To wno f Gi l b e r t Annua lBudg e t 2 0 0 7 2 0 0 8 Ad o pt e dJ ul y1 0 , 20 0 7 Table of Contents INSTRUCTIONS FOR NAVIGATING IN ANNUAL BUDGET PDF FILES ¾ Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section. ¾ If a “+” sign is at the left of a bookmark, click on the “+” to bring up subheadings. ¾ All pages are linked to the Table of Contents. To jump to a specific page or subsection from the Table of Contents, put the pointer finger on the title or page number within and click the mouse. ¾ Click the “Table of Contents” text located in the top right hand corner of any page or click the Table of contents bookmark on the left. Table of Contents INTRODUCTORY SECTION SUPPORT SERVICES Budget Message .....................................i Support Services Summary................ 67 Guide to the Budget Document ............1 Facilities Maintenance......................... 69 Distinguished Budget Award................4 Finance ................................................. 71 Key Officials and Staff...........................5 Technology Services........................... 73 Organization Charts...............................6 Personnel ............................................. 75 Corporate Vision, Mission, Values .......8 LEGAL AND COURT Strategic Goals.......................................9 Legal and Court Summary .................. 77 General Plan Vision .............................11 General Counsel .................................. 79 Continuous Quality Improvement Prosecutor............................................ 81 Model.....................................................12 Municipal Court.................................... 83 Community with Character .................13 DEVELOPMENT SERVICES Gilbert Facts .........................................14 Development Services Summary ....... 85 Fund Structure .....................................17 Permit and Plan Review Services ...... 87 Budget Process....................................19 Inspection and Compliance Services 89 Budget Calendar ..................................21 Planning and Development................. 91 Financial Policies.................................23 Business Development ....................... 93 FINANCIAL OVERVIEW POLICE DEPARTMENT Source and Use of Funds....................25 Police Department Summary.............. 95 Fund Balances .....................................26 Professional Standards....................... 97 Budget Summary .................................28 Patrol Services..................................... 99 Personnel Summary ............................29 Support Services ............................... 101 Revenue Summary...............................30 Counseling Services ......................... 103 Revenue Detail .....................................31 Investigations..................................... 105 Expense Summary...............................37 Tactical Operations ........................... 107 Expense Detail .....................................38 FIRE DEPARTMENT Revenue Sources.................................47 Fire Department Summary................ 109 Property Tax Rates ..............................55 Fire Operations .................................. 111 GENERAL FUND General Fund Summary ......................57 MANAGEMENT AND POLICY Fire Prevention................................... 113 PUBLIC WORKS Public Works Summary..................... 115 Management and Policy Summary.....59 Public Works Administration............ 117 Mayor and Council...............................61 Mosquito Control ............................... 119 Town Manager......................................63 Utility Locates .................................... 121 Town Clerk............................................65 Table of Contents COMMUNITY SERVICES STREET FUND Community Services Summary ........123 Street Fund Summary ....................... 169 Parks and Open Space ......................125 Street Maintenance............................ 171 Aquatics..............................................127 Traffic Control .................................... 173 Recreation Centers ............................129 Right of Way Maintenance ................ 175 Recreation Programs.........................131 Culture and Arts.................................133 OTHER GENERAL FUND INTERNAL SERVICE FUNDS Internal Service Funds Summary..... 177 Fleet Maintenance.............................. 179 Other General Fund Summary..........135 Copy Services .................................... 181 Contracted Services ..........................135 Health Self Insurance ........................ 183 Social Services...................................135 Transportation....................................136 ENTERPRISE FUNDS Enterprise Funds Summary ..............139 WATER SPECIAL REVENUE Special Revenue Funds Summary ... 185 Redevelopment .................................. 187 CDBG/HOME ...................................... 189 System Development Fees ............... 191 Water Summary..................................141 Grants ................................................. 193 Water Conservation ...........................143 Riparian Program............................... 195 Water Production ...............................145 Special Districts................................. 197 Water Distribution..............................147 Other Agency ..................................... 199 Water Metering ...................................149 WASTEWATER Wastewater Summary........................151 Wastewater Collection.......................153 REPLACEMENT FUNDS Replacement Funds Summary ......... 201 Replacement Funds Detail................ 202 CAPITAL IMPROVEMENTS Wastewater Plant Operations ...........155 Capital Improvements Summary...... 205 Wastewater Reclaimed ......................157 Capital Improvement Listing ............ 207 Wastewater Quality............................159 Capital Improvement Descriptions .. 210 SOLID WASTE DEBT SERVICE Solid Waste Summary .......................161 Debt Service Summary...................... 219 Solid Waste Residential ....................163 Debt Service Detail ............................ 220 Solid Waste Commercial ...................165 IRRIGATION Irrigation Summary ............................167 APPENDIX Personnel Detail................................. 225 Capital Outlay..................................... 250 Glossary/Acronyms........................... 254 Table of Contents Introductory Section __________________________________ Budget Message Guide to the Budget Document Distinguished Budget Award Key Officials and Staff Organizational Charts Corporate Vision, Mission, Values Strategic Goals General Plan Vision Continuous Quality Improvement Model Community with Character Gilbert Facts Fund Structure Budget Process Budget Calendar Financial Policies Table of Contents Budget Message July 10, 2007 Honorable Mayor, Councilmembers and the Gilbert Community: I respectfully transmit the budget for Gilbert for the July 1, 2007 to June 30, 2008 fiscal year, as required by the Code of Gilbert for your final approval. This represents the annual financial plan and allocation of public resources for the coming year. The adopted expenditure budget totals approximately $885.3 million which includes $263.7 million (30%) for operating budgets and $380.1 million (43%) for capital projects. The budget increases staff by 88.72 net full time equivalent positions when compared to FY07 adopted budget. The largest increases are 19.00 positions in Police, 19.25 in Fire, 12.00 in Prosecutor and Court, and 11.95 in the Enterprise funds of Water, Wastewater, and Solid Waste, and in general all related to the continuing growth in the community. Over 40% of staffing increases are in Public Safety, recognizing Gilbert’s continued commitment toward maintaining its established public safety service standards. ECONOMIC ENVIRONMENT AND ASSUMPTIONS The budget forecast assumes the continuation of a moderate growth rate (combined for residential and non-residential development) for the foreseeable future. While Gilbert has experienced accelerated growth in residential development over the last several years, this budget is based upon slightly less than the historical conservative average anticipating 250 new single family residential homes/700 new residents per month. Overall, recent development activity has seen significant increases in activity based upon accelerated non-residential development associated with the accelerated development of Gilbert’s commercial centers. While Gilbert’s local development activity is on the increase, however, state and regional forecasts are lagging. Arizona’s Economy, July 2007, published by the ASU Eller College of Management, states “The nation’s economy slowed sharply as last year came to an end and real GDP grew by only 0.6% during the first quarter. Arizona’s economy lost steam as well, due to the drag from reduced construction activity and subdued spending by consumers. Employment growth is slowing and construction jobs have started falling. The homebuilding industry remains in recession, with no prospect for improvement in the near term. Look for Arizona's economy to grow at the slowest pace since the 2001 recession, but there is a large risk of recession before year end. We may be in one already!” The development of major retail centers are underway following the opening of the Santan Loop 202 Freeway in June of 2006. The two Vestar Power Centers that showcase over 1.4 million square feet in combined retail space at the eastern and western freeway gateways have been open for nearly two years and are continuing to expand both retail outlets and sales volume. Westcor Development Partners has also begun the construction of a regional mall which will be opening within the next 6 months. This is in addition to the SanTan Marketplace Power Center which already includes a Super Walmart, Costco, Sam’s Club (currently under construction) and several power center stores. Work continues on the development of Gilbert’s first retail auto complex, Gilbert Santan Motorplex, a 128 acre site, which featured the opening of its first dealership, Santan Ford in the spring of 2007. Each of these sales tax generating businesses have been anticipated and are essential in maintaining the established service levels in Gilbert. -i- Table of Contents Budget Message More critically, in the coming three to five year period, we anticipate the development and opening of over 5 million square feet of non-residential uses, added to continued residential development. Explosive commercial development is a new component to the service demands previously experienced in the community, and this budget, along with our five year financial plan, attempts to balance the available continuing resources with the short and long term service needs of the community. Local sales tax is anticipated to support approximately 43.4% of General Fund expenditures. Local sales tax is forecast to be generated from 46% retail, 27% construction, and all other sources at 27%. The five-year financial plan anticipates that sales tax generated from the retail sector will continue to grow and provided significant support to General Fund expenses, and replace the eventually declining construction sales tax revenue as we approach build out in fifteen years. Single-family residential construction has historically been the significant driver of service workload. Recently the residential workload, however, has moderated as a result of changes in the local and regional housing market. Increasing numbers of non-residential projects are generating sufficient activity and financial resources to allow us to forecast and maintain historical revenue trends. The work plan for FY08 includes, on average, 250 single-family permits per month with increasing demands from non-residential development activity. Gilbert issued 2,860 single-family residential permits in FY07. Total permit value of all new residential and commercial construction in FY07, was $831.0 million, compared to $982.0 million in FY06. Population growth continues to be a major factor in planning for services. The growth in Gilbert’s population has historically outpaced that of many communities in Arizona. Because state shared revenues are based upon Gilbert’s population as a percent of the whole of the state of Arizona it is essential that the populations are as up to date as possible. In September of 2005, the US Department of Census established through a special census, that Gilbert’s population was 173,072. The Special Census also allowed for the reallocation of state shared revenues beginning in FY07 based upon the revised population, not the 2000 population of 109,697. While retail opportunities in Gilbert continue to improve, there has been and continues to be an imbalance between current sales tax revenue and the ability to increase staffing levels necessary to meet all current service demands. It is anticipated that Gilbert’s population will be approaching 208,000 by completion of FY08. BUDGET PROCESS The Code of Gilbert requires the Manager to develop and present an annual budget to the Council. The budget is developed using a shared leadership collaborative process. The Management Team, consisting of the Manager’s staff and Department Directors, reviews the financial projections and budget requests given the boundaries and priorities established by the Council. A balanced preliminary budget is then presented to the Council for consideration and approval. Gilbert continues a long-term decision making process which recognizes the consequences of funding decisions over a five year time frame, and matches decisions within forecast resources. While budgets are adopted in an annual format, the consequences of funding additional personnel or capital projects are incorporated and evaluated in the long term planning model, not just the annual budget balancing review. - ii - Table of Contents Budget Message This annual financial plan includes the continued implementation of the service standards established by the Council for Police, Fire, and Parks and Recreation, with achievement and maintenance of a minimum staffing of 1.1 police sworn personnel per thousand population through FY09, and maintaining a 4.0 minute response time for the Fire Department. Parks and Recreation service standards include an operational transition from the traditional service model of design-build-own of facilities to one which recognizes the presence of private facilities and service providers which can be utilized to meet the community leisure time needs in a partner-focused relationship. The following general budget boundaries were applied in the FY08 budget process: ¾ Maintenance of existing service response levels in development services areas; ¾ Base budgets were generally prepared through the use of a resource constrained model, meaning that budgets were to be prepared within currently allocated resources, rather than automatically trying to maintain service responses that would require additional resources; ¾ No change in property tax ($1.15 per $100); ¾ No change in sales tax rate (1.5%); ¾ Travel, training, and other discretionary expenses were focused on mission critical activities; ¾ Departments were requested to review operations and institute process efficiencies, cost cutting programs, and revenue enhancement opportunities; ¾ Maintenance of an undesignated fund balance of 10% for General Fund operating expenditures; ¾ Equipment Replacement Funds for the General, Water, Wastewater, Streets and Solid Waste Funds are fully funded; ¾ Infrastructure Repair and Replacement Funds for Water and Wastewater facilities are funded based upon the current annual depreciated value of the respective systems; ¾ The General Fund budget includes continued staffing increases in Public Safety in order to maintain the aforementioned standards; ¾ Development Services fees/Building Permit fees projected at $12.0 million, based on anticipated residential and non-residential development activity; ¾ Street operations include an allocation of $7.7 million for continued street maintenance activities; ¾ Water operations include a rate increase to recover operating costs and maintenance of a long term repair and replacement fund; ¾ Wastewater operations include a rate increase to recover operating costs and maintenance of a long term repair and replacement fund; ¾ Residential Solid Waste Operations include a rate increase to recover operating costs and maintenance of a long term repair and replacement fund. The Management Team met and finalized the budget recommendation. The Council reviewed the recommendation and suggested changes. This budget represents a consensus document developed by the Management Team and approved by Council. - iii - Table of Contents Budget Message REVENUES The sources of funds reflected in the budget totals $793.3 million, the major components of which are reflected in the table below: Actual FY 2006 Budget FY 2007 Projected FY 2007 $ 102,070,088 $ 115,731,880 $ 121,962,300 ENTERPRISE OPERATIONS 51,805,821 59,189,950 59,158,010 66,303,080 INTERNAL SERVICE 13,636,362 15,720,000 16,618,440 18,306,130 STREETS FUND 16,058,056 20,600,620 21,283,500 21,677,260 REPLACEMENT FUNDS 27,211,715 15,196,910 15,640,640 16,508,120 GENERAL FUND Budget FY 2008 $ 134,738,070 SPECIAL REVENUE FUNDS 84,711,658 65,800,930 76,236,860 72,188,180 CAPITAL IMPROVEMENTS 189,271,017 366,734,710 235,762,440 367,709,000 DEBT SERVICE 138,284,020 100,011,620 183,301,770 95,874,900 2,912 800 5,500 3,000 $ 623,051,649 $ 758,987,420 $ 729,969,460 TRUST ACCOUNTS GRAND TOTAL REVENUE CARRY OVER FUNDS TOTAL SOURCES $ 793,307,740 $ 277,389,505 $ 1,070,697,245 A brief description of the activities and changes in each area follows: General Fund General Fund revenues increased by $19.0 million or 16.4%. State shared revenue accounts for 31.5% of the increase with other major revenue increases in anticipated sales tax growth. Increases in state shared revenues are the result of both the implementation of the revised populations established through geographically updated population certification due to annexations and increases in the total funds available for state shared revenues due to the growth in receipts from the improved state economy. Enterprise Operations Gilbert operates Water, Wastewater, and Solid Waste services as enterprise operations. In these areas, the user fees and charges for service are structured to assure that all direct and indirect costs are recovered. Revenue growth in these funds is attributable to expanding customer bases and rate increases in the Water, Wastewater, and Residential Solid Waste Funds. Internal Services The Internal Service operations include Equipment Maintenance, Copy and Printing services and the Self Insured Health Fund. These funds are structured to recover 100% of the costs through charges to user departments. Streets Fund The Streets Fund is primarily reliant on stated shared gasoline tax and vehicle license tax revenues. These proceeds are estimated to increase from $19.4 million in FY07 to $19.9 million in FY08. The - iv - Table of Contents Budget Message increase is the result of increases in the total funds available for state shared revenues through the most recently adopted state budget. Special Revenue Special revenue includes Grant Funds, System Development Fees, as well as Special Districts. System Development Fee (SDF) revenues are planned to increase from $59.0 million in FY07 to $65.8 million in FY08, due to changes in development projections and increases in SDFs. Special Districts include secondary property tax receipts, through levies for the Street Light Improvement and Parkway Maintenance Improvement Districts. Those levies are established annually by separate Resolution of the Council to meet the maintenance and operating costs of those area specific districts. Capital Improvements This revenue includes General Obligation and Municipal Property Corporation bond proceeds, transfers from System Development Fees, and any grants and contributions for the construction of major public infrastructure. The most significant portion of these revenues are bond proceeds for street improvements, acquisition of park land, Public Safety Training Facility, as well as various water system improvement projects, with the largest project being the South Water Treatment Plant. Another major element of Capital Improvements is the reservation for Improvement Districts. This is budgeted on a contingency basis in the event a developer wishes to use this mechanism to construct public infrastructure for future development using this publicly financed improvement program. Once debt is issued for Improvement Districts it is reported under the Debt Service section of the budget and repaid through collection of special assessments against the benefited property owners. Debt Service The revenue in this area is primarily property taxes for the voter approved General Obligation bond debt repayment. It also includes transfer revenue from the Streets Fund for Highway User Revenue bond repayments, from the General Fund and System Development Fee Funds for Municipal Property Corporation bond repayments, and from Improvement District debt assessment collections. There is presently one improvement district repaid semi-annually from assessments to the benefited property owners. Trust Accounts The only account with planned revenues and expenditures is the Volunteer Fire Pension Fund, which relies on investment income to meet the needs of the remaining pensioner. The Financial Overview section provides additional information and detail on planned revenues. EXPENDITURES The adopted budget expenditures total $885.3 million. The budget includes $263.7 million to support daily operations and services; the remaining $621.6 million reflects expenditures for debt, capital projects, maintenance districts, grants, and trust accounts. The following table shows the breakdown of expenses by fund: -v- Table of Contents Budget Message GENERAL FUND Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 $ 103,412,984 $ 139,871,220 $ 125,506,587 $ 143,573,020 ENTERPRISE OPERATIONS 73,779,768 68,244,110 68,138,894 70,620,290 INTERNAL SERVICE 13,397,084 15,142,750 16,221,975 18,392,350 STREETS FUND 18,001,236 24,911,760 21,228,345 25,445,600 1,778,987 4,947,800 4,909,410 5,560,000 REPLACEMENT FUNDS SPECIAL REVENUE FUNDS 100,688,660 91,703,850 80,874,185 83,737,110 CAPITAL IMPROVEMENTS 188,574,375 369,730,290 235,434,060 380,117,430 DEBT SERVICE 115,177,965 150,983,550 141,610,120 157,882,650 2,500 $ 614,813,559 2,400 $ 865,537,730 $ 693,923,576 2,400 $ 885,330,850 TRUST ACCOUNTS GRAND TOTAL EXPENSES General Fund General Fund expenditures are planned to increase by $3.7 million over the FY07 Adopted Budget. Of this increase, $1.7 million is a result of personnel costs associated with staffing levels required to maintain established Police public safety service standards. Enterprise Operations Total expenditures of the Water, Wastewater and Solid Waste funds are expected to increase by approximately $2.4 million, based upon anticipated expenses to maintain service demands created by an expanding customer base. Internal Services Expenditure increases in this group of funds are primarily attributed to the ongoing costs of the Self Insured Health Fund. Gilbert’s Health Insurance Trustees recommended a 10% increase in contributions for FY08 to maintain current service and benefit levels. Equipment fund increases of $1.2 million due to increased fleet, improved internal operations, and fuel costs. Streets Fund Total expenses are budgeted at $25.4 million, an increase of $500,000 over FY07. The majority of the change is the result of increases in operating costs due to completion of capital projects, preventative maintenance increase due to additional roadways, and additional contracted services for street signage and roadway markings. Special Revenue The most significant area of expense is the transfers from the System Development Fee Funds to Capital Projects for pay for those capital projects. Capital Improvements Expenditures are budgeted to increase from $369.7 million in FY07 to $380.1 million in FY08. Capital Project expenditures, exclusive of transfers, include: - vi - Table of Contents Budget Message ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Scalloped Streets East – $11.4 million Power Road (Pecos and the Union Pacific Railroad) – $4.2 million Williams Field Road (between Union Pacific Railroad) – $15.3 million South Water Treatment Plant Raw Water Line – $24.3 million South Water Treatment Plant – $55.3 million Various Well, Reservoir and Pump Stations – $20.2 million Public Safety Training Facility – $18.1 million Park Land Acquisition – $11.8 million Special Events Center Land Acquisition – $10.5 million Debt Service These expenses are to repay principal, interest and related costs for debt issued by the community. This includes voter approved General Obligation Bonds, Municipal Property Corporation Bonds and Improvement District Bonds. New debt issues are anticipated in FY08 for the construction of various roadway improvements and land purchases within Gilbert. Trust Accounts These expenses relate to the payment of benefits to the remaining Volunteer Firefighter pensioner. There is a complete summary financial section which follows this Message. This additional level of explanation and further documentation of the performance in major programs follows in the detail section of this budget document. The Financial Overview section provides additional information and detail on expenditures. PERSONNEL Personnel services continue to represent a significant portion of the total operating budget. The compensation system baselines for Gilbert were established in 2002 with a comprehensive classification and compensation study. The compensation program was further modified by the establishment of a results based compensation program in FY04. Additional changes in FY06 included further improvements to the system to address wage compaction issues. In FY07, Gilbert’s compensation programs were modified to adjust supervisory range placements ensuring compensation over that of direct subordinate pay. Outside of maintaining the compensation programs that are in place, no additional modifications to the programs are considered in the FY08 Budget. The following table shows the total Full Time Equivalent breakdown by program area: - vii - Table of Contents Budget Message Budget FY 2007 GENERAL FUND Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services TOTAL GENERAL FUND ENTERPRISE OPERATIONS STREETS INTERNAL SERVICE OTHER SPECIAL REVENUE TOTAL TOWN POSITIONS 30.75 84.00 39.25 110.88 331.00 171.75 17.25 108.62 893.50 172.85 57.50 22.00 4.69 1150.54 Revised FY 2007 30.75 91.00 51.25 114.13 330.00 173.75 17.25 110.67 918.80 173.85 54.50 24.00 5.15 1176.30 Budget FY 2008 31.75 92.50 51.25 116.63 350.00 191.00 18.00 116.27 967.40 184.80 54.30 26.00 6.76 1239.26 % Change 3.3% 10.1% 30.6% 5.2% 5.7% 11.2% 4.3% 7.0% 8.3% 6.9% -5.6% 18.2% 44.1% 7.7% A detailed listing of positions and staffing levels by responsibility center and position is found in the Appendix of this document. The following bar chart shows the relationship of the number of employees per 1,000 residents over the past four years: FTE Per 1,000 Population 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 Actual FY2005 Actual FY2006 Budget FY2007 Projected FY2007 Budget FY2008 FUNDING CHALLENGES The continuing challenge is to balance one time revenues generated by growth with the continuing service demands that growth creates on an ongoing basis. Because retail sales tax revenues support such a significant portion of the budget, stability and expansion of this revenue source is a critical component of Gilbert’s future to serve as replacement for the one time construction tax sales receipts. The Council has been proactive in establishing System Development Fees to pay for infrastructure related to growth of the community. These fees, however, only pay for capital construction, not for ongoing operation and maintenance costs. - viii - Table of Contents -x- Table of Contents Guide to the Budget Document WHAT IS THE BUDGET? The budget sets forth a strategic resource allocation plan that is aligned with community goals, preferences and needs. The budget is a policy document, financial plan, operations guide and communication device. Through the budget, Gilbert demonstrates its accountability to its residents and customers. To provide the maximum accountability this section provides the reader with some basic understanding of the components of the budget document and what is included in each of these components. ORGANIZATION OF THE BUDGET DOCUMENT The budget document includes seven major areas: 1. The introduction which provides the Manager’s budget message along with overview information about Gilbert including the organization, vision, mission and values, strategic goals, Gilbert facts, fund structure, budget process and policy statements. 2. The financial overview illustrates the total financial picture of Gilbert, including projected fund balances, the sources and uses of funds and property tax information. 3. The operating fund tabs – General, Enterprise, Streets - include information on all Business Units within that Fund. Each Operating Fund section is organized in the same manner with a Business Unit page and a page for each Department within the Business Unit. 4. The non-operating fund tabs – Internal Service, Special Revenue and Replacement – include information at the fund level. 5. The Capital Improvement section includes information regarding the current year capital projects and the projected operating costs for the projects currently under construction. 6. The Debt section provides an overview of Gilbert’s types of debt issued, debt capacity and debt outstanding. 7. The appendix includes a detail listing of authorized positions, the approved capital outlay list and a glossary including acronyms. Manager’s Budget Message The Manager’s budget message is a transmittal letter introducing the budget. The message outlines the assumptions used in budget development such as economy, revenue constraints, and Council priorities. Also included is an overview of the budget development process, the major changes and challenges facing the organization. Financial Overview The financial overview begins with the total source and use graphics. These graphs illustrate which funds receive what percent of the revenue compared to what percent is spent by the same funds. The fund balance pages provide a look at the fund level of the starting balances, revenues, expenditures and projected ending fund balance. Gilbert balances the budget using all available resources which includes the anticipated beginning fund balance from the prior year. The revenue summary, revenue detail, expenditure summary and expenditure detail provide the reader with a total view of all sources and uses with an historic perspective from three years prior to the budget year. The revenue source section illustrates the major funding sources by type including assumptions, and anticipated future growth. -1- Table of Contents Guide to the Budget Document The property tax page includes all the property tax rates for each taxing jurisdiction within Gilbert. Gilbert includes three school districts so the taxes are shown for each of the school districts. Fund Tabs The first page in each Fund tab is an overview of the Fund(s) within that section including a brief explanation of the funds purpose and a summary financial outlook for the funds included. The next page is a business unit with a description of the Business Unit, the goals, an organization chart, performance measures and summary personnel and financial information. Following the Business Unit are the pages for the Departments within the Business Unit. For example, the Business Unit of Development Services includes Permit and Plan Review Services, Inspection and Compliance Services, Planning and Development, and Business Development. The Department summaries include the following components: Purpose Statement: The purpose statement explains why the Department exists and provides a list of services provided. Accomplishments: This section communicates success and describes what improvements and actions where completed during the prior fiscal year. Objectives: Objectives communicate what is going to be accomplished during the budget year with the resources available. The objectives align with the Business Unit goals and with the Strategic Goals of the entire organization. Budget Notes: Any noteworthy changes are explained in this section. Performance/Activity Measures: Gilbert strives for improvement in the area of measuring if what we do is the right thing at the right cost. Established standards are reported in Departments to ascertain if staff is meeting the standards set. Legal requirements are reported to insure our continue compliance with regulatory action. Cost per action is reported in Departments to monitor efficiency. Personnel by Activity: The total staffing by Division within the Department is shown for the prior three fiscal years and for the budget year. Expenses by Division: Total expenses by Division within the Department are shown for the prior three fiscal years and the budget year. The expenses include transfers out. Expenses by Category: The total for the Department is divided into the categories of personnel, supplies and contractual, capital outlay and transfers out to provide an overview of the allocation of resources by type. Operating Results: The operating results show the net of revenues less expenditures. This view provides the readers with an understanding of how much of the costs are supported by Department generated revenue and how much is supported by general revenues such as sales tax and state shared revenue. Graph: The graphs are unique to each Department in an effort to show a relevant efficiency measure. The expenses used in the graphs do not include transfers out. For graphs based on FTE, the total FTE for Gilbert is used unless stated otherwise. -2- Table of Contents Guide to the Budget Document Replacement Funds This area of the budget is dedicated to an explanation of Gilbert’s replacement funds. Replacement funds exist for each operating fund and an annual allocation is transferred from the operating fund to the replacement fund to ensure future financing capacity for replacement rolling stock, equipment and select infrastructure. Capital Improvements Each year Gilbert updates the Capital Improvement Plan and Program (CIP). This document describes all the known capital projects with a dollar value greater than $100,000. Each project must be approved by Council before the actual work commences. The projected current year transactions are included the budget document. This section also includes estimated operating costs. The CIP is an integral part of the budget process in that required funding transfers for proposed projects are included along with anticipated operating costs in the projections for funding capacity. Debt Gilbert issues debt to finance buildings, recreation facilities and infrastructure construction. The debt section explains the types of bonds issued, the legal criteria, debt limits and capacity, and outstanding debt. Appendix Personnel Detail: Every staff position is approved by the Council and is included in the personnel detail. Historic information is included for the prior three years. Capital Outlay: Items with a useful life greater than two years and a purchase price greater than $10,000 are individually approved and included in this section. Glossary/Acronyms: Many of the terms used in government are unique. In addition, the budget includes many different types of business areas. The unique terms are described in the glossary. If the reader has any questions regarding the document, please call 480-503-6868 or e-mail budget@ci.gilbert.az.us. -3- Table of Contents Distinguished Budget Award The Government Finance Officers Association of the United States and Canada presented an award for Distinguished Budget Presentation to the Town of Gilbert for its annual budget for the fiscal year beginning July 1, 2006. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to determine eligibility for another award. -4- Table of Contents Key Officials and Staff The Town was incorporated July 6, 1920 and operates under the Council-Manager form of government. Six council members are elected at large to four-year staggered terms. The Mayor is a member of the Council, directly elected by the voters for a four-year term. The Mayor is a chief executive officer of the Town and chairperson of the Council. The Town Manager is appointed by the Council to administer through nine department directors, three executive staff, and approximately 1,226 employees. MAYOR AND COUNCIL Mayor---------------------------------------------------------- Steven M. Berman Vice-Mayor -------------------------------------------------------------- Steve Urie Councilmember ----------------------------------------------------- Linda Abbott Councilmember ----------------------------------------------- David W. Crozier Councilmember ---------------------------------------------------- Joan Krueger Councilmember -----------------------------------------------------Les Presmyk Councilmember ---------------------------------------------Donald L. Skousen MANAGEMENT TEAM Town Manager --------------------------------------------------George A. Pettit Assistant Town Manager ---------------------------------- Marc A. Skocypec Assistant Town Manager -------------------------------------------- Tami Ryall Chief Technology Officer ------------------------------------- Shawn Woolley Community Services Director -------------------------------------------Vacant Town Prosecutor -----------------------------------------------------Lynn Arouh Police Chief ---------------------------------------------------------------Tim Dorn Fire Chief -------------------------------------------------------------Collin DeWitt Public Works Director --------------------------------------------- Lonnie Frost Support Services Director --------------------------------- Catherine Mitchell Development Services Director---------------------------------- Greg Tilque Presiding Judge---------------------------------------------- David Lee Phares Town Clerk -------------------------------------------- Catherine A. Templeton -5- Table of Contents Advisory Organizational Chart CITIZENS OF GILBERT MAYOR AND COUNCIL Town Clerk Town Manager Municipal Court Town Attorney ADVISORY BOARDS AND COMMISSIONS Arts Advisory Board Human Relations Commission Building and Construction Board of Appeals Industrial Development Authority Community Activities Board Mayor’s Youth Advisory Board Design Review Board Parks and Recreation Advisory Board Economic Development Advisory Board Planning Commission Fire Appeals Board Police Pension Board Fire Pension Board Public Facilities Municipal Property Corporation Gilbert Educational Access Governing Board Redevelopment Commission Health Insurance Trust Water Resources Municipal Property Corporation -6- Table of Contents Organizational Report Chart TOWN MANAGER Assistant Town Manager Assistant Town Manager Support Services Public Works Facilities Maintenance Streets Fleet Maintenance Enterprise Operations Finance Legal Technology Services Prosecutor Personnel Community Services Parks and Open Space Development Services Recreation Customer Service Culture and Arts Permit and Plan Review Program Support Inspection and Compliance Planning and Development Public Safety Business Development Police Fire -7- Table of Contents Corporate Vision, Mission, Values OUR CORPORATE VISION Our vision is for Gilbert employees to be recognized by all we serve and work with for being honest, caring individuals: ƒ ƒ ƒ ƒ ƒ ƒ who work hard and work smart; who are worthy of public trust and are worthy of the respect and trust of fellow employees; who provide prompt and courteous service on a cost effective basis; who are empowered to resolve problems quickly; who work in harmony with the goals and policies of their elected leaders and support the Community’s vision for the future; who do their best to satisfy every reasonable request for assistance, always striving for better ways to serve. OUR CORPORATE MISSION To provide superior municipal services which enhance quality of life, foster positive business relations, and maintain a safe environment in an atmosphere of fairness and trust. OUR CORPORATE VALUES Service Excellence We are committed to providing affordable, high quality municipal services which meet the reasonable needs of our customers. Protection We are committed to protect Gilbert’s quality of life and the individual rights of our residents. Fairness We will treat all people courteously and equitably. We will listen and ask questions until we understand. Our actions will be consistent with approved rules and policies, yet flexible and responsive to individuals whose reasonable needs can not otherwise be met. Trust We are committed to respond to the needs of our citizens in an honest, credible and timely manner. Innovation We are committed to meeting and exceeding community needs by fostering a spirit of creativity, resourcefulness and open-mindedness. Communication We will strive to ensure that all communications are dealt with honestly and fairly with a commitment to accuracy and timeliness. -8- Table of Contents Strategic Goals Gilbert continues to work toward organizational alignment from strategic goals all the way to individual performance standards. The goals and objectives included in the department information are the intermediate step and should tie directly to the strategic issues identified on these two pages. The Council reviews the Strategic Goals during the annual retreat. SUSTAINABILITY: To balance present and future aspirations within available resources. Strategic Elements: ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Support the maintenance of quality education and provide a wide array of educational opportunities Diversification of revenues Expanding opportunities for partnerships with schools, other public agencies, citizens and private sector Affordability of services and community amenities Infrastructure and municipal facilities maintenance Continuing to redefine the Town’s essential services Maintaining the community’s quality of long term life Focus on the need for a multi-modal transportation system to serve the citizens of the community COMMUNITY DEVELOPMENT: Managing growth in harmony with the community’s vision for the future while maintaining the present and protecting the Town’s heritage. Strategic Elements: ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Infrastructure planning and development to meet growth demands Economic development to ensure diversification and job creation Open space preservation to maintain a small town atmosphere Ensuring unique and quality community and architectural design of all buildings Providing community amenities and facilities Focusing efforts on downtown redevelopment Planning area incorporation Positioning Gilbert to proactively respond to regional/urban issues Providing adequate municipal facilities -9- Table of Contents Strategic Goals ORGANIZATIONAL EFFECTIVENESS: The ability to do the complete job by optimizing the use of resources. Strategic Elements: ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Staff development and training Provision of leadership and direction Appropriate organizational structure Adequate space allocation and public facilities Establishing service standards and expectations Providing quality customer service Promoting increased citizen involvement, education and communication Implementing the community vision and exceeding expectations Efficient use of technology and telecommunications Ensuring quality internal and external communications Continuation of CQI principals and values in all Town operations, which includes moving decisionmaking to the lowest possible level Education and practice with emergency disaster plans WE DEMONSTRATE ALIGNMENT TO STRATEGIC GOALS BY: ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Partnership with Gilbert and Chandler School Districts for construction of Aquatic Centers Partnership with Maricopa County for services in Library, Animal Control, Jail Construction of Big League Dream facility Continue funding street maintenance and repair to remain at a PCI of at least 80 Continue financing replacement fund all operating funds Implement Council sub-committees standards for Police and Fire Water conservation efforts hold the average per person use at 220 gallons per capita per day Create more than 150 new business leads Construction of a parking facility in Downtown Update annual Capital Improvement Plan and Program to outline capital improvement requirements and funding Continue redevelopment of Heritage District through development of Water Tower site Annual citizen survey Conversion to e-ticketing Active Continuous Quality Improvement steering committee to promote concepts and actions of CQI Active training program with more than 95 classes offered to staff Plan and execute flood, top off and a functional gateway drill emergency exercises - 10 - Table of Contents General Plan Vision The General Plan was revised in 2001 and the voters approved the revisions in November 6, 2001 as required by State law. The General Plan contains nine major elements. Eight of these elements have a vision statement, goals and policies to support the development of land use in Gilbert. Following are the elements and their related vision statements. Land Use Provide a sustainable mix of land uses that maintain the quality of life elements that make Gilbert a “Community of Excellence”, promote economic development and redevelopment at appropriate locations. Circulation Provide a safe, efficient, and aesthetically pleasing circulation network which considers all modes of vehicular and nonvehicular movement and does so in an environmentally sensitive manner. Parks, Open Space, Trails and Recreation The residents envision integrating the people and neighborhoods of Gilbert through beautiful, safe, wellmaintained parks, open spaces, locally and regionally connected bike lanes, and multiple-use and equestrian paths and trails that reflect Gilbert’s heritage. Environmental Planning Available and secured resources are used and consumed in a manner that ensures a sustainable economy and quality of life. Public Facilities and Services Provide a high level of municipal services and facilities to properly serve the community in a manner that enhances quality of life, optimizes existing facilities, and provides for future needs. Encourage development/re-development of under utilized employment areas, enhance job opportunities, enhance tax base and create a healthy economy. Neighborhood Encourage a variety of housing options that provide the opportunity for affordable housing, preservation of existing housing stock, revitalization of mature neighborhoods. Economic Development Gilbert will become widely recognized as a globally competitive community that is a prime location for business and industry. Community Design Provide the development community and the citizens of Gilbert with guidelines and assistance to develop Gilbert as a “Community of Excellence” in new construction and redevelopment efforts. - 11 - Table of Contents Continuous Quality Improvement Continuous Quality Improvement ……It’s The Way We Do Business Through CQI we strive to make certain that our organization does things right by focusing on customers’ needs and expectations to define what the “right” things are and define what the standards are. Our values and key practices drive our ability to meet our customer needs and expectations. CQI is a process and a body of knowledge. The process, called Plan, Do, Check and Act (P-D-C-A), is a structured approach to problem-solving and planned change. The body of knowledge includes a specific set of tools, techniques, and key activities that will enable us to manage by fact. It also includes principles and philosophies that support planned change, either by individuals or stakeholder teams. This is our model. The foundation is the method. The cornerstones are our key practices. We are surrounded by our values. Gilbert celebrated the 10 year anniversary of CQI in the organization in fiscal year 2005. - 12 - Table of Contents Community with Character Our Purpose The purpose of Gilbert’s Community with Character (GCWC) is to advance the highest standard of citizenship necessary for creating a safer, more caring community. Our Vision as a Community With Character We see Gilbert, Arizona, being a place that people are proud to call home, a place where diverse families feel safe and care about their neighbors and the community in which they live. We see children learning from their community a consistent message about the cause and effect of good character. Teachers model the character traits and teach about role models of good character. They reward students for demonstrating positive character traits. The effect is a better more enjoyable learning environment for students to focus on the scholastic basics and life skills. We see the mayor, council, town employees, and other elected officials being exemplary role models and good stewards of the same character traits in the community decisions they make. The effect is an increased level of confidence and trust of our leaders by the people of our community. Help Build Gilbert’s Community With Character We see the police department teaching, demonstrating and rewarding citizens for the same character traits in their counseling work with youth and families. The effect is youth making healthier decisions and parents offering increased support that reduces recidivism. Citizens / Families Community Groups HOAs Town Staff Schools y bilit ss onsi e Resp orthin w t s u Tr Civic Groups NonProfits Police Businesses ect Resp Media We see our H.O.A.s and neighbors supporting each other and demonstrating the same character traits in all they do. The effect is people helping people to make our neighborhoods safe places to raise our families. Faith Communities ss rne Fai ship izen t i C ing Car We see businesses demonstrating and rewarding their employees and customers for the use of the same good character traits in their decisions. The effect is increased morale, increased productivity and increased revenue. We see families discussing and reinforcing the same character traits they learned at work and school in their home. The effect is a more supportive, encouraging and happy home. We see the media providing generous press coverage to highlight the character trait of the month and provide a spotlight on those people in our community as well as from history who are/have been exemplary role models of good character traits. The effect is a clearer picture and greater conscious awareness of what it looks like to be a person of good character. Together as citizens of Gilbert we unite and stand for the strong moral character that has made, and will continue to make, this nation great. We choose to be a Community With Character and embrace the “Six Pillars of Character” from SM CHARACTER COUNTS! - 13 - Table of Contents Gilbert Facts Gilbert Profile: Year Founded: Year Incorporated: 1891 1920 Planning Area: Elevation: 76 square miles 1,273 feet Annual average rainfall: Annual sunshine days: 7.66 inches 310 days Average Temperature (High/Low): January 67/45 July April 90/62 October 112/85 88/60 More information and statistics can be found at: www.ci.gilbert.az.us/econdev/profile - 14 - Table of Contents Gilbert Facts Demographics: Greater Phoenix Gilbert Median Household Income: Average Household Size: Average Family Size: $ 76,171 $ 48,711 3.26 2.71 3.58 3.32 High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 17.1% 29.0% 9.8% 26.2% 13.3% 24.2% 24.6% 8.3% 17.8% 9.5% High School Graduate or Greater: Bachelor's Degree or Higher: 95.3% 39.5% 84.4% 27.3% ƒ ƒ 11.5% of residents are age 55 and above ƒ Median age of Gilbert residents is 31.3 years while the median age for Greater Phoenix is 33.4 ƒ Gilbert was ranked number 16 on Money Magazine’s 100 best places to live in America 186,860 200,000 160,000 Population in 1970 was 1,971 ƒ One-third of the population is 19 years and younger Population Growth Was named the Fastest Growing Community of 100,000 or greater in 2002 by the U.S. Census Bureau ƒ ƒ 109,697 120,000 The anticipated population at build out is in excess of 330,000 59,338 80,000 29,188 ƒ 40,000 Population increased 276% in the decade of the 1990’s and continues to climb 5,717 1,971 0 1970 1980 1990 1995 2000 2006 Gilbert Ethnic Make-up Age Distribution White 0.4% Other 0.1% Asian 3.3% Two or more Races 2.3% 84.7% 11.4 27.0 50.1 9.6 1.9 African American 4.8% American Indian/Alaska Native 4.4% Gilbert: Under 5 5-19 20-54 55-74 Over 75 Native Hawaiian/Pacific Islander - 15 - Greater Phoenix: Under 5 8.3 5-19 21.8 20-54 49.7 55-74 15.3 Over 75 4.9 Table of Contents Gilbert Facts Economic Information: ƒ Major Employers There are over 35,800 non-home based jobs in Gilbert ƒ Residents hold approximately 34% of the nonhome based jobs ƒ There are more than 53,500 jobs in Gilbert with approximately 12,333 of these jobs being held by Gilbert residents ƒ The median household income is $76,171 Housing Starts Gilbert Unified School District Town of Gilbert B H Drywall GoDaddy.com Target General Dynamics C4 Systems Costco Wholesale Hunter Contracting Earnhardt's Gilbert Dodge Wal-Mart 5,000 1,239 1,100 700 660 607 550 500 480 470 ƒ The new home median value in 2005 was $272,800 ƒ The resale home median value in 2005 was $292,000 ƒ Over 250 building permits are issued per month on average ƒ Average rent for a one bedroom unit is $608, two bedrooms average $828 6,000 5,000 Employees 4,000 3,000 2,000 1,000 0 1999 2000 2001 2002 2003 ƒ In the next decade, Gilbert will welcome approximately 10 million square feet of new retail space ƒ For 2005 through 2010, development trends call for an additional 2.9 million square feet of new industrial development and 2.5 million square feet of new office development 2004 2005 2006 2006 Gilbert Civilian Labor Force = 74,428 2.0% 98.0% Employed 72,913 Unemployed 1,515 Source: Gilbert Arizona Community Profile 07 www.ci.gilbert.az.us/econdev/profile - 16 - Table of Contents Fund Structure The financial accounts for Gilbert are organized on the basis of funds or account groups. In governmental accounting, a fund is a separate self-balancing set of accounts used to show operating results for a particular activity or activities. Funds are categorized into three classes: governmental, proprietary or fiduciary. Different Fund types are found within each of these three classes. revenue is used for expenditures that create and maintain affordable housing within the Town. GOVERNMENTAL FUNDS General Fund – The general fund accounts for the resources and uses of various Gilbert departments. A majority of the daily operating activity is recorded in this fund. Police, Fire, Development Services, Community Services, Personnel, Technology Services are all examples of activity in the General Fund. Governmental accounting requires the General Fund be used for all financial resources except those required to be accounted for in another fund. ¾ Grants The Town accounts for grant revenue and the related expenditures in a separate fund. The entire expense is included in this fund and any amount not supported by grant revenue is transferred from another fund. ¾ Other Special Revenue Other special projects are accounted for in this group of funds. The activity extends beyond one fiscal year and is for a specific event. An example would be the activity related to the Riparian Preserve. Special Revenue Funds – These funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose. ¾ System Development Fees This set of funds segregates the revenue to pay for growth related capital projects. The revenue is transferred, as needed, to Capital Projects funds to pay for eligible projects or to Debt Funds to repay debt issued for growth-related construction. ¾ Highway User Revenue Fund All street operating costs eligible for state highway revenues are included in this fund. Revenues are derived from State shared fuel tax, vehicle license tax, local transportation assistance fund and other street-related fees. ¾ Maintenance Improvement Districts Arizona Statutes provide that improvement districts can be established to pay for streetlights and parkway improvements. Gilbert established two funds for these districts. Revenue is received from benefited property owners. ¾ Equipment Replacement Funds General Fund, Street Fund, Fleet Fund, and Solid Waste operations provide for replacement of equipment and vehicles through a yearly charge to each cost center. Water and Wastewater Funds provide for replacement of equipment, vehicles, and infrastructure. Capital Project Funds – These funds account for revenue received and expenses related to infrastructure improvements such as streets, water, wastewater, and parks. Revenue is received from system development fees, bond proceeds, and other sources. ¾ Community Development Block Grant This fund accounts for all federal CDBG revenue. The revenue is used for expenditures that create a more viable community, such as downtown renovation and social services. Debt Service Funds – The short and long-term payment of principal and interest on borrowed funds is accounted for in these funds. ¾ HOME Fund This fund accounts for Federal Home Investment Partnership revenue. The - 17 - Table of Contents Fund Structure The account structure hierarchy is: Special Assessment Funds – Special levies are collected against property that benefits from a capital improvement district improvement. There are presently three districts. Î Fund Î Cost Center Î Object Code PROPRIETARY FUNDS The cost center is further divided into separate object codes to identify the particular revenue or expenditures type. For example, within Police Patrol - Canine there is an object code for fuel that accumulates the costs paid for fuel during that fiscal year. Enterprise Funds – These are funds in which the services provided are financed and operated similarly to those of a private business. User fees are established and revised as needed to ensure that revenues are adequate to meet all necessary expenditures. Gilbert has enterprise funds for water, wastewater, irrigation and solid waste operations. Expense object codes are segregated by the following categories: ¾ ¾ ¾ ¾ ¾ Internal Service Funds – Gilbert has three Internal Service Funds; one for fleet maintenance, one for printing service and one for health self insurance. The Internal Service Funds are used to provide service to other departments and to recover the cost of that service. The use of these funds provides a more complete picture of the cost to provide a service because more of the total costs are included in the cost center using the service. Personnel Services Contractual and Other Capital Outlay Debt and Depreciation Transfers Revenue object codes are also segregated based on the first two numbers in the code. This segregation provides the ability to summarize expenditure information by major category. FIDUCIARY FUNDS The chart of accounts structure provides distinguishing characteristics for each portion of the account. For example, the Street Fund, Pavement Marking, Salary and Wages would be account: 120100.41060301.5001 Trust and Agency Funds – This fund type is for assets held by the Town in a trustee capacity or as an agent for individuals, private organizations, other governmental units or other funds. Use of these funds facilitates discharge of responsibilities placed upon the governmental unit by virtue of law or other similar authority. Streets Full Time Salary Public Works, Streets, Traffic Control, Pavement ACCOUNT STRUCTURE A number of accounts are found within each fund. A fund is divided first into cost centers that include Business Units, Departments, Divisions and activities that relate to a functional area such as Police Patrol – Canine. Within each cost center are object codes that tell what a particular transaction is for. - 18 - Table of Contents Budget Process The expenditure limit base approved by the voters must be used in determining Gilbert’s expenditure limit until a new base is adopted. The expenditure limit is $259,073,019. Some of the specific items excluded from the expenditure limit include: revenue from bond sales, revenues received for interest, trust and agency accounts, federal grants, and amounts accumulated for the purchase of land, buildings, or improvements if the voters approved. BUDGET DEVELOPMENT The budget process begins with revenue projections. Gilbert using a resource constrained budget development process. The Council determines the priorities for the year and then staff develops the best possible budget that incorporates Council priorities and fits within the resources available. Council set the following boundaries for budget preparation: BUDGET AMENDMENTS ¾ No change in sales or property tax rate ¾ Continue implementation of Fire subcommittee recommendations ¾ Continue implementation of Police subcommittee recommendations ¾ Continue implementation of Parks and Recreation sub-committee recommendations ¾ Allow for a 3% market range adjustment and a 5% pay for performance adjustment ¾ Continue construction of buildings and infrastructure to meet needs of population Under Arizona Statutes, the budget cannot increase once the Council adopts the preliminary budget. Transfers between budget line items are submitted throughout the year to align the budget with actual experience and requirements. This provides a more refined picture of what the base should be for the next budget year. The Town budgets for contingencies in the following funds: ¾ ¾ ¾ ¾ ¾ ¾ The major steps in preparation of the budget were: ¾ Update FY 2007 projections and five year projections for operating funds ¾ Council input of boundaries and priorities ¾ Preparation of budget with input from staff ¾ Present draft to Council ¾ Council review and adoption General Streets Water Wastewater Solid Waste – Residential Solid Waste - Commercial The Council must approve all budget transfers from contingency. The contingency account is used for emergency or unforeseen actions. The Budget Calendar page depicts the timing in more detail. BUDGET CARRYFORWARD STATE EXPENDITURE LIMIT The State of Arizona sets a limit on the expenditures of local jurisdictions. State Statute sets the limits unless otherwise approved by the voters. The Town of Gilbert received voter approval to increase this limit because of the population growth rate. Gilbert must budget at or below this limit. If completion of a project or acquisition is not expected during a fiscal year, the amount must be included in the budget for the following fiscal year and balanced along with other requests. - 19 - Table of Contents Budget Process BUDGET BASIS The budget is prepared on a basis generally consistent with Generally Accepted Accounting Principles (GAAP). The Town’s Governmental Funds consist of the General Fund, Special Revenue Funds, Debt Service Funds and Capital Project Funds. Governmental fund type budgets are developed using the modified accrual basis of accounting. The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: Under the modified accrual basis revenues are estimated for the fiscal year if they are accrued (amounts can be determined and will be collected within the current period). Principal and interest on general long-term debt is budgeted as expenditures when due, whereas other expenditures are budgeted for based on the timing of receipt of the good or service. Proprietary Fund Budgets – Water, Wastewater, Solid Waste, Irrigation and Internal Service Funds - are adopted using the full accrual basis of accounting whereby revenue projections are developed recognizing revenues earned in the period. Expenditure estimates are developed for all expenses incurred during the fiscal year. - 20 - ¾ Certain revenues, expenditures, and transfers are not included in the budget, but are accrued and reported on the GAAP basis. An example is the increases or decreases in compensated absences are not included for budget purposes but are in the CAFR. ¾ Indirect administrative cost allocations to the Enterprise Funds are accounted for as transfers in or out on the budgetary basis, but are recorded as revenues and expenses for the CAFR. ¾ New capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR. ¾ Depreciation expense is not included in the budget, but is an expense in the CAFR. ¾ Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of longterm debt liability in the CAFR. ¾ Debt issue, discounts and premiums are considered expensed or earned in the year paid or received, not over the life of the bonds. ¾ Encumbrances are treated as expenses in the year the purchase is made for budget purposes. Table of Contents Budget Calendar Completion Date Action Responsible November 2006 17 Departments receive instruction to complete FY07 year end projections. Departments 6 Departments input year end projections Departments 19 Council adopts the CIP Council 1 Distribute forms for Departments (Police, Court, TS, Prosecutor, Fleet) to update model operating costs Budget 8 Estimate FY07 status, project revenue, update fintables, update five year plans Budget 10 Executive Team to determine priorities, goals, and identify constraints for FY08 Executive Team 19 Departments receive forms to complete goals objectives and performance measures Departments 23 Council reviews projections and determines boundaries and goals for FY08 Council 24 Enterprise, Streets, and Fleet funds receive forms to complete five year plans Departments 1 Departments receive forms to complete for FY08 budget requests Departments 6 Departments (Police, Court, TS, Prosecutor, Fleet) complete update of model operating costs Departments 8 Departments complete update of goals, objectives, measures Departments 19 Enterprise, Streets, and Fleet funds complete five year requests Departments 26 Departments complete FY08 budget requests Departments 12 Update financial tables with requests Budget 13 Primary Election 15 Receive assessors role certification County 15 Receive expenditure limitation figures State 15 Receive estimated State shared revenue figures League December 2006 January 2007 February 2007 March 2007 - 21 - Table of Contents Budget Calendar Action Completion Date Responsible March 2007 21 Executive Team Update Budget 30 Review Departmental requests in conference with goals and constraints identified Budget 4 Budget review and recommendations Executive Team 11 Distribute tuition reimbursement request forms Budget 11 Distribute FY07 Accomplishment form Budget 17 Adopt preliminary budgets for PKID and SLID Council 17 Council receives report for rate change and sets public hearing date Council 30 Tuition reimbursement requests due Departments 30 Submit FY07 accomplishments Departments April 2007 May 2007 15 General Election 22 Adopt preliminary property tax levy Council 22 Adopt preliminary budgets for PKID and SLID Council 22 Council hold public meeting and adopts rates Council 12 Prepare preliminary budget Budget 19 Adopt final budgets for PKID and SLID Council 19 Adopt preliminary budget Council 19 Adopt final property tax levy Council 28 Advertise budget information Budget June 2007 July 2007 1 New rates become effective 5 Advertise budget information Budget 10 Adopt final budget Council 1 Final budget document to printers Budget 15 Publish final budget document Budget August 2007 - 22 - Table of Contents Financial Policies State Debt Limit Growth The Arizona Constitution limits the outstanding bonded debt capacity to a certain percentage of Gilbert’s secondary assessed valuation based on the type of project to be constructed. Gilbert requires that to the extent possible, growth pay for itself. To that end, the Council adopted seven different system development fees and annually reviews growth related fees. The system development fees are detailed in the special revenue section. Additional fees related to building permits, engineering permits and planning are found in the Development Services section. There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Contingency Gilbert appropriates dollars in the major operating funds for emergency and unknown events. The amount of contingency is equal to 2.5% of the budget expenditures for General Fund and 5.0% of the budget expenditures for the Water, Wastewater, Street, and Solid Waste Funds. The Contingency is calculated excluding non-operating items such as capital project transfers and debt service payments. Debt Management Gilbert received voter authorization for $80 million in street capital projects in 2002. Before any new general obligation debt is issued under this approval umbrella, the annual principal and interest costs must be repaid within the property tax levy of $1.15/100 of secondary assessed valuation. The amount must also fall within the 6% of secondary assessed valuation allowed for street projects. Reserve Gilbert maintains a General Fund “rainy day” reserve of $14,400,000 which is the goal of 10% of total General Fund expenditures. An additional amount is included in the reserve annually to increase the balance. Gilbert annually reviews the status of outstanding and future potential debt in relation to capacity to defease, call or refund outstanding debt. Allowance for Unexpended Appropriations If at all possible Gilbert constructs infrastructure using the “pay as you go” method. The operating fund budgets include a 2% allowance for unexpended appropriations. This allowance is based on historical spending patterns and provides a more accurate picture of what the “bottom line” will be. Replacement Funding Separate funds exist for fleet replacement. Each cost center in the General, Street, Solid Waste and Fleet Maintenance Fund contributes for future replacement of vehicles. The contribution is based on the project replacement cost/anticipated useful life of the fleet. Revenue Gilbert strives to balance residential growth with commercial and industrial growth to stabilize the privilege tax revenue. User fees in Enterprise Fund operations are calculated to recover the entire cost of operations, including indirect costs, debt service, reserve for replacement and overhead costs. When a vehicle is replaced, it must be disposed of to avoid adding to the fleet inventory and to avoid unnecessary maintenance and operation costs. Replacement funds in Water and Wastewater provide future replacement of infrastructure and fleet. Gilbert avoids dependence on temporary revenue sources to fund recurring government services. - 23 - Table of Contents Financial Policies Gilbert does not use the property tax for operating expenditures. Financial Planning Gilbert adopts a Capital Improvement Plan and Program that plans for all improvements needed. Anticipated maintenance costs are included for all projects. The first five years of additional maintenance costs are combined with other data gathering techniques to project operating results for five years. This information is the basis for developing the next year budget. Gilbert is conservative in revenue estimates. Revenues resulting from possible changes in laws or ordinances are not included in revenue estimates. Investments Gilbert keeps all idle funds fully invested as authorized by State Statute. Five Year Forecasts Accounting, Auditing and Financial Reporting Policies Five year forecasts are updated annually for the following funds: An independent audit is performed annually. A request for proposal prepared every three years to procure services for the audit. ♦ ♦ ♦ ♦ ♦ ♦ Gilbert produces a Comprehensive Annual Financial report in accordance with generally accepted accounting principles (GAAP) as outlined by the Government Accounting Standards Board (GASB). General Street Water Wastewater Solid Waste – Residential Solid Waste - Commercial The forecasts are based on assumptions derived from boundaries set by the Council or Executive Team, economic indicators, capital projects anticipated in the Capital Improvement Plan and required rate increases to maintain break even or solvency. Gilbert strives to meet the guidelines and criteria necessary to receive the Government Finance Officer’s Association Certificate for Excellence in Financial Reporting. Gilbert has received the award annually since 1991. Purchasing Policy Gilbert’s purchasing policy is adopted by Ordinance. The Council must approve all purchases greater than $50,000. The purchasing ordinance was revised during FY 2007 and implementation of changes is underway. Changes include more formal documentation and bid requirements. The definition for purchase was revised to encompass the fiscal year for a similar or materially similar item - 24 - Table of Contents Financial Overview __________________________________ Source and Use of Funds Fund Balances Budget Summary Personnel Summary Revenue Summary Revenue Detail Expense Summary Expense Detail Revenue Sources Property Tax Rates Table of Contents Source and Use of Funds Replacement Funds 7.4% General Fund 16.1% Street Fund 2.6% Enterprise Funds 6.7% Capital Improvements 37.5% Special Revenue 9.6% Debt Service 20.1% The total source of funds for FY 2008 is approximately $1,070,700,000. This consists of new revenue and funds carried forward from the previous fiscal years. The revenue detail for each area is found within the budget document – either in the summary section or in the budget detail for that department. The graph above shows percentage of sources by major category, excluding Internal Service Funds. Replacement Funds 0.6% General Fund 16.6% Street Fund 2.9% Capital Improvements 43.9% Enterprise Funds 8.2% Special Revenue 9.6% Debt Service 18.2% The total use of funds for FY 2008 is approximately $885,300,000. The expenditure detail for each area is found within the budget document – either in the summary section or in the budget detail for that department. The graph above shows percent of expenditures by major category, excluding Internal Service Funds. - 25 - Table of Contents Fund Balances Starting Balance GENERAL FUND ENTERPRISE FUNDS Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation $ 34,567,239 Total Sources Revenue $ 134,738,070 $ Total Uses 169,305,309 $ 143,573,020 Ending Balance $ 25,732,289 (7,397,449) 11,492,470 1,172,784 (880,396) - 31,328,640 19,484,600 13,118,810 2,305,700 65,330 23,931,191 30,977,070 14,291,594 1,425,304 65,330 31,866,210 22,461,040 14,037,310 2,190,400 65,330 (7,935,019) 8,516,030 254,284 (765,096) - STREET FUND 6,033,196 21,677,260 27,710,456 25,445,600 2,264,856 INTERNAL SERVICE FUNDS Fleet Maintenance Copier and Printing Health Self-Insurance 51,722 161,466 2,106,776 7,022,430 385,000 10,898,700 7,074,152 546,466 13,005,476 7,073,950 340,000 10,978,400 202 206,466 2,027,076 105,067 150,000 255,067 150,460 104,607 13,708,004 2,534,821 22,401,215 16,598,675 4,739,059 1,198,705 78,402 4,510,820 1,444,130 4,587,990 4,352,900 1,352,320 185,750 74,210 18,218,824 3,978,951 26,989,205 20,951,575 6,091,379 1,384,455 152,612 3,141,000 262,000 315,000 52,000 1,540,000 250,000 - 15,077,824 3,716,951 26,674,205 20,899,575 4,551,379 1,134,455 152,612 $ 108,671,756 $ 257,682,660 366,354,416 $ 263,741,720 $ 102,612,696 REDEVELOPMENT REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund SUB TOTAL OPERATING FUNDS SPECIAL REVENUE FUNDS Solid Waste Container Water SDF Water Resource Fee Wastewater SDF Traffic Signal SDF Police SDF Fire SDF Parks and Recreation SDF General Government SDF Grants CDBG/HOME Riparian Street Light Districts Parkway Maintenance Districts Other Special Revenue CAPITAL PROJECTS FUNDS Improvement District Streets & Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space $ 308,061 33,868,570 25,807,665 (39,738,282) 1,191,172 6,208,881 (16,772,726) 9,767,052 2,979,426 3,104,789 87,233 229,398 (51,182) 290,962 1,198,682 353,000 17,975,000 4,850,000 16,628,000 3,881,000 3,303,000 4,285,000 10,997,000 3,553,000 1,520,000 933,830 354,170 1,303,940 717,560 1,383,680 661,061 51,843,570 30,657,665 (23,110,282) 5,072,172 9,511,881 (12,487,726) 20,764,052 6,532,426 4,624,789 1,021,063 583,568 1,252,758 1,008,522 2,582,362 400,000 28,506,370 173,640 20,371,840 4,120,000 3,845,000 4,727,570 10,800,260 4,703,010 1,098,450 933,830 349,920 1,262,980 920,120 1,373,660 261,061 23,337,200 30,484,025 (43,482,122) 952,172 5,666,881 (17,215,296) 9,963,792 1,829,416 3,526,339 87,233 233,648 (10,222) 88,402 1,208,702 16,452,811 107,050 3,342,004 (1,110,373) 7,618,964 (1,340,096) 312,387 10,413 99,144,030 45,749,850 3,860,000 5,585,110 28,184,220 132,282,360 8,703,660 315,000 43,884,770 99,144,030 62,202,661 3,967,050 8,927,114 27,073,847 139,901,324 7,363,564 627,387 43,895,183 99,144,030 55,013,990 3,861,140 8,729,270 28,181,510 132,278,840 8,703,420 314,950 43,890,280 7,188,671 105,910 197,844 (1,107,663) 7,622,484 (1,339,856) 312,437 4,903 - 26 - Table of Contents Fund Balances Starting Balance DEBT SERVICE FUNDS General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater TRUST AND AGENCY FUNDS TOTAL ALL FUNDS Revenue Total Sources Total Uses Ending Balance 11,013,318 337,563 8,366,115 93,405,860 1,611,696 42,049,870 131,000 25,071,000 16,282,000 12,341,030 53,063,188 468,563 33,437,115 109,687,860 13,952,726 35,990,180 355,580 30,071,000 79,124,860 12,341,030 17,073,008 112,983 3,366,115 30,563,000 1,611,696 110,336 3,000 113,336 2,400 110,936 $ 277,389,505 $ 793,307,740 $ 1,070,697,245 $ 885,330,850 $ 185,366,395 The Fund Balances table shows the estimated carry forward balance combined with new revenue and transfers from other funds to provide an available resources column. Total uses include expenses and transfers to other funds that subtract from the available resources. The ending balance is a projection based on estimated beginning balance plus an assumption of 100% revenue collection and 100% funds expended. Some of the funds indicate a planned deficit position during this fiscal year. Following is an explanation of the variance: • The Water Operating Fund has a planned deficit due to cash funding of capital projects. • The Commercial Solid Waste Fund has a planned deficit due to funding the Replacement of equipment at 100% in the SW Commercial Replacement Fund. The total of these two funds is a positive $369,359. • The Wastewater System Development Fee and Fire System Development Fee Funds have planned deficits due to cash funding of capital projects. Gilbert updates the System Development Fee model annually to determine long range cash balances in these funds. • The Municipal Facilities and Wastewater Capital Project Funds have negative balances due to timing of interfund transfers from Debt Funds. - 27 - Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2005 Actual FY 2006 Budget FY 2007 General Fund Enterprise Funds Street Fund Internal Service Funds Special Revenue Replacement Funds Capital Improvements Debt Service Trust Accounts 750.16 144.00 45.00 21.00 3.90 0.00 0.00 0.00 0.00 818.47 157.10 47.50 21.00 4.69 0.00 0.00 0.00 0.00 893.50 172.85 57.50 22.00 4.69 0.00 0.00 0.00 0.00 918.80 173.85 54.50 24.00 5.15 0.00 0.00 0.00 0.00 967.40 184.80 54.30 26.00 6.76 0.00 0.00 0.00 0.00 964.06 1,048.76 1,150.54 1,176.30 1,239.26 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 71,573,149 52,374,225 13,568,445 9,974,800 60,183,580 1,048,502 119,229,115 44,975,622 2,500 103,412,984 73,779,768 18,001,236 13,397,084 100,688,660 1,778,987 188,574,375 115,177,965 2,500 139,871,220 68,244,110 24,911,760 15,142,750 91,703,850 4,947,800 369,730,290 150,983,550 2,400 125,506,587 68,138,894 21,228,345 16,221,975 80,874,185 4,909,410 235,434,060 141,610,120 - 143,573,020 70,620,290 25,445,600 18,392,350 83,737,110 5,560,000 380,117,430 157,882,650 2,400 $372,929,938 $614,813,559 $ 865,537,730 $693,923,576 $ 885,330,850 EXPENSES BY CATEGORY Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 56,257,197 79,639,091 121,030,784 116,002,866 69,555,835 126,922,482 191,188,348 227,146,894 87,706,650 134,067,760 377,114,730 266,648,590 83,164,098 130,802,768 241,875,870 238,080,840 99,252,710 165,301,290 391,297,720 229,479,130 $372,929,938 $614,813,559 $ 865,537,730 $693,923,576 $ 885,330,850 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 437,783,879 372,929,938 623,051,649 614,813,559 Total Personnel EXPENSES BY ACTIVITY General Fund Enterprise Funds Street Fund Internal Service Funds Special Revenue Replacement Funds Capital Improvements Debt Service Trust Accounts Total Expenses Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 64,853,941 $ 8,238,090 - 28 - 758,987,420 865,537,730 Projected FY 2007 729,969,460 693,923,576 $(106,550,310) $ 36,045,884 Budget FY 2008 793,307,740 885,330,850 $ (92,023,110) Table of Contents Personnel Summary Actual Actual Budget Revised Budget FY 2005 FY 2006 FY 2007 FY 2007 FY 2008 GENERAL FUND Management and Policy Support Services Legal and Court Development Services Community Development Police Fire Public Works Community Services TOTAL GENERAL FUND 23.75 67.75 31.62 0.00 95.65 276.00 122.50 26.00 106.89 750.16 28.00 72.50 35.12 0.00 96.65 309.00 139.00 28.00 110.20 818.47 30.75 84.00 39.25 110.88 0.00 331.00 171.75 17.25 108.62 893.50 30.75 91.00 51.25 114.13 0.00 330.00 173.75 17.25 110.67 918.80 31.75 92.50 51.25 116.63 0.00 350.00 191.00 18.00 116.27 967.40 ENTERPRISE FUNDS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation ENTERPRISE FUNDS 60.00 26.00 51.96 5.54 0.50 144.00 63.50 30.00 56.96 6.14 0.50 157.10 69.00 33.00 62.91 7.44 0.50 172.85 69.00 33.00 62.91 8.44 0.50 173.85 72.00 35.00 68.66 8.44 0.70 184.80 STREETS FUND 45.00 47.50 57.50 54.50 54.30 INTERNAL SERVICE FUNDS 21.00 21.00 22.00 24.00 26.00 SPECIAL REVENUE FUNDS 3.69 4.69 4.69 5.15 6.76 963.85 1,048.76 1,150.54 1,176.30 1,239.26 TOTAL TOWN POSITIONS Personnel By Fund Enterprise Funds 14.9% Street Fund 4.4% General Fund 78.1% Internal Service Funds 2.1% Special Revenue Funds 0.5% - 29 - Table of Contents Revenue Summary Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 $ 66,312,846 1,491,548 3,305,678 176,699 12,396,991 1,902,103 1,288,146 1,087,783 1,866,092 455,138 90,283,024 76,924,054 1,964,300 3,320,051 208,395 11,434,511 2,723,429 804,419 1,466,295 2,120,753 518,881 585,000 $ 102,070,088 90,724,700 2,162,140 4,028,830 211,500 11,974,280 2,014,340 353,000 1,419,640 2,353,230 490,220 $ 115,731,880 96,483,370 1,664,560 3,654,350 196,600 12,488,880 2,857,840 473,870 1,173,890 2,277,840 691,100 $ 121,962,300 ENTERPRISE OPERATIONS: Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation TOTAL ENTERPRISE $ 26,019,959 13,002,654 8,923,456 1,576,799 40,356 49,563,224 $ 24,928,694 14,990,265 10,026,201 1,822,046 38,615 51,805,821 $ 28,528,000 17,096,200 11,585,000 1,930,900 49,850 59,189,950 STREETS $ 14,415,858 $ 16,058,056 $ INTERNAL SERVICES $ 11,176,927 $ 13,636,362 REDEVELOPMENT $ 34,014 $ 189,391 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS $ 1,596,773 196,353 7,796,002 4,622,645 785,860 103,752 10,031 15,111,416 $ 11,336,901 641,050 5,661,267 4,864,665 3,559,013 1,113,678 35,141 27,211,715 GENERAL FUND: Non-Allocated Management and Policy Support Services Legal and Court Development Services Community Development Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency TOTAL GENERAL FUND SUB TOTAL OPERATING FUNDS $ 180,584,463 SPECIAL REVENUE FUNDS: Development Fees Grants CDBG/HOME Riparian Programs Maintenance Districts Other Special Revenue TOTAL SPECIAL REVENUE Budget FY 2008 $ 108,277,980 2,353,900 3,899,530 226,500 11,995,240 3,029,310 486,000 1,291,220 2,445,700 732,690 134,738,070 $ 28,186,640 16,944,750 11,986,220 1,995,110 45,290 59,158,010 $ 31,328,640 19,484,600 13,118,810 2,305,700 65,330 66,303,080 20,600,620 $ 21,283,500 $ 21,677,260 $ 15,720,000 $ 16,618,440 $ 18,306,130 $ 83,000 $ 208,920 $ 150,000 $ 2,948,140 1,762,860 4,337,620 4,765,860 1,264,960 95,430 22,040 15,196,910 $ 2,989,380 1,819,880 4,484,430 4,863,320 1,349,180 101,220 33,230 15,640,640 $ 4,510,820 1,444,130 4,587,990 4,352,900 1,352,320 185,750 74,210 16,508,120 $ 257,682,660 $ 210,971,433 $ 226,522,360 $ 234,871,810 79,186,302 1,252,908 881,968 385,268 1,775,482 1,040,339 84,522,267 59,012,000 950,000 1,884,000 829,260 2,015,890 1,026,780 65,717,930 69,267,070 1,030,220 1,402,120 345,060 2,021,270 1,962,200 76,027,940 $ 65,825,000 1,520,000 933,830 354,170 2,021,500 1,383,680 72,038,180 $ 64,676,979 1,918,566 370,947 269,043 1,455,907 692,834 69,384,276 $ CAPITAL IMPROVEMENTS $ 97,802,693 $ 189,271,017 $ 366,734,710 $ 235,762,440 $ 367,709,000 DEBT SERVICE $ 90,011,779 $ 138,284,020 $ 100,011,620 $ 183,301,770 $ 95,874,900 TRUST ACCOUNTS $ 668 $ $ $ 5,500 $ 3,000 GRAND TOTAL REVENUE $ 437,783,879 $ 729,969,460 $ 793,307,740 CARRY OVER FUNDS $ 277,389,505 TOTAL RESOURCES $ 1,070,697,245 2,912 $ 623,051,649 - 30 - $ 800 $ 758,987,420 $ Table of Contents Revenue Detail GENERAL FUND Non-Allocated: Privilege License Tax Bed Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise State Shared Privilege License Tax Urban Revenue Sharing SRP in Lieu Investment Income Other Revenue Total Non-Allocated $ Management and Policy: Mayor and Council Boards and Commissions Town Manager Financial Planning Capital Project Coordination Town Clerk Total Management and Policy $ Development Services: Administration & Customer Service Permit & Plan Review Building Permit & Plan Review Fire Permit & Plan Review Engineering Budget FY 2007 42,737,169 1,150,488 269,413 291,389 10,162,364 10,084,177 378,782 744,496 428,166 48,868,514 1,368,693 286,449 355,789 12,088,197 11,485,210 372,682 1,635,049 463,471 51,250,000 1,336,000 309,000 264,000 16,561,100 19,623,600 400,000 660,000 321,000 66,312,846 $ 1,491,548 $ 3,305,678 76,924,054 $ 1,964,300 $ 3,320,051 176,699 $ - 208,395 - - 31 - $ 2,162,140 $ 186,000 850,180 1,443,410 216,660 510,420 542,800 190,840 42,180 46,340 $ 52,624 3,474 152,297 $ 90,724,700 Projected FY 2007 75,920 448,440 336,130 1,297,650 4,000 460 176,576 75 729,819 1,201,252 826,060 114,060 179,853 42,608 49,288 2,530 43,097 2,470 128,602 $ $ 131,422 39 406,645 327,666 1,023,511 75,017 329 161,326 616,539 1,178,999 1,084,910 176,796 44,247 42,532 Legal and Court: General Counsel Public Defender Town Prosecutor Municipal Court Total Legal and Court Actual FY 2006 61,892 228,003 295,575 902,000 4,078 Support Services: Facilities Maintenance Municipal Center Public Safety Center Heritage Annex Finance Utility Customer Service Technology Services Admin Communication Services Application Operations GIS Application and Support Personnel Training and Development Risk Management Total Support Services Actual FY 2005 4,028,830 211,500 178,000 4,611,000 678,000 3,400,000 55,004,710 1,201,200 338,000 488,500 17,286,000 19,623,000 400,000 1,865,000 276,960 62,256,000 1,225,200 344,800 498,000 17,700,220 24,477,760 750,000 705,000 321,000 96,483,370 $ 108,277,980 74,360 340,250 336,130 911,220 2,600 205,120 896,550 348,680 899,950 3,600 1,664,560 $ 183,000 806,880 1,374,450 100 202,940 793,700 188,630 48,880 55,770 $ 60,000 1,500 150,000 $ Budget FY 2008 3,654,350 22,000 949,970 1,563,810 54,900 147,880 243,780 603,570 203,900 49,390 60,330 $ 66,000 3,500 127,100 $ 196,600 182,000 5,276,500 873,600 4,541,590 2,353,900 3,899,530 58,000 3,500 165,000 $ 226,500 178,000 5,539,700 678,000 4,421,200 Table of Contents Revenue Detail Actual FY 2005 Permit & Plan Review Planning Inspection & Compliance Building Inspection & Compliance Fire Inspection & Compliance Engineering Inspection & Compliance Planning Inspection & Compliance Code Inspection & Compliance Backflow Planning and Development Total Development Services $ Community Development: Economic Development Admin Redevelopment Planning Building Inspection Code Compliance Backflow Prevention Development Services Development Engineering Traffic Engineering Total Community Development $ $ 12,396,991 $ 1,902,103 - $ 11,434,511 2,723,429 10,456 18,032 465,344 779,370 14,944 $ 1,288,146 $ $ - 32 - 804,419 $ - $ 2,014,340 $ 353,000 $ - $ 2,857,840 $ 473,870 443,930 2,011,770 128,360 52,410 48,870 44,630 299,340 - $ 6,570 6,100 449,300 5,100 6,800 $ 11,995,240 - 418,800 1,897,900 121,100 49,440 46,100 42,100 282,400 - 1,000 321,000 30,000 1,000 $ 12,488,880 1,100 210,240 967,000 - 344,020 1,198,920 125,660 49,440 40,000 40,000 216,300 - 751 41 2,602 794,530 4,075 2,420 $ 11,974,280 Budget FY 2008 169,580 68,830 43,910 77,530 1,570 189,340 1,064,430 - 10,480 430,167 3,528 1,370,709 126,605 48,300 39,860 452,720 25,136 215,468 456 $ Projected FY 2007 300,000 928,700 1,021,000 667,000 1,100 189,280 200 758 1,171,382 5,470,026 695 191,880 188,619 4,411,061 90 6 1,279 1,622,437 34,961 312 4 38,560 196,644 80 6,125 1,045 650 Fire Department: Administration Training Operations Prevention Education Investigation Emergency Operations Center Total Fire Department - Budget FY 2007 - 688 473,452 1,293,111 5,396,576 1,585 137,746 178,255 4,913,680 1,898 Police Department: Administration Office of Professional Standards Patrol Canine Traffic Court Support School Programs Records Communication Property Alarm Management Counseling General Investigations Special Investigations Crime Prevention ERU Unit Total Police Department Actual FY 2006 3,029,310 481,000 3,000 2,000 - $ 486,000 Table of Contents Revenue Detail Actual FY 2005 Public Works: Public Works Administration Field Operations Administration Utility Locates Total Public Works 260,589 479,145 348,049 $ Community Services: Administration Parks and Open Space Aquatics Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Wililams Field Pool Concessions Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Culture and Arts Total Community Services Actual FY 2006 1,087,783 305,068 672,731 488,496 $ 1,466,295 85 88,762 207,760 5,152 4,636 48,016 43,700 729,142 18,100 7,204 267,468 56,961 201,474 148,618 5,474 33,180 360 $ Other General Fund: Animal Control Incarceration Transportation 1,866,092 Budget FY 2007 962,450 457,190 $ 213 112,260 1,775 90,356 130,640 78,579 4,088 8,697 77,748 36,524 793,896 25,927 9,970 253,545 64,632 229,021 164,393 7,228 31,261 $ 2,120,753 1,996 416,658 36,484 Projected FY 2007 1,419,640 733,700 440,190 $ 120 86,000 152,250 148,600 89,250 8,000 10,000 49,060 45,450 844,000 155,000 6,500 300,000 60,000 216,000 150,000 6,000 27,000 $ 1,217 517,664 - 2,353,230 Budget FY 2008 1,173,890 810,910 480,310 $ 750 116,200 152,650 120,800 86,050 5,250 7,780 59,060 30,800 837,500 115,000 10,000 265,000 60,000 220,000 155,000 7,000 29,000 $ 2,000 488,220 - 2,277,840 1,291,220 750 133,050 113,650 109,300 86,050 50,130 50,130 60,980 187,860 44,800 963,000 165,000 10,000 60,000 220,000 155,000 7,000 29,000 - $ 2,000 689,100 - 2,445,700 2,120 730,570 - Total Other General Fund $ 455,138 $ 518,881 $ 490,220 $ 691,100 $ 732,690 Non-Operating $ - $ 585,000 $ - $ - $ - TOTAL GENERAL FUND $ 90,283,024 $ 102,070,088 $ 115,731,880 $ 121,962,300 $ 134,738,070 18,902,005 754,273 230,161 321,011 210,953 469,491 16,561 20,904,455 21,304,329 1,032,409 585,500 314,730 889,195 357,196 77,695 24,561,054 24,762,000 1,230,000 947,000 364,000 928,000 23,000 100,000 28,354,000 24,762,000 730,000 938,000 273,000 1,060,000 200,000 27,963,000 27,820,000 800,000 947,000 280,000 1,158,000 100,000 31,105,000 ENTERPRISE OPERATIONS WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency/Late Fee Investment Income Other Non-Allocated Total Non-Allocated - 33 - Table of Contents Revenue Detail Actual FY 2005 Production Plant Production Well Production Total Production Distribution Metering TOTAL WATER $ WASTEWATER Non-Allocated: Reuse/Recharge Water Use Charge Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated Total Non-Allocated Collection Plant Operations: Neely Treatment Facility Total Plant Operations Reclaimed: Effluent Re-Use Total Reclaimed Quality TOTAL WASTEWATER $ SOLID WASTE RESIDENTIAL Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated Total Non-Allocated Collections Uncontained Recycling TOTAL SOLID WASTE RESIDENTIAL $ SOLID WASTE COMMERCIAL Non-Allocated: Solid Waste Collection Other Non-Allocated Total Non-Allocated Administration Collections Rolloffs Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 5,112,010 605 5,112,615 320,640 320,640 174,000 174,000 173,640 173,640 173,640 173,640 2,886 214 - 5,000 - 3 46,786 - 45,000 50,000 26,019,959 $ 24,928,694 $ 28,528,000 $ 28,186,640 $ 31,328,640 307,336 948,833 10,800,743 313,749 193,006 12,563,667 416,466 1,172,430 12,357,531 610,434 404,929 14,961,790 667,200 1,366,000 14,347,000 414,000 272,000 17,066,200 619,800 1,404,420 14,274,460 345,070 272,000 16,915,750 1,083,000 1,563,100 15,887,500 472,000 449,000 19,454,600 65,669 950 - - - 344,655 344,655 - - - - 88 88 - - - - 28,575 27,525 30,000 29,000 30,000 13,002,654 $ 14,990,265 $ 17,096,200 $ 16,944,750 $ 19,484,600 8,406,471 97,993 90 8,504,554 9,184,892 63,437 31,667 9,279,996 10,432,000 25,000 5,000 10,462,000 10,681,440 43,970 10,725,410 11,803,000 25,000 11,828,000 146,810 208,611 189,000 225,000 200,000 15,575 17,776 - 24,600 24,600 256,517 519,818 934,000 1,011,210 1,066,210 8,923,456 $ 10,026,201 $ 11,585,000 $ 11,986,220 $ 13,118,810 30,000 30,000 1,528 4,058 5,586 - - - - 24,000 30,000 29,000 30,000 1,189,209 1,284,913 1,230,100 1,401,040 1,541,100 357,590 507,547 670,800 565,070 734,600 - 34 - Table of Contents Revenue Detail Actual FY 2005 TOTAL SOLID WASTE COMMERCIAL $ Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,576,799 $ 1,822,046 $ 1,930,900 $ 1,995,110 $ 2,305,700 IRRIGATION $ 40,356 $ 38,615 $ 49,850 $ 45,290 $ 65,330 TOTAL ENTERPRISE $ 49,563,224 $ 51,805,821 $ 59,189,950 $ 59,158,010 $ 66,303,080 STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated Street Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Total Street Maintenance Traffic Control: Street Signs Street Lighting Traffic Signal Maintenance Total Traffic Control Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance: Fleet Maintenance 7,975,941 778,000 5,158,710 173,916 112,005 14,198,572 8,782,895 818,025 5,459,439 320,495 72,534 15,453,388 12,009,660 853,480 7,477,000 145,000 25,000 20,510,140 12,009,700 853,500 7,477,000 278,300 25,000 20,643,500 12,325,430 849,380 7,656,450 181,000 25,000 21,037,260 1,090 153,961 155,051 50,000 485,892 47,344 583,236 50,000 50,000 50,000 500,000 550,000 50,000 500,000 550,000 1,086 36,845 21,894 59,825 1,048 14,935 4,704 20,687 40,000 480 40,480 80,000 10,000 90,000 80,000 10,000 90,000 460 1,950 2,410 745 745 - - - 14,415,858 $ 4,186,365 16,058,056 $ 5,291,949 20,600,620 $ 5,800,000 21,283,500 $ 6,186,800 21,677,260 7,022,430 Total Fleet Maintenance $ 4,186,365 $ 5,291,949 $ 5,800,000 $ 6,186,800 $ 7,022,430 Copy Services $ 183,286 $ 344,855 $ 300,000 $ 300,000 $ 385,000 Health Self-Insurance $ 6,807,276 $ 7,999,558 $ 9,620,000 $ 10,131,640 $ 10,898,700 TOTAL INTERNAL SERVICES $ 11,176,927 $ 13,636,362 $ 15,720,000 $ 16,618,440 $ 18,306,130 REDEVELOPMENT $ 34,014 $ 189,391 $ 83,000 $ 208,920 $ 150,000 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS 1,596,773 196,353 7,796,002 4,622,645 785,860 103,752 10,031 $ 15,111,416 11,336,901 641,050 5,661,267 4,864,665 3,559,013 1,113,678 35,141 $ 27,211,715 - 35 - 2,948,140 1,762,860 4,337,620 4,765,860 1,264,960 95,430 22,040 $ 15,196,910 2,989,380 1,819,880 4,484,430 4,863,320 1,349,180 101,220 33,230 $ 15,640,640 4,510,820 1,444,130 4,587,990 4,352,900 1,352,320 185,750 74,210 $ 16,508,120 Table of Contents Revenue Detail SUB TOTAL OPERATING FUNDS Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 $ 180,584,463 $ 210,971,433 $ 226,522,360 $ 234,871,810 $ 257,682,660 326,814 15,451,522 7,363,619 18,860,642 2,354 2,554,753 2,880,373 3,269,380 11,420,193 2,547,329 1,918,566 370,947 269,043 1,108,901 347,006 692,834 377,114 20,784,430 7,655,717 20,511,791 3,723,519 3,950,599 4,498,633 13,633,367 4,051,132 1,252,908 881,968 385,268 1,256,330 519,152 1,040,339 320,000 15,765,000 3,250,000 15,274,000 3,038,000 3,262,000 4,109,000 10,561,000 3,433,000 950,000 1,884,000 829,260 1,401,960 613,930 1,026,780 289,290 21,523,690 6,278,480 13,497,630 4,642,560 3,879,870 5,023,590 10,034,200 4,097,760 1,030,220 1,402,120 345,060 1,401,960 619,310 1,962,200 353,000 17,975,000 4,850,000 16,628,000 3,881,000 3,303,000 4,285,000 10,997,000 3,553,000 1,520,000 933,830 354,170 1,303,940 717,560 1,383,680 SPECIAL REVENUE FUNDS Solid Waste Container Water SDF Water Resource Fee Wastewater SDF Wastewater Plant Repair Traffic Signal SDF Police SDF Fire SDF Parks and Recreation SDF General Government SDF Grants CDBG/HOME Riparian Programs Street Light Districts Parkway Maintenance Districts Other Special Revenue TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Capital Funding Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks Recreation & Open Space TOTAL CAPITAL IMPROVEMENTS $ DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater 69,384,276 $ 84,522,267 $ 65,717,930 $ 76,027,940 $ 72,038,180 5,548 526 37,646,241 1,470,021 1,489,613 7,867,544 8,218,087 35,921,167 540,536 4,643,410 9,799 26,714,264 2,657,965 4,381,828 29,743,140 35,929,324 74,670,916 2,001,922 13,161,859 8,500 89,060,260 61,131,620 2,428,000 5,512,710 54,063,080 76,933,410 20,351,000 2,653,570 54,592,560 21,151,040 5,676,040 2,472,970 52,551,360 70,856,650 20,117,900 5,215,130 57,721,350 99,144,030 45,749,850 3,860,000 5,585,110 28,184,220 132,282,360 8,703,660 315,000 43,884,770 97,802,693 $ 189,271,017 $ 366,734,710 $ 235,762,440 $ 367,709,000 18,625,387 1,730,801 3,074,397 2,841,718 63,739,476 39,896,482 1,448,983 80,024,942 16,913,613 30,114,690 3,759,930 53,839,000 12,298,000 30,275,760 4,490,010 133,605,000 14,931,000 42,049,870 131,000 25,071,000 16,282,000 12,341,030 $ 138,284,020 $ 100,011,620 $ 183,301,770 $ 95,874,900 $ $ $ $ 3,000 TOTAL DEBT SERVICE $ 90,011,779 TRUST ACCOUNTS $ 668 GRAND TOTAL REVENUE $ 437,783,879 2,912 $ 623,051,649 - 36 - 800 $ 758,987,420 5,500 $ 729,969,460 $ 793,307,740 Table of Contents Expense Summary Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 GENERAL FUND: Management and Policy 3,432,303 4,309,630 5,423,550 4,834,693 5,802,250 Support Services 9,270,578 10,527,091 14,010,010 13,244,576 17,007,570 Legal and Court 3,020,821 3,673,905 4,511,510 4,655,088 5,269,840 20,493,740 Development Services - - 19,253,580 15,996,094 9,137,252 13,503,198 - - - Police 22,779,276 30,254,623 33,054,580 31,338,199 37,431,690 Fire 30,578,070 Community Development 11,029,430 20,078,568 33,964,720 24,601,209 Public Works 1,218,338 1,514,687 1,328,090 1,289,483 1,807,000 Community Services 8,082,616 9,603,658 15,968,860 17,088,975 18,717,040 Other General Fund 3,111,986 3,203,017 3,722,770 3,716,720 4,483,360 490,549 6,744,607 6,098,550 7,241,550 71,573,149 $ 103,412,984 2,535,000 $ 139,871,220 1,500,000 $ 125,506,587 2,800,000 $ 143,573,020 Water 26,358,522 39,145,064 34,627,950 34,450,275 31,866,210 Wastewater Non-Departmental Contingency TOTAL GENERAL FUND $ (817,540) ENTERPRISE OPERATIONS: 14,893,589 19,161,795 19,981,540 20,065,167 22,461,040 Solid Waste - Residential 9,648,198 12,653,533 11,720,380 11,716,028 14,037,310 Solid Waste - Commercial 1,433,560 2,780,761 1,864,430 1,862,134 2,190,400 Irrigation TOTAL ENTERPRISE $ 40,356 52,374,225 $ 38,615 73,779,768 $ 49,810 68,244,110 $ 45,290 68,138,894 $ 65,330 70,620,290 STREETS $ 13,568,445 $ 18,001,236 $ 24,911,760 $ 21,228,345 $ 25,445,600 INTERNAL SERVICES $ 9,974,800 $ 13,397,084 $ 15,142,750 $ 16,221,975 $ 18,392,350 REDEVELOPMENT $ 97,341 $ 115,712 $ 83,000 $ 170,600 $ 150,460 REPLACEMENT FUNDS: General Fund - 785,626 3,774,500 3,724,610 3,141,000 Street Fund - 83,787 525,300 534,800 262,000 Water Fund 149,453 109,041 74,000 74,000 315,000 37,762 46,353 30,000 32,000 52,000 861,287 596,798 514,000 514,000 1,540,000 1,048,502 157,382 1,778,987 30,000 4,947,800 30,000 4,909,410 Wastewater Fund SW Residential Fund SW Commercial Fund TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $ 148,636,462 $ $ $ $ 250,000 5,560,000 $ 210,485,771 $ 253,200,640 $ 236,175,811 $ 263,741,720 SPECIAL REVENUE FUNDS: 57,011,750 95,730,331 84,417,380 74,906,340 77,647,690 Grants Development Fees 238,371 874,736 1,362,000 745,483 1,098,450 CDBG/HOME 365,222 843,821 1,883,580 1,387,196 933,830 Riparian Programs Maintenance Districts 246,491 338,941 810,630 363,695 349,920 1,477,791 1,806,725 2,096,000 1,813,090 2,183,100 Other Agency TOTAL SPECIAL REVENUE $ 746,614 60,086,239 978,394 $ 100,572,948 $ CAPITAL IMPROVEMENTS $ 119,229,115 $ 188,574,375 $ 369,730,290 $ 235,434,060 $ 380,117,430 DEBT SERVICE $ 44,975,622 $ 115,177,965 $ 150,983,550 $ 141,610,120 $ 157,882,650 TRUST ACCOUNTS $ 2,500 $ $ $ GRAND TOTAL EXPENSES $ 372,929,938 $ 2,500 $ 614,813,559 - 37 - 1,051,260 91,620,850 2,400 $ 865,537,730 $ 1,487,781 80,703,585 - $ 693,923,576 $ 1,373,660 83,586,650 2,400 $ 885,330,850 Table of Contents Expense Detail Actual FY 2005 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions Manager: Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Manager Town Clerk TOTAL MANAGEMENT AND POLICY $ SUPPORT SERVICES Support Services Administration Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 346,189 27,284 717,892 43,785 569,820 75,600 502,037 78,855 696,030 75,600 393,367 245,493 396,984 400,106 902,000 168,879 2,506,829 659,967 273,254 504,061 463,781 887,938 186,949 2,975,950 915,710 294,600 586,130 608,160 1,297,620 337,680 4,039,900 868,248 263,598 604,695 607,443 912,000 275,462 3,531,446 970,750 315,830 700,370 950,020 900,000 390,310 4,227,280 552,001 572,003 738,230 722,355 803,340 3,432,303 $ 4,309,630 $ 5,423,550 $ 4,834,693 $ 5,802,250 - - 167,210 75,674 185,620 Facilities Management: Facilities Maintenance Municipal Office I Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Total Facilities Management 434,016 333,427 213,464 97,361 1,532,606 87,956 8,681 2,707,511 694,839 317,178 181,759 101,232 1,591,875 96,551 15,336 2,998,770 680,660 409,570 202,710 133,480 1,892,440 117,250 201,500 32,940 3,670,550 691,332 377,622 187,008 128,270 1,876,970 117,250 209,300 32,540 3,620,292 826,720 427,690 218,810 261,960 1,919,700 466,000 116,300 46,030 4,283,210 Financial Services: Finance Purchasing Payroll Utility Customer Service Total Financal Services 1,077,102 1,177,423 2,254,525 1,318,828 1,197,939 2,516,767 970,640 215,200 289,960 1,443,410 2,919,210 860,496 220,311 276,002 1,368,618 2,725,427 903,250 331,150 276,250 1,563,810 3,074,460 Technology Services: Technology Services Communication Systems Application Support GIS Support Total Technology Services 3,149,323 87,144 3,236,467 786,135 1,031,588 1,412,413 576,528 3,806,664 372,490 1,846,010 2,906,870 680,260 5,805,630 279,329 1,672,916 2,749,548 664,191 5,365,984 360,210 2,646,560 4,089,540 758,520 7,854,830 Personnel: Personnel Training and Development Risk Management Total Personnel 721,000 178,188 172,887 1,072,075 801,834 193,269 209,787 1,204,890 892,140 245,990 309,280 1,447,410 932,518 245,165 279,516 1,457,199 1,039,790 255,880 313,780 1,609,450 TOTAL SUPPORT SERVICES $ 9,270,578 $ 10,527,091 - 38 - $ 14,010,010 $ 13,244,576 $ 17,007,570 Table of Contents Expense Detail Actual FY 2005 LEGAL AND COURT General Counsel Prosecutor Public Defender Municipal Court TOTAL LEGAL AND COURT Actual FY 2006 491,901 931,542 166,309 1,431,069 $ 3,020,821 Budget FY 2007 749,025 1,095,034 209,043 1,620,803 $ 3,673,905 Projected FY 2007 830,020 1,388,270 210,000 2,083,220 $ 4,511,510 Budget FY 2008 950,000 1,414,511 304,000 1,986,577 $ 4,655,088 635,020 1,692,980 360,000 2,581,840 $ 5,269,840 DEVELOPMENT SERVICES Administration and Customer Svc - - 822,630 653,664 933,800 Permitting and Plan Review Services: Permit and Plan Review - Building Permit and Plan Review - Fire Permit and Plan Review - Engineerin Permit and Plan Review - Planning Total Permit and Plan Review Svc - - 1,512,570 246,630 1,528,520 347,920 3,635,640 1,500,893 206,490 1,510,297 341,206 3,558,886 1,763,460 236,870 1,421,360 368,830 3,790,520 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance - Fire Inspection and Compliance - Enginee Inspection and Compliance - Plannin Inspection and Compliance - Code Inspection and Compliance - Backflo Total Inspection and Compliance Sv - - 1,894,110 423,740 1,037,150 82,540 594,170 189,280 4,220,990 1,844,740 389,467 877,718 110,241 580,860 189,337 3,992,363 2,424,040 574,120 1,037,850 104,830 642,620 210,240 4,993,700 Planning and Development - - 1,837,250 1,765,384 1,940,740 Business Development: Business Development Admin Redevelopment Total Business Development - - 3,996,070 4,741,000 8,737,070 4,060,357 1,965,440 6,025,797 4,274,860 4,560,120 8,834,980 TOTAL DEVELOPMENT SERVICES - - 19,253,580 15,996,094 20,493,740 COMMUNITY DEVELOPMENT Economic Development: Administration Business Development Redevelopment Total Economic Development 1,458,950 684,928 2,143,878 2,562,709 1,962,484 4,525,193 - - - Planning 1,752,351 1,762,252 - - - Building Safety: Building Inspection Code Compliance Backflow Prevention Development Services Total Building Safety 2,261,536 373,403 137,356 582,291 3,354,586 2,998,168 478,828 191,274 596,483 4,264,753 - - - - 39 - Table of Contents Expense Detail Actual FY 2005 Engineering: Development Engineering Traffic Engineering Total Engineering 1,343,053 543,384 1,886,437 TOTAL COMMUNITY DEVELOPMENT $ 9,137,252 Actual FY 2006 Budget FY 2007 1,831,138 1,119,862 2,951,000 $ 13,503,198 Projected FY 2007 $ - Budget FY 2008 $ - $ - POLICE DEPARTMENT Administration 829,206 619,348 776,150 777,808 1,118,440 Office of Professional Standards: Professional Standards OPS - Internal Affairs OPS - Hiring/Accreditation Total Office of Professional Standard 710,422 710,422 824,777 824,777 347,770 444,660 792,430 343,043 462,270 805,313 520,380 464,450 984,830 11,377,519 352,441 1,577,746 281,498 150,558 531,299 14,271,061 15,450,621 510,857 2,546,794 494,971 429,530 799,972 20,232,745 15,894,450 382,650 2,062,870 737,560 365,240 1,146,360 20,589,130 15,200,291 382,813 2,036,140 692,661 352,933 1,043,035 19,707,873 17,278,010 380,510 2,398,660 789,650 492,100 1,207,450 22,546,380 652,491 1,665,961 844,228 49,942 129,961 136,830 3,479,413 891,413 2,116,384 606,340 47,915 216,597 172,382 4,051,031 1,207,650 2,990,500 1,335,300 69,250 271,900 240,750 6,115,350 1,010,658 2,491,198 1,307,886 66,833 312,574 191,036 5,380,185 1,052,740 3,450,880 1,550,150 66,530 376,730 156,890 6,653,920 557,550 657,510 787,510 737,225 828,750 1,986,840 581,838 213,566 2,782,244 2,642,740 773,596 209,362 3,625,698 408,010 798,560 248,360 1,294,720 1,157,840 3,907,490 406,704 792,564 247,934 1,236,910 1,128,541 3,812,653 340,430 921,830 337,920 2,028,310 1,553,060 5,181,550 149,380 149,380 243,514 243,514 86,520 86,520 117,142 117,142 117,820 117,820 Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support - Warrants School Programs Total Patrol Services Support Services: Records Communication Property Alarm Management Training & Program Coordination Planning and Research Total Support Services Counseling Services Investigations: General Investigations Special Investigations Crime Prevention Persons Crimes Property Crimes Total Investigations Special Operations: Emergency Response Unit Total Special Operations TOTAL POLICE DEPARTMENT FIRE DEPARTMENT Fire Administration $ 22,779,276 583,943 $ 30,254,623 790,138 - 40 - $ 33,054,580 766,080 $ 31,338,199 789,407 $ 37,431,690 816,870 Table of Contents Expense Detail Actual FY 2005 Actual FY 2006 Budget FY 2007 701,246 8,823,586 9,524,832 771,587 17,321,039 18,092,626 743,360 31,626,770 32,370,130 783,166 22,193,034 22,976,200 795,090 28,048,750 28,843,840 Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention 730,695 80,660 3,955 815,310 902,346 116,596 4,614 1,023,556 338,780 104,330 18,570 461,680 325,531 111,404 18,570 455,505 382,590 120,400 24,570 527,560 Emergency Operations Center 105,345 172,248 366,830 380,097 389,800 Operations: Fire Training Fire Operations Total Operations TOTAL FIRE DEPARTMENT $ PUBLIC WORKS Public Works Administration Field Operations Administration Irrigation Fund Subsidy Mosquito and Midge Fly Control Utility Locates TOTAL PUBLIC WORKS 11,029,430 $ 287,019 522,208 21,580 40,873 346,658 $ 1,218,338 20,078,568 $ 302,260 679,635 21,578 26,782 484,432 $ 1,514,687 33,964,720 Projected FY 2007 $ 807,300 33,850 29,750 457,190 $ 1,328,090 24,601,209 Budget FY 2008 $ 775,004 26,010 29,750 458,719 $ 1,289,483 30,578,070 1,193,140 37,800 95,750 480,310 $ 1,807,000 COMMUNITY SERVICES Community Services Admin 1,140,351 866,076 896,160 864,886 932,140 Parks: Parks and Open Space PKID Maintenance Total Parks 3,403,410 3,403,410 3,898,846 3,898,846 6,714,500 6,714,500 8,428,708 8,428,708 7,451,940 182,720 7,634,660 244,134 245,184 489,318 255,629 335,721 92,178 683,528 326,500 318,700 230,540 875,740 340,792 311,326 228,555 880,673 245,550 305,800 238,590 124,520 129,430 1,043,890 242,364 323,241 55,483 776,060 335,812 1,732,960 392,604 344,517 45,763 931,143 841,060 2,555,087 3,266,480 324,660 68,140 893,570 1,117,900 148,000 5,818,750 3,077,671 305,901 48,670 918,308 849,758 148,000 5,348,308 3,528,800 553,470 92,980 1,001,480 1,646,090 1,064,000 7,886,820 40,680 363,180 147,988 81,079 538,242 169,696 48,460 455,140 203,990 49,675 436,598 198,447 49,060 212,330 Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Aquatics Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Center SE Regional Library Perry Branch Library Total Recreation Centers Recreation Programs: Teen Programs Leisure Programs Youth Sports - 41 - Table of Contents Expense Detail Actual FY 2005 Adult Sports Special Events Special Needs Outdoor Programs Total Recreation Programs Culture and Arts TOTAL COMMUNITY SERVICES $ OTHER GENERAL FUND Animal Control Incarceration Transportation: Transit Williams Gateway Airport Total Transportation Social Services: Youth Special Programs Senior Programs Museum Support Social Services Total Social Services Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 209,876 407,696 20,418 47,472 1,237,310 240,856 440,436 11,648 40,472 1,522,429 236,650 509,670 38,730 47,660 1,540,300 235,841 477,220 33,389 37,357 1,468,527 237,060 543,690 37,540 42,770 1,122,450 79,267 77,692 123,410 97,873 97,080 8,082,616 $ 9,603,658 $ 15,968,860 $ 17,088,975 $ 18,717,040 108,667 840,726 108,667 1,032,781 114,100 1,300,000 114,100 1,321,000 120,750 1,700,000 1,582,868 350,000 1,932,868 1,417,809 350,000 1,767,809 1,398,500 400,000 1,798,500 1,423,000 350,000 1,773,000 1,780,870 350,000 2,130,870 125,000 21,100 23,412 60,213 229,725 125,000 23,500 79,790 65,470 293,760 125,000 31,010 52,500 301,660 510,170 125,000 31,010 51,500 301,110 508,620 125,000 52,080 52,500 302,160 531,740 TOTAL OTHER GENERAL FUND $ 3,111,986 $ 3,203,017 $ 3,722,770 $ 3,716,720 $ Non-Departmental $ 490,549 $ 6,744,607 $ 6,098,550 $ 7,241,550 $ Appropriated Contingency $ - $ - $ 2,535,000 $ 1,500,000 $ TOTAL GENERAL FUND $ 71,573,149 $ 103,412,984 $ 139,871,220 $ 125,506,587 $ 143,573,020 ENTERPRISE OPERATIONS WATER Administration Water Conservation 1,009,159 258,863 1,261,649 316,874 1,578,170 308,440 1,652,628 283,821 1,891,160 337,110 Production: Water Plant Production Water Wells Production Water Quality Assurance Total Production 7,687,064 2,485,506 579,826 10,752,396 10,102,527 9,707,570 640,983 20,451,080 10,545,220 4,427,730 799,080 15,772,030 10,319,032 5,732,773 740,334 16,792,139 10,444,380 5,150,710 900,860 16,495,950 Water Distribution Water Metering 6,300,410 5,026,652 8,549,970 4,985,375 8,897,190 4,576,710 7,777,509 4,373,768 4,440,950 4,437,610 Debt 3,011,042 3,580,116 3,570,410 3,570,410 3,417,700 Non-Departmental - - (583,000) - Appropriated Contingency - - 508,000 - TOTAL WATER FUND $ 26,358,522 $ 39,145,064 - 42 - $ 34,627,950 $ 34,450,275 4,483,360 (817,540) 2,800,000 (560,270) 1,406,000 $ 31,866,210 Table of Contents Expense Detail Actual FY 2005 WASTEWATER Wastewater Administration Appropriated Contingency TOTAL WATER FUND $ Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,321,110 1,726,128 1,818,720 1,618,059 1,774,410 - - 508,000 - 1,406,000 26,358,522 $ 39,145,064 $ 34,627,950 $ 34,450,275 $ 31,866,210 WASTEWATER Wastewater Administration