6.00 1.00 1.00 16.00 0.77 0.77 16.77 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 5.00 1.00 2.00 1.00 0.00 1.00 1.00 6.00 1.00 2.00 1.00 0.00 1.00 1.00 6.00 1.00 2.00 1.00 0.00 1.00 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Engineering 20.77 22.77 22.77 22.77 0.00 TOTAL COMMUNITY DEVELOPMENT 91.65 95.65 95.65 96.65 0.00 POLICE DEPARTMENT Police Administration Police Chief Police Commander Technology Services Manager Legal Advisor Administrative Assistant Administrative Supervisor Office Assistant Total Police Administration 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 1.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 1.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 Office of Professional Standards: Police Professional Standards Police Sergeant Police Officer Policy and Procedure Specialist Background Investigator Total Police Professional Standards 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 1.00 2.00 1.00 5.00 9.00 0.00 0.00 0.00 0.00 0.00 Traffic Engineering Traffic Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Traffic Engineering Inspector Plans Examiner Traffic Safety Assistant Total Traffic Engineering - 231 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Office of Professional Standards - Internal Affairs Police Sergeant Police Officer Total OPS - Internal Affairs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 Office of Professional Standards - Hiring/Accreditation Policy and Procedure Specialist Background Investigator Total OPS - Hiring/Accreditation 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 5.00 6.00 Total Office of Professional Standards 8.00 9.00 9.00 9.00 9.00 1.00 5.00 11.00 96.00 6.00 2.00 0.00 0.00 0.00 121.00 1.00 5.00 11.00 97.00 6.00 2.00 0.00 0.00 1.00 123.00 1.00 5.00 13.00 110.00 7.00 2.00 1.00 0.00 1.00 140.00 1.00 5.00 13.00 110.00 7.00 2.00 1.00 0.00 1.00 140.00 1.00 5.00 14.00 122.00 7.00 2.00 1.00 0.00 1.00 153.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 2.00 10.00 12.00 0.50 2.00 10.00 12.50 0.50 2.00 12.00 14.50 0.50 2.00 12.00 14.50 0.50 2.00 13.00 15.50 Special Assignment Unit Police Sergeant Police Lieutenant Police Officer Total Special Assignment Unit 0.00 0.00 6.00 6.00 0.00 0.50 6.00 6.50 1.00 0.50 6.00 7.50 1.00 0.50 6.00 7.50 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 5.00 5.00 5.00 5.00 5.00 5.00 School Programs Police Sergeant Police Officer Total School Programs 1.00 7.00 8.00 1.00 8.00 9.00 1.00 10.00 11.00 1.00 10.00 11.00 1.00 11.00 12.00 152.00 156.00 181.00 181.00 196.00 Patrol Services: Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Armorer/Rangemaster Civilian Patrol Assistant Service Aide Total Patrol Canine Police Officer Total Canine Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit Total Patrol Services - 232 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Police Support Services: Records Police Records Administrator Records Shift Supervisor Police Records Clerk Administrative Assistant Total Records 1.00 2.00 13.00 1.00 17.00 1.00 2.00 14.00 1.00 18.00 1.00 3.00 15.00 1.00 20.00 1.00 3.00 15.00 1.00 20.00 1.00 3.00 15.00 1.00 20.00 Communication Communications Administrator Police Communication Shift Supervisor Police Telecommunicator 911 Operators Total Regular Positions 911 Operators Police Telecommunicator Total Part Time Positions Total Communication 1.00 5.00 19.00 11.00 36.00 0.00 1.00 1.00 37.00 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 1.00 5.00 22.00 10.00 38.00 1.00 1.00 2.00 40.00 1.00 5.00 22.00 13.00 41.00 1.00 1.00 2.00 43.00 Property Police Property Supervisor Police Property Custodian Office Assistant Total Property 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 4.00 1.00 6.00 1.00 5.00 1.00 7.00 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 Administrative Assistant Police Sergeant Total Training & Program Coordination 1.00 1.