TOWN OF FOUNTAIN HILLS, ARIZONA FISCAL YEAR 2009-2010 BUDGET The height of desert living. The height of desert living. 1 The height of desert living. 2 TABLE OF CONTENTS INTRODUCTION Budget Message 5 Budget Highlights 13 Community Profile 21 Town Council 27 Organizational Chart 32 FINANCIAL OVERVIEW Financial Overview & Policies 33 Revenue Summary 47 Expenditure Summary 63 Budget Process & Schedule 73 OPERATING BUDGETS Operating Budgets 81 Town Council 82 Municipal Court 90 Administration 94 Public Works 106 Planning & Zoning 116 Parks & Recreation 126 Community Center 136 Law Enforcement 144 Fire & Emergency Medical 150 The height of desert living. 3 TABLE OF CONTENTS Performance Measures 157 SPECIAL FUNDS Special Revenue Funds 259 Debt Service Funds 263 Tax Levy 268 CAPITAL IMPROVEMENT/VEHICLE REPLACEMENT Capital Improvement Program 269 Policy and Procedure 270 5 Year Schedule 274 Project Information Forms 281 Vehicle Replacement Plan 311 Policy and Procedure 312 Interfund Charges 316 SCHEDULES Authorized Positions 319 Glossary 331 The height of desert living. 4 Budget Message BUDGET MESSAGE 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, 2009 and ending June 30, 2010 (FY2009-10). 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 $35.3M in expenditures, with projected revenues of $33.1 million (reserves in the capital projects fund will be used to fund projects). Due to an unstable economy and the global recession, staff has taken a very conservative outlook when projecting FY2009-10 revenues and included only those expenditures that are consistent with the Council’s goals. The budget process involved a newly formed Executive Budget Committee consisting of staff members with diverse perspectives and the Mayor. The committee was assigned the task of prioritizing expenditure requests to meet the Council goals and provide a sustainable level of service with the resources available. This budget is the product of that process and accomplishes that goal. The primary focus of the proposed budget is usually the operating, or General Fund, the Town’s largest fund, which supports basic services. With the economic downturn came declining revenues. Developing the proposed budget, therefore, required making choices to achieve a budget that balances the available resources with the Council goals, while maintaining a level of service to support a high quality of life in Fountain Hills. Year in Review To frame the many decisions that have laid the foundation for projections contained in the 2009-2010 budget, it is necessary to reflect briefly on the past fiscal year. For Fountain Hills, 2008 began with cautious optimism expecting modest growth in revenue and excitement about new dollars expected from economic development initiatives. What we encountered was a virtual collapse in the single family residential home construction in our community. Since incorporation in 1989, we have not experienced the depths of a national slowdown to the extent we are presently facing. (See graph on next page) The height of desert living. 5 Budget Message The downturn in the economy resulted in significant declines in building permit activity in Fountain Hills that resulted in a 7% drop in operating revenue. Consequently, there were corresponding decreases in expenditures in order to avoid a budget deficit. Additionally, the Town hired a new Town Manager in July, 2008, with the departure of the previous Town Manager and an Acting Town Manager. When it became apparent early in the fiscal year that the economy was worsening several budget cuts were made to accommodate the decreased revenues. Examples of budget adjustments in FY09 are: Implementation of a hiring freeze on all non-essential positions Reductions in staff in the Planning & Zoning Department Postponement of Park capital outlays Postponement of Facilities capital outlays Reduction in professional fee contracts Reduction in training and conference expenses 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 remains committed to funding one-time capital projects with one-time revenue sources, such as construction related revenues and surplus General Fund revenues. Ongoing operating costs should be funded with stable and reliable revenue sources. As we celebrate Fountain Hills’ 20th birthday, we believe that despite the economic slowdown with its resultant revenue diminishment, we are focused on providing a The height of desert living. 6 Budget Message sustained level of service to our residents. During this slowdown, we plan to use this opportunity to better connect with our neighborhoods and citizens by concentrating on our core missions as defined by the Mayor and Town Council. Long Term Strategic Goals and Objectives The majority of the budget initiatives apply to strategic priorities that were adopted in the Town’s Strategic Plan 2006-2010. An update of the strategic plan will be completed by March 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 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 Goals The budget for FY2009-10 was guided by the current economic environment which continues to provide fewer building permits and reduced retail activity. With a budget of $2 million less than two years ago (a 12.5% decline), strategic decisions had to be made to balance the community priorities with available resources. Those decisions resulted in a decrease in infrastructure and amenity maintenance. Examples include: No overseeding on three of the Town’s four parks. Our signature Fountain Park The height of desert living. 7 Budget Message will continue to be maintained at the same level. Turf mowing schedule at parks reduced by half Elimination of palm tree trimming for one year Freeze salaries and provide no merit and cost of living increases for staff Reduced fleet vehicles and/or equipment by 17% Reduction of force in building division No new authorized full time positions The budget includes appropriations for the goals and priorities established by the Town Council during their annual retreat. The Town Council met in January of 2009 to develop goals and objectives for the budget year as part of the annual planning process. At the retreat the Council established 13 goals consistent with the strategic plan. They also provided several objectives to achieve those goals. The Town Manager and staff then met to prepare an implementation plan to be incorporated into the FY2009-10 budget. Upon adoption of the Town Council goals, specific workplans 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 on page 9 indicates which departments/divisions are responsible for the implementation of FY2009-10 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. For the past seven years the Town of Fountain Hills has been awarded 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 Message section is designed to provide the layperson with a broad view of the contents included in the FY2009-10 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, operating revenues for FY2009-10 are projected to decline 12% compared to the FY07-08, including a drop in State Shared Revenues of $1.5 million. The decrease 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 continue to decline for the next two years based on the recession and global economy. Similarly, revenues from construction related permits are anticipated to continue their decline during FY2009-10 with the decline in single family housing permits. Residential permits have declined 50% since FY07. The height of desert living. 8 Budget Message Goal How Addressed Ensure that the Strategic Plan continues to be implemented and updated. Town Manager Ensure development of former state trust land proceeds in a way which is most responsible and beneficial to the community. Maintain and develop good roads and walkways within fiscal constraints. Planning & Zoning Streets Page No 164 216/219 209 Make optimal use of trails and expand public access to parks and open space. Parks & Recreation 227-243 Maintain service level and functionality of parks. Parks & Recreation 227-243 Explore the need for an Environmental Commission with specific responsibility to develop new measures and support existing initiatives that improve the quality of our natural environment. Maintain and promote our small town character by enhancing public private collaboration to develop new and improve existing special events. Enhance customer service and enrich our citizens’ lives by expanding access to Town offerings and services, developing innovative approaches to service delivery, and developing/implementing methods for gathering citizen input. Planning & Zoning 217 Parks & Recreation 220 Town Manager 163 Community Affairs 190 Demonstrate organizational progress to citizens and promote transparent government. Enhance the Town’s economic base by maintaining strong business relations, developing and implementing innovative strategies to bring beneficial businesses to Town, supporting an environment conducive to new business development, and developing initiatives designed to help businesses succeed. Build and strengthen internal and external relationships utilizing mutual respect as the basis. Exercise fiscal responsibility while maintaining organizational/functional integrity. Support initiatives which enhance public safety in our community. Town Manager 163 Economic Development 187 Town Manager 163 Finance 174-177 Public Safety 256-258 The height of desert living. 9 Budget Message Operating Revenues FY06 through FY10 in millions $25.0 $20.0 $15.0 $10.0 $5.0 FY06 FY07 FY08 FY09 FY10* $0.0 *estimated In order to match available resources, operating expenditures are budgeted at 4% less than last years’ budget. 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 26,000 with an expected population at build-out of 34,324, 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. Maintenance of the Reserve Fund: During FY09 the Town Council amended the Town’s financial policies related to Fund Balance in order to create a Rainy Day Fund (RDF). The current policy sets 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 30% is made up of two components – 20% of the previous five years revenues, 10% of the previous five years revenues plus 30 days expenditures The height of desert living. 10 Budget Message Operating Expenditures FY06 through FY10 in millions $25.0 $20.0 $15.0 $10.0 $5.0 FY06 FY07 FY08 FY09 FY10* $0.0 *estimated of the upcoming fiscal year (now classified as Rainy Day Fund). The Rainy Day Fund is segregated from the General Fund and is programmed into the FY09-10 budget for the sole purpose of preparing for a catastrophic downturn in revenues. If utilized, the Rainy Day Fund (RDF) is to be replenished through future appropriations in the General Fund at a rate of 1% of General Fund revenue until restored. The reserve fund is 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. 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 The height of desert living. 11 Budget Message Committee 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, Richard M. Davis Richard Davis, ICMA-CM Town Manager The height of desert living. 12 Budget Highlights Budget Key Initiatives Key initiatives of the FY09-10 budget include the following: Initiation of program budgeting and a performance measurement program Implementation of a Rainy Day Fund policy. Updating of the Town’s strategic plan. Increasing capital projects (40% of total expenditures) through use of grants, stimulus funds and bond proceeds. Partnering with the local school district in an effort to have the voters approve a secondary property tax for a major road project and school override Investment in economic development initiatives focused on business retention, recruitment and vitality. Continuing exploration of cost recovery through creation of a stormwater utility. Program Budgeting The Town of Fountain Hills has traditionally prepared a line item budget. This year the Town is moving toward development of a Performance Based Program Budget. This process will be implemented over a number of years, beginning with the budget of FY 2009-2010. The overall purpose of the Performance based budget is to establish a process to assist program managers in scheduling work and resources in order to efficiently and effectively carry out the Town’s Goals and Objectives contained in the Strategic Plan and prioritized by the Council during their budget retreat. We believe that program budgeting, when fully implemented, will provide the citizens with a better picture of the true cost and value of various Town services. Included in this budget is a Program Budget Performance Measurement section. This section begins to identify the various programs within each of the Town’s Departments. Each Program page identifies the Service Delivery Plan and provides a list of Activities that are included in the Program. Performance Measures are also included. Quality, Productivity and Cost Effectiveness elements are targeted for measurement. Implementation of a Rainy Day Fund The Rainy Day Fund will be created by transferring $1,310,254 from the General Fund fund balance at the close of FY 2008-09. This transfer still preserves the Gen- The height of desert living. 13 Budget Highlights eral Fund balance required by the Town’s financial policy of at least 30% of general fund budgeted revenues. The Rainy Day Fund is being established to provide leverage in the event of a substantial revenue loss that was not anticipated in the budget process and that can not be accommodated through expenditure reductions in the fiscal year. Funds drawn from the Rainy Day Fund would have to be repaid as soon as economic conditions allow. Updating the Town’s Strategic Plan As the Town’s current plan ends with FY2009-10, the Town Manager’s department has incorporated additional funding to assist the Strategic Planning Advisory Commission in the development of a revised plan for presentation to Council by March of 2010. Capital Projects Expansion The Town’s budget reflects a significant increase in proposed capital projects for the coming fiscal year. This increase in projects is contingent upon receipt of two new sources of funding; Federal stimulus funds and voter approved bonds. If these funds do not become available, the proposed projects will be re-programmed in future years when other funding sources are available. Economic Development While most Town Departments saw a decrease in their budgets for FY2009-10, the Economic Development Department’s budget has increased in an effort to provide programs and services for current business retention and vitality and to pursue new business recruitment. Stormwater Utility The FY2009-10 budget provides funding for staff time and program support to continue exploring the possibility of creating a stormwater utility to provide funding for various Federal and State mandates, as well as long term capital funding for drainage projects in various areas of Town. The height of desert living. 14 Budget Highlights General Fund Highlights Salaries and Benefits After the staff reductions made during FY08-09, the total full time equivalent employees (FTE’s) proposed for fiscal year 2009-2010 is 81.1, compared to 88.25 in FY2008-09. (See Authorized Position charts beginning on page 315). The only increases in staffing included are an increase in Volunteer Coordinator hours to .75 FTE from .50 FTE and the addition of a .1 FTE Driver in Senior Activities. All of these positions are funded through the General Fund. The budget anticipates that wages will be frozen for the upcoming fiscal year and no merit increases will be awarded. Because local governments are primarily a service industry salaries and benefits comprise a major portion of expenditures. For Fountain Hills salaries and benefits represent 14.8% of the total budget. Contractual Services/Professional Fees 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 ($2,852,368), currently under contract with Rural Metro Corporation; and 2) police protection ($2,707,728) currently provided through the Maricopa County Sheriff’s Office. Both contracts were re-negotiated with a reduction in annual cost generating a significant savings to the taxpayers of Fountain Hills. Jail/prisoner expenses are budgeted at $96,000 in FY 2009-10, up from $68,000 in FY 2008-09. This is based on a substantial increase in jail days utilized during the current fiscal year that is expected to continue into the new year, partly as a result of new mandatory jail time laws. Contractual services also include four (4) subsidies that the Town contributes on a competitive basis to local non-profit organizations for the provision of specific programs. 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 was for three years beginning in FY07-08. The annual cost for FY09-10 is $505,814 and is budgeted in the Town Manager’s budget. The Town has contracted in past years with Maricopa County to provide an elderly and handicapped transportation program (STS). The County has advised the Town that funding for the program has been eliminated and they will no longer be able to provide this service to the Town of Fountain Hills. $90,000 in funding for this program is still included in the Community Center/Senior budget, but, to date, no alternative programs have been found to replace this contracted service. Maintenance of the Town’s 121 acres of parks, Town medians, dams, and washes are provided by independent contractors. Contracts for landscape maintenance (Parks) and median maintenance (Public Works) have been reduced substantially in FY2009- The height of desert living. 15 Budget Highlights 10. Contracts for wash maintenance (Public Works) have been eliminated. The outside Sales Tax Audit program is continuing in FY 2009-10, and the Home Delivered Meals program is adding a third route. The Town owns the Town Hall facility, Library, Museum, Community/Senior Center, two Fire stations, a Vehicle Maintenance/Street Yard facility, the Kiwanis building, and the Community Theater building. Maintenance of these facilities have been centralized under the Facilities Division of the Public Works department in FY2009-10. This consolidation should help to reduce costs and make scheduling of maintenance and custodial personnel more efficient. Other Services and Supplies Other services and supplies include operational costs such as dues, conferences, printing, office supplies, operating supplies, uniforms, etc. Other items in this category are utilities, gas and oil, postage, insurance, and telecommunications. In FY2009-10, no out of state conferences are budgeted Certifications and continuing education classes were held to a minimum. Additional marketing, promotion and advertising expenses have been included in the Economic Development budget in accordance with the Council’s goal to enhance the Town’s economic base by maintaining strong business relations and developing initiatives designed to help businesses succeed. The Town telecommunications contract for cellular service was re-negotiated providing savings over last year’s budget. Additional savings are expected as a result of the downsizing of the Town’s active fleet. Capital Outlays Capital outlays in the operating budget 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 There are no capital outlays budgeted in FY2009-10 The sources of funds included in the budget total $33.1 million, with the major components reflected in the table below: The height of desert living. 16 Budget Highlights The sources of funds included in the budget total $33.1 million, with the major components reflected in the table below: Actual Actual Budget Proposed GENERAL FUND REVENUES SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS DEVELOPMENT FEES CAPITAL PROJECT FUNDS $16,907,187 $2,675,385 $3,271,377 $1,290,237 $528,225 $16,673,979 $2,658,027 $3,138,093 $488,585 $1,657,434 $16,142,395 $4,291,326 $3,178,770 $488,585 $742,134 $14,696,229 $4,492,254 $3,214,041 $145,470 $10,528,907 TOTAL ALL FUNDS $24,672,411 $24,616,118 $24,843,210 $33,076,901 Source of Revenues 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. A brief description of the activities and changes in each area follows: General Fund – revenues decreased by $1.4 million or 8.7% due primarily to two categories – State Shared Revenues and building related charges. These revenues are sensitive to changes in the economy and have declined as the economic recession deepens. The local sales tax, however, has remained relatively stable due to the small amount of retail development in the Town. Special Revenue Funds (includes streets (HURF) Fund) – HURF revenues are distributed by the State and are based on gasoline sales and population. The FY10 revenue is anticipated to decline 8.4% as consumers look for more fuel efficiency. However, the Town still anticipates receiving stimulus funding designed for specific infrastructure projects. However, if the funds are not awarded the projects will be delayed until resources become available. Expenditures of $4.6 million include the following: HURF (streets operating fund) $1.6 million Grants (street projects) $2.3 million Grants proceeds are transferred to the Capital Projects Fund where the expenditure is recorded. The street projects are partially funded by a grant from the Maricopa Association of Governments (MAG) as well as stimulus funds. Shea Boulevard is a major east-west thoroughfare connecting Scottsdale and Fountain Hills; the project will complete a climbing lane for the western direction The height of desert living. 17 Budget Highlights Debt Service Funds – the most significant source of revenue in this area is property taxes ($1.8 million) for the repayment of voter approved General Obligation bond debt. There are also transfer revenues from the HURF fund for Highway User Revenue bond repayments, from the local sales tax (excise tax) for Municipal Property Corporation bond repayments. There is presently one facilities district (Eagle Mountain) that levies a property tax on benefitted property owners for semi-annual payment on improvement bonds. Total debt service revenues for FY09-10 are budgeted at $3.2 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 following is a summary of the debt payments for FY09-10: General Obligation Bonds (property taxes) $1.4 million Street Bonds (HURF Revenues) $0.1 million Municipal Property Corporation (excise taxes) $1.4 million Eagle Mountain Facilities District (property taxes) $0.4 million The chart below shows a history of the Fountain Hills secondary property tax rate for the voter approved projects. The levy for FY09-10 is projected to be $.2173 per $100 of assessed valuation which is 10% higher than last year. The increase in the rate is due primarily to the drop in the Town’s secondary assessed valuation which is the basis for calculating the rate. The height of desert living. 18 Budget Highlights Development Fees – revenues from development fees have declined 70% with the drop in building permit activity. Until the economy recovers or a developer moves forward with plans to develop 1300 acres in the northeast corner of the community this revenue source will remain slow. With limited funds from development there is only one project scheduled to be completed with development fee proceeds. The project is to upgrade traffic signals to newer technology. Capital Project Funds – the primary sources of revenue for this fund are: Bond proceeds $4.5 million Special revenue (grants) $2.3 million Federal stimulus funding $2.5 million Construction sales tax $500,000 Transfers from other funds $663,000 The above revenue sources are not considered certain but they are included as potential funding for a total of $10.5 million. Stimulus and grant funds have given the Town the opportunity to move forward on major capital projects that might otherwise have to be delayed due to the economy. However, the following projects and funding source are planned for FY09-10: Downtown sidewalk improvements $0.3 million Excise tax Shea Boulevard climbing lane $2.7 million Grants and stimulus Shea Boulevard widening $1.6 million Grants and CIP funds Saguaro Boulevard mill and overlay $4.5 million Bond proceeds Town wide sidewalks $0.7 million Grants and CIP funds Traffic signal upgrades $0.1 million Development fees Fire station $1.5 million Grants and stimulus Pavement maintenance $0.5 million HURF and CIP Drainage project $0.1 million CIP Technology upgrades $0.1 million General Fund The Town has been awarded stimulus funding through the Maricopa Association of Governments to complete a main arterial widening project that has been in design for the past few years. The Town has included several capital projects in the budget (see the Capital Projects section on page 247) that are dependent upon stimulus, grant or voter approval to proceed. If no outside sources of revenue are received, the projects will be delayed until funding is available. The height of desert living. 19 Budget Highlights 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). 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. The height of desert living. 20 Community Profile 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 fountain, driven by three 600 horsepower (450kW) turbine pumps, sprays water at a rate of 7,000 gallons per minute though an 18-inch nozzle. With all three pumps and under ideal conditions, the fountain reaches 560 feet (170m) in height, though in normal operation only two of the pumps are used, with a fountain height of around 300 feet (91m) feet. When built, it was the world's tallest fountain and held that record for over a decade. Fountain Hills is home to nearly 70 pieces of publicly displayed artwork throughout its downtown and at public buildings. Art is a significant part of the Town’s heritage, as the eight fountains along the Avenue of the Fountains were the beginning of the public art collection. Bronze sculptures and fountains with The centerpiece of Fountain Hills is our beautiful fountain; one of the world's tallest man-made fountains. It serves as a focal point for the community and attracts thousands of visitors each year. The fountain was built in 1970 by Robert McCulloch the year before reconstruction of the London Bridge in Lake Havasu City., another of McCulloch's projects. The fountain sprays water for about 15 minutes every hour at the top of the hour. The plume rises from a concrete water-lily sculpture in the center of a large man-made lake. The height of desert living. 21 Community Profile Hills has grown from 10,190 residents to a town of 25,995 in 2008. 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. themes ranging from the whimsical to the serious dot the streets and adorn the public buildings, plazas and parks. The collection also contains a wide variety of other art types and media, including paintings, stone, photography and metals. Residents and visitors are invited to wander the streets or take the “Art Walk” guided tour. Located on 12,996 acres of land, Fountain Hills is surrounded by the 3,500foot 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 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. Fountain Hills Unified School District #98 has four schools. McDowell Mountain Elementary School for Kindergarten-2nd grade, Four Peaks Elementary School for grades 3-5, Fountain Hills Middle School for grades 6-8, and Fountain Hills High School for grades 912. There is a Charter School, which has all grades up until high school. 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 The height of desert living. 22 Community Profile 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. Fountain Hills has also earned a top accolade from the magazine, Business Week. In its February, 2009 online edition, Fountain Hills was named the “Best Affordable Suburb” in all of Arizona. They evaluated suburbs on a variety of factors but weighted affordability most heavily. They also considered lifestyle (short commutes, clean air, low crime, good weather, and green space), the quality of schools, and the strength of the local economy. None of the places evaluated had populations of more than 60,000 or less than 5,000. Only one suburb per state was selected. Based upon Certificates of Occupancy issued for new homes in 2008, it is estimated that Fountain Hills’ population grew in 2008 to 25,995. This gives Fountain Hills an average of 1279.3 people per square mile, or 2.0 people per acre. the Valley one can dine, play, and commute, without congestion. Fountain Hills’ land is currently developed at an average density of 1.6 dwelling units per acre for single family homes and 3 units per acre for multifamily housing. At the end of the year there were 1133 vacant single family lots and 63 vacant multi-family 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. Fountain Hills’ low population density is a major reason it is such a desirable place to live. Unlike other regions of The height of desert living. 23 Community Profile Population Trends Year 1980 1985 1990 1995 2000 Fountain Hills Population 2,772* 5,200* 10,030* 13,745* 20,235* 2005 2006 2007 2008 2010 2020 Estimated Buildout ~2030 24,492* 24,794** 25,207** 25,995* 27,777*** 31,051**** 34,324** * US Census/MAG **Town P & Z Dept ***Maricopa County ****MAG The height of desert living. 24 Community Profile Major Employers Employer Product/Service Fountain Hills Unified School District Safeway Food Stores MCO Properties, Inc Bashas’ Foods Sun Ridge Canyon Golf Course Town of Fountain Hills Golf International Eagle Mountain Golf Course Gaming Center of Ft McDowell Yavapi Education Grocery Store Property Development Grocery Store Golf Course Mgmt Government Golf Course Mgmt Golf Course Mgmt Gaming Major Taxpayer Assessed Valuation Taxpayer Secondary Assessed Value 5,597,517 EN LLC Type of Company Residential Dev Inland Western FH Four Peaks Com Prop Mgmt 4,425,216 WSL Fountain View Investors Senior Living 3,301,427 Pacific FH Resort Resort Mgmt 2,680,400 J & R Holdings XX LLC Holding Company 2,524,543 Target Corporation Retail 2,442.337 Adero Canyon LLC Residential Dev 2,343,520 Sun Tech Development LLC Land Development 2,299,593 Bashas Inc Grocery 2,291,823 Fountain Hills AZ Dev LLLP Condominium Dev 1,891,750 Fountain Hills Hotel Dev LLC Hotel development 1,866,557 Smith’s Food & Drug Centers Grocery 1,862,343 The height of desert living. 25 Community Profile Population By Gender and Age Population Male Female Under 5 5 - 9 Year 10 - 14 Years 15 - 19 Years 20 - 24 Years 25 - 34 Years 35 - 44 Years 45 - 54 Years 55 - 59 Years 60 - 64 Years 65 - 74 Years 75 - 84 Years 85+ Years Percent 11,832 12,667 1,131 1,244 1,236 1,561 874 2,096 2,809 4,220 2,589 2,031 2,583 1,607 518 48.3% 51.7% 4.6% 5.1% 5.1% 6.4% 3.6% 8.6% 11.5% 17.2% 10.6% 8.3% 10.5% 6.6% 2.1% Income Per Household Income Under $15,000 $15,000 $24,999 $25,000 $34,999 $35,000 $49,999 No. of Households No. of Families 561 167 666 287 822 453 1,510 927 $50,000 -$74,999 2,264 1,642 $75,000 -$99,999 $100,000 $149,999 $150,000 $249,000 $250,000 $499,999 1,680 1,484 1,812 1,639 967 917 259 226 78 60 $500,000+ The height of desert living. 26 Town Council 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. The height of desert living. 27 Town Council 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, Cochair of the Youth Visioning Institute, and member of the survey team for the town’s citizendriven strategic planning initiative 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 The height of desert living. 28 Town Council 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 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. The height of desert living. 29 Town Council 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. Dennis Brown was President of the Fountain Hills Licensed Contractors Association for five years from 2002 through 2007. In 2002, a Planning and Zoning Commission seat became available. He was appointed to serve on the Commission and served for more than seven years, four of which were as Chair of the Commission. During his seven year tenure on the Planning and Zoning Commission, the commission rewrote the Town’s sign ordinance, passed the Saguaro protection ordinance, and wrote the Commercial Architectural Guidelines. Councilmember Brown and his wife have supported Little League baseball and football, the Fountain Hills Community Theater, Movies in the Park, and numerous other local organizations. They have two sons and one daughter who have given them five – count them five – granddaughters. The height of desert living. 30 Elected Officials Terms of Office Mayor Jay Schlum Term of Office: Mike Archambault Term of Office: Mayor: June 2008 - May 2010 Councilmember: June 2004 – May 2008 First term: June 2002 – May 2006 Second term: June 2006 – May 2010 Partial term: April – May 2006 First term: June 2006 – May 2010 Henry Leger Term of Office: First term: June 2006 – May 2010 Dennis Brown Term of Office: First term: June 2009 – May 2012 Cassie Hansen Term of Office First term: June 2008 – May 2012 Dennis Contino Term of Office First term: June 2008 – May 2012 Ginny Dickey Term of Office: The height of desert living. 31 The height of desert living. 32 Financial Overview 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 100) 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 200) 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 de- posited 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 Excise Tax Fund (Fund 300) is a restricted fund which may only be used for Economic 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. The Special Revenue Fund (Fund 400) 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 Public Art Fund (Fund 410) is funded by Developer In-Lieu contributions and public donations. The Court Enhancement Fund (Fund 420) 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 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 The height of desert living. 33 Financial Overview taxes, municipal property lease payments and shared revenues. Debt Service funds include: Revenue Bond Debt Service (Fund500) General Obligation Debt Service (Fund 510) Eagle Mountain CFD Debt Service (Fund 520) Municipal Property Corporation Debt Service (Fund 530) The Capital Projects Fund (Fund 600) 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 Development Fee Funds (Funds 710-770) are restricted funds which may only be used for the planning, design and construction of public facilities serving the needs of 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. 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. The height of desert living. 34 Financial Overview 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. unreserved fund balance is presented as a separate fund, the Rainy Day Fund. The newly reclassified Rainy Day Fund has been included in the FY09-10 budget as a contingency in the event of a severe revenue shortfall caused by a loss of revenue source. An expenditure contingency $150,000 is included in the General Fund under nondepartmental for minor unforeseen expenditures. 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. 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 funds 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. The undesignated The height of desert living. 35 Financial Overview 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 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 unpre- The height of desert living. 36 Financial Overview dicted one-time 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 . 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% 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 goal. Undesignated unreserved fund balance – designated for unanticipated expenditure or loss of revenue, the Town of Fountain Hills' undesignated unreserved fund balance in the General 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 The height of desert living. 37 Financial Overview 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 un- reserved 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 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 The height of desert living. 38 Financial Overview 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; 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 out- The height of desert living. 39 Financial Overview lining 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. 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. The height of desert living. 40 Financial Overview 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 fluc- tuations 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. 