FY 08-09 Budget Tow n o f Fo u n t a i n H i l l s The1 height of desert living. FY 08-09 Budget TOWN OF FOUNTAIN HILLS, ARIZONA MISSION STATEMENT The Town of Fountain Hills’ purpose is to serve the best interests of the community by: providing for its safety and well-being; respecting its special, small-town character and quality of life; providing superior public services; sustaining the public trust through open and responsive government; and maintaining the stewardship and preservation of its financial and natural resources. The height of desert living. 1 2 3 4 Table of Contents Town Organizational Chart 8 Fountain Hills Community Profile 9 Town Council Introduction 13 Budget Message 19 Financial Overview 25 Operating Budgets 53 Town Council Municipal Court Administration Operational & Community Support Information Technology Public Information Downtown Development Public Works Facilities Maintenance Streets Department Planning & Zoning Building Safety Parks and Recreation Parks Community Center Senior Services Public Safety Law Enforcement Fire Department 55 59 63 69 71 77 81 85 91 97 103 107 111 115 131 137 Capital Improvement Program 151 Vehicle Replacement Plan 197 Debt Service Funds 203 Budget Process, Financial Policies & Schedule 211 Schedule of Authorized Positions & Pay Plan 227 Glossary 235 5 143 147 6 Organization Chart 7 8 Community Profile 9 Community Profile The Town of Fountain Hills is a master planned community established in 1970 by McCulloch Properties (now MCO Properties, Inc.). Prior to 1970 the area was a cattle ranch and was part of one of the largest land and cattle holdings in Arizona. The land was purchased by Robert McCulloch in the late 1960s and the community designed by Charles Wood, Jr. (designer of Disneyland in southern California). One of the community’s most valuable assets is its natural beauty. Incredible views and natural desert terrain provide for a wide range of outdoor activities including hiking, biking, boating and golf. In fact, Fountain Hills contains some of the more challenging and picturesque golf courses in the State of Arizona. The centerpiece of Fountain Hills is our beautiful fountain; one of the world's tallest manmade fountains. It serves as a focal point for the community and attracts thousands of visitors each year. Located on 12,996 acres of land, Fountain Hills is surrounded by the 3,500-foot McDowell Mountains and Scottsdale on the west, the Fort McDowell Yavapai Nation on the east, the Salt River Pima Maricopa Indian Community on the south and the McDowell Mountain Regional Park on the north. The elevation is 1,520 feet at the fountain, 3,000 feet on Golden Eagle Boulevard, and is 500 feet above Phoenix. Over the past seventeen years Fountain Hills has grown from 10,190 residents to a town of 24,492 in 2007. The Maricopa Association of Governments (MAG) estimates that the population of Fountain Hills will continue to grow to a build-out population of between 30,000 and 35,000. Although the rate of growth has slowed due to the lack of available land on which to build, the Town continues to attract residents who are building large custom homes to take advantage of the scenic vistas surrounding our mountain community. The Town offers a wide range of living accommodations; from small condominium complexes to large custom homes. Fountain Hills also offers recreational, cultural and retirement programs that address the needs and lifestyles of active families as well as older adults. The community consists of a total of 12,996 acres of property, primarily residential and open space (9,664 acres or 74%). Of the remaining land, 3,273 acres are developable, 334 acres are zoned commercial or industrial (approximately 3%) and 1,466 acres are right of way/streets (11%). In 2006 Fountain Hills was named by Phoenix Magazine as the best place to live and was cited as "a welcome oasis on the outskirts of a metropolis." The magazine measured the quality of life in 22 Valley communities, including a statistical analysis of each community's population, income, home price, crime rate, miles to Sky Harbor Airport, and square feet of retail. The criteria used by the magazine in this ranking are similar to the priorities established in the Town's Strategic Plan. The volunteer spirit and high level of involvement of the citizens and business representatives were highlighted. 10 Demographics Based on Certificates of Occupancy issued for new homes in 2007, it is estimated that Fountain Hills’ population grew to a total of 25,207. This gives Fountain Hills an average of 1,241 people per square mile, or 1.94 people per acre. This statistic is important because Fountain Hills’ low population density is a major reason the town has such a desirable reputation as a friendly, affluent community in which to live and work. Fountain Hills’ land is currently developed at an average density of 2.4 dwelling units per acre for single family homes and 7.78 dwelling units per acre for multi-family housing. At the end of the year there were 3,171 vacant single family lots and 65 vacant multifamily lots. If Fountain Hills continues to develop at a similar density, the population is estimated to reach 34,324 at build-out around the year 2030. 11 POPULATION TRENDS Year Fountain Hills Population 1980 2,772* 1985 5,200* 1990 10,030* 1995 13,745* 2000 20,235* 2005 24,492* 2007 25,207** 2010 27,777*** 2020 31,051**** Estimated Buildout ~2030 34,324** *Population provided by US Census / Maricopa Association of Governments (MAG) **The projected 2007 population is based on calculations using the difference in remaining vacant developable residential lots in Fountain Hills from 2006 and the corresponding average population densities. For example, there were 140 single family residential lots developed in 2007 which was multiplied by the General Plan density for single family dwelling units (2.5) to get the projected increase in population of 350 for single family development. For multifamily housing, 32 units were developed in 2007. The developed units (32) was multiplied by the General Plan density for multi-family dwelling units (1.98) to determine the increase in population of 63 from 2006. Fountain Hill’s population increased by 413 people, which was added to 2006’s projected population (24,794) to get a projected population for 2007 of 25,207. *** Population projected using Maricopa County growth rate percentages. **** Provided by Fountain Hills Planning & Zoning Department. 12 Town Council 13 Jay Schlum was elected Mayor of Fountain Hills in May, 2008 and is currently serving in his first full term. He moved to Fountain Hills 27 years ago when his family relocated from Michigan. There was no High School in town at that time so he attended Coronado High School in Scottsdale. After graduation he attended Northern Arizona University where he studied Business Management and Public Speaking. After college, he returned to Fountain Hills and is currently employed by Qwest Communications where he manages business development for the company. Jay has been very active in the Fountain Hills community. He served as a Fountain Hills Planning and Zoning Commissioner, PTA vice president and is actively involved with the local Community Theater. Jay volunteers and performs in productions. He has also served on the advisory committee for the Boys and Girls Club of Fountain Hills. Presently, Jay is a coach with the Fountain Hills Little League Jay and his wife, Denise, have two school age children, Carly and Timothy. Originally from Massachusetts, Henry Leger moved to Arizona in 1970 to attend the University of Arizona. Henry and his wife, Janet, were attracted to Fountain Hills because of its natural beauty, small town character and because it is a safe place to live and raise a family. Henry holds a Master’s Degree in Educational Psychology from the University of Arizona and has worked as a professional in the field of leadership and organizational development for the past 25 years. Throughout his career, he has held a number of leadership positions in education and government and has worked as an internal consultant for several Fortune 500 companies. As a long time resident, Henry immersed himself into Fountain Hills society by volunteering much of his time on community activities and initiatives. He has been very active in his neighborhood property owners’ association serving as a board member, treasurer and member of the association’s Committee of Architecture. Henry served as President and Vice President of the Church Council at Shepherd of the Hills Lutheran Church in Fountain Hills and has been involved in his children’s education as a teacher’s aide and parent volunteer. Henry served as a member of the Technical Advisory Committee, Co-chair of the Youth Visioning Institute, and member of the survey team for the town’s citizen-driven strategic planning initiative 14 Keith McMahan moved to Arizona in 1971 as an advertising writer with Lorne Pratt Enterprises, Inc., the ad agency for McCulloch Properties. He served in this capacity until 1991 when he formed his own company, McMahan and Company Advertising Agency. Keith has been actively involved in community projects and organizations since he came to Fountain Hills. He was the advertising and tourism chairman for the Chamber of Commerce for nine years as well as serving on their Board of Directors for three years. In 1997, he was honored as the "Business Person of the Year" by the Chamber of Commerce. He served as an elected member of the Fountain Hills School Board from 1986 to 1990. For nine years, he was on the Road District Joint Powers Board, serving as chairman in 1978. He is presently a contributing member of several organizations: the Fountain Hills Civic Association, the Fountain Hills Republican Club, and the Fountain Hills Historical Society Board of Directors. Mike Archambault moved to Fountain Hills in January 1972 from Columbus, Ohio, and was among the first ten families to live here. Mike worked with his father under the company name of Archie’s Construction. In 1981, he started Fountain Hills Wood Whims, Inc., a custom cabinet shop that currently employs fifteen craftspeople. As a tireless volunteer, Mike ran the annual ―Secret Santa‖ program, bringing toys and smiles to children and food donations to needy families in Fountain Hills and the Fort McDowell Yavapai Nation for thirteen years. He served as a Cub Scout and Boy Scout leader for eleven years and was inducted into the Order of the Arrow. He served on the Building Committee of the Church of the Ascension, helped construct the original Town Library, and was heavily involved in building the Sunset Kiwanis Building in Kiwanis Park. One of Mike’s recent projects used volunteers and many donations to construct the Veterans Memorial, a 12,000 square-foot plaza in Fountain Park. It memorializes those who serve and those who have made the ultimate sacrifice. Mike served as president of the Fountain Hills Youth Association and as a leader in the Order of the Arrow ceremonial teams. He is a long-term member of the Sunset Kiwanis. He continues to support the Fountain Hills Band, Fountain Hills High School, the Helping Hands food bank, and the Town’s Concerts in the Park program. 15 Ginny Dickey was elected to her first term on the Town Council during the Primary Election on March 14, 2006. Because she received the highest number of votes, the Town Council unanimously appointed her to fill an existing vacancy on the Council for the remainder of that term ending May 31, 2006. A resident of Fountain Hills since 1983, Ginny was elected and served on the Fountain Hills Unified School District Board from 1994 to 2002, twice as President. A Charter Member of the Fountain Hills Cultural Council Board for seven years, Ginny also served nine years on the Fountain Hills Community Theater Board. She is a member of Metropolitan Business and Professional Women, the American Association of University Women, Scottsdale Branch, the League of Conservation Voters and the Sierra Club. She participated in all of the Fountain Hills Town Hall planning sessions, starting in 1984. Ginny works as a Legislative Liaison for the Arizona Department of Environmental Quality. She previously was on the staff of the Arizona State Senate and has been a bookkeeper and substitute teacher. Born and raised in New York, she lived in Vermont and New Hampshire before following her parents and family members to Fountain Hills. She has a Bachelor of Science degree in Mathematics from Boston’s Tufts University. Cassie Hansen moved to Arizona from Aurora, Illinois in 1977, and spent the summer living in a spec home built by her parents in Fountain Hills. In 1980, she met husband Bruce in Phoenix where they began their telecommunications business in 1983. Moving to Fountain Hills in 1989, they worked on the successful incorporation effort. Appointed by the interim council to serve as Town Clerk, Hansen became the first Town employee. Serving as Town Clerk and Director of Administration for thirteen years, her areas of responsibility included human resources, facilities, finance, IT, and administrative support. She was the liaison with many community groups including the design and construction of the library/ museum and community center, and the re-location of the Senior Center to Building C of the old Town Hall complex. Cassie has been an ongoing participant in the community since 1989 having actively supported and/or participated in the Civic Association, the Community Chorus, the Arts Council and Public Art Committee, the Fountain Hills Community Theater, the Chamber Players, Sunridge Foundation, Fountain Hills Chamber of Commerce (1998 Business Person of the Year), Fountain Lake Republican Women’s Club, the Fountain Hills Republican Club, the Library Association, the Historical Society (2004 First Hall of Fame), Boys & Girls Club, Cattleguard, PTO, and mentor/director of various third grade musical programs. 16 Dennis Contino is a long-time Fountain Hills resident. Dennis and his wife, Renee, chose Fountain Hills for its safe, beautiful environment in which to raise and school their four children. Dennis has a BA in Business Administration and has owned and managed businesses during his career. He ran the local food bank for 19 years. He has belonged and been very active in local organizations including Kiwanis and Rotary. Dennis was a founding member of the Public Safety Commission in Fountain Hills. Previously, he chaired Maricopa County CDAC for community development funding. Dennis’ passion and love for Fountain Hills comes through with any conversation and throughout his campaign. Dennis encourages conversation and ideas from residents. He actively rides his scooter around town stopping to speak with residents and business owners. 17 Elected Officials Terms of Office Mayor Jay Schlum Term of Office: First term: June 2004 – May 2008 First term: Second term: June 2002 – May 2006 June 2006 – May 2010 Partial term: First term: April – May 2006 June 2006 – May 2010 Ed Kehe Term of Office: First term: June 2004 – May 2008 Henry Leger Term of Office: First term: June 2006 – May 2010 First term: Second term: June 2004 – May 2008 June 2008 – May 2012 Cassie Hansen Term of Office First term: June 2008 – May 2012 Dennis Contino Term of Office First term: June 2008 – May 2012 Mike Archambault Term of Office: Ginny Dickey Term of Office: Keith McMahan Term of Office: 18 Budget Message 19 To the Honorable Mayor and Town Council: I am pleased to submit the Operating and Capital Improvement Budgets for the Town of Fountain Hills for the fiscal year beginning on July 1, 2008 and ending June 30, 2009 (FY2008-09). This budget is balanced and designed to convey to the public a budget message that articulates priorities and issues for the upcoming fiscal year. The budget also highlights any issues facing the staff in developing the budget, as well as short-term financial and operational policies that were instrumental in guiding the development of the annual budget. Although each fund should be viewed individually, the Town’s total budget, including all funds, is estimated at $28.3M in expenditures, with projected revenues of $24.9 million (reserves in the capital projects fund will be used to fund projects). Due to an uncertain economic future the staff has taken a very conservative approach when projecting FY2008-09 revenues and included only those expenditures that are consistent with the Councils goals. The Town uses a ―budgetary basis of accounting‖ in preparing the annual budget which is different from the basis of accounting for financial reporting in accordance with generally accepted accounting principles (GAAP). For example, budgetary expenditures may include items classified as transfers to an internal fund, Vehicle Replacement Fund, but are not reported in the annual financial report. As in years past, the main focus of the proposed budget is the General Fund, the Town’s largest fund, which supports basic services. Developing the proposed budget required making choices to achieve a budget that balances the available resources with the Council goals, while maintaining a level of service that enhances the quality of life in Fountain Hills. In developing the proposed budget, Town staff followed a zero-based approach, leading to a focused review of services delivered by the Town, increased scrutiny of expenditures, and prioritization of programs to be funded using limited resources. Additionally, the Town will focus on funding one-time capital projects with one-time revenue sources, such as construction funds and excess revenues in the General Fund. Ongoing operating costs should be funded with stable and reliable revenue sources. The Town is proposing a conservative balanced budget that includes appropriations for the goals and priorities established by the Town Council. The Town Council met in February, 2008 to develop goals and objectives for the FY2008-09 budget year as part of the annual planning process. At the retreat the Council established eight goals consistent with the strategic plan and a series of objectives to achieve those goals, as guidance to the Town staff. The Interim Town Manager and staff then met to prepare an implementation plan to be incorporated into the FY2008-09 budget. Strategic Goals and Objectives The majority of the initiatives apply to strategic priorities that were adopted in the Town’s Strategic Plan 2006-2010  Strategic Focus Area: Education Higher education and continuing education and support of educational excellence Create lifelong learning opportunities  Strategic Focus Area: Physical Planning Zoning and Architecture Require new developments to use native vegetation 20 Strictly enforce General Plan and Zoning ordinances Establish controls over commercial architectural compatibility Annex State Trust Land  Strategic Focus Area: Parks and Recreation Add new amenities to Parks and Recreation system  Strategic Focus Area: Small Town Atmosphere and Town Identity Strengthen the community’s small town identity  Strategic Focus Area: Municipal Government Services Increase pedestrian safety Ensure all streets in Fountain Hills are well maintained and smooth  Strategic Focus Area: Preservation of the Environment Enhance dedication to stewardship of the natural environment Short term initiatives The budget for FY2008-09 was guided by the current economic environment which is expected to provide fewer building permits and flat retail activity. Due to the uncertainty in the Town’s economic future there are no new staff positions requested for the upcoming fiscal year. Any new projects directed by the Town Council will have to be managed with existing staff. In addition, the following short term initiatives were established during the Town Council retreat in February, 2008 as direction to the staff: Develop financial implementation plan for strategic priorities: Goal 1. To restructure financial policies for fiscal efficiency, for the benefit of taxpayers. Work with local schools: Goal 2. To enhance and nurture the relationships with local schools for the benefit of the community. Annex State Trust Land: Goal 3. To ensure that development of the Ellman property (former State Trust Land) will be compatible with the character of the rest of the community in areas such as aesthetics, density, traffic and housing development standards. Strengthen small town identity: Goal 4. To increase community initiatives to strengthen our small town character. Maintain smooth streets: Goal 5. To evaluate the Pavement Management Analysis for the community. Enhance stewardship of the natural environment Goal 6. To implement the environmental plan to enhance stewardship of our environment. Commercial vitality and business development: Goal 7. To improve economic development, business vitality and relationships between the Town and businesses, to benefit our community. 21 Communication Goal 8. To tailor the communications now available to the various demographics of the community. Upon adoption of the Town Council goals, specific work-plans are developed in each of the operating divisions to ensure that Fountain Hills residents can monitor the improvement in Town services and the achievement of the Council’s goals. The matrix below indicates which departments/divisions are responsible for the implementation of FY2008-09 goals and objectives and shows the relationship between the activities performed by the operating divisions and the effect on operating budgets reported in the division budget summaries. Goal 1. To restructure financial policies for fiscal efficiency, for the benefit of taxpayers. Planning & Zoning Public Works  Estimated FY08-09 Costs $0 $0  $0 4. To increase community initiatives to strengthen our small town character.  5. To evaluate the Pavement Management Analysis for the community. 6. To implement the environmental plan to enhance stewardship of our environment. Park & Recreation  2. To enhance and nurture the relationships with local schools for the benefit of the community. 3. To ensure that development of the Ellman property (former State Trust Land) will be compatible with the character of the rest of the community in areas such as aesthetics, density, traffic and housing development standards. Administration $3,000   $19,400 $38,250  7. To improve economic development, business vitality and relationships between the Town and businesses, to benefit our community. 8. To tailor the communications now available to the various demographics of the community. $68,830 $68,500  22 For the past six years the Town of Fountain Hills has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award. This award is presented to government entities that meet certain criteria in the presentation of their budget. This ―Budget At A Glance‖ section is designed to provide the layperson with a broad view of the contents included in the FY2008-09 Fountain Hills budget, its processes, issues and anticipated outcomes. Document sections are cited in order to guide the reader to more in-depth information and explanation of the drivers of Fountain Hills operating budget and capital improvement program. Economy Under the proposed budget, General Fund revenues for FY2008-09 are projected to decline 6% compared to the FY07-08 budget including a drop in State Shared Revenues of $185,748. The increase in income tax revenues is based on two years prior corporate and individual income taxes; therefore, it is expected that this source of revenue will decline within two years based on the slowdown in the 2006 economy. Similarly, revenues from construction related permits are anticipated to decline over 25% during FY2008-09 with the decline in single family housing permits. General Fund expenditures are budgeted at 8.0% less than last years’ budget to match available resources. Fountain Hills’ goals are long-term and address the entire organization, such as the long-term impacts of revenue shortfalls related to the decline of construction related activity revenue due to build-out. The Town is approaching a population of 25,000 with an expected population at build-out of 32,000 including newly annexed State Trust Land property. These long-term forecasts show that the Town’s operating costs will begin to outpace revenues and alternative revenue sources or program cuts will need to be considered. Given the cyclical nature of the economy, it is difficult to project revenues two or more years into the future with any degree of certainty. However, the long-range forecasts serve as an early warning that the Town must continue to exercise restraint in its long-term fiscal planning. The Town is past its highest historic period of expansion; with an economy that is maturing and moving to a slower – and more sustainable – level of growth. Budget Highlights Key initiatives of the proposed FY08-09 budget include the following - a more detailed analysis of all the Town’s revenues and expenditures is included in the budget summary and department sections.          Water wise campaign Increased constituent communication Desert Vista Neighborhood Park completion Volunteer recognition program Implementing Stormwater program mandates Hazardous materials disposal program Resurfacing Town tennis courts Expanding community events Way finding signs Maintenance of the Reserve Fund - The proposed budget continues the policy of setting aside a reserve equal to 30% of the General Fund budget to ensure that the Town can provide basic services in the event of major emergencies. This reserve is also very important in retaining the Town’s AA3 bond ratings. Reserves in excess of the fund balance policy are transferred to the Capital Projects fund for future appropriation by the Council. 23 Projected excess General Fund revenues in the amount of $0.4M will be transferred to the Capital Projects Fund on June 30, 2008, per Resolution 2005-50 adopted in September, 2005. With projected expenditures of $3.0M in the Capital Projects Fund in FY2008-09 the estimated balance as of June 30, 2009, will be $6.2M. A Debt of Gratitude I would like to offer my special thanks to the Fountain Hills Mayor, Town Council members, and the numerous commission members for their many hours of volunteer service without which the Town could not function in the fine manner that it has over the years. This volunteer core of more than 200 citizens offers Town staff a vast bank of knowledge about subjects that contribute not only to planning for the present, but also for the future of Fountain Hills. I would also like to thank the Town of Fountain Hills department directors and supervisors for their patience and great effort in preparing their departmental budgets. The directors and their staff attended several sessions with the executive budget team of the Finance Director and Interim Town Manager to justify their programs, develop cost estimates, and answer many questions. The team’s efforts have resulted in a balanced budget, which achieves the Council’s current goals, and assists in future planning towards the vision of Fountain Hills. Respectfully submitted, Kate Zanon Kate Zanon Interim Town Manager 24 Financial Overview 25 Fund Structure The accounts of the Town are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. Operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures. Town resources are allocated to and accounted for in individual funds based on the purposes for which they are to be spent and the means by which spending activities are controlled. The Town of Fountain Hills appropriates all funds in its budget process. The General Fund (Fund 1) is the primary operating fund of the Town. It exists to account for the financing of services traditionally associated with local government. These services include police and fire protection, public works, parks and recreation, planning and zoning, building safety, code enforcement, general administration, and any other activity for which a special fund has not been created. Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. The Town maintains the following five (5) Special Revenue Funds: Highway Users (HURF), Court Enhancement, Special Programs and Grants, Development Fees, Excise Tax. The Highway User Revenue Fund (HURF) (Fund 2) is funded by State Shared Revenues. The State of Arizona taxes motor fuels and collects a variety of fees and charges relating to the registration and operation of motor vehicles. These revenues are deposited in the Arizona Highway User Revenue Fund (HURF) and are then distributed to the cities, towns and counties and to the State Highway Fund. This fund may only be used for street and highway purposes. The Court Enhancement Fund (Fund 7) is a restricted fund which may only be used to enhance the technological, operational and security capabilities of the Fountain Hills Municipal Court and to support the operation of the collection program. Revenues are derived from Court Fees and Bond Forfeitures. The Special Revenue Fund (Fund 8) is restricted by the terms of the individual Grants or Program funds received. An example of this would be LTAF II. Local Transportation Assistance Fund II is distributed by the State of Arizona based on population. This revenue source supports transit uses only and has been funded solely by Powerball earnings since 2003. The Development Fee Fund (Fund 5) is a restricted fund which may only be used for the planning, design and construction of public facilities serving the new development from which it was collected. The Town is required to develop an Infrastructure Improvement Plan that identifies each public improvement that is proposed to be the subject of a development fee. This IIP is incorporated as part of the Town’s Capital Improvement Plan (CIP). The Development Fees must be expended within six (6) years of collection or refunded to the taxpayer. The Excise Tax Fund (Fund 9) is a restricted fund which may only be used for Downtown Development, and the repayment of Civic Center and Mountain Bonds. Revenue for this fund comes from .4% of Local Sales Tax collections that have been dedicated for this purpose. 26 The Capital Projects Fund is established to account for the purchase and/or construction of major capital items, including facilities, heavy equipment, technology, open space, park improvements and major road improvements. The Capital Projects Fund revenues are derived from Development Fees, Grants, excess General Fund revenues and 85% of the construction related local sales tax. The Debt Service Funds are established for the payment of principal and interest on bonded indebtedness. Revenues are derived from a secondary property tax levy, pledged excise taxes, municipal property lease payments and shared revenues. Debt Service funds include: General Obligation Debt Service (Fund 320) Revenue Bond Debt Service (Fund310) Municipal Property Corporation Debt Service (Fund 350) Eagle Mountain CFD Debt Service (Fund 330) Budgetary and Accounting Basis The budget is prepared on a modified accrual basis of accounting for all fund types. This means that expenditures are recorded when the related fund liability is incurred, and revenues are recognized only when they are measurable and available. In all cases, when goods and services are not received by year-end, the encumbrances lapse. It also means certain transactions are recognized in the budget on a basis other than Generally Accepted Accounting Principles (GAAP), which is the basis used to prepare the Town’s Comprehensive Annual Financial Report (CAFR). The major differences between the budgetary and GAAP basis are: Certain revenues, expenditures and transfers are not included on a budget basis, but are accrued and reported on a GAAP basis. For example, increases or decreases in compensated absences are not reported for budget purposes, but are presented as revenues or expenditures on a GAAP basis. Depreciation is not budgeted as an expenditure in budgetary accounting. Capital outlays are an expenditure in budgetary accounting and an asset in GAAP. Certain debt service principal and interest payments are accounted for as expenses in the General Fund for budget basis purposes, but are reported as expenses in the Debt Service Fund on the GAAP basis. All actual amounts in the budget document are shown on the budgetary basis to facilitate meaningful comparisons. Operating and Capital Budget Relationship Included within the annual budget is a Capital Improvement Project Plan presented on a budget basis. Capital project budget funding sources are matched with budgeted expenditures. Governmental accounting procedures require adequate budget to pay for an entire contract to be available and appropriated in the period in which a contract is entered; therefore, expenditures are presented on a budget basis as opposed to cash flow basis. 27 For example, a 180 day construction contract entered into in May of fiscal year one would have cash expenditures from May of fiscal year one through October of fiscal year two, however, the entire budget for this contract must be appropriated in fiscal year one, the year in which the contract was entered; any unspent funds at fiscal year-end are carried forward and budgeted again in year two. General Fund Expenditures General fund operating expenditures are estimated at $16,142,395 for FY2008-09. The following chart summarizes operating expenditures by department and/or operational area. Uses of Funds - General Fund where the money goes Planning & Zoning 5% Contingency/Transfers Building Safety 1% 4% Town Council Facility Maintenance 1% 3% Administration 7% Public Works 8% IT 4% Community Support 7% Public Information 1% Community Center/Senior Services 7% Parks & Recreation 12% Law Enforcement 18% Municipal Court 2% Fire Department 20% Total General Fund Budget - $16,142,395 This section provides a broad overview of the revenues and expenditures included in the FY2008-2009 budget. Information is presented for general, special revenue, debt service and capital project funds. 28 Total revenues for all funds are estimated at $24.9M; the general fund portion of $16.1M represents approximately 65% of the total. Special revenue funds represent another 21% of the budget. Debt service represents 9% and capital projects represent the remaining 6% of the total revenues. All Funds Expenditure Summary Total expenditures for all funds are $28.3M, including transfers; the general fund portion of $16.1M represents 57% of the total. Highway User Revenue Fund (streets and highways) represents 8% of the total Town budget. Other special revenue funds represent 8% of the budget, with debt service and capital projects representing the balance. Total proposed expenditures for all funds for FY2008-09 are 10.0% lower than the FY2007-08 budget. In addition, general fund expenditures are 8.0% less than the FY 2007-08 budget. 29 General Fund Budget Overview The General Fund supports core services and is the largest fund with the greatest potential for revenue fluctuations. Revenues from taxes, license and permit fees, and charges for services provide resources to fund programs and services delivered by the Town. The revenues forecasted in this budget reflect a guarded optimism, tempered by the reality that the local, state and national economies are complex and uncertain. The proposed budget is based on projections that are conservative and based on the expectation that the local and national economy will continue at a normal pace. Total General Fund revenues are expected to decrease by 1.9% over FY07-08 estimated revenues – due to decreases in state shared revenues and local sales tax revenues. As the chart below shows, 84% of the Town’s general fund resources are derived from local sales tax and state shared revenues, similar to many other cities and towns in Arizona. Licenses and Permits 7% Charges for Services 3% Fines & Forfeitures 1% Interest on Investments 2% Miscellaneous 1% Franchise Fee 2% State Shared Revenues 44% Local Sales Tax 40% Total General Fund Revenues - $16,142,395 It should be noted that these sources of revenue are very sensitive to the upward and downward cycles of the economy as well as to annual legislative appropriations. Additionally, these revenues are distributed to cities and towns based on each municipality’s population compared to that of the entire state. Some municipalities have abundant available land for expansion and will continue to grow in population, while others, like Fountain Hills, have fixed borders and limited population growth. Over time, Fountain Hills will, therefore, represent a smaller and smaller percentage of the total and will be allocated a smaller percentage of state shared revenues. 30 Through the strategic planning process the Town is preparing a revised twenty-year revenue and capital improvement plan that will identify when one-time revenues will go away and facilitate the multi-year and capital improvement planning. Proposed general fund expenditures for FY08-09 are $16.1 million, including transfers for debt service, vehicle replacement and capital improvement projects. Salaries and Benefits. There are a total of 87.75 full time equivalent employees (FTE)’s proposed for fiscal year 2008-2009, compared to 106 in FY2002-03. Most Town employees’ salaries and benefits are funded through the general fund (exceptions are Street division and Downtown Development staff who are funded with restricted revenues). Salaries include wages, overtime, vacation and merit pay. An allowance of 4.5% of the budgeted salaries line item is available for pay for performance merit increases. Employee benefits include health insurance, employer taxes, disability, worker compensation insurance, and employer match retirement contributions. The total salaries and benefits proposed for fiscal year 2008-2009 for all funds are $5.6 million, or 19.8% of the total budget. Contractual Services The following positions are reclassified or have title changes to better reflect responsibilities: 2007-08 Position Title Planner Engineering Tech/CAD Operator Community Center Operations Supervisor Community Center Operations Worker Community Center Operations Worker Street Maintenance Technician Street Maintenance Technician Administrative Assistant 2008-09 Position Title Planner – Environmental GIS Technician/CAD Operator Community Center Event Coordinator Community Center Operations Coordinator Community Center Event Representative Traffic Signal Technician I Traffic Signal Technician II Senior Services Activities Coordinator The Town contracts with outside professionals for a number of services. Two major contracts included in this category are: 1) Fire protection and emergency medical services ($3,028,332), currently under contract with Rural Metro Corporation; and 2) police protection ($2,742,877) currently provided through the Maricopa County Sheriff’s Office. Contractual services also include contributions that the Town makes to non profit organizations for the provision of certain programs on behalf of the Town. The town issued Request for Proposals for services that the Town does not provide – specifically, Youth Services, Youth Arts, Social Services, and Tourism. Total funding for these programs for Fiscal Year 2008-2009 is $455,000 and is budgeted in the Operational and Community Support program. 