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 2.00 1.00 0.00 1.00 1.00 3.00 1.00 0.00 1.00 1.00 3.00 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 2.00 1.00 3.00 2.00 1.00 3.00 64.00 66.00 70.00 73.00 77.00 1.00 5.00 0.00 1.00 7.00 0.50 0.50 7.50 1.00 5.00 0.00 1.00 7.00 0.50 0.50 7.50 1.00 5.00 0.00 1.00 7.00 0.50 0.50 7.50 1.00 5.00 1.00 1.00 8.00 0.50 0.50 8.50 1.00 6.00 1.00 1.00 9.00 0.50 0.50 9.50 Total Police Support Services Counseling Services Counseling Administrator Youth/Family Counselor Volunteer Coordinator Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Counseling Services - 233 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Investigations: General Investigations Police Lieutenant Police Sergeant Police Officer Administrative Assistant Civilian Investigator Total General Investigations 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 1.00 2.00 17.00 1.00 2.00 23.00 1.00 0.00 0.00 1.00 0.00 2.00 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 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Investigations - Person Crimes Police Sergeant Police Officer Total Investigations - Person Crimes 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 11.00 12.00 Investigations - Property Crimes Police Sergeant Police Officer Civilian Investigator Total Investigations - Property Crimes 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 8.00 2.00 11.00 32.00 32.00 33.00 33.00 35.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 269.00 276.00 305.00 309.00 331.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 0.50 0.50 7.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 Total Investigations ERU Unit Police Officer (Overtime only) Total ERU Unit TOTAL POLICE DEPARTMENT FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Communication Specialist Administrative Supervisor Administrative Assistant Office Assistant Total Regular Positions Cooperative Education Student Total Part Time Positions Total Fire Administration - 234 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Fire Training Battalion Chief EMS Specialist Fire Captain Administrative Assistant Total Fire Training 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 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 1.00 1.00 3.00 1.00 6.00 0.00 3.00 21.75 18.75 43.75 0.00 0.00 1.00 88.25 0.00 3.00 24.00 21.00 49.00 0.00 0.00 1.00 98.00 0.00 6.00 28.50 22.50 52.50 0.00 0.00 2.00 111.50 1.00 7.00 28.50 22.50 52.50 0.00 1.00 2.00 114.50 1.00 7.00 36.75 33.75 71.75 1.00 1.00 2.00 154.25 Fire Prevention and Education: Fire Prevention Fire Marshal Fire Inspector Fire Investigator Administrative Assistant Senior Plans Examiner Plans Examiner Senior Fire Inspector Total Fire Prevention 1.00 3.00 2.00 1.00 1.00 0.00 1.00 9.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 10.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 10.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 10.00 1.00 0.00 2.00 0.00 0.00 0.00 0.00 3.00 Fire Public Education Community Service Coordinator Community Education Coordinator Total Fire Public Education 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 Total Fire Prevention and Education 10.00 11.00 11.00 11.00 4.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 110.75 122.50 136.00 139.00 171.75 1.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 0.00 1.00 0.00 0.00 5.00 1.00 1.00 3.25 11.25 0.50 Fire Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Equipment Technician Administrative Assistant Service Aide Total Fire Operations Emergency Operations Center Emergency Management Coordinator Total Emergency Operations Center TOTAL FIRE DEPARTMENT PUBLIC WORKS Public Works Administration Public Works Director Water Resources Manager Management Assistant Administrative Assistant Office Administrator Inventory Services Specialist Customer Service Representative Total Regular Positions Customer Service Representative - 235 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Cooperative Education Student Total Part Time Positions Total Public Works Administration 0.00 0.00 4.00 0.00 0.00 4.00 0.00 0.00 4.00 0.00 0.00 4.00 0.50 1.00 12.25 Field Operations Administration Field Operations Manager Office Manager Administrative Assistant Budget Analyst Inventory Services Specialist 