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 The height of desert living. 41 Financial Overview 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. 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 rec- The height of desert living. 42 Financial Overview reational 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-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 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 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 The height of desert living. 43 Financial Overview 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. Commercial Paper (CP) or Bond Anticipation Notes (BAN) with terms less than two years All capital project appropriations and amendments to the capital improvement plan must be approved by the Town Council. 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. 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. 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. Financing Alternatives The Town shall comply with all U.S. Internal Revenue Service arbitrage rebate requirements for bonded indebtedness. 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 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 twenty-five (25) years. 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 The height of desert living. 44 Financial Overview 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. The Town Manager or designee and The height of desert living. 45 Financial Overview Town Attorney will coordinate their activities to ensure that all securities are issued in the most efficient and costeffective 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 ef- forts 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. The height of desert living. 46 Revenue Summary Revenue Summary The height of desert living. 47 Revenue Summary Revenue This section provides a broad overview of the revenues included in the FY2009-10 budget. Information is presented for general, special revenue, debt service and capital project funds. REVENUES BY FUND Public Art, $2,000 Excise Tax Fund, $295,859 Court Enhancement Fund, $17,000 Special Revenue Fund, $2,576,850 Development Fees, $145,470 HURF, $1,600,545 Debt Service, $3,214,041 General Fund, $14,696,229 Capital Projects, $10,528,907 TOTAL ALL FUNDS $33.1M Total revenues for all funds are estimated at $33,076,901. The general fund portion represents approximately 44.4% of the total. Special revenue funds represent another 14.0% of the budget. Debt service represents 9.7% and capital projects represent the remaining 31.8% of the total revenues. REVENUES BY FUND General Fund HURF Excise Tax Fund Court Enhancement Fund Public Art Special Revenue Fund Development Fees Debt Service Capital Projects $14,696,229 $1,600,545 $295,859 $17,000 $2,000 $2,576,850 $145,470 $3,214,041 $10,528,907 44.4% 4.8% 0.9% 0.1% 0.0% 7.8% 0.4% 9.7% 31.8% Total $33,076,901 100.0% The height of desert living. 48 Revenue Summary Summary of Revenues FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-10 Proposed GENERAL FUND Intergovernmental State Sales Tax Fire Insurance Premium Tax Shared Income Tax Vehicle License Tax Total Intergovernmental $2,327,899 $124,754 $2,780,715 $1,014,853 $6,248,222 $2,275,200 $126,752 $3,449,440 $982,800 $6,834,192 $2,215,242 $130,520 $3,610,480 $1,067,300 $7,023,542 $1,894,032 $135,741 $3,163,367 $953,455 $6,146,595 Taxes & Franchise Fees Property Tax Local Sales Tax Franchise Tax Total Taxes $0 $7,745,747 $324,318 $8,070,065 $0 $6,914,185 $328,520 $7,242,705 $0 $6,508,903 $332,800 $6,841,703 $0 $6,628,911 $363,731 $6,992,642 $153,219 $98,947 $184,592 $17,658 $454,416 $153,325 $75,982 $203,654 $23,400 $456,361 $155,683 $79,551 $198,600 $24,480 $458,314 $127,687 $110,211 $168,150 $0 $406,048 Licenses and Permits Animal License Fees Business License Fees Building Permit Fees Landscape Permit Fees Planning & Zoning Fees Encroachment Fees Variances Improvement Plan Review Fee Total Licenses and Permits $41,636 $112,828 $934,549 $7,860 $49,006 $43,810 $35,111 $14,519 $1,239,318 $38,624 $116,795 $926,320 $8,625 $32,551 $42,823 $138,620 $14,625 $1,318,983 $37,986 $117,995 $812,780 $20,000 $34,000 $25,000 $50,000 $21,000 $1,118,761 $39,505 $122,715 $330,120 $10,400 $0 $10,000 $15,600 $21,000 $549,340 Fines and Forfeitures Court Fines Total Fines and Forefeitures $277,486 $277,486 $253,250 $253,250 $234,600 $234,600 $239,292 $239,292 Interest on Investments Interest on Investments Total Interest $467,163 $467,163 $357,393 $357,393 $300,000 $300,000 $125,000 $125,000 Miscellaneous Leases & Rents Miscellaneous Total Miscellaneous $65,100 $85,418 $150,518 $65,475 $145,620 $211,095 $65,475 $100,000 $165,475 $55,575 $72,887 $128,462 $0 $0 $0 $108,850 $16,907,187 $16,673,979 $16,142,395 $14,696,229 Charges for Services Parks & Rec User Fees Senior Services Fees Community Center Rental Fees Community Center Bar Sales Total Charges for Services Total Transfers In TOTAL GENERAL FUND REVENUES The height of desert living. 49 Revenue Summary FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-10 Proposed SPECIAL REVENUE FUNDS Highway Users Funds Local Transportation (LTAF) Highway Users In Lieu Payments Interest Miscellaneous Transfers Total Highway Users Fund Excise Tax Special Revenue Local Sales Tax Transfer Total Excise Tax Special Revenue Court Special Revenue Court Enhancement Fund Total Court Special Revenue Public Art Fund In Lieu Contributions Total Public Arts Fund Grants FEMA Senior Services Inc. State Parks AZ Dept of Transportation Proposition 202 State of Arizona LTAF II Construction Grants Miscellaneous Grants Total Grants TOTAL SPECIAL REVENUE FUNDS $114,716 $1,736,917 $8,000 $40,000 $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 $113,400 $1,480,152 $2,000 $4,993 $0 $0 $1,600,545 $486,877 $486,877 $314,281 $314,281 $295,859 $295,859 $295,859 $295,859 $27,875 $27,875 $18,500 $18,500 $28,000 $28,000 $17,000 $17,000 $0 $0 $0 $0 $0 $0 $2,000 $2,000 $0 $0 $0 $0 $260,000 $0 $0 $0 $0 $260,000 $60,000 $0 $0 $180,000 $185,000 $0 $40,030 $0 $0 $465,030 $0 $33,500 $523,222 $0 $0 $19,125 $0 $0 $1,464,020 $2,039,867 $0 $0 $0 $0 $150,000 $0 $40,000 $2,318,000 $68,850 $2,576,850 $2,675,385 $2,658,027 $4,291,326 $4,492,254 The height of desert living. 50 Revenue Summary FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-10 Proposed DEBT SERVICE FUNDS General Obligation Bonds Secondary Property Tax Interest Total General Obligation Bonds Revenue Bonds Transfer from HURF Fund Total Revenue Bonds $1,232,781 $25,786 $1,258,567 $1,330,000 $800 $1,330,800 $1,400,000 $1,500 $1,401,500 $1,400,000 $1,500 $1,401,500 $134,137 $134,137 $126,300 $126,300 $115,843 $115,843 $136,413 $136,413 Special District Debt Service MPC Revenue Eagle Mountain CFD Cottonwoods Improvement District Cottonwoods Maintenance District Total Special District Debt Service $1,668,249 $203,457 $3,315 $3,652 $1,878,673 $1,329,843 $344,000 $3,300 $3,850 $1,680,993 $1,275,277 $379,000 $3,300 $3,850 $1,661,427 $1,283,178 $389,100 $0 $3,850 $1,676,128 TOTAL DEBT SERVICE FUNDS $3,271,377 $3,138,093 $3,178,770 $3,214,041 $77,782 $233,310 $686,568 $100,297 $155,116 $17,945 $19,219 $43,575 $214,000 $76,010 $44,550 $91,700 $9,785 $8,965 $43,575 $214,000 $76,010 $44,550 $91,700 $9,785 $8,965 $13,767 $74,316 $14,664 $9,390 $28,440 $3,153 $1,740 $1,290,237 $488,585 $488,585 $145,470 $528,225 $0 $0 $0 $0 $1,157,434 $0 $0 $0 $500,000 $706,154 $35,980 $0 $0 $0 $510,000 $0 $2,537,717 $4,500,000 $2,981,190 $528,225 $1,657,434 $742,134 $10,528,907 $24,672,411 $24,616,118 $24,843,210 $33,076,901 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/Museum Development Fees TOTAL DEVELOPMENT FEES CAPITAL PROJECTS FUND Local Sls Tax Contribution Miscellaneous Stimulus Funds Debt Service Proceeds Transfers In TOTAL CAPITAL PROJECTS FUND TOTAL ALL FUNDS The height of desert living. 51 Revenue Summary . The height of desert living. 52 Revenue Summary . The height of desert living. 53 Revenue Summary . The height of desert living. 54 Revenue Summary . The height of desert living. 55 Revenue Summary . The height of desert living. 56 Revenue Summary . The height of desert living. 57 Revenue Summary . The height of desert living. 58 Revenue Summary The height of desert living. 59 Revenue Summary The height of desert living. 60 Revenue Summary The height of desert living. 61 Sources of Funds - General Fund where the money comes from Lic/Permits 4% Chgs for Svc 3% Franchise 2% Fines 2% Interest 1% Misc. 1% SSR 42% Lcl Sls Tax 45% Total General Fund Revenues - $14.7M The height of desert living. 62 Expenditure Summary Expenditure Summary . The height of desert living. 63 Expenditure Summary Expenditures This section provides a broad overview of the revenues and expenditures included in the FY2009-2010 budget. Information is presented for general, special revenue, debt service and capital project funds. All Funds Expenditure Summary Total expenditures for all funds are $35,284,672, including transfers. The general fund portion of $14,525,655 represents 41.2% of the total. Highway User Revenue Fund (Streets Fund) represents 4.5% of the total Town budget. Other special revenue funds represent 8.9% of the budget, with debt service representing 9.3% and capital projects representing 36.1%. Total proposed expenditures for all funds for FY2009-10 are 24.6% higher than the FY2008-09 budget, as a result of an increase in Capital Improvement Projects scheduled for this year. In contrast, general fund expenditures are 10.0% less than the FY 2008-09 budget. EXPENDITURES BY FUND Excise Tax $0.4M Development Fees Special Revenue $0.1M $2.6M HURF $1.6M Debt Service $3.3M General Fund $14.5M Capital Projects $12.8M TOTAL ALL FUNDS $35.3M The height of desert living. 64 Expenditure Summary FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-10 Proposed Fund/Department GENERAL FUND Mayor and Town Council Municipal Court Administration Public Works Planning and Zoning Parks and Recreation Law Enforcement Fire Department Community Center Transfers $69,114 $359,272 $3,315,070 $1,880,307 $1,295,544 $2,107,073 $2,265,572 $2,841,288 $1,034,996 $1,669,050 $179,890 $384,285 $3,168,052 $2,402,799 $1,364,237 $1,683,995 $2,790,900 $2,982,446 $1,008,062 $0 $93,088 $394,490 $3,253,281 $1,818,358 $1,421,338 $1,936,912 $2,839,077 $3,240,908 $1,144,943 $0 $85,640 $397,528 $2,964,808 $1,372,201 $1,068,474 $1,669,024 $2,844,877 $3,065,477 $1,057,625 $0 $16,837,286 $15,964,666 $16,142,395 $14,525,655 $2,137,401 $0 $2,137,401 $2,442,791 $90,000 $2,532,791 $2,207,284 $0 $2,207,284 $1,232,746 $367,799 $1,600,545 $525,057 $0 $525,057 $156,717 $0 $156,717 $191,835 $0 $191,835 $132,675 $250,000 $382,675 $4,288 $4,288 $8,250 $8,250 $90,000 $90,000 $50,000 $50,000 Grants FEMA Grant ADOT Grant Proposition 202 Miscellaneous Grants Transfers Out Total Grants $0 $0 $0 $0 $0 $0 $52,015 $0 $185,000 $84,412 $0 $321,427 $0 $0 $0 $1,500,000 $575,847 $2,075,847 $0 $0 $150,000 $0 $2,426,850 $2,576,850 Community Center FF & E Fund Community Center FF&E Total Community Center FF&E $0 $0 $0 $0 $0 $0 $0 $0 Public Arts Fund Acquisition, Installation & Maintenance Total Public Arts Fund $0 $0 $0 $0 $0 $0 $2,500 $2,500 $2,666,746 $3,019,185 $4,564,966 $4,612,570 TOTAL GENERAL FUND SPECIAL REVENUE FUNDS Highway Users Funds Streets Department Transfers Out Total Highway Users Fund Excise Tax Special Revenue Economic Development Transfers Out Total Excise Tax Special Revenue Court Special Revenue Court Enhancement Fund Total Court Special Revenue TOTAL SPECIAL REVENUE FUNDS . The height of desert living. 65 Expenditure Summary FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-10 Proposed $1,360,294 $4,250 $1,364,544 $1,389,596 $4,250 $1,393,846 $1,336,114 $4,250 $1,340,364 $1,336,114 $4,250 $1,340,364 $130,743 $130,743 $115,843 $115,843 $136,413 $136,413 $136,413 $136,413 Special District Debt Service Bond Payment -MPC Bond Payment - Cottonwoods ID. Eagle Mountain CFD Total Special District Debt Service $1,188,348 $3,652 $387,000 $1,579,000 $1,289,173 $3,850 $387,000 $1,680,023 $1,337,486 $3,850 $387,000 $1,728,336 $1,408,886 $3,850 $389,100 $1,801,836 TOTAL DEBT SERVICE FUNDS $2,943,544 $3,073,869 $3,205,113 $3,278,613 $0 $23,532 $444,249 $8,050 $0 $0 $0 $0 $130,000 $651,582 $10,700 $0 $0 $0 $6,020 $272,780 $583,900 $79,060 $12,670 $1,330 $2,240 $0 $142,400 $0 $0 $0 $0 $0 $475,831 $792,282 $958,000 $142,400 $1,122,054 $800,000 $2,996,355 $400,000 $3,049,016 $400,000 Fund/Department DEBT SERVICE FUNDS General Obligation Bonds Refunded Bonds Admin Fees Total General Obligation Bonds Revenue Bonds Bonds Payment Total Revenue Bonds 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 CAPITAL PROJECTS FUND Capital Projects Capital Contingency TOTAL CAPITAL PROJECTS FUND TOTAL ALL FUNDS $12,291,724 $433,710 $1,922,054 $3,396,355 $3,449,016 $12,725,434 $24,845,461 $26,246,357 $28,319,490 $35,284,672 The height of desert living. 66 Expenditure Summary OPERATING EXPENSES Department Division Mayor & Council Budget $85,640 Municipal Court $397,528 Administration Town Manager Legal Services Town Clerk Human Resources/Risk Mgmt Finance Community Affairs/Media Relations Economic Development Downtown Development Information Technology Operational Support Total General Fund Total Excise Tax Fund* TOTAL OPERATING $728,543 $360,804 $193,067 $575,851 $324,316 $159,755 $149,571 $382,675 $307,366 $255,534 $3,054,808 $382,675 $3,437,483 Public Works Engineering Facilities Streets Administration Vehicle Maintenance Traffic Signals Street Sweeping Street Signs Pavement Management Total General Fund Total Streets (HURF) Fund* TOTAL OPERATING $791,244 $580,957 $616,675 $147,780 $195,843 $119,696 $91,670 $428,880 $1,372,201 $1,600,544 $2,972,745 Planning & Zoning Planning Building Safety Code Enforcement Mapping & Graphics TOTAL OPERATING $344,340 $411,528 $177,511 $135,096 $1,068,474 Parks & Recreation Recreation Fountain Park Golden Eagle Park Desert Vista Park Four Peaks Park TOTAL OPERATING $663,529 $386,174 $375,422 $105,280 $138,619 $1,669,024 Community Center Community Center Operations Senior Services TOTAL OPERATING Law Law Enforcement $2,844,878 Fire Fire & Emergency Medical $3,065,477 Total General Fund Total Streets (HURF) Fund Total Excise Tax Fund TOTAL OPERATING BUDGET The height of desert living. $697,447 $270,177 $967,624 $14,525,655 $1,600,544 $382,675 $16,508,874 67 The height of desert living. Grounds Maintenance Equip. Repairs & Maint. Vehicle Repairs & Maintenance Other Repair & Maintenance Road Repair Electricity Expense Refuse/Recycling Telecommunications Water/Sewer Gas & Oil Expense Audit Fees Professional Fees $2,000 $3,080 $3,500 $0 $3,500 $5,600 $1,500 $38,000 $80,925 $52,380 $37,000 $2,815 $5,900 $8,600 $49,700 $9,000 $600 $149,645 $127,667 $144,395 $62,282 $28,435 $0 $402,847 $13,764 $78,460 $131,070 $54,124 $69,000 $57,860 $607,152 $3,000 $453,831 $6,581 $646 $57,400 $1,284 $4,678 $643 $27,107 $49,921 $2,061 $1,530 $48,848 $28,128 $59,165 $4,589,833 Total Wages & Salaries Licenses Permits Filing Fees Dues & Publications Training/Continuing Education Meetings & Conferences Building Repairs & Maintenance $0 $3,686,036 $80,828 $5,506 $360,167 $9,550 $29,263 $4,627 $38,030 $360,828 $14,997 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 Disability Insurance HURF $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 CCEF $0 $0 $0 $0 $0 $0 $0 $0 $476 $0 $0 $0 $27,500 $0 $2,025 $0 $4,800 $45,739 $0 $38,252 $555 $32 $2,073 $113 $203 $32 $95 $4,208 $176 Excise Tax $0 $0 $0 $0 $2,500 $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 $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 $0 $0 Special Revenue Development Funds Fees Debt Service $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 $0 $0 $0 Capital Projects $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 $0 $0 $0 $153,145 $133,267 $145,895 $100,282 $111,860 $52,380 $439,847 $16,579 $84,360 $139,670 $103,824 $78,000 $58,460 $3,530 $51,928 $31,628 $59,165 $5,242,724 $3,000 $4,139,867 $87,409 $6,152 $417,567 $10,835 $33,941 $5,269 $65,138 $410,749 $17,058 TOTAL ALL FUNDS 0.4% 0.4% 0.4% 0.3% 0.3% 0.1% 1.2% 0.0% 0.2% 0.4% 0.3% 0.2% 0.2% 0.0% 0.1% 0.1% 0.2% 14.9% 0.0% 11.7% 0.2% 0.0% 1.2% 0.0% 0.1% 0.0% 0.2% 1.2% 0.0% % of Total . Gen Fund TOTALS All Funds Budgeted Expenditure by Account Code Expenditure Summary 68 The height of desert living. $387,000 $275,422 $662,422 Debt Service Transfers Total Debt/Transfers $14,525,655 $0 Total Capital GRAND TOTAL $0 $9,273,400 Total Supplies & Services Capital Expend. - Improvements $7,000 $362,804 $325,000 $6,250 $44,308 $18,263 $224,500 $5,853,710 $63,450 $15,490 $509,814 $45,202 $1,760 $34,043 $300 $99,947 $8,518 $16,755 $22,600 $4,200 $2,265 $150,000 Engineering Fees Legal Fees Liability Insurance Equipment Rental Printing Advertising/Signage Intergovernmental Agreements ContractuaL Services Constituent Communications Bank/Merchant Acct Charges Community Events & Programs Office Supplies Safety Supplies Operating Supplies Food & Bar Supplies Program Materials Uniforms Postage Tools, Shop Supplies Software Hardware & Peripherals Contingency $1,600,545 $367,799 $136,013 $231,786 $0 $0 $625,594 $9,999 $20,000 $108,000 $0 $0 $0 $0 $168,695 $0 $0 $0 $1,500 $0 $0 $0 $0 $6,400 $0 $5,400 $1,500 $0 $0 $50,000 $0 $0 $0 $41,900 $41,900 $8,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $382,675 $250,000 $0 $250,000 $0 $0 $86,936 $0 $0 $0 $0 $20,535 $31,000 $0 $0 $0 $0 $0 $0 $0 $600 $0 $0 $0 $0 $0 $0 $0 $0 $2,579,350 $2,426,850 $0 $2,426,850 $0 $0 $152,500 $0 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $142,400 $142,400 $0 $142,400 $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 $3,278,613 $3,278,613 $3,278,613 $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 $12,725,434 $0 $0 $0 $12,291,724 $12,291,724 $433,710 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $433,710 19.5% 10.8% 8.7% 34.8% 34.8% 29.7% 0.0% 1.1% 1.2% 0.0% 0.1% 0.1% 0.6% 17.5% 0.2% 0.0% 1.4% 0.1% 0.0% 0.1% 0.0% 0.3% 0.0% 0.0% 0.1% 0.0% 0.0% 1.7% $35,284,672 100.0% $6,878,085 $3,801,626 $3,076,458 $12,291,724 $12,291,724 $10,485,204 $16,999 $382,804 $433,000 $6,250 $44,308 $18,263 $224,500 $6,172,405 $63,450 $15,490 $509,814 $46,702 $1,760 $34,043 $300 $99,947 $14,918 $16,755 $28,000 $5,700 $2,265 $583,710 Expenditure Summary . 69 Expenditure Summary The FY09-10 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 FY09-10 and an explanation of each is shown below: Fiscal Year 2009-10 Estimated Beginning Estimated Fund 99 100 200 300 400 410 420 500 510 520 530 540 600 710 720 730 740 750 760 770 810 Rainy Day Fund General Fund Highway Users Rev Fund Excise Tax Fund Special Revenue (Grants) Public Art Fund Court Enhancement Revenue Bond Debt Service G O Debt Service Eagle Mtn CFD Debt MPC Debt Service Cottonwoods Imp Dist Capital Improvement Fund Development Fees-Law Development Fees-Fire Development Fees-Streets Development Fees-Parks Development Fees-Open Space Development Fees-Library Development Fees-Gen Gov't Vehicle Replacement (VRP) Total Fund General Fund Highway User (HURF) Excise Tax Fund Special Revenue Development Fees Capital Improvement Fund Debt Service Vehicle Replacement Fund Fund Balance $1,310,254 $5,269,554 $250,000 $1,346,308 $0 $2,367 $225,000 $0 $0 $0 $837,790 $3,850 $8,445,403 $188,853 $36,974 $229,427 ($563,258) $1,667,633 $37,944 $504,499 $268,016 $20,060,614 Transfers Revenues Appropriations $0 $0 $14,587,379 $13,972,083 $1,600,545 $1,232,746 $295,859 $132,675 $2,576,850 $150,000 $2,000 $2,500 $17,000 $50,000 $0 $136,413 $1,401,500 $1,340,364 $389,100 $389,100 $896,178 $1,408,886 $0 $3,850 $7,547,717 $12,725,434 $13,767 $0 $3,153 $0 $74,316 $0 $14,664 $0 $9,390 $0 $1,740 $0 $28,440 $0 $5,000 $0 $29,464,598 Explanation of Transfers Fund Amount Special Revenue $108,850 Debt Service ($387,000) CIP ($100,000) Vehicle Replacemen ($175,422) Debt Service Fund ($136,413) CIP ($170,790) Vehicle Replacemen ($60,996) CIP ($250,000) General Fund ($108,850) CIP ($2,318,000) CIP ($142,400) General Fund $100,000 HURF $170,790 Special Revenue $2,318,000 Excise Tax Fund $250,000 Development Fees $142,400 General Fund $387,000 HURF $136,413 General Fund $175,422 HURF $60,996 $31,544,051 In/(Out) $0 ($553,572) ($368,199) ($250,000) ($2,426,850) $0 $0 $136,413 $0 $0 $387,000 $0 $2,981,190 $0 $0 ($142,400) $0 $0 $0 $0 $236,418 $0 Estimated Ending Fund Balance $1,310,254 $5,331,278 $249,600 $1,259,492 $0 $1,867 $192,000 $0 $61,136 $0 $712,082 $0 $6,248,876 $202,620 $40,127 $161,343 ($548,594) $1,677,023 $39,684 $532,939 $509,434 $17,981,161 Explanation Grant Match Annual Debt Payment for Community Center Transfer to CIP-Municipal Software Interfund charge for Vehicle Replacement Annual debt payment for street paving bonds Transfer to CIP-Pavement Mgmt Interfund charge for Vehicle Replacement Transfer to CIP-Downtown Improvements Grant Match Transfer to CIP-Various projects Transfer to CIP-Traffic Signal project Transfer to CIP-Municipal Software Transfer to CIP-Pavement Mgmt Transfer to CIP-Various projects Transfer to CIP-Downtown Improvements Transfer to CIP-Traffic Signal project Annual Debt Payment for Community Center Annual debt payment for street paving bonds Interfund charge for Vehicle Replacement Interfund charge for Vehicle Replacement . The height of desert living. 70 Expenditure Summary 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 FY09-10 expenditure limitation for the Town of Fountain Hills is $28,055,993; the limit applies to FY10 expenditures of the Town (all funds) but allows for certain exemptions and deductions. For example, debt service payments, HURF, bond proceeds, stimulus 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 table below is an estimate of the Town’s expenditure limitation, deductions and exclusions and final spending authority. EXPENDITURE LIMITATION ANALYSIS (Estimate) Total Expenditures $35,284,672 Exclusions from Revenues: Bond Proceeds carried forward $0 Bond Proceeds $4,500,000 Debt Service Payments $3,278,613 Dividends,Interest,Gains Grants $131,493 $5,114,567 Received from State(LTAF, GETUM Grants) Contributions from private organization Highway User Revenues excess 1979-80 $113,400 $0 $1,763,000 Savings Reserved for Capital Purchase (voter approved) Contracts with Other Political Subdivisions $0 Refunds, Reimbursements $0 Voter Approved Exclusions Prior Years Carryforward $0 $2,694,279 Total Exclusions $17,595,352 Expenditures subject to limitation $17,689,320 Expenditure Limitation $28,055,993 Under/(Over) Limitation $10,366,673 The height of desert living. 71 Uses of Funds - General Fund where the money goes Community Center/Senior Services 7% Planning & Zoning 7% Town Council 1% Public Works 9% Parks & Recreation 12% Administration 20% Municipal Court 3% Fire Department 21% Law Enforcement 20% Total General Fund Budget - $14.5M The height of desert living. 72 Budget Process Budget Process And Schedule The height of desert living. 73 Budget Process 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 The height of desert living. 74 Budget Process 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. 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 long-term 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 The height of desert living. 75 Budget Process 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 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 fiscal 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 The height of desert living. 76 Budget Process 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. (non-restricted). 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).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. The height of desert living. 77 Budget Process 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. Budget Schedule Friday, October 3, 2008 Council Strategic Planning Session Develop broad policies or ideas to drive budget process Friday, November 14, 2008 Capital Improvement Program Budget Kick-off Meeting 20 year CIP/IIP distributed to Directors for review and 5 year update Overview of capital budget process Friday, December 5, 2008 Cabinet Budget Retreat-Plan to implement Council goals Departments formulate specific performance measures Monday, December 8, 2008 Operating Budget Kick-off Meeting Friday, December 12, 2008 Tyler MUNIS budget training Friday, December 19, 2008 Directors submit requests for new/revised programs with justification Directors submit requests for new staff/reclassifications with justification Monday, January 5, 2009 Finance submits early revenue projections to Budget Committee Wednesday, January 7, 2009 Public Planning Open House on Budget (Feedback cards provided) Friday, January 9, 2009 Council Budget Retreat January 1 - 31, 2008 Department Directors communicate budget priorities to Commissions Friday, January 16, 2009 Preliminary approval from Budget Committee on program and staffing requests Friday, January 23, 2009 Directors submit updated 5-year CIP/IIP project sheets and costs to Finance Finance begins to prepare CIP for workstudy Tuesday, January 27, 2009 CIP workstudy session with Council The height of desert living. 78 Budget Process Budget Schedule Friday, February 6, 2009 Finance submits updated 5-year CIP/IIP to Budget Committee Friday, February 13, 2009 Written Dept verbiage (Word Template) due to Finance Performance Budget Forms (Program level) due to Finance Deadline for input of operating budget into Tyler MUNIS & Excel February 16 - February 27, 2009 Finance prepares preliminary budget document Friday, February 27, 2009 Finance submits preliminary Budget to Budget Committee March 2 - March 20, 2009 Department Budget Meetings with Budget Committee Tuesday, March 10, 2009 Council Work Study Session-Revenues March 23 - April 3, 2009 Finance prepares Tentative Budget Tuesday, April 7, 2009 Completed Tentative Budget submitted to Budget Committee April 7 - April 10, 2009 Review of Tentative Budget by Budget Committee Tuesday, April 14, 2009 Council Budget Work-Study Session April 13 - April 17, 2009 Finance prepares revisions to Tentative Budget incorporating Pay Plan Tuesday, April 21, 2009 Council receives copy of Proposed Budget Tuesday, April 28, 2009 Council Budget Work-Study Session April 29 - May 8, 2009 Budget Committee revises budget per work-study direction Wednesday, May 6, 2009 Public Open House on Budget Thursday, May 21, 2009 Council Mtg-Adopt Tentative Budget Wednesday, May 27, 2009 Publish Tentative Budget in newspaper Thursday, June 4, 2009 Council Mtg- Adopt Final budget Thursday, June 18, 2009 Council Mtg-Adopt Tax Levy The height of desert living. 79 The height of desert living. 80 Operating Budgets OPERATING BUDGETS MAYOR & TOWN COUNCIL MUNICIPAL COURT ADMINISTRATION PUBLIC WORKS PLANNING & ZONING PARKS & RECREATION COMMUNITY CENTER The height of desert living. 81 Operating Budgets Mayor and Town Council 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 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 Description The Town Council is comprised of the Mayor and six (6) Councilmembers, all of whom are elected to serve the citizens of the Town of Fountain Hills. The term of office for the Mayor is two (2) years and Councilmembers serve (4) 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 Council Goals for FY 2009-10 Goal 1: Ensure that the Strategic Plan continues to be implemented and updated. A. Work with the Strategic Planning Advisory Commission and ensure adequate dedication of resources to complete the update to the Strategic Plan by March 31, 2010. Goal 2: Ensure development of former state trust land proceeds in a way which is most responsible and beneficial to the community. A. Ensure that all development applications are reviewed against approved plans, agreements and regulations. B. Assign all applications to Senior Planner to ensure consistency and accuracy of all reviews. The height of desert living. 82 Operating Budgets C. Conduct a comprehensive, coordinated team review of each development application. Goal 3: Maintain and develop good roads and walkways within fiscal constraints. A. Develop and present to the Council a fiscal plan for addressing the resurfacing of arterials by December 31, 2009. B. Continue to address maintenance of roadways and the addition of new sidewalks congruent with pedestrian walkways program within fiscal constraints. i. Continue to implement the 5-year CIP plan as funds become available. C. Pay special attention to downtown sidewalks and other walk-ability issues. i. Continue to pursue grants funding such as “Safe Sidewalks to Schools.” ii. Continue to design and build “gap” walkways in Town Center to provide crosswalks as per ADA standards and as fiscal constraints allow. Goal 4: Make optimal use of trails and expand public access to parks and open space. A. Enhance public access to regional open space. i. Support McDowell Mountain Preservation Commission outreach and education efforts relative to trail access. ii. Support efforts of McDowell Mountain Preservation Commission to man both Chamber fair booths and distribute information specific to the preserve and its trails. iii. If County’s transportation plan for regional trails is approved, utilize the Sonoran Conservancy’s Trailblazers to construct the trail from the regional park trail system into the McDowell Mountain Preserve. Goal 5: Maintain service level and functionality of parks. A. Maintain grass and water quality at Fountain Park. i. Continue the Turf Enhancement Program at Fountain Park. ii. Continue to use an aquatic consulting service to help maintain lake water quality. B. Develop a Park Maintenance Program for parks system by December of 2009. C. Explore alternatives for savings on electrical costs in running the fountain. The height of desert living. 83 Operating Budgets Goal 6: Explore the need for an Environmental Commission with specific responsibility to develop new measures and support existing initiatives that improve the quality of our natural environment. A. Identify other communities that have environmental commissions and evaluate their effectiveness and resource requirements. Investigate the legal ramifications of establishing an environmental commission and seek community input with regard to the establishment of an environmental commission. Report to Council by November 1, 2009. Goal 7: Maintain and promote our small town character by enhancing public private collaboration to develop new and improve existing special events. A. Continue Department efforts through the Recreation Division to collaborate with local businesses and the Chamber for an expanded St. Patrick’s Day event in 2010. B. Through the Recreation Division, work to expand the “Eggstravaganza” event in 2010 to include the Kiwanis Pancake Breakfast and other possible elements. C. Work with ADOG through the Recreation Division for the second year of an expanded “Paws in the Park” event in Fountain Park. D. Hold “Public Safety and Emergency Preparedness Expo.” E. Hold “Make a Difference Day.” F. Explore cost sharing opportunities with the Chamber and other community organizations with respect to the Thanksgiving Day Parade and Luminarias. Goal 8: Enhance customer service and enrich our citizens’ lives by expanding access to Town offerings and services, developing innovative approaches to service delivery, and developing/implementing methods for gathering citizen input. A. Expand home delivered meals program for seniors. i. Meal preparation: Fountain View Village has already agreed to prepare up to 50 meals per day (3 routes per day x 16 meals per bag totals 48) by September 1, 2009. B. Grow volunteer program and cultivate volunteer opportunities. i. “Make a Difference Day” (See 7E). C. Fully implement “Fountain of Innovation” program and present “Fountain of Innovation” award at annual employee Christmas party. D. Provide Council with quarterly updates and an annual comprehensive report on the effectiveness of eFountain by January 15, 2010. E. Sponsor two Town Hall meetings during the fiscal year. The height of desert living. 84 Operating Budgets F. Continue to work on the Town website to make is user-friendly and easy to navigate. G. Continue to review and revise outdated, overreaching ordinances, codes, policies and procedures. Goal 9: Demonstrate organizational progress to citizens and promote transparent government. A. Explore the possibility of one-day building permits for simple projects. i. Examine best practices in other local jurisdictions that issue permits in one day and determine resource needs and necessary changes to our process to accomplish the same turnaround time. Determine which types of permits can be reviewed and issued in one day by Town staff. Return with report to Council by October 1, 2009. B. Implement performance measures program. i. Develop program budget format by July 1, 2009. ii. Evaluate feasibility of regional benchmarking by December 31, 2009. iii. Update departmental performance measures by December 31, 2009. C. Expand transparent government. i. Add ordinances, resolutions and proclamations to the Town’s website by December 31, 2009. ii. Hold one “Meet the Town Day” on a regular workday to include departmental overviews and tours of Town Hall utilizing volunteers as tour guides in the first half of the fiscal year. iii. Hold two Town Hall meetings per fiscal year (see 8E). iv. Work with FHUSD to videotape and air departmental profiles. D. Continue to develop a system of program budgeting which facilitates the communication of budget information to citizens. Goal 10: Enhance the Town’s economic base by maintaining strong business relations, developing and implementing innovative strategies to bring beneficial businesses to Town, supporting an environment conducive to new business development, and developing initiatives designed to help businesses succeed. A. Evaluate the existing Business Visitation (Retention) Program by July 31, 2009. B. Enhance the Business Visitation (Retention) Program and begin implementation in August, 2009. Develop an expanded and targeted approach to outreach to the existing business base to include one outreach effort per quarter. The height of desert living. 85 Operating Budgets C. Work with Town Center Merchants group to develop and facilitate networking opportunities, business vitality, and marketing and promotional opportunities using the Main Street four-point approach. D. Develop contacts and work with Ft. McDowell, the Chamber, and other business groups and organizations to develop strong relationships and work towards mutually beneficial goals: Ft. McDowell outreach at least two times. E. Continue Town involvement with BVAC. F. Evaluate the business attraction program by July 31, 2009. G. Develop a strategy to encourage business locations within the town limits starting in August 2009. Goal 11: Build and strengthen internal and external relationships utilizing mutual respect as the basis. A. Develop opportunities for more council/staff interaction. B. Develop new council orientation training which focuses on the roles of council and staff and promotes mutual respect. i. Create curriculum by March 1, 2010. C. Continue downtown business and chamber relations efforts. D. Pursue regular meetings with Ft. McDowell. i. Quarterly economic development meetings between the Town and Ft. McDowell. ii. Meetings between governing boards twice per year. E. Reduce e-sessions possibly by forming specific nominating committee to review applications and recommend appointments to the Council. i. Develop a plan based on the Avondale model and present to Council by October 1, 2009. F. Make the Tribe feel welcome at Town events, endeavors, and activities. G. Promote the Town’s relationship with the School District by holding three joint meetings per year. Goal 12: Exercise fiscal responsibility while maintaining organizational/functional integrity. A. Continue to hold the half-day Council Budget Workshop each October, in addition to the full-day January Workshop. B. Submit a mid-year State of the Budget report to Council by December 31, 2009. The height of desert living. 86 Operating Budgets C. Submit quarterly CIP updates to Council for re-evaluation of capital needs and priorities. D. Continue to utilize work flow analysis to identify cost savings via contracting, consolidation of services, etc. Goal 13: Support initiatives which enhance public safety in our community. A. Develop plan to address proactive community oriented policing by September of 2009. B. Provide semi-annual update to Council by Fire Chief, including an assessment of service level. The height of desert living. 