31 The Town also provides an elderly and handicapped transportation program through contract with Maricopa County. FY2008-09 funding for this program is budgeted at $90,000 and is included in the Administration Department budget. Repairs and Maintenance Repairs and maintenance include annual landscape maintenance contracts, equipment and vehicle repairs, and facilities maintenance (janitorial, building maintenance, etc.). Maintenance of the Town’s 121 acres of parks, Town medians, dams, and washes are provided by independent contractors. These contracts are solicited through a bid process to obtain the most competitive price for the Town. Supplies and Services Supplies and services include operational costs such as utilities, insurance, office supplies, etc. for Town Hall and other Town-owned buildings. The Town owns the Library, the Museum, the Community Center, two fire stations, a vehicle maintenance facility, the Kiwanis building, and the Community Theater building. Other items in this category are gas and oil, postage, travel, and communications. Capital Outlays Capital outlays include the purchase of furniture and equipment, and the improvement of Town facilities with a cost of at least $10,000 but less than $50,000. Expenditures of $50,000 or more are included in the Capital Improvement Program. New and ongoing capital project requests are proposed from development fees, particularly improvements to Desert Vista Neighborhood Park (partially grant funded), traffic signals and improvements to the botanical garden. Development fees are restricted and may only be spent with Council approval. Additionally, expenditures from this fund are also restricted by Ordinances 00-21 through 00-26 which state that the expenditures cannot be ―appropriated for funding maintenance or repair of public facilities nor operational or personnel expenses associated with the provision of the public facility‖. However, appropriations can be made by the Council for financing public facilities and public facility expenditures, and capital expenditures related to maintaining the level of service standards for existing town residents (streets). 32 Debt Service Funds Overview Total debt service revenues for fiscal year 2008-2009 are budgeted at $1.8 million including secondary property taxes for voter approved bonds, transfers from Highway User Revenue Funds to pay for road improvements, transfers from the General Fund for the Community Center and excise taxes to pay for Municipal Property Corporation (MPC) debt (mountain bonds and Civic Center phase II). The chart below shows a history of the Fountain Hills secondary property tax rate for the voter approved projects. The levy for FY08-09 is projected to be $.2213 per $100 of assessed valuation. TOWN OF FOUNTAIN HILLS PROPERTY TAX RATE HISTORY $0.6000 $0.5000 $0.4000 $0.3000 $0.2000 $0.1000 2002 2003 2004 2005 Years 33 2006 2007 2008 Expenditure Limitation Each year the Economic Estimates Commission of the State of Arizona develops expenditure limits for local governments in Arizona based on a formula using 1979-80 expenses adjusted for inflation and population growth. Cities and town are required to stay within the limits or incur a penalty (reduction in State Shared revenues). The final FY08-09 expenditure limitation for the Town of Fountain Hills is $26,927,970; the limit applies to FY09 expenditures of the Town (all funds) but allows for certain exemptions and deductions. For example, debt service payments, HURF and grant expenditures are not included when determining compliance with the expenditure limitation. However, development fee and capital project expenditures are subject to the limitation. The following table is an estimate of the Town’s expenditure limitation, deductions and exclusions and final spending authority. EXPENDITURE LIMITATION ANALYSIS (Estimate) Total Expenditures $28,288,280 Exclusions from Revenues: Debt Service Payments Dividends,Interest,Gains Grants Received from State(LTAF, GETUM Grants) Contributions from private organization Highway User Revenues excess 1979-80 Prior Years Carryforward Total Exclusions $2,556,810 $530,000 $2,075,847 $113,600 $0 $1,763,000 $2,694,279 $9,733,536 Expenditures subject to limitation $18,554,745 Expenditure Limitation $26,927,970 Under/(Over) Limitation $8,373,225 34 Transfers The FY08-09 budget includes transfers between funds for such items as the annual debt payment on the Community Center, depreciation charges for replacing Town equipment, capital projects, etc. A schedule of interfund transfers budgeted for FY08-09 and an explanation of each is shown on the following page. Summary of Revenues, Expenditures and Transfers Fiscal Year 2008-09 Estimated Beginning Fund Balance Fund 01 02 05 05 05 05 05 05 05 08 07 09 200 310 320 330 350 450 500 General Fund Highway Users Rev Fund Development Fees-Streets Development Fees-Open Space Development Fees-Parks Development Fees-Library Development Fees-Fire Development Fees-Law Development Fees-Gen Gov't Special Revenue (Grants) Court Enhancement Downtown Development Vehicle Replacement (VRP) Revenue Bond Debt Service G O Debt Service Eagle Mtn CFD Debt MPC Debt Service Cottonwoods Imp Dist Capital Improvement Fund Total Estimated Revenues Appropriations $6,600,149 $314,677 $367,962 $1,656,982 $508,237 $27,588 $33,455 $175,048 $484,053 $0 $200,919 $759,118 $0 $4,418 $33,324 $7,237 $1,342,759 $5,397 $8,920,315 $16,142,395 $1,927,600 $214,000 $44,550 $76,010 $8,965 $9,785 $43,575 $91,700 $2,075,847 $28,000 $295,859 $0 $0 $1,401,500 $379,000 $1,420,420 $7,150 $706,154 ($16,142,395) ($2,207,284) ($272,780) ($79,060) ($583,900) ($2,240) ($1,330) ($6,020) ($12,670) ($2,075,847) ($90,000) ($191,835) $0 ($115,843) ($1,340,364) ($376,360) ($1,337,486) ($3,850) ($3,449,016) $21,441,638 $24,872,510 ($28,288,280) Transfers In/(Out) ($736,784) ($1,007,334) ($255,000) ($68,000) ($565,000) $0 $0 $0 $0 ($575,847) $0 $0 $156,900 $115,843 $0 $0 $387,000 $0 $2,548,222 $0 Estimated Ending Fund Balance $5,863,365 ($972,341) $54,182 $1,554,472 ($564,653) $34,313 $41,910 $212,603 $563,083 ($575,847) $138,919 $863,142 $156,900 $4,418 $94,460 $9,877 $1,812,693 $8,697 $8,725,675 $18,025,868 Explanation of Transfers Transfer Out General Fund Highway User (HURF) Grants Development Fees Vehicle Replacement Fund Transfer In MPC Debt Service CIP Vehicle Replacement Debt Service Fund CIP Vehicle Replacement Vehicle Replacement General Fund CIP CIP CIP Amount $387,000 $200,000 $168,909 $115,843 $825,000 $66,491 $33,500 $19,125 $523,222 $888,000 $112,000 35 Explanation Annual debt payment for Community Center Municipal Software Interfund charge for Vehicle Replacement Annual debt payment for street paving bonds Capital road improvements Interfund charge for Vehicle Replacement Matching funds for van purchase DEQ grant for hazardous materials collection Completion of Desert Vista Park Capital projects Purchase Town vehicles Reserves In May 2003, the Town Council adopted a formal fund balance policy appropriating funds as designated reserves for future capital expenditures, a contingency fund for unanticipated expenditures and/or revenue shortfalls, and an undesignated reserve fund. An important component of the reserve funs is an amount set aside that is not available for appropriation but will be maintained at a level that will satisfy the public and financial community regarding the fiscal stability of the Town, referred to as undesignated reserves. This proposed budget exceeds the policy requirement with a projected general fund balance for June 30, 2008, therefore, $0.4M will be transferred to the Capital Projects Fund on June 30, 2008. A contingency amount of $145,000 is included in the General Fund under non-departmental for minor unforeseen expenditures. As the Town’s primary operating fund, the general fund accounts for all financial resources except those that are required to be accounted for in other funds. The end of the fiscal year fund balance is projected to be $6,600,149 (after transfers). This is well above the Town’s financial policy level fund balance of at least 30% of general fund budgeted revenues. The Highway User Refund Fund (HURF) estimated ending fund balance for FY08-09 is anticipated to decrease by 89.0% from the prior fiscal year. The reason for this is that during FY08-09 it is anticipated that major capital road maintenance projects will be completed. The HURF fund is a restricted fund that may only be used for streets and highways. The Development Fee fund is another restricted fund and accumulates revenues from building permits with proceeds used for major capital expenditures, some of which take many years of savings to accomplish. 36 Summary of Revenues FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Estimated FY 2008-2009 Proposed Source of Revenues GENERAL FUND Intergovernmental State Sales Tax Fire Insurance Premium Tax Shared Income Tax Vehicle License Tax Total Intergovernmental $2,170,940 $125,567 $2,118,592 $974,452 $5,389,551 $2,327,899 $124,754 $2,780,715 $1,014,853 $6,248,222 $2,494,340 $125,500 $3,449,440 $1,140,010 $7,209,290 $2,275,200 $125,500 $3,449,440 $982,800 $6,832,940 $2,215,242 $130,520 $3,610,480 $1,067,300 $7,023,542 Taxes & Franchise Fees Local Sales Tax Franchise Tax Total Taxes $8,786,172 $314,359 $9,100,550 $7,745,747 $324,318 $8,066,378 $6,914,185 $320,000 $7,234,185 $6,914,185 $320,000 $7,234,185 $6,508,903 $332,800 $6,841,703 Charges for Services Parks & Rec User Fees Senior Services Fees Community Center Rental Fees Community Center Bar Sales Total Charges for Services $157,193 $65,798 $190,052 $28,546 $441,589 $153,219 $98,947 $184,592 $17,658 $454,416 $243,571 $80,000 $197,000 $32,300 $552,871 $153,300 $74,000 $203,000 $24,000 $454,300 $155,683 $79,551 $198,600 $24,480 $458,314 Licenses and Permits Animal License Fees Business License Fees Building Permit Fees Landscape Permit Fees Rezoning/Variance Fees Encroachment Fees Subdivision Fees Improvement Plan Review Fee Total Licenses and Permits $37,378 $108,655 $1,564,000 $0 $23,711 $44,929 $21,400 $4,947 $1,805,020 $41,636 $112,828 $934,549 $7,860 $35,111 $43,810 $49,006 $14,519 $1,239,318 $43,200 $116,795 $1,094,240 $60,480 $30,800 $20,000 $45,000 $25,320 $1,435,835 $38,000 $116,795 $806,100 $20,000 $60,000 $15,000 $138,600 $20,000 $1,214,495 $37,986 $117,995 $812,780 $20,000 $34,000 $25,000 $50,000 $21,000 $1,118,761 Fines and Forfeitures Court Fines Total Fines and Forefeitures $214,008 $214,008 $281,173 $281,173 $209,705 $209,705 $220,000 $220,000 $234,600 $234,600 Interest on Investments Interest on Investments Total Interest $130,000 $130,000 $467,163 $467,163 $350,000 $350,000 $300,000 $300,000 $300,000 $300,000 Miscellaneous Leases Miscellaneous Total Miscellaneous $65,475 $50,000 $115,475 $65,100 $85,418 $150,518 $65,475 $100,000 $165,475 $65,475 $140,000 $205,475 $65,475 $100,000 $165,475 TOTAL GENERAL FUND REVENUES $17,196,192 $16,907,187 $17,157,360 $16,461,395 $16,142,395 37 FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Estimated FY 2008-2009 Proposed SPECIAL REVENUE FUNDS Highway Users Revenue Funds Local Transportation (LTAF) Highway Users In Lieu Payments Interest Miscellaneous Transfers Total Highway Users Revenue Fund $111,638 $1,574,453 $24,009 $12,802 $4,079 $500,000 $2,226,981 $114,716 $1,736,917 $8,000 $40,000 $1,000 $0 $1,900,633 $114,716 $1,736,917 $40,000 $8,000 $1,000 $0 $1,900,633 $114,716 $1,675,000 $45,000 $25,000 $500 $0 $1,860,216 $113,600 $1,763,000 $10,000 $40,000 $1,000 $0 $1,927,600 Excise Tax Special Revenue Mountain Bonds Civic Center MPC Downtown Development Total Excise Tax Special Revenue $751,662 $373,331 $458,190 $1,583,183 $878,195 $448,673 $486,877 $1,813,745 $668,562 $314,281 $314,281 $1,297,124 $668,562 $314,281 $314,281 $1,297,124 $621,718 $295,859 $295,859 $1,213,436 $24,287 $24,287 $27,875 $27,875 $23,300 $23,300 $18,500 $18,500 $28,000 $28,000 $0 $0 $0 $0 $0 $0 $3,747 $3,747 $0 $0 $50,000 $0 $60,000 $60,000 Court Special Revenue Court Enhancement Fund Total Court Special Revenue Community Center FF&E Transfers Total Community Center FF&E Grants FEMA Senior Services Inc. State Parks AZ Dept of Transportation Proposition 202 State of Arizona LTAF II Miscellaneous Grants Total Grants $175,000 $0 $0 $260,000 $180,000 $0 $180,000 $185,000 $68,125 $1,437,000 $1,730,125 $0 $0 $260,000 $67,500 $1,500,000 $1,807,500 $40,030 $0 $465,030 $0 $33,500 $523,222 $0 $0 $19,125 $0 $1,464,020 $2,039,867 TOTAL SPECIAL REVENUE FUNDS $5,564,576 $4,002,253 $5,028,557 $3,644,617 $5,208,903 DEBT SERVICE FUNDS General Obligation Bonds Secondary Property Tax Interest Total General Obligation Bonds $1,325,581 $30,407 $1,355,988 $1,232,781 $25,786 $1,258,567 $1,400,000 $1,400 $1,401,400 $1,330,000 $800 $1,330,800 $1,400,000 $1,500 $1,401,500 Community Center MPC Transfer from HURF Fund Eagle Mountain CFD Cottonwoods Maintenance District Cottonwoods Improvement District $387,000 $110,000 $437,354 $3,300 $3,850 $387,000 $134,137 $203,457 $3,315 $3,652 $387,000 $126,300 $360,000 $3,300 $3,850 $387,000 $126,300 $344,000 $3,300 $3,850 $387,000 $115,843 $379,000 $3,300 $3,850 TOTAL DEBT SERVICE FUNDS $2,297,492 $1,990,128 $2,281,850 $2,195,250 $2,290,493 38 FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Estimated FY 2008-2009 Proposed $43,575 $214,000 $76,010 $44,550 $91,700 $9,785 $8,965 $488,585 $43,575 $214,000 $76,010 $44,550 $91,700 $9,785 $8,965 $488,585 FY 2007-2008 Estimated FY 2008-2009 Proposed SPECIAL REVENUE FUNDS DEVELOPMENT FEES Law Enforcement Development Fees Street Department Development Fees Parks & Recreation Development Fees Open Space Development Fees General Government Development Fees Fire Development Fees Library Development Fees TOTAL DEVELOPMENT FEES $41,278 $314,381 $448,012 $468,024 $249,690 $6,356 $7,692 $1,535,433 FY 2005-2006 Actual Source of Revenues CAPITAL PROJECTS FUND Miscellaneous Local Sls Tax - CIP Transfers TOTAL CAPITAL PROJECTS FUND TOTAL ALL FUNDS $77,782 $233,310 $686,568 $100,297 $155,116 $17,945 $19,219 $1,290,237 FY 2006-2007 Actual $54,040 $225,510 $890,130 $67,600 $113,700 $12,115 $13,600 $1,376,695 FY 2007-2008 Budget $25,000 $528,225 $3,193,727 $3,746,952 $0 $528,225 $0 $528,225 $0 $1,157,434 $0 $1,157,434 $0 $1,157,434 $500,000 $1,657,434 $35,980 $706,154 $0 $742,134 $30,340,645 $24,718,030 $27,001,896 $24,447,281 $24,872,510 REVENUES BY FUND Debt Service $2.3M Development Fees $0.5M Capital Projects $0.7M Excise Tax $1.2M General Fund $16.1M Special Revenue $2.1M HURF $1.9M $24,872,510 39 Summary of Expenditures FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Estimated FY 2008-2009 Proposed Fund/Department GENERAL FUND Mayor and Town Council Municipal Court General and Administrative Public Information Operational Support Information Technology Building Safety Public Works Facilities Maintenance Planning and Zoning Parks and Recreation Law Enforcement Fire Department Community Center Senior Services Transfers Contingency $79,266 $340,292 $1,250,720 $0 $1,487,224 $330,206 $583,803 $1,066,792 $0 $745,674 $1,466,095 $1,907,015 $2,712,388 $828,751 $132,319 $0 $0 $69,114 $359,272 $1,058,166 $0 $1,980,840 $276,064 $610,408 $1,418,083 $462,224 $685,136 $2,107,073 $2,265,572 $2,841,288 $856,237 $178,759 $1,669,050 $0 $212,146 $379,320 $1,023,855 $223,342 $1,172,350 $645,480 $605,700 $2,100,965 $678,489 $892,639 $1,686,216 $2,790,900 $3,059,326 $867,787 $223,848 $907,000 $75,000 $179,890 $384,285 $1,082,709 $218,057 $1,171,500 $620,786 $588,503 $1,704,511 $698,288 $775,734 $1,683,995 $2,790,900 $2,982,446 $841,107 $166,955 $0 $75,000 $93,088 $394,490 $1,108,820 $201,633 $1,216,647 $581,181 $603,965 $1,295,208 $523,150 $817,373 $1,936,912 $2,839,077 $3,240,908 $935,083 $209,860 $0 $145,000 TOTAL GENERAL FUND $12,930,543 $16,837,286 $17,544,363 $15,964,666 $16,142,395 $1,572,612 $50,000 $175,000 $40,000 $54,316 $0 $68,125 $1,437,000 $3,397,053 $2,137,401 $0 $0 $40,000 $4,288 $0 $0 $0 $2,181,689 $2,489,285 $60,000 $200,000 $75,000 $28,000 $0 $90,000 $1,500,000 $4,442,285 $2,442,791 $52,015 $185,954 $67,684 $8,250 $185,000 $90,000 $1,500,000 $4,531,694 $2,207,284 $0 $0 $0 $90,000 $0 $0 $2,075,847 $4,373,131 $595,000 $246,637 $892,310 $387,000 $594,350 $315,000 $198,120 $387,000 $179,350 $1,673,820 $314,281 $298,338 $156,717 $255,419 $320,412 $1,345,166 $402,005 $318,388 $191,835 $245,419 $371,675 $1,529,321 SPECIAL REVENUE FUNDS Highway Users FEMA Grant ADOT Grant Community Center FF&E Court Enhancement Fund Proposition 202 LTAF II - RPTA Miscellaneous Grants Total Special Revenue Excise Tax Special Revenue Mountain Bonds MPC - Civic Center Phase II Downtown Development MPC - Community Center Refunded Bonds Total Excise Tax Special Revenue $2,120,947 $486,877 $266,438 $525,057 $239,169 $265,924 $1,783,464 TOTAL SPECIAL REVENUE FUNDS $5,518,000 $3,965,153 $6,116,105 $5,876,860 $5,902,452 DEBT SERVICE FUNDS General Obligation Bonds Bond Payment - GO Bond Payment - Lakeside Bond Payment - Library/Museum Bond Payment - Mtn Preserve GO Refunded Bonds Total General Obligation Bonds $281,870 $87,800 $304,750 $330,000 $515,000 $1,519,420 $0 $0 $0 $0 $1,360,294 $1,360,294 $0 $0 $0 $0 $1,392,350 $1,392,350 $0 $0 $0 $0 $1,393,846 $1,393,846 $0 $0 $0 $0 $1,340,364 $1,340,364 $110,500 $3,850 $588,745 $703,095 $130,743 $3,652 $339,259 $473,654 $126,300 $3,850 $357,835 $487,985 $125,793 $3,850 $357,835 $487,478 $115,843 $3,850 $376,360 $496,053 $2,222,515 $1,833,948 $1,880,335 $1,881,324 $1,836,417 Special Districts/MPC Debt Service: Bond Payment - HURF Bond Payment - Cottonwoods ID. Eagle Mountain CFD Total Special District Debt Service TOTAL DEBT SERVICE FUNDS 40 FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Estimated FY 2008-2009 Proposed Fund/Department DEVELOPMENT FEES Law Enforcement Development Fees Street Department Development Fees Parks & Recreation Development Fees Open Space Development Fees General Government Development Fees Fire Development Fees Library Development Fees TOTAL DEVELOPMENT FEES $0 $295,000 $603,700 $114,370 $244,687 $618 $1,874 $1,260,249 $0 $23,532 $444,249 $8,050 $0 $0 $0 $475,831 $0 $441,000 $1,777,354 $194,160 $0 $0 $0 $2,412,514 $0 $130,000 $651,582 $10,700 $0 $0 $0 $792,282 $6,020 $272,780 $583,900 $79,060 $12,670 $1,330 $2,240 $958,000 CAPITAL PROJECTS FUND Capital Projects Capital Contingency TOTAL CAPITAL PROJECTS FUND $1,609,570 $0 $1,609,570 $1,122,054 $800,000 $1,922,054 $3,069,059 $400,000 $3,469,059 $2,996,355 $400,000 $3,396,355 $3,049,016 $400,000 $3,449,016 TOTAL ALL FUNDS $23,540,877 $25,034,272 $31,422,376 $27,911,487 EXPENDITURES BY FUND Development Fees $1.1M Capital Projects $3.5M Debt Service $1.8M Excise Tax $1.5M General Fund $16.1M Special Revenue $2.2M Streets $2.2M $28,288,280 41 $28,288,280 All Funds Budgeted Expenditure by Account Code 5199 5200 5201 5202 5203 5204 5205 5206 5207 5208 5211 5901 5902 5903 5906 5908 5907 5915 5920 5929 5930 5932 5933 5934 5935 5936 5939 5940 5941 5944 5945 5947 5950 5955 5959 5960 5962 5964 5980 Gen Fund TOTALS HURF Overtime Wages FICA Unemployment Insurance Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee's Eye Insurance Worker's Compensation Insurance Employee's Retirement Fund Disability Insurance $7,926 $3,952,403 $88,670 $7,149 $391,457 $13,154 $33,426 $5,755 $49,760 $384,969 $18,429 $3,464 $434,724 $6,420 $630 $60,946 $1,373 $4,453 $827 $29,717 $48,201 $2,300 $39,800 $590 $30 $2,060 $130 $200 $30 $140 $4,380 $210 Total Wages & Salaries $4,953,098 $593,055 $47,570 $28,107 $267,705 $342,500 $68,000 $25,000 $28,200 $8,735 Accounting Fees Professional Fees Legal Fees Jail/Prisoner Fees Engineering Fees Rabies & Animal Control Elections Expense Intergovernmental Agreements Special Programs - RPTA Special Programs - Chamber Special Programs Youth And Teens Community Events & Programs Sports Activities Spec.Programs-Constituent Comm Youth Services Senior McDowell Mtn Preservation Holiday Lighting Social Services Tourism Sheriff's Contract Rural Metro Contract Youth Arts Home Delivered Meals Senior Trips Senior Programs Sales Tax Rebates Total Contract Services 6400 6402 6403 6404 6405 6406 6407 6408 6410 6415 6420 Vehicle Repairs & Maintenance Road Repair & Maintenance Equipment Rental Building Repairs & Maintenance Equip. Repairs & Maint. Pavement Management Street Sign Repair & Maint Traffic Signal Repair & Maint Field Preparation/Maintenance Mowing/Landscape Maintenance Dam/Wash Maintenance Total Repairs & Maintenance Special Revenue Development Funds Fees $0 Debt Service $0 Capital Projects $0 $5,000 $20,000 $6,000 $11,100 $90,000 $13,574 $9,337 $76,341 $31,204 $123,191 $100,000 $5,764 $38,000 $10,000 $40,000 $185,000 $2,742,877 $3,028,332 $130,000 $43,927 $5,857 $3,573 $7,409,589 $28,735 $50,974 $38,460 $122,450 $500 $3,000 $500 $9,474 $173,729 $148,069 $49,000 $0 $0 $0 $35,000 $71,735 $114,225 $157,317 $469,914 $117,800 $1,127,277 $350,870 $35,000 42 $0 $0 $0 TOTAL ALL FUNDS % of Total $11,390 $4,426,928 $95,680 $7,809 $454,462 $14,657 $38,080 $6,612 $79,617 $437,549 $20,939 0.0% 15.6% 0.3% 0.0% 1.6% 0.1% 0.1% 0.0% 0.3% 1.5% 0.1% $5,593,723 19.8% $36,842 $272,705 $362,500 $68,000 $31,000 $28,200 $0 $11,100 $90,000 $0 $51,574 $9,337 $76,341 $31,204 $123,191 $100,000 $5,764 $0 $10,000 $40,000 $185,000 $2,742,877 $3,028,332 $130,000 $43,927 $5,857 $3,573 $0 0.1% 1.0% 1.3% 0.2% 0.1% 0.1% 0.0% 0.0% 0.3% 0.0% 0.2% 0.0% 0.3% 0.1% 0.4% 0.4% 0.0% 0.0% 0.0% 0.1% 0.7% 9.7% 10.7% 0.5% 0.2% 0.0% 0.0% 0.0% $7,487,324 26.5% $89,434 $122,450 $9,974 $211,729 $148,569 $0 $71,735 $114,225 $157,317 $469,914 $117,800 0.3% 0.4% 0.0% 0.7% 0.5% 0.0% 0.3% 0.4% 0.6% 1.7% 0.4% $1,513,147 5.3% Gen Fund TOTALS 6501 6505 6507 6508 6509 6511 6514 6517 6520 6525 6526 6529 6530 6531 6537 6546 6548 6549 6560 Special Revenue Development Funds Fees $55,250 $37,218 $57,515 $70,574 $1,450 $378,004 $69,363 $318,400 $65,040 $9,862 $10,000 $32,712 $12,200 $23,211 $88,764 $134,500 $12,600 $11,111 $18,350 $250 $2,000 $2,700 $3,150 $3,100 $36,000 $47,450 $100,000 $1,800 $7,500 $62,830 $530 $4,830 $1,995 $240 $5,700 $7,400 $2,120 $1,500 $1,406,124 $225,290 Capital Outlay - Furn & Equip. Capital Outlay - Computers Capital Outlay - Software Capital Outlay - Communications Capital Expend. - Improvements $18,770 $32,400 $101,201 $4,000 $189,027 $2,000 Total Capital/Contingency $345,398 Advertising/Signage Conferences Continuing Education Dues & Publications Licenses Permits Filing Fees Electricity Expense Gas & Oil Expense Liability Insurance Office Supplies Tools, Shop Supplies Firefighting Equipment Postage Bar Supplies Printing Communication Expense Water/Sewer Travel Expense Uniforms Bank Charges Total Supplies & Services 8020 8025 8026 8030 8090 HURF 9000 Debt Service 9090 Transfers 9999 Contingency Total Debt/Transfers GRAND TOTAL Debt Service $0 $1,723,679 6.1% $3,449,016 $20,770 $32,400 $101,201 $4,000 $4,651,043 0.1% 0.1% 0.4% 0.0% 16.4% $3,449,016 $4,809,414 17.0% $3,289,746 $2,226,247 $1,645,000 11.6% 7.9% 5.8% $7,160,993 25.3% $3,449,016 $28,288,280 100.0% $8,260 $0 $0 $958,000 $2,000 $55,000 $958,000 $115,843 $891,491 $1,337,486 $578,847 $1,500,000 $1,836,417 $1,246,307 $1,009,334 $3,471,333 $0 $1,836,417 $16,142,395 $2,207,284 $3,695,168 $958,000 $1,836,417 43 $0 % of Total 0.4% 0.1% 0.2% 0.3% 0.0% 1.5% 0.4% 1.5% 0.3% 0.1% 0.0% 0.1% 0.0% 0.1% 0.3% 0.5% 0.1% 0.1% 0.1% $8,000 $92,265 TOTAL ALL FUNDS $118,330 $39,748 $65,045 $75,719 $4,550 $414,004 $116,813 $418,400 $77,040 $17,362 $10,000 $32,712 $12,200 $25,571 $95,964 $141,900 $20,860 $19,111 $18,350 $10,200 $55,000 $755,909 $145,000 Capital Projects $0 Shared Revenue: Income Tax 44 Shared Revenue: Sales Tax 45 Shared Revenue: Vehicle License Tax 46 Local Revenue: Fountain Hills Sales Tax 47 Local Revenue: Permits and Fees 48 Local Revenue: Court Fines and Fees 49 Local Revenue: Business Licenses and Animal Fees 50 Local Revenue: Community Center Rentals 51 Local Revenue: Recreation Programs 52 Operating Budgets 53 54 01 - General Fund 020 - Mayor and Town Council Department Total Budgeted Expenditures MAYOR AND TOWN COUNCIL Mayor Jay Schlum Vice Mayor Henry Leger Councilmember Mike Archambault Councilmember Ginny Dickey Councilmember Keith McMahan Councilmember Cassie Hansen Councilmember Dennis Contino 55 $93,088 Mission Statement The Mayor and Town Council are charged with serving the best interests of the community by: Providing for its safety and well-being; Respecting its special, small-town character and quality of life; Providing superior public services; Sustaining the public trust through open and responsive government; and Maintaining the stewardship and preservation of its financial and natural resources. Department/Division Description The Town Council is comprised of the Mayor and six Councilmembers, all of whom are elected at large to serve the citizens of the Town of Fountain Hills. The term of office for the Mayor is two years and Councilmembers serve four year overlapping terms. The corporate powers of the Town are vested in the Council and are exercised only as directed or authorized by law via ordinance, resolution, order, or motion. The Council appropriates funds and provides policy direction to Town staff. The Council appoints a Town Manager, Municipal Court Judge, Town Attorney, and Prosecuting Attorney. The Town Manager is responsible for the day-to-day administration of the Town. FY 2007-08 Accomplishments Completed the following strategic priorities: Implemented a pedestrian safety strategy for the intersection of Avenue of the Fountains and Saguaro Boulevard Submitted to the voters the question of approving a primary property tax for public safety Drafted a development agreement with the Ellman Companies for the former State Trust Land Adopted an Infrastructure Improvement Plan (IIP) to updated Town’s development fees for inflation factor Adopted environmental policy FY 2008-09 Goals Expenditures appearing in the departmental operating budgets support the goals and objectives of the Mayor and Town Council, particularly those goals identified during the strategic budget planning process. These include: To restructure financial policies for fiscal efficiency, for the benefit of taxpayers 56 To enhance and nurture the relationships with local schools for the benefit of the community To ensure that development of the Ellman property (former State Trust Land) will be compatible with the character of the rest of the community in areas such as aesthetics, density, traffic and housing development standards To increase community initiatives to strengthen our small town character To evaluate the Pavement Management Analysis for the community To implement the environmental plan to enhance stewardship of our environment To improve economic development, business vitality and relationships between the Town and businesses, to benefit our community To tailor the communications now available to the various demographics of the community In order to accomplish these goals the Council has appropriated funds within the departmental budgets. Other goals of the Council are maximizing public access to Council meetings, enhancing constituent communication, compensating and equipping the Mayor and Town Council with the tools necessary to do their jobs; and promoting communication and awareness of the Mayor, Town Council, and the Town with other municipalities. Budget Highlights $39,643 Salaries and taxes for the Mayor and Council; the Mayor’s salary is $600 per month and the Council members salaries are $400 per month $16,500 $5,000 for professional services for Council directed projects. $4,500 for the annual Town Manager performance evaluation $7,000 for the Sisters Cities and Strong Cities programs 36,945 $8,800 includes fees for members of the Town Council to promote Fountain Hills while attending the annual League of Arizona Cities and Towns conference to be held in Paradise Valley. Such promotional items are apparel, a chocolate foun tain, booth fees, promotional and commemorative pins, etc. $7,700 includes registration fees for members of the Town Council to attend the League Conference $11,500 for the annual goal setting retreat including facilitator and facility $4,400 to have new portraits and nameplates for the Council $3,440 includes the cost of hosting the East Valley Mayor’s Luncheon, travel and meeting cost reimbursements for members of the Council 57 MAYOR & TOWN COUNCIL FY 2005-2006 Actual SALARIES & BENEFITS Wages Employer FICA Expense Unemployment Insurance Expense Worker Compensation Insurance FY 2006-2007 Actual $32,000 $2,448 $276 $755 FY 2007-2008 Budget $36,000 $2,770 $310 $967 FY 2007-2008 Est Actual $36,000 $2,770 $360 $975 FY 2008-2009 Proposed $36,000 $2,770 $330 $490 $36,000 $2,770 $330 $543 TOTAL $35,480 $40,047 $40,105 $39,590 $39,643 CONTRACT SERVICES Professional Services Election Expense Community Events & Programs TOTAL $3,000 $17,104 $0 $20,104 $3,500 $16,000 $0 $19,500 $91,000 $40,380 $0 $131,380 $62,000 $45,000 $0 $107,000 $9,500 $0 $7,000 $16,500 $10,158 $2,880 $5,020 $3,277 $544 $0 $1,804 $12,700 $33,741 $6,100 $1,825 $500 $100 $2,648 $11,200 $8,900 $7,100 $3,125 $700 $100 $9,536 $10,200 $8,900 $7,000 $2,000 $700 $0 $4,500 $8,800 $7,700 $11,500 $4,400 $1,105 $0 $3,440 SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Office Supplies Printing Communications Expense Meeting Expense TOTAL CAPITAL EXPENDITURES Capital Outlay TOTAL CAPITAL EXPENDITURES TOTAL EXPENDITURES $23,684 $57,614 $40,661 $33,300 $36,945 0 0 0 0 0 $0 $0 $0 $0 $0 $79,268 $117,161 $212,146 $179,890 $93,088 58 01 - General Fund 040 - Municipal Court Total Budgeted Expenditures $394,490 59 Mission Statement The Fountain Hills Municipal Court is committed to professionally serving the citizens of Fountain Hills by administering justice in a fair, efficient and respectful manner, so as to enhance public trust and community confidence in our court system. Department/Division Description The Fountain Hills Municipal Court is the judicial branch of the Fountain Hills government. Pursuant to State law and the Town Code, decisions regarding the overall function of the Court are the sole responsibility of the Presiding Judge, who also has exclusive supervisory authority over all court personnel. The Court has jurisdiction over civil traffic, criminal traffic and criminal misdemeanor offenses and violations of our Town Code and ordinances. The Court also has authority over specified juvenile offenses. In addition, the Municipal Court Judge has authority to issue arrest/search warrants and civil protective orders. As part of the Arizona State Court System, the Fountain Hills Municipal Court is subject to the authority and administrative supervision of the Arizona Supreme Court. The Fountain Hills Municipal Court has legal obligations and reporting responsibilities to the State, as well as to the Town of Fountain Hills. The Court must comply with constantly changing federal, state and local laws and administrative rules, including those relating to crimes and criminal procedure, victims rights, domestic violence, driving under the influence, record keeping, ADA, Minimum Accounting Standards and judicial ethics. Performance Standards Adjudicate 90% of all civil traffic cases within 60 days Adjudicate 80% of criminal and criminal traffic cases within 60 days and 95% within 120 days Maintain a fair and impartial environment to resolve legal disputes Respond to incoming mail requests within 24 hours Issue warrants for failure to appear within two business days Keep written procedures current with changes in laws and rules FY 2007–2008 Accomplishments Successfully completed the fifth year of the Fountain Hills Community Teen Court, which was recognized by the Maricopa County Board of Supervisors for its outstanding contribution to the juvenile justice system. Continued the use of video conferencing in lieu of personal appearances for cases involving incarcerated defendants, thereby cutting transport costs for the Maricopa County Sheriff's Office, as well as removing security risks involved with having such defendants appear in the Court. Purchased a video surveillance system to enhance security with cameras in the courtroom and at the front counter area. Enhanced the Court's recording equipment for improved reliability and quality of recorded 60 testimony. Enhanced communication with the Fort McDowell Tribal Court to the benefit of both courts. Participated as a pilot court for the Administrative Office of the Court for testing new computers and the new Vista operating system. FY 2008-2009 Objectives Pursue sources for grant funding for a part-time probation officer to oversee compliance with sentencing for criminal cases and Driving Under the Influence cases. Purchase a document scanner for more efficient archiving of Court records. Pursue a letter of understanding with a court in a neighboring jurisdiction for disaster preparedness purposes. Enhance the Court's website to include legislative updates and current court related information. Performance Indicators Description Civil traffic cases closed within 60 days Criminal/Criminal traffic cases closed within 60 days Criminal/Criminal traffic cases closed within 120 days FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed 90% 85% 88% 90% 72% 78% 80% 94% 94% 95% 75% 97% Budget Highlights $369,190 Salaries and benefits for the Presiding Judge, Court Administrator, Senior Court Clerk and two Court Clerks $9,100 $6,100 includes a service agreement with the Arizona Supreme Court for soft ware use technical support for the hardware $3,000 legal fees to include costs for pro-tem judges when the Presiding Judge has to be absent from the office as well as payments to jurors in the event of jury trials and interpreters as required for court hearings. 61 $15,600 $4,750 to cover the cost of printed updates to the Arizona Revised Statutes, professional dues and training $3,500 for the cost of routine office supplies and small office equipment $2,850 for printing forms, telecommunications and travel reimbursements $2,500 bank charges for processing credit card payments, checks returned by the bank for non sufficient funds $2,000 for required Court related conferences for the Presiding Judge and staff MUNICIPAL COURT FY 2005-2006 Actual SALARIES & BENEFITS Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES Accounting Fees Legal Fees Intergovernmental Agreements TOTAL REPAIRS & MAINTENANCE: Office Equipment Repairs TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Office Supplies Printing Communications Expense Meeting Expense Bank Charges TOTAL CAPITAL EXPENDITURES Capital Outlay - Furniture/Equipment TOTAL TOTAL EXPENDITURES FY 2006-2007 Actual $172 $256,444 $3,669 $424 $25,578 $694 $2,973 $278 $927 $28,228 $1,194 FY 2007-2008 Budget $965 $262,935 $3,860 $300 $36,620 $1,120 $3,330 $210 $1,010 $29,020 $1,330 $320,581 $340,700 $0 $2,105 $4,500 $0 $2,000 $4,500 $6,605 $6,500 $1,553 $1,000 $1,553 $1,000 $94 $1,596 $38 $2,368 $3,099 $1,653 $717 $71 $1,917 $300 $1,800 $800 $3,550 $4,000 $2,000 $105 $400 $2,500 $11,552 $15,455 $0 $0 FY 2007-2008 Est Actual $0 $279,700 $4,090 $350 $33,210 $910 $2,560 $330 $1,090 $30,770 $1,410 $354,420 $2,000 $2,300 $4,600 $8,900 $800 FY 2008-2009 Proposed $0 $283,000 $4,000 $350 $36,500 $850 $2,500 $320 $600 $32,000 $1,300 $361,420 $4,000 $2,300 $4,500 $10,800 $600 $0 $295,700 $4,320 $320 $30,400 $960 $2,490 $260 $650 $32,530 $1,560 $369,190 $0 $3,000 $6,100 $9,100 $600 $800 $600 $600 $300 $1,800 $1,000 $3,550 $3,300 $2,000 $450 $300 $2,500 $100 $600 $300 $2,500 $3,200 $1,600 $490 $175 $2,500 $300 $1,700 $1,000 $3,750 $3,500 $2,000 $550 $300 $2,500 $15,200 $0 $11,465 $0 $15,600 $0 $0 $0 $0 $0 $0 $340,291 $363,655 $379,320 $384,285 $394,490 62 01 - General Fund 050 - General and Administrative Department Total Budgeted Expenditures $1,108,820 63 Mission Statement The Administration Department is dedicated to serving the citizens of Fountain Hills by providing accurate and current information on Council legislation and administrative actions; supporting the Town of Fountain Hills and its departments; providing for the delivery of comprehensive financial services to internal and external customers; protecting the integrity of Town assets; maintaining Town facilities; and delivering the finest municipal services to ensure the highest quality of life for Fountain Hills’ residents. Department/Division Description There are five budgetary divisions within the Administration Department that provide administrative services for the Town government – Administration, Public Information, Information Technology, Economic/Downtown Development and Operational and Community Support. The Administration division includes expenses of the Town Clerk, Town Manager, Finance and Human Resources. The Information Technology division includes expenses relating to computers, network, software, telephone and public information (Channel 11 and web). The Operational Support division was created in FY05-06 to segregate the nondepartmental expenditures that had previously been included with the Administration Department budget. This division accounts for expenses that apply to all functions of the Town government such as legal fees, annual financial audit, liability insurance, sales tax refunds and community benefit programs. The Public Information Division is a new division in the Town that began in the last quarter of FY2006/2007. The Economic/Downtown Development division is included in the Excise Tax budget as a separate fund with revenues from the dedicated local sales tax. Performance Standards Issue business licenses within 10 working days Facilitate the public’s access to Town legislation and ensure preservation of legal documents Conduct elections in accordance with current state law and facilitate the public's ability to vote Update the Town Code to reflect legislation enacted by the Council within 30 days Maintain the Town’s ―Certificate of Achievement for Excellence in Financial Reporting‖ Maintain the Town’s ―Distinguished Budget Presentation Award‖ Maintain the Town’s current Aa3 bond rating Provide a comprehensive personnel program based on merit principles administered in compliance with applicable local, state, and federal laws Administer and coordinate all employee-related programs and benefits Zero employee grievances 64 FY 2007–2008 Accomplishments Informed Fountain Hills residents of the projected long-term revenue gap Developed financial implementation plan for strategic priorities Presented revenue shortfall plan to the voters Awarded the Government Finance Officers Association award for FY2006-07 Comprehensive Annual Financial Report Awarded the Government Finance Officers Association award for the FY2007-08 Annual Budget ―Making the Grade: The Valley’s 2008 Environmental Report Card,‖ graded by the nonprofit organization Valley Forward, shows Fountain Hills improving in three out of four categories. The largest improvement, ―Land Use,‖ moved up three letter grades. In the ―Air‖ category, the Town jumped two letter grades. The Town improved a full letter grade in ―Water‖ use. FY 2008-2009 Objectives Restructure financial policies for fiscal efficiency by: Creating a rainy day fund policy Identify funding source(s) for rainy day fund Create an action plan that stabilizes revenues during economic downturns Upgrade Town’s investment in municipal software to integrate all programs and activities and provide better access for the public to obtain information on Town finances Expand sales tax audit program to capture revenue leakage Update Town Code Honor the many residents who provide volunteer services to the Town DESCRIPTION FY 2005-06 ACTUAL FY 2006-07 ACTUAL FY 2007-08 ESTIMATE FY 2008-09 PROPOSED Awarded GFOA Yes Yes Yes Yes Awarded GFOA Financial Reporting Award Yes Yes Yes Yes General Obligation Bond Rating Aa3 Aa3 Aa3 Aa3 Debt per Capita Sales Tax Audits Complete $411 $392 $392 $352 6 2 2 25 Collections from Audit $522,630 $54,355 $45,000 $85,000 Employee Grievances 0 0 0 0 65 Budget Highlights $829,200 Salaries and benefits for the Town Manager, Assistant to the Town Manager, Town Clerk, Human Resources Administrator, Finance Director, Volunteer Coordinator and support staff. There are no additional staffing requests for FY09 $170,455 $90,000 for the full cost of the Special Transportation Services medical transport for residents who are seniors, low income or disabled. This service was previously partially funded through Local Transportation Assistance Funds (LTAF II), however, the future distribution of these funds to cities and towns is unknown $42,000 includes