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 0.00 0.00 3.00 9.00 0.00 0.50 0.50 9.50 1.00 1.00 4.00 0.00 0.00 3.00 9.00 0.50 0.50 1.00 10.00 1.00 1.00 4.00 0.00 0.00 3.00 9.00 0.50 0.50 1.00 10.00 1.00 1.00 4.00 0.00 0.00 3.00 9.00 0.50 0.50 1.00 10.00 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 Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Public Facilities 1.00 2.00 1.00 1.00 5.00 1.00 2.00 2.00 2.00 7.00 1.00 3.00 2.00 3.00 9.00 1.00 3.00 2.00 3.00 9.00 0.00 0.00 0.00 0.00 0.00 Public Safety Complex Building Maintenance Worker Custodian Total Public Safety Complex 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Facilities Maintenance 7.00 7.00 9.00 9.00 0.00 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 25.50 26.00 28.00 28.00 17.25 0.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 0.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 0.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 0.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.75 2.25 9.25 1.00 0.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 0.00 1.50 8.50 TOTAL PUBLIC WORKS COMMUNITY SERVICES Community Services Administration Community Services Director Parks and Recreation Director Parks Superintendent Recreation Superintendent Office Administrator Administrative Assistant Customer Service Representative Total Regular Positions Customer Service Representative Landscape Technician Total Part Time Positions Total Community Services Administration - 236 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Parks and Open Space Parks Operations Supervisor Field Supervisor Senior Parks Ranger Senior Grounds Maintenance Worker Senior Mechanic Parks Mechanic Spray Technician Building Maintenance Worker Grounds Maintenance Worker Administrative Assistant Parks Ranger Total Regular Positions Grounds Maintenance Worker Total Part Time Positions Total Parks and Open Space 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 1.00 3.00 1.00 9.50 1.00 0.00 0.00 2.00 6.00 0.00 6.00 29.50 3.96 3.96 33.46 1.00 3.00 1.00 9.00 1.00 0.00 0.00 2.00 6.00 0.00 6.00 29.00 3.96 3.96 32.96 1.00 3.00 1.00 9.00 1.00 0.00 0.00 2.00 6.00 0.00 6.50 29.50 3.96 3.96 33.46 1.00 3.00 1.00 7.00 0.00 1.00 1.00 2.00 7.00 0.00 6.50 29.50 3.96 3.96 33.46 1.00 3.00 1.00 7.00 0.00 1.00 1.00 2.00 6.00 1.00 7.00 30.00 3.96 3.96 33.96 Aquatics: Gilbert Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Senior Recreation Leader Recreation Specialist Recreation Leader Lifeguard/Instructor Lifeguard Total Part Time Positions Total Gilbert Pool 0.20 0.50 0.00 0.70 0.29 0.38 1.44 2.60 0.43 5.14 5.84 0.20 0.50 0.00 0.70 0.29 0.38 1.44 2.60 0.43 5.14 5.84 0.20 0.50 0.00 0.70 0.29 0.38 1.44 2.60 0.43 5.14 5.84 0.20 0.50 0.05 0.75 0.29 0.38 1.44 2.60 0.43 5.14 5.89 0.25 0.33 0.05 0.63 0.29 0.38 1.44 2.60 0.43 5.14 5.77 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Recreation Specialist Senior Recreation Leader Recreation Leader Lifeguard/Instructor Lifeguard Senior Recreation Aide Total Part Time Positions Total Mesquite Pool 0.20 0.50 0.00 0.70 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.25 0.20 0.50 0.00 0.70 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.25 0.20 0.50 0.00 0.70 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.25 0.20 0.50 0.05 0.75 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.30 0.25 0.34 0.05 0.64 0.38 0.67 0.72 2.45 2.09 0.24 6.55 7.19 Greenfield Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Recreation Specialist Senior Recreation Leader Recreation Leader Lifeguard/Instructor 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 0.00 0.00 0.05 0.05 0.23 0.19 0.81 1.34 0.25 0.33 0.05 0.63 0.38 0.29 1.44 2.60 - 237 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Lifeguard Total Part Time Positions Total Greenfield Pool 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 0.24 2.81 2.81 0.24 2.81 2.86 0.43 5.14 5.77 13.09 13.09 15.90 16.05 18.73 Concessions Recreation Supervisor Total Regular Positions Recreation Cashier Senior Recreation Aide Recreation Aide Total Part Time Positions Total Concessions 