87 Operating Budgets FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d 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 $32,000 $2,448 $276 $0 $0 $0 $0 $755 $0 $0 $36,000 $2,770 $310 $0 $0 $0 $0 $967 $0 $0 $36,000 $2,770 $330 $0 $0 $0 $0 $490 $0 $0 $36,000 $2,770 $330 $0 $0 $0 $0 $543 $0 $0 $51,164 $2,974 $338 $1,430 $45 $101 $16 $530 $1,668 $240 TO TAL $35,480 $40,047 $39,590 $39,643 $58,506 Dues, Subscriptions & Publications T raining/Continuing Education Meetings & Conferences Communications Expense Professional Services Printing Advertising/Signage Constituent Communications Election Expense Community Events & Programs Office Supplies $0 $5,020 $4,684 $0 $3,000 $544 $10,158 $0 $17,104 $0 $3,277 $0 $6,100 $36,389 $100 $3,500 $500 $12,700 $0 $16,000 $0 $1,825 $0 $7,000 $13,400 $0 $62,000 $700 $10,200 $0 $45,000 $0 $2,000 $0 $11,500 $11,140 $0 $9,500 $1,105 $8,800 $0 $0 $7,000 $4,400 $350 $5,500 $14,484 $0 $0 $400 $0 $1,200 $0 $4,000 $1,200 TO TAL $43,788 $77,114 $140,300 $53,445 $27,134 CAPITAL EXPENDITURES Capital Outlay $0 $0 $0 $0 $0 TO TAL CAPITAL EXPENDITURES $0 $0 $0 $0 $0 $79,268 $117,161 $179,890 $93,088 $85,640 TO TAL EXPENDITURES Sister City Reception The height of desert living. 88 Operating Budgets Budget Highlights-Mayor & Council $58,506 Salaries, Benefits & Taxes Mayor’s salary is $600 per month and Councilmember’s salaries are $400 per month-$39,737 (including taxes) Portion of Executive Assistant’s salary & benefits being charged to the Council Program Budget for the first time in FY 2009-10$18,769 $27,134 Services & Supplies Participation continued in League of Arizona Cities & Towns conference-$9,544 Continuation of Town Hall Meetings-$1,200 Sister Cities Dues and contributions-$3,250 Council portraits for Lobby-$1,200 Constitution Commemoration Day-$1,000 Council Meetings & Legislative Events-$5,500 Council One-On-Ones with Town Manager-$3,000 Other supplies and services-$2,440 $0 Capital Outlay No Capital Outlays budgeted in FY 2009-10 The height of desert living. 89 Operating Budgets MUNICIPAL COURT Presiding Judge Court Administrator Senior Court Clerk Court Clerk The height of desert living. 90 Operating Budgets Municipal Court 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 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 the exclusive supervisory authority over all Court personnel. The Court has jurisdiction over civil, traffic, criminal traffic and criminal misdemeanor offenses and violations of 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, civil orders of protection and injunctions against harassment. 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 procedures, victims’ rights, record keeping, ADA, Minimum Accounting Standards, and judicial ethics. Performance Indicators FY 2007-08 Actual 4252 FY 2008-09 Est. Actual 5378 FY 2009-10 Proposed 5400 Cases Terminated 4260 5743 5800 Hearings Held 1109 1200 1200 Traffic cases closed in 60 days Criminal cases closed in 60 days 83% 90% 90% 80% 80% 85% Description Cases Filed The height of desert living. 91 Operating Budgets FY 2008-09 Department Accomplishments Successfully completed the sixth year of the Fountain Hills Community Teen Court with 30% increase in participation Letter of understanding formalized with Fort McDowell Tribal Court for cooperation in disaster/emergency preparedness Court website updated and enhanced with new resources and information Purchased a document scanner for more efficient archiving of Court records FY 2009-10 Department Objectives Continue the review, updating and implementing of existing and new policies, procedures and measures to enhance Court security and enforcement responsibilities. Continue enhancement of the Court’s website for public access to Court information and services Reduce storage of archived files by digitally scanning all closed files from the year 2000 to date. FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d 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 $172 $256,444 $3,669 $424 $25,578 $694 $2,973 $278 $927 $28,228 $1,194 $965 $262,935 $3,860 $300 $36,620 $1,120 $3,330 $210 $1,010 $29,020 $1,330 $0 $283,000 $4,000 $350 $36,500 $850 $2,500 $320 $600 $32,000 $1,300 $0 $295,700 $4,320 $320 $30,400 $960 $2,490 $260 $650 $32,530 $1,560 $0 $300,000 $4,348 $330 $31,180 $910 $2,590 $270 $610 $33,010 $1,430 TO TAL $320,581 $340,700 $361,420 $369,190 $374,678 $2,368 $38 $1,667 $1,553 $717 $0 $2,105 $1,653 $94 $4,500 $1,917 $3,099 $3,550 $800 $2,200 $1,000 $105 $0 $2,000 $2,000 $300 $4,500 $2,500 $4,000 $2,500 $300 $775 $600 $490 $4,000 $2,300 $1,600 $100 $4,500 $2,500 $3,200 $3,750 $1,000 $2,000 $600 $550 $0 $3,000 $2,000 $300 $6,100 $2,500 $3,500 $3,750 $500 $1,500 $800 $0 $0 $2,000 $2,000 $200 $6,100 $2,500 $3,500 $19,710 $22,955 $22,865 $25,300 $22,850 C APITAL EXPENDITURES Capital Outlay - Furniture/Equipment $0 $0 $0 $0 $0 TO TAL $0 $0 $0 $0 $0 $340,291 $363,655 $384,285 $394,490 $397,528 Dues, Subscriptions & Publications T raining/Continuing Education Meetings & Conferences Equipment Repairs Communications Expense Auditing Expense Legal Fees Printing Advertising/Signage Intergovernmental Agreements Bank Charges Office Supplies TO TAL TO TAL EXPENDITURES The height of desert living. 92 Operating Budgets Budget Highlights-Municipal Court $374,678 Salaries, Benefits & Taxes Salaries, benefit & taxes for Presiding Judge and Court staff$374,678 $22,850 Services & Supplies IGA for software service with AZ Supreme Court-$6,100 Pro Tem judge and interpreter costs-$2,000 File scanning/archive services-$5,000 AZ Magistrate & Judicial conferences-$2,000 Merchant Account/Bank service charges-$2,500 State Bar, AZ Courts Assoc dues and legal publications-$3,750 Office supplies & equipment repair-$1500 $0 Capital Outlay No Capital Outlays budgeted in FY 2009-10 The height of desert living. 93 Operating Budgets ADMINISTRATION Town Manager Executive Assistant to Town Mgr/Council Deputy Town Manager Accounting Supervisor Financial Services Technicians Accounting Clerk Customer Service Representatives Town Clerk HR Administrator/ Risk Manager IT Coordinator Volunteer Coordinator Economic Development Administrator Community Affairs/Media Relations Administrative Assistant IT Technician The height of desert living. 94 Operating Budgets Administration Mission Statement The Administration Department is dedicated to serving the citizens of Fountain Hills by providing Administrative direction and support to the Town Departments. Administration provides accurate and current information on Council legislation and administrative actions; provides for the delivery of comprehensive financial services to internal and external customers; provides legal advice and support to Town staff; reaches out to political leaders and geographical neighbors to continue to grow relationships in the best interests of the Town and enhances the Town’s economic base through business attraction, retention and business vitality activities. Department Description The Administration Department is made up of nine (9) Divisions; Town Manager, Town Clerk; Legal Services; Finance; Human Resources/Risk Mgmt; Community Affairs/Media Relations; Economic Development; Information Technology; and Operational Support. The Town Manager provides direct supervision over the Town Clerk, Legal Services, Human Resources/Risk Mgmt, Community Affairs/Media Relations and Economic Development. The Deputy Town Manager is responsible for Finance, Information Technology and Operational Support. Performance Indicators Description General Obligation Bond Rating Coordinate Town wide special events Conduct business visits Number of updates to web Conduct municipal elections as required by new initiatives Number of Workers Comp claims filed FY 2007-08 Actual Aa3 FY 2008-09 Est. Actual Aa3 FY 2009-10 Proposed Aa3 12 14 16 0 12 25 500 800 600 1 0 3 8 7 5 The height of desert living. 95 Operating Budgets FY 2008-09 Department Accomplishments Began implementation of a new Town wide software integration project Launched a new Town website. Received 13th GFOA Certificate for financial reporting. Coordinated and managed eFountain; an online service to make government more transparent Conducted Town Hall meetings to encourage citizen participation in the budget process Conducted outreach to Town businesses to encourage retention Managed the downsizing of Town staff as a result of budget constraints. FY 2009-10 Department Objectives Continue implementation of the software integration project Assist in educating the public about the upcoming census Develop new productions for Channel 11 Conduct elections as required by Town initiatives Provide an increase service level for Volunteer coordination, including two new initiatives Streamline the Special Events approval process Evaluate the business attraction program Enhance the existing business visitation program Develop new resident outreach packages Evaluate opportunities to develop a broader revenue base to support Town services Update the Strategic Plan Demonstrate organizational process to citizens and promote transparent government Enhance customer service and enrich our citizens’ lives by expanding access to Town offerings and services, developing innovative approaches to service delivery and developing/implementing methods for gathering citizen input. The height of desert living. 96 Operating Budgets FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d 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 $7,706 $775,065 $17,073 $1,373 $46,496 $2,351 $5,705 $611 $11,945 $75,920 $2,821 $1,051 $748,349 $16,000 $900 $54,400 $2,900 $5,300 $800 $3,800 $77,000 $3,500 $1,000 $851,352 $18,640 $960 $67,328 $2,121 $4,619 $813 $2,882 $85,698 $3,805 $2,000 $822,959 $18,220 $1,028 $62,685 $2,358 $6,044 $1,131 $2,389 $83,593 $4,033 $0 $816,059 $17,032 $918 $64,746 $2,168 $5,617 $708 $2,061 $87,099 $3,395 TO TAL $947,066 $914,000 $1,039,218 $1,006,440 $999,803 Dues & Publications T raining/Continuing Education Meetings & Conferences Vehicle Maintenance Equipment Repair & Maintenance Electricity Expense T elecommunications Water/Sewer Expense Gas & Oil Expense Audit Fees Professional Fees Legal Fees Insurance Expense Rents & Leases Printing Advertising, Promotion & Events Emergency Management Intergovernmental Agreements Constituent Communications Bank/Merchant Acct Fees Community Service Contracts Office Supplies Postage Operating Supplies Program Materials Small T ools & Equipment Software Hardware & Peripherals Contingency $45,811 $8,359 $29,051 $76 $175,885 $138,482 $80,108 $13,113 $4,843 $21,868 $113,773 $405,573 $263,182 $18,539 $8,533 $9,173 $1,653 $0 $24,924 $8,356 $337,706 $63,647 $23,422 $0 $0 $0 $0 $0 $183,339 $46,497 $15,200 $18,160 $1,250 $76,100 $0 $68,983 $0 $3,130 $30,800 $58,560 $347,000 $340,050 $0 $22,625 $13,950 $1,655 $0 $82,300 $6,992 $339,000 $29,378 $27,340 $0 $0 $0 $0 $0 $300,000 $55,840 $11,600 $9,149 $310 $81,000 $0 $71,318 $0 $2,100 $40,000 $160,250 $350,000 $350,000 $0 $4,300 $11,500 $2,050 $0 $105,506 $16,000 $433,500 $41,750 $18,000 $0 $0 $0 $0 $0 $0 $52,550 $12,420 $14,099 $0 $80,639 $0 $63,499 $0 $3,000 $28,107 $82,455 $339,500 $318,400 $0 $9,681 $18,950 $2,050 $0 $68,500 $10,850 $480,600 $23,900 $14,040 $0 $0 $0 $0 $0 $145,000 $32,838 $4,350 $33,706 $708 $113,800 $0 $59,896 $0 $1,500 $69,000 $49,220 $360,804 $325,000 $0 $36,408 $15,795 $0 $90,000 $33,400 $8,350 $505,814 $14,437 $16,755 $4,823 $17,252 $1,700 $4,200 $2,265 $150,000 $1,979,416 $1,828,970 $1,764,173 $1,768,240 $1,952,021 $69,257 $56,147 $16,265 $0 $3,000 $22,100 $135,000 $12,000 $4,661 $35,000 $200,000 $125,000 $0 $32,400 $101,201 $0 $0 $0 $0 $0 $141,668 $172,100 $364,661 $133,601 $0 $0 $0 $0 $0 $0 $0 $200,000 $0 $100,000 $2,984 $0 $0 $0 $200,000 $102,984 $3,068,150 $2,915,070 $3,168,052 $3,108,281 $3,054,808 TO TAL CAPITAL EXPENDITURES Capital Outlay - Equipment Capital Outlay - Computers Capital Outlay - Software Capital Outlay - Communications TO TAL CAPITAL EXPENDITURES T ransfer to CIP T ransfer to VRF TO TAL EXPENDITURES The height of desert living. 97 Operating Budgets Department Administration Division Town Manager Legal Services Town Clerk Human Resources/Risk Mgmt Finance Community Affairs/Media Relatio Economic Development Downtown Development Information Technology Operational Support Total General Fund Total Excise Tax Fund* TOTAL OPERATING Budget $728,543 $360,804 $193,067 $575,851 $324,316 $159,755 $149,571 $382,675 $307,366 $255,534 $3,054,808 $382,675 $3,437,483 “Cooling the Dogs” Fountain The height of desert living. 98 Operating Budgets Administration Budget Highlights-Town Manager $263,760 Salaries, Benefits & Taxes Salaries, benefits & taxes for Town Manager and a portion of Deputy Town Manager and Executive Assistant-$263,760 $461,799 Services & Supplies Boys & Girls Club-$100,000, Community Theater-$130,000, Food Bank-$44,000, Chamber Tourism-$150,000 Parade contribution to Chamber-$3,500 Update Strategic Plan-Meetings, Supplies & Printing-$20,450 ICMA, ACMA, MAG, IAAP Memberships-$6,461 Office Supplies & Equipment Repair-$800 Vehicle Fuel & Maintenance-$2,208 ACMA & East Valley Managers’ Meetings-$2,480 Cabinet Workshops-$1,500 Cell Phone Service-$1,200 Office Supplies-$400 $2,984 Transfers to Vehicle Replacement Fund Administration Budget Highlights-Legal Services $360,804 Services & Supplies Town Attorney-$200,000 Outside Council-$48,000 Public Defender-$4,800 Town Prosecutor-$108,000 The height of desert living. 99 Administration Budget Highlights-Town Clerk $94,737 Salaries, Benefits & Taxes Salaries, benefits & taxes for Town Clerk staff-$94,737 $98,330 Services & Supplies Contractual Services, printing & advertising costs to conduct November, March and May elections-$89,435 Advertising text amendments to Code-$1,200 Council meeting audio transcription-$4,800 AMCA, IIMC and Notary dues-$250 ACMA, IIMC, Adobe, conferences & training-$1,550 Office supplies-$1,095 Administration Budget Highlights-Human Resources/Risk Mgmt $125,090 Salaries, Benefits & Taxes Salaries, benefits & taxes for Human Resources Administrator and Volunteer Coordinator-$125,090 $450,761 Services & Supplies Operating Supplies for Volunteer Program-$10,670 Special Transportation Services-$90,000 Liability Insurance-$325,000 Payroll Processing & Tax Reporting-$10,300 Program materials for Human Resources activities-$10,210 HR Law and Insurance update dues-$1,907 Background Checks & Drug Testing-$1,920 Office supplies-$754 The height of desert living. 100 Administration Budget Highlights-Information Technology $95,938 Salaries, Benefits & Taxes Salaries, benefits & taxes for IT Coordinator and IT Technician$95,938 $111,428 Services & Supplies Software Maintenance-$87,000 Equipment Maintenance-$10,000 Software subscription/hosting services-$8,580 Software Licenses-$4,200 Cell phone service-$948 Office and Operating supplies-$700 $100,000 Transfer to Capital Projects for Municipal Software Project Expand programs to include GIS and/or HR modules Administration Budget Highlights-Operational Support $255,534 Services & Supplies Copy Center Equipment Maintenance & Supplies-$24,720 Telecommunication & Internet Service-$56,264 Bank/Merchant Account services-$8,350 Postage-$16,200 Operating Contingency-$150,000 The height of desert living. 101 Administration Budget Highlights-Community Affairs/ Media Relations $108,348 Salaries, Benefits & Taxes Salaries, benefits & taxes for Community Affairs/Media Relations Administrator and portion of Administrative Asst-$108,348 $51,407 Services & Supplies Website Upgrades including survey capacity-$5,000 Census advertising & support-$9,800 Four (4) print editions of AveNews & Water Use It Wisely Pamphlets$23,600 Marketing materials for General Plan Update, Environmental Event and Community Center-$2,500 Additional Kiosk for Library-$1,700 Cell phone and broadband services-$2,265 Legislative Meetings, AzGAM, 3CMA-$3,692 FinderBinder Media Directory and Office supplies-$1,550 Graphics training for staff-$1,300 The height of desert living. 102 Administration Budget Highlights-Finance $244,635 Salaries, Benefits & Taxes Salaries, benefits & taxes for Finance, Accounting, Purchasing, Licensing, Special Events and Customer Service staff and a portion of Deputy Town Manager-$244,635 $79,681 Services & Supplies ACMA, ALTA, Treasurers, GFOA, GFOAAZ memberships-$1,645 GFOAAZ conference-$1,978 Annual Independent Audit-$27,000 Sales Tax Auditor-$42,000 Cell phone service-$1,008 Printing of CAFR and Budget-$2,900 Publishing budget in newspaper-$1,500 Office supplies-$1,350 Training-$300 The height of desert living. 103 Administration Budget HighlightsEconomic Development (General Fund) $67,296 Salaries, Benefits & Taxes Salaries, benefits & taxes for portion of Economic Development Administrator and Administrative Asst-$67,296 $82,275 Services & Supplies GPEC membership-$10,200 AAED, IEDC, ICMA Memberships and publications-$3,035 AAED, IEDC, AAED, conferences & meetings-$, 9,764 Consultant services for RTA, Skillset, and Sectors studies-$17,500 Design Services for marketing pieces-$10,000 Marketing pieces and Fact Book folders-$20,100 AAED Sponsorship-$10,000 Cell phone service-$952 Office and miscellaneous supplies-$724 The height of desert living. 104 Administration Budget HighlightsEconomic Development (Excise Tax Fund) $45,739 Salaries, Benefits & Taxes Salaries, benefits & taxes for portion of Economic Development Administrator and Administrative Asst-$45,739 $86,936 Services & Supplies Directories & reports-$2,025 ACT training, Town Center Group Meetings-$4,800 Cell phone service-$476 Consultant services for RTA, Skillset, and Sectors studies-$7,500 Holiday lighting-$20,000 Marketing pieces and Fact Book folders-$20,535 Advertising and signage-$31,000 Office supplies-$600 $250,000 Transfer to Capital Projects for Downtown Streetscape Project The height of desert living. 105 Operating Budgets PUBLIC WORKS Director Executive Assistant Engineering Division Town Engineer Civil Engineer PlannerEnvironmental Street Maintenance Technicians Street Division Facilities Division Superintendent Supervisor Fleet Mechanic Open Space & Landscape Specialist Traffic Signal Technician Custodian Maintenance/ Custodial Worker Maintenance Technician Civil Engineer Inspector The height of desert living. 106 Operating Budgets Public Works Mission Statement The Public Works Department is dedicated to expressing and enhancing the beauty, value and quality of the environment by operating and maintaining public grounds, dams, medians, natural washes and open space; by protecting the health, safety and well being of the public by assuring properly designed and constructed infrastructure, correct property transfers and excellent customer service; dedication to quality customer service by operating, preserving and maintaining Town-owned roadways and traffic control systems safely and efficiently; and maintaining all Town Facilities in a manner that provides a safe, healthy and secure environment for staff and our visitors. Department 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. The Streets 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 Highway User Revenue Fund (HURF) pays for Street personnel and contract work for street repair, operations, maintenance and improvements. Contracted tasks include construction and renovation of streets, sidewalks, drainage facilities, engineering processes, reviews, permits and inspects encroachment permits, including subdivision plans, “off-site” improvement plans and utility cuts. Engineering provides support to Building Safety by reviewing and inspecting site work plans for building permits, to Planning Division by technical review of area specific plans, rezoning, preliminary plats, special use permits and other land use matters and technical support for park and building projects. It provides project planning, design & plan review, and contract administration. Performance Indicators Description Utility ROW in 3 days Pothole resolution 24 hrs Maintenance requests < 24 hours FY 2007-08 Actual 98% FY 2008-09 Actual 98% FY 2009-10 Proposed 98% 98% 98% 98% 98% 95% 90% The height of desert living. 107 Operating Budgets FY 2008-2009 Department Accomplishments Issued: 319 Utility Encroachment Permits. Processed: 35 Public Utility & Drainage Easements and Grants of Easement; 9 Traffic Calming cases. Reviewed: 13 Temporary use Permits, 24 Single Family Bldg permits, 3 Multi-Family Bldg Permits, 7 Commercial and Industrial Bldg Permits, reviewed and processed 12 subdivisions. Designed Phase One Alley Improvements for PM-10 measures. Constructed four segments of sidewalk in the Town Center. Provided fire and Drainage control for 53.8 acres of washes. Designed sidewalk improvements for Del Cambre school connection. Continue Town wide replacement of all street name signs and support poles. Stormwater Management Plan requirement by hydro-vacuuming stormwater catch basins. Completed art installation project on Town Hall property. Installed new Public Information Board on front entrance to the community Center. Conducted a public auction of Town surplus equipment returning proceeds to the General Fund. Provided recycling containers at all Town-owned facilities. Bring traffic signals into compliance with industry standard. FY 2009-2010 Department 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. Convert remaining street signs to high intensity retro-reflective signs. Perform traffic signal inspections and maintenance to comply with industry standards. Prepare streets in the south-central area of town for pavement maintenance activities. Increase hours spent on curb replacement to minimize town liability. Maintain and develop good roads and walkways within fiscal constraints. Work with civic organizations in their goal to design and help fund completion of the Events Circle between Community Center and Library. The height of desert living. 108 Operating Budgets PUBLIC WO RKS FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-2010 Proposed 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 Disability Insurance $6,092 $408,559 $5,823 $510 $44,029 $1,318 $4,320 $553 $10,757 $45,550 $2,029 $7,191 $647,709 $11,460 $780 $59,430 $2,470 $6,920 $950 $21,950 $66,760 $2,970 $5,800 $637,000 $7,000 $910 $72,100 $13,300 $6,050 $870 $14,500 $66,600 $2,965 $3,426 $670,632 $12,600 $815 $64,980 $3,972 $6,060 $1,038 $12,942 $69,266 $3,311 $0 $654,753 $13,868 $788 $80,873 $1,715 $5,566 $613 $13,811 $63,943 $2,562 TO TAL $529,540 $828,590 $827,095 $849,042 $838,492 Dues & Publications T raining/Continuing Education Meetings & Conferences Building Repair & Maintenance Equipment Repair & Maintenance Vehicle Repair & Maint. Other Maintenance, Repair & Installation Electricity Refuse & Recycling Communications Expense Water/Sewer Gas & Oil Professional Fees Engineering Fees Printing Advertising Contractual Services Grounds Maintenance Wash Maintenance Bank Charges Holiday Lighting Office Supplies Safety Supplies Operating Supplies Uniforms T ools, Shop Supplies $1,394 $195 $2,544 $0 $0 $3,545 $0 $2,944 $0 $2,958 $43,680 $7,603 $0 $27,226 $1,681 $1,378 $500 $266,750 $141,431 $0 $0 $2,389 $0 $0 $605 $1,153 $2,545 $1,000 $2,450 $65,650 $0 $4,850 $0 $140,720 $0 $3,360 $64,962 $10,065 $0 $161,562 $1,000 $650 $1,000 $312,743 $158,622 $0 $0 $3,000 $0 $0 $3,225 $550 $2,406 $1,215 $6,680 $78,500 $0 $4,130 $0 $150,400 $0 $5,400 $69,500 $13,200 $0 $467,000 $100 $250 $19,998 $326,800 $145,000 $0 $0 $3,125 $0 $0 $1,400 $600 $3,040 $1,950 $5,840 $84,934 $20,800 $3,350 $0 $155,308 $0 $5,820 $70,000 $13,243 $0 $25,000 $2,600 $250 $48,950 $296,008 $117,800 $0 $10,000 $3,900 $0 $0 $1,705 $3,412 $2,590 $3,300 $1,525 $101,335 $1,200 $5,711 $25,695 $222,035 $3,000 $4,008 $92,710 $9,220 $1,100 $7,000 $650 $0 $850 $34,550 $0 $0 $0 $3,500 $100 $500 $2,300 $1,650 TO TAL $507,977 $937,954 $1,295,704 $873,910 $524,529 CAPITAL EXPENDITURES Capital Outlay - Vehicles Capital Outlay-Improvements $29,275 $0 $33,000 $498,700 $0 $280,000 $0 $81,061 $0 $0 TO TAL CAPITAL EXPENDITURES $29,275 $531,700 $280,000 $81,061 $0 $0 $0 $0 $14,346 $9,180 $0 $0 $0 $14,346 $9,180 $1,066,792 $2,298,244 $2,402,799 $1,818,359 $1,372,201 T ransfer to VRF TO TAL EXPENDITURES The height of desert living. 109 Operating Budgets STREET DEPARTMENT FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d 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 $7,573 $412,533 $6,037 $754 $62,175 $1,578 $6,120 $754 $41,998 $47,342 $2,208 $7,401 $477,844 $7,000 $655 $77,212 $1,981 $7,056 $960 $49,771 $53,377 $2,389 $7,500 $390,000 $6,000 $700 $57,500 $1,154 $4,400 $700 $25,000 $45,000 $1,800 $3,464 $434,724 $6,420 $630 $60,946 $1,373 $4,453 $827 $29,717 $48,201 $2,300 $3,000 $453,831 $6,581 $646 $57,400 $1,284 $4,678 $643 $27,107 $49,921 $2,061 TO TAL $589,071 $685,646 $539,754 $593,055 $607,152 License & Permits Dues & Publications T raining/Continuing Education Meetings & Conferences Grounds Maintenance & Repair Building Repairs & Maintenance Equipment Repairs & Maintenance T raffic Signal Repair & Maintenance Street Sign Repair & Maintenance Vehicle Repairs & Maintenance Other Maintenance & Repair Road Repair & Maintenance Pavement Management Electricity Refuse/Recycling T elecommunications Water/Sewer Gas & Oil Auditing Expense Professional Fees Engineering Fees Legal Fees Liability Insurance Equipment Rental Printing Advertising Contractual Services Office Supplies Uniforms T ools, Shop Supplies Software $0 $4,295 $3,444 $3,505 $0 $6,199 $0 $0 $0 $45,232 $0 $160,694 $387,380 $21,666 $0 $5,029 $4,561 $27,125 $5,375 $1,321 $0 $9,250 $111,870 $0 $390 $99 $0 $595 $8,288 $6,819 $0 $0 $5,550 $3,320 $3,975 $0 $7,000 $500 $0 $0 $36,330 $0 $194,231 $1,410,163 $30,000 $0 $5,450 $3,680 $29,300 $4,500 $10,500 $0 $9,250 $108,700 $500 $200 $250 $0 $1,320 $9,650 $4,800 $0 $0 $3,500 $2,000 $400 $0 $4,000 $200 $0 $0 $36,000 $0 $245,000 $1,193,342 $36,000 $0 $5,680 $7,400 $48,000 $8,465 $0 $0 $18,000 $95,000 $0 $0 $250 $0 $1,000 $8,000 $5,500 $0 $3,100 $3,150 $2,700 $2,000 $0 $3,000 $500 $71,735 $114,225 $38,460 $0 $122,450 $0 $36,000 $0 $5,700 $7,400 $47,450 $8,735 $0 $0 $20,000 $100,000 $500 $240 $250 $0 $1,800 $8,000 $7,500 $0 $2,000 $3,080 $3,500 $0 $5,600 $3,500 $1,500 $0 $0 $38,000 $80,925 $52,380 $0 $37,000 $2,815 $5,900 $8,600 $49,700 $9,000 $600 $9,999 $20,000 $108,000 $0 $0 $0 $168,695 $1,500 $6,400 $5,400 $1,500 TO TAL $813,136 $1,879,169 $1,717,737 $604,895 $625,594 C APITAL O UTLAY Capital Outlay - Vehicles Capital Outlay - Furniture & Equipment Capital Outlay - Software Capital Outlay - Improvements $36,597 $0 $0 $0 $30,000 $0 $0 $50,000 $59,000 $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $0 $0 TO TAL C APITAL O UTLAY $36,597 $80,000 $59,000 $2,000 $0 T ransfer to VRF T ransfer to Debt Service T ransfer to CIP $0 $130,217 $0 $0 $135,000 $0 $0 $126,300 $0 $66,491 $115,843 $825,000 $60,996 $136,013 $170,790 TO TAL TRANSFERS $130,217 $135,000 $126,300 $1,007,334 $367,799 $1,569,021 $2,779,815 $2,442,791 $2,207,284 $1,600,545 TO TAL EXPENDITURES The height of desert living. 110 Operating Budgets Department Public Works Division Engineering Facilities Streets Administration Vehicle Maintenance Traffic Signals Street Sweeping Street Signs Pavement Management Total General Fund Total Streets (HURF) Fund* TOTAL OPERATING Budget $791,244 $580,957 $616,675 $147,780 $195,843 $119,696 $91,670 $428,880 $1,372,201 $1,600,544 $2,972,745 Fountain Base The height of desert living. 111 Public Works Budget Highlights-Engineering (General Fund) $634,339 Salaries, Benefits & Taxes Salaries, benefits & taxes for Public Works Director, Engineering, and Stormwater staff-$634,339 $149,195 Services & Supplies ISA,APWA ASCE,STORM, memberships and publications-$2,490 Stormwater, LTAP training-$2,400 ASCE, LTAP STORM meetings-$1,525 Median Fountain and Tree Maintenance-$34,550 Vehicle maintenance, repair and fuel for 4 vehicles-$10,056 ADOT Bridge inspections and Dam Cleanup-$11,570 Electricity for medians and fountains-$16,500 Medians and Open Space irrigation-$54,500 Outside Engineering support-$7,000 Uniforms and safety supplies-$1,150 Office & Operating Supplies-$3,200 Business Cards and CAD scanning-$650 Cell Phone Service (4 employees)-$2,952 Levels, Paint and Small Tools-$650 $7,710 Transfers to Vehicle Replacement Fund The height of desert living. 112 Public Works Budget Highlights-Facilities (General Fund) $204,150 Salaries, Benefits & Taxes Salaries, benefits & taxes for Facilities Supervisor and Facilities staff -$204,150 $375,336 Services & Supplies Community Center Bldg Maintenance-$19,048 Town Hall Bldg Maintenance-$23,908 Library Bldg Maintenance-$26,668 Fire Station Maintenance-$15,273 Other (Kiwanis, Theater) Bldg Maintenance-$17,538 Kiwanis grass maintenance contract-$850 Electricity expense for all facilities-$205,535 Water/Sewer expense for all facilities-$38,210 Vehicle maintenance for 2 vehicles-$2,975 Office and operating supplies-1,800 Equipment Maintenance for buffers and custodial equip-$1,200 Cell Phone Service for 2 phones-$1,056 $1,471 Transfers to Vehicle Replacement Fund The height of desert living. 113 Public Works Budget Highlights-Streets (HURF Fund) $607,151 Salaries, Benefits & Taxes Salaries, benefits & taxes for Streets Superintendent and Streets staff-$607,151 $625,594 Services & Supplies Median Maintenance contracts-$168,695 Revegitation material for medians-$5,600 Electricity for street lighting, traffic signals-$37,000 Minor road repair, sweeper disposal fees-$42,380 Speed Humps-$10,000 Traffic Signal repair & maintenance-$62,974 Vehicle repair & maintenance-19,685 Fuel & Oil-$49,700 Street Sweeping-$23,100 Street Sign maintenance-$36,650 Liability Insurance-$108,000 Annual Audit fees-$9,000 HURF share of legal fees-$20,000 Cell phone service-$5,900 Water and Garbage services-$11,415 Dues, subscriptions, licenses, permits-$5,080 Office, operating supplies & tools-$10,415 $136,013 Transfers to Debt Service Fund $60,996 Transfer to Vehicle Replacement Fund $170,790 Transfer to Capital Improvement Fund The height of desert living. 114 The height of desert living. 115 Operating Budgets PLANNING & ZONING Director Executive Assistant Building Permit Technicians Building Safety Division CAD/GIS Division Planning & Zoning Division Chief Building Official GIS/CAD Operator Senior Planner Building Inspectors Plans Examiner Planner The height of desert living. Code Enforcement Division Code Enforcement Officer Environmental Planner 116 Operating Budgets Planning and Zoning 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. We also provide high quality construction permitting, plan review and building inspection services in a way that is responsive and customer friendly. Department Description The Planning and Zoning Department implements planning related goals, policies and programs as approved by the Town Council. The Department processes applications for changes of zoning, preliminary and final subdivision plats, variances from the requirements of the Zoning Ordinance, Temporary Use Permits, Special Use Permits, Concept Plans (site plans), signs and amendments to the General Plan and Area Specific Plans. We also process amendments to the Town’s regulations; the Zoning Ordinance, Subdivision Ordinance and Town Code. The Department maintains the Town’s Geographic Information System and, as resources allow, sponsors recycling events. Department staff supports the other Town departments with graphics products and technical drawings. Included in the Department is the Code Enforcement staff who are responsible for enforcing the Town’s land use regulations and many of the provisions of the Town Code. The Building Safety Division is a work unit in the Planning and Zoning Department. Building Safety employee’s process applications for permits to construct homes, commercial buildings, fences, swimming pools and other structures. The Division coordinates the review of plans for the structures it permits; and inspects construction of those permitted structures. Performance Indicators Description Plan Rev in 20 Days P & Z Next Rev in 10 Days P & Z 20 Inspections/ Day BS Inspection w/in 24 -Hrs BS FY 2007-08 Actual 98% FY 2008-09 Est. Actual 98% FY 2009-10 Proposed 98% 98% 98% 98% 98% 95% 90% 98% 94% 90% The height of desert living. 117 Operating Budgets FY 2008-09 Department Accomplishments Approval of changes to the Town’s sign regulations and increasing business visibility Completion of 2008 edition of the Land Use Analysis and Statistical Report Approval of Concept Plan and Development Agreement for Fountain Hills Town Square, a 13 acre mixed use development featuring a movie theater in the downtown area Approval of changes to the Dark Sky regulations allowing the use of energy saving compact fluorescent light bulbs in outdoor application Coordination and management of the first Town household hazardous waste collection/recycling event Coordination and management of the second and third electronics recycling events Approval of Planned Area Development Zoning District allowing flexibility and innovation in the development and re-development of complex building sites Approval of Concept plan and expedited permit review and inspection for the redevelopment of the Basha’s shopping center In cooperation with the County Recorder’s Office, the Department will digitally record documents saving time and money Installation of GIS computer software at 40 work stations Completion of plans for alley paving project required for compliance with PM-10 mandate Adoption of simplified building permit fee schedule Code Enforcement completed almost 1,400 code violation investigations Discovery of unpermitted construction yielding $18,000 in additional permit fees FY 2009-10 Department Objectives Hold a minimum of two Open House forums to encourage citizen participation and input on major planning initiatives Encourage participation by the Fort McDowell Yavapai Nation in two projects and/or programs of mutual benefit Explore the feasibility of regulating development to maintain view corridors Encourage site designs that promote safe pedestrian access to the larger system of trails and sidewalks Ensure that the development of the former State Trust Land proceeds in a way which is most responsible and beneficial to the Town Explore the need for an Environmental Commission with responsibilities to develop new measures and support existing initiatives that improve the quality of our natural environment Explore the possibility of issuing some types of building permits in one day Provide adequate training of Building Safety staff and the Town Council to meet the Insurance Service Organization (ISO) minimum requirements for maximum credit which would benefit Town businesses by keeping insurance cost low. The height of desert living. 118 Operating Budgets PLANNING & ZO NING FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-2010 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 $1,841 $863,062 $12,656 $1,649 $108,740 $2,978 $12,022 $1,564 $12,778 $93,899 $3,688 $8,268 $903,932 $14,860 $1,100 $117,088 $3,790 $13,570 $1,950 $15,700 $99,670 $4,560 $650 $872,000 $12,250 $1,200 $140,000 $2,400 $9,700 $1,440 $7,800 $94,000 $4,150 $0 $971,200 $14,160 $1,170 $139,240 $3,280 $10,320 $1,870 $9,810 $106,870 $5,120 $0 $764,823 $11,101 $1,073 $79,219 $2,247 $7,363 $1,786 $3,959 $84,175 $3,506 $1,114,877 $1,184,488 $1,145,590 $1,263,040 $959,252 Dues & Publications T raining/Continuing Education Meetings & Conferences Vehicle Repairs & Maintenance Office Equipment Repairs & Maintenance Recycling Communications Expense Gas & Oil Expense Professional Fees Printing Advertising/Signage Contractual Services Office Supplies Food & Bar Supplies Program Materials Uniforms Postage & Delivery T ools & Equipment $5,717 $9,788 $9,014 $410 $1,238 $0 $5,383 $9,040 $130,634 $4,770 $2,306 $0 $7,964 $0 $0 $574 $0 $15 $5,582 $12,760 $10,865 $1,850 $400 $0 $5,000 $8,650 $45,717 $5,150 $2,000 $0 $11,967 $0 $0 $865 $0 $250 $3,706 $10,305 $8,874 $2,110 $925 $0 $5,082 $4,400 $118,050 $2,815 $1,850 $0 $7,736 $0 $0 $646 $0 $200 $4,219 $11,670 $6,489 $2,274 $1,750 $0 $3,840 $10,500 $83,150 $2,525 $1,800 $0 $10,450 $0 $0 $1,375 $672 $250 $5,150 $11,678 $4,000 $3,129 $2,145 $10,764 $2,580 $8,100 $6,000 $1,900 $1,050 $1,200 $10,000 $300 $25,550 $180 $0 $350 TO TAL $186,852 $111,056 $166,699 $140,964 $94,076 CAPITAL EXPENDITURES Capital Expenditures - Vehicles $27,748 $0 $51,948 $0 $0 TO TAL CAPITAL EXPENDITURES $27,748 $0 $51,948 $0 $0 T ransfer to VRF $0 $0 $0 $17,334 $15,146 TO TAL $0 $0 $0 $17,334 $15,146 $1,329,477 $1,295,544 $1,364,237 $1,421,338 $1,068,474 TO TAL TO TAL EXPENDITURES The height of desert living. 119 Operating Budgets Department Planning & Zoning Division Planning Building Safety Code Enforcement Mapping & Graphics TOTAL OPERATING Budget $344,340 $411,528 $177,511 $135,096 $1,068,474 Avenue of the Fountains The height of desert living. 