expanding the scope of work for the Town’s outside sales tax auditor to include art fairs, residential rentals and transient businesses $12,000 to update the Town code for inconsistencies and old references $8,600 for outside payroll service $7,800 for outside transcription service $2,050 for Town participation with Maricopa County Department of Emergency Management for emergency preparedness. $109,165 $44,450 for various association memberships, dues and subscriptions: League of Arizona Cities and Towns $13,620 Greater Phoenix Economic Council $ 9,960 Maricopa Association of Governments $ 4,200 ICMA, ACMA, National League of Cities $ 4,229 Valley Forward, Innovations Group, . $ 2,850 GFOA, APA, ACMA, IIMC, etc $ 9,591 $18,900 for professional certification training, tuition reimbursement, election training and annual Director retreat $10,540 for routine office supplies including toner for printers, volunteer badges and appreciation gifts $9,505 for staff to attend the AMCA and ACMA conferences, Clerks regional conference, East Valley Managers Luncheon co-hosted with Scottsdale $6,300 for volunteer recognition program, serendipity event and holiday float $7,581 for printing costs for checks, forms, envelopes and letterhead $5,300 reimbursement for travel, one-on-one Manager meetings and community meetings $3,089 for telecommunication costs for management cell phones 66 ADMINISTRATION FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES Professional Fees Special Programs - RPTA Emergency Management TOTAL REPAIRS & MAINTENANCE: Vehicle Maintenance Office Equipment Repairs TOTAL SUPPLIES & SERVICES: Advertising, Promotion & Events Conferences Continuing Education Dues & Publications Gas & Oil Expense Office Supplies Printing Communications Expense Meeting Expense TOTAL TOTAL EXPENDITURES FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed $7,706 $775,065 $17,073 $1,373 $46,496 $2,351 $5,705 $611 $11,945 $75,920 $2,821 $947,066 $1,051 $748,349 $16,000 $900 $54,400 $2,900 $5,300 $800 $3,800 $77,000 $3,500 $914,000 $2,000 $641,300 $14,500 $800 $57,500 $1,800 $3,900 $700 $3,300 $61,900 $3,300 $791,000 $1,000 $740,000 $17,000 $800 $57,500 $1,800 $3,900 $700 $2,500 $73,500 $3,300 $902,000 $2,000 $680,300 $15,100 $800 $50,200 $1,900 $4,800 $900 $2,000 $67,900 $3,300 $829,200 $107,908 $2,706 $1,653 $53,760 $14,000 $1,655 $72,700 $22,500 $2,050 $46,000 $22,500 $2,050 $78,405 $90,000 $2,050 $112,267 $76 $11,830 $11,906 $0 $17,778 $8,359 $38,919 $4,843 $59,758 $5,484 $30,284 $11,008 $69,415 $1,250 $8,000 $9,250 $0 $9,860 $12,200 $33,297 $3,130 $27,078 $7,625 $0 $3,900 $97,250 $500 $12,800 $13,300 $0 $13,445 $15,800 $40,700 $2,475 $36,885 $7,900 $0 $5,100 $70,550 $310 $12,800 $13,110 $1,000 $2,149 $8,000 $40,000 $2,100 $35,000 $2,800 $1,000 $5,000 $170,455 $0 $0 $0 $6,300 $9,505 $18,900 $44,450 $3,500 $10,540 $7,581 $3,089 $5,300 $176,434 $97,090 $122,305 $97,049 $109,165 $1,247,672 $1,089,755 $1,023,855 $1,082,709 $1,108,820 67 68 01 - General Fund 050 - General and Administrative Department 105 - Operational Support Program Total Budgeted Expenditures $1,216,647 69 Operational & Community Support Division This division was created in FY05-06 to include expenses previously included within the Administration Department that are applicable to all functions of the Town government. The types of expenses included within this division are overhead type costs and represents 7.5% of the General Fund budget. $822,607 $28,107 for General Fund portion of annual outside audit $339,500 for General Fund portion of Town Prosecutor, Public Defender, Town Attorney and other outside counsel as may be required $100,000 second year of three year contract for youth services $40,000 second year of three year contract for social services $125,000 second year of three year contract for tourism $ 60,000 other tourism promotion activities or contracts $130,000 second year of three year contract for youth arts $18,440 Maintenance costs for Town reproduction equipment $375,600 $17,750 for publishing of ordinances in newspaper, employee service awards $318,400 for general fund portion of Town liability insurance including $10,000 deductible $28,600 for general office supplies, copy paper and postage OPERATIONAL & COMMUNITY SUPPORT FY 2005-2006 Actual CONTRACT SERVICES Accounting Fees Legal Fees Youth Services Social Services Tourism Youth Arts Sales Tax Rebates TOTAL REPAIRS & MAINTENANCE: Equipment Repairs & Maintenance $21,868 $405,573 $160,000 $50,000 $125,000 $0 $183,339 SUPPLIES & SERVICES: Advertising/Signage Electricity Expense Liability Insurance Office Supplies Postage Rent Expense Water/Sewer Bank Charges $9,173 $138,482 $263,182 $0 $23,422 $18,539 $13,113 $8,356 TOTAL EXPENDITURES $1,087,400 $67,177 $67,177 FY 2007-2008 Budget $15,400 $347,000 $100,000 $50,000 $125,000 $50,000 $400,000 $945,780 TOTAL TOTAL FY 2006-2007 Actual $0 $0 $13,950 $0 $340,050 $0 $27,340 $0 $0 $6,992 FY 2007-2008 Est Actual $27,300 $369,500 $100,000 $36,000 $150,000 $125,000 $0 $807,800 $0 $0 $17,500 $0 $323,650 $0 $14,000 $0 $0 $9,400 FY 2008-2009 Proposed $20,000 $350,000 $100,000 $36,000 $150,000 $125,000 $0 $781,000 $0 $0 $6,500 $0 $350,000 $0 $18,000 $0 $0 $16,000 $28,107 $339,500 $100,000 $40,000 $185,000 $130,000 $0 $822,607 $18,440 $18,440 $17,750 $0 $318,400 $10,560 $18,040 $0 $0 $10,850 $474,267 $388,332 $364,550 $390,500 $375,600 $1,487,223 $1,475,732 $1,172,350 $1,171,500 $1,216,647 70 01 - General Fund 050 - General and Administrative Department 101 - Information Technology Program Total Budgeted Expenditures $581,181 71 Mission Statement The mission of the Information Technology Division is to work in partnership with Town staff, facilitating their use of computing, telephone, and network technologies. The division also endeavors to provide excellent information technology, internal and external customer support, and resources to enable and encourage staff to effectively use technology to achieve Town-wide missions and strategic goals. Department/Division Description Information Technology (I/T Division) functions are incorporated within the Administration Department but the appropriation is shown separately to highlight the total investment in technology. Responsibilities include all aspects of Information Technology: computers, the Internet, Town website, local and wide-area networks, inter-networking, voice and data communications systems, and cablecast technologies (Channel 11). All hardware and software requests in this section are based on departmental requests. Performance Standards Coordinate and implement technology related purchases and processes Town-wide Expand and enhance internal training programs Act as technology consultant and coordinator for Town departments to aid in identification, selection, and implementation of technology driven or assisted needs Develop enterprise-wide technology architecture to drive standards that enable information sharing and maximize return on technology investments Provide strategic I/T services and serve as an enabler to improve the delivery of Town services and improve the efficiency, productivity, and financial performance of Town operations FY 2007–2008 Accomplishments Maintained an estimated 98% uptime for the Town's data and voice networks. Installed a robotic camera system in the Council Chambers for videotaping meetings. The new equipment provides multiple camera views for improved coverage during meetings, improved graphics, and future capacity to broadcast live meetings on Channel 11. Incorporated a standalone email archiving device into the Town's data network to maintain compliance with the State's record retention schedule and improve email server performance as well as improve response time to requests for public information. Switched Internet service providers from Arizona State Aspin network to Cox Communications fiber optic internet service. The Town now utilizes a scalable optical Internet connection. Council meetings are broadcast live through the Town’s website and available for replay. 72 FY 2008-2009 Objectives Broadcast live Town Council meetings on Channel 11 and Internet. Update the Town's IT strategic plan to provide better citizen access to Town information Implement quarterly workstation maintenance schedules to improve reliability and productivity. Reduce the number of spam emails received by town workstations through proactive monitoring of email trends and usage. Performance Indicators DESCRIPTION FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 ACTUAL ACTUAL ESTIMATE PROPOSED HelpDesk Work Orders 1,373 1,362 1,500 1,450 Number of Network Servers 15 19 19 20 Number of Workstations 65 70 75 85 Estimated Network Uptime N/A 95% 98% 99% Supported Cell Phones 50 52 56 58 Spam Emails Blocked N/A 900,000 ± 5% 1,500,000 1,750,000 $91,906 Budget Highlights Salaries and benefits for the Information Technology Coordinator and parttime IT HelpDesk assistance $3,000 Professional services for modifications to Town servers $79,699 $20,000 annual support for Active Software (recreation, community center and seniors) $20,000 for routine repairs and maintenance on approximately 85 computer workstations and laptops $9,000 for annual maintenance on AutoDesk (CAD software) $7,000 for scheduled replacement of two servers (Town has 18 total) $5,000 for Diskeeper annual maintenance $3,500 for Cartegraph Software maintenance and upgrades (sign and pave ment management) $2,500 for Channel 11 equipment upgrade $2,700 for vehicle maintenance and accident diagramming software 73 $72,975 $42,225 for costs of telephone and mobile data service $17,700 annual cost of internet service provider $7,290 annual cost for subscription to hosted Code Enforcement software $3,600 for professional certification training for staff $133,601 $82,701 for municipal software licensing $14,000 for eCivis grant software $28,000 for scheduled replacement of one fourth of Town staff workstations (20 computers) $7,500 for fax server hardware and software $1,400 additional laptop computer for staff use $200,000 Transfer to the Capital Improvement Projects fund for Upgrade Town’s invest ment in municipal software, integrating all programs and activities to pro vide better access to information on Town finances and activities 74 INFORMATION TECHNOLOGY FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES Professional/Outside Services Constituent Communications TOTAL REPAIRS & MAINTENANCE: Computer Repairs & Maintenance TOTAL SUPPLIES & SERVICES: Conferences Continuing Education Dues & Publications Office Supplies Printing Communications Expense TOTAL CAPITAL EXPENDITURES Capital Outlay - Equipment Capital Outlay - Computers Capital Outlay - Software Capital Outlay - Communications TOTAL CAPITAL EXPENDITURES Transfer to CIP TOTAL TOTAL EXPENDITURES FY 2006-2007 Actual $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,865 $24,924 $30,789 $96,878 $96,878 $265 $0 $6,892 $3,889 $0 $49,824 $60,870 $69,257 $56,147 $16,265 $0 $141,668 FY 2007-2008 Budget $0 $4,800 $82,300 $87,100 $68,100 $68,100 $4,400 $3,000 $13,200 $2,250 $15,000 $68,983 $106,833 $3,000 $22,100 $135,000 $12,000 $172,100 $0 $0 FY 2007-2008 Est Actual $0 $50,902 $740 $70 $5,628 $168 $389 $65 $257 $5,598 $255 $64,072 $49,250 $0 $49,250 $68,200 $68,200 $0 $3,600 $14,340 $6,000 $0 $69,518 FY 2008-2009 Proposed $0 $64,000 $1,700 $70 $4,955 $151 $365 $60 $150 $5,600 $240 $77,291 $51,550 $0 $51,550 $58,000 $58,000 $495 $1,200 $10,800 $1,450 $0 $60,000 $0 $71,600 $2,080 $165 $8,366 $234 $851 $168 $191 $7,876 $376 $91,906 $3,000 $0 $3,000 $79,699 $79,699 $500 $3,600 $7,290 $1,100 $0 $60,485 $93,458 $73,945 $72,975 $0 $38,700 $206,800 $125,000 $0 $35,000 $200,000 $125,000 $0 $32,400 $101,201 $0 $370,500 $0 $360,000 $0 $133,601 $200,000 $0 $0 $0 $0 $200,000 $330,206 $434,133 $645,480 $620,786 $581,181 75 76 01 - General Fund 050 - General and Administrative Department 108 - Public Information Division Total Budgeted Expenditure $201,633 77 Mission Statement The Public Information Division is a new division created in the last quarter of FY2006/2007. The mission of the Public Information Division is to work in partnership with Town staff to facilitate external communication with the media and residents on Town Services and Town accomplishments. It has the resources to enable and encourage staff to effectively use information dissemination to communicate Town-wide missions and strategic goals. The division also endeavors to sustain the public trust through open and responsive government. Department/Division Description The Public Information Division functions are incorporated within the Administration Department, but the appropriation is shown separately to highlight the total investment in communication. Responsibilities include all aspects of communication: media relations, Town website content, resident communications such as the Manager’s Memo, Channel 11 programming, maintenance of the Town brand and maintenance of the Town kiosks. Performance Standards Two videos to be completed about Fountain Hills for Channel 11. Streamline Town communications. FY 2007–2008 Accomplishments Creation of a consistent Town brand New website designed and built Manager’s Memo created Strengthened relationships with other municipalities, agencies and the legislature Implementation of a Low Water Landscape Education campaign Implementation of SPAC Outreach plan Creation of nine Town kiosks FY 2008-2009 Objectives Assist in training staff and the public on the new Town website, including: easy navigation, E-Government applications, online payments. And links to partner sites. Coordinate the Town communications system into a centralized communications system rather that a decentralized department system Assist and coordinate communication efforts to a broader demographic of the public on Town projects, services and programs Improve internal staff and Council communications by providing weekly updates Demonstrate the value of the Town to local and statewide civic and service organizations 78 Oversight of the Town’s communication plan Respond to media inquiries within 24 hours Offer three positive Town stories a month to the media Budget Highlights $85,334 Salaries and benefits for the Public Information Office $90,100 $4,600 for promotion of five Town events $68,500 to produce two videos for Channel 11, printing and design of Community newsletter $17,000 for professional services for low-water landscape contract, photo inventory and electronic storage of media clippings $26,199 Bulk mail postage for newsletter, professional memberships, office supplies, conferences and subscription costs. 79 PUBLIC INFORMATION FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES Professional/Outside Services Community Events & Programs Constituent Communications FY 2006-2007 Actual $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY 2007-2008 Budget $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY 2007-2008 Est Actual $0 $54,716 $800 $70 $5,628 $181 $389 $65 $69 $6,019 $275 $68,212 $67,545 $0 $57,700 $73,146 $65,000 $0 $57,700 $122,700 $0 $71,059 $1,040 $63 $4,119 $224 $393 $63 $198 $7,817 $357 $85,334 $17,000 $4,600 $68,500 TOTAL $0 $0 SUPPLIES & SERVICES: Advertising Conferences Continuing Education Dues & Publications Office Supplies Postage Printing Communications Expense Meeting Expense TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,000 $4,365 $3,120 $3,900 $1,900 $10,500 $2,100 $0 $0 $29,885 $4,000 $1,500 $0 $1,500 $750 $7,000 $1,500 $800 $500 $17,550 $1,200 $1,174 $1,020 $3,260 $1,700 $14,000 $2,100 $1,125 $620 $26,199 $0 $0 $0 $4,661 $0 CAPITAL EXPENDITURES Capital Outlay - Equipment $125,245 $0 $60,450 $900 $90 $4,200 $153 $330 $48 $125 $6,600 $250 FY 2008-2009 Proposed $90,100 TOTAL CAPITAL EXPENDITURES $0 $0 $0 $4,661 $0 TOTAL EXPENDITURES $0 $0 $223,342 $218,057 $201,633 80 09 - Excise Tax Fund 050 - General and Administrative Department 822 - Economic/ Downtown Development Total Budgeted Expenditure $191,835 81 Mission Statement The mission of the Economic/Downtown Development Program is two-fold: 1) to work in partnership with retail developers, leasing agents and business owners/managers to bring new business into Fountain Hills and 2) to enhance business vitality for existing businesses in Fountain Hills through downtown improvements and a business vitality program. The program coordinator endeavors to act as an ombudsman between the Town and the business community by providing excellent communication between these two groups and assisting business with the development process. The program coordinator also supports the business community by encouraging events and activities in the downtown. Division Description The Economic/Downtown Development Program functions are incorporated within the Administration Department but the appropriation is shown separately to highlight the total investment in economic development. Responsibilities include facilitation of business attraction and recruitment, business retention, downtown development, small business development, business education and redevelopment and reuse. Performance Standards Continue to evaluate and improve the efficiency, accuracy, expediency and coordination of the planning, engineering and building review process for commercial developments. Encourage and support small business education classes and seminars. Act as an ombudsman for businesses to assist with communication of Town regulations and to assist with the development process. Support existing businesses by implementing business retention strategies. Communicate efforts with other municipalities and economic development agencies. Build and maintain relationships with other municipalities and economic development agencies. Evaluate and implement technology led strategies that would improve the delivery of economic development services. FY 2007–2008 Accomplishments Facilitation of the Fountain Hills Plaza (Bashas’ Plaza) devevelopment planning Implementation of a business retention program. Coordination of the review process between economic development, planning, engineering and building departments. Partnership with the Chamber of Commerce on growing the Business Vitality Advisory Council and economic development planning. Facilitation of the south side of the Ave of the Fountains development team to address inquiries and plan discusions. FY 2008-2009 Objectives Assist in coordinating more events in the downtown area. Expand the business retention program. 82 Hold two economic development visioning sessions with stakeholders in the community. Enhance the business environment in the Downtown area through Main Street program coordination. Work with the Chamber of Commerce on the Business Vitality Advisory Council’sPlan. Facilitate the process of establishing downtown way finding signs on Shea Boulevard. Continue to facilitate south side of the Ave of the Fountains development inquiries and discussions. Excise Tax – Special Revenue In November, 2000, the Town Council passed Ordinance 00-12 dedicating a portion of local sales tax collected (excise tax) to downtown development. The funds are to be used to attract and retain business in the downtown area; expenditures include 50% of the salary and benefits of the Town’s Assistant to the Town Manager. Budget Highlights $47,570 Salary and benefits for economic development work (50%), remainder is funded through General Fund $49,000 $38,000 for downtown holiday lighting on medians $6,000 for promoting downtown events and business activities, business showcase $5,000 contract for material for business recruitment $82,265 $62,830 downtown signs and banners, wayfinder signs and downtown kiosks $8,260 for business appreciation events, grand openings, Main Street meetings, business meetings $10,000 new speakers and wiring on downtown light poles $3,000 Transfer to General Fund to support downtown events 83 EXCISE TAX - DOWNTOWN DEV REVENUES: Downtown Development (.1%) General Fund Transfer TOTAL REVENUES FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed 458,190 $0 $458,190 486,877 314,281 314,281 295,859 $486,877 $314,281 $314,281 $295,859 EXPENDITURES: SALARIES & BENEFITS: Wages FICA Unemployment Insurance Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee's Eye Insurance Worker's Compensation Insurance Employee's Retirement Fund Disability Insurance 38,275 555 79 3,422 142 332 60 181 4,210 183 $37,465 $544 $42 $3,819 $132 $289 $60 $148 $4,123 $178 35,500 530 40 2,810 110 190 30 140 3,900 180 21,051 307 0 1,672 65 115 18 171 2,396 105 39,800 590 30 2,060 130 200 30 140 4,380 210 TOTAL SALARIES/BENEFITS $47,439 $46,800 $43,430 $25,900 $47,570 31,630 0 0 4,905 $32,990 0 0 0 101,000 0 0 0 0 0 29,000 0 5,000 6,000 38,000 0 $36,535 $32,990 $101,000 $29,000 $49,000 CONTRACT SERVICES Professional Fees Community Events Holiday Lighting Sales Tax Rebate TOTAL CONTRACT SERVICES SUPPLIES & SERVICES Advertising/Signage Conferences Education/Training Dues/Publications Office Supplies Printing Communication Meetings/Travel TOTAL CAPITAL EXPENDITURES Capital Outlay TOTAL CAPITAL EXPENDITURES 0 1,751 2,047 767 947 1,794 588 442 27,824 8,087 383 1,418 1,826 1,060 1,178 2,631 15,850 5,600 5,040 1,620 250 2,100 530 7,700 1,500 7,400 0 2,345 114 0 725 1,300 $8,336 $44,407 $38,690 $13,384 $82,265 800,000 400,860 15,000 0 10,000 $800,000 $400,860 $15,000 $0 $10,000 Transfers TOTAL EXPENDITURES 62,830 530 4,830 1,995 200 2,120 1,500 8,260 $3,000 $892,310 $525,057 84 $198,120 $68,284 $191,835 01 - General Fund 061 - Public Works Department Total Budgeted Expenditures $1,305,208 85 Mission Statement The Public Works Department’s mission is to express and enhance the beauty, value, and quality of the environment by operating and maintaining public grounds, dams, medians, natural washes and open space, as well as protecting the health, safety, and well being of the public by assuring properly designed and constructed infrastructure, correct property transfers, quality mapping, and excellent customer service. Department/Division Description The Open Space and Engineering Divisions are responsible for the operation and maintenance of Town-owned wash parcels, open space, dams, public grounds and median landscaping. The department is responsible for six ADWR jurisdictional dams and numerous smaller dams. The Facilities Division maintains Town-owned buildings (except public parks), including Town Hall, Community Center/Library, two fire stations, Community Theatre buildings, and the street yard. Engineering processes, reviews, permits and inspects encroachment permits, including subdivision plans, ―off-site‖ improvement plans and utility cuts. Engineering supports Building Safety by reviewing and inspecting site work plans for building permits. Engineering also supports the Planning Division by technical review of area specific plans, rezonings, preliminary plats, special use permits and other land use matters. Public Works is responsible for all right-of-way capital projects including streets, traffic, drainage and landscaping, and it provides technical support for park and building projects. It provides project planning, design and drafting (or design contract management and plan review), construction inspection and contract administration. The Engineering Division also handles all street related construction maintenance contracts, including their design, layout and inspection. Performance Standards All requested plan reviews (1st submittal) shall be processed within 20 working days. (#1 Performance Indicator) All requested utility encroachment permits shall be processed within 5 working days. (#2 Performance Indicator) All requested easement abandonment requests shall be processed within 35 working days. (#3 Performance Indicator) FY 2007–2008 Accomplishments Submitted the Stormwater Management Plan to Arizona Department of Environmental Quality (ADEQ) and the Environmental Protection Agency (EPA) for municipal stormwater discharges. Fulfill the first six requirements of the Stormwater Management Plan as required by ADEQ and EPA. Continued the wash management program at various locations where fire hazards existed. Completed pedestrian safety study in connection with the Strategic Plan goal. 86 Reviewed site plans for building permits, subdivision preliminary plats and condo replats. (#1 Performance Indicator) Reviewed, permitted and inspected utility permit requests. (#2 Performance Indicator) Reviewed and processed easement and right-of-way abandonments and acquisitions. (#3 Performance Indicator) Completed Pavement Management analysis and presented to Town Council FY 2008-2009 Objectives Provide wash management at urgent and moderate fire hazard areas in coordination with the Fire Department requests. Provide capital project planning, design and construction consistent with the budget. Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed #1 Performance Indicator 90% 90% 90% 90% #2 Performance Indicator 90% 90% 85% 90% #3 Performance Indicator 80% 80% 85% 90% 87 Budget Highlights $667,370 Salaries and benefits includes engineering staff, median, wash and dam maintenance staff, and facilities staff $73,950 $13,750 $15,800 $19,400 $25,000 $435,908 $227,645 for landscape maintenance contract for medians, palm tree trim ming and skinning, median fountain maintenance $90,830 for wash cleanup (see map on pg 94), bridge inspections, and dam inspections and cleanup $20,283 for mowing, fertilizing, mulch and overseed of turf $17,656 for annual palm tree trimming and skinning $13,600 post emergent spraying $11,570 for bridge inspections and maintenance on six (6) dams $11,424 for maintenance of fountains on medians $10,750 for revegetation, tree trimming $7,600 for miscellaneous irrigation parts and repairs $4,550 for backflow testing and operations $20,000 to automate the gate on Technology Drive $105,105 $71,000 utilities for median irrigation and water features $11,800 for fuel for six (6) Public Works vehicles $5,340 professional memberships, publications and conferences, stormwater management training $12,875 Vehicle depreciation for transfer to vehicle replacement fund (VRF) annual environmental assessment for ADOT and/or CIP projects to inventory and add to GIS system all Town owned trees for the bi-annual Pavement Management Program update consulting contract for stormwater program testing mandates 88 PUBLIC WORKS SALARIES & BENEFITS: Overtime Wages FICA Unemployment Insurance Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee's Vision Insurance Worker's Compensation Insurance Employee's Retirement Fund Recruitment Costs Disability Insurance TOTAL CONTRACT SERVICES Contractual Services Engineering Fees FY 2005-2006 Actual $6,092 $408,559 $5,823 $510 $44,029 $1,318 $4,320 $553 $10,757 $45,550 $0 $2,029 $529,540 $500 $27,226 TOTAL $27,726 REPAIRS & MAINTENANCE: Vehicle Repair & Maint. Equipment Repair & Maintenance Mowing/Landscape Maintenance Wash Maintenance $3,545 $0 $266,750 $141,431 TOTAL SUPPLIES & SERVICES: Advertising Conferences Education/Training Dues & Publications Electricity Gas & Oil Office Supplies Tools, Shop Supplies Printing Communications Expense Water/Sewer Travel Uniforms Bank Charges TOTAL CAPITAL EXPENDITURES Capital Outlay - Vehicles TOTAL CAPITAL EXPENDITURES Transfer to VRF TOTAL EXPENDITURES $411,726 $1,378 $1,833 $195 $1,394 $2,944 $7,603 $2,389 $1,155 $1,681 $2,958 $43,680 $711 $605 $0 $68,527 $29,275 $29,275 FY 2006-2007 Actual FY 2007-2008 Budget $4,581 $501,619 $7,380 $480 $59,430 $2,070 $5,450 $760 $13,600 $55,680 $0 $2,510 $653,560 $1,000 $161,562 $162,562 $3,600 $0 $312,743 $158,622 $474,965 $650 $1,950 $1,000 $2,545 $12,420 $8,520 $3,000 $550 $1,000 $3,360 $52,000 $500 $1,825 $0 $89,320 $33,000 $33,000 $0 $0 FY 2007-2008 Est Actual $4,750 $517,950 $7,640 $560 $65,560 $1,640 $4,800 $750 $14,210 $57,500 $0 $2,620 $677,980 $17,500 $784,965 $802,465 $3,000 $0 $326,800 $164,590 $494,390 $500 $6,400 $1,000 $2,640 $14,000 $7,100 $3,000 $500 $5,665 $3,600 $46,500 $1,000 $1,225 $0 $93,130 $33,000 $33,000 $0 FY 2008-2009 Proposed $2,200 $482,000 $7,000 $560 $72,000 $13,000 $4,850 $750 $10,000 $55,000 $0 $2,500 $649,860 $15,000 $467,000 $482,000 $3,000 $0 $326,800 $145,000 $474,800 $250 $6,000 $715 $2,406 $15,400 $11,800 $3,000 $100 $100 $3,400 $54,000 $680 $0 $0 $97,851 $0 $0 $0 $2,241 $516,759 $7,580 $500 $64,980 $1,630 $4,840 $950 $8,060 $57,100 $0 $2,730 $667,370 $48,950 $25,000 $73,950 $2,100 $20,000 $296,008 $117,800 $435,908 $250 $5,340 $1,550 $3,040 $16,500 $11,800 $3,600 $1,000 $2,600 $3,600 $54,500 $500 $825 $0 $105,105 $0 $0 $12,875 $0 $0 $0 $0 $12,875 $1,066,794 $1,413,407 $2,100,965 $1,704,511 $1,295,208 89 90 01 - General Fund 061 - Public Works Department 110 - Facilities Maintenance Program Total Budgeted Expenditures 91 $523,150 Mission Statement Maintain all Town Facilities in a manner that provides a safe, healthy and secure environment for staff and our visiting public. Department/Division Description Facilities Maintenance is a new division of Public Works created in FY2006-07 with responsibility for the maintenance and repair of twelve Town owned buildings totaling 116,187 square feet. The Facilities Department is responsible for all Capital Improvement Projects related to Town Facilities such as new buildings, major renovations and new programs with expenditures of $50,000 or more. Responsibilities also include managing the Town fleet fuel program, waste collection and recycling. Manages a sophisticated software HVAC operation system for the Civic Center buildings, charged with implementing ADA (Americans with Disabilities Act) upgrades, policies, and review of projects with ADA issues. Conduct periodic public auctions in the disposal of Town property surplus, work in partnership with the Town Clerk managing the "Arizona Records Reduction Act" assuring proper record keeping and scheduling commercial shredding. Performance Standards Respond to all conditions on Town owned property negatively affecting health and safety to staff and the public with the highest priority level. Reply to all work requests submitted with acknowledgment and provide a schedule for completion within 24 hours. Stay on schedule with periodic preventive maintenance tasks (HVAC filter change, motor belts, lubrications etc.) Conduct scheduled fire safety equipment inspections monthly. Conduct monthly elevator operation inspection. Maintain a high level of custodial care at Town Hall and the Library daily. Exercise a high level of safety conscientiousness when performing risky maintenance tasks. Manage the completion of Capital Expenditure and Capital Improvement projects in a timely manner. Communicate and schedule all projects and repairs with staff affecting their operations in advance. FY 2007–2008 Accomplishments Provided pavement to front driveway of Fire Station #1. Finished shell space in Room 109 of Town Hall for work shop and storage. Completed re-painting of Civic Center buildings along with shade awnings upgrades. Managed Town Hall water and art feature installation to completion. 92 Completed several art installation projects on Town Hall property. Installed new public information boards and mail drop facility at Town Hall. Provided additional Archiving Storage Space for Town Staff Departments. Provided Photo Electric Eyes for improved energy conservation throughout Civic Center parking lot lighting system. Conducted two public auctions of Town surplus equipment returning proceeds to the General Fund. FY 2008-2009 Objectives Complete the Emergency Operation Center project operating out of Town Hall Council Chamber, coordinated efforts with the Fire Department and Town Information Technology Division. A complete renovation of Fire Station #1 main restroom and showers. Install a motorized gate opening system for the very cumbersome yard gate at the rear of the Community Center. Repair roof structure at Town owned Kiwanis and Community Theater Buildings. Initiate and manage Design Build process for a new Fire Station #2 working closely with Fire Department Chief Operations Officer. Work with Civic Organizations to design and construct an events circle between the Community Center and Library buildings. Description FY 2005-06 Actual FY 200607 Actual FY 2007-08 Estimate FY 2008-09 Proposed In house Custodial maintenance N/A 90% 90% 95% Work request response N/A 85% 80% 90% Preventive Maintenance N/A 88% 85% 88% Emergency response N/A 98% 98% 98% 99% 98% 99% 98% 98% 98% Safety Inspections On time performance evaluation N/A N/A 93 Budget Highlights $181,671 Staff includes one Facilities Supervisor, one F/T Maintenance Technician and three P/T custodial maintenance staff for Town Hall and Library/Museum $96,984 $19,300 for service/maintenance agreements for heating/cooling and fire sprinkler maintenance and testing for eleven Town buildings $16,000 in custodial maintenance supplies $24,634 for service/repairs to fire station apparatus bay doors, backup genera tors $25,000 installation of art sculptures donated by the Fountain Hills Cultural and Civic Association $10,000 for Holiday lighting on Town buildings $161,963 $154,307 utilities for Civic Center and Kiwanis buildings $82,532 $46,000 for roof improvements for Kiwanis and Community Theater buildings $26,061 for renovation of restroom and showers for Fire Station #1 $9,000 for motorized gate behind Community Center $1,471 transfer to Vehicle Replacement Fund 94 FACILITIES MAINTENANCE FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL $0 REPAIRS & MAINTENANCE: Holiday Lighting Vehicle Maintenance Building Repairs & Maintenance Equipment Repair & Maintenance $0 $0 $0 $0 TOTAL $0 SUPPLIES & SERVICES: Advertising Continuing Education Electricity Expense Gas & Oil Expense Office Supplies Tools & Equipment Communications Water/Sewer/Trash Uniforms TOTAL CAPITAL EXPENDITURES Capital Outlay - Improvements $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,610 $146,090 $4,080 $300 $0 $400 $1,470 $190 $8,350 $11,080 $460 $175,030 $0 $1,250 $65,650 $0 $2,179 $144,228 $4,680 $350 $0 $317 $1,208 $181 $8,171 $11,335 $482 $173,131 $0 $1,250 $78,500 $0 $3,600 $155,000 $5,000 $350 $100 $300 $1,200 $120 $4,500 $11,600 $465 $182,235 $0 $1,130 $78,500 $0 $1,185 $153,873 $5,020 $315 $0 $2,342 $1,220 $88 $4,882 $12,166 $581 $181,671 $10,000 $1,250 $84,934 $800 $66,900 $79,750 $79,630 $96,984 $0 $0 $128,300 $1,545 $0 $0 $0 $12,962 $1,400 $60 $990 $122,000 $1,400 $100 $0 $1,665 $14,000 $1,400 $0 $500 $135,000 $1,400 $125 $500 $2,000 $15,500 $1,400 $0 $400 $138,808 $1,443 $300 $2,412 $2,220 $15,500 $880 $144,207 $498,700 $141,615 $283,993 $156,425 $280,000 $161,963 $81,061 TOTAL $0 $498,700 $283,993 $280,000 $81,061 Transfer to VRF $0 $0 $0 $0 $1,471 TOTAL $0 $0 $0 $0 $1,471 TOTAL EXPENDITURES $0 $884,837 $678,489 $698,290 $523,150 95 96 02 - Highway Users Fund 071 - Streets and Highways Department Total Budgeted Expenditures 97 $2,207,284 Mission Statement The Street Division is dedicated to quality customer service by operating, preserving and maintaining Town-owned roadways and traffic control systems safely and efficiently. Department/Division Description The HURF (Highway User Revenue) Fund pays for Street Division personnel and contract work for street repairs, operations, maintenance and improvements. Major Street Division staff responsibilities include crack sealing, asphalt patching, signing, traffic signals, brush removal, storm debris clean up, street sweeping and street related emergency responses. The Division provides vehicle maintenance services for the entire Town fleet and traffic barricading for Town approved and sponsored special events. Contracted tasks include construction and renovation of streets, sidewalks, drainage facilities. Contracted major street maintenance items include concrete curb replacement, asphalt reconstruction, asphalt overlays, slurry seal and emulsion seal. Performance Standards The HURF (Highway User Revenue Fund) pays for Street Division personnel and contract work for street repairs, operations, maintenance and improvements. Major Street Division staff responsibilities include crack sealing, asphalt patching, signing, traffic signals, brush removal, storm debris clean up, street sweeping and street related emergency responses. The Division provides vehicle maintenance services for the entire Town fleet and traffic barricading for Town approved and sponsored special events. Contracted tasks include construction and renovation of streets, sidewalks, drainage facilities. Contracted major street maintenance items include concrete curb replacement, asphalt reconstruction, asphalt overlays, slurry seal and emulsion seal FY 2007–2008 Accomplishments Major projects and accomplishments included: Received a grant for a new PM-10 compliant street sweeper. Installed approximately 200 tons of erosion control at various wash crossings. Continued Town-wide replacement of all street name signs and support poles. Stormwater Management Plan requirement by hydro-vacuuming stormwater catch basins. LED retrofit traffic signals for cost savings, increased reliability and improved visibility. Barricading and street closures for all special events (600 man-hours total for 4 special events). Crack sealing in Sections 15, 22, 23,14 town (approximately 15 miles of streets). Street patching in town-wide areas – over 220 tons of asphalt and pot hole patching. Train staff member to become IMSA Level II Traffic Signal Technician. 98 FY 2008-2009 Objectives Implement program for in-house Traffic Signal maintenance & repair. Convert one-third of street name signs to larger, higher visibility signs. Prepare streets in the south central area of town for pavement maintenance activities. Retrofit two traffic signals to LED signal heads for cost savings, increased reliability, and improved visibility. Implement Storm Water Management Plan requirements by increased street sweeping to minimize road debris runoff. Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Road Stripe 31 24 21 13 Slurry Seal 0 34 30 25 Mill & Overlay 0 0 0 3.1 Traffic Signal LED Retrofit 2 2 2 2 Budget Highlights $593,055 Salaries and benefits for Street Superintendent, mechanic, two traffic signal technicians and six street maintenance technicians $28,735 This represents the streets allocation of legal and audit fees $350,870 $122,450 for road maintenance including crackseal material, hot mix and hot tape, guardrail modifications, and replacement barricades and cones. Also includes $18,000 in dump fees for the street sweeper dirt/brush and other road maintenance costs. $114,225 for way finding and street name signs—includes poles and harware $71,735 includes $35,000 reconstruction of signal and Palisades and Shea and additional funds for testing signals, maintenance and emergency signal repairs $38,460 to maintain and repair Street Department heavy equipment and vehicles (crack seal machine, tractors, street sweeper and vehicles) 99 $225,290 $100,000 for streets allocation of liability insurance premium $96,550 for utilities (electricity, fuel, water/sewer and telecommunications) $8,000 for safety gear and shoes, and uniforms $7,500 for mechanic tools, shop supplies and truck supplies $7,850 for professional certifications, dues, training and conferences $3,100 for dust control permit and CDL (Commercial Drivers License) exams $1,009,344 $825,000 transfer to Capital Projects Fund for major road improvements $115,843 transfer to Debt Service fund for annual debt payment $66,491 transfer to Vehicle Replacement Fund for annual depreciation $2,000 for a new printer/fax/copier machine 100 STREET DEPARTMENT FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES Accounting Fees Professional Fees Legal Fees $7,573 $412,533 $6,037 $754 $62,175 $1,578 $6,120 $754 $41,998 $47,342 $2,208 $589,071 $5,375 $1,321 $9,250 TOTAL $15,946 REPAIRS & MAINTENANCE: Vehicle Repairs & Maintenance Road Repair & Maintenance Equipment Rental Building Repairs & Maintenance Equipment Repairs & Maintenance Pavement Management Traffic Signal Repair & Maintenance Street Sign Repair & Maintenance $45,232 $160,694 $0 $6,199 $0 $387,380 $0 $0 TOTAL SUPPLIES & SERVICES: Advertising Conferences Education/Training Dues & Publications License & Permits Electricity Gas & Oil Liability Insurance Office Supplies Tools, Shop Supplies Printing Communication Expense Water/Sewer Travel Uniforms TOTAL CAPITAL OUTLAY Capital Outlay - Vehicles Capital Outlay - Furniture & Equipment Capital Outlay - Improvements $599,505 $99 $3,505 $3,375 $4,295 $0 $21,666 $27,125 $111,870 $595 $6,819 $390 $5,029 $4,561 $69 $8,288 $197,685 $36,597 $0 $0 FY 2006-2007 Actual $7,401 $477,844 $7,000 $655 $77,212 $1,981 $7,056 $960 $49,771 $53,377 $2,389 $685,646 $4,500 $10,500 $9,250 $24,250 $36,330 $194,231 $500 $7,000 $500 $1,410,163 $0 $0 $1,648,724 $250 $3,975 $3,030 $5,550 $0 $30,000 $29,300 $108,700 $1,320 $4,800 $200 $5,450 $3,680 $290 $9,650 $206,195 $30,000 $0 $50,000 FY 2007-2008 Budget $6,530 $405,964 $6,040 $700 $61,904 $1,282 $4,412 $723 $50,391 $45,375 $2,071 $585,392 $8,465 $0 $18,000 $26,465 $36,341 $243,645 $500 $3,000 $500 $1,193,342 $0 $0 $1,477,328 $250 $2,000 $2,950 $5,150 $0 $25,000 $35,000 $103,125 $1,820 $5,050 $240 $5,680 $5,435 $100 $8,000 $199,800 $74,000 $0 $0 FY 2007-2008 Est Actual $7,500 $390,000 $6,000 $700 $57,500 $1,154 $4,400 $700 $25,000 $45,000 $1,800 $539,754 $8,465 $0 $18,000 $26,465 $36,000 $245,000 $0 $4,000 $200 $1,193,342 $0 $0 $1,478,542 $250 $400 $2,000 $3,500 $0 $36,000 $48,000 $95,000 $1,000 $5,500 $0 $5,680 $7,400 $0 $8,000 $212,730 $59,000 $0 $0 FY 2008-2009 Proposed $3,464 $434,724 $6,420 $630 $60,946 $1,373 $4,453 $827 $29,717 $48,201 $2,300 $593,055 $8,735 $0 $20,000 $28,735 $38,460 $122,450 $500 $3,000 $500 $0 $71,735 $114,225 $350,870 $250 $2,000 $2,700 $3,150 $3,100 $36,000 $47,450 $100,000 $1,800 $7,500 $240 $5,700 $7,400 $0 $8,000 $225,290 $0 $2,000 $0 TOTAL CAPITAL OUTLAY $36,597 $80,000 $74,000 $59,000 $2,000 Transfer to VRF Transfer to Debt Service Transfer to CIP $0 $130,217 $0 $0 $135,000 $0 $0 $126,300 $0 $0 $126,300 $0 $66,491 $115,843 $825,000 TOTAL TRANSFERS TOTAL EXPENDITURES $130,217 $135,000 $126,300 $126,300 $1,007,334 $1,569,021 $2,779,815 $2,489,285 $2,442,791 $2,207,284 101 102 01 - General Fund 080 - Planning and Zoning Department Total Budgeted Expenditures 103 $817,373 Mission Statement The Planning and Zoning Department is dedicated to enhancing the quality of life in Fountain Hills through innovative, proven planning techniques, and providing excellent customer service in a professional and timely manner. Department/Division Description The Planning and Zoning Department administers the Town of Fountain Hills planning service. Planning functions include the processing of applications for General Plan amendments, area specific plans, special use permits, temporary use permits, re-zonings, subdivisions, variances, concept site plans, business signage, and other land use related requests. The department provides staff support to the Town Council, the Planning and Zoning Commission, and the Board of Adjustment. Staff represents the Town at intergovernmental meetings, Maricopa Association of Governments committees, boards, and special interest associations, and neighborhood groups. Performance Standards Perform first review plan checks within 20 working days and subsequent plan reviews in 10 working days. Respond to all citizen inquiries within the same working day. Keep the Town Council, Planning and Zoning Commission, Board of Adjustment, and other commissions informed of new legislation and legal rulings pertaining to land use matters. Provide educational opportunities to Planning and Zoning staff as well as members of the Town Council, Planning and Zoning Commission, and Board of Adjustment members on pertinent and evolving land use matters. Ensure that the Town Council approved ordinances are enforced. FY 2007–2008 Accomplishments Town Council approval of a Town environmental policy Coordinated and conducted the first Town electronics recycling event Implemented a mediation program to resolve neighborhood disputes Awarded contract to update the Town General Plan Received a $10,000.00 grant to help defray the cost of the update to the General Plan Completed 2007 update of the Town's Land Use Analysis and Statistical Report Town Center Commercial Zoning District zoning and zoning map changes Town initiated rezoning of vacant downtown property 104 Approved General Plan Amendment and Rezoning of the Ellman Company’s property (former State Trust Land) FY 2008-2009 Objectives Perform first review plan checks within 20-working days Perform subsequent plan review checks within 10-working days Enforce Town ordinances and policies to maintain the Town's quality of life, provide safe living conditions, protect the environment and preserve resources Develop unified ordinance document involving the Town's Zoning and Subdivision Ordinances to streamline and simplify development related ordinance Oversee planning of the Ellman Property Update the Town's General Plan Update Town ordinances such as signs Enhance stewardship of the natural environment Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed First review of plan checks w/i 20 days 95% 95% 99% 99% Subsequent reviews w/i 10 days 95% 95% 99% 99% Budget Highlights $696,040 Staff includes code enforcement, mapping and graphics, planning and zoning $83,150 $32,500 to update the Town’s General Plan (partially grant funded) $38,250 for hazardous materials disposal (partially grant funded) $7,400 for annual cost of mediation program services $5,000 consulting services for GIS system 105 $3,175 Vehicle and printer equipment maintenance $27,823 Mapping and graphics office supplies, recording fees, public notices, professional memberships, training and conferences $7,185 Transfer to Internal Service Fund for vehicle replacement PLANNING & ZONING FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Recruitment Costs Disability Insurance TOTAL Professional Fees TOTAL REPAIRS & MAINTENANCE: Vehicle Repairs & Maintenance Office Equipment Repairs & Maintenance TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Gas & Oil Expense Office Supplies Tools & Equipment Postage & Delivery Printing Communications Expense Meeting Expense Uniforms TOTAL CAPITAL EXPENDITURES Capital Expenditures - Vehicles $1,309 $453,238 $6,975 $876 $53,337 $1,533 $6,097 $716 $4,444 $48,786 $0 $1,977 $2,181 $479,519 $8,360 $600 $60,760 $1,990 $6,670 $850 $6,600 $50,670 $0 $2,360 $579,288 $620,560 $130,634 $163,100 $130,634 $163,100 $410 $1,238 $600 $400 $1,647 $1,000 $2,306 $8,579 $2,087 $4,637 $4,026 $5,981 $0 $0 $3,266 $2,323 $435 $466 $1,500 $8,090 $2,850 $3,392 $3,000 $9,467 $0 $0 $3,200 $1,800 $500 $365 $34,107 $34,164 $0 $0 $0 $509,700 $7,440 $730 $70,630 $1,660 $4,300 $730 $6,770 $52,130 $0 $2,150 $656,240 $170,900 $170,900 $700 $1,000 $1,700 $1,800 $7,200 $3,150 $4,360 $3,360 $9,467 $0 $0 $1,500 $2,832 $500 $630 $34,799 $29,000 $150 $462,000 $6,550 $700 $74,000 $1,200 $5,200 $740 $3,000 $51,000 $0 $2,150 $606,690 $112,750 $112,750 $1,310 $925 $2,235 $1,500 $7,157 $2,405 $2,500 $4,400 $5,402 $0 $0 $1,500 $2,082 $467 $646 $28,059 $26,000 $0 $537,900 $7,860 $670 $74,840 $1,880 $5,720 $970 $4,210 $59,170 $0 $2,820 $696,040 $83,150 $83,150 $1,425 $1,750 $3,175 $1,700 $4,224 $1,703 $2,644 $4,500 $8,450 $50 $672 $1,325 $1,440 $290 $825 $27,823 $0 TOTAL CAPITAL EXPENDITURES $0 $0 $29,000 $26,000 $0 Transfer to VRF $0 $0 $0 $0 $7,185 TOTAL $0 $0 $0 $0 $7,185 $745,675 $818,824 $892,639 $775,734 $817,373 TOTAL EXPENDITURES 106 01 - General Fund 060 - Building Safety Total Budgeted Expenditures 107 $603,965 Mission Statement The Building Safety Division of the Planning & Zoning Department is dedicated to providing the highest quality construction permitting, plan review and building inspection services in a responsive and customer friendly manner. The Building Safety Division processes applications for permits to construct homes, commercial buildings, fences, pools, and any other structures. The division serves as a receiving and processing center for internal review of these plans. The division's review and inspection staff includes a building official, two certified residential plan examiners, three certified building inspectors and two permit technicians to assure compliance with the adopted building codes by the Town. The Building Safety Division also issues numerous reports regarding building activity to other public agencies. Performance Standards Inspector must complete 20-inspections per working day All requested plan reviews shall be processed within 15-working days All scheduled inspections shall be completed within 24-hours FY2007-2008 Accomplishments Revised the Town Code to adopt the 2006 International Building Codes Reviewed 700 building plans and permit applications Performed 10,140 commercial and residential building inspections FY2008-2009 Objectives Provide increased building code enforcement of unpermitted construction activities Provide adequate training to meet the Insurance Service Organization's minimum requirements for full points on Town survey Continue to educate the staff, businesses, and the community about new code's implemented Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Complete 20 inspections per day 90% 90% 95% 98% Plan reviews processed within 15 working days 90% 90% 95% 98% Inspections completed within 24 hours 90% 90% 95% 98% 108 Budget Highlights $567,000 One building official, two certified residential plan examiners, three certified building inspectors and two permit technicians $25,967 $13,157 for all Building staff training at the annual AZBO (Arizona Building Officials) training to maintain certifications. The Town’s goal is to maintain an effective Insurance Services Office (ISO) rating for the community; this commitment requires continued investment in building staff training. $6,000 for fuel for four (4) vehicles $6,810 for routine office supplies, telecommunication fees and safety Equipment $10,149 Transfer to Vehicle Replacement Fund (VRF) for depreciation of vehicles 109 BUILDING SAFETY FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES Professional Fees TOTAL REPAIRS & MAINTENANCE: Vehicle Maintenance Equipment Maintenance TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Gas & Oil Expense Office Supplies Tools, Shop Supplies Printing Communications Expense Meeting Expense Uniforms TOTAL CAPITAL EXPENDITURES Capital Outlay - Vehicles TOTAL CAPITAL EXPENDITURES Transfer to VRF TOTAL TOTAL EXPENDITURES FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed $532 $409,824 $5,681 $773 $55,403 $1,445 $5,925 $849 $8,334 $45,113 $1,711 $535,591 $6,087 $439,413 $6,500 $500 $68,500 $1,800 $6,900 $1,100 $9,100 $49,000 $2,200 $591,100 $0 $411,000 $6,000 $600 $65,000 $1,300 $4,900 $800 $9,400 $45,200 $2,100 $546,300 $500 $410,000 $5,700 $500 $66,000 $1,200 $4,500 $700 $4,800 $43,000 $2,000 $538,900 $0 $433,300 $6,300 $500 $64,400 $1,400 $4,600 $900 $5,600 $47,700 $2,300 $567,000 $0 $45,717 $0 $0 $0 $0 $45,717 $947 0 $1,250 $947 $1,250 $0 $0 $6,754 $1,080 $5,014 $1,983 $15 $1,504 $3,060 $0 $108 $500 $2,125 $9,910 $2,190 $5,650 $2,500 $250 $1,950 $3,200 $150 $500 $19,518 $28,925 $27,748 $29,000 $0 $0 $0 $800 $800 $849 $800 $500 $1,850 $11,110 $1,690 $6,000 $2,500 $250 $2,050 $3,000 $150 $500 $29,600 $29,000 $800 $849 $350 $1,200 $7,600 $1,206 $5,600 $2,334 $200 $1,315 $3,000 $50 $0 $100 $1,975 $9,967 $1,575 $6,000 $2,000 $200 $1,200 $2,400 $0 $550 $22,855 $25,948 $25,967 $0 $27,748 $29,000 $29,000 $25,948 $0 0 0 0 0 10,149 $0 $0 $0 $0 $10,149 $583,804 $695,992 $605,700 $588,503 $603,965 110 01 - General Fund 081 - Recreation Department Total Budgeted Expenditures 111 $715,389 Mission Statement The mission of the Fountain Hills Parks and Recreation Department is to enhance the quality of life by providing and maintaining safe, available, and accessible parks and recreation services that will meet the intellectual, social, cultural, and leisure needs of all residents. Department/Division Description The Parks and Recreation Department is responsible for providing safe and accessible recreation services for all age groups. Parks and Recreation services include adult and youth sports, pre-school programs, cultural programs, teen services, outdoor programs, special events, special interest classes, adult education classes, and after school programs. The department also oversees a growing trails system. Performance Standards Increase participation through unique marketing techniques, such as web marketing and e -newsletters. Increase the department’s volunteer base and continue to explore and use creative methods to recognize volunteers. Provide Little League Baseball, Soccer Club, Pop Warner Football and Cheerleading with assistance to help ensure the success of their respective organizations. Solicit special event sponsorship from community organizations and businesses. FY 2007–2008 Accomplishments Received over $1 million in grants for both recreation programs and park development; including $774,920 from the Arizona State Parks Heritage Fund, $252,000 from the Arizona Tourism and Sports Authority, $1,000 from Target Corporation; and $3,400 from the Arizona Commission on the Arts. The Town and Parks and Recreation Department was recognized by the Arizona Parks and Recreation Association with an award: the state-wide APRA Basketball Bonanza program was acknowledged with the Outstanding Sports Program. The program was developed by Recreation Supervisor Bryan Hughes in 2000 and is a result of a partnership with the APRA, the Phoenix Suns and over 25 communities from around Arizona. Movies in the Park continued at Fountain Park, with three movies being presented, and sponsorship from numerous local businesses. Partnered with the Boys and Girls Clubs of Greater Scottsdale – McKee Branch to offer ―Fountain Hills Youth Basketball‖, which included the fifth year of a partnership with the Phoenix Suns Jr. Suns / Jr. Mercury to enhance our Youth Basketball program. Continued to provide expanded opportunities to utilize park facilities by the local youth sports organizations, which include Little League Baseball, Soccer Club, and Pop Warner Football and Cheerleading. FY 2008-2009 Objectives Provide excellent customer service including information referral, quality programs and ease of registration. 112 Provide staff support to all events and activities scheduled at all town parks. Work closely with Fountain Hills Unified School District to assist with scheduling and maintenance of facilities utilized by the Parks and Recreation Department. Identify new recreation and leisure education programs to be offered in 2009-2010. Provide two new events that could grow to 2,000 or more participants. Performance Indicators Description FY 2005-06 Actual Recreation Programs Offered FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed 425 400 350 375 1,045 1,040 1,096 1,050 475 548 495 502 $138,733 $134,869 $135,000 $155,683 $18,460 $18,350 $13,000 $15,000 Youth Sports Organizations/Facility Bookings FHUSD Facility Bookings Recreation Program Revenue Facility Rental Revenue Budget Highlights $519,070 Staff includes Parks & Recreation Director, Recreation Supervisor, Executive Assistant and program coordinators and aides $161,684 $11,524 for special interest programs such as art instruction, exercise classes $9,337 for programs for youth and teens including Mayors Youth Council $60,780 for community events such as Ballet Under the Stars, Concerts in the Park, St. Patrick’s Day Celebration, Eggstravaganza including support from commercial sponsorships and two new events $31,204 for sports activities such as basketball, softball, tennis, tennis, volleyball $31,075 $2,960 $48,830 proportionate share of printing Parks & Recreation Activity Guide Office and program supplies, promotional materials, Arizona Parks & Recreation Association (APRA) membership, education/training and conference. Monthly fee associated with mobile telephones Vehicle depreciation transfer to Vehicle Replacement Fund (VRF) 113 RECREATION FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES Special Programs Youth and Teens Community Events & Programs Sports Activities Constituent Communications McDowell Mountain Preservation TOTAL REPAIRS & MAINTENANCE: Vehicle Maintenance & Repair Office Equipment Maintenance TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Electricity Expense Gas & Oil Expense Office Supplies Printing Communications Expense Water/Sewer Meeting Expense Uniforms Bank Charges TOTAL FY 2006-2007 Actual $4,525 $315,255 $12,012 $1,235 $24,621 $729 $2,224 $295 $7,032 $22,705 $941 FY 2007-2008 Budget $2,702 $342,698 $12,000 $1,000 $34,500 $900 $3,300 $500 $8,420 $25,600 $1,200 $391,573 $432,820 $43,119 $10,204 $0 $45,566 $27,146 $434 $43,190 $12,461 $0 $42,975 $33,500 $1,400 $126,469 $133,526 $900 $1,499 $1,500 $600 $2,399 $2,100 $5,983 $6,498 $726 $1,472 $0 $1,011 $8,981 $3,110 $4,214 $0 $569 $2,830 $1,396 $3,000 $6,150 $1,800 $1,300 $4,125 $1,000 $7,500 $2,000 $4,640 $800 $500 $3,000 $2,100 $36,790 $37,915 FY 2007-2008 Est Actual $0 $411,103 $12,300 $1,900 $39,400 $1,000 $2,900 $500 $10,220 $31,300 $1,600 $512,223 $71,650 $15,575 $0 $42,492 $35,000 $500 $165,217 $1,500 $250 $1,750 $3,000 $7,500 $1,000 $1,135 $4,125 $500 $7,500 $1,500 $5,600 $800 $500 $3,000 $500 $36,660 FY 2008-2009 Proposed $4,000 $400,000 $14,000 $1,500 $30,600 $800 $2,100 $350 $4,700 $25,000 $1,200 $484,250 $44,110 $11,000 $0 $42,000 $40,000 $0 $137,110 $600 $0 $0 $431,440 $15,000 $1,800 $27,900 $900 $2,200 $300 $5,930 $32,100 $1,500 $519,070 $11,524 $9,337 $60,780 $31,204 $48,839 $0 $161,684 $500 $100 $600 $600 $650 $7,000 $2,000 $750 $0 $500 $7,500 $2,000 $5,300 $0 $800 $4,000 $1,800 $2,500 $1,500 $3,450 $1,275 $0 $500 $8,000 $1,500 $5,600 $0 $1,750 $3,000 $2,000 $32,300 $31,075 CAPITAL EXPENDITURES Capital Outlay - Equipment $0 $7,500 $0 $0 $0 TOTAL CAPITAL EXPENDITURES $0 $7,500 $0 $0 $0 Transfer to VRF $0 $0 $0 $0 $2,960 $0 $0 $0 $0 $2,960 TOTAL EXPENDITURES $557,231 $613,861 114 $715,850 $654,260 $715,389 01 - General Fund 004 - Fountain Park Location 005 - Desert Vista Neighborhood Park Location 006 - Four Peaks Park Location 007 – Golden Eagle Park Total Parks $1,221,523 115 Fountain Park Mission Statement The park staff is dedicated to maintaining over 114 acres of park land throughout the Fountain Hills park system by professionally maintaining and operating each park’s facilities and amenities to enhance the beauty, value, and quality of the park’s environment; while continuing to provide quality recreation opportunities as well as safe and clean parks. Department/Division Description Fountain Park is a 63-acre passive recreation facility that is the signature park of the community and home of the Town’s world famous fountain. The Town acquired the park on May 1, 1997, from MCO Properties, Inc. The park was built in 1970 and includes 33 acres of turf, a 30-acre million gallon effluent lake, a pump house station, a dam, 18-hole disc golf course, restroom/control building, two children’s playgrounds, approximately 9,480 linear feet of walkways, five ramadas with picnic tables and grills, and two parking lots. Additional amenities include the beautiful Veterans’ Memorial, an amphitheater and the Rotary Centennial Splash Park. Several park improvement projects were completed in 2007 including the installation of a new irrigation system, 2,280 linear feet of new concrete walking path along the west side of the lake and 18 new disc golf tee pads. Performance Standards Provide safe and clean facilities daily. Secure restroom/control buildings and park entry gates daily. Prepare and line all ball fields for scheduled activities. Maintain efficient, consistent runtimes of the Fountain. Maintain athletic facilities at standards acceptable for all scheduled sports activities. Maintain safe and healthy green turf. Maintain an accident free work place. Provide excellent customer service. Provide safe, clean accessible trails. FY 2007–2008 Accomplishments Maintained our high standards of maintenance for all park amenities and facilities. Completed Fountain Park Capital Improvements that included the new irrigation system, 18 disc golf tee pads, new concrete walking path 2,280 linear feet and landscaping adjacent to the Rotary Splash Park. Installed turf behind the Fountainside Plaza. Installed turf in area adjacent to the south side of playgrounds. 116 Installed several new memorial park benches and trees at several parks. Continued the St. Patrick’s Day annual event with two scheduled times for dyeing the fountain green. Installed new irrigation & pump-station. Upgraded disc golf tee pads. Installed a new replacement Cla-valve to upgrade the Fountain equipment. Initiated a turf enhancement program to improve turf aesthetics. Resurfaced all parking lots. Landscaped the area adjacent to the Rotary Splash Park and installed sod behind the Plaza. FY 2008-2009 Objectives Continue to provide quality support for Special Events in the park. Continue to reduce the year round migratory bird population at Fountain Lake. Clean up of pump house building and yard to allow for tours of the facility. Improve summer and fall turf appearance throughout the park with continued turf enhancement program. Program irrigation controller to achieve better overnight-run times. Complete park signage projects throughout the park. Install new replacement Cla-valve to continue upgrades to fountain equipment. Continue to successfully mitigate issues with Fountain Lake water quality. Research memorial benches to replace the current bench style. 117 Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Mowing Frequency 42 weeks 42 weeks 42 weeks 42 weeks Turf Aeration 2 x annually 2 x annually 2 x annually 4 x annually Pre Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually Post Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually Park Facility Bookings 108 100 110 120 Budget Highlights $50,500 Staff to oversee maintenance of park facilities $27,300 Contract for monitoring algae, oxygen, odor management and water maintenance for Fountain Lake $225,567 $83,998 annual landscape contract for mowing, aeration, tree trimming, scalping (increase of 81% due to improvements to fertilization program to keep turf green) $32,000 maintenance and repairs of pump, including Cla-valve replacement $27,225 for fertilization program for new turf $24,000 for soil prep, seed and herbicide $12,000 for janitorial and maintenance supplies for public restrooms $12,000 for seed and liquid fertilizer $3,500 for replacement of damaged trees $30,000 new sod in various areas of the park $135,669 $129,334 electricity and water (SRP rate increase 4%) $6,335 miscellaneous tools, professional fees and training, office supplies $5,000 New park signage for information Turf Enhancement Program Highlights The following items have been added to the Fountain Park Turf Management Program in FY 2008-09 $ 8,000 $10,000 $27,000 $30,000 Additional soil preparation and turf enhancements Rye and Bermuda seed plus hydroseeding Granular fertilizer necessary to stimulate new turf growth New sod in various areas of the park 118 FOUNTAIN PARK FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES: Professional Fees Engineering/Design Fees $230 $22,188 $325 $111 $4,202 $120 $369 $57 $1,420 $2,466 $152 $31,639 $5,755 0 FY 2006-2007 Actual FY 2007-2008 Budget $355 $37,045 $560 $60 $10,610 $150 $1,060 $150 $2,440 $4,120 $190 $56,740 $2,000 0 TOTAL $5,755 $2,000 REPAIRS & MAINTENANCE: Vehicle Maintenance/Repair Equipment Rental Building Repairs/Maintenance Equipment Repair Field and Park Maintenance Mowing/Landscape Maintenance $700 $1,633 $20,207 $15,080 $21,527 $63,006 $1,000 $1,500 $12,600 $15,000 $41,500 $76,661 TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Licenses & Permits Electricity Expense Gas & Oil Expense Office Supplies Tools, Shop Supplies Printing Communications Expense Water/Sewer/Trash Uniforms TOTAL CAPITAL EXPENDITURES Capital Outlay - Vehicles Capital Outlay - Improvements TOTAL Transfer to VRF TOTAL TOTAL EXPENDITURES $122,154 $0 $125 $95 $320 $0 $94,482 $1,719 $0 $590 $153 $219 $17,487 $704 $115,894 $0 $0 $0 $148,261 $0 $150 $500 $400 $0 $119,000 $1,900 $0 $1,000 $300 $250 $15,500 $1,000 $140,000 $20,500 $1,172,968 $1,193,468 $0 $0 FY 2007-2008 Est Actual $1,000 $40,200 $610 $70 $8,720 $130 $600 $90 $2,660 $4,530 $210 $58,820 $28,000 0 $28,000 $1,000 $1,500 $23,311 $31,600 $34,500 $79,267 $171,178 $1,000 $250 $500 $300 $0 $109,000 $1,000 $0 $1,000 $300 $900 $10,000 $1,000 $125,250 $0 $0 $0 $0 FY 2008-2009 Proposed $200 $32,500 $600 $100 $1,690 $100 $100 $50 $2,000 $2,600 $130 $40,070 $7,500 0 $7,500 $500 $1,250 $23,000 $29,700 $38,000 $79,267 $171,717 $0 $250 $200 $440 $0 $120,000 $3,000 $0 $700 $0 $800 $9,500 $900 $135,790 $0 $0 $0 $0 $250 $42,850 $640 $60 $0 $140 $0 $0 $1,590 $4,740 $230 $50,500 $27,300 0 $27,300 $1,000 $4,100 $12,000 $32,000 $92,469 $83,998 $225,567 $0 $250 $600 $195 $300 $119,028 $2,000 $100 $1,000 $200 $1,065 $10,306 $625 $135,669 $0 $5,000 $5,000 $2,067 $0 $0 $0 $0 $2,067 $275,442 $1,540,469 $383,248 $355,077 $446,103 119 Four Peaks Park Mission Statement The park staff is dedicated to maintaining over 114 acres of park land throughout the Fountain Hills park system to department standards. First by professionally maintaining and operating each park’s facilities and amenities to enhance the beauty, value, quality of the park’s environment; and continuing to provide quality recreation opportunities, safe and clean parks, and superior park beautification. Department/Division Description Four Peaks Park is a 14-acre recreation facility adjacent to Four Peaks Elementary School. The Parks and Recreation Department acquired approximately 9.9 acres of land from the School District in May 2001, bringing the total acreage of the park to 14 acres. The park currently includes the north soccer field with seating, the south athletic multi-purpose field with lights, two softball fields, two lighted tennis courts, two lighted basketball courts, two children’s playgrounds, a restroom/control building, one ramada with a grill, and parking for 20 vehicles. Several renovations were finished in 2007, including the new shade structure to cover the west playground, a new ADA (American with Disabilities Act) compliant swing and new light timer clock for the south athletic field lights. The master plan for Four Peaks Park will be updated during the FY 2008/09 to show any past changes and future upgrades to the park. Performance Standards Provide safe and clean facilities daily. Secure restroom/control buildings and park entry gates daily. Prepare and line all ball fields for scheduled activities. Maintain efficient, consistent runtimes of the Fountain. Maintain athletic facilities at standards acceptable for all scheduled sports activities. Maintain safe and healthy green turf. Maintain an accident free work place. Provide excellent customer service. FY 2007–2008 Accomplishments Provided support services and field preparation to Boys and Girls Club and Four Peaks Elementary School personnel and associated sports activities. Upgraded turf and field conditions at the park. Maintained high standards of maintenance for all park amenities and facilities. Installed a surveillance camera system at restroom control building. 120 Installed lights at rear of restroom control building. Installed new drinking fountains in front of building. Installed new shade canopy over west playground equipment. Resurfaced parking lots. FY 2008-2009 Objectives Meet with neighborhood watch groups to demonstrate low water use techniques. Reduce potable water cost at the facility through efficient irrigation programming. Work with Fountain Hills Little League with field usage and maintenance. Improve field and turf conditions on all fields through better aeration practices. Complete demolition of concession stand and bus barn facility. Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Mowing Frequency 42 weeks 42 weeks 42 weeks 42 weeks Turf Aeration 2 x annually 2 x annually 2 x annually 4 x annually Pre Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually Post Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually Park Facility Bookings 550 525 487 400 $52,510 Budget Highlights Staff for maintenance of turf and equipment $49,908 $23,918 for mowing, scalping, mulch and tree trimming (contract) $14,400 for athletic fields lighting, stabilizer, fertilizer, seed $9,340 includes fee for bus barn demolition, repairs to electric, janitorial $40,022 $34,540 utilities for park, fuel for one (1) vehicle, office supplies, telephone $12,966 Tennis court resurfacing (last done in 2004) 121 FOUR PEAKS NEIGHBORHOOD PARK SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES: Professional Fees TOTAL REPAIRS & MAINTENANCE: Vehicle Maintenance/Repair Equipment Rental Building Repairs/Maintenance Field Preparation/Maintenance Mowing/Landscape Maintenance TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Electricity Expense Gas & Oil Expense Office Supplies Tools, Shop Supplies Printing Communications Expense Water/Sewer/Trash Uniforms TOTAL CAPITAL EXPENDITURES Capital Outlay - Vehicles Capital Outlay - Improvements TOTAL Transfer to VRF TOTAL TOTAL EXPENDITURES FY 2005-2006 Actual FY 2006-2007 Actual $885 $7,196 $105 $66 $833 $11 $37 $11 $467 $889 $13 FY 2007-2008 Budget $336 $35,164 $530 $60 $10,610 $150 $1,060 $150 $2,320 $3,900 $180 $10,513 $54,460 $0 $45,000 $0 $45,000 $286 $219 $13,268 $18,878 $18,802 $700 $1,000 $7,800 $20,000 $22,000 $51,453 $51,500 $0 $0 $0 $0 $12,526 $1,843 $0 $1,149 $0 $0 $23,379 $99 $400 $225 $200 $250 $14,000 $1,400 $100 $700 $100 $220 $18,080 $1,000 $38,995 $36,675 $0 $92,657 $9,000 $10,000 $92,657 $19,000 $0 $0 FY 2007-2008 Est Actual $250 $37,360 $560 $70 $5,630 $120 $390 $60 $2,490 $4,140 $190 $51,260 $45,000 $45,000 $700 $1,800 $7,000 $21,700 $22,748 $53,948 $200 $225 $550 $250 $10,000 $1,400 $100 $500 $100 $276 $15,000 $1,000 $29,601 $17,000 $0 $17,000 $0 FY 2008-2009 Proposed $0 $37,400 $550 $70 $6,250 $108 $395 $63 $2,000 $4,150 $180 $51,166 $0 $0 $200 $600 $7,000 $22,000 $23,000 $52,800 $0 $225 $250 $180 $9,600 $2,100 $0 $500 $0 $500 $15,000 $800 $29,155 $18,300 $0 $18,300 $0 $250 $39,430 $590 $60 $5,580 $120 $390 $60 $1,460 $4,360 $210 $52,510 $0 $0 $500 $1,750 $9,340 $14,400 $23,918 $49,908 $0 $225 $550 $345 $11,040 $1,900 $100 $500 $100 $1,140 $23,500 $622 $40,022 $0 $12,966 $12,966 $3,211 $0 $0 $0 $0 $3,211 $193,619 $206,635 $196,809 $151,421 $158,617 122 Golden Eagle Park Mission Statement The park staff is dedicated to maintaining over 114 acres of park land throughout the Fountain Hills park system by professionally maintaining and operating each park’s facilities and amenities to enhance the beauty, value, and quality of the park’s environment; while continuing to provide quality recreation opportunities as well as safe and clean parks Department/Division Description Golden Eagle Park is a 25-acre active recreation facility adjacent to Fountain Hills High School. The park includes four multi-purpose lighted ball fields with covered dugouts and seating for 550 spectators, four lighted tennis courts with a shaded waiting area, two lighted basketball courts with bleachers, two lighted sand volleyball courts with a shower tower, a shaded tot lot, a shaded children’s playground with a shaded seat wall, a 2,500 square foot restroom/control building, three parking lots with a total of 223 parking spaces, three picnic ramadas with grills, one pedestrian foot bridge, eight chilled drinking fountains, a horseshoe pit, two open turf areas, a large equipment storage yard, and over one mile of sidewalks and concrete pathways. Golden Eagle Park is the first facility to complete all phases of capital improvements. Performance Standards Provide safe and clean facilities daily. Secure restroom/control buildings and park entry gates daily. Prepare and line all ball fields for scheduled activities. Maintain efficient, consistent runtimes of the Fountain. Maintain athletic facilities at standards acceptable for all scheduled sports activities. Maintain safe and healthy green turf. Maintain an accident free work place. Provide excellent customer service. Provide safe, clean accessible trails. FY 2007–2008 Accomplishments Provided support services and field preparation for various Fountain Hills sports organizations such as Little League, the Soccer Club, Pop Warner Football, the Senior Softball program, and the Men’s Softball League. Provided support services and field preparation to High School, Middle School, and Four Peaks Elementary School personnel and associated sports teams. Upgraded turf and ball-field conditions at the park. Installed a camera surveillance system at the building and at the Saguaro Ramada. Resurfaced all three parking lots. 123 Finished FEMA 100 year flood requirements for restroom control building. Installed a grass infield on field #4 for Little League games this season. Re-lamped ball-field lighting on field #1. FY 2008-2009 Objectives Continue to reduce vandalism in the parks through cost effective methods and actions. Continue a high level of support for all sports, special events and recreational activities in the park. Promote low water use techniques and plants to the community through onsite demonstrations. Maintain park amenities, courts, ball fields, landscaping, and building with a high level of service. Cross train field supervisors on restroom and field maintenance. Complete FEMA 100 year flood compliance requests. Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Mowing Frequency 42 weeks 42 weeks 42 weeks 42 weeks Turf Aeration 2 x annually 2 x annually 2 x annually 4 x annually Pre Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually Post Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually Park Facility Bookings 1,936 2,012 1,728 1,800 124 Budget Highlights $290,020 Wages and salaries includes Park Supervisor, Park Operations Lead and two (2) groundskeepers $106,576 $41,100 for fertilizer, rye seed, mulch, stabilizer, field marking paint and replacement plants; ballfield light repairs $32,426 mowing, tree trimming, and GEP trailhead maintenance $25,050 for painting ramadas, poles and block walls; fence repairs, maintenance for restroom and drinking fountains $6,000 maintenance for two (2) John Deere gators $63,259 $45,260 electric and water utilities for park $6,000 fuel for three (3) trucks, gators and mule utility vehicle $4,500 for tools and shop supplies $2,480 safety equipment and uniforms $56,130 $6,130 Surveillance cameras (2) added to existing cameras for increased monitoring for vandalism and Kubota 3 spool valve and tilt kit for backhoe $50,000 resurface four tennis courts (last resurfaced in 2004) and replace playground equipment at tot lot 125 GOLDEN EAGLE PARK SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL FY 2005-2006 Actual FY 2006-2007 Actual $585 $154,059 $2,166 $271 $20,383 $560 $2,301 $338 $9,603 $17,000 $602 $207,867 FY 2007-2008 Budget $1,001 $163,899 $2,420 $240 $23,720 $680 $2,510 $410 $10,830 $18,140 $820 $224,670 CONTRACT SERVICES: Contractual Services TOTAL REPAIRS & MAINTENANCE: Vehicle Maintenance/Repair Equipment Rental Building Repairs/Maintenance Field Preparation/Maintenance Mowing/Landscape Maintenance TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Licenses & Permits Electricity Expense Gas & Oil Expense Office Supplies Tools, Shop Supplies Printing Communications Expense Water/Sewer/Trash Uniforms TOTAL CAPITAL EXPENDITURES Capital Outlay - Vehicles Capital Outlay- Furniture & Equipment Capital Outlay - Improvements TOTAL Transfer to VRF TOTAL TOTAL EXPENDITURES 0 0 $5,415 $1,252 $28,921 $49,895 $22,196 $7,400 $1,500 $24,300 $41,400 $28,350 $107,679 $102,950 $0 $560 $285 $480 $0 $34,554 $5,350 $65 $3,210 $236 $1,150 $9,502 $2,779 $100 $1,100 $800 $400 $0 $33,800 $5,200 $100 $4,700 $100 $1,300 $7,680 $3,416 $58,172 $58,696 $0 $0 $28,025 $17,700 $0 $18,000 $28,025 $35,700 $0 $0 FY 2007-2008 Est Actual FY 2008-2009 Proposed $1,000 $232,350 $3,430 $560 $39,110 $770 $3,000 $470 $14,750 $25,670 $1,170 $322,280 $800 $170,000 $3,200 $400 $27,000 $600 $2,500 $375 $5,600 $18,500 $700 $229,675 $500 $218,440 $3,200 $390 $30,400 $700 $2,490 $590 $8,080 $24,080 $1,150 $290,020 $300,000 $0 $0 300,000 0 0 $5,700 $2,000 $35,700 $44,500 $29,314 $117,214 $100 $1,100 $800 $400 $0 $33,800 $5,600 $100 $5,800 $100 $1,300 $8,100 $3,500 $60,700 $23,600 $0 $30,870 $54,470 $0 $3,700 $1,400 $35,000 $40,000 $29,314 $109,414 $0 $500 $700 $400 $0 $28,000 $5,600 $100 $5,300 $50 $1,300 $6,400 $3,500 $51,850 $52,678 $0 $30,870 $83,548 $0 $6,000 $2,000 $25,050 $41,100 $32,426 $106,576 $50 $1,100 $800 $880 $300 $35,100 $6,000 $100 $4,500 $100 $1,680 $10,160 $2,489 $63,259 $0 $6,130 $50,000 $56,130 $9,773 $0 $0 $0 $0 $9,773 $401,743 $422,016 $854,664 $474,487 $525,758 126 Desert Vista Park Mission Statement The park staff is dedicated to maintaining over 114 acres of park land throughout the Fountain Hills park system by professionally maintaining and operating each park’s facilities and amenities to enhance the beauty, value, and quality of the park’s environment; while continuing to provide quality recreation opportunities as well as safe and clean parks Department/Division Description Desert Vista Park is an all turf 12-acre park located between Desert Vista and Tower Drives, south of Tioga Drive. The Town acquired this site on May 21, 1998, from MCO Properties, Inc. The Town has fenced 3.5 acres that is used as an Off-Leash Recreational Facility and uses the remainder of the park for soccer and open field play. In January 2007 the Skate Park was opened and in the fall of 2007 the lights were installed in the dog park with contributions from the Town and ADOG. The lights extend the hours that users are able to utilize the park, particularly during the summer months when it cools off in the evening. The second major phase of improvements for the Off Leash Facility and 9 acres of open turf began in the second half of FY 07/08. This includes a restroom control building, playgrounds, ramadas, sidewalks, landscaping, some parking and infrastructure for soccer field lights. These capital improvements will receive significant funding from the Heritage Fund Grant and Arizona Sports and Tourism Authority Grant awarded to the Parks and Recreation Department in 2007. Performance Standards Provide safe and clean facilities daily. Secure restroom/control buildings and park entry gates daily. Prepare and line all ball fields for scheduled activities. Maintain efficient, consistent runtimes of the Fountain. Maintain athletic facilities at standards acceptable for all scheduled sports activities. Maintain safe and healthy green turf. Maintain an accident free work place. FY 2007–2008 Accomplishments Installed lights in the Off Leash Facility. Prepared and lined the turf for F.H. Soccer Club games and practices. Maintained safe and clean operations of the Skate Park. Upgraded turf and field conditions. Continued to work with ADOG for safe and clean operations of the Dog Park. 127 Posted additional park rule signage throughout the dog park and at the skate park FY 2008-2009 Objectives Work with ADOG to continue safe and clean operations of the Off-Leash Recreational Facility. Complete capital improvements budgeted in FY07/08 and FY08/09. Provide F/T Parks Division staff to maintain the amenities and facilities at a higher standard. Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Annual Mowing Frequency 42 times 42 times 42 times 42 times Turf Aeration 2 per year 2 per year 2 per year 4 per year Pre Emergence Spraying 2 per year 2 per year 2 per year 2 per year Post Emergence Spraying 2 per year 2 per year 2 per year 2 per year Park Facility Bookings 57 30 23 25 $24,940 Budget Highlights Groundskeeper (formerly approved Park Ranger position) hired after park improvements are completed (estimated November) $47,836 $9,348 fertilizer, herbicides, repairs to skate park, and field preparation $33,546 mowing contract, scalping and overseeding, aeration $16,352 $14,022 for water and electricity utilities for park $2,330 safety equipment, office supplies, professional dues and training $1,917 Transfer to Vehicle Replacement Fund 128 DESERT VISTA PARK FY 2005-2006 Actual SALARIES & BENEFITS: Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL REPAIRS & MAINTENANCE: Vehicle Repair & Maintenance Equipment Rental Building Repair & Maintenance Equipment Repair & Maintenance Field Preparation/Maintenance Mowing/Landscape Maintenance TOTAL SUPPLIES & SERVICES: Advertising Conferences Training/Continuing Education Dues & Memberships Licenses & Permits Electricity Office Supplies Tools/Shop Supplies Printing Communications Expense Water/Sewer/Trash Uniforms TOTAL Transfers Transfer to VRF TOTAL EXPENDITURES FY 2006-2007 Actual $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $102 $0 $0 $7,663 $26,660 $34,425 $0 $0 $0 $0 $0 $2,777 $0 $80 $0 $0 $788 $0 $3,645 $0 $0 $0 $38,069 FY 2007-2008 Budget $0 $0 $500 $0 $0 $9,400 $31,185 $41,085 $200 $0 $0 $0 $0 $5,300 $0 $200 $0 $0 $740 $0 $6,440 $520,000 $0 $520,000 $567,525 129 FY 2007-2008 Est Actual $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000 $0 $0 $8,950 $32,245 $43,195 $600 $0 $0 $0 $0 $7,500 $0 $200 $0 $0 $4,150 $0 $12,450 $0 $0 $0 $55,645 FY 2008-2009 Proposed $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000 $0 $0 $8,950 $32,000 $42,950 $0 $0 $0 $300 $0 $3,850 $0 $100 $350 $0 $1,200 $0 $5,800 $0 $0 $0 $48,750 $18,700 $280 $60 $2,790 $30 $200 $30 $690 $2,060 $100 $24,940 $600 $1,624 $2,100 $600 $9,348 $33,564 $47,836 $100 $75 $325 $220 $300 $7,488 $200 $200 $300 $210 $6,534 $400 $16,352 $0 $1,917 $1,917 $91,045 130 01 - General Fund 095 - Community Center Department Total Budgeted Expenditures $935,083 131 Mission Statement Like the trademark fountain that stands at the heart of the community, so, too does the Community Center. Its mission is to enhance the quality of life for Fountain Hills’ citizens by providing a gathering place for civic, non-profit and community events, promoting the arts, and developing a conference and convention trade. The Community Center shall be ―All that is Fountain Hills‖. Department/Division Description The Fountain Hills Community Center provides meeting and event space for recreational, civic, educational, commercial, and private events that require seminar, banquet, and classroom or exhibit space. The facilities provide much needed space for public meetings and opportunities for group and individual rentals at affordable prices. Both Senior Services and SeniorNet are also housed in the Community Center building, as well as office space for each entity along with numerous activities such as specialty classes; additionally, clubs and support groups meet here each week. The Center staff works attentively with clients and Town staff to ensure that all rooms and public areas are clean, properly set, and prepared for their use. License agreements ensure that users comply with the policies and procedures as adopted by the Town. Performance Standards The Center shall meet with clients, obtain all necessary event information, discuss rental fees and obtain a signed license agreement within ten working days. Continue a safe working environment for staff and those who use the facility. Clients shall be furnished a detailed scale drawing of their event showing the setup one week prior to the event date. All events shall be properly supervised with Center personnel readily available to assist with clients’ needs. Maintain a clean and organized facility that offers up to date audio visual, sound and other amenities to those who rent the Community Center. Maintain ADA compliance. Outstanding billings for events are to be processed in a prompt manner. Maintain current Arizona State Liquor License for the Center along with continued education and certification for all staff who are involved with events serving alcohol. Continue to coordinate activities for the Senior Activity Center, Recreation Division, and Town related functions and activities. FY 2007–2008 Accomplishments Successfully transitioned the Senior Services division under the Community Center Department. Maintained a close working relationship with the Senior staff and Commission helping to organize the activity schedule and assure that Town procedures were followed. 132 Provided a new socialization area for the Seniors. Replaced carpet throughout all hallways, office space, lobby and classrooms to keep up the appearance of the building. Upgraded WiFi access Installed a hearing assist loop to remain ADA compliant. Installed several new pieces of art work both inside and outside of the Community Center in accordance with the Public Art Master Plan. FY 2008-2009 Objectives Complete carpet replacement in the ballrooms. Continue to promote the Center as a wedding and meeting destination through a marketing campaign that includes exhibits, trade shows, advertising in key publications and networking events. Work on a long range plan to expand the Senior Center. Work with local organizations to finish the Event Circle in order to make it a usable space for events; research grants and other funding sources. Continue joint meetings with both the Community Center Advisory Commission and Senior Services Advisory Commission in order to move forward in a positive manner and meet the needs of both divisions. Finish the comprehensive report on Community Center operations. Restructure the Community Center fee schedule and policies in accordance with the findings of this report. Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Hours of Use 11,201 11,169 11,023 11,253 Attendance 101,706 99,714 95,046 97,897 Number of Bookings 3,862 4,544 4,252 4,382 Revenues $197,779 $199,101 $192,000 $198,600 Cost Avoidance $218,330 $229,959 $234,678 $241,718 133 Budget Highlights $363,704 Salaries and benefits for Director, four (4) operations staff and administrative staff (1.5) $2,369 Community Center proportionate share of printing Parks & Recreation Activity guide $23,185 Maintenance and janitorial supplies for maintaining the building $106,185 $64,040 for $15,700 for $12,200 for $14,245 for supplies $387,000 $387,000 transfer to Municipal Property Corporation (MPC) debt service for annual lease payment $52,640 $40,000 for balance of new carpet to replace worn carpet in ballrooms $12,640 replace 100 padded chairs for events electric and water utilities marketing and promotion of facility bar supplies for weddings and other events professional memberships, training and miscellaneous office 134 COMMUNITY CENTER FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed SALARIES & BENEFITS Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance $745 $260,927 $8,183 $698 $25,842 $662 $2,576 $318 $5,946 $20,611 $973 $1,590 $307,548 $10,980 $744 $32,105 $823 $3,007 $394 $11,142 $22,579 $1,018 $0 $282,155 $11,050 $840 $31,233 $523 $2,291 $361 $8,048 $18,769 $1,017 $500 $275,000 $11,050 $604 $26,805 $530 $2,320 $335 $3,500 $20,800 $900 $1,500 $292,892 $11,100 $756 $27,481 $564 $2,312 $416 $5,357 $20,350 $975 TOTAL 327,481 391,930 356,287 342,344 363,704 CONTRACT SERVICES Bartending Services Professional Fees Constituent Communications $4,519 $260 $0 $3,900 $700 $0 $0 $1,990 $0 $0 $1,990 $0 $0 $400 $1,969 TOTAL $4,779 $4,600 $1,990 $1,990 $2,369 REPAIRS & MAINTENANCE: Building Repairs & Maintenance Office Equipment Repairs & Maintenance $13,590 $1,370 $17,000 $1,320 $17,150 $1,320 $15,250 $1,425 $21,865 $1,320 TOTAL SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications License & Permits Electricity Expense Office Supplies Bar Supplies Printing Communications Expense Water/Sewer/Trash Meeting Expense Uniforms Bank Charges TOTAL CAPITAL EXPENDITURES Capital Outlay - Equipment Capital Outlay - Improvements TOTAL Transfer to Debt Service $14,960 $14,004 $2,028 $199 $912 $0 $40,962 $7,162 $12,198 $524 $2,750 $12,177 $0 $210 $1,406 $94,531 $18,320 $19,350 $3,100 $825 $545 $0 $47,000 $7,150 $14,000 $1,500 $2,900 $13,700 $150 $900 $2,140 $113,260 $0 $0 $0 $387,000 $0 $387,000 $18,470 $17,325 $1,200 $700 $175 $0 $43,300 $4,800 $14,000 $1,500 $3,300 $9,550 $150 $900 $2,140 $99,040 $5,000 $5,000 $387,000 $16,675 $17,325 $0 $1,750 $450 $0 $46,073 $4,500 $7,500 $500 $3,300 $10,600 $100 $900 $100 $93,098 $0 $0 $387,000 $23,185 $15,700 $900 $1,350 $200 $550 $50,040 $3,300 $12,200 $1,200 $3,200 $14,000 $150 $895 $2,500 $106,185 $12,640 $40,000 $52,640 $387,000 TOTAL $387,000 $387,000 $387,000 $387,000 $387,000 TOTAL EXPENDITURES $828,751 $915,110 $867,787 $841,107 $935,083 135 136 01 - General Fund 096 - Senior Services Total Budgeted Expenditures 137 $209,860 Mission Statement To help community seniors maintain their independence and improve the quality of their lives by providing a comprehensive and coordinated community-based system of services and opportunities. To collaborate with other agencies and organizations who provide and/or support programs and social services for seniors. Department/Division Description Senior Services Division reports to the Director of the Community Center and has the following major programs: Home Delivered Meals, fitness and educational programs, community activities, day and overnight trips, socialization activities and social services including support groups and other scheduled social services. Performance Standards The Senior Activity Center will assist customers with program information and registration. Continue a clean and safe working environment for staff and those who come into our center. Provide coordination of the Home Delivered Meals program and Medical Equipment Loan program. Provide assistance to our program and support group coordinators. FY 2007–2008 Accomplishments Senior Services used all dedicated space and continues to review/monitor program space. Added new programs: demo for Pegs & Jokers, Hand & Foot cards, Quilting classes, Mah Jongg, Spanish 1, Men's Discussion group, and Wii games. Streamlined the Home Delivered Meals route sheets, tracking system and payment processing systems. Held two Senior Activity EXPO’s with attendance of more than 300 for each event Held one Health Fair with attendance of approximately 300 Worked to build positive relationship with members and Senior Advisory Commission. Revised procedure for Medical Equipment loan program. Organized office space to provide functional work stations for staff. Implemented a new identification card for members to use when participating in programs. FY 2008-2009 Objectives 138 Increase membership by 5% to 1094 Obtain support funding for new van Develop stronger support groups and seek out qualified coordinators Provide interesting and affordable trips for seniors Help seniors maintain independence and adequate nutrition through the Home Delivered Meals Program Help new residents and winter visitors establish a network of friends by providing opportunities for socialization Help seniors maintain and/or improve their health by offering exercise and preventative fitness classes, information on nutrition, hearing and blood pressure screenings, and providing flu shots for the community Sponsor Annual Health Fair and annual Senior Activities EXPO. Performance Indicators Description FY 2005-06 Actual FY 2006-07 Actual FY 2007-08 Estimate FY 2008-09 Proposed Membership 932 998 1042 1094 Attendance 24,600 22,279 23,000 24,150 Meals Delivered N/A N/A 7,049 7,100 Senior EXPO attendance N/A N/A 370 315 Health Fair attendance N/A N/A 300 315 139 Budget Highlights $125,000 Salaries and benefits for Senior Services Supervisor, Home Delivered Meals Coordinator and support staff $66,965 $43,927 for the Home Delivered Meals program $9,337 planned for Senior Programs $5,857 planned for Senior Trips $3,961 for community events and programs $3,883 proportionate share of printing Parks & Recreation activity guide $12,620 Office supplies, fuel for van, professional memberships and training $5,025 Transfer to Internal Service Fund for vehicle replacement 140 SENIOR SERVICES FY 2005-2006 Actual SALARIES & BENEFITS: Overtime Wages and Salaries Employer FICA Expense Unemployment Insurance Expense Employee's Health Insurance Employee's Life Insurance Employee's Dental Insurance Employee Vision Insurance Worker Compensation Insurance Employee's Retirement Expense Disability Insurance TOTAL CONTRACT SERVICES: Professional Fees Community Events & Programs Constituent Communications Senior Services Home Delivered Meals Senior Trips Senior Programs TOTAL $68,495 $5,240 $514 $0 $0 $0 $0 $313 $0 $0 $74,563 $84 $0 $0 $50,601 $0 $0 $0 $50,685 FY 2006-2007 Actual FY 2007-2008 Budget $78,666 $6,090 $350 $0 $0 $0 $0 $400 $0 $0 FY 2007-2008 Est Actual 0 $76,470 $5,900 $440 $8,720 $130 $600 $70 $390 $4,220 $190 $85,506 $97,130 $0 $0 $0 $105,695 $0 $0 $0 $0 $0 $0 $118,173 $0 $0 $0 $105,695 $118,173 FY 2008-2009 Proposed 400 $76,470 $5,900 $440 $3,500 $130 $600 $50 $390 $3,700 $150 $91,730 $0 $0 $0 $63,000 $0 $0 $0 $63,000 0 $112,160 $5,790 $360 $0 $130 $920 $60 $320 $5,020 $240 $125,000 $0 $3,961 $3,883 $5,764 $43,927 $5,857 $3,573 $66,965 REPAIRS & MAINTENANCE: Vehicle Repair & Maintennce Equipment Repair $0 $0 $0 $1,000 $0 $1,000 $350 $0 $250 $0 TOTAL $0 $1,000 $1,000 $350 $250 $1,733 $0 $0 $174 $0 $4,584 $467 $0 $113 $0 $1,000 $850 $550 $250 $0 $5,300 $1,220 $0 $500 $0 $700 $1,000 $200 $175 $0 $4,000 $1,220 $0 $250 $0 $800 $0 $0 $0 $1,900 $6,425 $0 $1,750 $0 $0 $500 $150 $1,200 $150 $1,920 $5,590 $1,400 $960 $250 $500 SUPPLIES & SERVICES: Advertising/Signage Conferences Continuing Education Dues & Publications Gas & Oil Expense Office Supplies Printing Communications Expense Meeting Expense Bank Charges TOTAL CAPITAL EXPENDITURES Capital Outlay - Vehicles TOTAL Transfer to VRF TOTAL TOTAL EXPENDITURES $7,071 0 $0 $9,670 2,000 $2,000 $0 $0 $7,545 0 $0 $0 $10,875 1,000 $1,000 $0 $12,620 0 $0 $5,025 $0 $0 $0 $0 $5,025 $132,319 $203,871 $223,848 $166,955 $209,860 141 142 01 - General Fund 090 - Law Enforcement Department Total Budgeted Expenditure $2,839,077 143 Mission Statement The Maricopa County Sheriff's Office, in partnership with our citizens and contract cities, will enforce state laws, deter criminal activity, protect life and property, maintain order, and operate a safe, constitutional jail system. Through innovative leadership and dedication to providing quality services, the Sheriff's Office will maximize the use of its resources to provide the highest quality service, which will aid in improving the quality of life for the citizens of Fountain Hills. The Office is also dedicated to providing a caring and supportive environment for our employees because they are the backbone of the system and have a need for continued growth and development through education and training. Each employee will have opportunities for career development, professional growth, and a challenging work environment. Employee creativity and innovations are encouraged for improving the effectiveness of the Office. Employees will be provided the same concern, respect, and caring attitude within the Office, that they are expected to share when contacting the citizens of Fountain Hills. Department/Division Description Law enforcement services are provided to our residents through contract services from the Maricopa County Sheriff’s Office (MCSO). The Sheriff’s Office enforces State and local laws as well as addressing ―quality of life‖ issues, such as crime prevention, traffic safety, drug enforcement, sponsoring youth activities and special events, addressing barking dogs, and promoting community involvement. Performance Standards All Sheriff’s Office members will support the principles of community based policing The public will be treated with courtesy, professionalism and respect by all members of the Sheriff’s Office Members of the Sheriff’s Office will not engage in racial profiling All sworn personnel will meet, exceed, and stay current with State training standards (set by AZ-POST) as a means of reducing liability FY 2007–2008 Accomplishments 2005 Actual Crimes Part I* Crimes Part II** Traffic accidents Driving under the influence (DUI) 605 549 331 32 144 2006 Actual 554 638 364 81 2007 Actual 493 585 296 86 *Part I Crimes – Homicide, Sex Assault, Robbery, Aggravated Assault, Residential/Business Burglaries, Auto Burglaries, Auto Theft, Arson. **Part II Crimes – All other crimes, except Part I crimes and traffic violations. Continued youth services activity in conjunction with the Boys and Girls Club of Fountain Hills with the award of another grant for Friday Night Live. Increased traffic enforcement, education, and awareness with a high visibility motorcycle deputy added to the district. Decreased the number of Part I Crimes by 11% through effective patrolling and investigative techniques and implementation of the VENT (Vandalism Elimination Now and Tomorrow) program. Promoted crime prevention through a variety of community programs including public service articles on crime resistance techniques, vacation watches and block watch program Continued to sponsor and present a variety of youth services activities including Teen Court, Party in the Park and Midnight Madness FY 2008-2009 Objectives Continue to decrease the number of juvenile crimes by increasing the number of juveniles contacted and identified for trespassing, criminal damage, and curfew violations. Increase participation of the community in MCSO sponsored Block Watch Programs by 25%. Implementation of the Crime-Free Multi-Housing Program by providing training, awareness, and participation between MCSO and property owners residing within the community to help reduce crime in those areas. Continue to promote effective communication between the Town and Sheriff’s Office in addressing issues that need a cooperative answer. Increase traffic enforcement, education and awareness with higher visibility during peak traffic times to reduce traffic accidents and speeding complaints. Promote public visibility, accessibility, and community relations through clearly marked cars and involvement of uniformed personnel at Town functions. Increase patrols in Town parks with the assistance of volunteer Posse. 145 Budget Highlights $68,000 Agreement with Maricopa County for prisoners transported to the jail through the Fountain Hills Municipal Court. The Town is charged a per diem (daily) fee with the annual cost estimated to be $68,000. The increase is due to new legislation that may require more jail time for Driving Under the Influence (DUI) related offenses. $28,200 Fees paid to Maricopa County Animal Care and Control for animals that are picked up or brought to the shelter from Fountain Hills residents. $2,742,877 Annual cost of the contract with the Maricopa County Sheriff’s Office (MCSO) for law enforcement services; the contract reflects an increase of 1.4% over FY08 146 01 - General Fund 092 - Fire Department Total Budgeted Expenditures $3,240,908 147 Mission Statement The mission of the Fire Department is to preserve life and property through fire prevention, education, suppression and emergency medical services, while maintaining the highest level of training, professionalism and dedication to customer service. Department/Division Description Fire fighting and emergency medical services are provided to the residents through a unique combination of Town-owned equipment and facilities manned by contract personnel from the Rural Metro Corporation. The Fire Department is responsible for prevention and suppression of structural and wild land fires within the Town limits. The Fire Department also provides inspections, emergency medical services, emergency transport, hazardous material handling, and takes the lead role in emergency response to natural disasters. In conjunction with its primary role, the Fire Department provides a wide range of auxiliary community services such as public education and a youth-oriented explorer post. Performance Standards Response time of 5 to 8 minutes or less (per contract response areas) to the scene of fire and medical calls at least 90% of the time. Provide a minimum of 240 hours of training to each individual assigned to Fountain Hills per year. Inspect and test all fire hydrants in Fountain Hills on an annual basis. Inspect 100% of Target Hazards (40 Commercial and Industrial) Occupancies. Inspect 95% of Safety Surveys (210 Commercial and Assembly) Occupancies. FY 2007-2008 Accomplishments Submitted Prop 202 Grant for AED...Received $5,000 Submitted FEMA Firefighters Grant for radios….Received $46,802 Purchased new Fire Pumper Truck….Delivery is expected in May of 2008 Completed Insurance Service Organization (ISO) grading for Fountain Hills Upgraded communication capabilities on all Self Contained Breathing Apparatus—$4,000 project funded by the FH Firefighters Foundation Put the Fire Marshal’s office record management system on line The Crisis Activated Response Effort (CARE) Team was activated and is operational Participated in FEMA TOP-OFF 4 Emergency Operations Drill Participated in CCWC tabletop emergency operations plan 148 Added a second transport ambulance to the system at no cost Completed Peoria FD Battalion Chief Academy for 6 Captains assigned to Fountain Hills FY 2008-2009 Objectives Design and start construction on the Station #2 relocation project Submit for Federal Firefighters Grant for 800 megahertz radios for interoperability with the automatic aid system Submit State Grant application for new extrication equipment Remodel the men’s restroom/shower facility in Station #1 Develop policy and training for mountain (trail) rescue program Performance Standards Description FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 Emergency response time 3min 37 sec 3min 49 sec 3min 54sec 4 min EMS response time 3min 33sec 3min 44sec 3min 54 sec 4min Percentage of calls EMS 54% 56% 61% 65% Emergency calls 1553 1634 1666 1750 Non-emergency service cal 1191 1223 1363 1200 Inspections/safety survey 1858 2532 2100 1154 Budget Highlights $3,033,332 Annual contract with Rural Metro Corporation (5% increase over last fiscal year) $47,700 Maintenance for two fire engines, trucks and HeartSmart monitors $43,600 $29,800 fuel for firefighting vehicles $10,000 firefighting equipment (hoses, saws, ropes, etc.) $3,800 professional dues and memberships, office supplies and Printing $112,276 Annual depreciation cost for firefighting vehicles transferred to Vehicle Replacement Fund $4,000 Mobile radios 149 FIRE DEPARTMENT FY 2005-2006 Actual CONTRACT SERVICES Professional Fees Intergovernmental Agreements Rural Metro Contract TOTAL REPAIRS & MAINTENANCE: Building Repairs/Maintenance Vehicle Repairs & Maintenance Equipment Repair & Maintenance TOTAL SUPPLIES & SERVICES: Conferences Dues & Publications Gas & Oil Expense Office Supplies Fire Fighting Equipment Printing TOTAL CAPITAL EXPENDITURES Capital Outlay - Communication Equipment TOTAL CAPITAL EXPENDITURES Transfer to VRF TOTAL TOTAL EXPENDITURES FY 2006-2007 Actual $0 $5,000 $2,602,692 FY 2007-2008 Budget $2,500 $5,000 $2,746,787 $2,607,692 $2,754,287 $0 $58,622 $0 $0 $38,000 $0 $58,622 $38,000 $605 $941 $28,956 $860 $14,589 $123 $500 $1,135 $26,255 $1,500 $18,300 $500 $46,074 $48,190 0 $6,000 $0 $6,000 $0 $0 FY 2007-2008 Est Actual $85,000 $5,000 $2,884,126 $2,974,126 $0 $36,500 $0 $36,500 $500 $1,200 $21,000 $4,500 $7,500 $500 $35,200 $13,500 $13,500 $0 FY 2008-2009 Proposed $5,000 $0 $2,884,126 $2,889,126 $0 $36,500 $0 $36,500 $300 $2,000 $22,700 $8,000 $10,000 $320 $43,320 $13,500 $13,500 $0 $0 $5,000 $3,028,332 $3,033,332 $0 $36,500 $11,200 $47,700 $500 $1,300 $29,800 $1,500 $10,000 $500 $43,600 4,000 $4,000 $112,276 $0 $0 $0 $0 $112,276 $2,712,388 $2,846,477 $3,059,326 $2,982,446 $3,240,908 150 Capital Improvement Program Policy and Procedure 5 Year Schedule Funding Sources 151 Capital Improvement Program (CIP) Policy and Procedures Objective To provide a policy and procedures for the development, approval, and implementation of the Town of Fountain Hills’ five (5) year and twenty (20) year Capital Improvement Programs (CIP). Scope This policy applies to all projects undertaken by the Town of Fountain Hills that meet the definition of a capital improvement project detailed in the definitions section. Policy The purpose of the Capital Improvement Program is to provide an authoritative decision-making process for the evaluation, selection, and multi-year scheduling of public physical improvements based on a projection of available fiscal resources and the community's priorities. The objectives of the program are to: a) ensure the timely repair, replacement and expansion of the Town’s infrastructure; b) serve as a link in the Town’s planning between the Town’s strategic plan and all subsidiary plans with a 10-20 year horizon and the annual budget process with a one-year horizon; c) maintain control over the Town’s long-term cash flow in relation to the Town's financial capacity; and d) ensure efficient, effective and coordinated capital improvement. Definitions The following words when used in connection with this policy shall have the following meanings: CAPITAL IMPROVEMENT PROGRAM: A multi-year planning document that is the product of a systematic evaluation of capital projects. This plan serves as a guide for the efficient and effective construction and maintenance of public facilities, outlining a detailed timeline and financing schedule of capital projects for a five (5) year period of time and a summary schedule of capital projects for a twenty (20) year period. CAPITAL IMPROVEMENT PROJECT: A capital project is a heavy equipment acquisition, a computer/software systems acquisition, or a public improvement that involves construction of new infrastructure, additions to existing structures, renovation of existing structures, and major repairs to infrastructure of a comprehensive and nonroutine nature. A capital project is defined in financial terms as a project with a projected final cost of at least $50,000 and is a non-recurring expense. In addition, the capital asset(s) resulting from the project should have a useful life of at least 10 years. Studies, design and engineering fees greater than $10,000 which are preparatory to a capital project with a projected final cost of at least $50,000 should be included as part of the capital project cost. INFRASTRUCTURE IMPROVEMENT PLAN (IIP): A written plan that individually or collectively identifies each public service that is proposed to be the subject of a develop152 ment fee. The Town of Fountain Hills’ IIP is incorporated as part of the Town CIP and follows the same timeline and procedure. PROCESS A. Schedule: Annually, the CIP Coordinator and Finance Director will submit a proposed CIP development calendar to the Town Manager for review. Based on this calendar, the CIP Coordinator will initiate a request to the Management Team for submission of updates, revisions and new projects for the five (5) year Capital Improvement Program. A further, but less detailed, review of the twenty (20) year plan will also be conducted. B. Format: The Management Team will utilize the previous year's approved CIP as a base for developing recommended additions, deletions, or changes for incorporation in the updated CIP for the ensuing year. The Management Team will utilize the standard format provided to submit new projects or propose revisions to existing projects. All new projects will also include a comprehensive estimate of the impact of the new project on the Town's annual operating budget; e.g., salaries and benefits, supplies, utilities, fuel, maintenance requirements, etc. C. Finance Review: The Finance Director will assist the CIP Coordinator as necessary in all facets of Capital Improvement Program development and review including production of revenue estimates, and estimated growth in assessed valuation as well as overall financial analysis of the proposed program. Additional assistance may be requested to help produce draft documents, etc. D. Town Manager Review: The CIP Coordinator will provide a copy of the proposed CIP document to the Finance Director and Town Manager for review and comment prior to distribution of the CIP document to the Town Council as part of the budget package. E. Public Hearing: The proposed CIP will be considered at a public hearing convened by the Town Council to accept comments and input from the public on the content of the Plan. Notice of said public hearing date, place, and time will be made at least 60 days in advance of the scheduled hearing. Copies of the proposed CIP will be made available to the public at least 30 days prior to the scheduled hearing date and at the hearing itself. F. Town Council Approval: The final draft of the proposed CIP will be submitted as an agenda item for formal approval by the Town Council at the first Council Meeting in June. G. Distribution: A copy of the approved CIP document will be published on the Town’s website. H. Implementation: Upon adoption of the CIP, projects included within the applicable budget year may be implemented by the appropriate Management Team member in compliance with the Town’s Purchasing Policy, Special Benefit District or applicable procedure. I. Amendments: The adopted CIP may be amended upon approval of the Town 153 Council. Examples of amendments include cost increases for approved projects, the acceleration of projects to the applicable budget year from a future year, and the addition of projects not previously included in the CIP. An amendment to the CIP will be submitted to the Town Manager for approval. Upon approval, the amendment should be prepared as an agenda item for formal approval by the Town Council at a regular or special call meeting. Upon approval, a copy of the amended CIP document will be published on the Town’s website. PROCEDURE: A.Form: The form listed as Attachment A shall be utilized to request inclusion of a project in the Capital Improvement Plan. B. Funding Prioritization: As part of the project submittal process, Management Team members shall identify project priorities to help determine which projects are recommended for inclusion in the five-year CIP. The initial measure of the project’s priority is first established using the following factors: HIGH  Project protects the health and safety of the Town, its residents, visitors and employees.  Project is mandated by local, State or Federal regulations  Project is a high priority of the Town Council, based on the most current Strategic Plan or other subsidiary plans  Project prevents irreparable damage to existing facilities  Project leverages local funding with other non-local funding sources  Project finishes a partially completed project MEDIUM  Project maintains existing service levels  Project provides for the maintenance of existing systems and equipment  Project results in increased efficiency  Project reduces operational costs Project significantly reduces losses in revenue or provides for significant increased revenues LOW  Project provides an expanded level of service or new public facility not included in the Town Council’s priorities.  Project is deferrable Project uses debt financing C. Funding Sources: The primary funding sources for the CIP are the General Fund, Grants, Development Fees, Excise Taxes, HURF, Bonded Indebtedness, Capital Leases and Capital Project funds. All potential projects must identify the proposed sources of funding before submission of the CIP request. Projects that are funded by Development Fees must also identify the relationship 154 between the IIP project and the Development fee from which it is funded in the justification section of the CIP Form. D. Project Schedule: Each Project Manager shall provide a preliminary schedule which shall detail the various phases involved in the project and their starting and ending dates. It is the responsibility of the Project Manager to maintain this schedule or to provide schedule updates to the CIP Coordinator on at least a quarterly basis. RESPONSIBILITY FOR ENFORCEMENT: The Town Manager, Finance Director and CIP Coordinator will be responsible for ensuring that this policy is followed and/or updated as necessary. 155 156 S6001 S6003 S6005 S6006 S6007 S6008 S6009 STREET PROJECTS Shea Blvd Truck Climbing Lane Unpaved Alley Paving Projects Shea Blvd Widening Fountain Hills Blvd Sidewalk Annual Sidewalk Program Annual Pavement Management Downtown Sidewalk Program TOTAL $1,240,000 $64,000 $72,600 $120,780 $245,000 $825,000 $44,500 $68,000 $0 $0 $68,000 TOTAL OPEN SPACE PROJECTS Adero Canyon Trailhead Trail Connectivity Plan Botanical Garden Parking Improvements $0 DOWNTOWN IMPROVEMENTS Avenue of the Fountains Improvements, Phase III E8005 O7002 O7003 O7005 $0 PROJECT TITLE PROJ NO FY08-09 $0 $0 $0 $48,000 $360,000 $288,300 $342,000 $1,781,863 $26,543 $1,090,000 $0 $1,090,000 $0 FY09-10 $0 $0 $0 $50,000 $300,000 $0 $292,263 $1,830,905 $27,737 $1,549,920 $1,549,920 $0 $0 FY10-11 $0 $0 $0 $107,200 $0 $0 $291,014 $1,830,905 $28,986 $1,033,280 $1,033,280 $0 $0 FY11-12 $0 $68,000 $0 $0 $289,710 $1,830,905 $30,290 $0 $0 $0 $0 $4,122,285 $4,122,285 FY12-13 $1,240,000 $337,200 $732,600 $409,080 $1,459,987 $8,099,579 $158,056 $3,741,200 $2,583,200 $1,090,000 $68,000 $4,122,285 $4,122,285 TOTAL CAP ITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN 157 T5003 T5004 T5005 T5007 T5009 Saguaro Blvd Mill & Overlay La Montana Medians Palisades & Sunburst Intersection Reconfiguration Saguaro/Monterey Right Turn Improvements Saguaro Blvd Service Road Elimination Fountain Hills Blvd Sidewalk Shea Blvd Sidewalk Shea Blvd Bike lane Ave of the Fountains/La Montana Ped Movement Median Landscape-Palisades S6010 S6011 S6013 S6018 S6019 S6046 S6047 S6050 S6051 L1002 $255,000 $0 $0 $0 $0 $255,000 TOTAL $2,703,880 $0 $0 $0 $0 $0 $0 $0 $92,000 $0 $0 FY08-09 Traffic Signal-Palisades & Sunridge Traffic Signal-AOTF & Saguaro Traffic Signal-Palisades & Eagle Ridge/Palomino Traffic Signal-Saguaro & Panorama Traffic Signal Upgrades TOTAL PROJECT TITLE PROJ NO $182,400 $0 $0 $40,000 $0 $142,400 $6,156,706 $3,100,000 $0 $0 $0 $0 $100,000 $0 $0 $110,000 $0 FY09-10 $838,800 $0 $200,000 $490,000 $0 $148,800 $4,620,805 $0 $0 $0 $65,000 $123,200 $107,500 $0 $0 $1,644,000 $180,200 FY10-11 $440,000 $0 $285,000 $0 $0 $155,000 $5,454,905 $0 $155,300 $0 $375,000 $747,500 $1,537,000 $55,000 $0 $0 $327,000 FY11-12 $56,000 $0 $0 $0 $56,000 $0 $2,761,905 $0 $0 $345,000 $0 $0 $0 $198,000 $0 $0 $0 FY12-13 CAP ITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN $1,772,200 $255,000 $485,000 $530,000 $56,000 $446,200 $21,698,202 $3,100,000 $155,300 $345,000 $440,000 $870,700 $1,744,500 $253,000 $92,000 $1,754,000 $507,200 TOTAL 158 F4002 F4011 $17,000 $200,000 $217,000 TOTAL $1,693,933 TOTAL GENERAL GOVERNMENT PROJECTS Street Maintenance Facility Improvements Municipal Government Software $1,693,933 $0 $0 $0 $0 $0 TOTAL PARK & RECREATION PROJECTS Desert Vista Park, Phase II Four Peaks Park, Phase II & III Fountain Park, Phase VI Community Park-Ellman Property Joint Use Park-High School site Joint Use Park- McDowell Elem $93,400 STORMWATER MGMT/DRAINAGE PROJECTS Drainage-Del Cambre Drainage-FHB/Oxford Wash Drainage-Ashbrook Wash Crossing Drainage-Balboa Wash Crossing D6027 D6028 D6030 D6031 P3007 P3008 P3011 P3014 P3019 P3020 $78,400 $15,000 $0 $0 PROJECT TITLE PROJ NO FY08-09 $0 $0 $0 $0 $0 $200,000 $0 $200,000 $1,301,755 $0 $0 $1,301,755 $0 $0 $0 FY09-10 $0 $0 $0 $0 $0 $130,000 $130,000 $0 $3,849,640 $0 $0 $0 $3,220,000 $0 $629,640 FY10-11 $733,000 $733,000 $0 $4,875,662 $0 $909,862 $0 $3,304,000 $661,800 $0 $250,700 $0 $0 $250,700 $0 FY11-12 $0 $0 $0 $4,623,350 $0 $1,235,350 $0 $3,388,000 $0 $0 $1,273,300 $0 $0 $1,243,100 $30,200 FY12-13 CAP ITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN $1,280,000 $880,000 $400,000 $16,344,340 $1,693,933 $2,145,212 $1,301,755 $9,912,000 $661,800 $629,640 $1,617,400 $78,400 $15,000 $1,493,800 $30,200 TOTAL 159 F-911 PR-121 $45,000 $67,000 VEHICLE REPLACEMENT PROGRAM Ford F-150 Van TOTAL CAPITAL PROJECTS $5,597,238 $112,000 $90,000 TOTAL TOTAL $90,000 TOTAL LIBRARY, ART & MUSEUM PROJECTS Library Event Circle $364,025 FIRE & EMERGENCY PROJECTS Fire Station 2 Relocation F4005 F4012 $364,025 PROJECT TITLE PROJ NO FY08-09 $10,806,124 $0 $0 $0 $250,000 $250,000 $1,456,103 $1,456,103 FY09-10 $0 $0 $0 $0 $0 $0 $0 $10,989,165 FY10-11 $0 $0 $0 $0 $0 $0 $0 $12,787,547 FY11-12 $0 $0 $0 $0 $0 $0 $0 $12,836,840 FY12-13 CAP ITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN $53,016,915 $112,000 $45,000 $67,000 $340,000 $340,000 $1,820,128 $1,820,128 TOTAL 160 $0 $0 $0 $0 $0 $0 $0 $0 $0 TRAFFIC SIGNAL Traffic Signal-Palisades & Sunridge TOTAL STORMWATER MGMT/DRAINAGE PROJECTS Drainage-Del Cambre Drainage-FHB/Oxford Wash TOTAL PARK & RECREATION PROJECTS Desert Vista Park, Phase II TOTAL LIBRARY & MUSEUM PROJECTS Library Event Circle TOTAL $0 TOTAL TOTAL CAPITAL PROJECTS TOTAL $200,000 $0 $0 $0 $0 FIRE & EMERGENCY PROJECTS Fire Station 2 Relocation $200,000 $0 TOTAL TOTAL $0 $0 $0 $0 $0 $0 $0 $0 STREET PROJECTS Roadway Widening-Shea Blvd truck climbing lane Dirt Alley Paving-Saguaro Roadway Widening-Shea Blvd Sidewalk-F H Blvd Annual Sidewalk Program Annual Pavement Management Downtown Sidewalk Program Shea Blvd Bike lane $0 $200,000 $0 TOTAL GENERAL GOVERNMENT PROJECTS Street Maintenance Facility Improvements Municipal Government Software $0 General Fund OPEN SPACE PROJECTS Botanical Garden Parking Improvements PROJECT TITLE VEHICLE REPLACEMENT F-911 Ford F-150 PR-121 Van F4005 F4002 F4011 F4012 P3007 D6027 D6028 T5003 S6001 S6003 S6005 S6006 S6007 S6008 S6009 S6050 O7005 PROJ NO $255,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $255,000 $255,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Developer Fees Streets $565,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $565,000 $565,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Developer Fees Park & Recreation $68,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $68,000 $68,000 Developer Fees Open Space $0 $0 $825,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $825,000 $0 $0 $0 $0 $0 $825,000 $0 $0 HURF $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $556,722 $33,500 $0 $33,500 $0 $0 $0 $0 $0 $0 $0 $523,222 $523,222 Grants $3,049,016 $0 $0 $0 $364,025 $364,025 $17,000 $17,000 $0 $90,000 $90,000 $605,711 $605,711 $93,400 $78,400 $15,000 $0 $0 $1,878,880 $1,240,000 $64,000 $72,600 $120,780 $245,000 $0 $44,500 $92,000 $0 $0 Capital Fund $78,500 $78,500 $45,000 $33,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Vehicle Replacement $5,597,238 $112,000 $45,000 $67,000 $364,025 $364,025 $217,000 $17,000 $200,000 $90,000 $90,000 $1,693,933 $1,693,933 $93,400 $78,400 $15,000 $255,000 $255,000 $2,703,880 $1,240,000 $64,000 $72,600 $120,780 $245,000 $825,000 $44,500 $92,000 $68,000 $68,000 Total Capital Improvement Program Project Information Forms 161 162 163 $68,000 Developer Fees ENDING DATE 2.4.2008 8.25.2008 9.1.2008 9.8.2008 1.14.2008 6.7.2008 9.1.2008 9.8.2008 PLANNING/DESIGN: CONSTRUCTION COMPLETION: OCCUPANCY/USE: FY2010-11 STARTING DATE FY2009-10 PROJECT SCHEDULE: Impact on Operating Budget FY2008-09 FUNDING SOURCES(S): FY2011-12 FY2012-13 The project involves construction of a parking facility for the Desert Botanical Garden located off of Fountain Hills Blvd., which is currently undergoing renovation. The proposed project would include a deceleration lane, an acceleration lane, an access security gate, a trail and information kiosk, hard surface parking (including handicapped) for five cars and landscaping. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Town Council Priority PROJECT NUMBER: O7005 PROJECT MANAGER: Mark Mayer DEPARTMENT: Parks and Recreation Botanical Garden Parking Improvements PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 164 This was a last minute addition to the FY 07-08 CIP budget at the request of the Town Council. Following lengthy negotiations with Chaparral City Water Co., who owns adjacent land needed for parking, the Town was not able to reach an agreement that would allow for construction of the site as originally planned. Redesign of the parking facility on Town-owned property began in spring 2008 and construction will likely begin in July 2008. Since 2007. volunteers have been working to renovate the long-abandoned site to make it again available to the public. However, off-street parking is needed along with deceleration and acceleration lanes to make the site safer. The volunteer local Botanical Garden group has been working to complete a new trail into the site and is nearing completion. The group continues to meet on a monthly basis and has regular workdays at the site. The funds budgeted for the 2007-08 fiscal year will complete the grading of the site. The funds requested for FY2008-09 will complete the remaining parking lot site improvements. JUSTIFICATION: 165 9.8.2008 2.8.2010 $3,183 10.1.2008 10.13.2008 $3,090 ENGINEERING: CONSTRUCTION $3,000 Impact on Operating Budget ENDING DATE $140,000 Carry Forward STARTING DATE $1,100,000 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2008-09 FUNDING SOURCES(S): FY2009-10 $3,278 FY2011-12 $3,376 FY2012-13 Construction is expected to begin in fiscal year 08-09 and be completed in February, 2010. The design of the project began in fiscal year 06-07 and continues through fiscal year 07-08. Widen the north side of Shea Boulevard between Palisades Bouelvard and Fountain Hills Boulevard. Add an additional third westbound lane, bicycle lane, curb & gutter, sidewalk and appurtenances. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Finishes a partially completed project PROJECT NUMBER: S6001 PROJECT MANAGER: Larry J. Woodlan, PE DEPARTMENT: Public Works Shea Blvd. Truck Climbing Lane PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 166 The design of the project began in FY 06-07 and continues through FY 07-08. $100,000 is being carried over from FY2007-08. The ADOT review processes are causing the design effort to extend into the next fiscal year. BUDGET MODIFICATIONS:CARRYFORWARDS: Includes $40,000 for relocation of SRP 69KV pole. The Town will deposit its portion of the costs ($1,100,000) with ADOT in FY 08-09 and ADOT will combine the Town portion with the grant of $1,076,000 and pay all invoices to the contractors, inspectors, etc. The 2006 weekday traffic volume along Shea Boulevard averaged 24,400 vehicles per day (vpd). By 2030, MAG projects Shea Boulevard will carry in excess of 39,000 vpd. McDot projects that the capacity of a 4-lane street is only 35, 000 vpd, therefore, the capacity of Shea Boulevard will be exceeded in the future. Shea Boulevard is also a popular bicycle route (Maricopa Association of Governments Route 62) for the experienced well-conditioned athlete. However, its long length of steep grade also forces bicyclists to a low speed, creating excess hazards with slow bicyclists, large slow trucks, and fast moving cars. Mile long holiday weekend backups caused by vacationers returning to the Valley (Sunday or Monday p.m.) have been common on this road segment. This section of Shea Boulevard, between Fountain Hills Boulevard and Palisades Boulevard, has a long steep westbound uphill grade (maximum grade of 5%-6% for 2200'). The steep uphill grade forces many large, heavily loaded trucks to slow and use lower gears. Additionally, traffic signals at Fountain Hills Boulevard (at the start of the hill) and at Palisades Boulevard (near the top of the hill) accentuate the truck climbing problems. In 2001, the Town applied for a grant to construct the Shea Boulevard Improvements and was awarded a Surface Transportation Project-Maricopa Association of Governments (STP-MAG) grant in the amount of $1,076,000. ADOT directly pays construction related costs of the project up to the Grant amount, so the Town does not see these costs in the project budget, nor does the Town recognize the Grant revenue. JUSTIFICATION: 167 6.24.2013 8.4.2008 CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Fund $50,000 STARTING DATE $48,000 $64,000 Capital Projects Fund PROJECT SCHEDULE: FY2009-10 FY2008-09 FUNDING SOURCES(S): FY2010-11 $0 $107,200 FY2011-12 $0 $68,000 FY2012-13 This project involves paving a number of unpaved alleys throughout the Town. The paving project is divided into 5 different phases (5970 l.f.) Phase I is 1245 l.f. from Panorama to Colony. Phase II is 870 l.f. from Tower to Panorama. Phase III is 890 l.f. from Panorama to Enterprise. Phase IV is 1150 l.f. adjacent to Colony Wash and 770 l.f. from Fountain Hills Boulevard to Glenbrook Blvd. Phase V is 635 l.f. from Desert Vista to Saxon Drive and 410 l.f. from Tioga south and east of Panorama. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Federal, State or Local Mandate PROJECT NUMBER: S6003 PROJECT MANAGER: Tom Ward DEPARTMENT: Public Works Unpaved Alley Paving Project PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 168 BUDGET MODIFICATIONS:CARRYFORWARDS: The Town Council has committed to paving all the unpaved alleys within the next 5 years. The project has allocated $5,000 in construction costs for each project for construction staking. By creating an IGA with MAG, the Town of Fountain Hills Council was required to comply with this state law. The Town is performing the design in-house and will have the construction performed by the Town Job Order Contractor. Maricopa County has a concern for the air pollution in the Valley and outlying areas. Part of the problem involves particulate matter in the air. In order to reduce this air pollution, the State of Arizona is requiring that all unpaved alleys be hard surfaced. JUSTIFICATION: 169 4.13.2009 4.11.2011 4.17.2008 4.13.2009 ENGINEERING: CONSTRUCTION $1,591 ENDING DATE $1,545 $1,500 Impact on Operating Budget $300,000 STARTING DATE $360,00 $72,600 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2009-10 FY2008-09 $1,639 FY2011-12 $1,688 FY2012-13 Phase II is from 1000' west of Technology to Palisades Boulevard (FY20-21 to 22-23). Phase I is from the Town east boundary to 1000' west of Technology (FY 07-08 to FY 10-11). East Town Boundary to 1000' west of Technology. Design and construction of street widening for a third lane, sidewalk, traffic signal interconnect, curb & gutter and appurtenances. PROJECT DESCRIPTION: FUNDING SOURCES(S): FUNDING PRIORITY: High-Leverages local funds PROJECT NUMBER: S6005 PROJECT MANAGER: Larry J. Woodlan, PE DEPARTMENT: Public Works Shea Boulevard Widening PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 170 BUDGET MODIFICATIONS:CARRYFORWARDS: This project is being partially funded with Prop 400 (1/2 cent sales tax) monies. The Town would pay for design, right-of-way and construction costs and MAG will reimburse the Town for up to 70% of the cost. In 2002, the Town applied for a grant to widen Shea Boulevard, from the East Boundary to Palisades Boulevard, to 6 lanes (3 lanes in each direction) plus appurtenances. Shea Boulevard is a road of regional significance. Shea has also been listed on the National Highway System. Shea is the only arterial classification level connection between Scottsdale and Mesa north of McDowell Road and is the only arterial road feeding the Beeline Highway north of McDowell Road. Except for this 2.7 mile "bottleneck" project length, Shea Boulevard is currently built to the MAG principal arterial standard 6 lanes, medianed, with bike lanes and meandering sidewalk for nearly its full length from Piestewa Freeway to Loop 101 to the Beeline Highway. Shea Boulevard currently carries 35,000 vpd at Palisades Boulevard and 25,000 vpd at Saguaro Boulevard. This existing roadway section is typically an uncurbed, 4 lane divided roadway with a gravel median. It was constructed by MCDOT in 1964 and 1973, with several segments of partial developer widening (Target Center, etc.). Because of the rugged topography, existing developments on each side, and the Town's efforts to maintain only limited access to Shea Boulevard, very little additional developer widening will ever occur. Speeds are limited to 45-50 mph. Shea Boulevard is a wide road for a small Town. It traverses rugged terrain and carries a high amount of regional-interstate car and truck traffic. In 2005, the Town Staff requested MAG consider phasing the project. The first Phase of the project would start at the Town East Boundary and continue to 1000' west of Technology. The second Phase would begin 1000' west of Technology and end at Palisades Boulevard. MAG is verbally in agreement with this phasing plan. Town staff will complete this phasing plan with MAG. Town staff is in process of negotiating with an engineering company to perform the design for Phase I. JUSTIFICATION: 171 6.1.2009 6.14.2010 1.4.2008 7.13.2009 ENGINEERING: CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Budget STARTING DATE $288,300 $120,780 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2009-10 FY2008-09 $0 FY2011-12 $0 FY2012-13 The five year sidewalk plan detail is attached as part of this project description. In FY2008-09 the plan calls for the design and construction of an 8' sidewalk from Fayette Drive to the Middle School. PROJECT DESCRIPTION: FUNDING SOURCES(S): FUNDING PRIORITY: High-Leverages local funds PROJECT NUMBER: S6006 PROJECT MANAGER: Larry J. Woodlan, PE DEPARTMENT: Public Works Fountain Hills Boulevard Sidewalk (Fayette Drive to Middle School) PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 172 BUDGET MODIFICATIONS:CARRYFORWARDS: $89,833 Design FY 07-08. $120,780 Design FY 08- 09. $288,300 Construction & Engineering During Construction FY 09-10 (Town cost). This project will insure added safety to pedestrians by providing a sidewalk separated from vehicular and bicycle traffic on Fountain Hills Boulevard. Likewise, there will be a major benefit to bicyclists who will no longer share the existing on-street bike lane with pedestrians. Retired adults (using the Town's few sidewalks for exercising walking) are the second most common walkers (after students). These sidewalks will provide a concrete walking surface and handicap-accessible ramps, reducing the fall risk from existing uneven dirt paths in front of the existing commercial, multi-family and church facilities, in addition to reducing the traffic accident hazard of walking in the existing bike lane adjacent to the traffic. The project addresses a critical lack of sidewalks along an arterial roadway (and a Road of Regional Significance) and a major pedestrian route - the only route to the Fountain Hills Middle School. Sidewalks will encourage Middle School students to walk to school, leading to a reduction of the large number of student drop-offs and pick-ups by parents and the associated congestion and engine-running waiting time, thereby improving air quality. In 2004, the Town applied for and was awarded a Congestion Mitigation Air Quality (CMAQ) grant from Maricopa County Association of Governments in the amount of $354,200. This Grant provides for the direct payment of construction costs by ADOT up to the amount of the Grant. The balance of the cost of the project would be paid by the Town from Capital Project funds. JUSTIFICATION: 173 6.10.2013 9.8.2008 CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Budget $292,263 STARTING DATE $342,000 $245,000 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2009-10 FY2008-09 FUNDING SOURCES(S): $0 $291,014 FY2011-12 $0 $289,710 FY2012-13 In August of 2007, Town Staff presented a long range, Town wide sidewalk plan to Council. The following project areas are included in this 5 year plan: FY 08-09 Alamosa FY 09-10 Del Cambre Priorties for the balance of the 5 CIP are currently being established. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Town Council Priority PROJECT NUMBER: S 6007 PROJECT MANAGER: DEPARTMENT: Public Works Annual Sidewalk Program PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 174 BUDGET MODIFICATIONS:CARRYFORWARDS: $245,000 Alamosa in 2009 dollars FY 08-09 ($210,000 sidewalk + $35,000 inspection). $342,000 Del Cambre FY 09-10 ($312,000 sidwalk + $30,000 inspection). A storm sewer from Rosita to Ashbrook wash is listed in the drainage projects. MAG gave the Town a grant to design a sidewalk on Alamosa and Del Cambre. The design portion will be completed in FY2007-08. The project will be ready for construction in fiscal year 08-09. The Town Council has established pedestrian safety as a goal. JUSTIFICATION: 175 6.17.2013 12.26.2007 CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Budget $1,830,905 STARTING DATE $1,781,863 $825,000 Streets Fund FY2010-11 PROJECT SCHEDULE: FY2009-10 FY2008-09 FUNDING SOURCES(S): $0 $1,830,905 FY2011-12 $0 $1,830,905 FY2012-13 Slurry Seal and Micro-Surface streets plus street mill and overlay. The Town has a 6 year rotation program to provide pavement maintenance to all streets. Zone 3 is scheduled for completion during FY 08-09. The Town is scheduling the mill and overlay of Saguaro Blvd in FY 09-10. Additional detail on mill and overlay streets in future years is being established. A map that shows the Pavement Management Zones is attached to this project description. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Town Council Priority PROJECT NUMBER: S 6008 PROJECT MANAGER: DEPARTMENT: Public Works Annual Pavement Management PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 176 BUDGET MODIFICATIONS:CARRYFORWARDS: Zone 1- FY 06-07 Zone 2- FY 07-08 Zone 3- FY 08-09 Zone 4 - FY 09-10 Zone 5 - FY 10-11 Zone 6 - FY 11-12 Major Roads - FY 12-13 The Town had a pavement management program started a number of years ago. In the fall of 2007, our consultant gave us a list of streets that needed more than slurry sealing and micro surfacing. We are reviewing the list to determine the streets to mill and overlay in future years. Saguaro Boulevard is identified as a street to mill and overlay in FY 08-09. That work is being performed under a separate project. The pavement management analysis/consultant recommended the Town continue the slurry seal and micro surface program. Currently, the program is set up to accomplish all residential areas on a 6-year rotation. There are 6 zones in Town plus the major roads (Saguaro, Fountain Hills Blvd., Palisades and Shea). 177 8.31.2007 12.20.2013 7.1.2008 9.1.2008 PLANNING/DESIGN: CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Budget $27,737 STARTING DATE $26,543 $44,500 Capital Projects Fund PROJECT SCHEDULE: FY2009-10 FY2008-09 FUNDING SOURCES(S): FY2010-11 $0 $28,986 FY2011-12 $0 $30,290 FY2012-13 The following project areas are included in the first year of the plan: Ave of the Fountain (Weat Side) AOTF @ Mid Block Crossing in West Median (Grass), west of Verde River A-100' to fill a gap B-200' to fill a gap PROJECT DESCRIPTION: FUNDING PRIORITY: Medium-Maintains existing service levels PROJECT NUMBER: S 6009 PROJECT MANAGER: DEPARTMENT: Public Works Downtown Sidewalk Program PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 178 BUDGET MODIFICATIONS:CARRYFORWARDS: The Town Council has established "Enhance Pedestrian Safety" as a goal. This sidewalk project continues the goal to improve pedestrian safety and accessibility in the downtown area. Pedestrian movement north/south across the Avenue of the Fountains is only fully available at Saguaro Blvd. The first project will improve the pedestrian crossing at Ave of the Fountains and La Montana Drive. This is a natural crossing area already being used that requires some upgrading, signing and striping. The second project will provide a mid-block crossing in the west median(grass area) on Ave of the Fountains, that will provide better north-south access. The Five year plan involves connections in the Downtown where short connections need to be installed for ADA accessibility and removing pedestrians from vehicular traffic. JUSTIFICATION: 179 7.28.2008 6.1.2009 12.26.2007 10.6.2008 $0 ENGINEERING: OCCUPANCY/USE: $0 ENDING DATE $0 Impact on Operating Budget STARTING DATE $92,000 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2008-09 FUNDING SOURCES(S): FY2009-10 $0 FY2011-12 $0 FY2012-13 Bike lane and appurtenances adjacent to the pavement on the south side of Shea Boulevard from Technology Drive to Palisades Boulevard and complete the medians. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Finishes a partially completed project PROJECT NUMBER: S 6050 PROJECT MANAGER: Randy Harrel DEPARTMENT: Public Works Shea Boulevard Bikelane PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 180 BUDGET MODIFICATIONS:CARRYFORWARDS: ADOT administers this type of grant project during construction. The Town deposits the funds with ADOT and they pay all bills associated with the project, except change orders. As a result of project delays and the need to use some of the deposited funds to terminate the first contractor, additional funding of $92,000 will be necessary to complete the design and construction of the project. Since that time, plans were revised at the request of ADOT and an issue was raised concerning some drainage and right-of-ways. The Town, engineer consultants (Burgess & Niple) and ADOT have been working to resolve all of the outstanding issues on this project. This project was designed a number of years ago, bid and a contractor selected. The Town deposited their matching funds for the project. The contractor ended up in default and never started construction of the project. Some of the funds deposited for construction were used to terminate the contract with the contractor at the direction of ADOT. JUSTIFICATION: 181 10.6.2008 7.1.2008 $3,182 CONSTRUCTION $3,090 ENDING DATE $3,000 Impact on Operating Budget STARTING DATE $255,000 Developer Fees FY2010-11 PROJECT SCHEDULE: FY2008-09 FUNDING SOURCES(S): FY2009-10 $3,278 FY2011-12 Traffic Signal-Palisades Boulevard and Sunridge Drive PROJECT DESCRIPTION: FUNDING PRIORITY: High-Finishes a partially completed project PROJECT NUMBER: T 5003 PROJECT MANAGER: Larry J. Woodlan, PE DEPARTMENT: Public Works Traffic Signal--Palisades Boulevard @ Sunridge Drive PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS $3,376 FY2012-13 182 The project started construction and was not complete by the end of the fiscal year. $255,000 approved in FY 2007-08 will be carried forward to FY 2008-09 to complete construction. BUDGET MODIFICATIONS:CARRYFORWARDS: There is a long order time for some of the equipment for this project. The project will carry over to FY 2008-2009. The contract for construction was awarded to ITS Engineering and Constructors on February 21, 2008. Ongoing engineering support will be provided by CK Group Inc in FY 2008-09. The project was designed in FY 06-07 and bid on November 15, 2007. JUSTIFICATION: 183 7.7.2008 6.22.2009 3.3.2008 8.11.2008 ENGINEERING: CONSTRUCTION: $0 ENDING DATE $0 STARTING DATE $0 Impact on Operating Budget FY2010-11 PROJECT SCHEDULE: $78,400 FY2008-09 Capital Projects Fund FUNDING SOURCES(S): FY2009-10 $0 FY2008-09 $0 FY2012-13 Replace an old 8" storm sewer that is insufficient and perodically plugs with 600 lf. of 24" new storm sewer. PROJECT DESCRIPTION: FUNDING PRIORITY: Medium-Provides maintenance of existing systems PROJECT NUMBER: D 6027 PROJECT MANAGER: DEPARTMENT: Public Works Storm Sewer-Del Cambre (Storm Sewer Rosita to Ashbrook Wash) PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 184 BUDGET MODIFICATIONS:CARRYFORWARDS: There is an orginal (1974) existing storm sewer from Rosita to the Ashbrook Wash that is to small and plugged with silt. The street floods and water ponds in the street after a rain storm. The construction of the storm sewer must be done with the Del Cambre sidewalk project. $ 0 Design being done by Town staff $78,400 Construction $ 0 Engineering during construction included in the sidewalk project for Del Cambre JUSTIFICATION: 185 2.9.2009 5.18.2015 6.6.2016 10.6.2008 8.11.2014 8.3.2015 $0 PLANNING/DESIGN: ENGINEERING: CONSTRUCTION $0 ENDING DATE $0 Impact on Operating Budget STARTING DATE $15,000 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2008-09 FUNDING SOURCES(S): FY2009-10 $0 FY2011-12 $0 FY2012-13 Install two new 10' X 4' box culverts and appurtenances under Fountain Hills Boulevard @ Oxford Wash. Phase I - Concept Investigation FY 08-09 Phase II - Detailed Design FY 14-15 Phase III - Construction FY 15-16 PROJECT DESCRIPTION: FUNDING PRIORITY: Medium-results in increased efficiency PROJECT NUMBER: D 6028 PROJECT MANAGER: DEPARTMENT: Public Works Fountain Hills Blvd @ Oxford Wash Box Culverts PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 186 BUDGET MODIFICATIONS:CARRYFORWARDS: $ 72,900 Design FY 14-15 (FY 96-97 $39,100 X 1.864 = $72,900) $ 375,600 Construction FY 15-16 (FY 96-97 $196,450 X 1.912 = $375,600) $ 67,900 Engineering during construction FY 15-16 (FY 96-97 $35,500 X 1.912 = $67,900) Below are the original project estimates. The expenses are based on an inflation factor of 4.8% per year from 1997 to 2014 for design and 2015 for construction. This is a project that could be funded with a stormwater utility. Phase I of the project is to investigate the down stream improvements that would be required when the box culverts are installed on Fountain Hills Boulevard. Oxford Wash continues east from Fountain Hills Boulevard to Balboa Wash. Oxford Wash in this area is adjacent to an apartment complex and crosses Kings Way. The Kings Way Crossing is currently a dip crossing. In FY 96-97 the Town had a Drainage Master Plan prepared for the Town. This project was identified as an improvement that should be made to permit the 100 year storm to flow under Fountain Hills Boulevard. Fountain Hills Boulevard is a road of regional significance. Staff will investigate the possibility of a grant. The Arizona Department of Transportation/Maricopa Association of Governments grants process takes 5 years from the date of approval until funds are available to a community. JUSTIFICATION: 187 188 Heritage Grant AZSTA P & R Development Fees Capital Projects Funds $774,920 Grant - 35% carryforward $252,000 Grant - 100% carryforward $1,002,434 Development Fees - 35% CF $260,276 Capital Projects funds CF Total BUDGET MODIFICATIONS:CARRYFORWARDS: $ 271,222 $252,000 $ 350,852 $ 72,704 $ 801,370 It is anticipated that $1,488,260 will be expended during FY 2007-08 on this project and that $801,370 will be carried forward to the FY 2008-09 budget. Additional funding of $892,563 has been proposed in FY 2008-09. $ 774,920 $ 252,000 $1,002,434 $ 260,276 Funding As a result, it is necessary to appropriate the additional funds to complete the project in FY 08-09 in order to fully comply with the stipulations set forth in both grant funding agreements. A secondary GMP contract in the amount of $906,097 will be needed to complete the project. The first of two Guaranteed Maximum Price (GMP) contracts was awarded in FY2007-08 for $2,099,395; a pre-construction contract was approved for $32,533; and a Construction Administration services contract was approved for $144,168, for a total of $2,276,096. The ASP Heritage Grant scope of work requires the entire project to be completed with the exception of parking, while the AZSTA Grant requires the entire scope of work to be completed. Unfortunately, the total project cost is now expected to be $3,182,193. Therefore, an additional $892,563 will be needed to complete the project. The project began in FY 07-08 and was funded using Development Fees ($1,002,434), Capital Projects Funds ($260, 276), a grant from Arizona State Parks Heritage Fund ($774,920) and a grant from the Arizona Sports & Tourism Authority ($252,000) totaling $2,289,630. JUSTIFICATION: 189 $250,000 $90,000 Capital Projects Fund ENDING DATE 8.29.2008 12.5.2008 STARTING DATE 7.1.2008 10.1.2008 PROJECT SCHEDULE: PLANNING/DESIGN: CONSTRUCTIONS: Impact on Operating Budget FY2009-10 FY2008-09 FUNDING SOURCES(S): FY2010-11 FY2011-12 Phase II: Installation of benches and a shade structure. FY2012-13 Phase I:Finish Civic Center courtyard with paver bricks to create an event circle between the Community Center and the Library/Museum. PROJECT DESCRIPTION: FUNDING PRIORITY: Low-Provides an expanded level of service PROJECT NUMBER: F 4011 PROJECT MANAGER: Don Thumith DEPARTMENT: Public Works Civic Center Courtyard Event Circle PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 190 BUDGET MODIFICATIONS:CARRYFORWARDS: In conclusion; Finishing the circle will provide ciizens of the Town another option for space in planning their events and the Town will finaly start receiving revenue from an unused piece of Town prsoperty. Facilities staff is requesting consideration to finish the event circle in phases, Phase 1 being the paver project in the 08/09 budget with additional improvements such as benches and shade structures in future budgets beginning in the 09/10 budget year. Given the time since last RFP's and material cost increases, Facilities Staff estimates that phase 1 may be completed with a $90,000 budget. Two years ago Community Center staff were directed to seek bids for covering the center circle in paver bricks so as to allow it to be usable for leasing events, the best bid came in at $84,000. Seven years have passed with no improvements to the center court circle, although numerous requests for its use have been received by Community Center Staff and the Facilities Division of Public Works. Town staff's position has been the same, we can not allow use due to the gravel coated surface which would not be ADA compliant. The plaza was envisioned and designed with a surface area of paver bricks or like material and a sun shade sail cloth structure over most of the surface. Its intended use was for an event space managed by the Comunity Center event staff as a revenue source to the Town as well as a public space for citizens and visitors to enjoy the arts. In the planned Civic Center Phase 1 project in 2001, the Community Center and the Library/Museum were to have a center court event plaza. However, costs for the project escalated, so a desicion was made to leave the plaza unfinished until a future date. JUSTIFICATION: 191 $200,000 $200,000 $60,000 General Fund Impact on Operating Budget ENDING DATE 10.3.2008 STARTING DATE 6.1.2008 ACQUISITION: $60,000 PROJECT SCHEDULE: $60,000 FY2009-10 FY2008-09 FUNDING SOURCES(S): FY2010-11 $60,000 FY2011-12 $60,000 FY2012-13 Integration of municipal software programs and accounting software to eliminate redundant data entry of transactions, provide public access to financial reports, provide business license reports for economic development and code enforcement, egovernment services and upgraded technology. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Finishes a partially completed project PROJECT NUMBER: F-4011 PROJECT MANAGER: Julie Ghetti DEPARTMENT: Adminsitration Municipal Software PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 192 $100,000 was budgeted in FY 2007-08 for the first phase of the project. BUDGET MODIFICATIONS:CARRYFORWARDS: The Town currently uses a financial accounting system that was purchased in 1990 and designed primarily for non profit organizations. Although the software serves the purpose of recording financial transactions the system does not allow for integration of financial information to any other Town software programs. For example, payments made to the Town for programs or building permits are recorded into either the Parks and Recreation software (Active) or building permitting software (PTWin) but the transactions do not transfer to the Town's accounting ledgers. Each cash transaction has to be re-entered into the accounting ledgers daily. Additionally, financial information is limited to the accounting staff; department directors, Council and the public have to wait for reports to be generated or ask for separate reports. The goal of investing in new municipal software is to provide better customer service and transparency by integrating existing programs and new programs so that they can talk to each other and make information available to interested parties. Economic development can be enhanced with a business licensing software that can provide reports by zones, business type, retention, etc. The investment in upgraded technology is significant; however, the benefit to the citizens is improved customer service, more transparency in government, better access to Town services. The proposal for new technology also include a citizen request tracking system, citizen alerts, etc. JUSTIFICATION: 193 $0 $0 Impact on Operating Budget ENDING DATE 6.1.2009 6.7.2010 6.6.2012 STARTING DATE 7.7.2008 7.6.2009 7.5.2010 PROJECT SCHEDULE: PLANNING/DESIGN: ENGINEERING: CONSTRUCTION $0 $130,000 $17,000 Capital Projects Fund FY2010-11 FY2008-09 FUNDING SOURCES(S): FY2009-10 $0 $733,000 FY2011-12 $0 FY2012-13 Phase I Master Plan Phase II Design Street Maintenance Facility, Storage Building, etc Phase III Construction Prepare a master plan for the street department site and construct a Street Maintenance Facility, Storage Building and parking which will serve the Town's future needs. This will replace the existing temporary facility. PROJECT DESCRIPTION: FUNDING PRIORITY: Medium-results in increased efficiency PROJECT NUMBER: F 4002 PROJECT MANAGER: DEPARTMENT: Public Works Street Maintenance Facility PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 194 BUDGET MODIFICATIONS:CARRYFORWARDS: $ 17,000 Conceptual Plan $130,000 Design $520,000 Construction Street Maintenance Facility $213,000 Storage Building The Town has a metal storage building that had outlived its useful life. Construction of a new storage building to store equipment. The present facility is a converted 16'x60' mobile home purchased in 1992 to serve the needs of Street personnel. Growth of the Town and continually added responsibilities for Street's Staff and age of the mobile home has rendered it inadequate. Operational functions such as wash maintenance, sign production, median/irrigation and traffic signal maintenance, to name a few, will require added floor space to accomplish said duties. A three phased approach to this project is being proposed. Phase I will be preparation of a conceptual site plan for the one acre Streets Facility site. Phase II will create construction documents and Phase III will commence construction. JUSTIFICATION: 195 4.30.2009 4.30.2009 6.7.2010 7.12.2010 8.2.2010 7.1.2008 7.28.2008 8.3.2009 6.7.2010 7.12.2010 PLANNING/DESIGN: ENGINEERING: CONSTRUCTION: COMPLETION: OCCUPANCY/USE: $0 ENDING DATE $0 $0 Impact on Operating Budget STARTING DATE $1,456,103 $364,025 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2009-10 FY2008-09 $0 FY2011-12 $0 FY2012-13 Design and Construction of a new, 5,580 s/f fire station on Town owned property on Shea Blvd., East of Palisades Blvd. This will replace the existing staion on Saguaro just south of Shea Blvd. PROJECT DESCRIPTION: FUNDING SOURCES(S): FUNDING PRIORITY: High-Health Safety Project PROJECT NUMBER: F4005 PROJECT MANAGER: Scott La Greca DEPARTMENT: Fire Fire Station 2 Relocation Project PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS 196 BUDGET MODIFICATIONS:CARRYFORWARDS: We have completed a study of seven sites, two current stations, and five potential locations to improve response times for all areas within the Town (in particular Eagle Mountain, Crestview, Copperwynd, Adero Canyon, Fire Rock, and the Westridge developments). The criteria used: current response times, emergency unit coverage, Town owned property (cost), and sites requiring little or no P&Z or Council action, in said order. We elected to use 5 minute response 90% (for the entire Town area) of the time vs. the standard 4 minutes that all fire departments strive to reach (the current Rural Metro contract calls for 5 and 8 minute response areas). The logic for this decision was based on the Towns Fire Sprinkler Ordinance of 1966. The new fire station location will afford superior overlapping coverage for both fire stations, which will equitably distribute and balance call volume, thus allowing better call support for multiple calls. This will also enhance the Insurance Service Organization (ISO) station location rating. Upon completion of this project, the current station 2 may be retained by the Town for its future needs or sold and the funds returned to the CIP fund. This project has been under study and development since 2003. JUSTIFICATION: Vehicle Replacement Program Policy and Procedure 5 Year Schedule 197 Objective To provide a policy and procedures for the development, approval, and implementation of the Town of Fountain Hills’ twenty (20) year Vehicle Replacement Program (VRP). Scope This policy applies to all vehicles owned by the Town of Fountain Hills that meet the definition detailed in the definitions section. Policy The purpose of the Vehicle Replacement Program is to provide an authoritative decisionmaking process for the evaluation, selection, and multi-year scheduling of vehicle replacements based on a projection of available fiscal resources and the vehicles age, mileage, engine hours and repair costs. The objectives of the program are to: Ensure the timely purchase, repair and replacement of the Town’s vehicles; Serve as a link in the Town’s planning between the Town’s operating and capital budgets; Maintain control over the Town’s long-term cash flow in relation to the Town's financial capacity; and Ensure efficient, effective and coordinated vehicle acquisition and replacement. Definitions The following words when used in connection with this policy shall have the following meanings: VEHICLE REPLACEMENT PROGRAM: A multi-year planning document that is the product of a systematic evaluation of vehicle utilization, repair and maintenance. This plan serves as a guide for the efficient and effective replacement of vehicles, outlining a detailed timeline and financing schedule of vehicle replacement for a twenty (20) year period. VEHICLE: A vehicle is defined in financial terms as a piece of rolling stock with a projected final cost of at least $10,000 and a useful life of at least 7 years. Vehicles shall be subdivided into various classifications as follows: Sedans Sports Utility Vehicle (SUV) Light Duty Truck Medium Duty Truck Heavy Duty Truck Passenger Van Street Sweeper Fire Ladder Truck Fire Pumper Truck Utility Vehicle/Bunker Rake Backhoe Loader/Grader/Tractor Gator Dump Truck Trailer PROCESS 198 A. Schedule: Annually, the Public Works Director and Finance Director will submit an updated VRP to the Town Manager for review in February of each fiscal year. The Town Manager will review the proposal and forward the approved VRP to the Finance Director in March for inclusion in the Town’s CIP budget proposal. B. Format: The Public Works Director will utilize the previous year's approved VRP as the base for developing recommended additions, deletions, or changes for incorporation in the updated VRP for the ensuing year. All new (not replacement) vehicle requests will also include a comprehensive estimate of the impact of the new vehicle on the Town's annual operating budget; e.g., fuel, maintenance requirements, etc. B. Finance Review: The Finance Director will assist the Public Works Director as necessary in all facets of the Vehicle Replacement Program development and review including production of cost estimates, as well as an overall financial analysis of the proposed program. Additional assistance may be requested to help produce draft documents, etc. C. Town Manager Review: The Public Works Director will provide a copy of the proposed VRP document to the Finance Director and Town Manager for review and comment. Following approval by the Town Manager the VRP will be incorporated into the CIP budget proposal for the coming year. D. Implementation: Upon adoption of the VRP in the operating budget, vehicles included within the applicable budget year may be purchased by the Public Works Director, or his/her designee in compliance with the Town’s Purchasing Policy. E. Amendments: The adopted VRP may be amended upon recommendation of the Public Works Director and approval of the Town Manager and Town Council. PROCEDURE: A. Form: The New Vehicle Request form (listed as Attachment A) shall be utilized to request inclusion of a new (not replacement) vehicle in the Vehicle Replacement Plan. Department Directors may request the addition of a new vehicle to the VRP by submitting their request to the Public Works Director in January as part of the budget process. The Public Works Director shall include these requests in the VRP that is submitted to the Finance Director and Town Manager. B. Funding Prioritization: As part of the VRP development process, the Public Works Director shall create vehicle replacement priorities to help determine the vehicle replacement schedule which will be incorporated in the five (5) year and twenty (20) year VRP. The following guidelines shall be utilized: Sedans Sports Utility Vehicle (SUV) Light Duty Truck Medium Duty Truck Heavy Duty Truck Passenger Van Street Sweeper Fire Ladder Truck Fire Pumper Truck Utility Vehicle/Bunker Rake Backhoe 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 12 years/125,000 miles 12 years/125,000 miles 12 years/100,000 miles 7 years/75,000 miles 15 years/100,000 miles 15 years/100,000 miles 12 years/100,000 miles 20 years/15,000 engine hours 199 Loader/Grader/Tractor Gator Dump Truck Trailer 20 12 15 10 years/15,000 engine hours years/15,000 engine hours years/125,000 miles years In addition to the factors listed above, the Public Works Director, or his/her designee shall also review the utilization, maintenance records of the vehicles, downtime and the overall condition of the vehicles when making recommendations for replacement. C. Funding Sources: The primary funding sources for the VRP are the General Fund and Streets Fund. Revenues for the Vehicle Replacement Fund will also be generated from the replacement charges applied against the operating funds that support the departments that utilize the subject vehicles. Surplus sale proceeds and insurance claim proceeds will also be deposited to the Vehicle Replacement Fund to help offset future vehicle and equipment costs. D. Vehicle Disposal: At least once annually, the Public Works Director, or his/her designee shall prepare a list of vehicles to be retired from the Town’s fleet. The Town Manager shall authorize the sales of these vehicles at Auction by signing over the vehicle title(s). The Public Works Director, or his/her designee shall then transport the vehicles to the Auctioneer and shall be responsible to insure that payment on the vehicles is made to the Vehicle Replacement Fund. RESPONSIBILITY FOR ENFORCEMENT The Town Manager, Finance Director and Public Works Director will be responsible for ensuring that this policy is followed and/or updated as necessary. Fiscal Year 2008-2009 Vehicle Replacement Recommendation In fiscal year 2008-2009, two vehicles are proposed for replacement. The first vehicle is currently assigned to the Fire Department and will be used by the Assistant Chief/Fire Marshall. The vehicle is expected to exceed 10 years/100,000 miles by the end of the fiscal year and is being recommended for replacement by Fleet Operations. The new vehicle will be outfitted for mountain rescue and off road use. The second vehicle proposed for replacement is the Town Van which is currently shared by the Recreation Department and the Senior Activity Center. The Van does not meet the Town’s replacement criteria, but is being recommended for replacement for two reasons. The first reason is that a grant is anticipated from Senior Services, Inc which will provide for half of the vehicle funding. The second reason for the request is that the Town does not currently own a van which fully meets the needs of the Senior Activity Center. The Van being proposed will make access for elderly or handicapped users easier and will be ale to accommodate wheelchair storage. Purchase of this vehicle is contingent on the Town’s receipt of the outside grant funding. If the funding does not materialize, the van is scheduled for replacement in fiscal year 2012-2013. 