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Total Regular Positions Recreation Leader Recreation Specialist Total Part Time Positions Total Community Center 0.33 1.00 0.75 2.08 1.94 0.75 2.69 4.77 0.33 1.00 0.75 2.08 1.94 0.75 2.69 4.77 0.33 1.00 0.75 2.08 1.94 0.75 2.69 4.77 0.33 1.00 0.75 2.08 1.94 0.75 2.69 4.77 0.15 1.00 0.75 1.90 1.94 0.75 2.69 4.59 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 0.33 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 0.15 2.00 1.00 3.15 3.25 0.00 0.00 3.25 6.40 Page Park Center Recreation Supervisor Custodian Total Regular Positions Recreation Leader Recreation Instructors Total Part Time Positions Total Page Park Center 0.00 0.25 0.25 0.09 0.97 1.06 1.31 0.00 0.25 0.25 0.09 0.97 1.06 1.31 0.00 0.25 0.25 0.09 0.97 1.06 1.31 0.00 0.25 0.25 0.09 0.97 1.06 1.31 0.05 0.25 0.30 0.09 0.97 1.06 1.36 Freestone Recreation Center Recreation Supervisor Recreation Coordinator Recreation Programmer Custodian Total Regular Positions Senior Recreation Leader 0.00 1.00 1.00 3.00 5.00 1.00 0.00 1.00 1.00 3.00 5.00 1.00 0.00 1.00 1.00 3.00 5.00 1.00 0.00 1.00 1.00 3.00 5.00 1.00 0.10 1.00 1.00 2.00 4.10 1.34 Total Aquatics - 238 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Recreation Leader Recreation Instructors Total Part Time Positions Total Freestone Recreation Center 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 10.06 0.87 11.93 16.93 10.06 0.87 11.93 16.93 10.06 0.87 11.93 16.93 10.06 0.87 11.93 16.93 9.63 0.87 11.84 15.94 0.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 2.00 0.20 0.00 0.20 1.00 1.00 1.20 30.61 31.22 31.22 31.22 29.49 Recreation Programs: Teen Programs Recreation Supervisor Recreation Programmer Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Teen Programs 0.10 0.10 0.20 0.54 0.54 0.74 0.10 0.10 0.20 0.54 0.54 0.74 0.10 0.10 0.20 0.54 0.54 0.74 0.10 0.10 0.20 0.54 0.54 0.74 0.10 0.10 0.20 0.54 0.54 0.74 Leisure Programs Recreation Programmer Recreation Supervisor Administrative Assistant Total Regular Positions Recreation Instructor Total Part Time Positions Total Leisure Programs 1.00 0.80 0.00 1.80 7.36 7.36 9.16 1.00 0.80 0.00 1.80 7.36 7.36 9.16 1.00 0.80 0.00 1.80 7.36 7.36 9.16 1.00 0.80 0.10 1.90 7.36 7.36 9.26 1.00 0.25 0.10 1.35 6.30 6.30 7.65 Youth Sports Recreation Programmer Recreation Supervisor Administrative Assistant Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Youth Sports 0.90 0.90 0.00 1.80 0.80 0.80 2.60 0.90 0.90 0.00 1.80 0.80 0.80 2.60 0.90 0.90 0.00 1.80 0.80 0.80 2.60 0.90 0.90 0.10 1.90 0.80 0.80 2.70 0.90 0.90 0.10 1.90 0.58 0.58 2.48 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 0.25 1.25 1.01 1.01 2.26 Special Events Recreation Programmer Recreation Supervisor 2.00 0.80 2.00 0.80 2.00 0.80 1.00 0.80 1.00 0.80 Library Facility Recreation Supervisor Custodian Total Regular Positions Facility Attendant Total Part Time Positions Total Library Facility Total Recreation Centers - 239 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Administrative Assistant Total Regular Positions Recreation Leader Total Part Time Positions Total Special Events 0.00 2.80 0.35 0.35 3.15 0.00 2.80 0.35 0.35 3.15 0.00 2.80 0.35 0.35 3.15 0.60 2.40 0.35 0.35 2.75 0.60 2.40 0.35 0.35 2.75 Special Needs Program Recreation Supervisor Administrative Assistant Total Regular Positions Recreation Instructors Total Part Time Positions Total Special Needs Program 0.20 0.00 0.20 0.70 0.70 0.90 0.20 0.00 0.20 0.70 0.70 0.90 0.20 0.00 0.20 0.70 0.70 0.90 0.20 0.05 0.25 0.70 0.70 0.95 0.10 0.05 0.15 0.50 0.50 0.65 Outdoor Programs Recreation Supervisor Total Regular Positions Recreation Leader Senior Recreation Leader Total Part Time Positions Total Outdoor Programs 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 0.20 0.20 0.09 0.12 0.21 0.41 Total Recreation Programs 19.37 19.37 19.37 19.22 16.94 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 COMMUNITY SERVICES 108.95 106.89 110.20 110.20 108.62 TOTAL GENERAL FUND 719.60 750.16 801.97 818.47 893.50 Water Water Administration Water Superintendent Water Resources Administrator Total Water