120 Operating Budgets Budget Highlights-Planning & Zoning $287,612 Salaries, Benefits & Taxes Salaries, benefits & taxes for Planning Director and Planning staff$287,612 $51,731 Services & Supplies APA, AICP, Environmental Dues-$3,520 Census related expenses-$25,000 Professional growth and environmental training-$1,500 ICSC, AZ/APA, AICP conferences-$3,070 Vehicle and equipment Maintenance -$677 Recycling expense-$10,764 Environmental Program materials-$3,000 Office supplies-$2,000 P & Z Notifications-$500 Printing-$1,550 Small tools-$150 $4,997 Transfers to Vehicle Replacement Fund The height of desert living. 121 Budget Highlights-Building Safety $380,400 Salaries, Benefits & Taxes Salaries, benefits & taxes for Building Official and Building Inspection and Permit staff-$380,400 $20,979 Services & Supplies Certification renewals, ICC, AZBO memberships-$1,480 AZBO conferences for all Building staff-$7,778 ICC Meetings-$200 Printer maintenance & supplies-$322 Vehicle maintenance, repair and fuel for 3 vehicles-$6,651 Cell phone service (3)-$1,548 Printing expense-$200 Office supplies-$2,600 Small tools-$200 $10,149 Transfers to Vehicle Replacement Fund The height of desert living. 122 Budget Highlights-Code Enforcement $170,425 Salaries, Benefits & Taxes Salaries, benefits & taxes for Code Enforcement staff-$170,425 $7,086 Services & Supplies CELA certification-$600 CELA membership-$150 CELA conferences-$300 Vehicle Maintenance for 2 vehicles-$1,224 Cell phone service (2)-$1,032 Fuel for 2 vehicles-$3,000 Business cards-$100 Office supplies-$500 Uniforms-$180 The height of desert living. 123 Budget Highlights-Mapping & Graphics $120,816 Salaries, Benefits & Taxes Salaries, benefits & taxes for Mapping & Graphics/GIS staff$120,816 $14,280 Services & Supplies CAD training-$1,800 AGIC Conference-$430 Plotter maintenance-$1,500 GIS updates-$5,000 Final plat document scanning-$1,000 Printing-$50 Office supplies-$4,500 The height of desert living. 124 The height of desert living. 125 Operating Budgets PARKS & RECREATION Director Executive Assistant Customer Service Representative Recreation Assistants Recreation Division Parks Division Supervisor Supervisor Recreation Coordinator Parks Lead Recreation Aide Recreation Intern The height of desert living. Groundskeeper 126 Operating Budgets Park and Recreation 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 Description The Parks and Recreation Department is responsible for providing safe and accessible recreation services for all age groups. Parks and Recreation services include senior programs, 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 Indicators Description Local youth org bookings School bookings Program revenueSpecial interest Program revenueSports Program revenuecommunity events Program revenueYouth & Teen FY 2007-08 Actual 1315 FY 2008-09 Est. Actual 1350 FY 2009-10 Proposed 1350 555 560 565 $14,760 $22,670 $22,500 $50,790 $73,027 $77,420 $64,685 $76,375 $79,945 $11,000 $15,875 $19,436 The height of desert living. 127 Operating Budgets FY 2008-09 Department Accomplishments Movies in the Park continued at Fountain Park as a result of financial support from several local businesses. Partnered with Ballet Arizona to present “Ballet Under the Stars” at Fountain Park for the third year. Partnered with Southwest German Club and other local organizations to return the "Oktoberfest" celebration to Fountain Park. Partnered with Fountain Hills Chamber of Commerce and the Fountain Hills Community Foundation to coordinate an expanded "St. Patrick's Day Celebration" at Fountain Park in March 2009. Net proceeds from the event benefited several local nonprofit organizations and charities. Hosted the Lori Piestawa Native American Games along with Fort McDowell and the Fountain Hills Unified School District for the third year. Continued the positive relationship between the Town and the Fountain Hills School District to jointly utilize school facilities for various programs in return for the District’s use of park facilities. 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 Cheerleadering. Successfully administered two grants associated with the Desert Vista Park Improvements, closing out both in January 2009. Received two grants from the Arizona Commission on the Arts totaling $ FY 2009-10 Department Objectives Provide excellent customer service including information referral, quality programs, and easy registration 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 programs to be offered in 2010-2011 Make optimal use of trails and expand public access to parks and open space Maintain service level & functionality of parks Maintain and promote small town character by enhancing public/private collaboration to develop new events and improve existing events. The height of desert living. 128 Operating Budgets PARK & RECREATIO N FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d 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 $6,226 $498,697 $14,608 $1,683 $50,038 $1,419 $4,931 $700 $18,522 $43,059 $1,709 4,394 578,806 15,510 1,360 79,440 1,880 7,930 1,496 24,229 65,028 21,268 $5,000 $639,900 $18,350 $2,070 $110,540 $1,608 $5,095 $1,538 $16,100 $57,250 $23,910 $1,000 $750,860 $19,710 $2,370 $66,670 $1,890 $5,280 $1,180 $17,550 $67,340 $3,190 $0 $713,843 $18,010 $1,071 $71,558 $1,771 $5,209 $743 $14,548 $64,934 $2,774 TO TAL $641,592 $801,342 $881,361 $937,040 $894,461 Licenses & Permits Dues & Memberships T raining/Continuing Education Conferences Meetings Building Repair & Maintenance Field Preparation/Maintenance Mowing/Landscape Maintenance Equipment Repair & Maintenance Vehicle Repair & Maintenance Office Equip Repair & Maintenance Electricity Communications Expense Water/Sewer/T rash Gas & Oil McDowell Mountain Preservation Professional Fees Rentals & Leases Printing Advertising Contractual Services Constituent Communications Bank Charges Office Supplies Safety Supplies Operating Supplies Program Expenses Uniforms T ools/Shop Supplies $569 $1,106 $7,183 $5,983 $569 $4,604 $91,516 $89,184 $62,396 $0 $0 $141,561 $3,499 $46,372 $9,923 $434 $5,755 $7,402 $4,949 $0 $0 $27,146 $569 $9,046 $0 $0 $98,889 $6,412 $9,126 $500 $3,300 $100,282 $3,500 $500 $4,600 $85,800 $162,030 $44,700 $23,379 $0 $170,252 $2,500 $42,060 $9,923 $3,243 $47,000 $11,199 $2,500 $92,857 $0 $46,026 $500 $7,900 $0 $0 $98,626 $8,416 $7,900 $800 $3,450 $3,150 $650 $800 $3,250 $100,650 $151,915 $65,000 $5,000 $0 $161,450 $2,050 $30,900 $11,200 $1,400 $7,500 $8,000 $862 $0 $0 $50,000 $800 $7,600 $0 $0 $98,335 $9,200 $7,700 $900 $2,915 $5,725 $4,250 $1,750 $48,490 $157,317 $173,906 $32,700 $8,600 $0 $172,506 $8,695 $50,500 $10,400 $0 $27,300 $9,474 $2,200 $2,650 $0 $48,839 $2,050 $8,500 $0 $0 $112,845 $7,136 $6,200 $1,195 $2,570 $2,800 $3,300 $0 $48,310 $93,117 $0 $12,450 $9,834 $100 $180,812 $8,496 $38,360 $14,504 $0 $0 $6,250 $1,050 $150 $216,450 $24,850 $2,000 $5,950 $660 $18,319 $57,146 $6,038 $2,400 TO TAL $634,195 $979,493 $731,662 $905,848 $757,110 CAPIT AL EXPENDIT URES Capital Outlay-Vehicles Capital Outlay - Equipment Capital Outlay - Park Improvements Capital Outlay - Park Improvements $0 $0 $0 $190,308 $47,200 $7,500 $0 $271,538 $70,972 $0 $0 $0 $0 $6,130 $0 $67,966 $0 $0 $0 $0 TO TAL $190,308 $326,238 $70,972 $74,096 $0 $0 $0 $0 $1,669,050 $0 $1,669,050 $0 $0 $0 $0 $19,928 $19,928 $0 $17,453 $17,453 $1,466,095 $3,776,123 $1,683,995 $1,936,912 $1,669,024 Transfe rs Transfe r to VRF Total TO TAL EXPENDITURES The height of desert living. 129 Operating Budgets Department Park & Recreation Division Recreation Fountain Park Golden Eagle Park Desert Vista Park Four Peaks Park TOTAL OPERATING Budget $663,529 $386,174 $375,422 $105,280 $138,619 $1,669,024 Golden Eagle Park The height of desert living. 130 Operating Budgets Budget Highlights-Recreation $480,508 Salaries, Benefits & Taxes Salaries, benefits & taxes for Park & Recreation Director and Recreation staff-$480,508 $180,619 Services & Supplies Community Events-$76,755 Special Interest Programs-$11,307 Sports Activities-$37,377 Youth & Teen Programs-$11,730 Printing/mailing “In the Loop” (3 issues)-$24,850 NPRA, APRA, Arts Council, Heritage Alliance memberships-$1,250 Staff training/continuing education-$1,500 APRA conference-$2,500 Vehicle and equipment maintenance-$550 Cell phone service (6) -$3,660 Printing forms-$750 Advertising-$150 Bank/Merchant account fees-$2,000 Office supplies-$4,240 Uniforms-$2,000 $2,402 Transfers to Vehicle Replacement Fund The height of desert living. 131 Budget Highlights-Fountain Park $92,246 Salaries, Benefits & Taxes Salaries, benefits & taxes for park staff-$92,246 $291,861 Services & Supplies ADEQ, Pesticide licenses and permits-$535 APRA, NPRA Memberships & training-$595 Veterans Memorial, Splash Park maintenance-$14,600 Sod, seed, irrigation, soil prep -$31,142 Playground equipment maintenance-$1,200 Fountain maintenance-$9,800 Vehicle maintenance & fuel-$3,050 Electricity-$123,804 Cell phone service-$1,068 Water-$3,204 Lake testing, algae treatment-$18,000 Equipment rental, mowing, aerating, spraying-$80,862 Misc supplies & tools-$3,344 Uniforms-$657 $2,067 Transfers to Vehicle Replacement Fund The height of desert living. 132 Budget Highlights-Golden Eagle Park $195,414 Salaries, Benefits & Taxes Salaries, benefits & taxes for park staff-$195,414 $170,235 Services & Supplies ADEQ, Pesticide licenses and permits-$360 APRA, NPRA, AZ Tree Memberships & training-$2,180 Ball Field, Picnic area, Tennis Court maintenance-$25,800 Sod, seed, irrigation, soil prep, field maint -$40,425 Playground equipment maintenance-$1,200 Field marking equipment-$850 Vehicle maintenance & fuel-$16,924 Electricity-$35,204 Cell phone & DSL service-$2,664 Water-$9,716 Equipment rental, mowing, aerating, spraying-$25,243 Misc supplies & tools-$6,945 Uniforms-$2,724 $9,773 Transfers to Vehicle Replacement Fund The height of desert living. 133 Budget Highlights-Four Peaks Park $63,834 Salaries, Benefits & Taxes Salaries, benefits & taxes for park staff-$63,834 $71,574 Services & Supplies ADEQ, Pesticide licenses and permits-$195 APRA, NPRA Memberships & training-$450 Rest Area maintenance-$5,400 Ball field, basketball, tennis court maintenance-$13,150 Playground maintenance-$1,200 Vehicle maintenance & fuel-$3,104 Electricity-$14,004 Cell phone & DSL service-$1,104 Water-$22,320 Equipment rental, mowing, aerating, spraying-$7,590 Misc supplies & tools-$1,400 Uniforms-$657 $3,211 Transfers to Vehicle Replacement Fund The height of desert living. 134 Budget Highlights-Desert Vista Park $62,459 Salaries, Benefits & Taxes Salaries, benefits & taxes for park staff-$62,459 $42,821 Services & Supplies ADEQ, Pesticide licenses and permits-$300 Rest Area maintenance-$2,710 Sod, seed, irrigation, soil prep -$8,400 Dog Park supplies-$3,980 Pump station maintenance-$600 Vehicle maintenance & fuel-$810 Electricity-$7,800 Water-$3,120 Equipment rental, mowing, aerating, spraying-$14,291 Misc supplies & tools-$153 Uniforms-$657 $0 Transfers to Vehicle Replacement Fund The height of desert living. 135 Operating Budgets COMMUNITY CENTER Director Executive Assistant Receptionist Community Center Division Events Coordinator Senior Services Division Operations Coordinator Event Rep/ Operations Support Supervisor Operations Support Assistant Home Delivered Meals Coordinator Senior Services Activities Coordinator The height of desert living. Senior Services Assistant Senior Aide 136 Operating Budgets Community Center 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 Senior Activity Center helps seniors maintain their independence and improve the quality of their lives by providing a comprehensive and coordinated system of services and programs by collaborating with other agencies and organizations who provide support programs and social services. Department 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. 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 users. License agreements ensure that users comply with the policies and procedures as adopted by the Town. 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 and socialization activities, trips and outings and social services to include support groups and consultations. Both Senior Services and Senior-Net are housed in the Community Center building providing office space for each entity. Performance Indicators Description Number of events booked Community Center revenue Senior Memberships Meals Delivered FY 2007-08 Actual 4,252 FY 2008-09 Est. Actual 4,052 FY 2009-10 Proposed 3,852 $213,470 $195,600 $177,192 1,042 1,198 1,233 7,009 8,544 9,400 The height of desert living. 137 Operating Budgets FY 2008-09 Department Accomplishments Replaced carpet in the ballroom and hallway area. Installed automatic openers to restroom doors. Completed a survey of regular users. Added a fence to the back patio area to remain complaint with the AZ Liquor Laws. Installed new pieces of art work both inside and out of the Center in accordance with the Public Art Master Plan. Added a new outdoor kiosk so that postings and event information is easier for the public to access. Arranged program schedule to make better use of designated space for seniors. Added four new programs to activity schedule. Streamlined the Home Delivered Meals routs sheets, tracking and payment processing systems. Partnered with some local businesses to provide a 10% discount to Senior Members. Acquired van from Valley Metro for $1 - to be used for Senior trips and outings. Partnered with Fountain Hills Cultural & Civic Association and formed the Fountain Hills Public Forum - a joint effort to provide quality public speaking engagements on current topics of public interest. FY 2009-10 Department Objectives Provide excellent customer service including information referral, quality programs, and timely booking process. Provide staff support to all events and activities scheduled. Work closely with local groups and non-profit organizations to bring more events to the Center. Identify new senior education, trips and programs. Help seniors maintain independence and adequate nutrition through the Home Delivered Meals Program. Develop stronger support groups and seek out qualified coordinators. Provide interesting and affordable day trips for seniors. Use dedicated rooms space and review/monitor program space needs. Provide information referral, quality programs, and help new residents and visitors establish a network of friends by providing opportunities for socialization. The height of desert living. 138 Operating Budgets CO MMUNITY CENTER FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-2010 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 $329,422 $13,423 $1,212 $25,842 $662 $2,576 $318 $6,259 $20,611 $973 $1,590 $386,214 $17,070 $1,094 $32,105 $823 $3,007 $394 $11,542 $22,579 $1,018 $900 $351,470 $16,950 $1,044 $30,305 $660 $2,920 $385 $3,890 $24,500 $1,050 $1,500 $405,052 $16,890 $1,116 $27,481 $694 $3,232 $476 $5,677 $25,370 $1,215 $0 $376,346 $12,815 $958 $31,160 $695 $2,817 $491 $2,489 $25,999 $1,089 TO TAL $402,043 $477,436 $434,074 $488,703 $454,857 $0 $1,086 $200 $2,028 $113 $13,590 $0 $0 $1,370 $40,962 $2,750 $12,177 $0 $344 $991 $15,737 $4,519 $0 $1,406 $0 $11,746 $0 $12,198 $50,601 $210 $0 $795 $1,375 $3,950 $650 $17,000 $1,000 $0 $1,320 $47,000 $2,900 $13,700 $0 $700 $2,720 $20,350 $3,900 $0 $2,140 $0 $12,450 $0 $14,000 $21,710 $900 $0 $450 $1,750 $0 $100 $15,250 $0 $350 $1,425 $46,073 $5,050 $10,600 $1,900 $1,990 $500 $18,125 $0 $0 $100 $0 $10,925 $0 $7,500 $63,000 $900 $550 $200 -$550 $1,175 $0 $18,865 $0 $250 $1,320 $50,040 $3,740 $14,000 $1,920 $400 $1,600 $14,000 $3,961 $5,852 $3,000 $0 $8,190 $0 $7,200 $87,607 $895 $335 $0 $0 $150 $0 $0 $2,000 $5,400 $2,640 $0 $2,880 $0 $1,300 $1,540 $1,400 $1,068 $75,114 $4,000 $2,640 $0 $4,850 $10,401 $0 $0 $0 $172,027 $168,560 $185,988 $224,215 $115,718 CAPITAL EXPENDITURES Capital O utlay-Vehicles Capital Outlay - Equipment Capital Outlay - Improvements $0 $0 $0 $0 $2,000 $0 $1,000 $0 $0 $0 $0 $40,000 $0 $0 $0 TO TAL $0 $2,000 $1,000 $40,000 $0 T ransfer to Debt Service T ransfer to VRF $387,000 $0 $387,000 $0 $387,000 $0 $387,000 $5,025 $387,000 $10,050 TO TAL $387,000 $387,000 $387,000 $392,025 $397,050 TO TAL EXPENDITURES $961,070 $1,034,996 $0 $1,008,062 $1,144,943 $967,625 License & Permits Dues & Publications Continuing Education Conferences Meeting Expense Building Repairs & Maintenance Equipment Repair & Maintenance Vehicle Repair & Maintenance Office Equipment Repairs & Maintenance Electricity Expense Communications Expense Water/Sewer/T rash Gas & Oil Professional Fees Printing Advertising/Signage Contractural Services Constituent Communications Bank Charges Community Events Office Supplies Operating Supplies Bar Supplies Program Materials Uniforms TO TAL The height of desert living. 139 Operating Budgets Department Community Center Division Community Center Operations Senior Services TOTAL OPERATING Budget $697,447 $270,177 $967,624 Community Center at night The height of desert living. 140 Operating Budgets Budget Highlights-Community Center $298,972 Salaries, Benefits & Taxes Salaries, benefits & taxes for Community Center Director and Center staff-$298,972 $11,475 Services & Supplies Notary fees and subscriptions-$335 Meeting supplies-$150 Audio equipment repair and maintenance-$2,000 Copier maintenance-$2,640 Cell phone service-$1,920 Piano tuning, music licensing-$540 Bank and Merchant account charges-$2,140 Office and operating supplies-$1,750 $387,000 Transfers to Debt Service Fund The height of desert living. 141 Budget Highlights-Senior Services $155,884 Salaries, Benefits & Taxes Salaries, benefits & taxes for Senior Center Staff-$155,884 $104,243 Services & Supplies Membership and Free Activities-$2,692 Home Delivered Meals-$74,164 Senior Programs-$2,470 Community Events-$2,248 Senior Trips-$14,209 Cell phone service-$960 Marketing materials-$1,150 “In the Loop”-$4,000 Bank/Merchant services fees-$500 Office supplies, business cards -$1,850 $10,050 Transfers to Vehicle Replacement Fund The height of desert living. 142 The height of desert living. 143 Operating Budgets The height of desert living. 144 Operating Budgets Law Enforcement 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 dedicated to providing a caring and supportive environment for our employees because they are the backbone of the system. Department 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 Indicators FY 2007-08 Actual FY 2008-09 Est. Actual FY 2009-10 Proposed Crimes-Part I 665 554 493 Crimes-Part II revenue Traffic Accidents 549 638 585 287 260 260 Thefts 174 211 211 12,583 13,500 13,500 Description Calls for Service The height of desert living. 145 Operating Budgets FY 2008-09 Department Accomplishments Continued to decrease the number of juvenile crimes by increasing the number of juveniles contacted and identified for trespassing, criminal damage, and curfew violations. Increased participation of the community in MCSO sponsored Block Watch Programs by 25%. Implemented 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. Continued to promote effective communication between the Town and Sheriff’s Office in addressing issues that need a cooperative answer. Increased traffic enforcement, education and awareness with higher visibility during peak traffic times to reduce traffic accidents and speeding complaints. Promoted public visibility, accessibility, and community relations through clearly marked cars and involvement of uniformed personnel at Town functions. Increased patrols in Town parks with the assistance of volunteer Posse. FY 2009-10 Department Objectives Support initiates which enhance public safety in our community Increase participation of the community in Sheriff’s Office sponsored Block Watch programs Increase participation of rental properties involved in Crime Free Multi-Housing Program by 10% Increase traffic enforcement, education, and awareness with high visibility patrolling during peak traffic times to promote safety and decrease the number of traffic complaints and vehicle accidents. Establish a program that aggressively implements inspections of semi trucks, heavy duty dump truck, and transports utilizing a certified truck inspector. Promote public visibility, accessibility and community relations through clearly marked cars and involvement of uniformed Sheriff’s Office personnel at Town functions. Continue to promote effective communication between the Town and Sheriff’s Office in addressing issues that need a cooperative answer. Continue to utilize the Sheriff’s posse whenever possible to enhance the effectiveness of the District 7 personnel in their duties that support the Town of Fountain Hills. The height of desert living. 146 Operating Budgets LAW ENFO RCEMENT FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-2010 Proposed 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 Recruitment Costs Disability Insurance $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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,049 $681 $32 $0 $0 $0 $0 $23 $0 $0 $0 TO TAL $0 $0 $0 $0 $9,784 Jail/Prisoner Fees Rabies/Animal Control Sheriff's Contract Office Supplies $47,884 $24,087 $1,835,044 $0 $45,000 $32,000 $2,188,572 $0 $58,500 $28,200 $2,704,200 $0 $68,000 $28,200 $2,742,877 $0 $96,000 $30,600 $2,707,728 $765 TO TAL $1,907,015 $2,265,572 $2,790,900 $2,839,077 $2,835,093 CAPITAL EXPENDITURES Capital Outlay-Vehicles Office Furniture & Equipment Capital Outlay-Commun. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TO TAL CAPITAL EXPENDITURES $0 $0 $0 $0 $0 $1,907,015 $2,265,572 $2,790,900 $2,839,077 $2,844,877 TO TAL EXPENDITURES The height of desert living. 147 Operating Budgets Department Law Enforcement Division Patrol Incarceration Animal Control TOTAL OPERATING Budget $2,707,728 $96,000 $41,150 $2,844,878 St Patrick’s Celebration at Vets Memorial The height of desert living. 148 Operating Budgets Budget Highlights-Law Enforcement $9,785 Salaries, Benefits & Taxes Salaries, benefits & taxes for a portion of Customer Service Representative staff (Animal Licensing)-$9,785 $2,835,093 Services & Supplies Animal Control-$30,600 Prisoner Fees-$96,000 MCSO Contract-$2,707,728 Animal License supplies-$765 $0 Transfers to Vehicle Replacement Fund The height of desert living. 149 Operating Budgets The height of desert living. 150 Operating Budgets Fire and Emergency Mission Statement The mission of the Fire Department is to provide the residents, businesses, and visitors of Fountain Hills with the highest level of protection against loss of life and property. We uphold the commitment through quality emergency services and a proactive emphasis on public education, code enforcement, hazard investigation, innovative life and safety awareness, and community service; while maintaining the highest level of professionalism in all aspects of rescue, emergency medical service, fire prevention and suppression and control the control of hazardous situations. Department Description Fire protection and emergency medical services are provided to the residents through a unique public/private sector combination of municipally owned equipment and facilities operated by contract personnel from 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 building safety inspections and plan review for construction activity, enforces the Town Fire Sprinkler Ordinance, emergency medical services and transports, hazardous material mitigation, 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, youth-oriented explorer post, and a community CPR/AED certification program. The Fire Department currently staffs one pumper truck with paramedic capabilities, one ladder/pumper truck with paramedic capabilities and one Ladder Tender with paramedic capabilities. All three trucks carry extrication/rescue equipment. Performance Indicators Description Emergency Response Time EMS Response Time Percent of calls EMS Emergency Calls Non-emergency Calls Inspections/surveys FY 2007-08 Actual 3 min 54 sec 61% 1,666 1,363 FY 2008-09 Est. Actual 3 min 40 sec @80% 3 min 35 sec @80% 65% 1,866 828 FY 2009-10 Proposed 5 min @90% 5 min @90% 65% 1,800 900 2,100 1,109 1,300 3 min 44 sec The height of desert living. 151 Operating Budgets FY 2008-09 Department Accomplishments Determined the location and design of fire station #2… pending Submitted FEMA Firefighters Grant for 800 megahertz radios…received $32,500 Submitted State Grant for extrication equipment…received $8,850.00 ADA Remodel of men's’ restroom/shower facility at station #1…pending Completed first phase of mountain(trail) rescue program policy Completed first phase, electronic infrastructure, in the council chamber as the Emergency Operations Center (EOC) Crisis Activated Response Effort (CARE) team activated and operational. FY 2009-10 Department Objectives Submit FEMA Firefighters Grant application for completion of the Town Emergency Operations Center (EOC). Transfer Fire Marshal data base to the MUNIS Permit and Code Enforcement system. Decrease response time to the SW area of Town by moving an ambulance to a temporary location Fry's Center. Start construction on Station #2 re-location project. The height of desert living. 152 Operating Budgets FIRE DEPARTMENT FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d 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 Recruitment Costs Disability Insurance $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 $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 $0 $0 $0 TO TAL $0 $0 $0 $0 $0 Dues & Publications Conferences Building Repairs/Maintenance Equipment Repair & Maintenance Vehicle Repairs & Maintenance T elecommunications Gas & Oil Expense Professional Fees Printing Intergovernmental Agreements Rural Metro Contract Office Supplies Safety Supplies Small T ools & Equipment $941 $605 $0 $0 $58,622 $0 $28,956 $0 $123 $5,000 $2,602,692 $860 $0 $14,589 $1,135 $500 $0 $38,000 $0 $26,255 $2,500 $500 $0 $2,746,787 $1,500 $0 $18,111 $2,000 $300 $0 $0 $36,500 $0 $22,700 $5,000 $320 $0 $2,884,126 $8,000 $0 $10,000 $1,300 $500 $0 $11,200 $36,500 $0 $29,800 $0 $500 $5,000 $3,028,332 $1,500 $0 $10,000 $1,600 $500 $0 $12,000 $37,500 $600 $19,500 $0 $500 $1,800 $2,852,368 $1,000 $1,000 $16,500 TO TAL $2,712,388 $2,835,288 $2,968,946 $3,124,632 $2,944,868 CAPITAL EXPENDITURES Capital Outlay - Communication Equipment $0 $6,000 $13,500 $4,000 $0 TO TAL CAPITAL EXPENDITURES $0 $6,000 $13,500 $4,000 $0 T ransfer to VRF $0 $0 $0 $112,276 $120,609 TO TAL $0 $0 $0 $112,276 $120,609 $2,712,388 $2,841,288 $2,982,446 $3,240,908 $3,065,477 TO TAL EXPENDITURES The height of desert living. 153 Operating Budgets Department Fire & Emergency Medical Division Fire Administration Fire Suppression Building Inspection TOTAL OPERATING Budget $2,984,577 $73,100 $7,800 $3,065,477 Mountain Rescue The height of desert living. 154 Operating Budgets Budget Highlights-Fire $0 Salaries, Benefits & Taxes No Salaries or benefits $2,944,868 Services & Supplies Rural Metro Contract-$2,852,368 Dues & Subscriptions-$1,600 Meetings & Conferences-$500 Equipment Maintenance-$12,000 Vehicle Maintenance & Repair-$35,000 Fuel & Oil-$19,500 EOP Contract-$1,800 Tools & Equipment-$16,500 Office and operating supplies-$5,600 $120,609 Transfers to Vehicle Replacement Fund The height of desert living. 155 Operating Budgets The height of desert living. 156 Performance Measures For the Fiscal 2009-10 Year The height of desert living. 157 Performance Measurement The use of performance measures in local government is being driven by increased citizen demands for government accountability, greater interest on the part of managers in performance related information to assist in program evaluation and resource allocation decisions, and the efforts of various organizations and professional associations to make governments more results-oriented. Performance measurement allows policy makers, managers, and citizens to evaluate the quality and effectiveness of government services. Performance measures include inputs (resources used), outputs (program activities), efficiency measures (ratio of inputs to outputs), and outcomes (the actual results of programs and services). The Town of Fountain Hills has traditionally prepared an Object-Class budget with some program goals attached. This year the Town is moving toward development of a Performance Based Budget. This process will be implemented over a number of years, beginning with the budget of FY 2009-2010. It is important to understand that performance-based budgeting is not simply the use of program performance information in developing a budget. Performance-based budgeting does more than just create resource allocation decisions that go into development of a traditional type of budget. In other words, it is not just "budgeting based on performance." Instead, it is the process by which a particular type of budget is developed -- a Performance Budget (or "program performance budget"). To design an effective system of performance-based budgeting, it is vital to understand exactly what the end product itself should be, what it should contain, and how it should look. A true Performance Budget is not simply an Object-Class budget with some program goals attached. It tells you much more than “for a given level of funding, a certain level of result is expected”. A real Performance Budget gives a meaningful indication of how the dollars are expected to turn into results. The most effective Performance Budget does this by showing, for each program area, how dollars fund day-to-day tasks and activities, how these activities are expected to generate certain outputs, and what outcomes should then be the result. A program Performance Budget can be distinguished from an Object-Class budget in a fundamental way. The Object-Class budget shows what each dollar will be spent on, (salaries, benefits, office supplies, travel, utilities, equipment, etc.) The Performance Budget shows what each dollar will accomplish (process a grant application, inspect a worksite, review a compliance activity, etc.) When our budget process is fully developed, every program will be able to show its budget in both formats -- with the "bottom line" dollar amounts being exactly the same for each. The overall purpose of the Performance Based Budget System is to establish a process to assist program managers in scheduling work and resources in order to efficiently and effectively carry out the Town’s Goals and Objectives contained in the The height of desert living. 158 Strategic Plan and prioritized by the Council during their budget retreat. This purpose is summarized in the following concepts: Integration of long-term planning and evaluation with the budget process by relating the Town’s work efforts to stated service levels aimed at accomplishment of the Strategic Plan Goals and Objectives. Defining Town business in service level terms by use of performance measures and program statements to describe planned accomplishments, which contribute to achieving the Strategic Plan’s Goals and Objectives. Recording the work hours, products and financial aspects of achieved accomplishments. Measuring the efficiency and effectiveness achieved in accomplishing budgeted objectives. The above concepts are interrelated. For example, under the Performance-Based Budget method, the Strategic Plan's Goals are directly related to specific Programs and Program Performance Statements. The Program Performance Statement provides answers to the following questions: What is the purpose of the program? How will this purpose be achieved? What key results are expected to be produced? The Service Delivery Plans describe the Activities which will be undertaken in an effort to meet the Program goals. Finally, the performance of each Program is measured for quality, productivity and cost effectiveness. The following pages contain the Town of Fountain Hills performance measures, by program area, for fiscal year 2009-10. The height of desert living. 159 Town of Fountain Hills Department: Court Program: Administration Service Delivery Plan: Provide all constitutional and statutorily mandated judicial services. Activities: Pursuant to the Court’s jurisdictional authority Process criminal misdemeanor, civil traffic, criminal traffic offenses & specific juvenile offenses. Process civil & criminal violations of our Town Code & ordinances. Monitor post-disposition orders. Collect and account for fines, fees, bonds and restitution. Issue civil protection & injunctions against harassment. Issue arrest/search warrants and records subpoenas. Maintain & safeguard court records. Reply to public information & record requests. Comply with mandatory reporting responsibilities to the AZ Supreme Court & Maricopa County Superior Court. Process Fountain Hills Teen Court cases. Provide case activity reports to Town. Provide public education. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed 100% 100% 100% 100% 5 5 Quality: Productivity Public information & record requests replies Mandatory reporting responsibilities to the AZ Supreme Court & Maricopa County Superior Court compliance N/A N/A Cost Effectiveness: Number of personnel evaluations facilitated FTE’s Judge Court Administrator Senior Court Clerk .80 .40 .50 Total 1.70 The height of desert living. 160 Town of Fountain Hills Department: Court Program: Post Adjudication Compliance Service Delivery Plan: Monitor and enforce Defendants’ compliance with court sentencing orders relation to fines and fees, jail time and program participation. Activities: Collect fines and fees. Jail compliance: Substance abuse. DV Program completion: Community Service compliance. Performance Measures: Council Goal Quality: Percentage of cases referred to Collection (FARE) Tax Intercept Percentage of compliance with sentenced jail time Percentage of compliance with sentenced program Percentage of compliance with community service obligation Productivity Number of cases with program referrals per year Number of cases involving community service per year FY 2008-09 Actual FY2009-10 Proposed N/A 5% 5% N/A 70% 80% N/A 65% 75% N/A 55% 65% N/A 200 200 N/A 100 100 Cost Effectiveness: FTE’s Judge Court Administrator Senior Court Clerk Court Clerk Court Clerk .10 .30 .50 1.00 .50 Total 2.40 The height of desert living. 161 Town of Fountain Hills Department: Court Program: Teen Court Service Delivery Plan: Provide a juvenile diversion program for first time/minor violation offenders, as well as an opportunity for area teens to participate in the juvenile justice process. Activities: Conduct Teen Court hearings. Provide Teen Court promotion, education and training. Performance Measures: Council Goal Quality: Percentage of cases with consequences timely completed Percentage of cases returned to formal process Percentage of defendants returning to process (recidivism) Productivity Number of cases heard Number of youth participants FY 2008-09 Actual FY2009-10 Proposed N/A 90% 95% N/A 6% 3% N/A 6% 3% N/A N/A 40 75 60 100 Cost Effectiveness: FTE’s Judge Court Administrator Court Clerk .10 .30 .50 Total .90 The height of desert living. 162 Town of Fountain Hills Department: Town Manager Program: Administration Service Delivery Plan: Provide leadership to ensure a high quality of life for the citizens of Fountain Hills by utilizing town resources to the greatest extent possible and offering superior service. Activities: Make dedicated efforts to achieve Council goals for FY 2009-10. Accomplish directives assigned by the Town Council. Ensure appropriate use of FY 2009-10 budget allocation. Provide leadership and direction to staff. Maintain accreditation as an ICMA credentialed manager. Build relationships with citizens and organizations in Fountain Hills. Build intergovernmental relationships. Oversee contracted community services and facilitate Council and Staff workshops. Performance Measures: Quality: eFountain customer service effectiveness rated superior or good eFoutain response time rated superior or good eFountain courtesy rated superior or good eFountain customer expectations met rated superior or good Productivity: Number of eFountain service requests Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A N/A N/A 83% 83% 83% 90% 90% 90% N/A 77% 90% N/A 177 531 Cost Effectiveness: FTE’s Town Manager Executive Assistant 0.95 0.70 Total 1.65 The height of desert living. 