200 201 B-106 B-138 B-143 B-148 E-822 E-823 F-198 F-204 F-911 L-822 F-040 F-668 P-11 PR-141 P-12 P-9 PR-146 BR-02 P-8 P-10 P-13 P-14 PR-103 PR-142 PR-147 PR-105 Fire Fire Fire Fire Fire Fire Fire Fire Fountain Park Fountain Park Four Peaks Four Peaks Four Peaks Golden Eagle Golden Eagle Golden Eagle Golden Eagle Golden Eagle Golden Eagle Golden Eagle Golden Eagle Desert Vista Equipment No. Building Safety Building Safety Building Safety Building Safety Department Ford F-150 Pickup John Deere 1200A Golden John Deere 4x2 Gator John Deere 4x2 Gator Mule KAF400A7 Kubota KU Ford F-150 Pickup Ford F-250 Pickup Ford F-150 Pickup John Deere 4x2 Gator John Deere 4x2 Gator Ford F-150 Pickup John Deere 4x2 Gator Ford F-150 American LaFrance Crimson Serro Trailer Ford F-550 SUV Ford F-150 American LaFrance Ford Expedition Ford Explorer Chevrolet Silverado Pickup Ford Escape Hybrid Ford Escape Hybrid Ford Escape Hybrid Description Light Duty Truck Bunker Rake Gator Gator Utility Vehicle Tractor/Loader Light Duty Truck Light Duty Truck Light Duty Truck Gator Gator Light Duty Truck Gator Light Duty Truck Pumper Truck Pumper Truck E.D.I.T.H. House Heavy Duty Truck Light Duty Truck Ladder Truck SUV (New) SUV Light Duty Truck SUV SUV SUV Type Vehicle Inventory 1997 1999 1998 1998 2007 2007 1995 2007 2007 2007 1998 2007 2007 2007 1998 2008 1995 2001 1998 1999 2002 2001 2001 2006 2006 2008 Year 53,035 2,284 4,886 2,624 113 113 78,986 6,053 12 113 2,834 1,673 109 5,958 86,773 2,000 0 26,212 81,413 57,119 93,000 57,394 36,312 15,069 4,864 26 Odometer 10 years/100,000 miles 12 years/15,000 hours 12 years/15,000 hours 12 years/15,000 hours 12 years/15,000 hours 20 years/15,000 hours 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 12 years/15,000 hours 12 years/15,000 hours 10 years/100,000 miles 12 years/15,000 hours 10 years/100,000 miles 15 years/100,000 miles 15 years/100,000 miles non-replaceable 12 years/125,000 miles 10 years/100,000 miles 15 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles Schedule 202 PW-101 Facilities Streets Streets Streets Streets Streets Streets Streets Streets Streets Streets Streets S-12 S-132 S-133 S-134 S-135 S-139 S-150 S-151 S-20 S-25 SE-05 PW-112 PW-125 PW-140 PW-144 PW-145 PZ-107 PZ-108 PZ-149 Planning & Zoning Planning & Zoning Planning & Zoning Works Works Works Works Works SS-121 Seniors -90% share Public Public Public Public Public PR-137 SS-121 Equipment No. Recreation Rec - 10% share Department John Deere Tractor Chevrolet Crew Cab Pickup Ford F-150 Pickup Ford F-550 Pickup Freightliner M2106 Schwartz A9000 Sweeper Freightliner Sweeper Ford F-450 Pickup Caterpillar 426C Cimline 105/205 Caterpillar 21B Chevrolet S-10 Blazer Chevrolet S-10 Blazer Ford Escape Hybrid Ford Escape Hybrid Ford F-150 Supercab Dodge 1500 Pickup Ford Crown Victoria Ford Crown Victoria Ford Escape Hybrid Chevrolet Van Ford Crown Victoria Chevrolet Van Description Tractor Light Duty Truck Light Duty Truck Heavy Duty Truck Dump Truck Sweeper Sweeper Heavy Duty Truck Backhoe Cracksealer Roller SUV SUV SUV SUV Light Duty Truck Light Duty Truck Sedan Sedan SUV Van Sedan Van Type Vehicle Inventory 1993 2000 2001 2005 2005 2006 2007 2008 1999 2001 1993 2001 1999 2007 2007 2007 1999 2001 2000 2008 2000 2001 2000 Year 6,767 60,279 44,717 17,403 10,277 6,459 56 0 3,844 2,508 833 56,274 75,476 9,816 2,069 6,525 21,639 51,954 66,222 4 40,628 29,811 40,628 Odometer years/100,000 years/100,000 years/100,000 years/100,000 years/100,000 miles miles miles miles miles 20 years/15,000 hours 10 years/100,000 miles 10 years/100,000 miles 12 years/125,000 miles 15 years/125,000 miles 7 years/75,000 miles 7 years/75,000 miles 12 years/125,000 miles 20 years/15,000 hours 10 years 20 years/10,000 hours 10 10 10 10 10 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 10 years/100,000 miles 12 years/125,000 miles 10 years/100,000 miles 12 years/125,000 miles Schedule Debt Services Funds 203 Debt Service Funds The Debt Service Funds provide for the payment of interest, principal, and related costs on General Obligation (GO) Bonds, Highway User Revenue Fund bonds and Municipal Property Corporation (MPC) Revenue bonds. There are three General Obligation bond issues outstanding that were approved by the voters for specific purposes. The first GO bond issue in 1991 (refunded in 1995) was to pave roads that remained unpaved at the time of incorporation. Additional GO bonds issued in 1999 and 2000 were for the construction of a library/ museum and community center. Bonds issued in 2001 were for the purchase of mountain preservation land in the McDowell mountains. Total General Obligation bond principal and interest payments for fiscal year 2008/2009 are $1,340,363 and will be paid through a levy of Town property. The Summary/Schedules section includes an itemization of the outstanding debt as of June 30, 2008. DEBT SERVICE-320 FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed REVENUE: Property Tax Revenue: Secondary Property Tax Interest Earnings 1,325,581 30,407 1,232,781 25,786 1,400,000 1,400 1,330,000 800 1,400,000 1,500 TOTAL REVENUES $1,355,988 $1,258,567 $1,401,400 $1,330,800 $1,401,500 281,870 87,800 304,750 330,000 515,000 1,360,294 1,388,100 1,389,596 4,250 4,250 4,250 4,250 1,188,057 148,057 4,250 $1,523,670 $1,364,544 $1,392,350 $1,393,846 $1,340,364 EXPENDITURES: General Obligation Bonds: Bond Payment - GO Bond Payment - Lakeside Bond Payment - Library/Museum Bond Payment - Mtn Bonds GO Refunded Bonds-Principal Refunded Bonds-Interest Trustee, Admin and Report Fees TOTAL EXPENDITURES EXCESS OF REVENUES OVER/ (UNDER) EXPENDITURES Fund Balance Beginning of Year Ending Fund Balance (167,682) (105,977) $0 ($167,682) 9,050 (63,046) 61,136 $202,347 $149,304 $96,370 $33,324 $96,370 $158,354 $33,324 $94,460 The Highway User Revenue Fund (HURF) Bond principal and interest payment is $115,850 for fiscal year 2008-2009 and will be paid from HURF revenues received during the year. The Eagle Mountain Community Facilities District debt payments are levied on the property owners within the district. These obligations are paid by the Fountain Hills’ property owners using secondary property taxes, less any credits, carry-forward and/or interest earnings. Below is the schedule of Debt Service payments required for next fiscal year, including a breakdown of the debt service payments for FY08-09 and ending fund balance. The annual property tax levy is based on the total amount required for the payment (with adjustments for carryforward, delinquencies, etc.) divided by the total assessed valuation for the Town of Fountain Hills. The Town’s secondary assessed property valuation for fiscal year 2008-2009 is estimated to be $684,742,347 for the upcoming year and the estimated levy is $0.2213 per $100 of assessed value. 204 Municipal Properties Corporation (MPC) Fund Revenues and Expenditures Summary The Municipal Property Corporation owns the land and buildings purchased through bond proceeds (McDowell Mountain preserve, Community Center and Town Hall). The annual debt payment on the bonds is paid for with proceeds from the dedicated portion of the local sales tax and is included as a transfer from the Excise Sales Tax. The debt payment for the Community Center will be transferred from the General Fund and is included within the Community Center budget. Any fund balance in this fund may be used only to retire the debt on the bonds. When the bonds are retired any assets owned by the MPC are turned over to the Town. MUNICIPAL PROPERTY CORP-350 FY 2005-2006 Actual REVENUES: Excise Tax Transfers (.2%) Excise Tax Transfers (.1%) Transfer from Community Center Interest FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed 843,492 421,746 387,000 34,658 832,576 448,673 387,000 45,619 628,562 314,281 387,000 40,000 628,562 314,281 387,000 40,000 591,718 295,859 387,000 30,000 $1,686,896 $1,713,868 $1,369,843 $1,369,843 $1,304,577 595,000 246,637 387,000 0 416,818 266,438 239,169 265,924 415,000 315,000 387,000 179,350 415,005 298,338 255,419 320,412 402,005 318,388 245,419 371,675 $1,228,637 $1,188,348 $1,296,350 $1,289,173 $1,337,486 EXCESS OF REVENUES OVER/ (UNDER) EXPENDITURES 458,259 525,520 73,493 80,670 Fund Balance Beginning of Year $278,310 $736,569 $1,004,795 $1,262,089 $1,342,759 Ending Fund Balance $736,569 $1,262,089 $1,078,288 $1,342,759 $1,309,850 TOTAL REVENUES EXPENDITURES: MPC Debt Service Mountain Bond Payment (.2%) Civic Center Phase II Bonds (.1%) MPC - Community Center Refunded Bonds TOTAL EXPENDITURES 205 (32,909) Schedule of Outstanding Debt – June 30, 2008 Bond Type GO GO GO GO GO Purpose of Issue Date of Bond Issue Refunding Library/Museum Land Acq-Lake Mtn. Bonds Refunding 11/1/1995 6/1/2000 8/1/1999 12/1/2001 6/1/2005 Interest Date of Original Principal Rate Maturity Amount 5.30 5.50 5.10 4.90 4.00 7/1/2010 7/1/2014 7/1/2014 7/1/2020 7/1/2019 TOTAL Rev Rev Rev Rev Rev Refunding Comm. Center Mtn. Bonds Civic Center Refunding 8/1/1998 7/1/2000 12/1/2001 12/1/2004 6/1/2005 4.63 5.40 4.70 4.50 4.15 SA SA SA SA Eagle Mtn-A Eagle Mtn-B Eagle Mtn Improvmnts 6/1/1996 6/1/1996 7/12/2005 6/16/1999 6.50 7.25 3.95 5.25 Outstanding Principal $1,200,000 $1,750,000 $700,000 $1,700,000 $1,005,000 $1,255,000 $1,675,000 $500,000 $3,425,000 $0 $0 $275,000 $200,000 $875,000 $6,220,000 $24,310,000 $7,430,000 $9,310,000 $7,570,000 $1,075,000 $4,680,000 $7,750,000 $3,645,000 $5,330,000 $840,000 $1,325,000 $2,040,000 $605,000 $260,000 $0 $2,475,000 $3,910,000 $0 $0 $235,000 $880,000 $1,800,000 $3,040,000 $5,070,000 $23,680,000 $5,010,000 $7,385,000 $11,025,000 $4,435,000 $470,000 $4,555,000 $32,276 $410,000 $40,000 $485,000 $29,048 $4,025,000 $430,000 $0 $0 $0 $0 $4,070,000 $3,228 $9,492,276 $964,048 $4,455,000 $4,073,228 $57,482,276 $13,404,048 $21,150,000 $22,668,228 7/1/2021 7/1/2021 7/1/2021 7/1/2009 TOTAL GRAND TOTAL Amount Refunded $2,455,000 $3,700,000 $1,400,000 $6,000,000 $7,225,000 7/1/2010 7/1/2020 7/1/2021 7/1/2019 7/1/2019 TOTAL Principal Amount Retired Computation of Legal Debt Margin: Fiscal Year 2008-2009 The Arizona Constitution provides that the general obligation bonded indebtedness for a municipality for general municipal purposes may not exceed six percent (6%) of the secondary assessed valuation of the taxable property in that city or town. In addition to the six percent limitation for general municipal purpose bonds, municipalities may issue general obligation bonds up to an additional twenty percent (20%) of the secondary assessed valuation for supplying water, artificial light, or sewers, and for the acquisition and development of land for open space preserves, parks, playgrounds and recreational facilities. 206 Direct Bonded Debt, Legal Limitation and Unused Borrowing Capacity: FY2007-08 Net secondary assessed valuation $ $684,742,347 Water, Sewer, Light, Parks, Open Space and Recreational Facility Bonds General Municipal Purpose Bonds Debt limit - 6% of secondary net assessed valuation Less Direct Bonded Debt Unused 6% Borrowing Capacity $41,084,541 ($985,000) $40,099,541 Debt limit - 20% of secondary net assessed valuation Less Direct Bonded Debt Unused 20% Borrowing Capacity 207 $136,948,469 ($6,585,000) $130,363,469 Eagle Mountain Community Facilities District Formed in 1995, the District is a special purpose taxing District and separate political subdivision under Arizona statutes. As such, the District can levy taxes and issue bonds, independent of the Town of Fountain Hills. Property owners within the District boundaries pay the debt service due on the District’s bonds through the levy of a secondary property tax. By law, and by the proceedings of the District, the definition of debt service on the bonds includes all costs and expenses of the District, in addition to principal and interest expenses. Town staff serves as District staff and administers the District and the costs of their services are reimbursed by District funds. The Fountain Hills Town Council also serves as the District Board of Directors. The District is one of the Town of Fountain Hills’ component units for the fiscal year ended June 30, 2008. During FY05-06 the District refinanced the bonds to take advantage of interest rate savings and surplus revenues. The summary below is a breakdown of the debt service payments for FY08-09, ending fund balance and estimated tax levy per $100 of assessed valuation. EAGLE MOUNTAIN COMMUNITY FACILITIES DISTRICT Annual Statement of Estimates of Expenses FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Budget FY 2007-2008 Est Actual FY 2008-2009 Proposed REVENUE: Property Tax Revenue Town of Fountain Hills Reimbursement Investment Earnings $366,683 $50,000 $20,671 $194,274 $0 $9,183 $350,000 $0 $10,000 $340,000 $0 $4,000 $375,000 $0 $4,000 TOTAL REVENUES $437,354 $203,457 $360,000 $344,000 $379,000 EXPENDITURES: Debt Service Administrative Fees Trustee Fees $577,145 $6,600 $5,000 $331,659 $6,600 $1,000 $350,235 $6,600 $1,000 $350,235 $6,600 $1,000 $368,760 $6,600 $1,000 TOTAL EXPENDITURES $588,745 $339,259 $357,835 $357,835 $376,360 ($151,391) ($135,802) $2,165 ($13,835) $2,640 Fund Balance Beginning of Year $306,100 $154,709 $18,907 $21,072 $7,237 Ending Fund Balance $154,709 $18,907 $21,072 $7,237 $9,877 EXCESS OF REVENUES OVER/ (UNDER) EXPENDITURES Tax levy is estimated to be $0.90 per $100 of assessed valuation. 208 Summary of Tax Levy and Tax Rate Information TOWN OF FOUNTAIN HILLS, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2008-09 2007-08 FISCAL YEAR 1. 2. 3. Maximum allowable primary property tax levy A.R.S. §42-17051(A). $ Amount received from primary property taxation in the 2002-03 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ 0 $ 0 0 1,400,000 1,400,000 $ 0 1,330,000 1,330,000 Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts 4. 2008-09 FISCAL YEAR $ $ $ Property taxes collected* A. Primary property taxes (1) 2003-04 levy (2) Prior years’ levy (3) Total primary property taxes $ $ B. Secondary property taxes (1) 2007-08 levy (2) Prior years’ levy (3) Total secondary property taxes C. Total property taxes collected 5. $ 1,330,000 $ 1,330,000 $ 1,330,000 Property tax rates A. Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (estimate) (3) Total city/town tax rate 0.0000 0.2124 0.2124 0.0000 0.2213 0.2213 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the town was operating two (2) special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the town. *Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collections for the remainder of the fiscal year. 209 TOWN OF FOUNTAIN HILLS ASSESSED VALUATION 1998 - 2008 Tax Year % Change Primary 1998 $133,721,181 19.1% $146,943,730 26.3% 1999 $160,963,931 20.4% $174,760,640 18.9% Secondary % Change 2000 $190,102,361 18.1% $212,415,476 21.5% 2001 $220,229,137 15.8% $238,714,537 12.4% 2002 $247,151,729 12.2% $270,602,866 13.4% 2003 $282,800,857 14.4% $323,385,230 19.5% 2004 $319,213,464 12.9% $349,398,334 8.0% 2005 $350,557,588 9.8% $375,183,181 7.4% 2006 $377,041,563 7.6% $397,380,162 5.9% 2007 $443,618,807 17.7% $610,738,122 53.7% 2008 $512,051,406 15.4% $684,742,347 12.1% 210 Budget Process Financial Policies Budget Schedule 211 Mission of the Budget Process Communication and involvement with citizens and other stakeholders is stressed. The broad nature of the budget mission allows issues to be addressed that have limited the success of budgeting in the past. Apathy is a serious illness of government; it is in the best interests of government to have involved stakeholders. The term stakeholder refers to anyone affected by or who has a stake in government. This term stakeholder includes, but is not limited to: citizens, customers, elected officials, management, employees and their representatives, businesses, vendors, other governments, and the media. It is vital that the budget processes include diverse stakeholders. Each year the Town of Fountain Hills budget is developed from the Town Council’s priorities by the Finance Department with the individual departments and the Town Manager. Meetings with each department, the Town Manager and the Finance Department are held during the month of March. After these meetings are completed, a proposed balanced budget is prepared for submittal to the full Town Council and public in May. Recommended Budget Practices The Town of Fountain Hills budget process is designed to meet citizens’ needs for information and input; decision makers’ needs for information and advice from citizens on their desired blend of services; and the time line set by the State of Arizona through Arizona Budget Law. The Town of Fountain Hills budget process incorporates the recommended practices promulgated by the National Advisory Council on State and Local Budgeting (NACSLB). Concurrently, Town staff apply diligent effort into improving the processes, decisions and outcomes with each new budget year. The NACSLB’s practices encourage governments to consider the long term consequences of actions to ensure that impacts of budget decisions are understood over a multi-year planning horizon and to assess whether program and service levels can be sustained. Budget Definition All cities and towns in Arizona are required to adopt an annual budget. State law dictates that fiscal years begin on July 1 and end on June 30. Certain parts of the budget document such as summaries of revenues and expenditures showing two years of spending history are required by State law. A good budget process is characterized by several essential features:  Incorporates a long-term perspective  Establishes linkages to broad goals  Focuses budget decisions on results and outcomes  Involves and promotes effective communication with stakeholders  Provides incentives to government management and employees These key characteristics of good budgeting make clear that the budget process is not simply an exercise in balancing revenues and expenditures one year at a time, but is strategic in nature, encompassing a multi-year financial and operating plan that allocates resources on the basis of identified goals. A good budget process moves beyond the traditional concept of line-item expenditure control, providing incentives and flexibility to managers that can lead to improved program efficiency and effectiveness. 212 Principles and Elements of the Budget Process The budget process consists of four broad principles that stem from the definition and mission previously described. These principles encompass many functions that spread across a governmental organization. They reflect the fact that development of a balanced budget is a political and managerial process that also has financial and technical dimensions. Each of the principles of the budget process incorporates components or elements that represent achievable results. These elements help translate the guiding principles into action components. Individual budgetary practices are derived from these elements. The principles and elements provide a structure to categorize budgetary practices. Establish broad goals to guide government decision-making – a government should have broad goals that provide overall direction for the government and serve as a basis for decision-making.  Assess community needs, priorities, challenges and opportunities.  Identify opportunities and challenges for governmental services, capital assets, and management  Develop and disseminate broad goals  Develop approaches to achieve goals – a government should have specific policies, plans, programs, and management strategies to define how it will achieve its longterm goals.  Adopt financial policies  Develop programmatic, operating, and capital policies and plans  Develop programs and services that are consistent with policies and plans  Develop management strategies  Develop a budget consistent with approaches to achieve goals – a financial plan and budget that moves toward achievement of goals, within the constraints of available resources, should be prepared and adopted.  Develop a process for preparing and adopting a budget  Develop and evaluate financial options  Make choices necessary to adopt a budget  Evaluate performance and make adjustments – program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals.  Monitor, measure, and evaluate performance  Make adjustments as needed When does the “budget season” start? The budget process typically begins in January when the Finance Department begins to review current levels of service, Council goals and objectives as identified at the annual Council retreat, proposed capital improvements, and financial forecasts. In reality, the budget process for the Town is actually an ongoing process. Throughout the fiscal year, citizens and staff submit suggestions for new services, regulations, funding sources, and improved service delivery, as well as concerns to the Town Council and commissions for discussion, study, and/or implementation. Advisory boards and commissions develop plans for new or enhanced programs to be included in the following year’s budget proposal. Implementing, Monitoring, and Amending the Budget A budget is an annual planning tool - it identifies the Town’s work plan and matches the 213 financial, material, and human resources available with the requirements to complete the work plan. It includes information about the organization and identifies the Council policy that directed the budget preparation. Although a budget is often discussed as a financial document, the financial portion means very little without the policy and administrative information that explains what the organization intends to do with the financial resources. In July, the Town staff begins the process of implementing the newly adopted budget and is accountable for budgetary control throughout the fisal year. Revenue and expenditure patterns are examined, compared to budget plans, and corrective action, if necessary, is taken during the fiscal year. Town management is provided with a monthly budget and activity report; the Town Council is provided a summary budget report at the end of each quarter disclosing actual revenue, expenditure, and fund balance performance as compared to the budget. The Town of Fountain Hills budget is adopted at a department level and the Capital Improvement Plan is adopted at a project level. Control of each legally adopted annual budget is at the department level; the Town Manager may at any time transfer any unencumbered appropriation balance or portion thereof between general classifications of expenditure (line items) within a department. The items are reduced by a like amount. At the request of the Town Manager, the Council may transfer any unencumbered appropriation balance or portion thereof between one department to another. Pursuant to Arizona Revised Statutes, ―No expenditure shall be made for a purpose not included in such budget..‖. Thus a Contingency line item is included within the General Fund to accommodate most unplanned expenditures. The other option in amending the budget, according to state law, is for the Council to declare an emergency and then transfer the monies from one line item or department to another. In essence, any approved Council transfers do amend the budget although the budget is never reprinted. All transfers are reflected on the following year’s legal schedules as required by the Auditor General’s Office. What funds are included in this budget? The accounts of the Town are organized on the basis of funds or account groups, each of which is considered a separate accounting entity. Government resources are allocated to and accounted for in individual funds based on the purposes for which they are to be spent and the means by which spending activities are controlled. The Town of Fountain Hills appropriates all funds in its budget process: General Fund – revenues and expenditures to carry out basic governmental activities such as police and fire, recreation, planning, legal services, administrative services, etc. (nonrestricted). Special Revenue Funds – revenues derived from specific taxes or other earmarked revenue sources, usually required by statute or ordinance to finance particular activities. Highway User Revenue Fund (HURF) and grants are examples of special revenue funds (restricted by statute). Excise Tax Revenue Funds – designated for bond payments for mountains, Civic Center phase II project, and downtown development (restricted by legislative action). 214 Debt Service Funds – established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Municipal Property Corporation (MPC) and Community Facilities District (CFD) funds are included within the debt service funds. Capital Projects Funds – to account for the purchase or construction of major capital facilities, heavy equipment, park improvements and major road improvements. The Capital Project Fund revenues are derived from excess General Fund revenues and 85% of the construction related local sales tax. When can a citizen have input into the budget process? Town staff welcomes comments and suggestions throughout the year. The first opportunity for the Town Council to contribute to the budget is during the annual goal setting retreat held in January. The proposed budget is presented to the public and Town Council in May at which time a public hearing is held to receive input. This is the opportunity to increase the budget for the next fiscal year before the maximum spending amount is established. Once the maximum spending amount is adopted as the tentative budget, line items can only be exchanged or decreased prior to the budget’s final adoption. Town of Fountain Hills Financial Policies The principles of sound financial management establish the framework for overall fiscal planning and management. The principles set forth guidelines for both current activities and long range planning. Following these principles will enhance the Town’s financial health as well as its image and credibility with its citizens, the public in general, bond rating agencies and investors. The policies will be reviewed annually to assure the highest standards of fiscal management. Policy changes will be needed as the Town continues to grow and becomes more diverse and complex in the services it provides, as well as the organization under which it operates to provide these services to its citizens. The Town Manager and staff have the primary role of reviewing and providing guidance in the financial area to the Town Council. The overall financial goals underlying these principles are: Fiscal Conservatism: to ensure that the Town is at all times in a solid financial condition, defined as: cash solvency – the ability to pay bills budgetary solvency – the ability to balance the budget long run solvency – the ability to pay future costs service level solvency – the ability to provide needed and desired services adhering to the highest accounting and management practices as set by the Government Finance Officers’ Association standards for financial reporting and budgeting, by the Governmental Standards Board and other professional standards One time capital costs are paid for with one time revenues To maintain an Aa3 or better bond rating in the financial community to assure the 215 Town taxpayers that the Town government is well managed and financially sound. To have the ability to withstand local and regional economic fluctuations, to adjust to changes in the service requirements of our community, and to respond to changes in Federal and State priorities and funding as they affect the Town’s residents. To deliver quality services in an affordable, efficient and cost-effective basis providing full value for each tax dollar. Fund Balance Policy Fund balance is defined as the cumulative difference of all revenues and expenditures, also considered the difference between fund assets and fund liabilities, known as fund equity. Fund balance is an important indicator of the Town’s financial position and adequate reserves must be maintained to allow the Town to continue providing services to the community during periods of economic downturns and/or unexpected emergencies or requirements. The level of Fund Balance is related to the degree of uncertainty that the Town faces. A prudent level of financial resources is necessary to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted onetime expenditures. With the Town dependency upon State Shared Income and State Sales Tax revenues for one third of the General Fund budget, there is increased opportunity for fluctuation. Additionally, a significant portion of Town revenue is received from sales taxes – both state shared and local - which are sensitive to fluctuations in the economy. Therefore, the level of reserves needs to be sufficient to ensure stability in on-going government operations during a slowdown in the economy or legislative changes to the revenue sharing formula. Other objectives that influence the size of the fund balance are: preserving or improving the Aa3 bond rating maintaining a positive trend to historical fund balances maintaining a rating equal to or better than surrounding communities maintaining ratios consistent with desired outcomes of ten key ratios of financial condition (Government Finance Review, Dec. 1993) General Fund Balance The Town fund balance consists of three (3) components, defined below. In order to satisfy the objective of maintaining a bond rating equal to or better than surrounding peer communities a fund balance of at least 30% of revenues is recommended. The three components added together will help achieve the 30% goal. Guidelines: In order to achieve the objectives of this policy, and to maintain sufficient working capital and a comfortable margin of safety to address emergencies and unexpected declines in revenue without borrowing, the following guidelines shall be adhered to by the Town Manager, staff and Town Council: Undesignated unreserved fund balance – designated for unanticipated expenditure or loss of revenue, the Town of Fountain Hills' undesignated unreserved fund balance in the Gen- 216 eral Fund at the end of any fiscal year will be equal to no less than 30 days of annual operating expenditures for the upcoming fiscal year. This contingency will provide for the temporary financing of an unforeseen nature for that year. Expenditures for these emergency or unforeseen appropriations can only be undertaken with Town Manager approval and only if funds are not available in the department requesting the contingency funding. Expenditures exceeding $20,000 will require Council approval. This contingency will expire at the end of each fiscal year and any unused balance will be included with the funds available for appropriation in the following fiscal year. Designated unreserved fund – the Town will maintain a designated unreserved fund balance in the General Fund of a minimum ten percent (10%) of the average actual General Fund revenues for the preceding five fiscal years. These reserves will be designated for ―pay-as-you-go‖ capital replacement expenditures, equipment replacement, capital projects, prepay existing Town debt, or any other expenditure that is non-recurring in nature. The 10% is the minimum and is based on the Property and Equipment Replacement Schedule, which may be increased to accelerate accumulation funds for a large capital expenditure. To the extent these reserves are expended, additional funds necessary to restore this additional ten percent (10%) amount will be provided in at least approximately equal contributions during the five fiscal years following the fiscal year in which the event occurred. The designated General Fund Balance can only be authorized for expenditure upon recommendation of the Town Manager and vote of the Town Council. Reserved Fund Balance – the Town will maintain a reserved fund balance in the General Fund of 20% of the average actual General Fund revenues for the preceding five fiscal years, indicating stable fiscal policies. The maintenance of this fiscal balance is a particularly important factor considered by credit rating agencies in their evaluation of the credit worthiness of the Town. It is of primary importance that the Town’s credit rating be protected. During the annual budget process the Town Manager will estimate the surplus or deficit for the current year and prepare a projection of the year-end undesignated general fund balance. Such projection will include an analysis of trends in fund balance levels on an historical and future projection basis. Funds in excess of the fund balance goal will be retained in the undesignated unreserved General Fund Balance, and may be considered to supplement "pay as you go‖ capital outlay expenditures, or may be used to prepay existing Town debt. These funds may not be used to establish or support costs that are recurring in nature. The undesignated unreserved, designated unreserved and reserved fund balance will be established each fiscal year during the budget process depending on planned expenditures but cannot exceed accumulated revenues. This policy will be reviewed by the Town Manager every three years following adoption or sooner at the direction of the Town Council. Special Revenue Funds The Highway User Revenue Fund (HURF) is a restricted fund and depends upon State Shared Revenues for over 90% of annual revenues. This fund may only be used for street and highway purposes. The combined undesignated unreserved, designated unreserved and reserved Fund Balance will be based on the minimum requirement as specified in the Property and Equipment Replacement Schedule. The schedule will be reviewed on an annual basis to determine the required amount to be set aside as designated unreserved 217 Fund Balance. The Excise Tax (.4% of Local Sales Tax) Fund is a restricted fund dedicated to Downtown Development, Civic Center and mountain bonds. The combined undesignated unreserved, designated unreserved and reserved Fund Balance will be no less than the annual debt service payment for Land Preservation and prior year available funds for Downtown Development. Debt Service Funds The Debt Service Fund is established for the payment of principal and interest on bonded indebtedness. Revenues are derived from a property tax levy, pledged excise taxes, municipal property lease payments and shared revenues. Revenues are received in amounts sufficient to pay the annual debt service payment, therefore, the undesignated unreserved, designated unreserved and reserved Fund Balance will be no less than the annual debt service payment due on July 1 of the new fiscal year. Development Fee Funds The Capital Project Funds includes accumulated Development Fees that are assessed on new construction for the purpose of funding growth. These funds are restricted to growthrelated capital expenditures. The Development Fees must be expended within six years of collection or refunded to the taxpayer. Capital Project Funds Capital projects include all equipment and facilities with a useful life of greater than ten years and a cost greater than $50,000. These purchases are made with one time revenues derived from the construction portion of the local sales tax. Financial Planning Fiscal planning refers to the process of identifying resources and allocating those resources among competing purposes. The primary vehicle for this planning is the preparation, monitoring and analysis of the Town’s budget. It is increasingly important to monitor the performance of the programs competing to receive funding. The Town Manager shall submit to the Town Council a proposed annual budget, with their recommendations, and shall execute the budget as finally adopted, pursuant to Section 15.1-602 of the Arizona Revised Statutes, as amended. The Town will budget revenues and expenditures on the basis of a fiscal year which begins July 1 and ends on the following June 30. The Town Council will adopt the budget no later than June 30. The Town will prepare a budget in accordance with the guidelines established by the Government Finance Officers Association in its Distinguished Budget Award Program. The proposed budget will contain the following: Revenue estimates by major category, by major fund; Expenditure estimates by department levels and major expenditure category, by major fund; Estimated fund balance by major fund; Debt service by issue detailing principal and interest amounts by fund. Proposed personnel staffing levels; 218 A detailed schedule of capital projects, including a capital improvement program; Any additional information, data, or analysis requested of management by the Town Council. The operating budget will be based on the principle that current operating expenditures, including debt service, will be funded with current revenues creating a balanced budget. The Town will not balance the current budget at the expense of meeting future years’ expenditures; for example accruing future years' revenues or rolling over short-term debt to avoid planned debt retirement. Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the Town from fluctuating service levels, and avoids crises when one-time revenues are reduced or removed. Revenues from growth or development should be targeted to costs related to development, or invested in improvements that will benefit future residents or make future service provision efficient. The Town Manager will provide an estimate of the Town's revenues annually for each fiscal year. The estimates of special (grant, excise tax, etc.) revenues and interfund transfers will also be provided by the Town Manager. The budget will fully appropriate the resources needed for authorized regular staffing. At no time shall the number of regular full-time employees on the payroll exceed the total number of full-time positions authorized by the Town Council. All personnel actions shall be in conformance with applicable federal and state law and all Town ordinances and policies. The Town Manager shall provide annually a budget preparation schedule outlining the preparation timelines for the proposed budget. Budget packages for the preparation of the budget, including forms and instructions, shall be distributed to Town departments in a timely manner for the department’s completion. Department Directors shall prepare and return their budget proposals to the Administration Department, as required in the budget preparation schedule. Performance measurement indicators will be integrated into the budget process as appropriate. Alternatives for improving the efficiency and effectiveness of the Town's programs and the productivity of its employees will be considered during the budget process. Duplication of services and inefficiency in service delivery should be eliminated wherever they are identified. Department Directors are required to monitor revenues and control expenditures to prevent exceeding their total departmental expenditure budget. It is the responsibility of these department directors to immediately notify the Town Manager of any exceptional circumstances that could result in a departmental expenditure budget to be exceeded. A quarterly report on the status of the General Fund budget and trends will be prepared within 60 days of the end of each quarter by the Administration Department. In addition, the quarterly report shall include revenue and expenditure projections through the end of the fiscal year. 219 If a deficit is projected during any fiscal year, the Town will take steps to reduce expenditures, increase revenues or, if a deficit is caused by an emergency, consider using the undesignated unreserved General Fund Balance, to the extent necessary to ensure a balanced budget at the close of the fiscal year. The Town Manager may institute a cessation during the fiscal year on hirings, promotions, transfers, and capital equipment purchases. Such action will not be taken arbitrarily and without knowledge and support of the Town Council. Expenditure Control Management must ensure compliance with the legally adopted budget. In addition, purchases and expenditures must comply with legal requirements. Expenditures will be controlled by an annual budget at the departmental level. The Town Council shall adopt appropriations through the budget process. Written procedures will be maintained for administrative approval and processing of certain budget transfers within funds. The Town will maintain a purchasing system that provides needed materials in a timely manner to avoid interruptions in the delivery of services. All purchases shall be made in accordance with the Town's purchasing policies, guidelines and procedures and applicable state and federal laws. The Town will endeavor to obtain supplies, equipment and services as economically as possible. Expenditures will be controlled through appropriate internal controls and procedures in processing invoices for payment. The Town shall pay applicable contractor invoices in accordance with the requirements of Arizona Revised Statutes 34-221. The State of Arizona sets a limit on the expenditures of local jurisdictions. The Town will comply with these expenditure limitations and will submit an audited expenditure limitation report, audited financial statements, and audited reconciliation report as defined by the Uniform Expenditure Reporting System (A.R.S. Section 41-1279.07) to the State Auditor General each year. Assets will be capitalized at $10,000 and will be recorded in the Town of Fountain Hills Summary of General Fixed Assets. Revenues and Collections All government employees are considered stewards of public funds. In order to provide funding for service delivery, the Town must have reliable revenue sources. These diverse revenues must be collected equitably, timely, and efficiently. The Town's goal is a General Fund revenue base that is equally balanced between sales taxes, state shared revenues, property tax, service fees and other revenue sources. The Town will strive for a diversified and stable revenue base to shelter it from economic changes or short-term fluctuations and in any one revenue source by doing the following: Establishing new charges and fees as needed and as permitted by law at reasonable levels. 220 Pursuing legislative change, when necessary, to permit changes or establishment of user charges and fees. Aggressively collecting all revenues, late penalties, outstanding taxes owed and related interest as authorized by the Arizona Revised Statutes. The Town will monitor all taxes to insure they are equitably administered and collections are timely and accurate. Fees and charges should be based on benefits and/or privileges granted by the Town, or based on costs of a particular service. The Town should pursue intergovernmental aid for those programs and activities that address a recognized need and are consistent with the Town's long-range objectives. Any decision to pursue intergovernmental aid should include the consideration of the following: Present and future funding requirements. Cost of administering the funds. Costs associated with special conditions or regulations attached to the grant award. The Town will attempt to recover all allowable costs--both direct and indirect--associated with the administration and implementation of programs funded through intergovernmental aid. In the case of the School District, the Town may determine to recover less than full cost of services provided. In the case of State and Federally mandated programs, the Town will attempt to obtain full funding for the service from the governmental entity requiring the service be provided. Allowable costs will be determined based upon a ―Cost Allocation Study‖ prepared periodically. Local sales tax revenues are derived from several sources with a significant portion from construction related activity. To ensure that the revenues from growth or development are targeted to costs related to development, or invested in improvements that will benefit future residents or make future service provision efficient the Town will designate 85% of those one-time revenues to the Capital Projects Fund. At the end of each fiscal year these revenues will be transferred from the General Fund to the Capital Projects Fund for future appropriation. User Fees Cost Recovery User fees and charges are payments for voluntarily purchased, publicly provided services that benefit specific individuals. The Town relies on user fees and charges to supplement other revenue sources in order to provide public services. The Town may establish user fees and charges for certain services provided to users receiving a specific benefit. User fees and charges will be established to recover as much as possible the direct and indirect costs of the program or service, unless the percentage of full cost recovery has been mandated by specific action of the Town Council. It is recognized that occasionally competing policy objectives may result in reduced user fees and charges that recover a smaller portion of service costs. Periodically, the Town will recalculate the full costs of activities supported by user fees to identify the impact of inflation and other attendant costs. 221 Debt Policy The purpose of this debt policy is to provide for the preservation and enhancement of the Town’s bond ratings, the maintenance of adequate debt service reserves, compliance with debt instrument covenants and provisions and required disclosures to investors, underwriters and rating agencies. The overall debt management policy of the Town of Fountain Hills is to ensure that financial resources are adequate in any general economic situation to not preclude the Town’s ability to pay its debt when due. These policies are meant to supplement the legal framework of public debt laws provided by the Arizona Constitution, State Statutes, Federal tax laws and the Town’s current bond resolutions and covenants. The Arizona Constitution limits a city or town’s bonded debt capacity (outstanding principal) to certain percentages of the Town’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. General The Town will use current revenues to pay for short-term capital projects, repair and maintenance items and will reserve long-term debt for capital improvements with useful lives of ten (10) years or more. The Town will not use long-term debt to fund current governmental operations and will manage its cash in a fashion that will prevent any borrowing to meet working capital needs. However, exclusive reliance upon pay-as-you-go funds for capital improvements requires existing residents to pay for improvements that will benefit new residents who relocate to the area after the expenditure is made. Financing capital projects with debt provides for an ―intergenerational equity‖, as the actual users of the capital asset pay for its cost over time, rather than one group of users paying in advance for the costs of the asset. Where there is a benefit to all future residents, debt financing should be given consideration. To increase its reliance on current revenue to finance its capital improvements, and promote a ―pay-as-you-go‖ philosophy, the Town will appropriate each year a percentage of current revenues to maintain a minimum 10% of average actual General Fund revenues for the preceding five fiscal years in the Designated Unreserved Fund. Capital Improvement Plan As part of the budget process each year the Town will prepare a capital spending plan that provides a detailed summary of specific capital projects for the five fiscal years subsequent to the fiscal year presented. The plan will include the name of the project, project schedule, capital cost by fiscal year and a recommended specific funding source. The five-year capital improvement plan will be developed within the constraints of the Town’s ability to finance the plan. The Town Manager and Department Directors will develop formal ranking criteria that will be used in the evaluation of all capital projects. The program ranking criteria will give greatest weight to those projects which protect the health and safety of its citizens. Pay-asyou-go project financing shall be given the highest priority. Capital improvements that must rely upon debt financing shall be accorded a lower priority and projects with a useful life of less than five years shall not be eligible for inclusion in bond issues. Lease purchase financing shall be discouraged and only be undertaken when the project is 222 considered essential to the efficient operation of the Town or to remove expenditures that would exceed the State imposed expenditure limitation. The Town Manager or designee shall determine that pay-as-you-go expenditures do not cause the state imposed expenditure limitation to be exceeded in any fiscal year. All capital project requests will be accompanied by a description of the sources of funding to cover project costs. Where borrowing is recommended, a dedicated source of funds to cover debt service requirements must be identified. All capital project requests will be required to identify any impact the project may have on future operating costs of the Town. The Town will seek grants to finance capital improvements and will favor those projects which are likely to receive grant money. All capital project appropriations and amendments to the capital improvement plan must be approved by the Town Council. The capital plan will include all equipment and facilities with a useful life of greater than ten years and a cost greater than $50,000. Debt financing shall not exceed the useful life of the infrastructure improvement or asset. Financing Alternatives Financing alternatives are listed below but are not limited to: Grants Developer Contributions General Obligation Bond – requires voter approval, supported by an ad valorem (property) tax Revenue Bonds – repaid with revenue stream (HURF, revenue generated by project) Municipal Property Corporation Bonds – repaid with a dedicated revenue source CFD or Special District Bonds – supported by an ad valorem property tax Capital Leases – repaid within operating budget Commercial Paper (CP) or Bond Anticipation Notes (BAN) with terms less than two years Town Debt Service costs (GO, Revenue Bonds, MPC, Leases) shall not exceed 20% of the Town’s operating revenue in order to control fixed costs and ensure expenditure flexibility. Improvement District (ID), Community Facility District (CFD) and Special District debt service is not included in this calculation because it is paid by district property owners and is not an obligation of the general citizenry. Separate criteria have been established and included within the Town’s CFD policy. In accordance with requirements of the State of Arizona Constitution, total bonded debt will not exceed the 20% limitation and 6% limitation of the total secondary assessed valuation of taxable property in the Town. The Town shall comply with all U.S. Internal Revenue Service arbitrage rebate requirements for bonded indebtedness. Where applicable, the Town will structure General Obligation bond issues to create level debt service payments over the life of the issue. The goal will be to strive for a debt repayment schedule to be no more than fifteen (15) years; at no time will the debt exceed twentyfive (25) years. 223 Refunding bonds will be measured against a standard of the net present value debt service savings exceeding 3% of the principal amount of the bonds being refunded, or if savings exceed $750,000, or for the purposes of modifying restrictive covenants or to modify the existing debt structure to the benefit of the Town. Refinancings undertaken for other reasons should proceed only when the advantages have been clearly shown in a cost/benefit analysis of the transaction. The Town will seek to maintain and, if possible, improve the current bond rating in order to minimize borrowing costs and preserve access to credit. An analysis showing how a new issue combined with current debt impacts the Town’s debt capacity and conformance with Town debt policies will accompany every future bond issue proposal. The debt capacity analysis should reflect a positive trend and include: Percent of debt outstanding as a percent of the legal debt limit Measures of the tax and revenue base Evaluation of trends relating to expenditures and fund balance Debt service as a percentage of assessed valuation Measures of debt burden on the community Tax-exempt market factors affecting interest costs Debt ratios Municipal Property Corporation and contractual debt, which is non-voter approved, will be utilized only when a dedicated revenue source (e.g. excise taxes) can be identified to pay debt service expenses. The project to be financed will generate net positive revenues (i.e., the additional revenues generated by the project will be greater than the debt service requirements). The Town’s privilege tax to debt service goal will be a ratio of at least 3.5:1 to ensure the Town’s ability to pay for long term debt from this elastic revenue source. Issuance of Obligations The Town shall select the underwriter and the paying agent/registrar for each debt issuance based on competitive bid. The underwriter must be a firm domiciled in Arizona with an office in the Phoenix area and a record of prior working relationships. The request for proposals process will be designed to select the service providers that offer the Town the best combination of expertise and price. The Town is not required to select the firm offering the lowest price, but a report must be prepared by the Town Manager providing justification to the Town Council for a recommendation when other than the lowest bidder is chosen. The review of all proposals submitted shall be the responsibility of the Town Manager. The Town of Fountain Hills will use competitive sales as the primary means of selling new General Obligation or Revenue bonds that are repaid through ad valorem (property) taxes. Negotiated sales will be permitted for all other debt issues when it is expected to result in a lower true interest cost than would a competitive sale of that same date and structure or there is evidence of volatile market conditions, complex security features, or another overriding factor. 224 The Town Manager or designee and Town Attorney will coordinate their activities to ensure that all securities are issued in the most efficient and cost-effective manner and in compliance with the Town’s governing statutes and regulations. The Manager and the Town Attorney shall consult and jointly select the bond counsel for a bond issue. The Town Attorney will review all documents related to the issuance of securities by the jurisdiction. The Town will seek a rating on all new issues which are being sold in the public market if economically feasible. The Town will report on an annual basis all financial information and/or notices of material events to the rating agencies and Nationally-Recognized Municipal Securities Information Repositories (NRMSIR’s). The annual report will include but not be limited to the Town’s annual Comprehensive Annual Financial Report (CAFR). The Town will require any institution or individual investing monies as an agent for the Town to do so in a manner consistent and in compliance with the Town’s adopted Investment Policy. The Town will provide detailed draw schedules for any project to be funded with borrowed monies. The Town will invest the proceeds or direct a trustee to invest the proceeds of all borrowings in a manner that will ensure the availability of funds as described in the draw schedules. The Town acknowledges the responsibilities of the underwriting community and pledges to make all reasonable efforts to assist underwriters in their efforts to comply with SEC Rule 15c2-12 and MSRB Rule G-36. The Town of Fountain Hills’ capital improvement program ranking criteria will give greatest weight to those projects, which protect the health and safety of it’s citizens. Pay-as-you-go project financing shall be given the highest priority. Capital improvements that must rely upon debt financing shall be accorded a lower priority. All capital project requests will be accompanied by a description of the sources of funding to cover project costs. Where borrowing is recommended, the source of funds to cover debt service requirements must be identified. All capital project requests will be required to identify any impact the project may have on future operating costs of the Town. Department Directors will submit a detailed description of the useful life of capital projects submitted in conjunction with the preparation of the Town’s CIP. Projects with a useful life of less than ten years shall not be eligible for inclusion in bond issues. The Manager shall incorporate an estimate of the useful life of proposal capital improvements in developing an amortization schedule for each bond issue. If a short-lived asset or project (less than ten years) is included in a bond issue, then the bond amortization schedule shall be adjusted to reflect the asset’s rapid depreciation. At no time shall the amortization exceed the life of the asset. How do I get more information? All requests for public information in the Town of Fountain Hills are handled by the Town Clerk’s office. For additional information about the Town of Fountain Hills, please call (480) 816-5100 or visit the Town’s website www.fh.az.gov and click on the Administration Department icon. 225 BUDGET SCHEDULE FY 2008-2009 Friday, November 16, 2007 Director's Budget Meeting-Process review 20 year CIP/IIP distributed to Directors for review and 5 year update December, 2007-January, 2008 Council Retreat-Goal Setting-Budget Priorities for FY 2008-9 December, 2007-January, 2008 Director Budget Retreat-Plan to implement Council goals Friday, December 7, 2007 Director's Budget Meeting-Operating Budget Access Database Review Templates and Performance Indicators Monday, December 17, 2007 Access budget database available for data entry Friday, December 21, 2007 Directors submit requests for new programs with justification Directors submit requests for new staff with justification Friday, January 11, 2008 Preliminary approval on programs and staffing requests Friday, January 18, 2008 Directors submit updated CIP/IIP projects and costs to Finance Friday, February 1, 2008 Finance submits updated CIP/IIP to Town Manager Friday, February 8, 2008 Written verbiage (Word Template) due to Finance Deadline for input of operating budget into Access February 11 - February 22, 2008 Finance prepares preliminary budget document Friday, February 22, 2008 Finance submits revenue projections to Town Manager Finance submits preliminary Budget to Town Manager March 3 - March 21, 2008 Department Budget Meetings with Town Manager March 24 - April 4, 2008 Finance prepares Tentative Budget Monday, April 7, 2008 Completed Tentative Budget submitted to Town Manager April 7 - April 11, 2008 Review of Tentative Budget by Town Manager April 14 - April 18, 2008 Revisions to Tentative Budget by Finance Wednesday, April 23, 2008 Council receives copy of Proposed Budget Tuesday, April 29, 2008 Council Budget Work-Study Session May 5 - May 9, 2008 Manager's Office and Finance revise budget Thursday, May 15, 2008 Adopt Tentative Budget Wednesday, May 21, 2008 Publish Tentative Budget in newspaper Thursday, June 5, 2008 Adopt Final budget Thursday, June 19, 2008 Adopt Tax Levy 226 Schedule of Authorized Positions And Pay Plan 227 Schedule of Authorized Positions Position – Title 2006-2007 Authorized FTE 2007-2008 Authorized FTE 2008-2009 Proposed FTE Court Presiding Judge Court Administrator Senior Court Clerk Court Clerk 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 Authorized FTE 5.00 5.00 5.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.50 1.00 0.00 0.50 0.00 0.50 0.50 0.50 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.50 0.00 0.00 0.50 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.50 0.00 0.00 0.00 0.50 13.00 13.00 13.00 Chief Building Official Senior Building Inspector Plans Examiner Building Inspector Building Permit Technician 1.00 1.00 2.00 2.00 3.00 1.00 0.00 2.00 3.00 2.00 1.00 0.00 2.00 3.00 2.00 Authorized FTE 9.00 8.00 8.00 Administration Town Manager Assistant Town Manager Assistant to the Town Manager Finance Director H/R Adminstrator/Risk Manager Town Clerk Economic Development Specialist Public Information Oficer I/T Coordinator Executive Asst to Town Mgr/Council Accountant Accounting Supervisor Accounting/HR Clerk Administrative Assistant Customer Service Rep Accounting Clerk Administrative Clerk Receptionist Volunteer Coordinator Administrative Intern Economic Development Intern I/T Intern I/T Technician Authorized FTE Building Safety 228 Schedule of Authorized Positions Position – Title 2006-2007 Authorized FTE 2007-2008 Authorized FTE 2008-2009 Proposed FTE Public Works Public Works Director Town Engineer Senior Civil Engineer Civil Engineer Senior Civil Engineer Inspector Facilities Supervisor Civil Engineer Inspector Open Space & Landscape Spec. Executive Assistant Facilities Maintenance Tech Maintenance/Custodial Worker Custodian 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 2.00 0.00 1.00 2.00 1.00 1.00 1.00 0.50 1.00 11.50 11.50 11.50 1.00 1.00 0.00 1.00 0.00 0.00 0.00 8.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 8.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 6.00 11.00 10.00 10.00 P&Z Director P & Z Administrator Senior Planner Planner Planner - Environmental GIS Technician/CAD Operator Senior Code Enforcement Officer Code Enforcement Officer Planning Technician Planning Assistant Executive Assistant 0.00 1.00 1.00 1.00 0.00 2.00 0.00 3.00 0.50 1.00 0.00 1.00 0.00 1.00 2.00 0.00 2.00 1.00 2.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 2.00 0.00 0.00 1.00 Authorized FTE 9.50 10.00 10.00 Authorized FTE Street Assistant Public Works Director Street Superintendent Street Maintenance Supervisor Fleet Mechanic Fleet Equipment Mechanic Traffic Signal Technician I Traffic Signal Technician II Street Maintenance Tech Authorized FTE Planning & Zoning 229 Schedule of Authorized Positions Position – Title 2006-2007 Authorized FTE 2007-2008 Authorized FTE 2008-2009 Proposed FTE Parks & Recreation Parks & Recreation Director Recreation Supervisor Parks Supervisor Rec. Program Coordinator Park Operations Lead Executive Assistant Groundskeeper Recreation Assistant Customer Service Representative Recreation Aide Recreation Intern Park Ranger 0.50 1.00 1.00 2.00 3.00 1.00 2.00 4.00 1.00 1.00 0.50 0.00 1.00 1.00 1.00 2.00 3.00 1.00 2.00 4.00 1.00 1.00 0.50 2.00 1.00 1.00 1.00 2.00 4.00 1.00 2.00 4.00 1.00 1.00 0.50 1.00 17.00 19.50 19.50 Emergency Mgmt Coord 0.00 0.00 0.00 Authorized FTE 0.00 0.00 0.00 Comm Ctr Director Comm Ctr Supervisor Comm Ctr Operations Supervisor Comm Ctr Events Coordinator Comm Ctr Operations Coordinator Executive Assistant Volunteer Coordinator Receptionist Event Representative/Operations Support Worker Operations Support Assistant Bartender Custodian 0.50 1.00 1.00 0.00 0.00 1.00 0.50 0.00 2.00 0.50 0.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.50 2.00 0.50 0.25 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.50 1.50 0.50 0.25 0.50 Authorized FTE 7.50 7.25 7.25 Senior Services Supervisor Administrative Assistant Senior Services Activities Coordinator HDM/Special Programs Admin HDM Coordinator Senior Services Assistant Receptionist Senior Aide 1.00 0.00 0.00 0.50 0.50 0.00 0.50 1.00 1.00 0.50 0.00 0.00 0.50 0.50 0.50 0.50 1.00 0.00 0.50 0.00 0.50 0.50 0.50 0.50 Authorized FTE 3.50 3.50 3.50 87.00 87.75 87.75 Authorized FTE Law Enforcement Community Center Senior Services Total Authorized FTE 230 Pay Plan The Town Council last adopted the pay plan for the Town of Fountain Hills in June 2007. It is imperative that the salary ranges for each position be updated on a regular basis to remain competitive in the market. Consequently, the Human Resources division has surveyed the salary ranges from competing towns and cities for like positions. The information from those surveys has resulted in the proposed pay plan for the 2008-09 fiscal year. Explanation of the Pay Plan All Town positions, except that of Town Manager and Presiding Judge, are classified and covered in the pay plan. Persons shall be recruited into the municipal service at the appropriate salary within that position, according to experience and/or market demand. Advancement within the salary range shall be obtained on the basis of merit. Human Resources recommends incremental increases based on the performance evaluation written by the employee’s supervisor. The Town Manager is authorized to place the salary of each employee at a rate of pay within the salary range for the position title to which said employee is assigned. The rates of pay so established for various employees shall be effective at the time of review. Increases may be granted after six months of service and annually thereafter. The Town Manager shall make whatever administrative regulations, not inconsistent with the plan or the ordinances of the Town of Fountain Hills, he/she deems necessary, for the effective administration of the plan. Employees in section 1 are exempt and are not eligible for any overtime compensation. Employees in section 2 are non-exempt and therefore entitled to overtime compensation. The pay plan shall be reviewed annually. The minimum and maximum rates and the ranges constituting the salary range of a position title shall supersede any previously adopted for said title. 231 Exempt Positions Minimum Position Title Public Works Director Finance Director Town Engineer Planning & Zoning Director Parks & Recreation Director Assistant to the Town Manager Human Resources Administrator/Risk Manager Court Administrator Town Clerk Senior Planner Community Center Director Chief Building Official Recreation Supervisor Street Superintendent Public Information Officer Accounting Supervisor Parks Supervisor Information Technology Coordinator Executive Assistant to Town Manager/Council Planner Planner - Environmental Senior Services Supervisor Facilities Supervisor Community Center Event Coordinator Recreation Program Coordinator Community Center Operations Coordinator 232 77,542 77,542 75,283 73,265 72,277 70,304 68,082 65,864 58,419 56,193 55,219 54,891 52,056 52,056 51,906 51,906 51,106 48,610 46,000 44,998 44,998 43,642 42,806 39,253 39,253 35,676 Maximum 110,273 110,273 107,060 104,190 102,785 99,979 96,819 93,665 83,078 79,912 78,527 78,061 74,029 74,029 73,816 73,816 72,678 69,128 65,417 63,992 63,992 62,063 60,874 55,821 55,821 50,735 Previous Range 77,124 74,886 68,504 66,293 67,268 65,864 64,072 64,072 56,285 54,891 54,891 54,891 48,610 49,687 51,529 42,629 47,371 48,610 43,357 44,998 - 109,678 106,495 97,420 94,275 95,662 93,665 91,117 91,117 80,043 78,061 78,061 78,061 69,128 70,660 73,279 60,623 67,366 69,128 61,658 63,992 42,629 60,623 40,733 - 57,926 39,253 - 55,821 37,920 - 53,926 Non-Exempt Positions Position Title Minimum 26.05 21.90 20.97 20.39 20.39 19.54 19.54 18.16 17.89 17.89 17.89 17.57 17.17 16.56 16.56 16.13 15.47 15.47 15.00 15.00 15.00 15.00 14.20 14.20 14.20 14.20 13.75 13.50 12.36 12.36 11.57 11.57 11.16 10.00 9.92 9.92 8.66 8.66 8.66 Civil Engineer Plans Examiner Building Inspector GIS Technician/CAD Operator Traffic Signal Technician II Civil Engineer Inspector Senior Code Enforcement Officer Code Enforcement Officer Park Operations Lead Open Space/Landscape Specialist Information Technology Technician Traffic Signal Technician I Executive Assistant Fleet Mechanic Facilities Maintenance Technician Building Permit Technician Senior Court Clerk Park Ranger Accounting Clerk Administrative Assistant Bartender Street Maintenance Technician Customer Service Representative Senior Services Activities Coordinator Event Representative - Community Center Volunteer Coordinator Court Clerk Maintenance/Custodial Worker Groundskeeper Operations Support Worker Home Delivered Meals Coordinator Receptionist Custodian Recreation Intern Recreation Assistant Senior Services Assistant Recreation Aide Senior Aide Operations Support Assistant 233 Maximum Previous Range 37.05 31.14 29.82 29.00 29.00 27.79 27.79 25.83 25.44 25.44 25.44 24.99 24.42 23.55 23.55 22.94 22.00 22.00 21.33 21.33 21.33 21.33 20.19 20.19 20.19 20.19 19.55 19.20 17.60 17.58 16.47 16.47 15.87 14.22 14.11 14.11 12.32 12.32 12.32 26.05 - 37.05 21.90 31.14 20.97 - 29.82 20.39 - 29.00 19.54 - 27.79 19.54 27.79 17.89 - 25.44 17.89 25.44 17.89 - 25.44 15.98 16.56 15.98 15.04 15.04 17.89 13.75 15.04 15.00 14.47 13.75 13.75 13.75 12.92 11.74 10.64 11.37 11.37 10.64 10.00 9.37 9.37 8.39 8.39 8.39 - 22.73 23.55 22.73 21.39 21.39 25.44 19.55 - 21.39 21.33 - 20.57 - 19.55 - - 19.55 19.55 18.37 16.72 15.13 16.19 16.19 15.13 14.22 13.33 13.33 11.93 11.93 11.93 234 Budget Glossary 235 Account A separate financial reporting unit for budgeting, management or accounting purposes. All budgetary transactions, whether revenue or expenditure, are recorded in accounts. Several related accounts may be grouped together in a fund. A list is called a chart of accounts. Accounting Standards The generally accepted accounting principles (GAAP) promulgated by the Governmental Accounting Standards Board (GASB) that guide the recording and reporting of financial information by state and local governments. Accrual Basis Accounting A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or sent. Actual vs. Budgeted Difference between the amounts projected (budgeted) in revenues or expenditures at the beginning of the fiscal year and the actual receipts or expenses, which are incurred by the end of the fiscal year. Ad Valorem Taxes Commonly referred to as property taxes. The charges levied on all real, and certain personal property according to the property’s assessed value and the tax rate. Used as a source of monies to pay general obligation debt and to support the general fund. Adoption Formal action by the Town Council, which sets the spending limits for the fiscal years. Appropriation Specific amount of monies authorized by the Council for the purpose of incurring obligations and acquiring goods and services. Assessed Valuation A value set upon real and personal property by the Maricopa County Assessor for the purpose of levying property taxes. Asset The resources and property of the Town that can be used or applied to cover liabilities. Audit Report The report prepared by an auditor covering the audit or investigation of an entity’s financial position for a given period of time, usually a year. As a general rule, the report should include: 1) a statement of the scope of the audit; 2) explanatory comments concerning exceptions from generally accepted auditing standards; 3) opinions; 4) explanatory comments concerning verification procedures; 5) financial statements and schedules; and 6) statistical tables, supplementary comments and recommendations. The auditors signature follows 3). The Town is required to have an annual audit conducted by qualified certified public accountants. Balanced Budget Arizona law (Title 42 Arizona Revised Statutes) requires the Town Council to annually 236 adopt a balanced budget by purpose of public expense. State law defines this balanced budget as ―the primary property tax levy, when added together with all other available resources, must equal these expenditures.‖ The total of proposed expenditures will not exceed the total of estimated revenues and fund balances. Base Budget The ongoing expense for personnel, contractual services, commodities, and the replacement of equipment to maintain service levels previously established by the Council. Bond A written promise to pay a specified sum of money (called the principal amount) at a specified date or dates in the future (called the maturity dates), and carrying interest at a specified rate, usually paid periodically. The difference between a bond and a note is that a bond is issued for a longer period and requires greater legal formality. Bonds are primarily used to finance capital projects. The most common types of bonds are: General Obligation (GO) Bond: This type of bond is secured by the full faith, credit, and taxing power of the municipality. Revenue Bond: This type of bond is secured by the revenues from a specific source such as gas taxes or water revenues. Budget A financial plan of estimated expenditures and anticipated resources adopted for a specific period of time outlining a plan for achieving council goals and objectives. Budgetary Basis The method used to determine when revenues and expenditures are recognized for budgetary purposes. Capital Budget A spending plan for improvements to or acquisition of land, facilities and infrastructure that balances revenues and expenditures, specifies the sources of revenues, and lists each project or acquisition. Normally a capital budget must be approved by the legislative body. The capital budget and accompanying appropriation ordinance may be included in a consolidated budget document that has a section devoted to capital expenditures and another to operating expenditures. Or two separate documents may be prepared – one for the capital budget and one for the operating budget. Capital Improvements Expenditures for the construction, purchase or renovation of Town facilities or property. Capital Outlay Expenditures resulting in the acquisition of or addition to the Town’s fixed assets. Carry Over Year-end savings that can be carried forward to cover any one-time expenses such as supplies, equipment, or special contracts. Cash Basis 237 A basis of accounting in which transactions are recognized only when cash amounts are increased or decreased. Contingency/Reserve An amount set aside as available, with Council approval, to cover unforeseen expenditures, emergency expenditures, or revenue short falls. Debt Limit Statutory or constitutional limit on the principal amount of debt that an issuer may incur (or that it may have outstanding at any one time). Debt Ratio Total debt divided by total assets. Debt Service Principal and interest payments on outstanding bonds. Debt Service Fund One or more funds established to account for revenues used to repay the principal and interest on debt. Department A functional group of the Town with related activities aimed at accomplishing a major Town service or program. Division A grouping of related activities within a particular department (example, Senior Services is a division of Parks & Recreation). Estimated Revenue The amount of projected revenue to be collected during the fiscal year. Expenditure If accounts are kept on the accrual basis, this term designates total charges incurred, whether paid or unpaid. If they are kept on the cash basis, the term covers only actual disbursements for these purposes. Expenditure Limitation An amendment to the Arizona State Constitution that limits annual expenditures of all municipalities. The Economic Estimates Commission, based on population growth and inflation sets the limit. All municipalities have the option of Home Rule where the voters approve a four-year expenditure limit based on revenues received. Fiscal Year Any period of twelve consecutive months establishing the beginning and the ending of financial transactions. For the Town of Fountain Hills, this period begins July 1 and ends June 30. Full-Time Equivalent Position (FTE) A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equiva- 238 lent to a 0.5 FTE. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. Fund Balance A balance or carry over that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures. General Fund The major fund in most governmental entities. While other funds tend to be restricted to a single purpose, the general fund is a catch all for general government purposes. The General Fund contains the activities commonly associated with municipal government, such as police and fire protection, parks and recreation. Highway Users Revenue Bond Proceeds used solely for street and highway purposes and require voter authorization. Bonds are payable from highway user revenue up to 50% of total received for the past twelve month period (stipulated by state law). Highway Users Revenue Fund (HURF) This revenue source consists of state taxes collected on gasoline, vehicle licenses, and a number of other additional transportation related fees. These funds must be used for street and highway purposes. Infrastructure Facilities that support the continuance and growth of a community. roads, water lines, sewers, public buildings, and parks. Examples include Intergovernmental Revenue Federal and state grants and other forms of revenue (e.g. state sales tax, state income tax, gasoline tax, motor vehicle license). Long Term Debt Debt with a maturity of more than one year after date of issuance. Management Indicators A measurable means of evaluating impact of budget on achieving stated objectives. Modified Accrual Basis of Accounting Basis of accounting according to which; a) revenues are recognized in the accounting period in which they become available and measurable, and b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. 239 Municipal Property Corporation (MPC) Bond Bonds that are backed by the excise taxes of the Town including local sales tax, franchise tax, state shared sales tax, and auto lieu tax. The MPC is a non-profit corporation established for the purpose of issuing debt to purchase municipal facilities, which it leases to the Town. Objectives A measurable output that an organization strives to achieve within a designated time frame. The achievement of the objective advances an organization toward a corresponding goal. Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing activities of the Town are controlled. Ordinance A formal legislative enactment by the Town Council. Performance Indicators Measurement of service performance indicators that reflect amount of money spent on services and the resulting outcomes at a specific level of services provided. Property Tax The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. Primary Tax Arizona statute limits the primary property tax levy amount and municipalities may use this tax for any purpose. Resolution A special or temporary order of the Town Council. Requires less formality than an ordinance. Resources Total amounts available for appropriation including estimated revenues, bond/loan proceeds, fund transfers, and beginning fund balances. Revenue Financial resources received from taxes, user charges, and other levels of government. Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of a revenue generating fund. Secondary Rate Arizona statute does not limit the secondary tax levy amount and municipalities may only use this levy to retire the principal and interest or redemption charges on bond debt. Bonds whose principal and interest are payable exclusively from earnings of a revenue 240 generating fund. Special Revenue Fund Accounts for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. State-Shared Revenue Includes the Town’s portion of state sales tax revenues, state income tax receipts, motor vehicle in-lieu taxes. Tax Levy The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. Tax Rate The amount of tax levied for each $100 of assessed valuation. Transfer Movement of resources between two funds. Example: An interfund transfer would include the transfer of operating resources from the General Fund to the Street Fund. 241 242