Administration 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 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 8.00 1.00 15.00 ENTERPRISE OPERATIONS - 240 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 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 4.50 1.00 1.00 6.50 4.50 1.00 1.00 6.50 5.00 1.00 1.00 7.00 Water Quality Assurance Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance 2.00 1.00 2.00 5.00 2.00 1.00 2.00 5.00 2.00 1.00 3.00 6.00 2.00 1.00 3.00 6.00 2.00 1.00 3.00 6.00 Total Water Production 24.00 24.00 25.50 25.50 28.00 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 7.00 11.00 1.00 4.00 7.00 12.00 1.00 4.00 7.00 12.00 1.00 4.00 8.00 13.00 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 15.00 20.00 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 2.00 0.00 1.00 3.00 1.00 15.00 22.00 2.00 0.00 1.00 3.00 1.00 16.00 23.00 Total Water 58.00 60.00 63.50 63.50 69.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 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 1.00 5.00 1.00 2.00 6.00 15.00 1.00 5.00 1.00 3.00 6.00 16.00 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 1.50 1.50 1.50 0.50 5.00 2.00 2.00 2.00 0.50 6.50 Wastewater Wastewater Administration Wastewater Superintendent Total Wastewater Administration Wastewater Collection Utility Field Supervisor Senior Utility Worker Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection Wastewater Reclaimed: Effluent Re-use Utility Worker Senior Utility Worker Effluent Well Technician Utility Field Supervisor Total Effluent Re-use - 241 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Effluent Recharge Utility Worker Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge 1.00 1.00 1.00 0.50 3.50 1.00 1.00 1.00 0.50 3.50 1.00 1.00 1.50 0.50 4.00 1.00 1.00 1.50 0.50 4.00 1.00 1.00 2.00 0.50 4.50 Total Wastewater Reclaimed 7.00 7.00 9.00 9.00 11.00 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Wastewater Quality Technician Total Wastewater Quality 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 1.00 1.00 3.00 0.00 5.00 1.00 1.00 3.00 0.00 5.00 26.00 26.00 30.00 30.00 33.00 Solid Waste Residential Residential Administration Solid Waste Superintendent Solid Waste Specialist Service Specialist Customer Service Representative Total Residential Administration 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 0.86 0.90 0.70 1.00 3.46 Residential Collections Field Supervisor Heavy Equipment Operator Solid Waste Crew Leader Solid Waste Maintenance Worker Total Residential Collections 1.00 23.00 1.00 2.00 27.00 1.00 19.50 1.00 2.00 23.50 2.00 21.50 1.00 2.00 26.50 2.00 21.50 1.00 2.00 26.50 2.00 23.50 1.00 2.00 28.50 Uncontained Collections Field Supervisor Solid Waste Crew Leader Solid Waste Inspector Heavy Equipment Operator Total Uncontained Collections 1.00 0.00 0.00 8.00 9.00 1.00 0.00 0.00 10.00 11.00 1.00 0.00 0.00 10.00 11.00 1.00 0.00 0.00 12.00 13.00 1.00 1.00 1.00 13.00 16.00 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 0.70 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 0.70 5.00 1.00 6.00 0.00 0.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 0.00 0.00 12.70 1.00 1.00 13.70 Total Wastewater - 242 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Environmental Programs Environmental Programs Technician HHW Technician Total Environmental Programs 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.25 1.25 46.46 51.96 54.96 56.96 62.91 Solid Waste Commercial Commercial Administration Solid Waste Superintendent Solid Waste Specialist Service Specialist Commercial Solid Waste Specialist Total Commercial Administration 0.14 0.10 0.00 0.00 0.24 0.14 0.10 0.00 0.00 0.24 0.14 0.10 0.00 0.00 0.24 0.14 0.10 0.00 1.00 1.24 0.14 0.10 0.30 1.00 1.54 Commercial Collections Field Supervisor Heavy Equipment Operator Commercial Solid Waste Specialist Total Commercial Collections 0.30 3.50 1.00 4.80 0.30 3.50 1.00 4.80 0.30 4.10 1.00 5.40 0.30 3.60 0.00 3.90 0.30 3.85 0.00 4.15 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 0.50 0.50 0.50 0.50 0.50 0.50 1.00 1.00 1.75 1.75 Total Solid Waste