163 Town of Fountain Hills Department: Town Manager Program: Strategic Planning Service Delivery Plan: Working in conjunction with the Strategic Planning Advisory Commission (SPAC), propose an update to Strategic Plan that reflects the desires of the citizenry, taking into account community needs and economic, demographic, and cultural conditions in Fountain Hills. Activities: Develop a proposed update to the Strategic Plan and present to the Town council for adoption. Council Goal Performance Measures: FY 2008-09 Actual FY 2009-10 Proposed Quality: Strategic Plan update prepared on time Strategic Plan update prepared within budget Strategic Plan update by Town Council N/A N/A N/A Productivity: Citizen feedback utilized information of the Strategic Plan update N/A By March 31, 2010 <$20,000 By April 15, 2010 Public meeting(s) & Surveys Accomplish Strategic Plan update activities and timeline Cost Effectiveness: FTE’s Town Manager Executive Assistant .05 .05 Total .10 The height of desert living. 164 Town of Fountain Hills Department: Town Clerk Program: Administration Service Delivery Plan: Serve both internal and external customers in an impartial, confidential, efficient, trustworthy and friendly manner by responding to requests for retrieval of information and coordination of Council meetings to ensure compliance with State law. Activities: Monitor budget expenditures and process the daily business of the Town. Interact and respond to requests from elected officials, staff and the public. Review and sign various licenses and checks; perform the duties of the Town’s filing agent for claims, legal documents, as well as the Council’s annual Financial Disclosure Statement and coordination and receipt of agenda items between the legal department and staff. Performance Measures: Quality: Expenditures within budget Requests responded to same day Various licenses reviewed and signed same day Financial Disclosure Statements received by filing deadline Productivity: Number of legal requests tracked Number of notary services provided Number of Financial Disclosure Statements Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A N/A 100% 100% 100% 100% N/A 100% 100% N/A 100% 100% N/A N/A N/A 77 41 9 85 45 11 Cost Effectiveness: FTE’s Town Clerk .30 Total .30 The height of desert living. 165 Town of Fountain Hills Department: Town Clerk Program: Elections Service Delivery Plan: Conduct municipal elections and all related activities in the most efficient and effective manner, and in full compliance with all applicable statutes, which include voter assistance and education; political committee assistance with campaign finance and election laws. Please note: Statistics and numbers will vary significantly in non-election years. Activities: Coordinate activities and paperwork with Maricopa County Elections, the Town Attorney, staff and vendors as required by state law; including processing related invoices for payment. Prepare press releases and coordinate distribution of election information through the Community Affairs/Media Relations Administrator. Accept candidate nomination and political committee filings and monitor receipt of campaign finance reports. Serve as the Town’s election official and provide results on Election Day. Prepare the resolutions to canvas election results and submit for Council approval. Maintain election documents according to the record retention schedule. Performance Measures: Quality: Voter turnout (average of municipal elections held) Election canvasses completed within statutory requirements Candidate nomination papers processed correctly Candidate and political committee campaign finance reports filed by deadlines Candidate and political committee campaign finance reports posted on the Town’s website Productivity: Number of municipal elections held Number of Initiative/Referendum petitions filed and certified within statutory requirements Number of Registered Voters at close of registration Number of Early Voters processed at Town Hall Number of Council Candidate packets distributed and processed Number of Political Committee packets distributed and processed Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A N/A 31% N/A N/A N/A N/A 100% 100% N/A N/A 100% N/A N/A 100% N/A 0 N/A N/A N/A 0/1 N/A N/A 0/0 16,539 550 N/A N/A 15/8 N/A N/A 8/8 Cost Effectiveness: FTE’s Town Clerk 3 .20 Total .20 The height of desert living. 166 Town of Fountain Hills Department: Town Clerk Program: Legislation Service Delivery Plan: Provide support to the Mayor and Council and aid in the delivery of effective and transparent government by providing staff support for all Council meetings; taking notes and preparation of official meeting minutes; publication or recording of documents as required by state law in support of Council actions. Ensure compliance with applicable statutes, policies, or guidelines as pertains to responsibilities. Activities: Prepare and post public notices for all Council reoccurring and non-official events according to statutory requirements. Coordinate and prepare the agendas and electronic agenda packet for official Council meetings according to statutory requirements. Prepare and/or review Council meeting minutes to be submitted for Council approval. Process approved meeting minutes, resolutions, ordinances, contracts, IGA’s and other legal documents as necessary. Coordinate the web posting of approved minutes and official action of the Council according to statutory requirement. Coordinate the Board and Commission appointment process with support staff (nine boards and commissions). Performance Measures: Council FY 2008-09 FY 2009-10 Goal Actual Proposed Quality: Financial Disclosure Statements filed within statutory requirement Agendas posted within the statutory requirement Approved Council meeting minutes posted on the Town’s website within the statutory requirement Productivity: Number of agendas/packets prepared Number of agenda items Number of meeting minutes placed on web within 2 business days after approval Number of meetings for which minutes are prepared Number of Executive Sessions for which minutes are prepared Number of contracts/IGA’s processed Number of Resolutions/ordinances processed Number of Town Code amendments codified Number of Board and Commission appointments N/A 100% 100% N/A 100% 100% N/A 100% 100% N/A N/A 30 186 35 190 N/A 30 35 N/A 30 35 11E N/A N/A N/A N/A 18 14/5 30/11 2 25 13 12/5 31/12 2 24 Cost Effectiveness: FTE’s Town Clerk .30 Total .30 The height of desert living. 167 Town of Fountain Hills Department: Town Clerk Program: Records Service Delivery Plan: Maintain all documents necessary for the effective administration and operation of the municipal government. Activities: Coordinate with support staff the retention and destruction of records according to state law. Submit destruction certificates to the Records Management Division of the Arizona State Library, Archives and Public Records. Scan and coordinate the posting of Resolutions, Ordinances, and Proclamations on the Town’s website. Coordinate requests for public records in a timely manner as per state law. Performance Measures: Quality: Public Record request responded to within statutory requirements Resolutions placed on the Town’s website with 3 business days of approval Ordinances placed on the Town’s website within 3 business days of approval Proclamations placed on the Town’s website within 3 business days of approval Productivity: Number of Resolutions placed on the web Number of Ordinances placed on the web Number of Proclamations placed on the web Number of Record/Destruction certificates processed Number of Public Record requests processed Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A 100% 100% 9C N/A 100% 9C N/A 100% 9C N/A 100% 9C 9C 9C N/A N/A N/A 25 10 5 N/A N/A 15 148 12 180 Cost Effectiveness: FTE’s Town Clerk .20 Total .20 The height of desert living. 168 Town of Fountain Hills Department: Human Resources Program: Administration Service Delivery Plan: Provide employees with an optimal work environment for obtaining sustained high productivity, continuous improvement, organizational renewal and exceptional customer service. Sustain an environment that supports the efforts of all employees to realize to the extent possible, their professional potential. Provide opportunities for personal enrichment and promote individual well-being. Provide a workplace free from any form of harassment, intimidation, or unlawful discrimination. Establish and maintain a work environment that promotes mutually respectful interactions between supervisor and the person supervised, and among employees. Activities: Development and implantation of policies and procedures. Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A 3% 2% N/A 0 0 Quality: Turnover Productivity: Number of grievances filed Cost Effectiveness: FTE’s HR Administrator/Risk Mgr .50 Total .50 The height of desert living. 169 Town of Fountain Hills Department: Human Resources Program: Payroll Service Delivery Plan: Provide Town employees with accurate and timely paychecks. Maintain compensation compliance. Activities: Process 26 payrolls annually. Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A 1 0 N/A 26 26 Quality: Number of voided checks processed due to errors Productivity: Number of payrolls processed annually Cost Effectiveness: FTE’s HR Administrator/Risk Manager .05 Total .05 The height of desert living. 170 Town of Fountain Hills Department: Human Resources Program: Recruitment Service Delivery Plan: Recruit and select applicants with excellent qualifications using effective and efficient application and selection tools. Activities: Keep job descriptions up-to-date. Place ads where they will be most visible and cost effective. Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A N/A 10 2 5 1 N/A 8 wks 6 wks Quality: Voluntary Terminations Involuntary Terminations Productivity: Average Time to fill Regular job openings Cost Effectiveness: FTE’s HR/Administrator/Risk Manager Total .10 .10 The height of desert living. 171 Town of Fountain Hills Department: Human Resources Program: Risk Management Service Delivery Plan: Provide a safe work environment for all employees. Activities: Safety training provided on a regular basis throughout the year. Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed Quality: Number of worker’s comp claims managed with no time lost from work N/A 3 2 Assist to maintain Town of Fountain Hills Experience Modifier (EMOD) of 1.0 or less N/A 100% 100% Productivity: Number of worker’s compensation claims filed annually EEOC Claims filed annually N/A N/A 7 0 5 0 Cost Effectiveness: FTE’s HR Administrator/Risk Manager Total .30 .30 The height of desert living. 172 Town of Fountain Hills Department: Human Resources Program: Volunteers Service Delivery Plan: Provide the Town with savings in personnel cost and services to the entire community by trained, informed volunteers. Increase the quality of life for residents and staff working together. Activities: Quarterly volunteer coffees with guest speaker Make a Difference Day Holiday Celebration at the Community Center Annual Volunteer Reception Volunteer Placements throughout Town Monthly volunteer newsletter Expanded volunteer services to seniors Council Goal Performance Measures: Quality: Monies Saved Town by volunteers Volunteer Satisfaction w/placement Volunteer orientation training FY 2008-09 Actual FY 2009-10 Proposed $200,000 95% 40x year $250,000 98% 1x month 500 300 600 500 Productivity: Number of volunteers Number of volunteer opportunities/positions Cost Effectiveness: FTE’s Volunteer Coordinator .75 Total .75 The height of desert living. 173 Town of Fountain Hills Department: Finance Program: Accounting Service Delivery Plan: Provide the Town with efficient and cost effective accounts receivable and general ledger and banking support services. Provide prompt and efficient payment of Town’s liabilities each month. Activities: Process cash receipts journals daily. Reconcile bank accounts monthly. Process journal entries for all transactions not processed through cash receipts as they occur. Bill accounts receivable as activities occur. Reconcile vendor statements with requisition, purchase order and invoice. Process accounts payable twice monthly. Maintain vendor files, including 1099 reporting. Council Goal Performance Measures: Quality: Number of correcting journal entries on cash receipts Number of corrected account receivable invoices Number of voided checks Productivity Number of cash receipts batches processed annually Number of bank reconciliations annually Number of journal entries processed annually Number of accounts receivable invoices processed annually Number of accounts payable checks prepared Number of invoices processed Number of check runs FY 2008-09 Actual FY2009-10 Proposed N/A 5 2 N/A N/A 2 11 0 9 N/A N/A N/A 260 84 128 208 84 144 N/A 75 90 N/A N/A N/A 2,500 4,000 38 2,450 3,850 38 Cost Effectiveness: FTE’s Finance Director Accounting Supervisor Accounting Clerk –A/P Accounting Clerk – A/R .10 .30 .30 .40 Total 1.10 The height of desert living. 174 Town of Fountain Hills Department: Finance Program: Audit Service Delivery Plan: Staff select, coordinate, and prepare worksheets for the town’s external financial and sales tax auditors. The financial auditor reviews the town’s financial statements and issues an opinion on the accuracy of the town’s statements. Staff also ensures that the external auditor is independent, meaning no conflicts of interest exist that interferes with the auditor’s ability to issue an opinion on the town’s financial statements. The sales tax auditor reviews local sales tax receipts to ensure that all taxes that are owed to the town are paid. Activities: Solicit and coordinate annual financial audit, including issuing Requests for Quotations (RFQ’s) and monitoring contracts. Solicit and coordinate annual sales tax audit plan, including issuing Requests for Quotations (RFQ’s) monitoring contracts, analyzing sales tax and monitoring legislation, etc. Canvas all residential rentals for revenue leakage. Performance Measures: Council Goal Quality: Financial statements opinion Auditor findings GFOA Awards Cost Recovery Factor Productivity Sales tax assessments Collections from assessments Audit Worksheets prepared N/A N/A N/A FY 2008-09 Actual FY2009-10 Proposed Unqualified 0 16 89% Unqualified 0 17 90% $100,000 $80,000 4 $100,000 $90,000 15 Cost Effectiveness: FTE’s Director Supervisor Clerk – A/R 0.10 0.05 0.05 Total 0.20 The height of desert living. 175 Town of Fountain Hills Department: Finance Program: Administration Activities: Prepare estimates of future revenues and expenditures. Performance Measures: Quality: Revenue versus forecast Public meetings on finances Town’s bond rating Council Goal FY 2008-09 Actual FY2009-10 Proposed N/A N/A N/A 93% 6 Aa3 95% 6 Aa3 17 4 23 4 Productivity: Number of funds Finance reports to council Cost Effectiveness: FTE’s Director Supervisor .20 .10 Total .30 The height of desert living. 176 Town of Fountain Hills Department: Finance Program: Budget Service Delivery Plan: Prepare revenue estimates, coordinates budget preparation, communicates Council goals objectives and priorities, compiles budget data, conducts Budget Committee meetings, presents budget to Council and at Public Meetings, insures the accuracy of data, and compiles the tentative and final budget documents. Activities: Prepare estimates of future revenues and expenditures. Coordinates budget preparation Conducts Budget Committee Meetings Presents budget to Council Compiles budget document for publication Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: GFOA Budget Presentation Awards Revenue versus forecast % 6 91% 7 95% Productivity Document size Annual/Biannual Size of Town Budget Budget meetings held with department Public meetings on budget 242 pages annual $28.2M 6 6 328 pages annual $35.4M 6 6 Number of funds 10 17 Cost Effectiveness: FTE’s Director Supervisor Clerk A/R .20 .40 .05 Total .65 The height of desert living. 177 Town of Fountain Hills Department: Finance Program: Customer Service Service Delivery Plan: Be the first point of contact for citizens visiting Town Hall. Ensure excellent customer service through fast and accurate processing of Town licenses. Greet all Town visitors. Coordinate general inquires from CRM program and answer telephone calls to Town Hall. Activities: Answer telephone calls. Process dog licenses. Process CRM requests. Process all checks into POS program. Process request for public records. Audit postage machine usage. Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Daily cash discrepancies 5 4 Productivity Number of walk in visitors per day Number of dog licenses issued Annual outgoing mail $ volume 35 3364 $14,918 42 3400 $15,718 Performance Measures: Cost Effectiveness: FTE’s Supervisor Customer Service Representative Total .05 .30 .35 The height of desert living. 178 Town of Fountain Hills Department: Finance Program: Licensing Service Delivery Plan: Provide residents and businesses with the highest quality of business licensing service delivered with a sense of timeliness, integrity and accuracy. Activities: Process all new business license applications, and renewals of business licenses. Process all alarm licenses. Process all peddler/solicitor licenses. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of business days to process: New business license Renewal business license Alarm license Peddler/Solicitor license N/A N/A N/A N/A 10 10 15 10 10 10 15 10 Productivity Number of licenses processed annually New licenses Renewal licenses Other N/A N/A N/A N/A 2375 542 1783 50 2380 547 1783 50 Cost Effectiveness: FTE’s Director Clerk-B/L Customer Service Representative Total .05 .35 .20 .60 The height of desert living. 179 Town of Fountain Hills Department: Program: Finance Purchasing Service Delivery Plan: Processing purchase requisitions and converting to Purchase Orders, ensuring Town purchasing policies are adhered to. Activities: Convert requisitions to Purchase Orders Maintain vendors Maintain contracts Performance Measures: Quality: Number of voided checks Council Goal NA Productivity Number of vendors Number of contracts A/P checks issued Cost Effectiveness: FTE’s Director Supervisor Clerk A/P FY 2008-09 Actual FY2009-10 Proposed 110 20 863 66 2,099 890 75 2,125 .05 .05 .20 Total .30 The height of desert living. 180 Town of Fountain Hills Department: Finance Program: Special Events Service Delivery Plan: Plan, coordinate and implement all Town special events, ensuring adequate resources for safety of the public and successful programs. Activities: Coordinate meetings with all departments to ensure public safety. Communicate with event sponsors to ensure adequate resources. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed 100% 100% 100% 100% 100% 100% 100% 100% Quality: Number of applications processed in a timely manner Special event reports, memos, and calendar for town council approval prepared & submitted Special event applications and documentation maintained and tracked Phone, mail and in person inquiries followed up on Productivity Number of special events Number of special event committee meetings Cost Effectiveness: FTE’s Supervisor Clerk-B/L 14 6 16 7 .05 .15 Total .20 The height of desert living. 181 Town of Fountain Hills Department: Information Technology Program: Communications Service Delivery Plan: Provide staff with cost effective communication tools. Activities: Provide Internet service Provide wireless communications. Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed Quality: Uptime of internet connection N/A 100% 100% Productivity: Number of office telephones Number of supported wireless devices N/A N/A 115 51 115 51 Cost Effectiveness: FTE’s IT Coordinator .05 Total .05 The height of desert living. 182 Town of Fountain Hills Department: Information Technology Program: I/T Hardware and Infrastructure Service Delivery Plan: Provide cost effective and reliable technology to staff to ensure service levels are met. Activities: Hardware installation and maintenance Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed Quality: Computer Network Uptime Telephone Network Uptime N/A N/A 100% 100% 100% 100% Productivity: Number of network devices (switches/routers) Number of servers Number of workstations N/A N/A N/A 8 24 89 8 25 89 Cost Effectiveness: FTE’s .10 .05 IT Coordinator IT Intern Total .15 The height of desert living. 183 Town of Fountain Hills Department: Information Technology Program: I/T Support Service Delivery Plan: Provide Town staff with cost effective and modern technology to accomplish the functions of their departments while achieving the Town’s strategic objectives. Activities: Help Desk service provided to Town personnel Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed Quality: Issues responded to within 2 hours N/A 99.9% 100% Productivity: Number of staff members supported Number of work requests N/A N/A 98 1200 98 1500 Cost Effectiveness: FTE’s IT Coordinator IT Intern .25 .45 Total .68 The height of desert living. 184 Town of Fountain Hills Department: Information Technology Program: Training Service Delivery Plan: Provide staff with tailored software training to achieve proficiencies using Town owned applications. Activities: In-house training provided to Town personnel Council Goal Performance Measures: FY 2008-09 Actual FY 2009-10 Proposed 100% 100% 9 90 12 120 Quality: Staff survey satisfactory rating or better Productivity: Number of training offered Number of staff attendees N/A N/A Cost Effectiveness: FTE’s .05 .03 IT Coordinator IT Intern Total .08 The height of desert living. 185 Town of Fountain Hills Department: Information Technology Program: Video Services Service Delivery Plan: Produce Council meeting videos for replay on Channel 11 and webcast. Activities: Video productions provided for Town Council Meetings Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed Quality: Videos available within 24 hours N/A 100% 100% Productivity: Number of meetings recorded on Channel 11 Number of meetings streamed on internet Number of special projects N/A N/A N/A 28 28 1 26 26 2 Cost Effectiveness: FTE’s .05 IT Coordinator Total .05 The height of desert living. 186 Town of Fountain Hills Department: Administration Department Program: Economic Development Service Delivery Plan: Enhance the Town’s economic base through business attraction, business retention, and business vitality activities. Activities: Develop and implement an available site and building database in order to quickly and effectively respond to inquiries and increase fecctiveneeseffectiveness in business attraction/ business retention efforts. Initiate a system to track contacts and projects with the ability to interrelate contacts, projects and timeframes, and establish baseline data in order to evaluate effectiveness of outreach efforts on an annual basis. Business Attraction: Evaluate the business attraction program. Business Attraction: Develop a strategy to encourage businesses to locate within the Town. Business Attraction: Develop informational pieces which target appropriate business sectors. Business Retention: Evaluate the business visitation (retention) program. Business Retention: Enhance the existing business visitation (retention) program to include expanded and targeted outreach to the existing business base. Work with Town Center to develop and facilitate networking opportunities, business vitality, marketing and promotional opportunities using the Main Street four-point approach Develop contacts and strong, positive working relationships with Ft. McDowell, the Chamber, and other business groups in order to work together towards mutually beneficial goals. Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed Quality: Productivity: 2x per year 12x per year Outreach/ meetings with Fort McDowell Town Center organization activities (i.e. meetings, events, networking opportunities Business visitation (retention) program - business visits Business attraction efforts- retail, office, advanced business Services, high tech 25 businesses 2 outreach strategies 50 business contacts Cost Effectiveness: FTE’s Economic Development Administrator Executive Assistant 1.00 .05 1.50 Total The height of desert living. 187 Town of Fountain Hills Department: Community Affairs and Media Relations Program: Administration Service Delivery Plan: Provide oversight of the Community Affairs and Media Relations Division. Supervise staff and monitor the budget. Activities: Supervise and evaluate staff. Oversee Town-wide printing contract. Research cost effective solutions for Media. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of errors in ColorPress contract 0 0 Productivity Number of performance evaluations completed 1 1 Cost Effectiveness: FTE’s Community Affairs/Media Relations Administration Assistant Total .10 .10 .20 The height of desert living. 188 Town of Fountain Hills Department: Community Affairs and Media Relations Program: Channel 11 Service Delivery Plan: Gather various productions from other municipalities to improve our cable channel in an effort to improve communications with residents and provide an improved quality of life. Activities: Plan and line up each program. Create slides. Meet with other municipalities to exchange ideas. Participate in the AzGAM (Arizona Government Access Managers). Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of errors on slides 25 20 Productivity Number of productions created at FHUSD Number of channel 11 slides created 0 25 0 20 Cost Effectiveness: FTE’s Community Affairs/Media Relations Administrative Assistant Total .20 .10 .30 The height of desert living. 189 Town of Fountain Hills Department: Community Affairs and Media Relations Program: Constituent Communications Service Delivery Plan: Provide information to create public awareness of Town events. Activities: Maintain eight Town kiosks stocked with information. Keep holders on hand and visit kiosks twice a week. Publish AveNEWs, edit In the Loop and Senior Scene. Handle constituent calls and emails. Develop new resident outreach packets. Protect Town branding policy and ensure its implementation by continued and proper use of the Town seal in all Town activities, products and/or publications. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Number of errors on kiosk flyers 12 10 Productivity Number of AveNews produced annually Number of In the Loop issues annually 22 3 17 2 Cost Effectiveness: FTE’s Community Affairs/Media Relations Administrator Total .10 .10 The height of desert living. 190 Town of Fountain Hills Department: Community Affairs and Media Relations Program: Intergovernmental Relations Service Delivery Plan: Reach out to political leaders and geographical neighbors to continue to grow relationships in the best interest of the Town. Activities: Monitor bills when legislature is in session. Lobby on behalf of the town at the state legislature. Work hand-in hand with the Arizona League of Cities to protect Town funding and mandates. Build relationship with the Fountain Hills Unified School District and the Town continuing to include the Fort McDowell Nation on all Town activities. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of errors in legislative updates 25 20 7 3 7 2 Productivity Number of meetings with league legislators Number of meetings with FHUSD Cost Effectiveness: FTE’s Community Affairs/Media Relations Administrator Total .20 .20 The height of desert living. 191 Town of Fountain Hills Department: Community Affairs and Media Relations Program: Marketing Service Delivery Plan: Provide a clear, concise, and coherent marketing for numerous programs within each of the Town’s seven divisions. Activities: Utilize press releases, posters/flyers, Channel 11, website, AveNEWS, and any other opportunities that may present themselves. Partner with the Visitor’s Bureau on the nature of the program and its specific goals. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of violations of public notice law 0 0 800 600 Productivity Number of updates to web Cost Effectiveness: FTE’s Community Affairs/Media Relations Administrator Administrative Assistant Total .20 .20 .40 The height of desert living. 192 Town of Fountain Hills Department: Community Affairs and Media Relations Program: Media Relations Service Delivery Plan: Develop relationships with the media and send out press releases to keep them apprised of our activities. Activities: Build Contact List. Provide media outreach for Rural-Metro Fire Department. Answer all inquires and remain on-call at all times. Serve as Town spokeswoman. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of errors in press releases 30 20 Productivity Number of press releases issued Number of media contacts 40 20 35 25 Cost Effectiveness: FTE’s Com Affairs/Media Relations .10 Total .20 The height of desert living. 193 Town of Fountain Hills Department: Community Affairs and Media Relations Program: Website Service Delivery Plan: Utilize web as the main way to reach out to the public and make government more transparent. Activities: Provide daily updates for each department. Place AveNews, Senior Scene and In the Loop online. Place RSS feeds; press releases; events; agendas; packets and meetings for all councils, commissions and boards; public notices; and request for bid proposals on the website. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Number of violations of public notice law 0 0 800 600 Productivity Number of updates to web Cost Effectiveness: FTE’s Community Affairs/Media Relations Administrator Total .10 .10 The height of desert living. 194 Town of Fountain Hills Department: Public Works Program: Administration Service Delivery Plan: Efficiently and effectively provide the best possible customer service to our residents. Activities: Respond to residents at front counter. Investigate all concerns that pertain to Public Works. Return phone messages and emails in a timely manner. Attend all department meetings both internal and external. Attend all Council and P&Z meetings that are applicable. Address personnel issues and concerns efficiently and effectively and to provide Public Works updates on a regular basis. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Issues resolved concerning drainage concerns efficiently Number of complaints resolved Number of traffic issues resolved Number of Public Works meetings N/A N/A N/A N/A 35 70 30 12 30 70 25 12 Productivity Average days to respond to resident concerns Number of phone calls Number of Public Works updates provided Council and P&Z meetings attended N/A N/A N/A N/A 2 390 52 22 1 350 52 22 Cost Effectiveness: FTE’s Director Executive Assistant Town Engineer Open Space Specialist Civil Engineer Civil Engineer Engineering Inspector Planner-Environmental .35 .40 .15 .10 .20 .10 .10 .05 Total 1.45 The height of desert living. 195 Town of Fountain Hills Department: Public Works Program: Capital Improvement Projects Service Delivery Plan: Process projects that enhance the quality of life for our residents and business community. Activities: Conduct paving projects to provide safer streets; sidewalks to enhance pedestrian safety. Provide pavement maintenance to extend the life of our streets. Manage drainage projects to provide safe access and travel. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Passing inspection 1st time Approval of outside agency on first review #3 0 4 N/A 2 4 Productivity Project designed on schedule Passing inspections on schedule Number of complaints Projects within budget N/A N/A N/A N/A 1 0 0 1 3 3 6 3 Cost Effectiveness: FTE’s Director Executive Assistant Town Engineer Civil Engineer Civil Engineer Engineering Inspector .20 .10 .25 .80 .20 .35 Total 1.90 The height of desert living. 196 Town of Fountain Hills Department: Public Works Program: Engineering - Permits Service Delivery Plan: Efficiently process various permits for right-of-way, utility companies, and developers with quality construction that is acceptable to town standards or equal. Activities: Accept applications for work on town property. Review with engineering and other town departments. Establish bonds or letter of credit as needed by project size. Issue permits to utility or developer. Inspect as calls are received or daily visitations. Maintain daily log on all permits. Perform final inspection, set date for one year warranty, and reduce bonds to 10%. One year warranty inspection and release bonds (if issued). Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Number of passing inspections Average days for completion N/A N/A 130 10 100 8 Productivity Right-of-way permits Driveway inspections for Building Safety Number of easements released or acquired N/A N/A N/A 319 20 35 300 10 30 Cost Effectiveness: FTE’s Director Executive Assistant Town Engineer Civil Engineer Engineering Inspector .05 .25 .30 .25 .35 Total 1.20 The height of desert living. 197 Town of Fountain Hills Department: Public Works Program: Open Space - Landscape Maintenance Service Delivery Plan: Provide efficient and cost effective maintenance for fire control and drainage, safe streets, and dam safety. Activities: Inspect all jurisdictional dams annually. Maintain medians for proper line-of-sight and maintain property values. Cut washes as needed for fire control and proper drainage. Enhance the natural beauty of all open space as intended by the wash maintenance policy. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Washes cut and cleaned in the specified time Inspections passed annually by ADWR #6 N/A 52 6 0 6 Productivity Number of dams inspected per year Acres of medians maintained N/A N/A 6 56 6 58 Cost Effectiveness: FTE’s: Director Executive Assistant Open Space Specialist Engineering Inspector .05 .05 .85 .05 Total 1.00 The height of desert living. 198 Town of Fountain Hills Department: Public Works Program: Stormwater Management Service Delivery Plan: Provide an annual report to ADEQ that effectively indicates that the Town of Fountain Hills is abiding by the permit it was issued. Activities: Provide monitoring and enforcement on a town wide basis. Clean out catch basins to ensure sediment control. Test point of entry to local washes as needed. File reports to ADEQ as permit stipulates. Maintain environmental policies through Code Enforcement and Law Enforcement. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Inspections by ADEQ passed Fines filed with ADEQ Inspections by ADEQ (over 1 acre) N/A N/A N/A 0 0 0 0 0 0 Productivity SWPPP’s reviewed in 8 working days Construction inspected sites daily Post inspection provided quarterly Final permit issued after one year N/A N/A N/A N/A 0 3 3 3 6 5 5 5 Cost Effectiveness: FTE’s Director Executive Assistant Town Engineer Open Space Specialist Civil Engineer Engineering Inspector Planner-Environmental .15 .10 .05 .05 .10 .05 .45 Total .95 The height of desert living. 199 Town of Fountain Hills Department: Public Works Program: Traffic Calming Service Delivery Plan: Follow the Neighborhood Traffic Management Plan as approved by Town Council. Activities: Accept requests from residents and respond. Collect field data and review for recommendations. Conduct neighborhood meetings. Start actions with Level 1 by town staff and MCSO. Follow up after six months. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Successful neighborhood meetings Number of vehicles recorded Speed humps installed N/A N/A N/A 3 15 0 2 12 2 Productivity Average days from complaint to action Traffic devices installed Satisfied residents N/A N/A N/A 90 10 100 90 10 120 Cost Effectiveness: FTE’s Director Executive Assistant Town Engineer Civil Engineer Engineering Inspector .20 .10 .25 .35 .10 Total 1.00 The height of desert living. 200 Town of Fountain Hills Department: Program: Facilities Administration Service Delivery Plan: Provide efficient, safe, clean, amenities for the public and town staff. Provide maintenance, repairs, alterations, custodial support to all staff to accomplish functions and goals of their departments. Activities: Respond to requests and concerns of citizens and staff. Manage maintenance and repair programs for town owned buildings. Constantly monitor budget for cost savings. Respond to verbal, phone and email requests in a timely manner. Attend all Council meetings that are applicable. Address personnel issues and concerns efficiently and effectively. Attend all department meetings both internal and external. Meet with vendor representatives for products and services used by Facilities to maintain Town owned buildings. Performance Measures: Council Goal FY 2008-09 Actual FY 2009-10 Proposed 98% 99% 98 98 Quality: Issues responded to within 2 hours Productivity: Number of staff supported Cost Effectiveness: FTE’s The height of desert living. 