Commercial 5.54 5.54 6.14 6.14 7.44 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 136.50 144.00 155.10 157.10 172.85 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 0.25 0.00 3.00 3.25 Street Cleaning Field Supervisor Heavy Equipment Operator Total Street Cleaning 0.34 4.00 4.34 0.34 5.00 5.34 0.34 7.00 7.34 0.34 7.00 7.34 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 0.25 2.00 2.25 Total Solid Waste Residential TOTAL ENTERPRISE OPERATIONS - 243 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Preventive Maintenance Field Supervisor Pavement Maintenance Specialist Preventive Maintenance Technician Total Preventive Maintenance 0.00 1.00 0.00 1.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 0.33 1.00 1.00 2.33 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 0.25 1.00 3.00 4.25 Fog Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Fog Sealing 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 0.25 3.00 3.00 6.25 19.34 21.34 23.34 23.34 25.67 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 2.00 2.00 2.00 6.25 0.25 2.00 2.00 2.00 6.25 0.25 2.00 2.00 2.00 6.25 0.50 2.00 2.00 2.00 6.50 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 0.50 1.00 3.00 4.50 Street Lighting Field Supervisor Street Light Technician Streets Maintenance Worker Total Street Lighting 0.25 1.00 1.00 2.25 0.25 2.00 0.00 2.25 0.25 2.00 0.00 2.25 0.25 2.00 0.00 2.25 0.50 3.00 0.00 3.50 Traffic Signal Maintenance Field Supervisor Senior Traffic Engineering Technician Traffic Signal Technician Total Traffic Signal Maintenance 0.25 0.00 3.00 3.25 0.25 0.00 4.50 4.75 0.25 0.00 5.00 5.25 0.25 0.00 5.00 5.25 0.50 2.00 6.00 8.50 15.00 16.50 17.00 17.00 23.00 0.33 2.00 0.33 1.00 0.33 1.00 0.33 1.00 0.50 2.00 Total Streets Maintenance Total Street Traffic Control Regulatory Right of Way Maintenance: Landscape Maintenance Field Supervisor Senior Grounds Maintenance Worker - 244 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Grounds Maintenance Worker Senior Streets Maintenance Worker Total Landscape Maintenance 0.00 0.50 2.83 2.00 0.50 3.83 2.00 0.50 3.83 2.00 0.50 3.83 2.00 0.50 5.00 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 0.50 2.00 2.50 Total Right of Way Maintenance 5.16 6.16 6.16 6.16 7.50 Concrete Maintenance Field Supervisor Total Concrete Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.33 0.33 40.50 45.00 47.50 47.50 57.50 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 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 1.00 1.00 1.00 1.00 1.00 13.00 1.00 19.00 TOTAL INTERNAL SERVICE 19.00 21.00 21.00 21.00 22.00 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 Community Education Coordinator Park Ranger Total Riparian Program 1.00 0.00 0.00 1.00 2.00 1.00 0.19 0.00 1.00 2.19 1.00 0.19 0.00 1.00 2.19 1.00 0.19 1.00 1.00 3.19 1.00 0.19 1.00 1.00 3.19 Grants: Community Police Police Officer Total Community Police 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL STREETS INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Superintendent Administrative Assistant Total Fleet Maintenance Administration - 245 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT 2003-04 Actual 2004-05 Actual 2005-06 Adopted 2005-06 Revised 2006-07 Adopted Total Grants 1.00 0.00 0.00 0.00 0.00 Judicial Collection Enhancement Office Assistant Total Judicial Collection Enhancement 0.21 0.21 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL SPECIAL REVENUE 4.71 3.69 3.69 4.69 4.69 GRAND TOTAL POSITIONS 920.31 963.85 1,029.26 1,048.76 1,150.54 - 246 - Table of Contents Capital Outlay Department Description Amount GENERAL FUND Finance Application Support Application Support Inspection and Compliance - Code Inspection and Compliance - Code Inspection and Compliance - Engineering Inspection and Compliance - Engineering Patrol Patrol Patrol Patrol Patrol Patrol Patrol Trafffic Unit Persons Crimes Property Crimes Parks and Open Space Parks and Open Space Parks and Open Space Parks and Open Space SE Regional Library Gilbert Pool Mesquite Pool Timekeeping System Vehicle Software Upgrade Pickup Truck Pickup Truck Pickup Truck Pickup Truck Sedan Sedan Sedan Sedan Sedan Sedan Sedan Motorcycle Sedan Sedan Municipal Center Pump System Village II Drywell Renovation Pump House Repairs at Riparian Shake Shingle Replacement Automated Book Return Pool Repair Pool Repair Total General Fund Capital $ 100,000 30,000 181,000 22,000 22,000 22,000 22,000 51,240 51,240 51,240 51,240 51,240 51,240 48,000 33,400 27,800 27,800 30,000 15,000 30,000 50,000 305,500 65,000 55,000 $ 1,393,940 $ 22,500 28,500 30,000 30,000 30,000 30,000 30,000 18,000 38,000 18,000 15,000 50,000 50,000 50,000 50,000 50,000 37,000 37,000 37,000 94,000 24,000 22,500 24,000 150,000 $ 965,500 GENERAL REPLACEMENT FUND MCS0445 IFS0323 BGS0382 BGS0383 BGS0385 BGS0387 ENX0439 PAO0123 PDA0145 PDI0152 PDP0117 PDP0176 PDP0180 PDP0189 PDP0196 PDP0198 PDT0165 PDT0172 PDT0174 PER0076 PWU0490 RAX0296 RPX0414 Mayor Technology Services Inspection and Compliance - Building Inspection and Compliance - Building Inspection and Compliance - Building Inspection and Compliance - Building Inspection and Compliance - Engineering Police Administration Police Administration Police Investigation Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Traffic Police Traffic Police Traffic Police Emergency Response Utility Locates Community Services Administration Parks Maintenance Contingency Sedan Hybrid Hybrid Hybrid Hybrid Hybrid Hybrid Mid Size Sedan Sedan Mid Size Sedan Trailer Sedan Sedan Sedan Sedan Sedan Motorcycle Motorcycle Motorcycle Van Pickup 1/2 Ton Hybrid Pickup 1/2 Ton Total General Replacement Fund - 247 - Table of Contents Capital Outlay Department Description Amount STREET FUND Asphalt Patching Asphalt Patching Street Sweeping Emergency Response Emergency Response Preventive Maintenance Street Signs Street Lighting Traffic Signal Maintenance Traffic Signal Maintenance Traffic Signal Maintenance Landscape Maintenance 3/4 Ton Utility Truck Message/Arrow Board Pickup 1/2 Ton 3/4 Ton Utility Truck Message/Arrow Board Streets Maintenance Utility Truck Bucket Truck Pickup 1/2 Ton Pickup 1/2 Ton Bucket Truck Backhoe Trailer $ 40,000 12,000 22,000 40,000 12,000 3,420,500 50,000 85,000 22,000 22,000 85,000 18,000 $ 3,828,500 $ 37,000 32,000 87,900 87,900 250,500 30,000 $ 525,300 $ 131,000 22,000 $ 153,000 $ 22,000 22,000 30,000 $ 74,000 $ 28,000 22,000 $ 50,000 Contingency $ 30,000 Total Wastewater Replacement Fund Capital $ 30,000 Total Street Fund Capital STREET REPLACEMENT FUND SHR0394 STA0416 STX0504 STX0517 STX0332 Emergency Response Administration Asphalt Patching Asphalt Patching Asphalt Patching Contingency 3/4 Ton Utility Truck 3/4 Ton Crew Cab Crack Sealing Machine Crack Sealing Machine Articulating Front Loader Total Street Replacement Fund WATER FUND Plant Production Metering 2 Ton Truck with 10,000 lb. Crane Pickup 1/2 Ton Total Water Fund Capital WATER REPLACEMENT FUND WTM0417 Metering WTM0418 Metering Contingency Pickup 1/2 Ton Pickup 1/2 Ton Total Water Replacement Fund Capital WASTEWATER FUND Collection Effluent Recharge 3/4 Ton Truck with Utility Bed Generator Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND - 248 - Table of Contents Capital Outlay Department Description Amount SOLID WASTE - RESIDENTIAL Residential Collection Residential Collection Recycling Side Loader Super 8 Loader Side Loader $ 220,000 80,000 220,000 $ 520,000 $ 22,000 220,000 22,000 220,000 30,000 $ 514,000 Roll Off Hoist $ 38,000 Total Solid Waste Commercial Capital $ 38,000 Contingency $ 30,000 Total Solid Waste Commercial Replacement Capital $ 30,000 Copiers $ 130,000 Total Copy Services $ 130,000 $ 312,000 $ 312,000 Total Solid Waste Residential Capital SOLID WASTE - RESIDENTIAL REPLACEMENT RCY0463 RCY0525 RCY0549 RFR0526 Recycling Recycling Recycling Residential Collection Contingency Pickup 1/2 Ton Side Loader Pickup 1/2 Ton Side Loader Total Solid Waste Residential Replacement Capital SOLID WASTE - COMMERCIAL SOLID WASTE - COMMERCIAL REPLACEMENT COPY SERVICES GRANT FUND PDT0168 Police Traffic DUI Van Total Grant Fund Capital CAPITAL PROJECT CAPITAL OUTLAY $ 368,550,490 TOTAL CAPITAL OUTLAY $ 377,114,730 - 249 - 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. Arizona Department of Environmental Quality (ADEQ) Established in 1986 in response to growing concerns about groundwater quality. Administers a variety of programs to improve the health and welfare of our citizens and ensure the quality of Arizona’s air, land and water resources meets healthful, regulatory standards. Arizona State University (ASU) State funded University. 