201 Town of Fountain Hills Department: Facilities Program: Town Hall Service Delivery Plan: Maintain and repair Town Hall to operate a safe environment for the public and employees. Activities: Respond in a timely manner to maintenance requests. Inspect ADA door operators daily for proper operation. Maintain and repair air conditioning, electrical, floors, furniture, heating, lighting and plumbing systems. Respond to verbal, phone and email requests in a considerate manner. Provide support to other departments in need of assistance and provide daily custodial services. Performance Measures: Council Goal Quality: Issues responded to within 2 hours Productivity: Number of annual maintenance requests via email, phone, verbal Cost Effectiveness: FTE’s Facilities Supervisor Facility Maintenance Technician Maintenance/Custodial Worker Custodian Total FY 2008-09 Actual FY 2009-10 Proposed 98% 99% 1,150 1,450 .50 .60 .59 .75 2.44 The height of desert living. 202 Town of Fountain Hills Department: Facilities Program: Community Center Service Delivery Plan: Maintain and repair Community Center to operate a safe environment for the public and employees. Activities: Respond in a timely manner to maintenance requests. Maintain and repair air conditioning, electrical heating and exterior lighting. Respond to verbal, phone and email requests in a considerate manner. Provide support to other departments in need of assistance. Performance Measures: Council Goal Quality: Issues responded to within 2 hours Productivity: Number of annual maintenance requests via verbal, phone, email Cost Effectiveness: FTE’s Facilities Supervisor Facility Maintenance Technician Maintenance/Custodial Worker Total FY 2008-09 Actual FY 2009-10 Proposed 98% 99% 300 340 .20 .10 .55 .85 The height of desert living. 203 Town of Fountain Hills Department: Facilities Program: Library - Museum Service Delivery Plan: Maintain and repair Library and Museum to operate a safe environment for the public and employees. Activities: Respond in a timely manner to maintenance requests. Maintain and repair air conditioning, electrical, floors, furniture, heating, lighting and plumbing systems. Respond to verbal, phone and email requests in a considerate manner. Actively look for items in need of maintenance or repair. Provide support to other departments in need of assistance and provide daily custodial services. Performance Measures: Council Goal Quality: Issues responded to within 2 hours Productivity: Number of annual maintenance requests via verbal, phone, email Cost Effectiveness: FTE’s Facilities Supervisor Facility Maintenance Technician Custodian Maintenance/Custodial Worker Total FY 2008-09 Actual FY 2009-10 Proposed 98% 99% 400 425 .10 .05 .50 .03 .68 The height of desert living. 204 Town of Fountain Hills Department: Facilities Program: Fire Stations Service Delivery Plan: Maintain and repair Fire Stations 1 & 2 to operate a safe environment for the public and employees. Activities: Respond in a timely manner to maintenance requests. Maintain and repair air conditioning, electrical, floors, furniture, heating, lighting and plumbing systems, and building issues. Respond to verbal, phone and email requests in a considerate manner. Actively look for items in need of maintenance or repair. Provide support to other departments in need of assistance. Performance Measures: Council Goal Quality: Issues responded to within 2 hours Productivity: Number of annual maintenance requests via verbal, phone, email Cost Effectiveness: FTE’s Facilities Supervisor Facility Maintenance Technician Maintenance/Custodial Worker Total FY 2008-09 Actual FY 2009-10 Proposed 98% 99% 100 120 .10 .20 .05 .35 The height of desert living. 205 Town of Fountain Hills Department: Facilities Program: Other Service Delivery Plan: Maintain and repair other Town owned buildings to operate a safe environment for the public and employees. Activities: Respond in a timely manner to maintenance requests. Repair air conditioning, exterior electrical and lighting. Repair heating and water supply systems. Respond to verbal, phone and email requests in a considerate manner. Actively look for items in need of maintenance or repair. Provide support to other departments in need of assistance. Performance Measures: Council Goal Quality: Issues responded to within 2 hours Productivity: Number of annual maintenance requests via verbal, phone, email Cost Effectiveness: FTE’s Facilities Supervisor Facility Maintenance Technician Maintenance/Custodial Worker Total FY 2008-09 Actual FY 2009-10 Proposed 98% 99% 210 220 .10 .05 .03 .18 The height of desert living. 206 Town of Fountain Hills Department: Public Works - Streets Program: Administration Service Delivery Plan: Provide efficient and cost effective service to our citizens and town staff. Activities: Respond to requests and concerns of citizens and staff. Monitor contracts for road maintenance and repairs. Return phone messages and emails in a timely manner. Attend all Council meetings that are applicable. Address personnel issues and concerns efficiently and effectively. Attend all department meetings both internal and external. Meet with vendor representatives for products and services used by the Town of Fountain Hills. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed 98% 100% 100% 100% 100% 100% Quality: Issues resolved successfully from citizens & staff Road conditions, traffic signals & fleet monitored Spend less and acquire more for our budget dollars to achieve goals Productivity Average time to respond to concerns Number of phone calls & e mails Immediate emergency response Cost Effectiveness: FTE’s Street Superintendent 24hrs or less 24hrs or less 9,100 9,100 24/7 24/7 .70 Total .70 The height of desert living. 207 Town of Fountain Hills Department: Public Works - Streets Program: Fleet Maintenance Service Delivery Plan: Provide efficient and cost effective maintenance for the Town’s fleet. Activities: Purchase vehicles and equipment. Perform routine maintenance and fabricate and repair equipment. Dispose of surplus vehicles and equipment at auction. Procure Town’s fuel for all of fleet. Council Goal Performance Measures: Quality: Fleet maintained so that needed vehicles are available Productivity Town’s vehicles serviced at least Four times per year Parts and supplies ordered and maintained monthly In-house fabrications and rebuilds to reduce downtime FY 2008-09 Actual FY2009-10 Proposed N/A 100% 100% N/A 100% 100% N/A 100% 100% in-In- N/A 95% 95% Cost Effectiveness: FTE’s Fleet Mechanic 1.00 Total 1.00 The height of desert living. 208 Town of Fountain Hills Department: Public Works - Streets Program: Pavement Management Service Delivery Plan: Maintain and repair town owned streets. Activities: Slurry seal, micro surface, mill or overlay streets. Crack seal before street maintenance. Remove and replace asphalt for patching as needed. Grade unpaved alleys and shoulders as needed. Performance Measures: Council Goal Quality: Asphalt maintained to town standards using Stantec pavement management recommendations Productivity Slurry seal or microsurface Crack seal before each slurry seal or Microsurface application FY 2008-09 Actual FY2009-10 Proposed N/A 50 0* N/A 16 miles 11 miles N/A 16 miles 11 miles *this project is every other year Cost Effectiveness: FTE’s Street Superintendent Street Maintenance Technician Street Maintenance Technician Street Maintenance Technician Street Maintenance Technician .15 .70 .10 .15 .60 Total 1.70 The height of desert living. 209 Town of Fountain Hills Department: Public Works - Streets Program: Signs and Markings Service Delivery Plan: Install and maintain all town owned traffic control devices to MUTCD standards. Activities: Install new street names, signs, poles and stop signs at all applicable Town intersections. Replace down, damaged or faded traffic control devices. Install crosswalks-stop bars and turn lane arrows. Council Goal Performance Measures: Quality: All new sign installs in compliance with the FHWA Standards for retro reflectivity and appropriate font size FY 2008-09 Actual FY2009-10 Proposed 100% 100% 400 200 10% 400 200 10% Productivity New street name signs installed New stop signs and poles installed Existing signs replaced as needed Cost Effectiveness: FTE’s Street Superintendent Street Maintenance Technician Street Maintenance Technician Street Maintenance Technician Street Maintenance Technician Street Maintenance Technician .10 .25 .05 .05 .20 .30 Total .95 The height of desert living. 210 Town of Fountain Hills Department: Public Works - Streets Program: Street Sweeping Service Delivery Plan: Keep the town’s public streets clean and fee of debris in a safe and efficient manner. Activities: Sweep all town owned streets on a regular basis with PM-10 compliant street sweepers. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Material picked up from streets disposed oftwice a month Full-width street sweeping once a year N/A N/A 430 tons 153 miles 430 tons 153 miles Productivity All streets gutter swept once a month Downtown area streets swept twice a month N/A N/A 100% 100% 100% 100% Cost Effectiveness: FTE’s Street Maintenance Technician Street Maintenance Technician Street Maintenance Technician .80 .75 .05 Total 1.60 The height of desert living. 211 Town of Fountain Hills Department: Public Works - Streets Program: Administration Service Delivery Plan: Provide efficient and cost effective service to our citizens and town staff. Activities: Respond to requests and concerns of citizens and staff. Monitor contracts for road maintenance and repairs. Return phone messages and emails in a timely manner. Attend all Council meetings that are applicable. Address personnel issues and concerns efficiently and effectively. Attend all department meetings both internal and external. Meet with vendor representatives for products and services used by the Town of Fountain Hills. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed 98% 100% 100% 100% 100% 100% Quality: Issues resolved successfully from citizens & staff Road conditions, traffic signals & fleet monitored Spend less and acquire more for our budget dollars to achieve goals Productivity Average time to respond to concerns Number of phone calls & e mails Immediate emergency response Cost Effectiveness: FTE’s Street Superintendent 24hrs or less 24hrs or less 9,100yr 9,100yr 24/7 24/7 .70 Total .70 The height of desert living. 212 Town of Fountain Hills Department: Planning and Zoning Program: Building Inspection Service Delivery Plan: Provide property owners with complete inspection reports clearly identified in areas inspected. Corrections required with 24 hours of inspection request. Activities: Receive inspection requests. Arrive at job site within 24 hours. Conduct inspections requested and log inspection results. Work with Code Enforcement to correct violations. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of complaints received per month for missed inspections N/A 1 1 Productivity Number of inspections Number of inspection stops N/A N/A 4353 363 4300 360 Cost Effectiveness: FTE’s Building Official Building Inspector Building Inspector 0.10 1.00 1.00 Total 2.10 The height of desert living. 213 Town of Fountain Hills Department: Planning and Zoning Program: Building Permits Service Delivery Plan: Meet customer expectations for timely permit and plan reviews by accurate data entry. Review tracking and follow-up contact for completed reviews. Activities: In-take plans and do data entry. Plan review done by departments and process completed reviews. Calculate permit fees and issue permits. Meet state requirements for reporting activity. Research one-day building permits for simple projects. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Conduct annual customer survey to determine degree of satisfaction with service N/A ----- 95% Productivity Permits issued within 20 business days Single family permits Multi- family permits Commercial permits Other permits issued Single day turn around permits N/A N/A N/A N/A N/A 9A 95% 12 4 6 178 90% 15 6 5 130 Cost Effectiveness: FTE’s Director Senior Planner Planner Executive Assistant Chief Building Official Permit Technician Permit Technician Plans Examiner 0.10 0.10 0.20 0.10 0.90 0.80 0.80 1.00 Total 4.0 The height of desert living. 214 Town of Fountain Hills Department: Planning and Zoning Program: Code Enforcement Service Delivery Plan: Effectively and efficiently enforce the Town’s Ordinances and Codes, emphasizing corrections of violations related to public health and safety. Activities: Receive and log complaints; research property. Inspect property for violation and issue courtesy notice. Follow up with complainant; work with property owner to resolve violation. If case not resolved, file complaint through town prosecutor. Resolve by court proceeding. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Cases closed voluntarily Cases reviewed in court proceedings N/A N/A 99% 4 99% 4 Productivity Number of open files Number of closed files N/A N/A 1253 1256 1250 1250 Cost Effectiveness: FTE’s Director Senior Planner Code Enforcement Officer Code Enforcement Officer Executive Assistant 0.30 0.10 1.00 1.00 0.10 Total The height of desert living. 2.50 215 Town of Fountain Hills Department: Planning and Zoning Program: Current Planning Service Delivery Plan: Effectively and efficiently accept, review and process and evaluate land development applications, regulations and variances for the Town. Activities: Accept and review applications for processing (check for completeness). Provide applicant with changes that need to be made. When application and plans meet Town requirements, schedule for meeting and provide notice. Write staff report for reviewing body and present staff recommendations at meetings. Performance Measures: Council Goal Quality: Number of refunds issued for Zoning subdivision and concept plan applications Productivity Average of working days to process applications from the filing to public meeting or staff approval (less applicant time): Zoning cases Subdivision cases Concept plans Temporary Use Permits Number of Ordinance/Code changes Grand Opening banners Ellman applications assigned to Senior Planner Ellman applications processed with team approval N/A 8G 2B 2C Cost Effectiveness: FTE’s Director Senior Planner Planner GIS/CAD Tech GIS/CAD Tech Executive Assistant FY 2008-09 Actual FY2009-10 Proposed 0 1 25 20 60 14 4 1 100% 100% 24 20 45 14 4 1 100% 100% .40 .60 .20 .10 .10 .60 Total 2.00 The height of desert living. 216 Town of Fountain Hills Department: Planning and Zoning Program: Environmental Planning Service Delivery Plan: Effectively and efficiently implement an environmental program consistent with Town Council goals and objectives. Activities: Meet with various Environmental Groups. Encourage participation in programs and events by partners. Plan events and programs and work with Community Affairs and Media Relations office to publicize events. Apply for grants, if applicable. Solicit volunteer help with events and programs. Explore need and viability of Environmental Commission. Council Goal Performance Measures: Quality: Community participation during electronic recycling events; Number of customer cars Productivity Paper shredding/recycling (tonnage) Household hazardous waste collection (cars) Electronics recycling-money returned to Town by vendor FY 2008-09 Actual FY2009-10 Proposed N/A 380 400 N/A N/A 6.5 tons 400 7.0 tons 400 N/A $710.53 $720 Cost Effectiveness: FTE’s 0.2 0.5 Director Environmental Planner Total .7 The height of desert living. 217 Town of Fountain Hills Department: Planning and Zoning Program: GIS/CAD Service Delivery Plan: Effectively and efficiently deliver CAD and GIS services to Town personnel and other customers. Activities: Contribute to Public Works Projects. Provide maps and graphic support to Town Departments. Implement GIS and maintain the system. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Annual customer survey conducted to determine degree of satisfaction with service N/A ----- 80% Productivity GIS implementation/maintenance in hours Public Works projects N/A N/A 440 54 460 50 Cost Effectiveness: FTE’s GIS/CAD Technician Executive Assistant 1.60 0.10 Total 1.70 The height of desert living. 218 Town of Fountain Hills Department: Planning and Zoning Program: Long Range Plan Service Delivery Plan: Provide long range planning in an effective and efficient manner that meets state mandate and Town Council goals using processes that involve the public and stakeholders. Activities: Provide Project definition, plan, timeline and resource requirements. Research and draft documents and plans. Provide Agency/public review of documents and plans. Present to Town Council at meeting, leading to approval. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Fewer than 2 reported errors in any final project report Errors in any project report N/A N/A 0 0 0 2 Productivity General Plan update Exploration of view corridor project Commercial opportunities on Shea (Gen. Plan) Land Use analysis and statistical report “Smart Growth Report Card” N/A N/A N/A N/A N/A 80% 0% 80% 100% 100% 100% 50% 100% 100% 100% Cost Effectiveness: FTE’s Director Senior Planner Planner GIS/CAD Technician GIS/CAD Technician Executive Assistant 0.30 0.10 0.10 0.10 0.10 0.10 Total .80 The height of desert living. 219 Town of Fountain Hills Department: Recreation Program: Community Events Service Delivery Plan: Coordinate events and seek grants and sponsorships to offset costs. Work with partners and volunteers to offer quality events that will highlight the small town character of Fountain Hills. Draw valley residents and visitors to the community to help the local businesses. Assist nonTown sponsored or coordinated events to be successful and meet the Town’s overall goals and objectives. Activities: Ballet under the Stars Concerts in the Park Eggstravaganza Fantastic Fall Festival Homecoming Parade Movies in the Park Oktoberfest Paws in the Park St. Patrick’s Day Celebration Turkey Trot Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of registrations and/or participants N/A $26,500 $36,500 Productivity Number of events Program revenue N/A N/A 10 $64,685 10 $76,375 Cost Effectiveness: FTE’s Recreation Supervisor Recreation Program Coordinator Recreation Program Coordinator Recreation Aide Recreation Intern P/T Total .20 .20 .20 .20 .20 1.00 The height of desert living. 220 Town of Fountain Hills Department: Recreation Program: Administration Service Delivery Plan: Provide the financial overview of the entire department. Monitor and order supplies. Call for equipment repairs. Insure accounts payable are accurate and forwarded to the Accounting Department. Process all necessary agendas, packets, and documentation for multiple Commission meetings. Conduct performance evaluations, staff meetings, and staff management. Be responsible for the preparation and adherence to the department’s annual budget. Activities: Write grants for capital improvement projects. Work with Customer Service Representatives to reserve park facilities for resident and visitors. Prepare annual budget. Conduct online survey of community recreation needs. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of performance evaluations past due Number of CIP projects at or under budget 2 0 2 0 Productivity Number of performance evaluations Cost Effectiveness: FTE’s Director Executive Assistant Recreation Supervisor Customer Service Representative Recreation Program Coordinator Park Superintendent Total The height of desert living. .50 .40 .20 .65 .40 .20 2.35 221 Town of Fountain Hills Department: Recreation Program: Boards & Commissions Service Delivery Plan: Provide proactive advice to the Town Council, staff, and Administration in matters pertaining to Parks and Recreation/McDowell Mountain Preservation services and facilities. Schedule Commission meetings regularly and work to accomplish the Department’s Mission Statement. Activities: Conduct any necessary research and report findings back to the Commission. Hold regular Parks and Recreation Commission/MMPC meetings per year. Schedule one joint meeting each between PRC/MMPC and Town Council per year. Prepare and deliver meeting agendas and minutes in accordance with state laws. Council Goal Performance Measures: Quality: Meeting agendas in accordance with state law Agendas prepared in a timely fashion Productivity Hold regular meetings Schedule joint meeting with Town Council N/A N/A FY 2008-09 Actual FY2009-10 Proposed 100% 100% 100% 100% 20 1 24 2 Cost Effectiveness: FTE’s Director Executive Assistant .10 .20 Total .30 The height of desert living. 222 Town of Fountain Hills Department: Recreation Program: Community Support Service Delivery Plan: Support community organizations, particularly youth sports organizations, in their effort to provide additional recreational opportunities to the youth of Fountain Hills. Activities: Be responsible for coordinating with youth sports organizations such as Fountain Hills Little League, Fountain Hills Soccer Club, Pop Warner Football and Cheerleading. Be responsible for coordinating joint facility usage with the Fountain Hills Unified School District. Prepare fields and monitor activities in Town’s parks associated with use by partner organizations. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed 100% 100% 100% 100% 100% 100% 100% 100% Quality: Safe playing fields and facilities provided for youth programs Youth Sports Organizations supported to reduce maintenance costs to Town Productivity All ball fields prepped for Little League Baseball on time All athletic field lights on in time for games and practices Cost Effectiveness: FTE’s Recreation Assistant Recreation Assistant Recreation Assistant Recreation Aide 1.00 1.00 1.00 0.20 Total The height of desert living. 3.20 223 Town of Fountain Hills Department: Recreation Program: Special Interest Programs Service Delivery Plan: Coordinate, market, schedule staff and instructors, and evaluate programs for success and cost effectiveness. Activities: CRP/AED Training Digital Photography Drawing Hunter Education Language Lessons Martial Arts Oil Painting Paper Clay Workshop T’ai Chi Chaun Water Color Yoga Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed N/A 100% 100% N/A N/A 300 $14,760 464 $22,670 Quality: Provide high quality instructors that specialize in various programs Productivity Number of registrations and/or participants Program revenue Cost Effectiveness: FTE’s Recreation Supervisor Recreation Program Coordinator Recreation Aide Total The height of desert living. .20 .40 .10 .70 224 Town of Fountain Hills Department: Recreation Program: Sports Activities Service Delivery Plan: Coordinate, market, schedule staff and instructors, and evaluate programs for success and cost effectiveness. Activities: Adult Basketball Youth Basketball Disc Golf Clinics Youth Flag Football Adult Golf Lessons Junior Golf Lessons Kicks 4 Kids Softball Leagues Senior Softball Tournaments Adult Tennis Junior/Peewee/Quick Start Tennis Youth Sports Competitions Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed 42 610 $50,790 58 1,015 $73,027 Quality: Productivity Number of registrations team registrations Number of individual registrations/participants Program revenue N/A N/A N/A Cost Effectiveness: FTE’s Recreation Supervisor Recreation Program Coordinator Recreation Assistant Recreation Aide Recreation Intern P/T Total The height of desert living. .20 .40 .50 .20 .10 1.40 225 Town of Fountain Hills Department: Recreation Program: Youth and Teen Programs Service Delivery Plan: Coordinate, market, schedule staff and instructors, and evaluate programs for success and cost effectiveness. Activities: Homecoming Tailgate Party Mayor’s Youth Council Midnight Madness Party in the Park Teen Turnaround Trip Toddler Camps Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed 2,305 $11,000 3,040 $15,875 Quality: Productivity Number of registrations and/or participants Program revenue N/A N/A Cost Effectiveness: FTE’s Recreation Supervisor Recreation Program Coordinator Recreation Assistant Recreation Aide Recreation Intern P/T Total The height of desert living. .20 .40 .30 .60 .10 1.60 226 Town of Fountain Hills Department: Parks and Recreation –Parks Division Program: Fountain Park – Administration Service Delivery Plan: Manage the parks maintenance/operations to provide good service and quality maintenance daily. Provide safe, clean amenities and facilities for the public. Activities: Conserve water and energy at all times. Monitor all park budgets to stay within budget line items. Perform routine maintenance and inspections of facilities and equipment. Repair equipment cost effectively. Provide excellent customer service. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Monthly/ Quarterly Daily Daily Daily 52 weeks $ 3,600 $ 657 $6297 Quality: Review budget line item reports N/A Clean uniforms/identifiable as Town employee Professional character and attitude towards public Vehicles/equipment clean and operational N/A N/A N/A Monthly/ Quarterly Daily Daily Daily Productivity Playground inspection forms filed Water/Sewer expenditures Uniforms Gas/oil expense-trucks N/A N/A N/A N/A 52 weeks $ 1,779 $ 235 $3,007 Cost Effectiveness: FTE’s Director Executive Assistant Park Supervisor Park Operations Lead-Fountain Park Total .10 .10 .20 .10 .50 The height of desert living. 227 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Fountain Park – Amenities Service Delivery Plan: Provide the public with safe, clean amenities and facilities for the public at the Town’s signature park. Continue to attract park visitors to rent the parks ramadas for picnics, weddings and special events. Activities: Service restroom and control building facility. Maintain amphitheater at a high level for general use and special events. Maintain Rotary Splash Park for seasonal use. Keep the Veterans Memorial clean and lighted. Maintain the art work located throughout the park and maintain ramadas for public use. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Clean restrooms Amphitheater consistently powered and clean N/A 100%/daily 100%/daily N/A 100% 100% Productivity Ramadas, open turf, amphitheater-rentals/ booking/revenue Ramadas cleaned Rotary Splash Park clean and operational N/A N/A N/A Cost Effectiveness: FTE’s Park Operations Lead-Fountain Park Total 70/81/$2,645 80/90/$3,000 98%/weekly 98%/weekly April-Sept. April-Sept. .30 .30 The height of desert living. 228 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Fountain Park – Fountain Service Delivery Plan: Responsibly manage the Town’s resources to keep the fountain, pump house equipment, and light systems repaired and operating efficiently. Activities: Conserve water and energy at all times. Monitor all parks budgets to stay within budget line items. Schedule maintenance and inspections of equipment and replace as needed for upgrades and efficiency. Council Goal Performance Measures: Quality: Equipment inspections/repairs done on time N/A Budget line item reports reviewed N/A Equipment upgrades completed Fountain consistently operational N/A N/A Productivity Infrared testing of fountain motors & switch gear Reduce Fountain electricity expenditure Fountain operational days N/A N/A Cost Effectiveness: FTE’s Park Operations Lead- Fountain Park Total FY 2008-09 Actual FY2009-10 Proposed Monthly/ Annually Monthly/ Quarterly Annually Daily Monthly/ Annually Monthly/ Quarterly Annually Daily 1x annual 1x annual 13 times daily 13 times daily 98% 98% .30 .30 The height of desert living. 229 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Fountain Park – Land Maintenance Service Delivery Plan: Provide the town of Fountain Hills community and general public with safe, clean and green environment amenities at the Town’s signature park to enjoy leisurely recreational activities; as well as special events. Maintain the landscaping and turf in the park at a high standard to continue to attract park visitors and tourists to the park. Activities: Fertilize, seed, and re-sod for turf enhancement. Over-seed in Fall with rye grass. Apply herbicide for weed control. Spray Post and pre-emergent for weed control. Irrigate consistently during the overnight hours. Supervise the mowing and landscape contractor maintenance services carefully. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Greener healthy turf maintained Weed control in turf maintained Weed control in granite beds maintained N/A N/A N/A 33 acres 33 acres 2 acres 33 acres 33 acres 2 acres Productivity Weekly mowing Landscape maintenance Fertilizer applications Herbicide applications Tree trimming Rye grass over-seeding Post and pre-emergent spraying Aeration N/A N/A N/A N/A N/A N/A N/A N/A 48weeks 20 weeks 12 months 2 fall/spring 1x fall/08 1x fall/08 3 fall/spring 2 times yr 48 weeks 20 weeks 12 months 2 fall/spring 1x fall/09 1x fall/09 3 fall/spring 2 times yr Cost Effectiveness: FTE’s Park Operation Lead-Fountain Park Total .30 .30 The height of desert living. 230 Town of Fountain Hills Department: Parks and Recreation –Parks Division Program: Golden Eagle Park – Administration Service Delivery Plan: Manage the parks maintenance/operations to provide good service and quality maintenance daily. Provide safe, clean amenities and facilities for the public. Activities: Conserve water and energy at all times. Monitor all park budgets to stay within budget line items. Perform routine maintenance and inspections of facilities and equipment. Repair equipment cost effectively. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Budget line item reports reviewed N/A Daily/ Weekly Daily/ Weekly Playgrounds maintained/inspections completed N/A Daily/ Weekly Daily/ Weekly Supplies used efficiently/restroom building maintained N/A Daily/ Weekly Daily/ Weekly Utilities used efficiently/electric and water N/A Daily/ Weekly Daily/ Weekly Productivity Playground inspection forms filed Water/Sewer expenditures Electricity expenditures Gas/oil expense-trucks/gators/tractor/etc. N/A N/A N/A N/A 52 weeks $ 3,409 $ 12,797 $ 4,227 52 weeks $ 9,716 $35,204 $ 9,000 Cost Effectiveness: FTE’s Director Exec Asst Park Supv Park Operations Lead-Golden Eagle Total .10 .10 .20 .10 .50 The height of desert living. 231 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Golden Eagle Park – Amenities Service Delivery Plan: Provide the public with safe, clean amenities and facilities for the public to attract park patrons for recreational activity. This will continue to increase rentals of the ramadas for picnics, birthday parties and support sporting events. Activities: Service restroom and control building facility. Maintain ramadas for public use. Maintain and prep ball-fields and tennis courts. Council Goal Performance Measures: Quality: Clean restrooms Ramada’s clean and ready for use Ball fields prep/lined Tennis courts cleaned Productivity Rentals/bookings/revenue Ramadas, ball fields, tennis courts, Palo Verde room FY 2008-09 Actual FY2009-10 Proposed N/A N/A N/A N/A 100%/daily 98% 98% 98% 100%/ daily 98% 98% 98% N/A 130/595 150/650 N/A $2,745 $3,000 Cost Effectiveness: FTE’s Groundskeeper Groundskeeper Park Operations Lead-Golden Eagle Total .30 .30 .30 .90 The height of desert living. 232 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Golden Eagle Park – Field Preparation Service Delivery Plan: Provide the public with safe, clean, and well groomed turf and amenities for recreational activities, organized seasonal sporting events, and community special events. Activities: Provide consistent irrigation during overnight hours. Apply herbicide for weed control. Spray Post and Pre-emergent for weed control. Apply additional fertilizer to turfs. Carefully supervise mowing and landscape contractor maintenance services. Consistently maintain ball fields, tennis courts and playgrounds. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Green healthier turf-ball fields/open turf areas Weed control in granite beds Amenities clean and ready for use N/A N/A N/A 6.5 acres 2 acres 98% 6.5 acres 2 acres 98% Productivity Mowing Landscape maintenance Fertilizer applications Herbicide applications Tree trimming N/A N/A N/A N/A N/A 42 weeks 20 weeks 4 times yr 2 fall/spring 1/fall 08 24 weeks 20 weeks 4 times yr 2 fall/spring 1/fall 09 Cost Effectiveness: FTE’s Groundskeeper Groundskeeper Park Operations Lead-Golden Eagle Total The height of desert living. .40 .40 .30 1.10 233 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Golden Eagle – Land Maintenance Service Delivery Plan: Provide the Town of Fountain Hills community and general public with safe, clean, and green environment amenities at the park to enjoy leisurely recreational activities and special events. Maintain the landscaping and turf in the park at a high standard and to continue to attract park visitors and tourists to the park. Activities: Apply herbicide for weed control. Spray Post and pre-emergent for weed control. Consistently irrigate athletic fields and open turf areas. Carefully supervise mowing and landscape contractor maintenance services. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Maintain greener healthy turf Maintain weed control in turf Maintain weed control in granite beds N/A N/A N/A 33 acres 33 acres 2 acres 33 acres 33 acres 2 acres Productivity Mowing bi-weekly Landscape maintenance Fertilizer applications Over-seeding Tree trimming Post and pre-emergent spraying Aeration of turf N/A N/A N/A N/A N/A N/A N/A 48weeks Monthly 4x in-house 1x year 1x year fall/spring 4 x year 24 weeks Monthly 4x in-house Cost Effectiveness: FTE’s Park Operation Lead-Golden Eagle Park Groundskeeper Groundskeeper Total fall/spring 4 x year .30 .30 .30 .90 The height of desert living. 234 Town of Fountain Hills Department: Parks and Recreation –Parks Division Program: Desert Vista Park – Administration Service Delivery Plan: Manage the parks maintenance/operations to provide good service and quality maintenance daily. Provide safe, clean amenities and facilities for the public. Activities: Conserve water and energy at all times. Monitor all park budgets to stay within budget line items. Perform routine maintenance and inspections of facilities and equipment. Manage supplies and equipment effectively. Provide excellent customer service. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Monthly/ Annually Daily/ Weekly Monthly/ Annually Daily/ Weekly Quality: Effective maintenance/repairs N/A Budget line item reports review N/A Playgrounds maintained/inspections completed N/A Daily/ Weekly Daily/ Weekly Efficient supply use /restroom building maintenance N/A Daily/ Weekly Daily/ Weekly Efficient utilities use /electric and water N/A Daily/ Weekly Daily/ Weekly Productivity Playground inspection forms filed Water/Sewer expenditures Electricity expenditures N/A N/A N/A 16 weeks $1,253 $ 2,500 52 weeks $3,120 $7,800 Cost Effectiveness: FTE’s Director Exec Asst Park Supv Park Operations Lead-Four Peaks .10 .10 .20 .10 Total The height of desert living. .50 235 Town of Fountain Hills Department: Parks and Recreation –Parks Division Program: Desert Vista Park - Amenities Service Delivery Plan: Provide the public with safe, clean amenities and facilities for the public to attract park patrons for recreational activity. Continue to increase rentals of the ramadas for picnics, birthday parties, and support sporting events. Activities: Service restroom and control building facility. Maintain ramadas for public use. Maintain skate park. Maintain off-leash facility. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Clean restrooms Ramadas N/A N/A 100%/daily Weekly 100%/daily Weekly Productivity Ramada rentals/bookings/revenue N/A 15/241 $90 30/300 $200 Dog Park open Skate Park open N/A N/A 98%/daily 98%/daily 98%/daily 98%/daily Cost Effectiveness: FTE’s Park Operations Lead- Four Peaks Total The height of desert living. .05 .05 236 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Desert Vista Park – Field Preparation Service Delivery Plan: Provide the public with safe, clean and well groomed turf and amenities for recreational activities, organized seasonal sporting events, and community special events. Activities: Add additional fertilizer applications to turf. Irrigate consistently during overnight hours. Apply herbicide for weed control. Spray post and Pre-emergent for weed control. Supervise the mowing and landscape contractor maintenance services carefully. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Green turf-Dog Park and Soccer fields Fields maintained Weed control in granite beds N/A N/A 11 acres 1 acre 11 acres 1 acre Productivity Mowing Fertilizer applications Herbicide applications Rye grass over-seeding Aeration N/A N/A N/A N/A N/A 48 weeks 4 times yr 2 fall/spring 1/fall 08 2x year 24 weeks 4 times yr 2 fall/spring 1/fall 09 2x year Cost Effectiveness: FTE’s Park Operations Lead-Four Peaks .05 Total .05 The height of desert living. 237 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Desert Vista – Land Maintenance Service Delivery Plan: Provide the Town of Fountain Hills community and general public with safe, clean and green environment at the Desert Vista Park facility to enjoy leisurely recreational activities; as well as special events. Maintain the landscaping and turf in the park at a higher standard to continue to attract park visitors and tourists to the park. Activities: Irrigate athletic fields and open turf areas consistently. Apply herbicide for weed control. Spray post and pre-emergent for weed control. Supervise carefully the mowing and landscape contractor maintenance services. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Greener healthy turf maintenance Weed control in turf maintenance Weed control in granite beds maintenance N/A N/A N/A 12 acres 12 acres 2 acres 12 acres 12 acres 2 acres Productivity Mowing Landscape maintenance Fertilizer applications Over-seeding Tree trimming Rye grass over-seeding Post and pre-emergent spraying Aeration N/A N/A N/A N/A N/A N/A N/A N/A 48 weeks 20x annual 2x annual 1x year 1x year 1x fall/08 fall/spring 2x annual 48 weeks 20x annual 2x annual Cost Effectiveness: FTE’s Park Operation Lead-Fountain Park Total 1x fall/09 fall/spring 2 annual .30 .30 The height of desert living. 238 Town of Fountain Hills Department: Parks and Recreation –Parks Division Program: Four Peaks Park - Administration Service Delivery Plan: Manage the parks maintenance/operations to provide good service and quality maintenance daily. Provide safe, clean amenities and facilities for the public. Activities: Conserve water and energy at all times. Monitor all park budgets to stay within budget line items. Perform routine maintenance and inspections of facilities and equipment. Repair equipment cost effectively. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Monthly/ Annually Daily/ Weekly Monthly/ Annually Daily/ Weekly Quality: Effective Maintenance/repairs N/A Budget line item reports reviewed N/A Playgrounds maintained/inspections completed N/A Daily/ Weekly Daily/ Weekly Supplies used efficiently/restroom building maintenance N/A Daily/ Weekly Daily/ Weekly Utilities used efficiently/electric and water N/A Daily/ Weekly Daily/ Weekly Productivity Playground inspection forms filed Water/Sewer expenditures Electricity expenditures N/A N/A N/A 52 weeks $13,313 $ 5,367 52 weeks $22,320 $14,004 Cost Effectiveness: FTE’s Director Executive Assistant Park Supervisor Park Operations Lead – Four Peaks 0.10 0.10 0.20 0.10 Total .50 The height of desert living. 239 Town of Fountain Hills Department: Parks and Recreation –Parks Division Program: Four Peaks Park – Amenities Service Delivery Plan: Provide the public with safe, clean amenities and facilities for the public to attract park patrons for recreational activity. This will continue to increase rentals of the armadas for picnics, birthday parties and support sporting events. Activities: Service restroom and control building facility. Maintain ramadas for public use. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Clean restrooms at a high level Ramadas clean and ready for use N/A N/A AM/PM Weekly AM/PM Weekly Productivity Ramada rentals/bookings/revenue N/A 17/185 $270 25/200 $400 Total park rentals/bookings/revenue N/A 17/185 $270 25/200 $400 Cost Effectiveness: FTE’s Park Operations Lead-Four Peaks Total The height of desert living. .05 .05 240 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Four Peaks Park – Field Preparation Service Delivery Plan: Provide the public with safe, clean and well groomed turf and amenities for recreational activities, organized seasonal sporting events, and community special events. Activities: Irrigate consistently during overnight hours. Apply herbicide for weed control. Spray post and pre-emergent for weed control. Apply additional fertilizer to turfs. Supervise the mowing and landscape contractor maintenance services carefully. Maintain ball fields, tennis courts and playgrounds consistently. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Green healthier turf-north soccer field/south fields Weed control in granite beds Amenities cleaned N/A N/A N/A 6 acres 1 acre 98% 6 acres 1 acre 98% Productivity Mowing Fertilizer applications Herbicide applications N/A N/A N/A 42 weeks 4x year 2 fall/spring 24 weeks 4x year 2 fall/spring Cost Effectiveness: FTE’s Park Operations Lead-Four Peaks Total .05 .05 The height of desert living. 241 Town of Fountain Hills Department: Parks and Recreation – Parks Division Program: Four Peaks – Land Maintenance Service Delivery Plan: Provide the Town of Fountain Hills community and general public with safe, clean, and green environment amenities at the Four Peaks facility to enjoy leisurely recreational activities and special events. Maintain the landscaping and turf in the park at a high standard to continue to attract park visitors and tourists to the park. Activities: Irrigate athletic fields and open turf areas consistently. Apply herbicide for weed control. Spray post and pre-emergent for weed control. Supervise the mowing and landscape contractor maintenance services carefully. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Greener healthy turf maintenance Weed free landscaping & turf maintenance N/A N/A 6 acres 2 acres 6 acres 2 acres Productivity Mowing Landscape maintenance Fertilizer applications Over-seeding Contracted tree trimming Post and pre-emergent spraying Aeration of turf N/A N/A N/A N/A N/A N/A N/A 48 weeks 20x annual 2x annual 1x year 1x year fall/spring 2 x annual 24 weeks 20x annual 2x annual Cost Effectiveness: FTE’s Park Operation Lead-Golden Eagle Park Total fall/spring 2 x annual .30 .30 The height of desert living. 242 Town of Fountain Hills Department: Community Center Program: Administration Service Delivery Plan: Provide the financial overview for the entire department. Monitor and order supplies. Call for equipment repairs and insure accounts payable are accurate and forwarded to the Accounting Department. Handle contract documents and post event report forms for accurate invoicing and payment tracking. Process necessary agendas, packets, and documentation for Commission meetings. Provide assistance with performance evaluations, staff meetings, and staff management. Provide overall fiscal responsibility for the preparation and adherence to the department’s annual budget. Activities: Prepare monthly financial and activity report twelve times per year and distribute no later than the fourth Monday of each month. Track requisitions and purchases for both divisions and rectify monthly numbers with reports from Accounting. Complete and sign off on staff reviews before the end of the month due. Meet with each staff member no later than two weeks after return of review. Hold a weekly staff meeting to review upcoming event schedule. Prepare all necessary contract paperwork and invoices. Track payments and ensure client accounts are up-to-date. Performance Measures: Quality: Monthly requisitions match Accounting Percent of correct information on monthly reports Productivity: Number of monthly reports completed prior to CCAC meeting Percent of personnel evaluated on time Number of staff meetings held each year (52 weeks) Council Goal FY 2008-09 Actual FY 2009-10 Proposed N/A 90% 95% N/A 97% 100% N/A N/A N/A 12 95% 48 12 100% 52 Cost Effectiveness: FTE’s Director Executive Assistant Receptionist Event Coordinator Operations Worker 0.25 0.60 0.50 0.10 0.15 Total 1.60 The height of desert living. 243 Town of Fountain Hills Department: Community Center Program: Boards and Commissions Service Delivery Plan: Provide proactive advice to the Town council, staff, and Administration in matters pertaining to Community Center services and facilities. Schedule monthly meetings and work jointly with the Senior Services Advisory Commission to accomplish the Department Mission Statement. Activities: Staff will do any necessary research and report back to the Commission its findings. Hold ten Community Center Advisory Commission meetings per year. Prepare and deliver meeting agendas and minutes in accordance with state laws. Performance Measures: Council Goal Quality: Number of corrections to meeting minutes Productivity Hold regular monthly meetings Schedule joint meeting with Senior Center Commission three times per year FY 2008-09 Actual FY2009-10 Proposed N/A 1 1 N/A 10 10 N/A Cost Effectiveness: FTE’s Director Executive Assistant Receptionist 3 3 .10 .15 .10 Total .35 The height of desert living. 244 Town of Fountain Hills Department: Community Center Program: Building Operations Service Delivery Plan: Perform both set-up and take-down duties and the daily custodial and maintenance services of the Community Center Building. Coordinate the repairs and construction projects and maintain proper levels of supplies needed for facility maintenance. Work with the Event Coordinator to ensure that facilities, equipment, and room set-up meet the requirements of the event and the client’s contractual agreements. Activities: Train in the safe operation of equipment, such as floor scrubber, dance floor, staging, alarms, audio visual equipment, and routine maintenance of the building. Prepare work schedules for parttime staff based on staffing budget and event schedules. Monitor multiple events and inspect work in progress to support various events and activities. Keep current on maintenance of all equipment and building codes. Maintain compliance with OSHA standards and fire code regulations. Performance Measures: Council Goal FY 2008-09 Actual Quality: Percentage of people dissatisfied with set-up Number of incident reports filed N/A N/A 2% 0% Productivity Number of set-up/take-downs Number of chairs set up each year N/A N/A 3626 89496 Cost Effectiveness: FTE’s Director Executive Assistant Operations Coordinator Operations Worker FY2009-10 Proposed 2% 0% 3650 92180 0.20 0.15 0.60 1.50 Total 2.45 The height of desert living. 245 Town of Fountain Hills Department: Community Center Program: Event Coordination Service Delivery Plan: Facilitate and schedule all event related activities for the facility. Communicate with prospective and confirmed leasees regarding facility availability. Conduct tours, and advise of services available. Work as the liaison between clients, the public, and staff prior to and during events to ensure that facilities, equipment, set up and personnel meet the requirements of the event and the client’s contractual agreement. Coordinate and supervise support personnel, outside vendors, and services and provide on-site supervision of events taking place. Activities: Respond to inquiries by prospective and confirmed leasees concerning rental rates and space availability. Conduct facility tours and explain policies and procedures for use of Center. Calculate and provide clients with estimates of potential costs incurred in completing an event. Input, retrieve, and update event requirements: contracts, CAD drawings and event reports. Maintain information throughout the CLASS event management system. Finalize leasee requirements including all support personnel needed: bartenders, security guards, caterers, and rental companies. Maintain all aspects liquor services including staffing, security, and alcohol inventory. Ensure that all paperwork and certifications are in accordance with the Arizona Liquor Licenses and Control and are up-to-date and in place. Ensure that pre and post event reports are up-to-date and delivered to the operations and administrative staff in a timely manner. Performance Measures: Council Goal Quality: Number of contracts processed Pre and Post event report forms completed Productivity Contracts processed within ten days of booking Event reports complete and given to Administration within one day FY 2008-09 Actual FY2009-10 Proposed N/A N/A 1184 0.95 1232 1 N/A 0.98 1 N/A 90% 100% Cost Effectiveness: FTE’s Director Executive Assistant Event Coordinator .20 .15 .75 Total 1.15 The height of desert living. 246 Town of Fountain Hills Department: Community Center Program: Marketing Service Delivery Plan: Marketing and Advertising is the main source of attracting large events and weddings. Attending trade shows and advertising in both print media and on the web shows people throughout the valley what Fountain Hills has to offer, therefore continuing to grow the number of activities taking place at the Community Center. Activities: Update and print all facility brochures, verbiage, Town’s website, and flyers kept in town kiosks. Work with the Community Affairs/Media Relations Administrator to coordinate necessary press and marketing. Attend two bridal shows per year promoting the Community Center and Fountain Park as a destination. Attend staff meetings. Network and invite vendors to tour the building in order to promote facility usage. Coordinate both print and electronic advertising: minimum of two ads in each per year. Performance Measures: Council Goal Quality: Minimum four events booked per bridal show 35 large events hosted per fiscal year 8 joint park-center wedding scheduled for ceremonies/receptions Productivity Two bridal shows attended per year Two bridal or special events advertised in magazines per year Two on-line event sites listed per year Co-promotions with the Parks and Recreation Department FY 2008-09 Actual FY2009-10 Proposed N/A N/A 100% 49 0% 35 N/A 10 10 N/A 200% 0% N/A N/A 3 3 0 3 N/A 1 1 Cost Effectiveness: FTE’s Director .15 Total .15 The height of desert living. 247 Town of Fountain Hills Department: Community Center (Seniors) Program: Administration Service Delivery Plan: Provide quality customer service to walk-in and phone-in customers. Communicate with program coordinators about activities, special events, office hours, etc. Perform overall operational duties to include scheduling of programs/activities, performance evaluations, staff meetings, and staff management. Provide report to monthly Commission meeting. Process accounts payable, and monitor expenditures. Be responsible for preparation and adherence to the department’s budget. Activities: Help walk-in and phone-in customers with activities and program information. Track number of medical equipment loans. Enter all activities and program schedules in CLASS and update needed changes/ Conduct performance evaluations. Council Goal Performance Measures: Quality: Number of complaints received about poor Customer Service N/A Productivity Percent of personnel evaluations facilitated Number of staff meetings held Number of medical equipment loans Cost Effectiveness: FTE’s Director Executive Assistant Senior Services Supervisor Receptionist Activities Coordinator HDM Coordinator Senior Services Aide Senior Services Asst Total FY 2008-09 Actual 0 100% 7 102 FY2009-10 Proposed 0 100% 8 105 .10 .10 .15 .40 .05 .05 .05 .05 .95 The height of desert living. 248 Town of Fountain Hills Department: Community Center (Seniors) Program: Senior Activity Center Membership Service Delivery Plan: Offer annual membership. Members can participate in over 30 programs and activities. Members can join support groups and meet with Social Services representatives. Activities: Register and track membership throughout the year. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Number of new members over previous fiscal year N/A 156 35 Productivity Number of members N/A 1,198 1,233 Cost Effectiveness: FTE’s Senior Services Supervisor Activities Coordinator Senior Services Aide Senior Service Assistant .10 .05 .25 .05 Total .45 The height of desert living. 249 Town of Fountain Hills Department: Community Center (Seniors) Program: Home Delivered Meals Service Delivery Plan: Deliver a quality noon time meal to Town residents who require assistance in obtaining nutritional meals. Activities: Deliver noon time meals to clients. Intake and remove clients from program. Schedule weekly routes. Track month meals and billing. Council Goal Performance Measures: Quality: Number of complaints about the meals from clients Number of complaints about the route from volunteers Number of people on wait list Productivity Number of meals delivered yearly Number of self-pay clients Number of area agency clients Number of underwritten meals N/A FY 2008-09 Actual 4 FY2009-10 Proposed 0 N/A N/A 1 3 0 0 N/A N/A N/A N/A TBD TBD TBD TBD 11,542 7,414 3,348 780 Cost Effectiveness: FTE’s Senior Services Supervisor Activities Coordinator HDM Coordinator .10 .05 .50 Total .65 The height of desert living. 250 Town of Fountain Hills Department: Community Center (Seniors) Program: Trips and Outings Service Delivery Plan: Provide interesting and affordable day trips to members and the community. Activities: Research trips and theater outings. Arrange trips and create trip flyers. Secure van drivers. Coordinate trip cancellations and refunds with accounting. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of attendees Number of trips cancelled N/A N/A TBD 2 1,000 0 Productivity Number of trips offered N/A 36 41 Cost Effectiveness: FTE’s Senior Services Supervisor Activities Coordinator Senior Services Aide .10 .10 .20 Total .40 The height of desert living. 251 Town of Fountain Hills Department: Community Center (Seniors) Program: Programs and Classes Service Delivery Plan: Provide meeting space to members for activities and arrange for interesting classes for seniors. Activities: Create or update flyers. Enter all activities and program schedules in CLASS and update changes as needed. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Change in attendance over previous fiscal year Program and class attendance N/A N/A 624 21,445 22,080 Productivity Number of programs offered Number of classes offered Number of Public Forums offered N/A N/A N/A 44 4 5 45 4 4 Cost Effectiveness: FTE’s Senior Services Supervisor Activities Coordinator Operations Coordinator Senior Service Assistant .20 .05 .25 .10 Total .60 The height of desert living. 252 Town of Fountain Hills Department: Community Center (Seniors) Program: Special Events Service Delivery Plan: Coordinate annual Senior Activities EXPO to showcase all that is offered at the Center. Provide socialization opportunities and informational events for members and the community. Activities: Coordinate Senior Activities EXPO. Coordinate dances and socialization activities. Coordinate the Annual Health Fair. Performance Measures: Quality: Number of Number of Number of Number of attendees attendees attendees attendees Council Goal - EXPO - Dances – Socialization – Health Fair Productivity Number of events offered FY 2008-09 Actual FY2009-10 Proposed N/A N/A N/A N/A 434 TBD 80 not offered 450 100 60 300 N/A 4 5 Cost Effectiveness: FTE’s Senior Service Supervisor Activities Coordinator Senior Services Assistant HDM Coordinator .20 .20 .30 .05 Total .75 The height of desert living. 253 Town of Fountain Hills Department: Community Center (Seniors) Program: Marketing and Public Relations Service Delivery Plan: Utilize various marketing means to increase awareness about the programs, activities, and events that are offered to members and the community. Activities: Submit weekly Fountain Hills Times and website updates. Create special event flyers and monthly newsletters. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed Quality: Number of members Number of attendees N/A N/A 1,198 21,445 1,233 22,080 Productivity Number of weekly Times updates Number of weekly website updates Number of special event flyers produced Number of monthly newsletter produced N/A N/A N/A N/A 52 52 4 12 52 52 5 12 Cost Effectiveness: FTE’s Senior Services Supervisor Activities Coordinator HDM Coordinator .15 .20 .20 Total .55 The height of desert living. 254 Town of Fountain Hills Department: Fire Program: Administration Service Delivery Plan: Provide the necessary leadership and management to accomplish the organization’s mission, goals, and objectives in an effective manner. Activities: Manage budget within approved funding levels. Performance Measures: Council Goal FY 2008-09 Actual FY2009-10 Proposed N/A 98% 100% N/A 9 10 Quality: Number of accounts at or under budget Productivity Number of accounts outside of R/M contract Cost Effectiveness: FTE’s Contract personnel 1.0 Total 1.0 The height of desert living. 255 Town of Fountain Hills Department: Fire Program: Building Safety/Fire Prevention Service Delivery Plan: Provide building safety evaluations and fire preventions inspections to all residential and commercial locations with the Town of Fountain Hills. Activities: Correct 100% of fire code violations found during annual commercial inspection. Review plan checks within 10 working days after receipt 100% of the time. Inspect 100% of target hazards (40 commercial and industrial) occupancies. Inspect 95% of safety surveys (220 business and assembly) occupancies. Council Goal Performance Measures: FY 2008-09 Actual FY2009-10 Proposed Quality: Fire Code violations corrected within first notice Plan checks turn-around within 10 business days Target hazards completed within 2 months Safety surveys completed within 3 months N/A N/A N/A N/A Unknown Unknown 100% 100% 75% 50% 100% 100% Productivity Fire Code violation corrections Plan review Target Hazards Safety Surveys Building Inspections N/A N/A N/A N/A N/A 146 444 40 220 445 165 500 50 220 500 Cost Effectiveness: FTE’s Contract personnel 1.0 Total The height of desert living. 1.0 256 Town of Fountain Hills Department: Fire Program: Suppression Service Delivery Plan: Prepare, operate, and respond to emergencies which meet community expectations. Comply with National Fire Protection Agency and OSHA standards. Activities: Complete 240 hours of training for each firefighter annually. Have the first due company travel to fire and EMS incidents within five minutes 90% of the time. Have emergency events dispatched within one minute of receipt of alarm 90% of the time. Initiate response by companies within one minute of receipt of a call 90% of the time. Performance Measures: Council Goal Quality: 20 minimum company standards completed Five minute emergency response 1 minute of receipt of alarm by dispatch Respond within 1 minute of receipt of call Productivity Complete 240 hours of annual training Five minute response time Dispatch within 1 minute of receipt of alarm Companies to respond within 1 minute of receipt of call FY 2008-09 Actual FY2009-10 Proposed N/A N/A N/A N/A 100% 90% 90% 90% 100% 90% 90% 90% N/A N/A 100% 80% 100% 90% N/A 90% 100% N/A 80% 90% Cost Effectiveness: FTE’s Contract personnel 26.0 Total 26.0 The height of desert living. 257 The height of desert living. 258 Special Revenue Funds The height of desert living. 259 The Highway User Revenue Fund (HURF) (Fund 200) may only be used for street and highway purposes. HIGHWAY USERS FUND SUMMARY FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d REVENUE: LT AF Highway User Charges for Svcs/In Lieu Pmts Interest Misc. Income T ransfer from General Fund $111,638 $1,574,453 $12,802 $24,009 $4,079 $519,869 $110,785 $1,750,100 $28,185 $42,678 $0 $0 $114,716 $1,675,000 $25,000 $45,000 $500 $0 $113,600 $1,763,000 $10,000 $20,000 $1,000 $0 $113,400 $1,480,152 $2,000 $4,993 $0 $0 TO TAL $2,246,850 $1,931,748 $1,860,216 $1,907,600 $1,600,545 $589,071 $15,946 $599,505 $197,685 $36,597 $685,646 $24,250 $1,648,724 $206,195 $80,000 $585,392 $26,465 $1,477,328 $199,800 $74,000 $593,055 $28,735 $350,870 $225,290 $2,000 $607,152 $0 $0 $625,594 $0 $1,438,804 $2,644,815 $2,362,985 $1,199,950 $1,232,746 TRANSFERS Debt Retirement T ransfer to CIP T ransfer to VRF $130,217 $0 $0 $135,000 $0 $0 $126,300 $0 $0 $115,843 $825,000 $66,491 $136,013 $170,790 $60,996 TO TAL $130,217 $135,000 $126,300 $1,007,334 $367,799 $1,569,021 $2,779,815 $2,489,285 $2,207,284 $1,600,545 EXPENDITURES: Salaries and Benefits Services and Supplies Repairs and Maintenance Supplies and Services Capital Outlay TO TAL TO TAL CURRENT EXPENDITURES The Public Art Fund (Fund 410) is funded by Developer In-Lieu contributions. The fund is used for the acquisition, installation and maintenance of public art. PUBLIC ART FUND FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d REVENUE: In Lieu Fees $0 $0 $0 $20,000 $2,000 TO TAL CURRENT REVENUE $0 $0 $0 $20,000 $2,000 Repairs & Maintenance Capital Expenditures $0 $0 $0 $0 $0 $0 $0 $14,000 $2,500 $0 TO TAL EXPENDITURES $0 $0 $0 $14,000 $2,500 The Excise Tax Fund (Fund 300) is a restricted fund which may only be used for Economic 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. The height of desert living. 260 EXCISE TAX FUND REVENUES: Local Sales T ax T ransfer General Fund T ransfer TO TAL REVENUES FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d $458,190 $0 $458,190 $486,877 $0 $486,877 $314,281 $0 $314,281 $295,859 $0 $295,859 $295,859 $0 $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 $21,051 $307 $0 $1,672 $65 $115 $18 $171 $2,396 $105 $38,252 $555 $32 $2,073 $113 $203 $32 $95 $4,208 $176 $38,252 $555 $32 $2,073 $113 $203 $32 $95 $4,208 $176 TO TAL SALARIES/BENEFITS $47,439 $46,800 $25,900 $45,739 $45,739 CO NTRACT SERVICES Dues/Publications T raining/Continuing Education Meetings & Conferences Meetings/T ravel T elecommunications Professional Fees Printing Advertising/Signage Community Events Holiday Lighting Office Supplies Sales T ax Rebate $767 $2,047 $1,751 $442 $588 $31,630 $1,794 $0 $0 $0 $947 $4,905 $1,418 $383 $8,087 $2,631 $1,178 $32,990 $1,060 $27,824 $0 $2,345 $0 $7,400 $1,300 $725 $0 $0 $1,500 $0 $29,000 $114 $0 $1,995 $4,830 $530 $8,260 $1,500 $5,000 $2,120 $62,830 $6,000 $38,000 $200 $0 $2,025 $0 $4,800 $0 $476 $27,500 $20,535 $31,000 $0 $0 $600 $0 TO TAL $44,871 $77,397 $42,384 $131,265 $86,936 CAPITAL EXPENDITURES Capital Outlay $800,000 $400,860 $0 $10,000 $0 TO TAL CAPITAL EXPENDITURES $800,000 $400,860 $0 $10,000 $0 $3,000 $250,000 $190,004 $382,675 $0 $0 $1,826 Transfe r to CIP TO TAL EXPENDITURES $892,310 $525,057 $68,284 The Special Revenue Fund (Fund 400) 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 height of desert living. 261 SPECIAL REVENUE FUND REVENUE: FEMA Proposition 202 LT AF Revenue Construction Grants Other Grants TO TAL CURRENT REVENUE EXPENDITURES: FEMA Proposition 202 Contracts LT AF-RPT A T ransfer to VRF T ransfer to CIP T ransfer to General Fund TO TAL EXPENDITURES & TRANSFERS FY 2005-2006 Actual FY 2006-2007 Actual $50,000 $0 $68,125 FY 2007-2008 Actual $0 $0 $0 $48,600 $185,000 $40,030 FY 2008-2009 Budge t FY 2009-2010 Propose d $47,797 $0 $0 $0 $2,075,847 $0 $0 $150,000 $40,000 $2,318,000 $68,850 $118,125 $0 $321,427 $2,075,847 $2,576,850 $50,000 $0 $68,125 $0 $0 $0 $52,015 $185,000 $62,200 $0 $0 $0 $33,500 $2,023,222 $19,125 $2,075,847 $0 $150,000 $0 $0 $2,318,000 $108,850 $2,576,850 $22,212 $118,125 $0 $321,427 The Court Enhancement Fund (Fund 420) 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. CO URT ENHANCEMENT FUND FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d REVENUE: Court Enhancement Fund Interest $24,287 $23,041 $4,834 $18,500 $4,000 $23,300 $4,700 $15,500 $1,500 TO TAL REVENUE $24,287 $27,875 $22,500 $28,000 $17,000 Salary and Benefits Repairs & Maintenance Supplies & Services Capital Expenditures $0 $0 $0 $54,316 $0 $4,288 $0 $0 $0 $0 $0 $8,250 $0 $35,000 $10,000 $45,000 $0 $3,100 $5,000 $41,900 TO TAL EXPENDITURES $54,316 $4,288 $8,250 $90,000 $50,000 The height of desert living. 262 Debt Services Funds The height of desert living. 263 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 the voters for specific purposes: by 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 preserve land in the McDowell mountains. Total General Obligation bond principal and interest payments for fiscal year 2009-10 are $1,340,364 and will be paid through a levy of Town property. GENERAL O BLIGATIO N DEBT SERVICE FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budget FY 2009-2010 Proposed REVENUE: Property Tax Revenue: Secondary Property T ax Interest Earnings $1,325,581 $30,407 $1,232,781 $25,786 $1,330,000 $800 $1,400,000 $1,500 $1,400,000 $1,500 TO TAL REVENUES $1,355,988 $1,258,567 $1,330,800 $1,401,500 $1,401,500 $281,870 $87,800 $304,750 $330,000 $515,000 $0 $4,250 $0 $0 $0 $0 $1,360,294 $0 $4,250 $0 $0 $0 $0 $1,389,596 $0 $4,250 $0 $0 $0 $0 $1,188,057 $148,057 $4,250 $0 $0 $0 $0 $1,188,057 $148,057 $4,250 $1,523,670 $1,364,544 $1,393,846 $1,340,364 $1,340,364 EXPENDITURES: General O bligation Bonds: Bond Payment - GO Bond Payment - Lakeside Bond Payment - Library/Museum Bond Payment - Mtn Bonds GO Refunded Bonds-Principal Refunded Bonds-Interest T rustee, Admin and Report Fees TO TAL EXPENDITURES The height of desert living. 264 The Highway User Revenue Fund (HURF) Bond principal and interest payment is $136,413 for fiscal year 2009-10 and will be paid from HURF revenues received during the year. REVENUE BO ND DEBT SERVICE FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d REVENUE: T ransfer from HURF Fund $110,000 $134,137 $126,300 $115,843 $136,413 TO TAL REVENUES $110,000 $134,137 $126,300 $115,843 $136,413 EXPENDITURES: Bond Payment - Principal Bond Payment - Interest $109,483 $0 $130,743 $0 $125,793 $0 $110,422 $5,421 $130,000 $6,413 TO TAL EXPENDITURES $109,483 $130,743 $125,793 $115,843 $136,413 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 FY09-10. EAGLE MTN CO M FACILITIES DISTRICT FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d REVENUE: Property T ax Revenue T own of Fountain Hills Reimbursement Investment Earnings $366,683 $50,000 $20,671 $194,274 $0 $9,183 $340,000 $0 $4,000 $375,000 $0 $4,000 $388,500 $0 $600 TO TAL REVENUES $437,354 $203,457 $344,000 $379,000 $389,100 EXPENDITURES: Debt Service Administrative Fees T rustee Fees $577,145 $6,600 $5,000 $331,659 $6,600 $1,000 $350,235 $6,600 $1,000 $368,760 $6,600 $1,000 $381,410 $6,690 $1,000 TO TAL EXPENDITURES $588,745 $339,259 $357,835 $376,360 $389,100 The annual property tax levy is based on the total amount required for the payment (with adjustments for carry-forward, delinquencies, etc.) divided by the total assessed valuation for the Town of Fountain Hills. The Town’s secondary assessed property valuation for fiscal year 2009-10 is estimated to be $651,218,464 for the upcoming year and the estimated levy is $0.2273 per $100 of assessed value. The levy is 10% higher than last year as a result of the decrease in the Town’s assessed value. The Municipal Property Corporation owns the land and buildings purchased through bond proceeds (McDowell Mountain preserve, Community Center and Town Hall). The The height of desert living. 265 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 PRO P CO RP REVENUES: Excise T ax T ransfers (.2%) Excise T ax T ransfers (.1%) T ransfer from Community Center Interest TO TAL REVENUES EXPENDITURES: MPC De bt Se rvice Mountain Bond Payment (.2%) Civic Center Phase II Bonds (.1%) MPC - Community Center Refunded Bonds Principal Interest Admin Fee TO TAL EXPENDITURES FY 2005-2006 Actual FY 2006-2007 Actual FY 2007-2008 Actual FY 2008-2009 Budge t FY 2009-2010 Propose d $843,492 $421,746 $387,000 $34,658 $832,576 $448,673 $387,000 $45,619 $628,562 $314,281 $387,000 $40,000 $591,718 $295,859 $387,000 $30,000 $594,480 $297,240 $387,000 $4,458 $1,686,896 $1,713,868 $1,369,843 $1,304,577 $1,283,178 $595,000 $246,637 $387,000 $0 $0 $0 $0 $416,818 $266,438 $239,169 $265,924 $0 $0 $0 $415,005 $298,338 $255,419 $320,412 $0 $0 $0 $0 $0 $0 $0 $885,000 $452,486 $0 $0 $0 $0 $0 $985,000 $416,886 $7,000 $1,228,637 $1,188,348 $1,289,173 $1,337,486 $1,408,886 The height of desert living. 266 The Summary/Schedules section includes an itemization of the outstanding debt as of June 30, 2009 OUTSTANDING DEBT SCHEDULE Bond Type GO GO GO GO GO Purpose of Issue Date of Bond Issue Interest Rate Date of Maturity Original Principal Amount Refunding Library/Museum Land Acq-Lake Mtn. Bonds Refunding 11/1/1995 6/1/2000 8/1/1999 12/1/2001 6/1/2005 5.3 5.5 5.1 4.9 4 7/1/2010 7/1/2014 7/1/2014 7/1/2020 7/1/2019 $2,455,000 $3,700,000 $1,400,000 $6,000,000 $7,225,000 $1,200,000 $2,025,000 $800,000 $1,975,000 $1,395,000 $1,255,000 $1,675,000 $500,000 $3,425,000 $0 $0 $0 $100,000 $600,000 $5,830,000 $24,310,000 $8,470,000 $9,310,000 $6,530,000 $1,075,000 $4,680,000 $7,750,000 $3,645,000 $5,330,000 $940,000 $1,525,000 $2,365,000 $795,000 $430,000 $0 $2,475,000 $3,910,000 $0 $0 $135,000 $680,000 $1,475,000 $2,850,000 $4,900,000 $23,680,000 $5,825,000 $7,385,000 $10,040,000 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 5.4 4.7 4.5 4.15 7/1/2010 7/1/2020 7/1/2021 7/1/2019 7/1/2019 TOTAL Principal Amount Retired Amount Refunded Outstanding Principal SA SA SA Eagle Mtn-A Eagle Mtn-B Eagle Mtn 6/1/1996 6/1/1996 7/12/2005 6.5 7.25 3.95 7/1/2021 7/1/2021 7/1/2021 $4,435,000 $470,000 $4,555,000 $410,000 $40,000 $695,000 $4,025,000 $430,000 $0 $0 $0 $3,860,000 SA Improvmnts 6/16/1999 5.25 7/1/2009 $32,276 $32,276 $0 $0 $9,492,276 $1,177,276 $4,455,000 $3,860,000 $57,482,276 $15,472,276 $21,150,000 $20,430,000 TOTAL GRAND TOTAL The height of desert living. 267 TOWN OF FOUNTAIN HILLS, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2009-10 2008-09 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 fiscal year 2007-08 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 Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts 4. 0 2009-10 FISCAL YEAR $ $ 0 1,400,000 1,400,000 $ $ 0 1,400,000 1,400,000 Property taxes collected* A. Primary property taxes (1) 2008-09 levy (2) Prior years’ levy (3) Total primary property taxes $ $ 0 0 0 0 0 0 $ $ $ 1,330,000 0 1,330,000 1,400,000 0 1,400,000 $ 1,330,000 1,400,000 B. Secondary property taxes (1) 2008-09 levy (2) Prior years’ levy (3) Total secondary property taxes C. Total property taxes collected 5. 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 0.1972 0.1972 0.0000 0.2173 0.2173 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. The height of desert living. 268 Capital Improvement Projects The height of desert living. 269 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. The height of desert living. 270 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 development 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. The height of desert living. 271 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 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 The height of desert living. 272 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 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. The height of desert living. 273 The height of desert living. 274 S6001 S6003 S6005 S6006 S6007 S6008 S6009 S6010 S6011 S6012 S6013 S6014 S6015 S6016 S6017 S6018 S6019 S6020 $2,704,378 $135,000 $1,600,000 $338,300 $342,000 $456,000 $26,543 $4,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL STREET/SIDEWALK PROJECTS Shea Blvd Climbing Lane Unpaved Alley Paving Projects Shea Blvd Widening Fountain Hills Blvd Sidewalk Annual Sidewalk Program Annual Pavement Management Downtown Sidewalk Program Saguaro Blvd Mill & Overlay La Montana Medians Palisades & Vista Intersection Reconfiguration Palisades & Sunburst Intersection Reconfiguration Turn lanes-Palisades at F H Blvd Fountain Hills Blvd Widening Medians-FH Blvd Intersection reconfig-Saguaro & Trevino Saguaro/Monterey Right Turn Improvements Saguaro Blvd Service Road Elimination Intersection Improvement-Verde River & AOTF $0 $0 OPEN SPACE PROJECTS Adero Canyon Trailhead FH McDowell Mtn Preserve Access $250,000 TOTAL E8005 E8006 O7002 O7004 $0 $250,000 DOWNTOWN IMPROVEMENTS Avenue of the Fountains Improvements, Phase III Town Square AOTF Improvements FY09-10 PROJECT TITLE PROJ NO $0 $135,000 $1,600,000 $0 $292,263 $515,000 $27,737 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $250,000 FY10-11 $0 $280,000 $0 $0 $291,014 $623,000 $28,986 $0 $0 $0 $0 $0 $0 $0 $0 $0 $123,200 $0 $0 $0 $0 $250,000 $0 $250,000 FY11-12 $0 $160,000 $0 $0 $289,710 $930,000 $30,290 $0 $0 $0 $345,000 $0 $0 $0 $0 $0 $747,500 $0 $1,627,400 $1,627,400 $0 $4,372,285 $4,122,285 $250,000 FY12-13 0 $0 $0 $0 $320,000 $1,625,000 $31,653 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,084,900 $1,084,900 $0 $4,122,285 $4,122,285 $0 FY13-14 $2,704,378 $710,000 $3,200,000 $338,300 $1,534,987 $4,149,000 $145,209 $4,500,000 $0 $0 $345,000 $0 $0 $0 $0 $0 $870,700 $0 $2,712,300 $2,712,300 $0 $9,244,570 $8,244,570 $1,000,000 TOTAL The height of desert living. 