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. Automated Clearing House An electronic banking network operating in the United States. ACH processes large volumes of both credit and debit transactions which are (ACH) originated in batches. 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. Community Development Block Grant (CDBG) Federal Grant Funds provided on an annual basis to support specific programs identified by Council. - 250 - Table of Contents Glossary/Acronyms Community Emergency Response Team (CERT) A committee established to offer disaster preparedness training to the community. 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. Debt Service Principal and interest payments on outstanding bonds. 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. Federal Emergency Management Agency (FEMA) The Federal agency charged with building and supporting the nation’s emergency management system. Fiscal Year (FY) 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. - 251 - Table of Contents Glossary/Acronyms 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. Heritage District Historic Downtown Gilbert. Highway Users Revenue Fund (HURF) Highway User Revenue Fund is a separate funding source dedicated to provide support for street improvements and maintenance. Homeowners Association (HOA) An organization of all owners of land in the development that is governed by a board. The HOA collects fines and assessments from the homeowners, maintains the common areas of the development, and enforce the association’s governing documents; including rules regarding construction and maintenance of individual homes. Infrastructure The physical assets of the Town. Assets include streets, water, wastewater, public buildings and parks. Intergovernmental Agreement (IGA) 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. 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. 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. Parkway Improvement Districts (PKID) 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. - 252 - Table of Contents Glossary/Acronyms Pavement Condition Index An index that communicates the condition of driving surfaces on a 100 point scale. (PCI) 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. PM-10 Regulations PM-10 (particulate matter less than 10 microns) regulations are also known as the “dust control regulations”. PM-10 emissions including dust generating activities are regulated by Maricopa County. It is a major component of the “brown cloud” in the metropolitan Phoenix area. Potable Water Drinking Water. Reserve To set aside a portion of a fund balance to guard against economic downturn or emergencies. Right of Way (ROW) An area of land adjacent to a roadway. Salt River Project (SRP) Salt River Project is an agricultural improvement district formed in the early 1900’s that now provides water and electricity. 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. 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. 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 (ULDC) Vadose Water that is located in the zone of aeration in the earth’s crust above the ground water level. Vulnerability Assessment A study to determine where Gilbert could improve security for water and wastewater operations. Water Quality Assurance Revolving Fund (WQARF) Established in 1986 to support efforts to clean up groundwater contamination caused by the release of hazardous substances. - 253 - Table of Contents Glossary/Acronyms 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. - 254 - 50Ea s tCi vi cCe nt e rDr i ve Gi l be r t ,AZ85 2 96 ( 480 )50368 71 www. c i . gi l be r t . az. us