275 Shea Blvd Sidewalk Shea Blvd Bike lane Ave of the Fountains/La Montana Ped Movement Shea/Palisades Traffic Volume Improvements Median Landscape-Palisades S6047 S6050 S6051 S6052 L1002 Traffic Signal-Saguaro & Panorama Traffic Signal-Palisades & LaMontana Traffic Signal Upgrades Intelligent Transportation System (ITS) Traffic Signal-Palisades & Saguaro upgrade Traffic Signal-FHB and Saguaro Traffic Signal-Palisades & Golden Eagle Traffic Signal-Golden Eagle & Sierra Madre T5007 T5008 T5009 T5010 T5011 T5012 T5013 T5014 Drainage-Saguaro Blvd Drainage-Del Cambre Drainage-FHB/Oxford Wash Drainage-Firebrick/Laser D6026 D6027 D6028 D6029 STORMWATER MGMT/DRAINAGE PROJECTS TOTAL Traffic Signal-Palisades & Eagle Ridge/Palomino Traffic Signal-FHB and Glenbrook T5006 T5004 T5005 Traffic Signal-Palisades & Sunridge Traffic Signal-AOTF & Saguaro T5003 TRAFFIC SIGNALS TOTAL Shea/Saguaro Blvd Fountain Hills Blvd Sidewalk Shea/Saguaro Blvd S6023 S6046 Medians-Saguaro & F H Blvd S6024 Medians-Saguaro & Grande S6022 PROJECT TITLE S6021 NO PROJ $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $86,000 $0 $0 $0 $0 $148,800 $142,400 $0 $0 $148,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,670,000 $0 $0 $0 $0 $0 $100,000 FY10-11 $0 $142,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,177,221 $0 $0 $0 $75,000 FY09-10 $0 $0 $0 $0 $0 $0 $0 $0 $355,000 $0 $155,000 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $0 $1,688,900 $180,200 $0 $0 $0 $55,000 $107,500 FY11-12 $0 $0 $0 $0 $0 $0 $0 $0 $381,000 $0 $0 $0 $0 $0 $0 $0 $56,000 $0 $40,000 $285,000 $0 $4,674,500 $327,000 $0 $110,000 $0 $198,000 $1,537,000 FY12-13 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,102,500 $0 $0 $0 $40,000 $0 $0 $0 $532,500 $40,000 $490,000 $0 $0 $2,626,653 $0 $0 $650,000 FY13-14 $0 $0 $0 $0 $0 $0 $86,000 $0 $2,129,700 $0 $446,200 $0 $40,000 $0 $0 $0 $588,500 $40,000 $530,000 $485,000 $0 $21,837,274 $507,200 $0 $760,000 $75,000 $253,000 $1,744,500 TOTAL The height of desert living. 276 P3008 P3011 P3013 P3014 P3016 P3017 P3019 P3020 Drainage-Ashbrook Wash Crossing Drainage-Balboa Wash Crossing/FHB Drainage-Hesperus Wash Crossing Drainage-Oxbow Wash Crossing Drainage-Oxford Wash Crossing Drainage-Arrow Wash Crossing Drainage-Colony Wash Crossing Drainage-Fountain Channel Crossing Drainage-Ironwood Wash Crossing Drainage-Malta Wash Crossing Drainage-Emerald Wash Crossing Drainage-Kingstree Wash Crossing Drainage-Cypress Point Wash Crossing Drainage-Jacklin Wash Crossing Drainage-Escalante Wash Crossing Drainage-Legend Wash Crossing D6030 D6031 D6032 D6033 D6034 D6035 D6036 D6037 D6038 D6039 D6040 D6041 D6042 D6043 D6044 D6045 $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 TOTAL $86,000 FY09-10 PARK & RECREATION PROJECTS Four Peaks Park, Phase II & III Fountain Park, Phase VI Neighborhood Park-Ellman Community Park-Ellman Property Neighborhood Park-Adero Kiwanis Park Improvements Joint Use Park-High School site Joint Use Park- McDowell Elem TOTAL PROJECT TITLE PROJ NO $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $683,400 $0 $683,400 $0 $0 $0 $0 $0 $0 FY10-11 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $683,400 $0 $683,400 $0 $0 $0 $0 $0 $0 FY11-12 $10,394,900 $0 $0 $0 $9,700,000 $0 $0 $694,900 $0 $280,900 $250,700 $30,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY12-13 $22,514,350 $0 $0 $3,953,250 $17,900,000 $0 $0 $0 $661,100 $1,481,000 $1,243,100 $237,900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY13-14 $34,276,050 $0 $1,366,800 $3,953,250 $27,600,000 $0 $0 $694,900 $661,100 $1,847,900 $1,493,800 $268,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL The height of desert living. 277 F4012 F4016 F4017 F4005 F4018 $0 $0 $0 $0 $0 $0 TOTAL LIBRARY, ART & MUSEUM PROJECTS Library Event Circle Library Expansion Museum Expansion/Renovation $1,536,103 TOTAL LAW ENFORCEMENT PROJECTS Police Facility Construction/Expansion Police Facility Vehicles & Equipment $1,456,103 $0 $0 $0 $80,000 FIRE & EMERGENCY PROJECTS Fire Station 2 Relocation Fire Station Construction (Eagles Nest) Fire Station Vehicles & Equipment Fire Station 1 Renovation EOP Center $100,000 TOTAL F4005 F4013 F4014 F4015 F4019 $0 $0 $0 $0 $100,000 Senior Center Document Preparation/Reproduction Equip Downtown Parking Garage Public Aquatic and Sports Facility Municipal Government Software F4004 F4007 F4009 F4010 F4011 $0 $0 GENERAL GOVERNMENT PROJECTS Civic Center Phase II Street Maintenance Facility Improvements F4001 F4002 FY09-10 PROJECT TITLE PROJ NO $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 FY10-11 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $130,000 $0 $0 $0 $0 $0 $0 $130,000 FY11-12 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $733,000 $0 $0 $0 $0 $0 $0 $733,000 FY12-13 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $150,000 $0 FY13-14 $250,000 $0 $0 $0 $0 $0 $1,686,103 $1,456,103 $0 $0 $150,000 $80,000 $963,000 $0 $0 $0 $0 $100,000 $0 $863,000 TOTAL The height of desert living. 278 F4018 NO PROJ $0 TOTAL TOTAL CAPITAL PROJECTS $12,725,434 $433,710 $0 TOTAL Contingency $0 Vehicle Replacement Per Schedule VEHICLE REPLACEMENT PROGRAM $0 Performing Arts Building PROJECT TITLE FY09-10 $0 $4,255,282 $143,898 $109,184 $109,184 $250,000 FY10-11 $0 $0 $3,451,546 $116,719 $227,527 $227,527 FY11-12 $0 $0 $23,666,389 $800,313 $435,891 $435,891 FY12-13 $0 $0 $34,595,064 $1,169,881 $309,695 $309,695 FY13-14 $0 $78,690,216 $2,661,022 $1,082,297 $1,082,297 $250,000 TOTAL The height of desert living. 279 Shea Blvd Bike lane S6010 S6050 T5009 Saguaro Blvd Mill & Overlay S6009 $142,400 $142,400 TOTAL $10,177,221 $75,000 $4,500,000 $26,543 $456,000 $342,000 $338,300 $1,600,000 $135,000 Traffic Signal Upgrades TOTAL Annual Pavement Management Downtown Sidewalk Program S6008 Fountain Hills Blvd Sidewalk Annual Sidewalk Program Shea Blvd Widening S6005 S6007 Unpaved Alley Paving Projects S6006 Shea Blvd Climbing Lane S6003 $2,704,378 $250,000 TOTAL STREET PROJECTS $250,000 FY2009-10 Town Square AOTF Improvements S6001 Totals DOWNTOWN IMPROVEMENTS PROJ PROJECT TITLE NO $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $250,000 Excise Tax Downtown $142,400 $142,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Developer Fees Streets $0 $0 $0 $0 $0 $0 $0 $0 $0 $170,790 $0 $0 $0 $170,790 HURF $0 $0 $0 $0 $2,246,000 $0 $0 $0 $0 $0 $50,000 $1,120,000 $0 $1,076,000 Grants $0 $0 $2,178,817 $75,000 $0 $26,543 $285,210 $342,000 $288,300 $480,000 $135,000 $546,764 $0 $0 $0 $0 $4,500,000 $0 $4,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Capital Projects Voter Approved Fund Bonds $0 $0 $0 $0 $1,081,614 $0 $0 $0 $0 $0 $0 $0 $0 $1,081,614 Stimulus Package $142,400 $142,400 $10,177,221 $75,000 $4,500,000 $26,543 $456,000 $342,000 $338,300 $1,600,000 $135,000 $2,704,378 $250,000 $250,000 Total The height of desert living. 280 $86,000 TOTAL TOTAL Contingency $12,725,434 $433,710 $12,291,724 TOTAL CAPITAL PROJECTS $80,000 $1,536,103 EOP Center TOTAL Fire Station 2 Relocation F4019 $1,456,103 $100,000 TOTAL FIRE & EMERGENCY PROJECTS $100,000 Municipal Government Software GENERAL GOVERNMENT PROJECTS $86,000 FY2009-10 Drainage-Del Cambre STORMWATER MGMT/DRAINAGE PROJECTS F4005 F4011 D6027 PROJ PROJECT TITLE NO $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0 $0 General Fund $0 $0 $0 $0 $0 $0 $0 $250,000 $250,000 Excise Tax Downtown $142,400 $142,400 $0 $0 $0 $0 $0 $0 $0 Developer Fees Streets $0 $0 $0 $0 $0 $0 $0 $170,790 $170,790 HURF $0 $0 $0 $0 $0 $2,318,000 $2,318,000 $72,000 $72,000 Grants $2,706,527 $433,710 $2,272,817 $8,000 $8,000 $0 $0 $0 $86,000 $86,000 $4,500,000 $4,500,000 $0 $0 $0 $0 $0 $0 $0 Capital Projects Voter Approved Fund Bonds $0 $0 $0 $0 $2,537,717 $2,537,717 $1,456,103 $1,456,103 Stimulus Package $12,725,434 $433,710 $12,291,724 $1,536,103 $80,000 $1,456,103 $100,000 $100,000 $86,000 $86,000 Total The height of desert living. 281 6.30.2010 1.1.2010 CONSTRUCTION: $2,000 ENDING DATE $2,000 $2,000 Impact on Operating Budget $250,000 STARTING DATE $250,000 $250,000 Excise Tax FY2011-12 PROJECT SCHEDULE: FY2010-11 FY2009-10 FUNDING SOURCES(S): $2,000 $250,000 FY2012-13 FY2013-14 This project will reimburse the developer up to $1,000,000 for construction of the Town approved streetscape/sidewalks on the south side of Avenue of the Fountains from the Town Hall property to Saguaro Boulevard. The reimbursement was agreed to in a Town Council approved development agreement. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Town Council Priority PROJECT NUMBER: E8006 PROJECT MANAGER: Lori Gary DEPARTMENT: Adminsitration Town Square Avenue of the Fountains Improvement PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 282 BUDGET MODIFICATIONS:CARRYFORWARDS: In FY 2005/2006 and FY 2006/2007, the Town comple ted Phase s I and II of the "Ave nue of the Fountains Enhance me nt Proje ct." Phase I include d de sign of the e ntire proje ct, and construction of the stre e tscape / side walks on the north side of the Ave nue . Phase II include d construction of the stre e tscape / side walks on the south side of the Ave nue in front of Town Hall. This proje ct will continue the "Ave nue of the Fountains Enhance me nt Proje ct" from the Town Hall prope rty to Saguaro Boule vard in the form of a re imburse me nt up to $1,000,000 to the de ve lope r of the 12.66 acre s fronting the Ave nue . The Town Council passe d and adopted a De ve lopme nt Agre e me nt in Octobe r 2008, which outline d the re imburse me nts and the conditions to the re imburse me nt. JUSTIFICATION: The height of desert living. 283 $3,183 5.4.2009 2.7.2011 $3,090 10.1.2008 7.13.2009 $3,000 Impact on Operating Budget ENGINEERING: CONSTRUCTION 1,081,614 Other ENDING DATE 546,764 Capital Projects Fund STARTING DATE 1,176,000 Grant FY2011-12 PROJECT SCHEDULE: FY2009-10 FUNDING SOURCES(S): FY2010-11 $3,278 FY2012-13 $3,376 FY2013-14 Construction is expected to begin in fiscal year 09-10 and be completed in February, 2011. The design of the project began in fiscal year 06-07 and continues through fiscal year 07-08 and FY 08-09. 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: Randy Harrel DEPARTMENT: Public Works Shea Blvd. Climbing Lane PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 284 BUDGET MODIFICATIONS:CARRYFORWARDS: The Town will deposit its portion of the costs ($546,764) with ADOT in FY 09-10 and ADOT will combine the Town portion with the grant of $1,076,000 and stimulus money of $1,081,614 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. ADOT 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: The height of desert living. 285 6.24.2013 9.7.2009 CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Fund $280,000 STARTING DATE $135,000 $135,000 Capital Projects Fund PROJECT SCHEDULE: FY2010-11 FY2009-10 FUNDING SOURCES(S): FY2011-12 $0 $160,000 FY2012-13 $0 FY2013-14 This project involves paving a number of unpaved alleys throughout the Town. The paving project is divided into 5 different phases Phase I is 1400 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 The height of desert living. 286 BUDGET MODIFICATIONS:CARRYFORWARDS: The Town Council has committed to paving all the unpave d alle ys within the ne xt 5 ye ars. The proje ct has allocated $5,000 in construction costs for e ach proje ct for construction staking. By cre ating an IGA with MAG, the Town of Fountain Hills Council was re quire d to comply with this state law. The Town is pe rforming the de sign in-house and will have the construction pe rforme d by the Town Job Orde r Contractor or othe r de live ry me thods. Maricopa County is conce rne d about the air pollution in the Valle y and outlying are as. Part of the proble m involve s particulate matter in the air. In orde r to re duce this air pollution, the State of Arizona is re quiring that all unpave d alle ys be stabilize d or pave d. JUSTIFICATION: The height of desert living. 287 9.7.2009 4.11.2011 4.17.2008 9.7.2009 ENGINEERING: CONSTRUCTION $1,591 ENDING DATE $1,545 $1,500 Impact on Operating Budget STARTING DATE $1,600,000 $1,600,000 Capital Projects Fund FY2011-12 PROJECT SCHEDULE: FY2010-11 FY2009-10 $1,639 FY2012-13 $1,688 FY2013-14 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: Randy Harrel DEPARTMENT: Public Works Shea Boulevard Widening PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 288 The design fim HDR may not complete the design in FY 08-09. Plan to carry over $100,000 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, Balera Development, 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 design with HDR Engineering to perform the design for Phase I. Fiscal Year 09-10 10-11 Complete Design $ 100,000 RARF Grant $1,020,000 $1,120,000 Town Portion $ 480,000 $ 480,000 Total Town Budget $1,600,000 $1,600,000 JUSTIFICATION: The height of desert living. 289 8.9.2009 6.14.2010 1.4.2008 8.24.2009 $0 ENGINEERING: CONSTRUCTION $0 ENDING DATE $0 Impact on Operating Budget FY2011-12 STARTING DATE $338,300 Capital Projects Fund FY2010-11 PROJECT SCHEDULE: FY2009-10 $0 FY2012-13 $0 FY2013-14 The five year sidewalk plan detail is attached as part of this project description. In FY2008-09 the plan calls for the design of an 8' sidewalk from Fayette Drive to the Middle School. In FY 09-10 construction is planned. PROJECT DESCRIPTION: FUNDING SOURCES(S): FUNDING PRIORITY: High-Leverages local funds PROJECT NUMBER: S6006 PROJECT MANAGER: Randy Harrel DEPARTMENT: Public Works Fountain Hills Boulevard Sidewalk (Fayette Drive to Middle School) PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 290 The design may not be complete in FY 08-09. Plan on a carry over of $50,000. BUDGET MODIFICATIONS:CARRYFORWARDS: $ 50,000 Complete Design $288,300 Construction & Engineering During Construction FY 09-10 (Town cost). $338,300 Total for Budget $89,833 Design FY 07-08. $120,780 Design FY 08- 09. 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: The height of desert living. 291 6.30.2014 8.10.2009 CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Budget $291,014 STARTING DATE $292,263 $342,000 Capital Projects Fund FY2011-12 PROJECT SCHEDULE: FY2010-11 FY2009-10 FUNDING SOURCES(S): $0 $289,710 FY2012-13 $0 $320,000 FY2013-14 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 established and were presented to Council @ their January 2009 Retreat. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Town Council Priority PROJECT NUMBER: S 6007 PROJECT MANAGER: Tom Ward/Randy Harrel DEPARTMENT: Public Works Annual Sidewalk Program PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 292 BUDGET MODIFICATIONS:CARRYFORWARDS: $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: The height of desert living. 293 $515,000 $170,790 285,210 $0 Streets Fund Capital Projects Fund Impact on Operating Budget ENDING DATE 6.23.2014 STARTING DATE 7.6.2009 CONSTRUCTION $0 $623,000 FY2011-12 PROJECT SCHEDULE: $0 FY2010-11 FY2009-10 FUNDING SOURCES(S): $0 $930,000 FY2012-13 $0 $1,625,000 FY2013-14 Slurry Seal and Micro-Surface streets plus street mill and overlay. Zone 4A is scheduled for completion during FY 09-10. A map of the proposed work area is included in the budget document PROJECT DESCRIPTION: FUNDING PRIORITY: High-Town Council Priority PROJECT NUMBER: S 6008 PROJECT MANAGER: Tom Ward DEPARTMENT: Public Works Annual Pavement Management PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 294 BUDGET MODIFICATIONS:CARRYFORWARDS: Because of economic conditions in FY 2009-10, this project has been revised to include only half of Zone 4 in the fiscal year. 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 pavement management analysis/consultant recommended the Town continue the slurry seal and micro surface program. Currently, the program was 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, these streets are separate from the rotation plan). Saguaro Boulevard was identified as a street to mill and overlay in FY 09-10. That work is detailed in Project S6010. The Town is considering a bond issue to fund this work. 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. JUSTIFICATION: The height of desert living. 295 12.21.2009 6.16.2014 7.13.2009 1.11.2010 PLANNING/DESIGN: CONSTRUCTION $0 ENDING DATE $0 $0 Impact on Operating Budget $28,986 STARTING DATE $27,737 $26,543 Capital Projects Fund PROJECT SCHEDULE: FY2010-11 FY2009-10 FUNDING SOURCES(S): FY2011-12 $0 $30,290 FY2012-13 $0 $31,563 FY2013-14 The following project areas are included in the first year of the plan: PROJECT DESCRIPTION: FUNDING PRIORITY: Medium-Maintains existing service levels PROJECT NUMBER: S 6009 PROJECT MANAGER: Town Ward/Randy Harrel DEPARTMENT: Public Works Downtown Sidewalk Program PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 296 BUDGET MODIFICATIONS:CARRYFORWARDS: 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. 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. JUSTIFICATION: The height of desert living. 297 $4,500,000 Bond Proceeds ENDING DATE 6.27.2011 STARTING DATE 8.1.2009 CONSTRUCTION FY2011-12 PROJECT SCHEDULE: Impact on Operating Fund General Fund FY2009-10 FUNDING SOURCES(S): FY2010-11 $ FY2012-13 $ FY2013-14 Mill and overlay Saguaro Boulevard from Fountain Hills Boulevard to Trevino, clay pockets for subgrade work is included. PROJECT DESCRIPTION: FUNDING PRIORITY: Medium-Maintains existing service levels PROJECT NUMBER: S6010 PROJECT MANAGER: Tom Ward DEPARTMENT: Public Works Saguaro Blvd Mill & Overlay PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 298 BUDGET MODIFICATIONS:CARRYFORWARDS: This project is subject to bond funding being approved by the voters. As part of the mill and overlay project on Saguaro Boulevard, areas that have base failure in the street will be repaired and handicap access requirements based on ADA standards will be incorporated. ADA requires communities to perform the handicap upgrades when improvements of this type are performed. Saguaro Boulevard was one of the first asphalt streets constructed in the Town. This mill and overlay is the first major work performed on the street since construction. There have been some repairs in areas that have clay pockets that failed at various times. It is now the time to perform major repairs on the street. Mill and overlay of Town arterial streets, while part of the Annual Pavement Management Program are budgeted as separate capital projects. JUSTIFICATION: The height of desert living. 299 10.5.2009 10.4.2010 4.6.2009 1.11.2010 $0 ENGINEERING: OCCUPANCY/USE: $0 ENDING DATE $0 Impact on Operating Budget STARTING DATE $75,000 Capital Projects Fund FY2011-12 PROJECT SCHEDULE: FY2009-10 FUNDING SOURCES(S): FY2010-11 $0 FY2012-13 $0 FY2013-14 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 The height of desert living. 300 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 ($35,000 FY 08-09 & $75,000 FY 09-10) will be necessary to complete the design and start 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: The height of desert living. 301 142,000 Developer Fees ENDING DATE 3.1.2010 STARTING DATE 9.1.2009 COMPLETION: FY2011-12 PROJECT SCHEDULE: Impact on Operating Fund Capital Projects Fund FY2009-10 FUNDING SOURCES(S): FY2010-11 FY2012-13 FY2013-14 Install new traffic signal cabinets and controllers at six (6) intersections. PROJECT DESCRIPTION: FUNDING PRIORITY: Medium-Provides maintenance of existing systems PROJECT NUMBER: T5009 PROJECT MANAGER: Ken Kurth DEPARTMENT: Public Works Traffic Signal Upgrades PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 302 BUDGET MODIFICATIONS:CARRYFORWARDS: Lastly, these upgrades will allow signal timing coordination, which in turn will lessen the amount of pollution with greater signal efficiency. This proposed new technology will bring us up to the present industry standard, while minimizing liability for the Town. These traffic signal controllers are the existing equipment from the original construction. These controllers are no longer produced and replacement parts are no longer available. Staff has some shelf items in our inventory, but we cannot rely on any other sources to purchase replacement parts for this outdated technology. JUSTIFICATION: The height of desert living. 303 11.9.2009 5.24.2010 8.3.2009 1.25.2010 $0 ENGINEERING: CONSTRUCTION: $0 ENDING DATE $0 Impact on Operating Budget STARTING DATE $86,000 Capital Projects Fund FY2011-12 PROJECT SCHEDULE: FY2009-10 FUNDING SOURCES(S): FY2010-11 $0 FY2012-13 $0 FY2013-14 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: Randy Harrel DEPARTMENT: Public Works Storm Sewer-Del Cambre (Storm Sewer Rosita to Ashbrook Wash) PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 304 Design being done by Town staff Construction in 2008. Engineering during construction included in the sidewalk project for Del Cambre BUDGET MODIFICATIONS:CARRYFORWARDS: This project was originally budgeted in FY2008-09 but put on hold for re-evaluation. $ 0 $86,000 $ 0 There is an orginal (1974) existing storm sewer from Rosita to the Ashbrook Wash that is too 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. JUSTIFICATION: The height of desert living. 305 12.31.2009 7.1.2009 $60,000 ACQUISITION: $60,000 ENDING DATE $60,000 Impact on Operating Budget STARTING DATE $100,000 General Fund FY2011-12 PROJECT SCHEDULE: FY2009-10 FUNDING SOURCES(S): FY2010-11 $60,000 FY2012-13 $60,000 FY2013-14 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. The second phase of the integration will be to purchase an additional module, fixed assets, for tracking all Town assets. The current system utilizes both the old accounting software and Excel spreadsheets. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Finishes a partially completed project PROJECT NUMBER: F4011 PROJECT MANAGER: Julie Ghetti DEPARTMENT: Adminsitration Municipal Software PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 306 $200,000 was budgeted in FY 2008-09 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: The height of desert living. 307 $1,456,103 Stimulus ENDING DATE 11.8.2013 7.1.2009 Choose Project Schedule FY2011-12 STARTING DATE FY2010-11 PROJECT SCHEDULE: Impact on Operating Fund General Fund FY2009-10 FY2012-13 $3,953,250 FY2013-14 Construction of a new 5,580 sq ft fire station on Town owned property on Shea Blvd, east of Palisades Blvd. This will replace the existing station on Saguaro, just south of Shea PROJECT DESCRIPTION: FUNDING SOURCES(S): FUNDING PRIORITY: High-Leverages local funds PROJECT NUMBER: F4005 PROJECT MANAGER: Scott LaGreca DEPARTMENT: Fire Fire Station 2 Relocation PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 308 BUDGET MODIFICATIONS:CARRYFORWARDS: The project is contingent on receiving stimulus monies. This project has been under study and development since 2003. 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. 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. 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 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 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). JUSTIFICATION: The height of desert living. 309 ENDING DATE 7.2.2009 10.5.2009 10.5.2009 3.15.2010 4.9.2010 4.12.2010 7.1.2009 8.10.2009 8.10.2009 1.18.2010 4.5.2010 4.12.2010 ACQUISITION: PLANNING/DESIGN: ENGINEERING: CONSTRUCTIONS: COMPLETION: OCCUPANCY/USE: $8,000 Capital Projects Fund STARTING DATE $72,000 Grant FY2011-12 PROJECT SCHEDULE: FY2009-10 FUNDING SOURCES(S): FY2010-11 FY2012-13 FY2013-14 Improve unfinished space adjacent to Town Council chambers into an Emegency Operations Center. This room will become the primary center for emergency staff to congregate in the event of a Town wide event. The room will be equipped with audio visual equipment for video conferencing with other agencies, laptop computers with emergency power backup that will provide security and operational privacy. Having this room will leave the Council Chambers available for the Mayor and Town Council to hold press conferences, address the public, receive other public officials, etc. This project will only move forward when grant funding is available. PROJECT DESCRIPTION: FUNDING PRIORITY: High-Finishes a partially completed project PROJECT NUMBER: F4019 PROJECT MANAGER: Scott LaGreca DEPARTMENT: Fire Emergency Operations Center (EOC)/ Situation Room PROJECT TITLE: CAPITAL IMPROVEMENT PROJECT INFORMATION TOWN OF FOUNTAIN HILLS The height of desert living. 310 BUDGET MODIFICATIONS:CARRYFORWARDS: This proposed EOP room would be the central location for communication equipment, emegency opeations manuals and material, phone banks, and computer terminals. This room would be supplied to handle a multiple day operation while provuding a secure environment for Town staff while they work to resolve a Town emergency. Currently the Town emergency operations center is being set up in the council chambers. This is an open space that does not le nd itself to security and inter-operabilty with all the personnel and agency's that must operate in this space during a declared emergency. JUSTIFICATION: Vehicle Replacement Program Policy and Procedure 5 Year Schedule The height of desert living. 311 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 decision-making 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 The height of desert living. 312 Passenger Van Street Sweeper Fire Ladder Truck Fire Pumper Truck Utility Vehicle/Bunker Rake Backhoe Loader/Grader/Tractor Gator Dump Truck Trailer PROCESS 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. The height of desert living. 313 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 10 years/100,000 miles Sports Utility Vehicle (SUV) 10 years/100,000 miles Light Duty Truck 10 years/100,000 miles Medium Duty Truck 12 years/125,000 miles Heavy Duty Truck 12 years/125,000 miles Passenger Van 12 years/100,000 miles Street Sweeper 7 years/75,000 miles Fire Ladder Truck 15 years/100,000 miles Fire Pumper Truck 15 years/100,000 miles Utility Vehicle/Bunker Rake 12 years/100,000 miles Backhoe 20 years/15,000 engine hours Loader/Grader/Tractor 20 years/15,000 engine hours Gator 12 years/15,000 engine hours Dump Truck 15 years/125,000 miles Trailer 10 years The height of desert living. 314 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 2009-10 Vehicle Replacement Recommendation In fiscal year 2009-10, no vehicles are proposed for replacement. The height of desert living. 315 The height of desert living. 316 PW-144 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-137 SS-121 SS-152 Building Safety Building Safety Building Safety Building Safety 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 Recreation Seniors Seniors Equipment No. Town Manager Department Chevrolet Van Ford Cutaway Ford Crown Victoria 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 Ford Escape Hybrid Description Van Van Sedan 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 SUV Type 2000 2004 2001 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 2007 Year 40,628 125,000 29,811 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 2,069 Odometer $21,157.83 $1.00 $24,020.00 $10,000.00 $10,000.00 $10,000.00 $8,000.00 $27,199.30 $15,087.13 $19,089.00 $18,288.49 $6,590.00 $10,000.00 $18,288.49 $6,590.00 $15,174.00 $450,000.00 $450,000.00 $0.00 $100,000.00 $43,004.00 $525,000.00 $35,000.00 $24,610.00 $18,517.13 $27,748.00 $29,275.00 $25,947.22 $29,844.00 Cost 12 years/125,000 miles 12 years/125,000 miles 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 10 years/100,000 miles Schedule $5,025.00 $5,025.00 $10,050 $2,402.00 $2,402.00 $833.33 $833.33 $833.33 $666.67 $1,359.97 $1,508.71 $1,908.90 $1,828.85 $9,773.09 $549.17 $833.33 $1,828.85 $3,211.35 $549.17 $1,517.40 $2,066.57 $30,000.00 $30,000.00 $0.00 $8,333.33 $1,981.64 $43,333.33 $4,500.00 $2,461.00 $120,609.31 $1,851.71 $2,774.80 $2,927.50 $2,594.72 $10,148.74 $2,984.40 FY09-10 The height of desert living. 317 PW-101 PW-112 PW-140 PW-145 S-12 S-133 S-134 S-135 S-139 S-150 S-151 S-20 SE-05 Facilities Public Works Public Works Public Works Streets Streets Streets Streets Streets Streets Streets Streets Streets Total PZ-107 PZ-149 Equipment No. Planning & Zoning Planning & Zoning Department John Deere Tractor Ford F-150 Pickup Ford F-550 Pickup Freightliner M2106 Schwartz A9000 Sweeper Freightliner Sweeper Ford F-450 Pickup Caterpillar 426C Caterpillar 21B Chevrolet S-10 Blazer Ford Escape Hybrid Ford F-150 Supercab Dodge 1500 Pickup Ford Crown Victoria Ford Escape Hybrid Description Tractor Light Duty Truck Heavy Duty Truck Dump Truck Sweeper Sweeper Heavy Duty Truck Backhoe Roller SUV SUV Light Duty Truck Light Duty Truck Sedan SUV Type 1993 2001 2005 2005 2006 2007 2008 1999 1993 2001 2007 2007 1999 2001 2008 Year 6,767 44,717 17,403 10,277 6,459 56 0 3,844 833 56,274 9,816 6,525 21,639 51,954 4 Odometer $2,821,413.70 $55,403.00 $23,764.00 $41,994.25 $63,170.13 $195,300.00 $185,954.00 $52,182.78 $88,393.00 $24,898.00 $23,445.00 $28,247.00 $25,403.00 $14,705.73 $24,020.00 $25,947.22 Cost 20 years/15,000 hours 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 20 years/10,000 hours 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 $236,418.17 $2,770.15 $2,376.40 $3,499.52 $4,211.34 $19,530.00 $18,595.40 $4,348.57 $4,419.65 $1,244.90 $60,995.93 $2,344.50 $2,824.70 $2,540.30 $7,709.50 $1,470.57 $1,470.57 $2,402.00 $2,594.72 $4,996.72 FY09-10 The height of desert living. 318 Schedule of Authorized Positions The height of desert living. 319 The height of desert living. 320 Schedule of Authorized Positions Position – Title 2006-2007 Authorized FTE 2007-2008 Authorized FTE 2008-2009 Authorized FTE 2009-2010 Proposed FTE 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 1.00 1.00 1.00 2.00 Authorized FTE 5.00 5.00 5.00 5.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 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 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 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 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 1.50 0.00 0.00 0.50 0.00 0.00 0.00 0.50 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.50 0.00 0.00 0.75 0.00 0.00 0.00 0.50 13.00 13.00 13.50 13.75 Municipal Court Administration Town Manager Assistant Town Manager Assistant to the Town Manager Deputy Town Manager Finance Director H/R Adminstrator/Risk Manager Town Clerk Economic Development Specialist Economic Development Administrator Public Information Officer Community Affairs/Media Relations I/T Coordinator Executive Asst to Town Mgr/Council Accountant Accounting Supervisor Accounting/HR Clerk Financial Services Technician 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 The height of desert living. 321 Schedule of Authorized Positions Position – Title 2006-2007 Authorized FTE 2007-2008 Authorized FTE 2008-2009 Authorized FTE 2009-2010 Proposed FTE 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 2.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 1.00 0.50 1.00 1.00 0.75 1.50 11.50 11.50 11.50 11.75 0.00 1.00 1.00 1.00 0.00 2.00 0.00 3.00 0.50 1.00 0.00 1.00 1.00 2.00 2.00 3.00 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 2.00 3.00 2.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 2.00 0.00 0.00 1.00 1.00 0.00 2.00 3.00 2.00 1.00 0.00 1.00 0.50 0.50 2.00 0.00 2.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 1.50 18.50 18.00 18.00 13.50 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. Planner - Environmental Executive Assistant Facilities Maintenance Tech Maintenance/Custodial Worker Custodian Authorized FTE Planning & Zoning 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 Chief Building Official Senior Building Inspector Plans Examiner Building Inspector Building Permit Technician Authorized FTE The height of desert living. 322 Schedule of Authorized Positions Position – Title 2006-2007 Authorized FTE 2007-2008 Authorized FTE 2008-2009 Authorized FTE 2009-2010 Proposed FTE 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 1.00 1.00 1.00 2.00 3.00 1.00 2.00 4.00 0.50 1.00 0.50 0.00 17.00 19.50 19.50 17.00 Emergency Mgmt Coord 0.00 0.00 0.00 0.00 Authorized FTE 0.00 0.00 0.00 0.00 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 0.00 0.50 0.50 0.00 0.50 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 0.50 0.50 0.50 0.50 0.50 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.50 1.50 0.50 0.25 0.50 1.00 0.00 0.50 0.00 0.50 0.50 0.50 0.50 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.50 1.50 0.50 0.00 0.00 1.00 0.00 0.50 0.00 0.50 0.50 0.50 0.50 11.00 10.75 10.75 10.00 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 Authorized FTE Law Enforcement Community Center Comm Ctr Director Comm Ctr Supervisor Comm Ctr Operations Supervisor Comm Ctr Events Coordinator Comm Ctr Operations Coordinator Executive Assistant Volunteer Coordinator Receptionist Event Rep/Operations Support Worker Operations Support Assistant Bartender Custodian Senior Services Supervisor Administrative Assistant Senior Services Activities Coordinator HDM/Special Programs Admin HDM Coordinator Senior Services Assistant Receptionist Senior Aide Authorized FTE The height of desert living. 323 Schedule of Authorized Positions Position – Title 2006-2007 Authorized FTE 2007-2008 Authorized FTE 2008-2009 Authorized FTE 2009-2010 Proposed FTE 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 0.00 1.00 0.00 1.00 0.00 1.00 1.00 6.00 Authorized FTE 11.00 10.00 10.00 10.00 Total Authorized FTE 87.00 87.75 88.25 81.00 Street Department 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 The height of desert living. 324 Glossary The height of desert living. 325 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. The height of desert living. 326 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 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 infrastruc- The height of desert living. 327 ture 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 over $50,000 for the construction, purchase or renovation of Town facilities or property. Capital Improvement Plan/Infrastructure Improvement Plan(CIP/IIP) A multi year plan which identifies capital projects and equipment purchases, provides a planning schedule and identifies options for financing the plan. 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 A basis of accounting in which transactions are recognized only when cash amounts are increased or decreased. Comprehensive Annual Financial Report (CAFR) The annual financial report of the Town that encompasses all funds and component units of the government. 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. The height of desert living. 328 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. Depreciation A non-cash expense that reduces the value of an asset as a result of wear and tear. Division A grouping of related activities within a particular department (example, Senior Services is a division of Community Center). 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 equivalent to a 0.5 FTE. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. The height of desert living. 329 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. Governmental Funds Funds through which most governmental functions are typically financed. 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. Examples include roads, water lines, sewers, public buildings, and parks. Intergovernmental Revenue Federal and state grants and other forms of revenue (e.g. state sales tax, state income tax, gasoline tax, motor vehicle license). Impact Fees/Development Fees Fees charged to developers to cover, in whole or in part, the anticipated cost of improvements that will be necessary as a result of their development. 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, The height of desert living. 330 except for un-matured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. 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. Program Budget A program budget is a budget in which expenditures are based primarily on programs of work and secondarily on object. Rainy Day Fund Reserve created from the General Fund fund balance for the sole purpose of preparing for a catastrophic downturn in revenues. The height of desert living. 331 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 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. The height of desert living. 332 Working Capital Working capital is a financial metric which represents the operating liquidity that is available to the Town Undesignated Fund Balance That portion of fund balance that has not been designated for some future project or use. Monies in the undesignated fund balance are not in the budget and have, therefore, not been appropriated for expenditure. The height of desert living. 333 Town of Fountain Hills 16705 E Avenue of the Fountain Fountain Hills, Arizona 85268 480-816-5100 The height of desert living. 334