Wastewater Collection 1,321,110 4,436,767 1,726,128 7,482,377 1,818,720 7,937,240 1,618,059 8,022,497 1,774,410 7,315,930 Wastewater Plant Operations: Neely Treatment Facility South East Treatment Facility Total Wastewater Plant Operations 6,039,930 1,084,167 7,124,097 4,164,041 2,350,331 6,514,372 4,465,820 2,547,030 7,012,850 4,250,320 3,163,030 7,413,350 4,782,520 3,882,290 8,664,810 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 755,677 427,045 1,182,722 1,242,597 1,165,551 2,408,148 1,313,750 887,360 2,201,110 1,170,129 872,402 2,042,531 1,992,250 776,820 2,769,070 Wastewater Quality 364,443 518,541 455,870 440,880 605,430 Debt 464,450 512,229 526,650 527,850 671,390 Non-Departmental - - (315,900) - Appropriated Contingency - - 345,000 - TOTAL WASTEWATER $ SOLID WASTE RESIDENTIAL FUND Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Appropriated Contingency TOTAL SW RESIDENTIAL FUND 14,893,589 $ 1,206,035 6,103,597 1,488,927 848,560 1,079 $ SOLID WASTE COMMERCIAL FUND Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Appropriated Contingency 9,648,198 19,161,795 $ 1,372,576 7,051,981 2,349,867 1,709,238 169,871 $ 33,446 1,109,411 290,703 - 12,653,533 19,981,540 $ 1,406,040 6,334,820 1,676,890 2,078,370 213,260 (223,000) 234,000 $ 83,258 1,952,811 744,692 - 11,720,380 20,065,167 (370,000) 1,030,000 $ 1,273,439 6,301,245 1,764,333 2,162,651 214,360 $ 107,260 1,243,440 493,730 (27,000) 47,000 11,716,028 22,461,040 1,558,970 6,636,360 2,955,690 2,038,280 308,760 (117,750) 657,000 $ 107,320 1,185,249 569,565 - 14,037,310 116,180 1,416,010 573,210 (20,000) 105,000 TOTAL SW COMMERCIAL FUND $ 1,433,560 $ 2,780,761 $ 1,864,430 $ 1,862,134 $ 2,190,400 IRRIGATION $ 40,356 $ 38,615 $ 49,810 $ 45,290 $ 65,330 TOTAL ENTERPRISE OPERATIONS $ 52,374,225 $ 73,779,768 $ 68,244,110 $ 68,138,894 $ 70,620,290 - 43 - Table of Contents Expense Detail Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 STREETS Administration Street Debt 558,377 3,264,774 685,615 3,274,074 678,330 3,282,460 675,548 3,282,460 755,560 3,273,510 Streets Maintenance: Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 510,249 790,067 103,140 4,509,653 511,679 6,424,788 622,868 1,541,999 116,852 7,056,905 588,920 9,927,544 652,270 1,849,570 259,070 3,981,850 470,820 473,440 7,687,020 594,088 1,834,354 262,299 3,928,181 455,222 474,713 7,548,857 708,580 1,809,810 208,470 4,059,800 438,660 393,930 7,619,250 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Street Traffic Control 543,914 254,435 695,410 546,357 2,040,116 605,400 322,050 918,509 692,042 2,538,001 713,660 640,730 1,188,370 1,462,050 4,004,810 726,364 641,149 1,147,323 1,446,749 3,961,585 1,203,480 556,130 1,488,790 1,306,690 4,555,090 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 695,947 169,339 415,064 1,280,350 722,141 187,211 666,650 1,576,002 875,680 305,470 976,700 2,157,850 844,904 325,908 964,133 2,134,945 968,510 673,900 982,530 2,624,940 40 - - - - Non-Departmental - - 6,847,290 3,624,950 5,847,250 Appropriated Contingency - - 254,000 - 770,000 Storm Drainage Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance 13,568,445 $ 4,198,645 151,989 5,624,166 18,001,236 $ 5,263,681 290,749 7,842,654 24,911,760 $ 5,820,750 380,000 8,942,000 21,228,345 $ 6,207,975 432,000 9,582,000 25,445,600 7,073,950 340,000 10,978,400 TOTAL INTERNAL SERVICE $ 9,974,800 $ 13,397,084 $ 15,142,750 $ 16,221,975 $ 18,392,350 REDEVELOPMENT $ 97,341 $ 115,712 $ 83,000 $ 170,600 $ 150,460 REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund 149,453 37,762 861,287 - TOTAL REPLACEMENT FUNDS $ 1,048,502 SUB-TOTAL OPERATING FUNDS $ 148,636,462 785,626 83,787 109,041 46,353 596,798 157,382 $ 1,778,987 $ 210,485,771 - 44 - 3,774,500 525,300 74,000 30,000 514,000 30,000 $ 4,947,800 $ 253,200,640 3,724,610 534,800 74,000 32,000 514,000 30,000 $ 4,909,410 $ 236,175,811 3,141,000 262,000 315,000 52,000 1,540,000 250,000 $ 5,560,000 $ 263,741,720 Table of Contents Expense Detail Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Development Fees: Wastewater Plant Repair Solid Waste Container Traffic Signal System Devel Fee Police System Development Fee Fire System Development Fee General Govt System Devel Fee Parks & Rec System Devel Fee Water System Development Fee Water Resource Fee Wastewater System Devel Fee 344,654 285,953 2,111,165 1,436,974 6,775,491 602,901 4,114,132 10,863,368 4,908,752 25,568,360 439,827 2,294,740 1,751,308 13,400,311 1,759,946 13,724,198 15,596,515 173,640 46,589,846 450,000 3,077,000 2,801,980 11,435,750 8,744,860 23,189,790 11,553,000 174,000 22,991,000 450,000 6,525,810 2,801,970 6,065,180 6,540,540 17,736,150 5,604,440 173,640 29,008,610 400,000 4,120,000 3,845,000 4,727,570 4,703,010 10,800,260 28,506,370 173,640 20,371,840 Total Development Fees 57,011,750 95,730,331 84,417,380 74,906,340 77,647,690 Grants 238,371 874,736 1,362,000 745,483 1,098,450 CDBG/HOME: Administration Projects Total CDBG/HOME 106,263 258,959 365,222 125,061 718,760 843,821 132,450 1,751,130 1,883,580 125,605 1,261,591 1,387,196 136,490 797,340 933,830 Riparian Programs 246,491 338,941 810,630 363,695 349,920 1,153,175 324,616 1,477,791 1,231,231 575,494 1,806,725 1,446,370 649,630 2,096,000 1,388,090 425,000 1,813,090 1,262,980 920,120 2,183,100 746,614 978,394 1,051,260 1,487,781 1,373,660 60,086,239 $ 100,572,948 13,040 52,640,553 1,917,745 9,600,275 825,512 6,302,805 5,471,154 10,526,137 31,931,894 275,496 23,079,089 2,762,294 35,781,822 1,837,182 12,545,797 3,375,183 38,320,845 70,596,667 89,060,260 66,362,670 2,426,000 53,600,900 4,996,330 56,105,560 8,163,750 68,763,820 20,251,000 25,270,530 5,406,270 47,503,300 6,579,530 59,273,950 1,890,750 64,329,980 25,179,750 99,144,030 55,013,990 3,861,140 28,181,510 314,950 43,890,280 8,729,270 132,278,840 8,703,420 $ 119,229,115 $ 188,574,375 $ 369,730,290 $ 235,434,060 $ 380,117,430 17,895,007 3,674,599 3,032,582 137,210 20,236,224 37,099,857 1,057,808 21,519,061 55,501,239 32,014,880 259,930 49,763,360 50,572,380 18,373,000 29,486,850 356,710 53,332,490 40,199,140 18,234,930 35,990,180 355,580 30,071,000 79,124,860 12,341,030 SPECIAL REVENUE FUNDS Maintenance Districts: Street Light ID Parkway ID Total Maintenance Districts Other Agency TOTAL SPECIAL REVENUE FUNDS CAPITAL IMPROVEMENTS Capital Funding Improvement Districts Streets and Transportation Traffic Control Municipal Buildings Storm Water Parks, Recreation and Open Space Redevelopment Water Wastewater TOTAL CAPITAL IMPROVEMENT DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System $ - 45 - $ 91,620,850 $ 80,703,585 $ 83,586,650 Table of Contents Expense Detail Actual FY 2005 TOTAL DEBT SERVICE $ TRUST ACCOUNTS Fire Pension Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 44,975,622 $ 115,177,965 $ 150,983,550 $ 141,610,120 $ 157,882,650 2,500 2,500 2,400 - 2,400 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 372,929,938 $ 2,500 $ 614,813,559 - 46 - $ 2,400 $ 865,537,730 $ - $ 693,923,576 $ 2,400 $ 885,330,850 Table of Contents Revenue Sources ALL REVENUE SOURCES This section of the budget document includes detail information regarding revenue types, including historical information, assumptions for the FY 2008 budget and future projections. Information on bond proceeds, property tax and special assessments is found in the debt section. The total revenue anticipated for FY 2008 is $793,307,740; of this $229,749,410 is transfer of resources from one fund to another and $563,558,330 is new revenue. This is a 14% increase from budget FY 2007. The largest areas of increase are sales tax, intergovernmental, and charges for service. Details on areas of change are found in the sections in this summary area of the budget. The major revenue sources for all funds are shown on the table below: Revenue Type Taxes and Fees License and Permits Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Bond Proceeds Total Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY2008 155,689,050 8,970,830 134,645,980 89,314,220 3,921,090 9,218,430 5,920,100 155,878,630 121,070,066 9,251,424 40,149,320 60,344,247 2,417,453 5,148,580 5,374,811 78,025,112 137,450,307 8,590,735 52,558,141 69,919,359 2,832,537 12,078,080 24,756,280 107,721,775 127,685,570 8,938,200 86,509,730 79,639,930 2,610,000 6,018,380 16,398,760 164,538,260 135,729,930 8,881,870 85,621,520 81,634,100 3,749,590 11,765,470 12,547,200 151,214,480 $ 321,781,013 $ 415,907,214 $ 492,338,830 $ 491,144,160 $ FY 2008 Revenue Sources All Funds By Type Taxes & Fees 27% Bond Proceeds 27% Other Non-Operating 1% License & Permits 2% Investment Income 2% Fine & Forfeits 1% Charges for Service 16% Intergovernmental 24% - 47 - 563,558,330 Table of Contents Revenue Sources TAXES AND FEES Local Sales Tax Gilbert levies a one and one-half percent sales tax on sales collected within Gilbert’s boundary. Gilbert increased the rate from one percent to one and one-half cent in FY 2001. The State collects this sales tax revenue and remits the amount collected weekly. Gilbert anticipates an increase in sales tax collections of 58% over the next five years. The largest contributing factor is construction of additional retail along the San Tan Freeway corridor. The table below shows that retail is anticipated to grow by 146% over the next five years. Included in the retail sales tax estimate is a growth assumption of 3% in FY 2008 and 5% thereafter. It is anticipated that as the retail component increases, the construction sales tax component will decline as Gilbert approaches build out. The projections are based on the following assumptions: ƒ ƒ ƒ ƒ ƒ ƒ the economy will continue to grow at the same pace construction will remain constant and start to decline in FY 2010 no significant new non-retail sources will develop retail development will continue as planned other sales tax areas will grow at 2-3% annually the sales tax rate will not increase Year 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 Retail 11,953,344 14,316,218 15,761,520 19,585,230 22,053,710 29,056,000 37,163,000 46,394,000 50,714,000 54,146,000 Construction 8,218,169 9,100,453 14,961,394 15,128,212 16,720,000 16,700,000 16,700,000 15,865,000 15,072,000 14,318,000 Other 9,197,413 11,327,464 12,080,584 14,155,072 16,231,000 16,500,000 16,995,000 17,505,000 17,855,000 18,212,000 Total $ $ $ $ $ $ $ $ $ $ 29,368,926 34,744,135 42,803,498 48,868,514 55,004,710 62,256,000 70,858,000 79,764,000 83,641,000 86,676,000 Sales Tax by Category $100,000 $90,000 (in thousands) $80,000 $70,000 Other $60,000 $50,000 Construction $40,000 Retail $30,000 $20,000 $10,000 $0 06-07 07-08 08-09 09-10 - 48 - 10-11 11-12 Table of Contents Revenue Sources Property Tax Property tax only repays debt issued for voter approved bonds. General Obligation bonds are issued to pay for construction of streets, parks, facilities, and utility infrastructure. The levy rate is $1.15 per $100 in secondary assessed value. This levy is about 10% of the total property tax rate for property in the Gilbert School District. While the Gilbert School District is the largest, there are three school districts that cover Gilbert including Gilbert, Higley, and Chandler. More information on general obligation debt and the property tax is found in the debt section as well as on the property tax rate page following the revenue source information. Assessments Assessment districts are established for street lights, parkway improvements and capital improvements. The street light district revenue is based on the cost of electricity for the district area. The amount is revised and levied every year. Each district is calculated separately. Parkway Improvement Districts (PKID) pay for the cost of maintenance and improvements in parkway areas for eleven subdivisions in Gilbert. The amount for each PKID is levied on an equal per lot basis. The levy for these districts is calculated and levied annually based on projected and historical costs. The levy for street lights and parkway maintenance is collected on the property tax bill and is included with taxes and fees. Capital Improvement Districts repay improvement debt issued for one time construction of infrastructure. The benefited property in the area is levied an assessment to repay the debt issued. This revenue is included in the other non-operating category. An allowance of $99,140,030 is included in bond proceeds in the event a project presents itself after the budget is adopted. System Development Fees System Development Fees (SDF) are charged to all new development. The fees are collected to pay for infrastructure required due to growth. Fees are collected for traffic signals, water, wastewater, parks, police, fire and general government. A water resource fee is charged to pay for the cost of increased water rights. SDFs are reviewed annually and revised based on changes in the cost of construction and changes in the infrastructure requirements. The budget and future year projections anticipate that average growth will remain at about 250 single family homes per year. The projection also includes allowances in future years for additional non-residential construction. The graph below shows the anticipated growth in System Development Fee revenue. (in thousands) System Development Fees $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 The projection for system development fees is based on 5% rate increases with 250 single family households plus the projection for retail, industrial and other commercial. In FY 2007 there was an average of 238 single family home permits issued monthly. - 49 - Table of Contents Revenue Sources LICENSE AND PERMITS License fees are charged for business registration and alcoholic beverage license. Permits fees are charged for building, fire, engineering, signs, and alarms. The permit fees trend with the construction activity. INTERGOVERNMENTAL Funding received from any other government agency is considered intergovernmental. The largest source is state shared revenue for sales tax, income tax, highway user revenue, vehicle license tax and local transportation assistance fund. The state shared revenue is distributed as follows: Sales Tax: Twenty five percent of state sales tax is distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the state. Income Tax: Fifteen percent of the state income tax is distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the state. There is a two year time lag in distribution. So the income tax collected in FY 2006 is distributed to the Cities in FY 2008. Highway User Revenue: Cities and towns receive 27.5% of the highway user revenue fund. One half of the monies received are distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the State. The remaining one half is distributed based on the basis of the “county of origin” of gasoline sales and the relation of Gilbert’s population to the total incorporated population of Maricopa County. These funds must be used solely for street purposes. Vehicle License: Twenty-five percent of the net revenues collected for the licensing of motor vehicles by the county are distributed back based on the population of Gilbert in relation to the total incorporated population of Maricopa County. Local Transportation Assistance Fund: The State Lottery distributes funds based on population. The largest share of state shared distributions is based on census population. The growth of Gilbert will outpace the distributions received as a result of the last census in 2005. The following graph shows the actual amounts of Intergovernmental revenue received per capita as well future projections, and illustrates a steady decline until the 2010 census is completed. State Shared Revenue per Capita $350 $300 $250 $200 $150 $100 $50 $0 02-03 03-04 04-05 05-06 06-07 - 50 - 07-08 08-09 09-10 10-11 11-12 Table of Contents Revenue Sources CHARGES FOR SERVICE All charges for service are based on the philosophy that whoever benefits from the service should pay a portion or all of the cost to provide that service. For example, the Council determined that new development must pay for growth therefore all community development fees are calculated based on 100% cost recovery. Other charges for service include user fees for recreation services, water consumption, wastewater and solid waste disposal. The goal is for development services, internal services, enterprise operations and all adult sports to be 100% self-supporting. Overall recreation programs have an approximate cost recovery of 52% planned for in FY 2008. The following table compares the charges based on use. General Services Year 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 3,468,828 4,848,345 6,086,931 6,605,842 6,106,830 6,313,470 6,502,870 6,697,960 6,898,900 7,105,870 Internal Services Water, Irrigation 3,325,213 8,923,383 11,022,569 13,609,042 15,590,000 18,156,130 19,971,740 21,968,910 24,165,800 26,582,380 17,132,272 18,356,485 20,516,300 24,105,500 28,247,000 31,032,530 34,959,000 38,816,000 40,758,000 42,796,000 Wastewater 10,330,528 11,097,268 12,056,912 14,123,000 16,380,200 18,533,600 20,905,000 23,020,000 24,182,000 25,555,000 Solid Waste 8,782,719 9,388,118 9,927,178 11,239,000 12,332,900 15,278,490 16,559,270 17,911,770 19,215,970 20,249,400 Total $ $ $ $ $ $ $ $ $ $ 43,039,560 52,613,599 59,609,890 69,682,384 78,656,930 89,314,220 98,897,880 108,414,640 115,220,670 122,288,650 Total Charges for Service $120,000 (in thousands) $100,000 $80,000 $60,000 $40,000 $20,000 $0 02-03 03-04 04-05 05-06 06-07 - 51 - 07-08 08-09 09-10 10-11 11-12 Table of Contents Revenue Sources Water Water user fees are reviewed annually to ensure that revenue is able to cover 100% of the actual and anticipated cost of providing water to customers. The cost includes pumping water from the ground, treating the surface and ground water, distributing the water to customers, reading the meters and maintaining the system. A rate increase is included for FY 2008. The graph below shows the anticipated growth in revenue resulting from increases in customer base,the FY 2008 fee increases and future projected rate increases necessary to maintain cost recovery. Water Charges for Service $45,000 $40,000 (in thousands) $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 Wastewater Staff reviews wastewater fees annually to ensure revenue covers 100% of the cost of operations. Wastewater operations include collection, treatment and recovery of wastewater. The graph below shows the anticipated growth in revenue resulting increases in customer base and a rate increase. Wastewater Charges for Service $30,000 (in thousands) $25,000 $20,000 $15,000 $10,000 $5,000 $0 02-03 03-04 04-05 05-06 06-07 - 52 - 07-08 08-09 09-10 10-11 11-12 Table of Contents Revenue Sources Solid Waste Solid Waste includes collection of residential, uncontained, and recycling. The operation also includes commercial and roll off customers. Annual rate reviews ensure that revenue covers all the cost of operations. The costs impacting rates the most in these funds are personnel, landfill tipping fees, equipment maintenance and replacement. The graph below shows the anticipated growth in revenue resulting from increases in customer base and projected rate increases. Solid Waste Charges for Service $25,000 (in thousands) $20,000 $15,000 $10,000 $5,000 $0 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 FINES AND FORFEITS Fines are collected by the Court based on citations issued by the Police Department and cases prosecuted by the Prosecutor’s office. The graph below shows the anticipated growth in revenue resulting from increases in population base and in Police Officers per capita. Fines and Forfeits $5,000 $4,500 (in thousands) $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 02-03 03-04 04-05 05-06 06-07 - 53 - 07-08 08-09 09-10 10-11 10-11 Table of Contents Revenue Sources INVESTMENT INCOME Gilbert invests all idle cash with the State of Arizona Local Government Investment Pool (LGIP). The current rate of return is about 5%. The average for FY 2007 was 5%. Interest income in the five year forecasts is based on a 4% rate of return. OTHER NON-OPERATING This revenue category includes property rental, insurance recoveries, donations and contributions and other one-time revenue not categorized elsewhere. Most of the other non-operating is highly unpredictable and is included in the budget at a minimal amount unless a specific source is known during budget preparation. BOND PROCEEDS Gilbert anticipates selling two bond issues in FY 2008: ♦ General Obligation Debt for streetand parks projects ♦ MPC – Public Facilities $25,071,000 $31,663,600 In addition, there is a reserve amount for Improvement District Debt in the amount of $99,144,030 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 54 - Table of Contents Property Tax Rates The property tax rate for Gilbert is $1.15/$100 in secondary assessed valuation, there is no primary property tax. Town of Gilbert property tax is collected for debt repayment only, not for operations. Residents in Gilbert, based on address, are served by one of three local school districts. Each district has a unique primary and secondary tax rate. The distribution of property tax based on 2006/07 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. Special Districts 3% Gilbert 11% County 13% Gilbert School District 63% Gilbert School District Community College/EVT 10% Chandler School District Higley School District Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School District Total Primary $0.0000 1.1794 0.8815 0.0000 0.0000 0.0500 3.7831 $5.8940 $0.0000 1.1794 0.8815 0.0000 0.0000 0.0500 4.1763 $6.2872 $0.0000 1.1794 0.8815 0.0000 0.0000 0.0500 4.5756 $6.6865 Secondary (Debt) County Community College Fire District Flood Control County Library Central Arizona Project Special Health Care District Gilbert East Valley Institute Local School District Total Secondary $0.0000 0.1831 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0000 3.0426 $4.8763 $0.0000 0.1831 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0000 2.1521 $3.9858 $0.0000 0.1831 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0000 1.4139 $3.2476 Total State County Community College Education Equalization Fire District Flood Control County Library Central Arizona Project Special Health Care District Gilbert East Valley Institute Local School District Total Tax Rate $0.0000 1.1794 1.0646 0.0000 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0500 6.8257 $10.7703 $0.0000 1.1794 1.0646 0.0000 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0500 6.3284 $10.2730 $0.0000 1.1794 1.0646 0.0000 0.0068 0.2047 0.0507 0.1200 0.1184 1.1500 0.0500 5.9895 $9.9341 - 55 - − 56 − Table of Contents General Fund __________________________________ General Fund Summary Management and Policy Support Services Legal and Court Development Services Police Department Fire Department Public Works Community Services Other General Fund Table of Contents General Fund FUND DESCRIPTION The General Fund is the largest operating fund in the budget and includes the most diverse operations. The General Fund provides accounting for all activities that do not have a specific revenue source. The revenue collected for support of the entire community is deposited in the General Fund to finance Public Safety, Development Services, Community Services and Internal Support functions. The following table indicates the subsidy provided for each major area. Program FY 2007-08 Appropriation Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency $ Total General Fund $ 143,573,020 FY 2007-08 Recovery 5,802,250 $ 17,007,570 5,269,840 20,493,740 37,431,690 30,578,070 1,807,000 18,717,040 4,483,360 (817,540) 2,800,000 $ FY 2007-08 Subsidy 2,353,900 3,899,530 226,500 11,995,240 3,029,310 486,000 1,291,220 2,445,700 732,690 - $ 26,460,090 $ 3,448,350 13,108,040 5,043,340 8,498,500 34,402,380 30,092,070 515,780 16,271,340 3,750,670 (817,540) 2,800,000 FY 2007-08 % Subsidized 59% 77% 96% 41% 92% 98% 29% 87% 84% 100% 100% 117,112,930 82% A portion of the recovery consists of transfers from other operating funds as a recovery of costs incurred to support the operations of Water, Wastewater, Solid Waste and Streets. The total General Fund Revenue budget is $134,738,070. The non-allocated revenue detailed in the summary section of this document provides for the subsidy. The nonallocated amount is $108,277,980. The remaining subsidy amount of $34,567,240 is provided by carry-forward balances. More detail on revenue and expenditures is included in the summary section and in the individual section for that activity. FUND NARRATIVE The General Fund received a great deal of scrutiny during the budget process this year because of the revenue constrained budget cycle. As Gilbert grows by about 250 households per month, the demand for services increases in some proportion depending on the service. The largest portion of revenue to the General Fund is sales tax. The business development needed to supply the sales tax to support the services to the residents is not keeping pace with the demand for the service. This fund will continue to be in a delicate balancing position for the next several years until business development catches up to residential development. - 57 - Table of Contents General Fund PERSONNEL BY ACTIVITY Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency Total Personnel EXPENSES BY ACTIVITY Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 23.75 74.75 31.62 95.65 276.00 122.50 19.00 106.89 0.00 0.00 0.00 28.00 81.50 35.12 96.65 309.00 139.00 19.00 110.20 0.00 0.00 0.00 30.75 84.00 39.25 110.88 331.00 171.75 17.25 108.62 0.00 0.00 0.00 30.75 91.00 51.25 114.13 330.00 173.75 17.25 110.67 0.00 0.00 0.00 31.75 92.50 51.25 116.63 350.00 191.00 18.00 116.27 0.00 0.00 0.00 750.16 818.47 893.50 918.80 967.40 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 3,432,303 9,270,578 3,020,821 9,137,252 22,779,276 11,029,430 1,218,338 8,082,616 3,111,986 490,549 - 4,309,630 10,527,091 3,673,905 13,503,198 30,254,623 20,078,568 1,514,687 9,603,658 3,203,017 6,744,607 - 5,423,550 14,010,010 4,511,510 19,253,580 33,054,580 33,964,720 1,328,090 15,968,860 3,722,770 6,098,550 2,535,000 4,834,693 13,244,576 4,655,088 15,996,094 31,338,199 24,601,209 1,289,483 17,088,975 3,716,720 7,241,550 1,500,000 $ 71,573,149 $103,412,984 $139,871,220 $125,506,587 $143,573,020 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 44,550,496 19,779,418 1,364,454 5,878,781 55,566,635 23,959,574 910,934 22,975,841 70,164,830 33,144,510 1,393,940 35,167,940 66,142,127 32,918,990 1,116,330 25,329,140 79,633,230 37,071,560 1,157,020 25,711,210 $ 71,573,149 $103,412,984 $139,871,220 $125,506,587 $143,573,020 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 115,731,880 139,871,220 121,962,300 125,506,587 134,738,070 143,573,020 90,283,024 71,573,149 $ 18,709,875 102,070,088 103,412,984 5,802,250 17,007,570 5,269,840 20,493,740 37,431,690 30,578,070 1,807,000 18,717,040 4,483,360 (817,540) 2,800,000 $ (1,342,896) $ (24,139,340) $ (3,544,287) $ (8,834,950) - 58 - Table of Contents Management and Policy __________________________________ Management and Policy Summary Mayor and Council Town Manager Town Clerk Table of Contents Management and Policy BUSINESS UNIT DESCRIPTION This unit represents the core policy and managerial functions of Gilbert, including: Mayor and Council, Town Manager, and Town Clerk. The Mayor and Council represent the legislative side of government and sets policy for Gilbert. The Mayor and Council also approve the budget and capital improvement plans, determine and set the annual tax rates, appoint the Town Manager, Town Attorney, Town Clerk, Municipal Court Judge, and citizen Boards and Commissions. The Town Manager, representing the executive side of government, is responsible for the day-to-day oversight and management of all departments; coordination of all municipal programs and services; directing the development and implementation of the Operating and Capital Budgets, which combined, total $885 million and represents a workforce of 1,239 fulltime equivalent positions. The Town Clerk’s main responsibilities include the coordination of the Town Council agenda process, administration of elections, and administration of the Town’s records management program. GOALS FY 2008 ♦ Manage the growth of the community in harmony the community’s vision for the future while maintaining the present and protecting Gilbert history ♦ Balance the present and future aspirations within available resources ♦ Improve organizational effectiveness through the optimization of resources ORGANIZATIONAL CHART MANAGEMENT AND POLICY Mayor and Council Town Manager Town Manager Neighborhood Services Communication Financial Planning Intergovernmental - 59 - Town Clerk Table of Contents Management and Policy PERSONNEL BY DIVISION Actual FY 2005 Actual FY 2006 Budget FY 2007 Mayor and Council Boards and Commissions Town Manager Town Clerk 1.00 0.00 16.75 6.00 1.00 0.00 20.00 7.00 1.00 0.00 22.75 7.00 1.00 0.00 22.75 7.00 1.00 0.00 22.75 8.00 23.75 28.00 30.75 30.75 31.75 Actual FY 2005 Actual FY 2006 Budget FY 2007 Total Personnel EXPENSES BY DIVISION Mayor and Council Boards and Commissions Town Manager Town Clerk Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 346,189 27,284 2,506,829 552,001 717,892 43,785 2,975,950 572,003 569,820 75,600 4,039,900 738,230 502,037 78,855 3,531,446 722,355 696,030 75,600 4,227,280 803,340 $ 3,432,303 $ 4,309,630 $ 5,423,550 $ 4,834,693 $ 5,802,250 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,828,572 1,597,001 6,730 2,389,250 1,879,200 41,180 2,863,100 2,556,260 4,190 2,751,760 2,078,743 4,190 3,273,830 2,510,420 18,000 $ 3,432,303 $ 4,309,630 $ 5,423,550 $ 4,834,693 $ 5,802,250 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,491,548 3,432,303 1,964,300 4,309,630 2,162,140 5,423,550 1,664,560 4,834,693 2,353,900 5,802,250 $ (1,940,755) $ (2,345,330) $ (3,261,410) $ (3,170,133) $ (3,448,350) - 60 - Table of Contents Mayor and Council PURPOSE STATEMENT OBJECTIVES FY 2008 The Mayor and Council provide community leadership, develop policies to guide Gilbert in delivering services and achieving community goals, and advance and promote the physical, social, cultural and economic environment of Gilbert, through effective civic leadership and through the active democratic participation of our citizens. ♦ The Town Council is comprised of a Mayor and six Council Members. The Council establishes policy through the enactment of laws (ordinances) and the adoption of resolutions. The Mayor and Council members are elected “at large”; that is, they represent the entire community. Members are elected for four year terms at general municipal elections which are held every two years, resulting in an overlap in the terms of office. The Mayor and two Council Members are selected at one election (2009), and the remaining four Council Members are chosen in the following election (2011). ♦ ♦ ♦ ♦ BUDGET NOTES Personnel costs increase for the Mayor and Council Members as a result of a resolution passed and adopted in May 2005 authorizing salary increases. Other changes to the budget include an increase of $8,000 in the transfer to fund the Mayor’s Youth Advisory Committee and a supplies and contractual increase of $41,000 for memberships and dues which calculates fees based on population. ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ Review General Plan and Development Code to allow for increased height along designated corridors Review and identify community needs for capital projects Review Community Sustainability Study to determine long term financial condition of the organization in relationship to service demands Enhance citizen participation • Maintain active Council liaisons to all Board and Commissions • Inform Public about issues, programs, and accomplishments • Review Boards and Commissions Practice sound financial management Achieved 1.1 Police Officers per 1,000 population Adopted Water and Wastewater Master Plan Continued expansion of recreation partnerships with: • Perry High School Branch Library • Williams Field High School pool • Perry High School pool • Big League Dreams ball fields • Polar Ice Held quarterly retreats to focus on high priority policy issues Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 % of Citizen satisfied or very satisfied with policy decisions 76% 76% 77% 78% % of Citizens who see improvement in the residential quality of life 66% 64% 65% 66% % of Citizens who believe Gilbert officials encourage citizen participation 60% 60% 60% 60% Bond Rating – General Obligation – Moody’s Aa3 Aa3 Aa3 Aa3 PERFORMANCE/ACTIVITY MEASURES - 61 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2005 Actual FY 2006 Budget FY 2007 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 346,189 Total Expenses $ 346,189 717,892 $ 717,892 Personnel Supplies & Contractual Capital Outlay Transfers Out 214,347 129,302 2,540 Total Expenses $ 346,189 Total Revenues Total Expenses $ 717,892 $ 569,820 $ 502,037 $4.00 $3.00 $2.00 $1.00 $0.00 - 62 - FY 2007 $ (427,677) $ $5.00 FY 2006 369,390 316,640 10,000 74,360 502,037 (493,900) $ FY 2008 696,030 Budget FY 2008 Projected FY 2007 COST PER CAPITA FY 2005 $ 288,577 211,460 2,000 75,920 569,820 (586,470) $ 502,037 696,030 Projected FY 2007 Budget FY 2007 131,422 717,892 (284,297) $ $ 292,180 275,640 2,000 $ Budget FY 2008 502,037 Budget FY 2007 Actual FY 2006 61,892 346,189 Net Operating Result 569,820 545,971 156,291 15,630 Actual FY 2005 OPERATING RESULTS $ Budget FY 2008 Projected FY 2007 569,820 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Projected FY 2007 696,030 Budget FY 2008 205,120 696,030 (490,910) Table of Contents Town Manager PURPOSE STATEMENT OBJECTIVES FY 2008 The Town Manager implements the policy developed by the Town Council by providing leadership to departments while working with outside agencies and by ensuring responsive, cost effective local government services to Gilbert residents. ♦ Garner organizational and public trust through fiscal responsibility ♦ Provide responsive, cost effective services to citizens, businesses and outside agencies ♦ Provide management and the Town Council with recommendations based on qualified and quantified information ♦ Research and apply for further private and public grant funding opportunities ♦ Perform community relations activities by producing publications and broadcasts, and participating in special events ♦ Coordinate special projects that promote the goals and objectives of the organization as well as present a positive image of Gilbert to the citizens ♦ Foster relationships with the community, businesses and other agencies, while furthering the goals and objectives of the organization by serving on various governmental and community boards and committees The Town Manager’s Office directs and coordinates departmental activities; performs community relations; prepares the annual operating and capital budgets; prepares fiscal forecasts and management analyses; submits recommendations to the Town Council; coordinates special projects; performs budgetary control functions; and supervises and coordinates the daily activities of the Town government. ACCOMPLISHMENTS FY 2007 ♦ Implemented proper financial control functions in order to operate in a fiscally sound manner to ensure organizational and public trust ♦ Submitted recommendations based on qualified and quantified information to the Town Council ♦ Wrote and received 10 grants resulting in $2,066,893 of funding ♦ Coordinated Congress of Neighborhoods ♦ Coordinated and held four New Resident Socials ♦ Coordinated the following special projects: Santan Loop 202 grand opening; Cosmo Park grand opening; Heritage District Car and Motorcycle Show; Kaboom Sonora Town Playground Build; Discovery Park grand opening ♦ Promoted community relations through the publication of Your Town monthly and broadcasted Your Town on channel 11 BUDGET NOTES While there appears to be a decrease in the Town Manager budget for FY08, $398,000 in expenses for project management was actually reallocated to the capital project. Increases include a one time expense of $250,000 for a SDF rate study, $11,000 for Legislative consulting, $28,000 for a photo documentation project, $6,000 for the annual citizen survey, and $39,000 for postage and printing costs for the Your Town publication. An additional $13,000 was budgeted to join the ICMA Center for Performance Measurement. This will allow the organization to implement one system for regular reporting of measures. No additional personnel were added for FY08. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 % of survey respondents satisfied with treatment when calling Gilbert 90% 91% 92% 95% % of population satisfied with value received from tax dollar 88% 90% 90% 92% % of capital projects completed within budget 70% 84% 90% 95% PERFORMANCE/ACTIVITY MEASURES - 63 - Table of Contents Town Manager PERSONNEL BY ACTIVITY Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Personnel EXPENSES BY ACTIVITY Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 2.75 3.00 4.25 4.50 0.00 2.25 2.75 3.25 5.25 5.50 0.00 3.25 4.50 3.25 5.25 6.50 0.00 3.25 4.50 3.25 5.25 6.50 0.00 3.25 4.50 3.25 5.25 6.50 0.00 3.25 16.75 20.00 22.75 22.75 22.75 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 393,367 245,493 396,984 400,106 902,000 168,879 659,967 273,254 504,061 463,781 887,938 186,949 915,710 294,600 586,130 608,160 1,297,620 337,680 868,248 263,598 604,695 607,443 912,000 275,462 970,750 315,830 700,370 950,020 900,000 390,310 $ 2,506,829 $ 2,975,950 $ 4,039,900 $ 3,531,446 $ 4,227,280 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,259,613 1,243,026 4,190 1,457,128 1,493,272 25,550 2,099,310 1,938,400 2,190 2,002,946 1,526,310 2,190 2,318,680 1,900,600 8,000 $ 2,506,829 $ 2,975,950 $ 4,039,900 $ 3,531,446 $ 4,227,280 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,425,578 2,506,829 Net Operating Result Projected FY 2007 1,757,822 2,975,950 2,082,220 4,039,900 1,587,600 3,531,446 2,145,180 4,227,280 $ (1,081,251) $ (1,218,128) $ (1,957,680) $ (1,943,846) $ (2,082,100) COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2005 FY 2006 FY 2007 - 64 - FY 2008 Table of Contents Town Clerk ♦ PURPOSE STATEMENT To serve citizens in a courteous, impartial manner that promotes confidence and trust; to provide all customers with quality service in an efficient and timely manner and to work in harmony with Elected Officials. Prepare Council agendas and related documents; record legislative actions; attest official actions of the Council; and maintain, protect, and preserve official records of the Town. Conduct fair and impartial Town elections in accordance with federal, state, and local laws. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ Planned and administered Spring 2007 elections Responded to 80% of public records requests in less than 24 hours Implemented process for posting and monitoring of agendas and minutes to the website for Council and Boards and Commissions to comply with new requirements of the Open Meeting Law ♦ BUDGET NOTES The Town Clerk budget includes a one time expenditure of $120,000 for spring 2008 elections. A Records Administrator position was added for the management of organization wide records. OBJECTIVES FY 2008 ♦ Respond to 100% of all subpoenas within timeframes established by law, including authorized extensions Post agendas and public notices at three official posting locations and on the Gilbert website at least 24 hours prior to meeting or event Post draft minutes containing legal actions taken by the Council and Boards and Commissions to the Gilbert website within three working days of a meeting Post approved minutes of Council and Boards and Commissions to the Gilbert website within two working days of approval Monitor departments that serve as Liaisons to Boards and Commissions to assure compliance with posting requirements to the Gilbert website for agendas and notices, draft minutes containing legal actions, and approved minutes Plan and administer regular and special local elections in compliance with Federal, State and Local laws Respond to 80% of all public records requests within 24 hours of receipt, excluding Saturdays, Sundays, and holidays Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 % of records requests responded to within 24 hours 88% 80% 80% 85% % of subpoena records responded to within timeframe established by law 100% 100% 100% 100% 100% 100% 100% 100% N/A N/A 100% 100% % of draft minutes posted to the Gilbert website within established timeframes N/A N/A 100% 100% % of Boards and Commissions that comply with posting requirements to the Gilbert website N/A N/A 100% 100% 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES % of Council agendas and public notices posted at 24 hour minimum prior to meeting in conformance with Open Meeting law % of agendas and meetings posted to Gilbert website at least 24 hours prior to meeting or noticed event % of Elections held that comply with Federal, State and Local laws - 65 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2005 Actual FY 2006 Budget FY 2007 6.00 7.00 7.00 7.00 8.00 6.00 7.00 7.00 7.00 8.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 552,001 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 354,612 197,389 $ 552,001 Total Revenues Total Expenses $ 4,078 552,001 Net Operating Result $ $ (547,923) $ 572,003 738,230 $ 722,355 Actual FY 2006 75,017 572,003 (496,986) $ 738,230 $ Budget FY 2007 722,355 4,000 738,230 (734,230) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2007 - 66 - FY 2008 803,340 Budget FY 2008 585,760 217,580 - $ Projected FY 2007 $5.00 FY 2006 $ 460,237 262,118 - COST PER CAPITA FY 2005 803,340 Projected FY 2007 471,610 266,620 $ Budget FY 2008 722,355 Budget FY 2007 386,151 185,852 - Actual FY 2005 OPERATING RESULTS 572,003 Budget FY 2008 Projected FY 2007 738,230 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Total Expenses 552,001 572,003 Projected FY 2007 2,600 722,355 (719,755) $ 803,340 Budget FY 2008 3,600 803,340 (799,740) Table of Contents Support Services __________________________________ Support Services Summary Facilities Maintenance Finance Technology Services Personnel Table of Contents Support Services BUSINESS UNIT DESCRIPTION This unit represents the internal support functions of the Town, including: Building Maintenance, Fleet Maintenance, Finance, Technology Services, and Personnel. Building Maintenance ensures staff and visitors have clean and safe buildings that are maintained according to specific standards. Finance operations include the maintenance of accurate and complete financial records, payment of all employees and vendors, and the provision of meaningful and timely financial reports and information. Technology Services supports and maintains all of the information systems. Personnel provides support for the Town’s human resource, training, health insurance administration and risk management needs. Detail regarding Fleet Maintenance is found under the Internal Service Fund tab. GOALS FY 2008 ♦ To provide internal customers an acceptable level of service at the least cost ♦ To implement proven new technology with the end user at the forefront ♦ Reduce the cost of accidents, including insurance premiums, through effective safety programs and practices ♦ Provide oversight of financial procedures, preserve financial integrity, and present accurate financial reports ♦ Enable departments to fill positions in the most economic and expeditious manner ♦ Provide an up-to-date training program that meets the ever changing needs of Gilbert employees ♦ Classify positions systematically based upon objective criteria and adequate job evaluation ♦ Maintain all Gilbert facilities at an average facility condition index of 5% ORGANIZATIONAL CHART SUPPORT SERVICES Technology Services Fleet Maintenance Administration Administration Communication Services Fleet Maintenance Application Operations Facilities Maintenance GIS Municipal Center Finance Public Works Facility Accounting Purchasing Municipal Office II Personnel Public Safety Center Payroll Personnel Heritage Annex Utility Customer Service Training and Development Temporary Facilities Risk Management South Area Service Center - 67 - Table of Contents Support Services PERSONNEL BY DIVISION Support Services Admin Facilities Maintenance Finance Technology Services Personnel Total Personnel EXPENSES BY DIVISION Support Services Admin Facilities Maintenance Finance Technology Services Personnel Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 0.00 7.00 25.25 30.50 12.00 0.00 9.00 25.25 35.25 12.00 1.00 9.50 26.25 35.25 12.00 1.00 9.50 27.25 39.25 14.00 1.00 11.00 27.25 38.25 15.00 74.75 81.50 84.00 91.00 92.50 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 2,707,511 2,254,525 3,236,467 1,072,075 2,998,770 2,516,767 3,806,664 1,204,890 167,210 3,670,550 2,919,210 5,805,630 1,447,410 75,674 3,620,292 2,725,427 5,365,984 1,457,199 185,620 4,283,210 3,074,460 7,854,830 1,609,450 $ 9,270,578 $ 10,527,091 $ 14,010,010 $ 13,244,576 $ 17,007,570 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 4,216,228 4,162,074 42,615 849,661 4,847,405 4,303,000 276,970 1,099,716 6,454,100 6,368,750 311,000 876,160 5,987,722 6,095,304 311,000 850,550 7,537,770 7,157,400 30,500 2,281,900 $ 9,270,578 $ 10,527,091 $ 14,010,010 $ 13,244,576 $ 17,007,570 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 3,320,051 10,527,091 4,028,830 14,010,010 3,654,350 13,244,576 3,899,530 17,007,570 3,305,678 9,270,578 $ (5,964,900) $ (7,207,040) $ (9,981,180) $ (9,590,226) $(13,108,040) - 68 - Table of Contents Facilities Maintenance PURPOSE STATEMENT ♦ To maintain and repair assigned facilities and associated systems and equipment in proper working order for the safety and effective use of facilities and to respond to facility maintenance and repair needs of customers. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Coordinated with the Fire Department and Parks and Recreation on their facilities and installed system and equipment Performed inspection of all rooms and installed equipment at the new South Area Service Center Coordinate the warranty requests for the fire stations Trained on operation of installed systems and equipment at fire stations eight and one and the police and fire warehouse ♦ BUDGET NOTES With the opening of the South Area Service Center in July 2007 and the expansion of the Development Services building, the budget for Facilities Maintenance increased by approximately 17%. Included in this increase is a Building Maintenance Worker to assist in the care of the new facilities. One time expenditures for FY08 include $18,000 to replace the wheelchair lift in the Municipal Center, $15,000 to repaint the exterior metal of the SE Regional Library, $14,400 to replace the security system camera at the Public Safety Center OBJECTIVES FY 2008 ♦ Ensure appropriate and sufficient types and amounts of equipment, furnishings and supplies are available to support the Facilities Maintenance Section so we can cost effectively support our customers without costly or timely delays Reduce the number of after hour and emergency calls per square foot by performing preventative maintenance Identify and schedule desired and required training and incorporate it as part of job goals on personnel evaluations Promote a safe and healthy work environment Hire the most cost effective sub contractor for the work we are unable to perform due to manpower or expertise by obtaining three quotes or hiring lowest qualifying bidder Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 100% 100% 100% 100% 85 calls 59 calls 97 calls 101 calls 1.20 hours 1.27 hours 1.50 hours 1.50 hours Cost per square foot – Municipal Center (50,000 square feet) $6.67 $6.34 $7.55 $8.55 Cost per square foot – Public Works (33,000 square feet) $6.47 $5.51 $5.67 $6.63 Cost per square foot – Municipal Center II (51,500 square feet)* $3.04 $3.16 $4.01 $5.06 Cost per square foot – Public Safety Center (178,000 square feet) $4.04 $4.41 $6.01 $6.22 Cost per square foot – South Area Service Center (86,000 square feet)** N/A N/A N/A $5.42 PERFORMANCE/ACTIVITY MEASURES % of emergency calls responded to within 24 hours Number of emergency call outs Average time spent per emergency * Municipal Center II expansion from 32,000 square feet to 51,500 square feet substantial completion January 2008 ** South Area Service Center substantial completion July 2007 - 69 - Table of Contents Facilities Maintenance PERSONNEL BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Total Personnel EXPENSES BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 9.00 9.50 9.50 11.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 434,016 333,427 213,464 97,361 1,532,606 87,956 8,681 694,839 317,178 181,759 101,232 1,591,875 96,551 15,336 680,660 409,570 202,710 133,480 1,892,440 117,250 201,500 32,940 691,332 377,622 187,008 128,270 1,876,970 117,250 209,300 32,540 826,720 427,690 218,810 261,960 1,919,700 466,000 116,300 46,030 $ 2,707,511 $ 2,998,770 $ 3,670,550 $ 3,620,292 $ 4,283,210 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 366,664 1,496,921 21,860 822,066 474,177 1,570,929 52,334 901,330 603,680 2,232,760 834,110 618,693 2,167,489 834,110 723,680 2,679,640 30,500 849,390 $ 2,707,511 $ 2,998,770 $ 3,670,550 $ 3,620,292 $ 4,283,210 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 161,655 2,707,511 Net Operating Result Projected FY 2007 177,111 2,998,770 186,000 3,670,550 183,000 3,620,292 22,000 4,283,210 $ (2,545,856) $ (2,821,659) $ (3,484,550) $ (3,437,292) $ (4,261,210) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2005 FY 2006 - 70 - FY 2007 FY 2008 Table of Contents Finance PURPOSE STATEMENT OBJECTIVES FY 2008 To ensure accurate financial reporting on the results of operations and to process financial transactions in an accurate and timely manner. Finance department responsibilities include the general ledger, payroll, accounts payable, accounts receivable, purchasing, special assessments, fixed assets, cash and debt management, grant accounting, and utility billing. ♦ Survey internal customers to determine level of satisfaction ♦ Prepare the Comprehensive Annual Financial Report in conformance with GAAP (Generally Accepted Accounting Principals) and GFOA financial reporting excellence criteria ♦ Maintain a system of internal controls with no material weaknesses ♦ Complete payroll processing by the Wednesday bank deadline each pay period ♦ Process and mail accounts payable checks based on department input of invoices by Friday each week ♦ Contract for sales tax audit services with a positive return on our investment ♦ Canvass local businesses to determine compliance with the tax code ♦ Monitor utility customer service levels daily and adjust staffing as needed ♦ Ensure that the South Area Service Center is appropriately staffed for utility services ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received an unqualified audit opinion on our Comprehensive Annual Financial Report with no material weaknesses in internal controls Received the Certificate of Achievement for Excellence in Financial Reporting for the 15th consecutive year from the Government Finance Officers Association (GFOA) Improved the efficiency of the payroll timekeeping process by implementing an automated timekeeping system Completed all payroll and accounts payable processes and quarterly and year end reports by the required deadlines Expanded sales tax collection efforts by adding an internal tax specialist position Implemented e-bills so customers can view their utility statements online Smoothly transitioned over 1,000 customers from the Mesa billing system to Gilbert PERFORMANCE/ACTIVITY MEASURES % of internal customers satisfied # of material weaknesses in internal controls reported by the auditors % of time weekly processes are completed by required deadlines # of sales tax audits completed and amount collected in excess of the cost of the audit contract # of businesses reviewed for sales tax compliance % of utility customers participating in autopay % of utility customers accessing the internet to view account information/make payments % of utility customer service calls answered within 60 seconds BUDGET NOTES Two Accounting Technicians have been added to the budget from FY07 Adopted. These positions assist in processing the weekly accounts payable as well as monitoring and reconciling the monthly purchasing cards. Due to the increase use of credit cards being used to pay utility bills, an additional $60,000 was added to cover the increase in banking fees. Actual FY 2005 N/A Actual FY 2006 N/A Projected FY 2007 N/A Anticipated FY 2008 80% 0 0 0 0 100% 100% 100% 100% 24 $261,765 30 $192,393 25 $420,000 25 $350,000 N/A N/A 650 2,000 6% 8% 9% 10% 15% 18% 26% 26% 57% 82% 82% 80% - 71 - Table of Contents Finance PERSONNEL BY ACTIVITY Accounting Purchasing Payroll Utility Customer Service Total Personnel EXPENSES BY ACTIVITY Accounting Purchasing Payroll Utility Customer Service Total Expenses Actual FY 2006 Budget FY 2007 13.00 0.00 0.00 12.25 13.00 0.00 0.00 12.25 8.65 2.60 2.50 12.50 7.65 4.60 2.50 12.50 7.65 4.60 2.50 12.50 25.25 25.25 26.25 27.25 27.25 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 970,640 215,200 289,960 1,443,410 860,496 220,311 276,002 1,368,618 903,250 331,150 276,250 1,563,810 $ 2,254,525 $ 2,516,767 $ 2,919,210 $ 2,725,427 $ 3,074,460 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,202,556 1,038,929 13,040 1,315,588 933,943 224,636 42,600 1,727,800 1,087,820 100,000 3,590 1,585,261 1,036,576 100,000 3,590 1,837,620 1,235,840 1,000 $ 2,254,525 $ 2,516,767 $ 2,919,210 $ 2,725,427 $ 3,074,460 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses 1,795,538 2,254,525 $ (458,987) $ 1,931,071 2,516,767 (585,696) $ 2,293,590 2,919,210 2,181,330 2,725,427 (625,620) $ (544,097) $ COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2005 Budget FY 2008 1,318,828 1,197,939 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2007 1,077,102 1,177,423 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 FY 2006 FY 2007 - 72 - FY 2008 2,513,780 3,074,460 (560,680) Table of Contents Technology Services ♦ PURPOSE STATEMENT To provide technical, operational and educational support to our internal and external customers in a timely manner. To continuously assess our system environments and work processes in order to achieve superior results in our performance as a work team and as an essential part of our organization. To assist internal and external customers in the best use of technology resources provided. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ Completed install of Data 911 upgrade in police vehicles Replaced Uninterruptible Power Supply (UPS) at Municipal Center Completed telephone and data installations at the South Area Service Center Completed work order management system for Water Distribution, Fleet and Public Works call center Replaced Polycom Videoconferencing Bridge for the Gilbert Fire Stations Upgraded PD Technology by providing remote access for Police Investigations, EVDO upgrade in patrol cars and failover capability for datalink network ♦ ♦ ♦ BUDGET NOTES Personnel costs increased as a result of market and merit adjustments as well as supervisory range placements. In addition, three positions were added during FY07. Transfers include funding for the Equipment Replacement Fund as well as the following capital projects: Telecommunication Upgrades ($507,000), Imaging Technology Phase II ($750,000), and Police E-Ticketing ($150,000). OBJECTIVES FY 2008 ♦ To resolve internal customers problems in a timely manner and educate the end user so as to eliminate reoccurring problems with the same issue PERFORMANCE/ACTIVITY MEASURES % of problems resolved by the Help Desk within 24 hours Average time for help desk response % of work-orders completed in a timely manner Unplanned down time for phone system Unplanned down time for web systems Implement work management system for wastewater collections, street lights and signals, and traffic operations center PD technology upgrade to cover Intergraph software, upgrade Sprint backbone capabilities New technology for 07/08 Cover – E-Payment, Email imaging and Wireless Network Begin implementation of an ESS (Enterprise Survivable Server) at the South Area Service Center to provide town wide survivability should an outage occur on the main phone system at Town Hall to provide survivability at Public Works, all Fire Stations, the Public Safety Center and Water Treatment Plant Ensure all radios are in working order and tested and end users who require radios have radio availability Implement crisis management software in cooperation with the Fire Department To provide any GIS related information that is needed to meet the GASB requirements and establish field name aliases for designated GIS related databases in the Town Actual FY 2005 Actual FY 2006 Actual FY 2007 Anticipated FY 2008 95% 95% 75%* 80% 28 minutes 30 minutes 10 minutes* 10 minutes 95% 95% 80%* 85% 5% 5% 2% 0% 5% 2% 2% 2% Unplanned down time for network systems 5% 5% 5% 5% Update public map data every 30 days % of legal processes for address errors and omissions started within 5 days N/A 100% 100% 100% N/A 100% 100% 100% * In FY 2007 TS began using a new matrix for collecting data, which captures all calls, new equipment orders and installs. The % reported is not due to a drop in performance, but the result of a new measurement tool. - 73 - Table of Contents Technology Services PERSONNEL BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Total Personnel EXPENSES BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Total Expenses Budget FY 2007 Projected FY 2007 27.50 3.00 0.00 0.00 3.50 6.00 17.75 8.00 3.50 6.00 17.75 8.00 3.50 8.00 19.75 8.00 3.50 8.00 18.75 8.00 30.50 35.25 35.25 39.25 38.25 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 786,135 1,031,588 1,412,413 576,528 372,490 1,846,010 2,906,870 680,260 279,329 1,672,916 2,749,548 664,191 360,210 2,646,560 4,089,540 758,520 $ 3,236,467 $ 3,806,664 $ 5,805,630 $ 5,365,984 $ 7,854,830 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,833,317 1,375,263 20,755 7,132 2,123,028 1,544,790 138,846 2,947,750 2,613,690 211,000 33,190 2,707,994 2,439,410 211,000 7,580 3,528,780 2,898,270 1,427,780 $ 3,236,467 $ 3,806,664 $ 5,805,630 $ 5,365,984 $ 7,854,830 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 3,149,323 87,144 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 1,084,910 3,236,467 940,120 3,806,664 1,269,880 5,805,630 996,740 5,365,984 1,050,130 7,854,830 $ (2,151,557) $ (2,866,544) $ (4,535,750) $ (4,369,244) $ (6,804,700) COST PER FTE $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2005 FY 2006 - 74 - FY 2007 FY 2008 Table of Contents Personnel PURPOSE STATEMENT OBJECTIVES FY 2008 To partner with stakeholders in providing the programs, services and professional assistance necessary to: attract, retain and develop high quality employees, supervisors and managers that reflect the increasing diversity of the community; maintain competitive compensation and benefits; promote compliance with employment and environmental laws, rules and policies; promote an organizational culture of respect, communication, alignment and accountability and continuous improvement; promote employee safety, organizational loss control and the effective management of risk; process and maintain employee personnel records. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ Completed Town-wide CQI survey and facilitated communication of results Developed a divisional strategic plan Updated Personnel Rules Completed a total compensation survey for public safety positions Implemented expanded employee relations program and related tracking system ♦ ♦ Provide timely and defensible process support for hiring supervisors using a consultative model Provide on-site professional development opportunities for employees, supervisors, and managers Ensure an acceptable number and diversity of applicants for each recruitment Deliver training for employees, supervisors and managers in employment, safety and environmental laws, rules and policies Provide timely investigation and remediation of employment, safety or environmental rule or policy violations Conduct annual market review of compensation and benefits Effectively manage insurance claims to minimize related costs Accurately process personnel actions within the pay period of the effective date of the action Conduct annual classification reviews of Job Class Code A and F classifications BUDGET NOTES Personnel costs increase with addition of three new positions: Personnel Specialist, Employee Relations Administrator and a Claims Examiner. Actual FY 2005 12.5% Actual FY 2006 13.1% Projected FY 2007 9% Anticipated FY 2008 9% Number of recruitments per year 131 171 275 300 Number of employees who attended on-site professional development classes 439 640 700 650 27% 29% 26% 29% 715 1,149 575 800 85 102 105 115 12 14 11 12 85 102 108 110 $1,751 $1,517 $1,670 $1,670 21% 17% 20% 25% PERFORMANCE/ACTIVITY MEASURES Turnover rate for regular employees Percentage of minority applicants Number of employees trained in employment, safety and environmental law and Town rules and policies Number of personnel interventions and/or investigations of potential violations of employment law, personnel rules or procedures Workers compensation claims per 100 staff Average number of personnel actions per month Average value of public entity insurance claims Percentage of classifications reviewed - 75 - Table of Contents Personnel PERSONNEL BY ACTIVITY Personnel Training and Development Risk Management Total Personnel EXPENSES BY ACTIVITY Personnel Training and Development Risk Management Total Expenses Budget FY 2007 Projected FY 2007 8.50 1.50 2.00 8.50 1.50 2.00 8.00 2.00 2.00 10.00 2.00 2.00 10.00 2.00 3.00 12.00 12.00 12.00 14.00 15.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 801,834 193,269 209,787 892,140 245,990 309,280 932,518 245,165 279,516 1,039,790 255,880 313,780 $ 1,072,075 $ 1,204,890 $ 1,447,410 $ 1,457,199 $ 1,609,450 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 813,691 250,961 7,423 934,612 253,338 16,940 1,025,600 416,540 5,270 1,037,170 414,759 5,270 1,278,480 327,240 3,730 $ 1,072,075 $ 1,204,890 $ 1,447,410 $ 1,457,199 $ 1,609,450 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 721,000 178,188 172,887 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 263,575 1,072,075 $ 271,749 1,204,890 (808,500) $ 279,360 1,447,410 293,280 1,457,199 (933,141) $ (1,168,050) $ (1,163,919) $ (1,295,830) COST PER FTE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2005 313,620 1,609,450 FY 2006 - 76 - FY 2007 FY 2008 Table of Contents Legal and Court __________________________________ Legal and Court Summary General Counsel Prosecutor Municipal Court Table of Contents Legal and Court BUSINESS UNIT DESCRIPTION The Legal and Court Department includes the contract service for General Counsel and the Public Defenders, the Prosecutor’s Office, and the Municipal Court. Each service contributes to legal compliance within Gilbert whether it is for internal customers or for external customers. At the core of each operation is the goal of fairness and ultimately legal compliance. GOALS FY 2008 ♦ Ensure a high level of quality control for legal opinions and other documents prepared by legal staff ♦ Manage a growing caseload by employing technology that enables the department to continue to meet the requirements of the Rules of Criminal Procedure without additional personnel ♦ Meet the Rule 8 (RCP) demands for timely disposition of cases while delivering a high level of customer service ORGANIZATIONAL CHART LEGAL AND COURT General Counsel Town Prosecutor Public Defender - 77 - Municipal Court Table of Contents Legal and Court Actual FY 2005 Actual FY 2006 Budget FY 2007 General Counsel Town Prosecutor Municipal Court 0.00 13.12 18.50 0.00 14.62 20.50 0.00 16.00 23.25 0.00 19.00 32.25 0.00 19.00 32.25 Total Personnel 31.62 35.12 39.25 51.25 51.25 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 General Counsel Town Prosecutor Municipal Court 658,210 931,542 1,431,069 958,068 1,095,034 1,620,803 1,040,020 1,388,270 2,083,220 1,254,000 1,414,511 1,986,577 995,020 1,692,980 2,581,840 Total Expenses $ 3,020,821 $ 3,673,905 $ 4,511,510 $ 4,655,088 $ 5,269,840 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 2,017,565 1,003,256 - 2,263,163 1,371,846 38,896 - 3,015,650 1,495,860 - 2,939,162 1,715,926 - 3,922,110 1,347,730 - $ 3,020,821 $ 3,673,905 $ 4,511,510 $ 4,655,088 $ 5,269,840 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 176,699 3,020,821 208,395 3,673,905 211,500 4,511,510 196,600 4,655,088 226,500 5,269,840 $ (2,844,122) $ (3,465,510) $ (4,300,010) $ (4,458,488) $ (5,043,340) Actual FY 2005 23,034 Actual FY 2006 29,175 Projected FY 2007 39,000 Anticipated FY 2008 49,000 11,323 12,593 16,244 21,120 772 751 1,153 1,753 # of guilty pleas 2,573 2,479 3,412 4,675 # of dismissals 211 269 300 330 PERFORMANCE/ACTIVITY MEASURES Case Filings # of Court appearances – Prosecutor # of trials - 78 - Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2008 The mission of General Counsel is to provide the highest quality legal services to elected officials, appointed officials and staff in conducting Town business. Support is provided through the rendering of legal advice and opinions; drafting and review of contracts, ordinances, resolutions and other documents; and attending regular meetings with Town staff. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Addressed numerous issues related to County island annexations and processed numerous annexations Worked with planning staff to implement Proposition 207 Worked with Town staff to address numerous legal issues related to the design and construction of the South Water Treatment Plant, pipeline from the CAP canal to the South Water Treatment Plant, and other Capital Improvements Projects Prepared numerous ordinances, including amendments to the Town’s Procurement Code, the theft of water provisions, nosmoking ordinance, and Town department reorganization Provided training programs for Town staff for the amended purchasing code Completed complex negotiations for replacement ozone generators Processed numerous rights-of-way and other property acquisitions Worked with Police Department on training for risk management purposes Prepared numerous intergovernmental agreements with other public bodies Provided regular litigation status reports to Town Council Prepared numerous legal opinions related to legal issues facing the Town PERFORMANCE/ACTIVITY MEASURES ♦ ♦ ♦ ♦ ♦ Continue to provide regular litigation status reports to the Town Council Assist Town staff to create new PKIDs Complete negotiations and contracts for Parker-Davis Power Contracts Work with Town’s Risk Manager to develop right-of-way use policy for Salt River Project Work with staff and council on long-term water planning issues Complete major Municipal Code and Land use Code amendment for Town department reorganization Prepare procedures for implementation of Environmental Nuisance Ordinance Amend Town standard form contracts to comply with new Procurement Code Prepare guidelines for tax collection Continue public defender contract management for Court Continue to stay abreast of developments in the law that affect the Town by reviewing and reporting on case law and new legislation as they develop and making recommendations regarding any changes to Town ordinances or procedures affected by new case law or legislation BUDGET NOTES General Counsel services are provided through a contract with Curtis, Goodwin, Sullivan, Udall & Schwab P.L.C. Contractual expenses for General Counsel decline as a result of a one time expenditure in FY 2007 for Special Counsel. Funds for the General Counsel can also be found in the Departmental budgets. The Public Defender budget was increased to reflect actual usage for FY 2007 and anticipated increases for FY 2008. Actual FY 2005 Actual FY 2006 No Performance Measures - 79 - Projected FY 2007 Anticipated FY 2008 Table of Contents General Counsel Actual FY 2005 Actual FY 2006 Budget FY 2007 General Counsel Public Defender 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel Public Defender 491,901 166,309 Total Expenses $ 658,210 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 658,210 - Total Expenses $ 658,210 $ Actual FY 2005 OPERATING RESULTS Total Revenues Total Expenses 45,627 658,210 Net Operating Result $ 830,020 210,000 950,000 304,000 958,068 $ 1,040,020 $ 1,254,000 Budget FY 2007 Projected FY 2007 (612,583) $ 958,068 - 1,040,020 - 1,254,000 - 958,068 $ 1,040,020 $ 1,254,000 Budget FY 2007 Projected FY 2007 Actual FY 2006 52,624 958,068 (905,444) $ 60,000 1,040,020 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2007 - 80 - 635,020 360,000 $ FY 2008 995,020 Budget FY 2008 995,020 - $ (980,020) $ (1,188,000) $ $10.00 FY 2006 Budget FY 2008 66,000 1,254,000 COST PER CAPITA FY 2005 Budget FY 2008 Projected FY 2007 749,025 209,043 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Projected FY 2007 995,020 Budget FY 2008 58,000 995,020 (937,020) Table of Contents Prosecutor ♦ PURPOSE STATEMENT The Prosecutor’s Office is dedicated to handling criminal misdemeanor cases in a fair and just manner, safeguarding the rights of both the victim and the accused, and protecting the citizens of Gilbert. We are committed to pursuing justice with professionalism and integrity. OBJECTIVES FY 2008 ♦ Continue training and monitoring work through quality control checks ♦ Continue streamlining of procedures through monthly meetings ♦ Continue to prevent case continuances as much as possible by setting interviews and sending discovery documents in a timely manner ♦ Establish a policy that all domestic violence cases must be reviewed prior to the close of every business week ♦ Contact Arizona State University to recruit volunteers from social work and criminal justice programs ♦ Meet with all stakeholders involved in DUI cases to discuss calendaring issues ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Alleviated the need for Police Officers to recite criminal cases by filing motions to amend with the Gilbert Municipal Court. These motions are filed if there is a technical defect in the charging document which needs to conform to the evidence in the case Defense interviews with Police Officers are now digitally recorded and stored on the computer network making it very easy for officers and prosecutors to listen to the interviews when preparing for trials Staff implemented the presiding judge’s electronic signature on all subpoenas issued from our office eliminating the need for the subpoenas to be handled by multiple people and allowed the subpoenas to be mailed to witnesses in a more timely manner Hired and successfully trained a new Legal Secretary, a new Administrative Assistant, a new Assistant Prosecutor, and two new Office Assistants Trained one Office Assistant to obtain criminal histories on all new criminal citations received from GPD and to also obtain MVD records from an on-line database to aid with charging decisions enabling one of the Legal Secretaries to utilize more of her time accomplishing her tasks Assisted Police in implementing a new report routing process through I/Leads BUDGET NOTES Additions of an Assistant Prosecutor II, Administrative Assistant, and an Office Assistant as well as market and merit adjustments justify the 22% increase in the Prosecutor’s personnel budget over FY 2007 adopted. Contractual increases include $4,500 for additions to the law library and $9,800 for software maintenance fees and licenses. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Percentage of cases charged after review 62% 61% 67% 68% Percentage of DUI cases resolved within six months of filing 74% 68% 75% 76% Number of Criminal Cases Tracked 3,795 4,652 6,300 8,000 500 446 621 700 0 0 0 1,040 PERFORMANCE/ACTIVITY MEASURES Number of Domestic Violence Offenders Referred to Counseling Programs Volunteer hours served - 81 - Table of Contents Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Total Expenses $ Actual FY 2006 Budget FY 2007 13.12 14.62 16.00 19.00 19.00 13.12 14.62 16.00 19.00 19.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Total Revenues Total Expenses $ 1,414,511 1,692,980 931,542 $ 1,095,034 $ 1,388,270 $ 1,414,511 $ 1,692,980 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 881,324 50,218 - 1,017,598 64,662 12,774 - 1,314,060 74,210 - 1,345,215 69,296 - 1,603,650 89,330 - 931,542 $ 1,095,034 $ 1,388,270 $ 1,414,511 $ 1,692,980 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 3,474 1,095,034 1,500 1,388,270 3,500 1,414,511 3,500 1,692,980 (929,072) $ (1,091,560) $ (1,386,770) $ (1,411,011) $ (1,689,480) COST PER CASE $300.00 $225.00 $150.00 $75.00 $0.00 FY 2005 Budget FY 2008 1,388,270 2,470 931,542 Net Operating Result Projected FY 2007 Budget FY 2008 1,095,034 Actual FY 2005 OPERATING RESULTS Projected FY 2007 931,542 Actual FY 2005 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 FY 2006 FY 2007 - 82 - FY 2008 Table of Contents Municipal Court ♦ PURPOSE STATEMENT The purpose of the Gilbert Municipal Court is to provide a just resolution to cases filed in the Court by local law enforcement agencies and local citizens in a timely fashion as mandated under the Arizona and United States Constitution, the laws of the State of Arizona and the local ordinances. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ We are in the process of establishing our own Security Officers to secure the court building trained by the Police Department The court began implementation of e-forms on all DUI cases and will be expanding to all criminal matters and civil traffic court Projected to collect revenue in excess of $8 million in FY07 Projected to file and process over 39,000 civil and criminal cases in FY07 OBJECTIVES FY 2008 Acquired Systems Analyst position in the court to initiate and manage projects involving court automation including eticketing, FARE (Fines and Restitution Enhancement) and Tax Intercept Implementation, and electronic MVD (Motor Vehicle Division) reporting Completed and launched the interface between FullCourt and National Safety Council to process defensive driving school completions and receipting of funds to each individual case file using the court automation system resulting in an improvement in case closings as well as time savings in data entry time Established benchmark staffing ratio based on case filings, projected case filings and staff to judge ratio Acquired a fourth Judge in the criminal division and established a Civil Hearing Officer position to hear all civil traffic cases as well as order of protection and harassment adjunction cases to keep current with growing caseload demands ♦ Centralize all court automation projects under new Systems Analyst person serving the court ♦ Reduce criminal disposition time to meet all Rule 8 requirements with focus on DUI cases Greet and direct/process all incoming telephone calls and counter contacts at first point of contact by adding a Clerk in late FY07 ♦ Reduce number of complaints regarding telephone service by 50% ♦ BUDGET NOTES Staffing for the Municipal Court increased by nine positions from FY07 adopted authorization. Additional positions include a Civil Hearing Officer, Senior Court Services Clerk, three Court Services Clerks, and four Security Officers. Due to increasing costs, the IGA with Maricopa County for security services was not renewed for FY08. The reduction in contractual expenses for this IGA is offset by the increase in personnel costs for the new Security Officers. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Rule 8 (Speedy Trial) compliance 100% 100% 100% 100% Case Filings 23,034 29,175 39,000 49,000 # of Jury Trials 20 13 35 43 # of Civil Traffic Hearings 416 529 680 850 Average wait time for customer N/A N/A 15 minutes 10 minutes Number of complaints about phone service N/A N/A 120 60 PERFORMANCE/ACTIVITY MEASURES - 83 - Table of Contents Municipal Court Actual FY 2005 Actual FY 2006 Budget FY 2007 Municipal Court 18.50 20.50 23.25 32.25 32.25 Total Personnel 18.50 20.50 23.25 32.25 32.25 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Municipal Court Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Projected FY 2007 Budget FY 2008 Budget FY 2008 1,431,069 1,620,803 2,083,220 1,986,577 2,581,840 $ 1,431,069 $ 1,620,803 $ 2,083,220 $ 1,986,577 $ 2,581,840 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,136,241 294,828 - 1,245,565 349,116 26,122 - 1,701,590 381,630 - 1,593,947 392,630 - 2,318,460 263,380 - $ 1,431,069 $ 1,620,803 $ 2,083,220 $ 1,986,577 $ 2,581,840 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 128,602 1,431,069 Net Operating Result Projected FY 2007 152,297 1,620,803 150,000 2,083,220 127,100 1,986,577 165,000 2,581,840 $ (1,302,467) $ (1,468,506) $ (1,933,220) $ (1,859,477) $ (2,416,840) COST PER CASE $75.00 $60.00 $45.00 $30.00 $15.00 $0.00 FY 2005 FY 2006 FY 2007 - 84 - FY 2008 Table of Contents Development Services __________________________________ Development Services Summary Permit and Plan Review Services Inspection and Compliance Services Planning and Development Business Development Table of Contents Development Services BUSINESS UNIT DESCRIPTION The departments in Development Services guide land development from the vacant parcel stage through construction of structures and the maintenance of developed parcels to maintain community aesthetics. The individual departments are Administration and Customer Service, Permit and Plan Review Services, Inspection and Compliance Services, Planning and Development, and Business Development. These business unit was reorganized effective July 1, 2006 so many of the individual departments are new and do not include history. Business Development focuses on recruiting new business to Gilbert. Planning and Development sets the development guidelines through the General Plan and Town Ordinances. Permit and Plan Review insures the guidelines are enforced in the drawing of plans and Inspection and Compliance ensures that the structures and systems are constructed by the developers in compliance with the approved plans to support the new development. GOALS FY 2008 ♦ Actively recruit globally-competitive, high value added businesses to Gilbert ♦ Be recognized as a community that is business friendly and has the infrastructure in place to attract and retain business ♦ Continue to improve customer and public perception of the development process ♦ Insure that all structures built in Gilbert meet the adopted construction and land use codes to provide safe structures for all ♦ Provide a pro-active, responsive, customer oriented permit process ♦ Ensure that construction of privately and publicly funded infrastructure is in compliance with applicable codes and standards ♦ Ensure the safe movement of traffic by analyzing data ORGANIZATIONAL CHART DEVELOPMENT SERVICES Business Development Planning and Development Business Development Inspection and Compliance Redevelopment Building Fire Permit and Plan Review Building Admin & Customer Service Engineering Fire Planning Engineering Code Planning Backflow - 85 - Table of Contents Development Services PERSONNEL BY DIVISION Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 95.65 0.00 0.00 0.00 0.00 0.00 96.65 11.25 28.25 47.88 18.50 5.00 0.00 11.75 30.00 47.88 19.50 5.00 0.00 12.50 30.00 48.63 19.50 6.00 0.00 95.65 96.65 110.88 114.13 116.63 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business Development Community Development Total Personnel EXPENSES BY DIVISION Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business Development Community Development Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2007 Budget FY 2008 9,137,252 13,503,198 822,630 3,635,640 4,220,990 1,837,250 8,737,070 - 653,664 3,558,886 3,992,363 1,765,384 6,025,797 - 933,800 3,790,520 4,993,700 1,940,740 8,834,980 - $ 9,137,252 $ 13,503,198 $ 19,253,580 $ 15,996,094 $ 20,493,740 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 5,871,374 2,413,461 75,149 777,268 6,379,182 3,871,547 3,252,469 8,603,670 5,779,800 88,000 4,782,110 7,850,400 5,968,144 88,000 2,089,550 9,473,860 6,260,230 4,759,650 $ 9,137,252 $ 13,503,198 $ 19,253,580 $ 15,996,094 $ 20,493,740 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 12,396,991 9,137,252 11,434,511 13,503,198 11,974,280 19,253,580 12,488,880 15,996,094 11,995,240 20,493,740 $ 3,259,739 $ (2,068,687) $ (7,279,300) $ (3,507,214) $ (8,498,500) Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Number of single family permits issued 3,902 3,544 2,820 3,000 Acres of land approved for development through re-zoning 1,218 455 1,241 900 PERFORMANCE/ACTIVITY MEASURES - 86 - Table of Contents Permit and Plan Review Services PURPOSE STATEMENT OBJECTIVES FY 2008 To assure a safe environment within Gilbert through the administration of adopted regulations relating to construction, zoning, signage, backflow prevention and other Code of Gilbert requirements. ♦ ACCOMPLISHMENTS FY 2007 BUDGET NOTES ♦ ♦ ♦ Re-organized into a new division based on function with no disruption of service Processed permits for the regional outdoor mall involving multiple buildings and tenants Continue to participate in the customer satisfaction survey for all customer submitting commercial projects Process and review 90% of submittals within applicable established goal times Personnel costs increase as a result of the addition of an Associate Engineer position during FY 2007. In addition, market and merit adjustments as well as supervisory range placement also had an impact on Personnel costs. With limited history in these cost centers, their operations will continue to be monitored and modified as needed. Actual FY 2005* Actual FY 2006* Projected FY 2007 Anticipated FY 2008 95% 95% 95% 95% 11,081 8,166 6,540 6,500 % of landscape plans reviewed within 20 days 80% 85% 85% 85% % of submittals processed within established goal times N/A N/A N/A 90% PERFORMANCE/ACTIVITY MEASURES % of final plats reviewed within 20 days Number of permits issued * Includes activity prior to reorganization - 87 - Table of Contents Permit and Plan Review Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.65 2.60 4.40 11.60 10.40 2.60 4.40 12.60 10.40 2.60 4.40 12.60 0.00 0.00 28.25 30.00 30.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 - - 1,512,570 246,630 1,528,520 347,920 1,500,893 206,490 1,510,297 341,206 1,763,460 236,870 1,421,360 368,830 - $ 3,635,640 $ 3,558,886 $ 3,790,520 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Projected FY 2007 Projected FY 2007 Budget FY 2008 Actual FY 2005 Actual FY 2006 - - 2,387,980 1,247,660 - 2,263,637 1,295,249 - 2,657,690 1,132,830 - - $ 3,635,640 $ 3,558,886 $ 3,790,520 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Actual FY 2005 Actual FY 2006 - - 8,989,000 3,635,640 10,861,270 3,558,886 10,638,900 3,790,520 - $ 5,353,360 $ 7,302,384 $ 6,848,380 - $ COST PER PERMIT $750.00 $600.00 $450.00 $300.00 $150.00 $0.00 FY 2005 Budget FY 2008 FY 2006 FY 2007 - 88 - FY 2008 Table of Contents Inspection and Compliance Services PURPOSE STATEMENT OBJECTIVES FY 2008 To assure a safe and aesthetically desired environment within Gilbert by providing inspection services in the administration of the Town’s adopted construction codes, ordinances, standards, regulations, and guidelines. ♦ ♦ ♦ Complete requested inspections within established guidelines Respond to 95% of complaints within 2 days of receipt Review business registration requests within applicable established guidelines ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Completed 100% of requested building and fire inspections that were scheduled by 6:00 a.m. on that business day Responded to 97% of code compliance complaints within 2 business days of receipt Processed and reviewed 100% of business registration requests within established timelines A Warranty Inspector (Engineering) has been added to work with builders/developers on end of warranty issues for all projects An improvement plan to eliminate the Town’s responsibility and associated cost for sewer videos of new infrastructure was integrated by which contractors and developers are now required to provide the videos and pay any related fees Personnel costs increase as a result of market and merit adjustments as well as supervisory range placement. Contractual increases include a one time expenditure of $450,000 for outside Inspector services if necessary to complete requested inspections within the established guidelines. Transfers increase to correctly subsidize the Equipment Replacement Fund. With limited history in these cost centers, their operations will continue to be monitored and modified as needed. Actual FY 2005* Actual FY 2006* Projected FY 2007 Anticipated FY 2008 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two working days 96% 99% 98% 95% % of fire inspections requests completed within 48 hours 98% 95% 100% 95% % of business registration reviews completed within established guidelines 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES * Includes activity prior to reorganization - 89 - Table of Contents Inspection and Compliance Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Code Backflow Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning Code Backflow Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.28 5.30 10.65 1.30 7.10 2.25 21.28 5.30 10.65 1.30 7.10 2.25 21.28 5.30 10.65 1.30 7.85 2.25 0.00 0.00 47.88 47.88 48.63 Actual FY 2005 Actual FY 2006 Budget FY 2007 - - 1,894,110 423,740 1,037,150 82,540 594,170 189,280 1,844,740 389,467 877,718 110,241 580,860 189,337 2,424,040 574,120 1,037,850 104,830 642,620 210,240 - $ 4,220,990 $ 3,992,363 $ 4,993,700 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Projected FY 2007 Projected FY 2007 Budget FY 2008 Actual FY 2005 Actual FY 2006 - - 3,507,770 584,110 88,000 41,110 3,263,283 599,970 88,000 41,110 3,806,010 988,160 199,530 - $ 4,220,990 $ 3,992,363 $ 4,993,700 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Actual FY 2005 Actual FY 2006 - - - $ 2,807,080 4,220,990 - 381,180 3,992,363 $800.00 $600.00 $400.00 $200.00 $0.00 FY 2006 FY 2007 - 90 - 211,340 4,993,700 $ (1,413,910) $ (3,611,183) $ (4,782,360) COST PER PERMIT FY 2005 Budget FY 2008 FY 2008 Table of Contents Planning and Development PURPOSE STATEMENT OBJECTIVES FY 2008 In order to manage the rapid growth of the community, Planning provides professional advice to elected and appointed officials, and accurate and reliable information to the development industry, residents, the business community, other public agencies and other departments. Planning staffs the Planning Commission and Design Review Board, and administers the General Plan, Land Development Code; various design guidelines and numerous application procedures. The mission is to provide superior planning services to help build a community of excellence. ♦ ♦ ♦ ♦ ♦ BUDGET NOTES ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Update the General Plan and Land Development Code, if needed, on an annual basis Maintain a predictable and business friendly development process Process Code amendments for additional height in appropriate zoning districts, and signs in the Heritage District Use resources for high priority projects, including regional mall and auto mall Improve efficiency in project coordination Personnel costs increase as a result of market and merit adjustments. In addition, an additional Permit Technician position was added during FY 2007. Consulting services are reduced $40,000 due to the Department being fully staffed. Zoning ordinance advertising was increased based on actual FY 2007 expenditures. Processed 775 cases Started in-house training on Planning issues Processed several code amendments to address new development trends Processed approximately 130 annexations applications requested by county island residents Completed major Cooley Station rezoning and Gateway zoning districts for the Village Center and Business district Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 # of cases received (applications, permits, administrative applications, pre-applications, inspections, misc.) 741 968 800 750 % of items continued due to ad errors 2% 2% 2% 2% % of Draft minutes completed within 72 hours 95% 98% 98% 98% 100% 100% 100% 100% 80% 85% 85% 85% PERFORMANCE/ACTIVITY MEASURES % of Design Review Board and Planning and Zoning packets delivered on time % of planning review comments returned on schedule - 91 - Table of Contents Planning and Development PERSONNEL BY ACTIVITY Planning and Development Total Personnel EXPENSES BY ACTIVITY Planning and Development Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 0.00 18.50 19.50 19.50 0.00 0.00 18.50 19.50 19.50 Actual FY 2005 Actual FY 2006 Budget FY 2007 - - 1,837,250 1,765,384 1,940,740 - $ 1,837,250 $ 1,765,384 $ 1,940,740 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Projected FY 2007 Projected FY 2007 Budget FY 2008 Actual FY 2005 Actual FY 2006 - - 1,497,710 339,540 - 1,324,444 440,940 - 1,625,760 314,980 - - $ 1,837,250 $ 1,765,384 $ 1,940,740 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Actual FY 2005 Actual FY 2006 - - 200 1,837,250 - $ (1,837,050) $ - $ 1,064,430 1,765,384 (700,954) $ COST PER CASE $3,000.00 $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2005 Budget FY 2008 FY 2006 - 92 - FY 2007 FY 2008 967,000 1,940,740 (973,740) Table of Contents Business Development PURPOSE STATEMENT OBJECTIVES FY 2008 The main responsibilities of the Business Development Division are the recruitment of new businesses to the community; the retention and expansion of existing Gilbert businesses and the marketing of Gilbert to national and international audiences. In addition, the Business Development staff works with other departments to ensure that Gilbert’s business climate remains competitive. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Staff assisted 15 companies/developments in locating to Gilbert Facilitated capital investments of $63,150,000 in Gilbert Announced 1,850 new jobs in Gilbert Produced 4 page advertising spread, valued at $22,000 at no cost to Gilbert, for US Airways Magazine Successful continuation of P.E.R.T. (Partners Experiencing Results Together) program - processed 10 projects Successful implementation of 2006-07 Marketing and Communications Strategy ♦ ♦ Create 150 new business/development leads Create 775 new manufacturing/office jobs and 550 retail jobs matching the desired salary ranges with special emphasis on the targeted business clusters Generate $69,244,800 In capital investment on new projects Increase sales tax revenues by 3% or $6,040,000 Assist in the locate 18 new companies to Gilbert (including one international company) Improve Gilbert’s employment to population ration (top quartile in Maricopa County) Complete application for key projects handled in the P.E.R.T. (Partners Experiencing Results Together) process per the agreed upon schedules BUDGET NOTES Personnel costs increase as a result of an additional Business Development Specialist whose focus will be on redevelopment as well as market and merit adjustments. A one time expense of $250,000 for various business development studies is the major increase in the contractual category. Transfers fund Downtown Redevelopment ($150,000) and CIP projects as follows; Ash Street Extension ($350,000), Water Tower Park ($854,000), Page and Elm Parking Lot ($206,000), and Vaughn Avenue Parking Structure ($3,000,000). Actual FY 2005* Actual FY 2006* Projected FY 2007 Anticipated FY 2008 Jobs to population ratio 1:4.15 1:3.31 1:3.50 1:3.75 # of new jobs created (staff assisted) 2,200 1,564 1,850 1,175 119 126 130 150 $15,761,520 $19,530,000 $22,054,000 $29,056,000 PERFORMANCE/ACTIVITY MEASURES # of leads generated Annual retail sales tax revenue * Includes activity prior to reorganization - 93 - Table of Contents Business Development PERSONNEL BY ACTIVITY Business Development Admini Business Development Redevelopment Total Personnel EXPENSES BY ACTIVITY Business Development Admini Business Development Redevelopment Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 0.00 5.00 0.00 0.00 6.00 0.00 0.00 0.00 0.00 5.00 5.00 6.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 - - 3,996,070 4,741,000 4,060,357 1,965,440 4,274,860 4,560,120 - $ 8,737,070 $ 6,025,797 $ 8,834,980 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Projected FY 2007 Projected FY 2007 Budget FY 2008 Actual FY 2005 Actual FY 2006 - - 443,920 3,552,150 4,741,000 404,145 3,573,212 2,048,440 522,110 3,752,750 4,560,120 - $ 8,737,070 $ 6,025,797 $ 8,834,980 Budget FY 2007 Projected FY 2007 Budget FY 2008 - $ Actual FY 2005 Actual FY 2006 - - - $ - 8,737,070 6,025,797 $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2006 FY 2007 - 94 - 8,834,980 $ (8,737,070) $ (6,025,797) $ (8,834,980) RETAIL SALES TAX PER CAPITA FY 2005 Budget FY 2008 FY 2008 Table of Contents Police Department __________________________________ Police Department Summary Professional Standards Patrol Services Police Support Services Counseling Services Investigations Tactical Operations Table of Contents Police Department DEPARTMENT DESCRIPTION The members of the Gilbert Police Department are committed to serving the citizens of Gilbert in a professional, proactive, and community-oriented manner. Our success will be measured by the working relationship we maintain with our citizens and the safety and security the community experiences. Our mission is to provide the community of Gilbert with a professional service organization that effectively and uniformly enforces the law, provides citizen assistance and includes department-wide implementation of the community policing philosophy. GOALS FY 2008 ♦ Continue 1.1 officer per 1,000 population ratio and support staff ratios as approved by Council ♦ Dispatch to arrival emergency response time should be an average of 4 minutes ♦ Call received to dispatch time should be 75 seconds ♦ Increase patrol coverage by decreasing geographical areas of responsibility ♦ Increase the ability of sworn personnel to protect the public by supplanting their nonenforcement duties with civilian support personnel ♦ Maintain a high level of citizen satisfaction with police services and a high level of “feeling safe in the community” based on citizen survey results and through developing partnerships with the community ORGANIZATIONAL CHART POLICE DEPARTMENT Professional Standards Counseling Services Internal Affairs Tactical Operations Hiring/Accreditation Support Services Investigations Patrol Services Records General Investigations Patrol Communication Special Investigations Canine Property Crime Prevention Traffic Alarm Management Persons Crimes Special Assignment Unit Training Coordination Property Crimes Court Support Planning and Research School Programs - 95 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Administration Professional Standards Patrol Services Support Services Counseling Investigations Tactical Operations Total Sworn Total Civilian 5.50 9.00 156.00 66.00 7.50 32.00 0.00 177.00 99.00 4.50 9.00 181.00 73.00 8.50 33.00 0.00 198.00 111.00 4.50 9.00 196.00 77.00 9.50 35.00 0.00 215.00 116.00 5.50 9.00 196.00 73.00 9.50 37.00 0.00 215.00 115.00 5.50 10.00 206.00 74.00 9.50 45.00 0.00 226.00 124.00 276.00 309.00 331.00 330.00 350.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 829,206 710,422 14,271,061 3,479,413 557,550 2,782,244 149,380 619,348 824,777 20,232,745 4,051,031 657,510 3,625,698 243,514 776,150 792,430 20,589,130 6,115,350 787,510 3,907,490 86,520 777,808 805,313 19,707,873 5,380,185 737,225 3,812,653 117,142 1,118,440 984,830 22,546,380 6,653,920 828,750 5,181,550 117,820 $ 22,779,276 $ 30,254,623 $ 33,054,580 $ 31,338,199 $ 37,431,690 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 16,636,254 3,085,083 930,984 2,126,955 22,031,642 4,013,583 342,098 3,867,300 26,635,440 4,466,630 444,440 1,508,070 24,971,365 4,414,324 444,440 1,508,070 29,736,060 4,752,850 752,020 2,190,760 $ 22,779,276 $ 30,254,623 $ 33,054,580 $ 31,338,199 $ 37,431,690 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,902,103 22,779,276 2,723,429 30,254,623 2,014,340 33,054,580 2,857,840 31,338,199 3,029,310 37,431,690 Total Personnel EXPENSES BY DIVISION Administration Professional Standards Patrol Services Support Services Counseling Investigations Tactical Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(20,877,173) $(27,531,194) $(31,040,240) $(28,480,359) $(34,402,380) PERFORMANCE/ACTIVITY MEASURES Officers per Thousand % of citizens rating Police Service as generally or very satisfied % of citizens feeling they are generally/very safe from attack or being held up % of citizens feeling safe from vandalism, burglary or theft UCR Part 1 Crimes per thousand population Actual FY 2005 1.0 Actual FY 2006 1.1 Projected FY 2007 1.1 Anticipated FY 2008 1.1 90.3% 92.0% 92.9% 94.0% 96.4% 96.8% 94.7% 96.0% 91.9% 94.2% 92.3% 94.0% 28.1 28.2 28.0 28.0 - 96 - Table of Contents Professional Standards PURPOSE STATEMENT OBJECTIVES FY 2008 The Gilbert Police Department Office of Professional Standards oversees internal affairs, recruiting, hiring and accreditation to assist in the goals of being a professional Police Department and a safe community. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ Hiring Unit met the hiring numbers for new positions set by Chief for both sworn and civilian positions Internal Affairs (IA) implemented the IA Trak database software system which modernizes the IA Unit tracking database and early warning system Internal Affairs developed a two week preacademy program for recruits being sent to the Arizona Law Enforcement Academy (ALEA) to assist the new recruits in being successful at the Academy Hiring Unit attended several out of state job fairs to promote the Gilbert Police Department and build diversity within the agency Hiring Unit hired 29 total applicants for both sworn and civilian this fiscal year Hire all allotted officer positions for sworn personnel Hire all allotted civilian positions Complete 60% of total internal investigation within 30 days Complete and route 85% of total internal investigation within 60 days Maintain accreditation standards BUDGET NOTES An additional Police Officer is included in the FY 2008 budget for Internal Affairs. This along with merit and market increase as well as supervisory range placement account for the increase in Personnel costs. One time costs and ongoing costs related to this new position account for the majority of the increases in contractual, capital , and transfers. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 % of total investigations completed within 30 days 69% 56% 60% 60% % of total investigations completed and routed within 60 days (including those completed within 30 days) 94% 86% 85% 85% 87 63 29 14 98.2% 86.7% 100.0% 100.0% PERFORMANCE/ACTIVITY MEASURES Actual number of officers and civilians hired including over-hires % of authorized positions filled - 97 - Table of Contents Professional Standards PERSONNEL BY ACTIVITY Professional Standards OPS - Internal Affairs OPS - Hiring/Accreditation Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Professional Standards OPS - Internal Affairs OPS - Hiring/Accreditation Total Expenses $ Budget FY 2007 9.00 0.00 0.00 3.00 6.00 9.00 0.00 0.00 3.00 6.00 0.00 3.00 6.00 3.00 6.00 0.00 3.00 6.00 3.00 6.00 0.00 4.00 6.00 4.00 6.00 9.00 9.00 9.00 9.00 10.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 710,422 824,777 $ 824,777 550,723 143,879 15,820 $ 710,422 Total Revenues Total Expenses $ 792,430 (709,143) $ $ (824,777) $ 805,313 $ 805,313 792,430 $1,800.00 $1,200.00 $600.00 $0.00 - 98 - $ (805,313) $ $2,400.00 FY 2007 817,360 117,350 37,600 12,520 805,313 (792,430) $ FY 2008 984,830 Budget FY 2008 Projected FY 2007 $3,000.00 FY 2006 $ 693,509 106,394 5,410 COST PER POLICE FTE FY 2005 520,380 464,450 Projected FY 2007 Budget FY 2007 824,777 Budget FY 2008 343,043 462,270 682,610 104,410 5,410 Actual FY 2006 1,279 710,422 $ 792,430 Budget FY 2008 Projected FY 2007 Budget FY 2007 824,777 Actual FY 2005 OPERATING RESULTS $ 643,222 116,575 64,980 $ Projected FY 2007 347,770 444,660 Actual FY 2006 Actual FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2006 710,422 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 984,830 Budget FY 2008 984,830 (984,830) Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2008 The Patrol Services Division provides the first response to both emergency and non-emergency calls for service including, all crimes in progress, traffic accidents, and reports of felony and misdemeanor crimes. Additional services include search and rescue, community policing, proactive patrol, public safety concerns and traffic enforcement. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Patrol Service is meeting the goal for emergency (priority 0) response times. The goal is 5 minutes and 15 seconds (75 seconds to receive/dispatch in communications and 240 seconds for the officers to receive the call and arrive) from the time the call is received in communications to the time the officers arrive on-scene - as of the end April 2007, GPD is arriving in 5 minutes, 9 seconds Response times for all other calls for service have been reduced and are meeting goals while the total calls for service has a projected increased of 10 percent On-view activity is showing a trend of increasing 15 percent Crimes per thousand population continues to have a decreasing trend and the number of traffic collisions has decreased 10.7 percent this calendar year for the same time period last calendar year Maintain a minimum sworn staffing level of 1.1 officers per thousand population in order to provide efficient and effective response to the citizens of Gilbert Increase officers’ proactive patrol activity by increasing officer initiated calls for service by 10% Continue to provide the level of customer service the citizens of Gilbert expect Reduce the number of officers involved at fault collisions by 10% BUDGET NOTES Personnel increase by 10 FTE over FY 2007 adopted budget. These positions include; one Commander, one Lieutenant, one Sergeant, two Civilian Teleserve Officers, two Civilian Patrol Assistants, two Police Officers, and one Service Aide. These positions along with operational costs associated with these positions make up a majority of the 10% increase in budget for Patrol Services. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 1,050 1,780 2,396 2,900 $10,118,500 $14,978,000 $14,226,730 $15,500,000 27.4 28.3 18.3 21.0 Emergency Response Time 8.52 minutes 5.43 minutes 5.20 minutes 5.25 minutes Non-Emergency Response Time 26.9 minutes 26.3 minutes 25.4 minutes 27.0 minutes 8 8 8 10 5,187 7,065 9,553 11,500 13 5 11 12 38,059 66,706 85,795 94,375 PERFORMANCE/ACTIVITY MEASURES Number of felony arrests Value of property lost due to crime Crimes committed per 1,000 population # of patrol beats Misdemeanor Arrests Number of at fault collisions Officer initiated Calls for Service - 99 - Table of Contents Patrol Services PERSONNEL BY ACTIVITY Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Patrol Canine Traffic Special Assignment Unit Court Support School Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 123.00 3.00 12.50 6.50 2.00 9.00 145.00 11.00 140.00 3.00 14.50 7.50 5.00 11.00 165.00 16.00 153.00 3.00 15.50 7.50 5.00 12.00 180.00 16.00 153.00 3.00 15.50 7.50 5.00 12.00 180.00 16.00 161.00 3.00 17.50 7.50 5.00 12.00 185.00 21.00 156.00 181.00 196.00 196.00 206.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 11,377,519 352,441 1,577,746 281,498 150,558 531,299 15,450,621 510,857 2,546,794 494,971 429,530 799,972 15,894,450 382,650 2,062,870 737,560 365,240 1,146,360 15,200,291 382,813 2,036,140 692,661 352,933 1,043,035 17,278,010 380,510 2,398,660 789,650 492,100 1,207,450 $ 14,271,061 $ 20,232,745 $ 20,589,130 $ 19,707,873 $ 22,546,380 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 10,413,828 1,812,194 493,403 1,551,636 14,497,047 2,548,622 292,921 2,894,155 16,752,140 2,555,330 388,840 892,820 15,964,707 2,461,506 388,840 892,820 18,564,400 2,617,820 282,210 1,081,950 $ 14,271,061 $ 20,232,745 $ 20,589,130 $ 19,707,873 $ 22,546,380 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,622,437 14,271,061 1,979,309 20,232,745 1,718,040 20,589,130 2,487,240 19,707,873 2,636,470 22,546,380 $(12,648,624) $(18,253,436) $(18,871,090) $(17,220,633) $(19,909,910) 1.00 0.80 0.60 0.40 0.20 0.00 FY 2005 FY 2006 FY 2007 - 100 - FY 2008 Table of Contents Police Support Services PURPOSE STATEMENT OBJECTIVES FY 2008 The Support Services Division is responsible for providing all necessary logistical and police strategic support for the police department and other Gilbert Departments. Support Services personnel dispatch officers, answer all emergency calls, process all reports written by officers and provide related services to the public. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Inventoried and moved over 58,000 items to a brand new, state-of-the-art Property and Evidence facility In Records, maintained a high level of internal and external customer satisfaction by processing requests more efficiently by implementing a change of workflow in the editing process Implemented new testing procedures in Communications to improve selection and retention of Communications’ staff Automated the extra-duty program by using a web-based system that is more efficient and easier to use by employees and contractors alike The Training Unit has inventoried all training records and purged old documents Recruit, train and retain qualified applicants to fill the vacant positions in Communications Fill all vacant positions by 11/1/07 and train all new hires by 7/1/08 Increase the number of Crime Prevention public contacts by five percent over the previous fiscal year Continue to expedite the editing process of victim’s and other protected information from police reports available in Records that have “cleared” case status within a 24 hour time period BUDGET NOTES Numerous Personnel changes occurred from adopted FY 2007 to adopted FY 2008. Records eliminated four positions (three Records Clerks and one Administrative Assistant) and reallocated three of these positions to other cost centers (Administration, Planning and Research, and Training) to more accurately account for actual utilization. In addition, the two Crime Analyst positions moved from Planning and Research to Investigations. An additional 911 Operator position was also added. Transfers include funding for Equipment Replacement Fund and debt service transfers for the Police Property Facility ($454,000) and the Public Safety Training Facility ($413,000). PERFORMANCE/ACTIVITY MEASURES Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Time between emergency call received to dispatching an officer 2.16 minutes 1:05 minutes 0:53 seconds 0:45 seconds Time to process requests for reports in Records 48 hours 48 hours 48 hours 48 hours Number of public contacts by Crime Prevention Unit 1,094,888 7,993,808 8,000,000 10,000,000 - 101 - Table of Contents Police Support Services PERSONNEL BY ACTIVITY Records Communication Property Alarm Management Training Coordination Planning and Research Total Personnel EXPENSES BY ACTIVITY Records Communication Property Alarm Management Training Coordination Planning and Research Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 18.00 38.00 5.00 1.00 2.00 2.00 20.00 40.00 6.00 1.00 3.00 3.00 20.00 43.00 7.00 1.00 3.00 3.00 16.00 43.00 7.00 1.00 4.00 2.00 16.00 44.00 7.00 1.00 4.00 2.00 66.00 73.00 77.00 73.00 74.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 652,491 1,665,961 844,228 49,942 129,961 136,830 891,413 2,116,384 606,340 47,915 216,597 172,382 1,207,650 2,990,500 1,335,300 69,250 271,900 240,750 1,010,658 2,491,198 1,307,886 66,833 312,574 191,036 1,052,740 3,450,880 1,550,150 66,530 376,730 156,890 $ 3,479,413 $ 4,051,031 $ 6,115,350 $ 5,380,185 $ 6,653,920 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 2,564,497 452,451 462,465 3,268,600 601,612 5,016 175,803 4,722,840 913,620 478,890 3,924,217 977,078 478,890 4,779,840 1,000,180 873,900 $ 3,479,413 $ 4,051,031 $ 6,115,350 $ 5,380,185 $ 6,653,920 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 73,837 3,479,413 Net Operating Result Projected FY 2007 517,716 4,051,031 80,000 6,115,350 88,200 5,380,185 93,500 6,653,920 $ (3,405,576) $ (3,533,315) $ (6,035,350) $ (5,291,985) $ (6,560,420) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2005 FY 2006 FY 2007 - 102 - FY 2008 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2008 Gilbert Youth and Adult Resources provides a comprehensive counseling program to Gilbert residents referred by the Gilbert Police Department, Gilbert Municipal Court, or Gilbert Fire Department in order to improve quality of life, assist victims of crime, and reduce offender recidivism. Services provided include crisis intervention, victim assistance, domestic violence counseling, substance abuse assessment and referral, and youth and adult diversion programming. ♦ ♦ ACCOMPLISHMENTS FY 2007 The majority of the increase in the Counseling Services budget can be attributed to Personnel market and merit adjustments. Contractual expenses decrease as a result of one time expenditures for positions added in the FY 2007 budget. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Offer services to a minimum of 1,600 victims Respond to all crisis calls requested by Gilbert Police and Fire Provide a minimum of 23,000 units of individual, family and group counseling Provide an adolescent life fundamentals program Provide services to at least 4,700 citizens BUDGET NOTES Added Volunteer Coordinator and Counselor to section Responded to 143 crisis calls Over 1,500 victims were offered services Close to 5,000 clients were provided service Provided 19 Community Youth Diversion Classes, 12 Adolescent Life Fundamentals Groups, 11 Adolescent Drug, Alcohol, Tobacco classes, and 6 Adolescent Substance Abuse Treatment Groups PERFORMANCE/ACTIVITY MEASURES Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Counseling Units of Service – Individual and Group 18,664 21,266 24,957 27,000 Cost per counseling unit $29.82 $28.73 $29.54 $30.62 Victims Offered Services 1,453 1,535 1,506 1,600 Number of crisis calls handled 138 143 143 150 Average callout response time 20.0 minutes 19.7 minutes 20.0 minutes 20.0 minutes % of youth violence referrals completing the program successfully 95% 94% 95% 95% Total Clients Served 3,661 3,987 4,960 5,500 - 103 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Total Personnel EXPENSES BY ACTIVITY Counseling Actual FY 2005 Actual FY 2006 Budget FY 2007 7.50 8.50 9.50 9.50 9.50 7.50 8.50 9.50 9.50 9.50 Actual FY 2005 Actual FY 2006 Budget FY 2007 557,550 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 489,294 48,430 18,822 1,004 $ 557,550 Total Revenues Total Expenses $ 196,644 557,550 Net Operating Result $ $ 787,510 (360,906) $ 657,510 $ 737,225 Actual FY 2006 787,510 (442,042) $ $ 737,225 216,300 787,510 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2007 - 104 - $ (454,825) $ $5.00 FY 2006 762,170 64,580 2,000 282,400 737,225 (571,210) $ FY 2008 828,750 Budget FY 2008 Projected FY 2007 COST PER CAPITA FY 2005 $ 672,885 64,340 - Budget FY 2007 215,468 657,510 828,750 Projected FY 2007 718,170 69,340 $ Budget FY 2008 737,225 Budget FY 2007 549,984 60,884 46,642 Actual FY 2005 OPERATING RESULTS 657,510 Budget FY 2008 Projected FY 2007 787,510 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Total Expenses 557,550 657,510 Projected FY 2007 828,750 Budget FY 2008 299,340 828,750 (529,410) Table of Contents Investigations PURPOSE STATEMENT OBJECTIVES FY 2008 The Gilbert Police Department Investigations Division is dedicated to apprehending and prosecuting offenders as well as resolving investigations in a timely and thorough manner. Comprised of the Persons Crimes Unit, Property Crimes Unit and Special Investigations Team, the Criminal Investigations Division investigates complex felony crimes, including: homicide, sexual assault, child abuse/endangerment, robbery, burglary, theft, drug trafficking and racketeering. Compstat is used in identifying trends and crime series through computer generated statistics to coordinate efforts with other police agencies. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Solved four homicide cases Worked jointly with other agencies and specialty units to apprehend violent offenders of a home invasion robbery, car jacking, and several bank robbery cases Developed, implemented and partnered the Crime Analysts Unit with Investigations Coordinated efforts with outside agencies to investigate ATM, copper theft and fraud scheme cases ultimately resulting in the arrest of suspects, conviction of criminals and the reduction in crime Began the process of implementing a Violent Crimes Unit Provided training/education to Gilbert hospitals, schools and citizens on suspicious injuries, drugs and identify thefts Steroid investigation at a Gilbert gym resulted in an arrest and search warrant Special Investigations Team (SIT) worked nine parcel interdictions resulting in the seizure of drugs, cash and vehicles Large marijuana grower was located resulting in an arrest and house seizure PERFORMANCE/ACTIVITY MEASURES Case clearance rate ♦ ♦ Increase case clearance rates by an additional two percent from the previous fiscal year Decrease the number of inactivated cases by an additional two percent from the previous fiscal year Provide information and data to other units within the department for proactive police work and crime prevention Staff the Intelligence Unit with an additional Detective Participate in the new Fusion Center with other east valley agencies Conduct proactive property crimes enforcement details in conjunction with SIT, SET (Special Enforcement Team), and Patrol Separate the Person’s Crime Unit into a Sex Crimes Unit and a Violent Crimes Unit Train all Violent Crime Detectives in Basic LSI (Laboratory of Scientific Investigation) and homicide training Begin to train the civilian investigator on video enhancement and computer forensic functions BUDGET NOTES The Investigations budget for FY 2008 increases 33% over FY 2007 adopted budget. A majority of these costs are related to new Personnel and the costs associated with these positions. New positions include: four Police Officers, one Crime Prevention Specialist, one Sergeant, and two Civilian Investigators. Two Crime Analyst positions were also transferred from Planning and Research. Actual FY 2005 24% Actual FY 2006 30% Projected FY 2007 19% Anticipated FY 2008 21% Total number of cases 740 750 780 800 Total number of arrests/complaints 225 223 150 130 Total number of cases inactivated 237 206 200 180 Percentage of cases inactivated 29% 27% 26% 24% Total number of search warrants 58 100 73 80 Total Special Investigations Team cases 68 71 88 93 - 105 - Table of Contents Investigations PERSONNEL BY ACTIVITY General Investigations Special Investigations Crime Prevention Persons Crimes Property Crimes Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY General Investigations Special Investigations Crime Prevention Persons Crimes Property Crimes Total Expenses Budget FY 2007 Projected FY 2007 22.00 7.00 3.00 0.00 0.00 26.00 6.00 23.00 7.00 3.00 0.00 0.00 27.00 6.00 2.00 7.00 3.00 12.00 11.00 29.00 6.00 2.00 7.00 3.00 13.00 12.00 29.00 8.00 2.00 8.00 4.00 17.00 14.00 34.00 11.00 32.00 33.00 35.00 37.00 45.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 2,642,740 773,596 209,362 - 408,010 798,560 248,360 1,294,720 1,157,840 406,704 792,564 247,934 1,236,910 1,128,541 340,430 921,830 337,920 2,028,310 1,553,060 $ 2,782,244 $ 3,625,698 $ 3,907,490 $ 3,812,653 $ 5,181,550 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,050,823 364,734 297,187 69,500 2,693,152 394,398 18,168 519,980 3,237,610 494,040 55,600 120,240 3,149,466 487,347 55,600 120,240 4,168,660 631,880 202,210 178,800 $ 2,782,244 $ 3,625,698 $ 3,907,490 $ 3,812,653 $ 5,181,550 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 1,986,840 581,838 213,566 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 7,250 2,782,244 456 3,625,698 3,907,490 3,812,653 5,181,550 $ (2,774,994) $ (3,625,242) $ (3,907,490) $ (3,812,653) $ (5,181,550) COST PER CASE $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2005 FY 2006 - 106 - FY 2007 FY 2008 Table of Contents Tactical Operations PURPOSE STATEMENT OBJECTIVES FY 2008 To provide tactical support to other Police Department units and assist with executing highrisk search warrants, barricaded suspects, hostage situations or any incident in which there is danger to the public. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ High number of operations and all resolved without loss of life Received equipment via grant which improves team members’ safety, to include, Level III Shield on wheels, Level IIIA shield, Level IIIA Ballistic Blankets (2), additional Remington eyeball camera set Added two positions to entry, bringing the team closer to being self sufficient for callouts and splitting for operations ♦ ♦ Provide one-unit training day/month and one-4 hour block of firearms training per month for Entry, Precision Rifle Operations and TNT Provide an additional 4 hour block per month for Precision Rifle Operations-sniper training Provide one-unit weeklong training of 40 hours per year Provide basic SWAT (Special Weapons and Tactics) School to new operators Get remaining team members SCBA hazwopper trained Get two operators trained as explosive breachers BUDGET NOTES Overtime is increased to reflect actual usage for FY 2007. Contractual expenses decrease as a result of an Administrative decision to move all costs for ammunition to Patrol Services. Budgeted funds in Transfers increase due to new vehicles purchased in FY 2007 and FY 2008 in the Replacement Fund. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 100% 100% 100% 100% Number of special operations members completing the course of instruction 23 25 27 30 Number of tactical operations 10 22 18 20 Training Hours 220 212 220 220 PERFORMANCE/ACTIVITY MEASURES % of special operations members trained in knowledge, skills and abilities - 107 - Table of Contents Tactical Operations PERSONNEL BY ACTIVITY ERU Unit Total Personnel EXPENSES BY ACTIVITY ERU Unit Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 149,380 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out 243,514 $ 149,380 $ Actual FY 2006 86,520 117,142 (243,514) $ $ 117,142 86,520 $9,000.00 $6,000.00 $3,000.00 $0.00 - 108 - $ (117,142) $ $12,000.00 FY 2007 51,840 45,230 20,750 117,142 (86,520) $ FY 2008 117,820 Budget FY 2008 Projected FY 2007 $15,000.00 FY 2006 $ 51,632 65,510 - COST PER ERU ACTIVATION FY 2005 117,820 Projected FY 2007 Budget FY 2007 243,514 (148,730) $ $ 21,010 65,510 $ Budget FY 2008 117,142 Budget FY 2007 243,514 650 149,380 $ 86,520 32,064 101,120 110,330 Actual FY 2005 Total Revenues Total Expenses $ Budget FY 2008 Projected FY 2007 86,520 Actual FY 2006 15,681 126,359 7,340 OPERATING RESULTS Net Operating Result $ Actual FY 2005 EXPENSES BY CATEGORY Total Expenses 149,380 243,514 Projected FY 2007 117,820 Budget FY 2008 117,820 (117,820) Table of Contents Fire Department __________________________________ Fire Department Summary Fire Operations Fire Prevention Table of Contents Fire Department DEPARTMENT DESCRIPTION The Gilbert Fire Department (GFD) provides unconditional protection against natural and man-made crisis through community education, fire code compliance, emergency management, fire suppression, rescue and emergency medical services. GOALS FY 2008 ♦ Continue the development of assets and response capability for catastrophic emergency management ♦ Maintain skill and competency levels of Fire personnel ♦ Obtain a four-minute response time standard throughout the community to reduce loss of life and property ♦ Use prevention services to accomplish before and after crisis activities ♦ Educate the community with key behaviors for life and property safety ORGANIZATIONAL CHART FIRE DEPARTMENT Operations EOC Fire Prevention Operations Fire Prevention Training Fire Public Education Investigations - 109 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Administration Operations Prevention Emergency Operations 6.50 104.00 11.00 1.00 6.50 120.50 11.00 1.00 6.50 160.25 4.00 1.00 6.50 161.25 4.50 1.50 6.50 177.50 4.50 2.50 122.50 139.00 171.75 173.75 191.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 583,943 9,524,832 815,310 105,345 790,138 18,092,626 1,023,556 172,248 766,080 32,370,130 461,680 366,830 789,407 22,976,200 455,505 380,097 816,870 28,843,840 527,560 389,800 $ 11,029,430 $ 20,078,568 $ 33,964,720 $ 24,601,209 $ 30,578,070 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 8,876,236 1,637,541 74,198 441,455 11,882,048 1,946,661 96,591 6,153,268 16,126,030 3,493,610 14,345,080 15,633,789 3,475,000 27,890 5,464,530 18,575,930 3,434,870 8,567,270 $ 11,029,430 $ 20,078,568 $ 33,964,720 $ 24,601,209 $ 30,578,070 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,288,146 11,029,430 804,419 20,078,568 353,000 33,964,720 473,870 24,601,209 486,000 30,578,070 Total Personnel EXPENSES BY DIVISION Administration Operations Prevention Emergency Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ (9,741,284) $(19,274,149) $(33,611,720) $(24,127,339) $(30,092,070) Actual FY 2005 Actual FY 2006 0 1 10,225 Average response time from apparatus en-route to on scene Turnout time average PERFORMANCE/ACTIVITY MEASURES Child drowning events Number of emergency calls Projected FY 2007 3 near drownings Anticipated FY 2008 11,718 12,283 13,000 4 minutes 51 seconds 4 minutes 28 seconds 4 minutes 26 seconds 4 minutes 5 seconds 51 seconds 51 seconds 50 seconds 45 seconds - 110 - 0 Table of Contents Fire Operations PURPOSE STATEMENT OBJECTIVES FY 2008 The Fire Operations Division is dedicated to protecting the lives and property of our citizens and those who visit Gilbert. We will strive to provide emergency services that meet or exceed national and local standards while maximizing the use of available resources. ♦ Integrate Gilbert Fire into the regional homeland defense model ♦ Develop a comprehensive response methodology for all areas within the Gilbert Planning Area ♦ Pursue grant opportunities to support the mission of the Department ♦ Participate in one functional full scale operation drill ♦ Implement a continuing education program for all positions in the fire department by 1/1/08 ♦ Implement an Internet based training program ♦ Monitor shift and company response data monthly ♦ Improve turnout time as a component of response time ♦ Place in service an aerial company at Station 1 and construct Station 10 ♦ NIMS Compliance activities (IS300, IS400 and IS800) ♦ Participate in Federal TOPOFF (Top Officials) Command Post Exercise ACCOMPLISHMENTS FY 2007 ♦ Opened Fire Station 1, Fire Resource and Police Property buildings ♦ Placed an Adaptive Response Unit (ARU) in service ♦ Civilian Decontamination Unit was placed in service for regional response ♦ Initiated hydrant inspection program ♦ Council approved the implementation of a hazardous materials response team to be in place for FY07/08 ♦ Land purchased for Public Safety Training facility ♦ Completed NIMS (National Incident Management System) Compliance activities (IS100 and IS200) ♦ Participated in East Valley Functional Command Post Exercise in May of 2007 ♦ Received 2006 SHSGP grant monies to support Terrorism Liaison (TLO) and target hardening program ♦ Completed 2005 critical infrastructure target hardening project BUDGET NOTES Personnel costs increase 15% over FY 2007 adopted budget as a result of Station #1 Additional Response Unit and Station #10 opening in FY 2008. Capital Project transfers of $5,890,000 and Replacement Fund transfers of $1,962,000 make up the Transfer budget. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 46.0% 47.0% 46.5% 50.0% 5 minutes 39 seconds 5 minutes 17 seconds 5 minutes 16 seconds 5 minutes 48 49 49 45 10,225 11,718 12,100 13,000 13,730 41,378 38,485 45,000 N/A 75 75 75 Number of sustained customer complaints 0 0 0 0 Number of local child drownings 0 1 0 0 PERFORMANCE/ACTIVITY MEASURES % of time first due unit arrives within four minutes ( apparatus enroute to on-scene) Response time average from time of station alert to on-scene Turnout time average in seconds from receipt of alarm until apparatus begins response Total responses Number of training hours for all department personnel Number of CERT volunteers trained - 111 - Table of Contents Fire Operations PERSONNEL BY ACTIVITY Operations Training Total Personnel EXPENSES BY ACTIVITY Operations Training Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 98.00 6.00 114.50 6.00 154.25 6.00 155.25 6.00 171.50 6.00 104.00 120.50 160.25 161.25 177.50 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 8,823,586 701,246 17,321,039 771,587 31,626,770 743,360 22,193,034 783,166 28,048,750 795,090 $ 9,524,832 $ 18,092,626 $ 32,370,130 $ 22,976,200 $ 28,843,840 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 7,616,702 1,441,055 52,350 414,725 10,241,980 1,723,871 86,381 6,040,394 14,961,210 3,149,600 14,259,320 14,444,950 3,137,880 21,000 5,372,370 17,210,190 3,204,950 8,428,700 $ 9,524,832 $ 18,092,626 $ 32,370,130 $ 22,976,200 $ 28,843,840 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 2,643 18,092,626 321,000 32,370,130 455,400 22,976,200 481,000 28,843,840 483,376 9,524,832 Net Operating Result $ (9,041,456) $(18,089,983) $(32,049,130) $(22,520,800) $(28,362,840) COST PER SINGLE FAMILY RESIDENCE $400.00 $300.00 $200.00 $100.00 $0.00 FY 2005 FY 2006 - 112 - FY 2007 FY 2008 Table of Contents Fire Prevention Fire Investigations: ♦ Recruited and hired AZ Post Fire Investigator ♦ Fire Investigation alignment with Gilbert Police Department and County Prosecutors office PURPOSE STATEMENT To make our community a safe place to live and work by embracing fire prevention principals through fire plan review, community service education, fire code compliance, and fire investigation. This is accomplished through partnering with various elements of our community including local business and development, schools, and residents. OBJECTIVES FY 2008 ♦ ACCOMPLISHMENTS FY 2007 ♦ Fire Prevention: ♦ Met reorganization challenges associated with divisional reallocation of staff ♦ Providing annual inspections to mandated programs: Schools; Adult Care; Home Day Cares High Risk Uses ♦ Recovered hazardous materials cost associated with emergency mitigation through citations and Environmental Protection Agency ♦ Provided complaint response and compliance actions ♦ New 2006 draft IFC (International Fire Code) for adoption ♦ ♦ ♦ ♦ ♦ Maintain school-wide injury prevention programs at present levels Implement a Safety House in educational program curriculum Maintain the number of car seats the department installs each quarter Maintain Juvenile Firesetter Program within Community services Inspect all schools and town buildings within jurisdiction once per calendar year Respond to immediate hazards and complaints with due diligence Increase investigative efficiency with new organizational model BUDGET NOTES Personnel costs increase with the addition of an Administrative Assistant that is shared with the Emergency Operations Center as well as market and merit adjustments. Contractual increases include additional public education supplies due to an increase in the number of schools and additional training for the Fire Investigations to attend Peace Officer training through the Gilbert Police Department. Fire Public Education: ♦ Created Fire Safety Curriculum for Safe Kids Worldwide to be used by coalitions nationally ♦ Started a car seat loaner program ♦ Partnered with the Phoenix Coyotes on a Helmet Safety Campaign ♦ Held the following injury prevention events: Door to Door Smoke Detector Campaign for fire safety; Water Safety Campaign giving out arcadia door alarms to the community (door to door); April Pools Event –teaching the public about water safety Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Number of children (K – 3) receiving educational program 7,760 8,169 8,200 6,500* Number of car seat checks annually 668 702 625 400 Cause and origin investigations 34 45 32 40 Juvenile fire setting interventions 9 26 28 26 $3,447,300 $992,696 $1,000,000 $600,000 PERFORMANCE/ACTIVITY MEASURES Dollar losses related to fire investigations * 2nd grade only - 113 - Table of Contents Fire Prevention PERSONNEL BY ACTIVITY Fire Prevention Fire Public Education Investigations Total Personnel EXPENSES BY ACTIVITY Fire Prevention Fire Public Education Investigations Total Expenses $ Actual FY 2006 Budget FY 2007 10.00 1.00 0.00 10.00 1.00 0.00 3.00 1.00 0.00 3.50 1.00 0.00 3.50 1.00 0.00 11.00 11.00 4.00 4.50 4.50 Actual FY 2005 Actual FY 2006 Budget FY 2007 730,695 80,660 3,955 902,346 116,596 4,614 815,310 $ 1,023,556 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Total Revenues Total Expenses 827,370 94,907 49 101,230 815,310 $ 1,023,556 794,314 815,310 Net Operating Result $ $ (20,996) $ 461,680 Actual FY 2006 461,680 $ 455,505 (224,951) $ $ 455,505 30,000 461,680 $3.00 $1.50 $0.00 - 114 - $ (443,605) $ $4.50 FY 2007 440,830 82,440 4,290 11,900 455,505 (431,680) $ FY 2008 527,560 Budget FY 2008 Projected FY 2007 $6.00 FY 2006 $ 382,995 72,510 - COST PER CAPITA FY 2005 382,590 120,400 24,570 Projected FY 2007 Budget FY 2007 798,605 1,023,556 Budget FY 2008 325,531 111,404 18,570 389,170 72,510 $ Budget FY 2008 Projected FY 2007 Budget FY 2007 692,541 101,129 21,640 Actual FY 2005 OPERATING RESULTS Projected FY 2007 338,780 104,330 18,570 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 527,560 Budget FY 2008 5,000 527,560 (522,560) Table of Contents Public Works __________________________________ Public Works Summary Public Works Administration Mosquito Control Utility Locates Table of Contents Public Works BUSINESS UNIT DESCRIPTION Public Works Administration provides oversight to the Departments that plan for, operate and maintain Gilbert infrastructure to maximize life of assets - including streets, water, wastewater, reclaimed water, and storm drainage. The staff plans for the long term efficient use of water and reclaimed water resources. Oversight is also provided to solid waste disposal and recycling to ensure health and aesthetics standards. Detail on Enterprise Funds (Water, Wastewater, Residential Solid Waste, Commercial Solid Waste, and Irrigation) and Street Fund are found under separate tabs. GOALS FY 2008 ♦ Plan for build-out water system capacity by securing and/or planning for purchase of the remaining well and reservoir sites ♦ Reduce the exposure of a 100-year flood event on the Sonoqui and Queen Creek Washes by working with developers and the Flood Control District of Maricopa County to construct these channels with 100-year flood event capacity within the Gilbert planning area ♦ Participate with the Flood Control District of Maricopa County in reviewing and submitting for Federal Emergency Management Agency review, the new flood hazard maps for Gilbert’s planning area ORGANIZATIONAL CHART PUBLIC WORKS General Fund Street Fund Enterprise Funds Administration Water Mosquito Control Wastewater Utility Locates Solid Waste Residential Solid Waste Commercial Irrigation - 115 - Table of Contents Public Works Actual FY 2005 Actual FY 2006 Budget FY 2007 Administration Mosquito Control Utility Locates Irrigation 14.00 0.00 5.00 0.00 14.00 0.00 5.00 0.00 12.25 0.00 5.00 0.00 12.25 0.00 5.00 0.00 13.00 0.00 5.00 0.00 Total Personnel 19.00 19.00 17.25 17.25 18.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2007 Budget FY 2008 Projected FY 2007 Budget FY 2008 Administration Mosquito Control Utility Locates Irrigation 809,227 40,873 346,658 21,580 981,895 26,782 484,432 21,578 807,300 29,750 457,190 33,850 775,004 29,750 458,719 26,010 1,193,140 95,750 480,310 37,800 Total Expenses $ 1,218,338 $ 1,514,687 $ 1,328,090 $ 1,289,483 $ 1,807,000 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 1,024,221 147,552 9,675 36,890 1,214,639 147,204 26,366 126,478 1,081,710 194,000 52,380 1,057,903 187,040 44,540 1,191,790 252,450 362,760 $ 1,218,338 $ 1,514,687 $ 1,328,090 $ 1,289,483 $ 1,807,000 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,087,783 1,218,338 $ 1,466,295 1,514,687 (130,555) $ 1,419,640 1,328,090 (48,392) $ 91,550 1,173,890 1,289,483 $ 1,291,220 1,807,000 (115,593) $ (515,780) Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Number of customer contacts resulting in service request 52,116 57,883 66,400 74,600 Total municipal solid waste (tons) 107,815 116,224 130,000 140,400 Total wastewater influent (MG) 3,817 4,180 4,500 4,950 Total water produced (MG) 13,045 14,252 15,200 16,400 PERFORMANCE/ACTIVITY MEASURES - 116 - Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2008 To provide direction and oversight on all areas of Public Works operations and planning including; water, wastewater, solid waste collection and street maintenance. To provide a long term (100 year) supply of quality water to meet demands while complying with State mandated water supply regulations. To ensure appropriate use of reclaimed water. To provide prompt courteous and informed service to our external and internal customers. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ BUDGET NOTES ♦ ♦ ♦ ♦ ♦ Secured an additional direct-well site Completed Water/Wastewater/Reclaimed Water Master Plan update Successfully managed 25 contracts Successfully processed a monthly average of 5,500 customer contacts Commenced process of contracting with the Central Arizona Groundwater Replenishment District for additional, longterm water supplies PERFORMANCE/ACTIVITY MEASURES % of contacts for information only Ratio of administrative staff to total division Secure well/reservoir sites in the area of Recker/Williams Field and Germann/Lindsay and also a site for a direct to system replacement well Commence and progress through construction of channels with 100-year flood carrying capacity for Sonoqui Wash and Queen Creek Wash (Recker to Higley) Continue to improve as we learn and utilize the Master Series, Customer Request and Inventory Management Systems Manage over 25 contracts Personnel costs increase as a result of market and merit adjustments and a Customer Service Representative position that was budgeted for a quarter year in FY 2007. The one time transfer of $315,000 is to fund the Commerce Avenue Basin capital project. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 57% 47% 47% 50% 1:15.9 1:17.1 1:19.0 1:18.8 - 117 - Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Administration Field Operations Admin Total Personnel EXPENSES BY ACTIVITY Administration Field Operations Admin $ Budget FY 2007 4.00 10.00 4.00 10.00 12.25 0.00 12.25 0.00 13.00 0.00 14.00 14.00 12.25 12.25 13.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 809,227 302,260 679,635 $ 981,895 Actual FY 2005 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 809,227 $ 807,300 (4,096) $ $ 775,004 - 1,193,140 - 775,004 $ 1,193,140 712,984 62,020 - 812,390 65,750 315,000 775,004 $ 1,193,140 733,700 775,004 $ COST PER PUBLIC WORKS EMPLOYEE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2005 FY 2006 - 118 - FY 2007 Budget FY 2008 Projected FY 2007 962,450 807,300 155,150 Budget FY 2008 Projected FY 2007 Budget FY 2007 977,799 981,895 (69,493) $ $ 738,830 68,470 - Actual FY 2006 739,734 809,227 $ 807,300 Budget FY 2008 Projected FY 2007 Budget FY 2007 981,895 Actual FY 2005 Total Revenues Total Expenses $ 905,013 35,676 26,366 14,840 $ Projected FY 2007 807,300 - Actual FY 2006 753,138 41,774 9,675 4,640 OPERATING RESULTS Net Operating Result Actual FY 2006 287,019 522,208 Total Expenses Total Expenses Actual FY 2005 FY 2008 (41,304) $ Budget FY 2008 810,910 1,193,140 (382,230) Table of Contents Mosquito Control PURPOSE STATEMENT OBJECTIVES FY 2008 The goal of Gilbert’s Mosquito Control Program is to protect the health and safety of the public and provide safe, reliable, and cost effective mosquito and midge fly treatment and prevention operations at municipally owned and operated facilities. ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continued to conduct scheduled contract mosquito and midge fly fogging and larvicide treatments in designated program areas Distributed outreach materials and information to help educate the public regarding mosquito control and West Nile Virus prevention Continued to coordinate with Maricopa County Vector Control regarding mosquito control and West Nile Virus monitoring and education Evaluated the contracted mosquito control program and identified all new areas that qualify for scheduled fogging operations Monitored the contracted mosquito and midge fly control program through coordination efforts with the contractor and spot inspections of treatment areas The Effluent Reuse and Recharge Branch Supervisor and Senior Utility Workers became certified for pesticide application so mosquito larvicide applications could be conducted internally on Town properties ♦ ♦ ♦ ♦ Conduct on-going coordination with Maricopa County Vector Control regarding Mosquito Control operations and West Nile Virus education Conduct on-going coordination with Gilbert’s mosquito control fogging and larvicide treatment contractor regarding scheduled operations Evaluate Gilbert’s mosquito control program annually to verify appropriate treatment areas Add new areas that qualify for the contracted mosquito fogging program Track customer complaint locations received to identify the responsible agency for complaint resolution Coordinate the elimination of mosquito breeding sites identified on Town owned and managed properties Distribute educational brochures and information to customers relating to mosquito control and West Nile Virus protection during service calls and public outreach events BUDGET NOTES Anticipated contractual expenses for FY 2008 increase 321% over FY 2007 adopted budget. This increase can be attributed to the County islands that have annexed into Gilbert over the past year. With many of the parcels being horse properties or large parcels of land, the amount budgeted was based on information obtained from the Contractor. This budget will be monitored throughout the fiscal year and adjusted as necessary for FY 2009. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Number of mosquito related complaints 174 127 320 400 % of complaints within town treatment areas 21% 26% 26% 26% Number of fogging events (days) per year in scheduled treatment areas 63 61 62 62 Number of larvicide treatment events (days) per year in scheduled treatment areas 63 61 62 62 PERFORMANCE/ACTIVITY MEASURES - 119 - Table of Contents Mosquito Control Actual FY 2005 Actual FY 2006 Budget FY 2007 Mosquito Control 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Mosquito Control 40,873 Total Expenses $ 40,873 26,782 $ 26,782 Personnel Supplies & Contractual Capital Outlay Transfers Out 40,873 - Total Expenses $ 40,873 Total Revenues Total Expenses $ $ Actual FY 2006 29,750 29,750 (26,782) $ $ 29,750 29,750 $200.00 $150.00 $100.00 $50.00 $0.00 - 120 - FY 2007 95,750 $ 29,750 (29,750) $ FY 2008 95,750 Budget FY 2008 Projected FY 2007 $250.00 FY 2006 $ 29,750 - COST PER COMPLAINT FY 2005 95,750 Projected FY 2007 Budget FY 2007 26,782 (40,873) $ $ 29,750 $ Budget FY 2008 29,750 Budget FY 2007 26,782 40,873 Net Operating Result 29,750 26,782 - Actual FY 2005 OPERATING RESULTS $ Budget FY 2008 Projected FY 2007 29,750 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Projected FY 2007 (29,750) $ 95,750 Budget FY 2008 95,750 (95,750) Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2008 To protect Gilbert owned underground utilities from damage and disruption of customer services. To facilitate the location of any underground utility within a prescribed area upon request from Arizona Blue Stake. ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Fully Implemented GBA Master Series for work orders and inventory control Updated AZ Blue Stake internet based software to the next generation of Irthnet Implemented new Traffic Loop locating procedures to make for more accurate and reliable location of conduits and wiring ♦ ♦ Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage, while reducing the possibility of system contamination Maintain a maintenance inventory of work orders in GBA Master Series Keep GIS current with maintenance activity Work with contractors so that they can make timely additions and improvements to the water system with minimum system disruption Receive and respond to all AZ Blue Stake tickets in a timely manner Conduct appropriate regular and mandated safety training on an annual basis to selected staff to ensure safety compliance BUDGET NOTES The Utility Locates budget increases 5% over the FY 2007 adopted budget. Personnel increases due to market and merit adjustments account for a majority of this increase. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 # of utility locates 35,621 35,265 36,500 36,500 % of recall tickets 0.8% 0.7% 0.5% 0.5% % of emergency tickets 2.1% 3.5% 3.1% 3.0% PERFORMANCE/ACTIVITY MEASURES - 121 - Table of Contents Utility Locates Actual FY 2005 Actual FY 2006 Budget FY 2007 Utility Locates 5.00 5.00 5.00 5.00 5.00 Total Personnel 5.00 5.00 5.00 5.00 5.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates 346,658 Total Expenses $ 346,658 484,432 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 271,083 64,905 10,670 Total Expenses $ 346,658 Total Revenues Total Expenses $ $ 1,391 484,432 457,190 4,064 458,719 - $ 458,719 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2006 FY 2007 - 122 - 379,400 90,950 9,960 $ 440,190 458,719 $ FY 2008 480,310 Budget FY 2008 Projected FY 2007 COST PER LOCATE FY 2005 $ 344,919 95,270 18,530 457,190 457,190 $ 480,310 Projected FY 2007 Budget FY 2007 488,496 484,432 $ $ 342,880 95,780 18,530 $ Budget FY 2008 458,719 Budget FY 2007 Actual FY 2006 348,049 346,658 Net Operating Result 457,190 309,626 84,746 90,060 Actual FY 2005 OPERATING RESULTS $ Budget FY 2008 Projected FY 2007 457,190 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY 484,432 Projected FY 2007 (18,529) $ 480,310 Budget FY 2008 480,310 480,310 - Table of Contents Community Services __________________________________ Community Services Summary Parks and Open Space Aquatics Recreation Centers Recreation Programs Culture and Arts Table of Contents Community Services DEPARTMENT DESCRIPTION The Community Services Department provides opportunities for the community to learn, exercise, grow, develop skills, compete, and to accomplish and enjoy leisure pursuits. The Department activities include park and recreation services, programs, activities, and facilities for the community’s leisure pursuits. Department programs include Aquatics, Adult Sports, Arts and Culture, Special Events, Outdoor Recreation, Concerts in the Parks, Equestrian Classes, Youth Sports, Teen Adventures/Treks, Teen Drama, Leisure Learning Classes, and Special Needs Programming. Contracted concession services are offered at various park sites. Major facilities and park area resources maintained and managed by the Department include the Freestone Recreation Center, McQueen Park Activity Center, Gilbert Community Center, Page Park Center, meeting rooms at the Southeast Regional Library, Freestone Park, Crossroads Park, McQueen Park, Discovery Park, Cosmo Park, Zanjero Park, Riparian Preserve, Gilbert Soccer Complex, 11 Neighborhood Parks, and four Aquatic Centers. Additional recreation and municipal areas maintained by the department include: 11 Parkway Improvement Districts, Nichols Park, Central Trail System, Civic Center complex and South Area Service Center. GOALS FY 2008 ♦ To provide quality leadership and direction for all programs and activities within Community Services resulting in recreation facilities and activities for the community to learn, exercise, grow, develop skills, compete and enjoy leisure pursuits ♦ To provide quality customer service for those seeking information for program and class registrations, for facility registrations and for general office assistance ♦ To provide additional facilities as the population grows to maintain the expected level of service and to maintain open space ♦ Meet or exceed the reasonable expectations of the recreating public ♦ Continue to nurture existing partnerships and foster new ones to share resources with other community members ORGANIZATIONAL CHART COMMUNITY SERVICES Riparian Programs Parks and Open Space Parks Maintenance Culture and Arts PKID Maintenance Library Services Recreation Programs Aquatics Special Events Recreation Centers Gilbert Pool Youth Sports Freestone Recreation Center Mesquite Pool Adult Sports McQueen Activity Center Greenfield Pool Teen Programs Community Center Perry Pool Special Needs Page Park Center Williams Field Pool Outdoor Programs Southeast Regional Library - 123 - Table of Contents Community Services PERSONNEL BY DIVISION Administration Parks and Open Space Aquatics Recreation Centers Recreation Programs Culture and Arts Total Personnel EXPENSES BY DIVISION Administration Parks and Open Space Aquatics Recreation Centers Recreation Programs Culture and Arts Total Expenses Budget FY 2007 Projected FY 2007 Budget FY 2008 9.25 32.96 13.09 31.22 19.37 1.00 9.25 33.46 16.05 31.22 19.22 1.00 8.50 33.96 18.73 29.49 16.94 1.00 8.50 36.96 18.73 29.49 15.99 1.00 8.55 36.96 25.29 36.04 8.43 1.00 106.89 110.20 108.62 110.67 116.27 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 866,076 3,898,846 683,528 2,555,087 1,522,429 77,692 896,160 6,714,500 875,740 5,818,750 1,540,300 123,410 864,886 8,428,708 880,673 5,348,308 1,468,527 97,873 932,140 7,634,660 1,043,890 7,886,820 1,122,450 97,080 $ 8,082,616 $ 9,603,658 $ 15,968,860 $ 17,088,975 $ 18,717,040 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 4,080,046 3,012,470 231,833 758,267 4,559,306 3,373,135 130,013 1,541,204 5,085,130 4,002,830 550,500 6,330,400 4,950,026 3,967,789 245,000 7,926,160 5,621,880 5,589,790 374,500 7,130,870 $ 8,082,616 $ 9,603,658 $ 15,968,860 $ 17,088,975 $ 18,717,040 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 2,353,230 15,968,860 2,277,840 17,088,975 2,445,700 18,717,040 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 1,140,351 3,403,410 489,318 1,732,960 1,237,310 79,267 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 1,866,092 8,082,616 2,120,753 9,603,658 $ (6,216,524) $ (7,482,905) $(13,615,630) $(14,811,135) $(16,271,340) PERFORMANCE/ACTIVITY MEASURES Completed facility reservations requests Recreation programs cost recovery % of citizens using recreation facilities > 2 times per month % of citizens generally or very satisfied with Parks and Recreation % of citizens who think more dollars should be spent on Parks and Recreation Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 11,346 15,505 17,286 19,000 60% 58% 57% 52% 61.7% 62.5% 66.0% 66.0% 92.7% 90.5% 93.0% 93.0% 34.7% 31.0% 31.7% 32.0% - 124 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2008 Provide safe, well-maintained and desirable park and municipal resources for the residents of Gilbert and visiting patrons. ♦ Assist in the completion of scheduled capital improvement projects to include: Western Powerline Trail Phases II and III, Trail Crossings, South Area Service Center, Canal Bridge Crossings, Polar Ice at Crossroads District Park, Big League Dreams at Elliot District Park and the Water Tower Park ♦ Continue to provide high customer and maintenance service levels through effective park management practices, facility readiness performance, and programming and event assistance ♦ Identify and prioritize the renovation, rehabilitation and cost needs of aging park resources and facilities ♦ Continue to explore and implement effective park and facility resource maintenance best management practices and methods to involve: landscape, irrigation, turf & sport court management, park ranger program, and building-facility maintenance functions within the division ♦ Continue to implement management practices that result in improved maintenance and customer service of the Parkway Improvement Districts ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Park ranger staff coordinated 1,793 hours of community service in the parks with a focus on park resource maintenance Park ranger staff coordinated the facility readiness for 13,743 park reservations Assisted in the program, design or development of 5 capital projects Turf management staff developed and conducted sports field maintenance seminars for Sports Coalition organizations with a focus on ballfield complex maintenance standards Completion of professional certifications in applicable areas of responsibility including turf management, landscape maintenance, backflow prevention, arboriculture and tree care Park ranger staff conducted annual safety audits of park and municipal area play systems and sport court facilities Designated staff maintained state required Qualifying Party License for the monitoring and training of Town pesticide applicators Division staff developed and implemented Transformation 2006-07, a reorganization effort to enhance operational efficiencies and improve service delivery PERFORMANCE/ACTIVITY MEASURES BUDGET NOTES Personnel staffing increases three FTE over FY 2007 adopted budget. These positions were transferred from the Street Fund to maintain the Parkway Improvement Districts (PKID) in Gilbert. Transfers include debt service for Big League Dreams and Special Events Center as well as various capital projects. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 676 716 1,134 Total acres of park land, trails, open space, municipal areas and support facilities operated and maintained Cost per acre to maintain park land, trails, open space, municipal areas and support facilities operated and maintained % of citizens willing to support a tax increase for more parks, trail and open space (per Annual Resident Survey) $3,978 $4,216 $5,249 $6,000 57.0% 60.0% 63.0% 64.0% Customer Service: completed facility readiness/reservation requests 8,260 9,500 13,743 18,000 12 $150,442 11 $19,600 5 $135,000 4 $100,000 Cyclical Maintenance: projects completed and funding allocation (operating and capital) 676 - 125 - Table of Contents Parks and Open Space PERSONNEL BY ACTIVITY Parks and Open Space PKID Maintenance Total Personnel EXPENSES BY ACTIVITY Parks and Open Space PKID Maintenance Total Expenses Budget FY 2007 Projected FY 2007 32.96 0.00 33.46 0.00 33.96 0.00 33.96 3.00 33.96 3.00 32.96 33.46 33.96 36.96 36.96 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 3,898,846 - 6,714,500 - 8,428,708 - 7,451,940 182,720 $ 3,403,410 $ 3,898,846 $ 6,714,500 $ 8,428,708 $ 7,634,660 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,381,958 1,075,132 231,833 714,487 1,542,030 1,211,783 23,688 1,121,345 1,829,730 1,593,430 125,000 3,166,340 1,770,168 1,590,630 125,000 4,942,910 2,098,590 1,667,830 69,000 3,799,240 $ 3,403,410 $ 3,898,846 $ 6,714,500 $ 8,428,708 $ 7,634,660 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 3,403,410 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 88,762 3,403,410 112,260 3,898,846 86,000 6,714,500 116,200 8,428,708 133,050 7,634,660 $ (3,314,648) $ (3,786,586) $ (6,628,500) $ (8,312,508) $ (7,501,610) COST PER ACRE MAINTAINED $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2005 FY 2006 - 126 - FY 2007 FY 2008 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2008 To promote water safety in the community through instructional programs, and to provide a full-range of aquatics-based recreational activities for participants of all ages. Programs and activities include swim lessons, swim teams, diving team, and public swimming opportunities. ♦ Conduct programs at the new Perry Pool and Williams Field Pool in 2008 ♦ Add new swim team programs at Perry Pool and Williams Field Pool in 2008 ♦ Conduct annual customer satisfaction survey ♦ Increase the tracking of participation and attendance at each of the pool facilities, and increase the collection of demographic data ♦ Continue partnerships with school districts to share aquatics expenses ACCOMPLISHMENTS FY 2007 ♦ Record number of participants enrolled in the swim lesson program ♦ Record number of participants enrolled in the summer swim team program ♦ Introduced semi-private swim lessons ♦ Completed renovation work at Gilbert Pool and Mesquite Aquatic Center ♦ Designs for Perry Pool and Williams Field Pool completed and construction work commenced ♦ Hosted the East Valley Guardstart Olympics BUDGET NOTES The Aquatic budget increases 19% with the opening of two new pools during the 2008 fiscal year. Both pools are scheduled for opening in April or May of 2008. The budget adopted for these pools reflect 60% of the total operational cost. The remainder of the budget will be included in the FY 2009 adopted budget. Both pools are located in the southern part of Gilbert. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Annual participation for aquatics 34,062 45,452 48,600 60,000 Number of swim lesson participants 5,150 6,300 7,400 9,000 Cost recovery aquatics (direct costs only) 42% 44% 49% 50% 12% 14% 16% 18% 18% 16% 18% 18% 90% 93% 95% 95% PERFORMANCE/ACTIVITY MEASURES % of children ages 5-17 participating in swim lessons compared to the total population of children ages 5-17 % of swim/dive team and swim lesson participants as compared to total annual participation for aquatics % of participants surveyed rating the overall quality of aquatics programs as above average or excellent - 127 - Table of Contents Aquatics PERSONNEL BY ACTIVITY Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Personnel EXPENSES BY ACTIVITY Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Actual FY 2005 Actual FY 2006 Budget FY 2007 5.84 7.25 0.00 0.00 0.00 5.89 7.30 2.86 0.00 0.00 5.77 7.19 5.77 0.00 0.00 5.77 7.19 5.77 0.00 0.00 5.77 7.19 5.77 3.18 3.38 13.09 16.05 18.73 18.73 25.29 Actual FY 2005 Actual FY 2006 Budget FY 2007 244,134 245,184 - Total Expenses $ 489,318 255,629 335,721 92,178 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 335,646 151,702 1,970 Total Expenses $ 489,318 Total Revenues Total Expenses $ 207,760 489,318 Net Operating Result $ 875,740 (281,558) $ $ Budget FY 2007 427,709 143,818 87,811 24,190 Actual FY 2005 OPERATING RESULTS $ 683,528 Actual FY 2006 875,740 $ Budget FY 2007 301,350 683,528 (382,178) $ 390,100 875,740 (485,640) $ $15.00 $10.00 $5.00 $0.00 - 128 - 880,673 $ 1,043,890 Budget FY 2008 556,683 203,990 120,000 - 772,850 271,040 - 880,673 $ 1,043,890 (521,173) $ $20.00 FY 2007 245,550 305,800 238,590 124,520 129,430 359,500 880,673 $25.00 FY 2006 340,792 311,326 228,555 - Projected FY 2007 COST PER PARTICIPANT FY 2005 Budget FY 2008 Projected FY 2007 550,560 205,180 120,000 $ Budget FY 2008 Projected FY 2007 326,500 318,700 230,540 - Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY 683,528 Projected FY 2007 FY 2008 Budget FY 2008 409,260 1,043,890 (634,630) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2008 To provide clean and safe facilities for multiple Town-sponsored events, with parks and recreation activities representing the majority of facility activity. Recreation Centers also provide facility space to support senior activities, group rentals, public meetings, and various other community uses. ♦ Increase overall participation at Freestone Recreation Center by 5% ♦ Improve annual customer service survey satisfaction results by 3% ♦ Increase the tracking of participation and attendance at each of the centers, and increase the collection of demographic data ♦ Increase coordination with Community Services of Arizona in the delivery of services and programs to the senior population at the Gilbert Community Center ♦ Increase the number of community events at McQueen Park Activity Center ACCOMPLISHMENTS FY 2007 ♦ Record participation at Freestone Recreation Center ♦ Increased personal training opportunities by 5% at the Freestone Recreation Center ♦ Design completed, and construction for the new community center in progress, with completion scheduled for November 2007 ♦ Continuing the successful partnership with Community Services of Arizona to provide senior services at the Community Center PERFORMANCE/ACTIVITY MEASURES Annual participation at Freestone Recreation Center % of Freestone Recreation Center average monthly participation as compared to total population % of Freestone Recreation Center average monthly participation for youth as compared to the total youth population % of participants surveyed who indicate the centers met their expectations # of meals served at the Gilbert Community Center for seniors Cost per square foot – Community Center (8,997 square feet)* Cost per square foot – McQueen Park Activity Center (26,800 square feet) Cost per square foot – Page Park Center (8,880 square feet) Cost per square foot – Freestone Recreation Center (48,500 square feet) BUDGET NOTES Numerous changes have occurred in this area. Perry Branch Library opened in June 2007 to service the south area of Gilbert. Gilbert continues to assume responsibility of the SE Regional Library from Maricopa County. The Community Center addition will be completed in November 2007. In addition, classes that are held in the Centers are now being expensed to the actual Center. Prior to this change, all classes were expensed to a Leisure Classes cost center. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 230,836 244,848 255,000 267,000 12% 11% 11% 11% 23% 20% 20% 20% 92% 93% 95% 98% 16,838 16,752 17,070 19,000 $26.94 $33.68 $29.35 $23.67 $12.06 $12.86 $11.41 $20.65 $6.25 $5.15 $5.48 $10.47 $15.95 $18.76 $18.81 $20.65 * New Community Center at 16,550 square feet to be completed in November 2007 - 129 - Table of Contents Recreation Centers PERSONNEL BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Total Personnel EXPENSES BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Total Expenses Actual FY 2006 Budget FY 2007 4.77 6.21 1.31 16.93 2.00 0.00 4.77 6.21 1.31 16.93 2.00 0.00 4.59 6.40 1.36 15.94 1.20 0.00 4.59 6.40 1.36 15.94 1.20 0.00 6.18 9.49 1.72 17.46 1.19 0.00 31.22 31.22 29.49 29.49 36.04 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 3,266,480 324,660 68,140 893,570 1,117,900 148,000 3,077,671 305,901 48,670 918,308 849,758 148,000 3,528,800 553,470 92,980 1,001,480 1,646,090 1,064,000 $ 1,732,960 $ 2,555,087 $ 5,818,750 $ 5,348,308 $ 7,886,820 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 998,757 731,913 2,290 1,126,345 1,309,307 8,353 111,082 1,066,800 1,445,950 305,500 3,000,500 1,085,981 1,442,637 2,819,690 1,417,700 3,026,620 305,500 3,137,000 $ 1,732,960 $ 2,555,087 $ 5,818,750 $ 5,348,308 $ 7,886,820 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses 843,594 1,732,960 $ 942,792 2,555,087 1,103,510 5,818,750 1,050,140 5,348,308 1,421,640 7,886,820 (889,366) $ (1,612,295) $ (4,715,240) $ (4,298,168) $ (6,465,180) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2005 Budget FY 2008 392,604 344,517 45,763 931,143 841,060 - Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2007 242,364 323,241 55,483 776,060 335,812 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 FY 2006 FY 2007 - 130 - FY 2008 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2008 To provide recreation programs, special events, and leisure activities for residents and visitors of Gilbert. The recreational programs purpose is to promote physical fitness, teach leadership skills, increase community involvement, and provide numerous social benefits to the community. ♦ Increase program opportunities while working within current resource capacity for programs for the community ♦ Conduct annual customer service survey for program participants ♦ Increase the tracking of participation and attendance at programs, and increase the collection of demographic data ♦ Continue partnership with Gilbert Public Schools in offering collaborative programs for youth and teens ♦ Increase reliance on sponsors and partnerships in recreation programs ACCOMPLISHMENTS FY 2007 ♦ Continued the successful partnership with Gilbert Public Schools in offering collaborative programs for youth and teens ♦ Gilbert Days softball tournament had record participation with 102 teams registered ♦ Programming opportunities for summer teen treks and outdoor programs increased 6% ♦ Obtained new software for sports league registration and scheduling ♦ Expanded the use of the web for adult sports programs ♦ Developed new partnerships for special needs programs and leisure classes BUDGET NOTES The FY 2008 adopted budget decreases 25% over the FY 2007 adopted budget. This decrease can be attributed to the allocation of the Leisure Program cost center to the various Recreation Centers where the classes take place. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 49,262 57,122 52,135* 60,000 353 365 379 379 12,206 12,092 12,203 13,000 Adult sports cost recovery 96% 95% 93% 93% % of total preschool participation in leisure classes compared to total preschool population 44% 35% 30% 35% % of adult softball participation compared to the overall population of adults 6% 5% 5% 5% % of participants surveyed who indicate the leisure classes met their expectations 96% 93% 95% 95% % of participants surveyed who would recommend leisure classes to others 96% 93% 95% 95% Number of sites offering collaborative programs annually N/A 12 15 20 Number of annual sponsors and partnerships N/A 64 76 90 PERFORMANCE/ACTIVITY MEASURES Number of participants Number of softball teams Number of leisure class participants * Spring Fair cancelled in March 2007 due to adverse weather conditions. Anticipated attendance approximately 6,000. - 131 - Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Total Personnel EXPENSES BY ACTIVITY Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Total Expenses Actual FY 2006 Budget FY 2007 0.74 9.16 2.60 2.41 3.15 0.90 0.41 0.74 9.26 2.70 2.41 2.75 0.95 0.41 0.74 7.65 2.48 2.26 2.75 0.65 0.41 0.26 7.65 2.48 2.26 2.49 0.65 0.20 0.26 0.00 2.48 2.26 2.59 0.65 0.19 19.37 19.22 16.94 15.99 8.43 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 48,460 455,140 203,990 236,650 509,670 38,730 47,660 49,675 436,598 198,447 235,841 477,220 33,389 37,357 49,060 212,330 237,060 543,690 37,540 42,770 $ 1,237,310 $ 1,522,429 $ 1,540,300 $ 1,468,527 $ 1,122,450 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 729,809 475,201 32,300 741,034 567,388 214,007 858,950 517,790 163,560 784,774 520,193 163,560 530,120 401,650 190,680 $ 1,237,310 $ 1,522,429 $ 1,540,300 $ 1,468,527 $ 1,122,450 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses 720,379 1,237,310 $ (516,931) $ 760,050 1,522,429 (762,379) $ 765,500 1,540,300 746,000 1,468,527 (774,800) $ (722,527) $ COST PER PARTICIPANT $30.00 $24.00 $18.00 $12.00 $6.00 $0.00 FY 2005 Budget FY 2008 81,079 538,242 169,696 240,856 440,436 11,648 40,472 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2007 40,680 363,180 147,988 209,876 407,696 20,418 47,472 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 FY 2006 FY 2007 - 132 - FY 2008 481,000 1,122,450 (641,450) Table of Contents Culture and Arts PURPOSE STATEMENT OBJECTIVES FY 2008 To encourage, support and promote arts and culture in Gilbert. To raise the level of awareness and involvement of all residents in the inclusion, promotion, preservation and expansion of all facets of the arts in the public and private sectors. ♦ Identify and prepare at least two additional facilities for arts exhibits ♦ Add at least two display cases in the library ♦ Expand exhibits to include 3-D object ♦ Continue to nurture existing partnerships and foster new ones to promote the growth of arts and culture in the community ♦ Partner with citizens and Special Events staff to present at least one community concert ♦ Provide guidance to at least one private business to develop a public art project ♦ Work with other divisions and Technology Services to streamline the application process for volunteers ACCOMPLISHMENTS FY 2007 ♦ The 2007 Global Village Festival attendance increased from 4,000 to 5,000 ♦ Provided community assistance to help arrange a Bluegrass concert ♦ Served as a consultant and selection panelist to guide the Bamford Company through the process of commissioning public art for Whitewing at Germann ♦ The Millennial Quilt was taken down and stored for one year as part of the maintenance plan to preserve the fabric ♦ Researched and developed a matrix of existing cultural facilities and programs in Gilbert, Mesa and Chandler ♦ Provided registration for three board members to attend the SW Arts Conference BUDGET NOTES Contractual expenses are reduced for the FY 2008 adopted budget based on actual usage over the last three years. Personnel increases are as a result of market and merit adjustments. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 5 4 2 3 3,000 4,000 5,000 6,000 N/A N/A 71% 85% # of locations to exhibit artwork 2 2 3 5 # of musical performances 0 0 1 2 # of private developers who desire public art 0 0 1 2 N/A 50% 80% 95% PERFORMANCE/ACTIVITY MEASURES # of co-sponsored programs/events # of overall arts and culture participants % of participants surveyed who indicate the Global Village Festival met their quality of experience expectations % of new and returning volunteers who indicate satisfaction - 133 - Table of Contents Culture and Arts Actual FY 2005 Actual FY 2006 Budget FY 2007 Culture and Arts 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Culture and Arts 79,267 Total Expenses $ 79,267 77,692 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 69,431 9,836 - Total Expenses $ 79,267 Total Revenues Total Expenses $ 360 79,267 Net Operating Result $ 123,410 (78,907) $ 77,692 $ 97,873 Actual FY 2006 123,410 (77,692) $ $ 97,873 123,410 $30.00 $24.00 $18.00 $12.00 $6.00 $0.00 FY 2006 FY 2007 - 134 - 86,970 10,110 $ 97,873 (123,410) $ FY 2008 97,080 Budget FY 2008 Projected FY 2007 COST PER PARTICIPANT FY 2005 $ 79,679 18,194 - Budget FY 2007 77,692 97,080 Projected FY 2007 80,050 43,360 $ Budget FY 2008 97,873 Budget FY 2007 73,792 3,900 - Actual FY 2005 OPERATING RESULTS $ Budget FY 2008 Projected FY 2007 123,410 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY 77,692 Projected FY 2007 (97,873) $ 97,080 Budget FY 2008 97,080 (97,080) Table of Contents Other General Fund __________________________________ Other General Fund Summary Contracted Services Social Services Transportation Table of Contents Other General Fund DESCRIPTION These areas of operation encompass more than one business unit or department operation and so are not assigned to a specific operating unit. Included in this section is the budget information for animal control and incarceration services provided by Maricopa County through an Intergovernmental Agreement, funding for social services, and transportation. The description for each of the operations is included on the individual sheets. CONTRACTED SERVICES PURPOSE STATEMENT BUDGET NOTES Gilbert has two separate intergovernmental agreements with Maricopa County for Incarceration and Animal Control. Animal control promotes and protects the health, safety and welfare of pets and people. Incarceration is provided as a punishment for crimes committed and a deterrent to future crime. Incarceration is the cost to Gilbert for jail sentences imposed by the Court. Incarceration booking fees are increasing from $163.64 per inmate to $189.23 per inmate for FY 2008. Gilbert is continuing to pursue an IGA with Maricopa County for Incarceration. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Calls for animal control service – calendar year 1,797 1,944 1,920 1,950 Cost per call – animal control $54.91 $55.90 $59.43 $61.92 Daily inmate housing rates $47.14 $56.23 $62.29 $72.33 PERFORMANCE/ACTIVITY MEASURES SOCIAL SERVICES PURPOSE STATEMENT BUDGET NOTES The purpose is to augment funding for various social service agencies that provide service in Gilbert. The Council receives requests for funding from various social service agencies and approves funding based upon the community impact. Due to budget constraints and expenditure limit, not all outside agencies requests were approved by Council. - 135 - Table of Contents Other General Fund TRANSPORTATION PURPOSE STATEMENT BUDGET NOTES Transportation includes contracts with Williams Gateway Airport and the Regional Public Transportation Authority (RPTA) for bus service. RPTA’s mission is to promote the social and economic well being of the community through an efficient and effective regional transit system, as a valued and significant component of the transportation network. The mission of Williams Gateway Airport is to develop a safe, efficient, economical and environmentally acceptable air transportation facility. No major changes have occurred. The billing by the Regional Public Transit Authority (RPTA) is based on cost to provide public transportation. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Average daily ridership – all routes 247 323 229 310 Total number of riders – all routes 76,021 99,667 70,335 97,000 Boardings per mile/Cost per boarding – fixed route 0.31/$12.56 0.41/$10.10 0.29/$14.39 0.23/$14.70 Boardings per mile/Cost per boarding – express route 1.15/$3.52 1.27/$3.15 1.26/$3.70 1.40/$3.30 PERFORMANCE/ACTIVITY MEASURES COST PER BOARDING - ALL ROUTES $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2005 FY 2006 FY 2007 - 136 - FY 2008 Table of Contents Other General Fund PERSONNEL BY DIVISION Contracted Services Animal Control Incarceration Social Services Youth Special Programs Senior Programs Museum Support Social Services Transportation Transportation Williams Gateway Total Personnel EXPENSES BY DIVISION Contracted Services Animal Control Incarceration Social Services Youth Special Programs Senior Programs Museum Support Social Services Transportation Transportation Williams Gateway Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 108,667 840,726 108,667 1,032,781 114,100 1,300,000 114,100 1,321,000 120,750 1,700,000 125,000 21,100 23,412 60,213 125,000 23,500 79,790 65,470 125,000 31,010 52,500 301,660 125,000 31,010 51,500 301,110 125,000 52,080 52,500 302,160 1,582,868 350,000 1,417,809 350,000 1,398,500 400,000 1,423,000 350,000 1,780,870 350,000 $ 3,111,986 $ 3,203,017 $ 3,722,770 $ 3,716,720 $ 4,483,360 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 2,720,980 391,006 3,053,398 149,619 3,522,770 200,000 3,516,720 200,000 4,083,360 400,000 $ 3,111,986 $ 3,203,017 $ 3,722,770 $ 3,716,720 $ 4,483,360 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 455,138 3,111,986 518,881 3,203,017 490,220 3,722,770 691,100 3,716,720 732,690 4,483,360 $ (2,656,848) $ (2,684,136) $ (3,232,550) $ (3,025,620) $ (3,750,670) - 137 - − 138 − Table of Contents Enterprise Funds __________________________________ Enterprise Funds Summary Water Wastewater Solid Waste Irrigation Table of Contents Enterprise Funds FUNDS DESCRIPTION Enterprise Funds are designed to allow a government operation to reflect a financial picture similar to a business enterprise. Gilbert operates these funds on the philosophy that the fees charged will cover 100% of the cost of these services – including cost of internal support from the General Fund. The following funds are included in the Enterprise Fund type. Water: Insure a safe and dependable water supply Wastewater: system Provide a safe and dependable wastewater collection and treatment Solid Waste: Manage the integrated solid waste operation to provide environmentally sound collection and disposal of solid waste Irrigation: A small area (125 customers) in Gilbert is served with flood irrigation water for landscape use FUND ACTIVITY The following is a statement of revenue, expenses and transfers for the Enterprise Funds based on the adopted budget for FY 2008. Total Operating Revenues Water Wastewater Solid Waste $ 31,055,000 $ 18,563,600 $ 14,969,510 Total Operating Expenses Operating Income (Loss) (22,256,850) $ 4,471,430 $ 1,312,710 100,000 921,000 55,000 8,898,150 $ 5,392,430 $ 1,367,710 173,640 - 400,000 $ Operating Transfers In Operating Transfers Out Net Income $ (9,609,360) (8,368,870) (537,570) $ (2,976,440) ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Wastewater Solid Waste Irrigation - 139 - $ (13,656,800) $ 8,798,150 Nonoperating Revenues (Expenses) Income (Loss) Before Transfers (14,092,170) Irrigation (65,330) $ (803,200) (37,800) - $ (37,800) 37,800 (2,570,910) $ 27,530 $ - Table of Contents Enterprise Funds PERSONNEL BY DIVISION Water Wastewater Solid Waste Irrigation Total Personnel EXPENSES BY DIVISION Water Wastewater Solid Waste Irrigation Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 60.00 26.00 57.50 0.50 63.50 30.00 63.10 0.50 69.00 33.00 70.35 0.50 69.00 33.00 71.35 0.50 72.00 35.00 77.10 0.70 144.00 157.10 172.85 173.85 184.80 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 26,358,522 14,893,589 11,081,758 40,356 39,145,064 19,161,795 15,434,294 38,615 34,627,950 19,981,540 13,584,810 49,810 34,450,275 20,065,167 13,578,162 45,290 31,866,210 22,461,040 16,227,710 65,330 $ 52,374,225 $ 73,779,768 $ 68,244,110 $ 68,138,894 $ 70,620,290 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 7,653,597 21,662,782 1,788,587 21,269,259 8,911,106 27,640,942 992,222 36,235,498 11,177,020 30,018,720 761,000 26,287,370 10,872,900 30,132,142 755,102 26,378,750 12,680,570 35,988,580 1,402,000 20,549,140 $ 52,374,225 $ 73,779,768 $ 68,244,110 $ 68,138,894 $ 70,620,290 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 49,563,224 52,374,225 51,805,821 73,779,768 59,189,950 68,244,110 59,158,010 68,138,894 66,303,080 70,620,290 $ (2,811,001) $(21,973,947) $ (9,054,160) $ (8,980,884) $ (4,317,210) - 140 - Table of Contents Water __________________________________ Water Water Water Water Water Summary Conservation Production Distribution Metering Table of Contents Water FUND DESCRIPTION To ensure a safe and dependable water supply for all residents, businesses and visitors of Gilbert. Oversee and direct all branches of the Water Section in compliance with the Department’s Goals, Gilbert Strategic Plan, Gilbert Code and local, state, and federal regulations. GOALS FY 2008 ♦ To provide a long term (100 year) supply of quality water to meet demands while complying with State mandated water supply regulations ♦ Implement Water Production/Distribution Master Plan to insure a continued safe and dependable water supply ♦ Ensure compliance with all federal, state, and local regulations ♦ Minimize ground water withdrawal ♦ Assist in the Capital Improvement Plan Program to ensure meeting future water production and infrastructure needs ♦ No Notices of Violation issued against the Town and no Public Notifications due to failure to meet Drinking Water Standards ♦ Minimize inconveniences to customers by immediately handling interruptions in service ♦ Protect the large investment in the infrastructure by continuously assessing its condition and acting appropriately to maintain and extend its useful life ♦ Educate the public to enhance public understanding and appreciation for the importance of water, and related sustainability issues ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Conservation Water Wastewater Production Distribution Plant Production Well Production Quality Assurance - 141 - Irrigation Metering Table of Contents Water Actual FY 2005 Actual FY 2006 Budget FY 2007 1.00 0.00 3.00 24.00 11.00 21.00 0.00 0.00 1.00 0.00 3.00 25.50 12.00 22.00 0.00 0.00 2.00 0.00 3.00 28.00 13.00 23.00 0.00 0.00 2.00 0.00 3.00 28.00 13.00 23.00 0.00 0.00 2.00 0.00 3.00 28.00 13.00 26.00 0.00 0.00 60.00 63.50 69.00 69.00 72.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,009,159 3,011,042 258,863 10,752,396 6,300,410 5,026,652 - 1,261,649 3,580,116 316,874 20,451,080 8,549,970 4,985,375 - 1,578,170 3,570,410 308,440 15,772,030 8,897,190 4,576,710 (583,000) 508,000 1,652,628 3,570,410 283,821 16,792,139 7,777,509 4,373,768 - 1,891,160 3,417,700 337,110 16,495,950 4,440,950 4,437,610 (560,270) 1,406,000 $ 26,358,522 $ 39,145,064 $ 34,627,950 $ 34,450,275 $ 31,866,210 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 3,234,476 11,195,146 200,127 11,728,773 3,591,959 14,393,439 66,032 21,093,634 4,545,500 14,868,060 153,000 15,061,390 4,332,797 14,849,563 148,295 15,119,620 5,046,430 17,056,420 154,000 9,609,360 $ 26,358,522 $ 39,145,064 $ 34,627,950 $ 34,450,275 $ 31,866,210 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 26,019,959 26,358,522 24,928,694 39,145,064 28,528,000 34,627,950 28,186,640 34,450,275 31,328,640 31,866,210 PERSONNEL BY DIVISION Administration Debt Conservation Production Distribution Metering Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Conservation Production Distribution Metering Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Projected FY 2007 Budget FY 2008 (338,563) $(14,216,370) $ (6,099,950) $ (6,263,635) $ PERFORMANCE/ACTIVITY MEASURES Peak day demand (MG) Daily average water production (MG) % of citizens generally/very satisfied with water # of bacteriological samples taken % increase in ground water capacity % increase in surface water capacity Total miles of water main Actual FY 2005 61 38 87.7% 2,356 7% 0 642 - 142 - Actual FY 2006 63 40 89.5% 2,412 5% 0 825 Projected FY 2007 66 43 88.7% 2,500 5% 10% 900 (537,570) Anticipated FY 2008 70 46 90% 2,500 10% 0 950 Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2008 To ensure Gilbert’s water supply is used in the most efficient manner, and that Gilbert complies with State regulations regarding water conservation which include meeting the target gallons per person per day water use of 220 gallons. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Landscape Literature Packets delivered to approximately 8,900 residents Approximately 6,000 school age children attended Water Conservation School show Workshop attendance recorded 350 residents 216 plans were reviewed 15 Homeowner’s Association CC&Rs reviewed and/or revised Residential audits were recorded at 160 The Water Conservation Office completed the restructuring of the Conservation Specialists each Specialist is now assigned a territory and both will be responsible for all audits, non residential audits, customer service calls, leak detection calls, model home inspections, literature restocking, and calls for water waste in the assigned geographic designation Implement the criteria of the Reasonable Conservation Measures as outlined in the Stipulation between the Town of Gilbert and Arizona Department of Water Resources Increase the performance measures by 10% from the previous year Aggressively pursue the non residential component of the Non Per Capita Conservation Program (NPCCP) BUDGET NOTES The increases in Personnel costs include market and merit, as well as the supervisory range placements that occurred in FY07. Additional budget increases in supplies and contractual include one time funds for new furniture, additional advertising, and promotional items. Transfers included in the expenses are for equipment replacement funding. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Water Consumption of Gallons per capita per day 216 211.9 215 215 % of elementary school participation 71% 48% 60% 70% Residential audits 160 160 240 264 Commercial audits 4 1 25 28 PERFORMANCE/ACTIVITY MEASURES - 143 - Table of Contents Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2005 Actual FY 2006 Budget FY 2007 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 258,863 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 191,861 63,002 4,000 $ 258,863 316,874 $ 308,440 $ 316,874 $ 283,821 308,440 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2006 FY 2007 - 144 - $ FY 2008 283,821 337,110 Budget FY 2008 215,211 68,610 - COST PER CAPITA FY 2005 337,110 Projected FY 2007 239,510 68,930 $ Budget FY 2008 283,821 Budget FY 2007 216,259 61,385 39,230 Budget FY 2008 Projected FY 2007 308,440 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Total Expenses 258,863 316,874 Projected FY 2007 245,890 84,520 6,700 $ 337,110 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2008 To facilitate the production of a safe and dependable water supply to meet all seasonal daily demands for water. To meet all Federal, State and Local water quality requirements. Maintain sufficient water pressure throughout the Town’s water service area to meet all residential, commercial, fire and emergency needs. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Established a fourth pressure zone to facilitate the maintaining of pressures within the Town’s Water Service Area between 60 and 80 psi Brought into service two water production wells, storage tanks and boosting sites; Well #24 and Well #25 Initiated arsenic treatment and mitigation at Well #21 Coordinating with contractor to expand capacity of Water Treatment Plant from 40 to 45 mgd, while still treating water to meet the Town’s water demands Optimized power consumption at the Water Treatment Plant using Salt River Project peak demand recommendations ♦ ♦ ♦ ♦ Treat both surface and groundwater to meet all federal, state, and local water quality regulations Maximize the use of surface water, only using groundwater to supplement total production or in time of emergency need Participate in the design of water production facilities to ensure that they meet the daily demands for water Schedule and monitor a sampling program for all designated Environmental Protection Agency parameters and contaminants Maintain adequate water pressure for all delivery points Maintain adequate flows to all delivery points Maintain a maintenance inventory of work orders in GBA Master Series Conduct appropriate regular and mandated safety training on an annual basis to selected staff to ensure safety compliance BUDGET NOTES Personnel increases are a result of market and merit, as well as the supervisory range placements implemented. Operating budget increases include additional mandated monitoring, increased water assessment fees, and increased chemical needs. Also included in the operating budget is $315,500 for operational costs related to completed capital projects. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 13,539 14,757 15,500 16,300 % surface water of total water produced 70% 59% 65% 75% Chemical cost per million gallons treated $42 $43 $40 $40 # of exceeded Maximum Contaminant Levels of water quality parameters 0 0 0 0 # of system pressure drops that constitute a system outage 0 0 0 0 # of scheduled maintenance work order N/A 1,063 1,200 1,400 # of unscheduled/emergency maintenance work orders N/A 10 12 12 0 0 0 0 PERFORMANCE/ACTIVITY MEASURES Total water produced (MG) # of safety related injuries - 145 - Table of Contents Water Production PERSONNEL BY ACTIVITY Plant Production Well Production Quality Assurance Total Personnel EXPENSES BY ACTIVITY Plant Production Well Production Quality Assurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 13.00 6.00 5.00 13.00 6.50 6.00 15.00 7.00 6.00 15.00 7.00 6.00 15.00 7.00 6.00 24.00 25.50 28.00 28.00 28.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 7,687,064 2,485,506 579,826 10,102,527 9,707,570 640,983 10,545,220 4,427,730 799,080 10,319,032 5,732,773 740,334 10,444,380 5,150,710 900,860 $ 10,752,396 $ 20,451,080 $ 15,772,030 $ 16,792,139 $ 16,495,950 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,402,784 6,307,012 17,928 3,024,672 1,532,772 7,297,544 21,299 11,599,465 2,002,150 8,447,740 131,000 5,191,140 1,828,702 8,357,237 131,000 6,475,200 2,162,030 10,052,080 4,281,840 $ 10,752,396 $ 20,451,080 $ 15,772,030 $ 16,792,139 $ 16,495,950 COST PER MILLION GALLONS PRODUCED $800.00 $600.00 $400.00 $200.00 $0.00 FY 2005 Budget FY 2008 FY 2006 - 146 - FY 2007 FY 2008 Table of Contents Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2008 To maintain all water system piping and structures associated with the transmission and distribution of water throughout the Town’s water service area. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Incorporated the Town Meadows subdivision water distribution system from the City of Mesa into the Gilbert water system Exercised and maintained all 7,800 fire hydrants Exercised the majority of main arterial water line valves ♦ ♦ ♦ Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage, while reducing the possibility of system contamination Maintain a maintenance inventory of work orders in GBA Master Series Keep Geographic Information System current with maintenance activity Work with contractors so that they can make timely additions and improvements to the water system with minimum system disruption Receive and respond to all Arizona Blue Stake tickets in a timely manner Conduct appropriate regular and mandated safety training on an annual basis to selected staff to ensure safety compliance BUDGET NOTES Personnel increases result from market and merit increases, as well as supervisory range placements. A one time expenditure of $82,000 is included in the budget for a one ton truck with mounted valve exerciser. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 # of fire hydrant rebuild/replacements 78 156 100 50 # of valves exercised 634 456 500 2,500 % of fire hydrants exercised 8% 35% 100% 100% # of events that cause a system outage N/A 64 50 50 # of valve actuations for contractors N/A 97 120 120 % of employees attending safety training N/A N/A 100% 100% # of safety related injuries N/A 1 0 0 PERFORMANCE/ACTIVITY MEASURES - 147 - Table of Contents Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2006 Budget FY 2007 Projected FY 2007 11.00 12.00 13.00 13.00 13.00 11.00 12.00 13.00 13.00 13.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 6,300,410 8,549,970 8,897,190 7,777,509 4,440,950 $ 6,300,410 $ 8,549,970 $ 8,897,190 $ 7,777,509 $ 4,440,950 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 540,867 256,277 162,710 5,340,556 638,156 344,642 25,820 7,541,352 770,040 284,150 7,843,000 783,699 282,780 6,711,030 841,490 269,950 82,000 3,247,510 $ 6,300,410 $ 8,549,970 $ 8,897,190 $ 7,777,509 $ 4,440,950 COST PER MILE OF WATER MAIN $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2005 FY 2006 - 148 - FY 2007 FY 2008 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2008 To provide accurate and timely readings for accounting of all domestic water produced by Gilbert that is used for residential, commercial or industrial purposes, through installation of new meters and the monthly reading of existing meters. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Completion of radio read beta testing in Turner Ranch (1,300 residences) Made final 5/8 inch meter change outs with new nominal sized meters; 3/4 or 1 inch meters Purchased and began bench testing of meters in-house Implemented GBA Master Series work order system Install new meters in a timely manner to ensure the accountability of water used Read every meter within the Town’s water service area once a month Monitor and change-out meters on a prescribed maintenance schedule Repair or replace any meter that stops registering water flow Complete Implementation of GBA Master Series for inventory control BUDGET NOTES Personnel costs increase with the addition of a Meter Services Supervisor, a Senior Utility Worker and a Meter Technician. Costs associated with those three positions are included in the budget. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 # of lock-offs for delinquent payment 7,625 8,326 8,326 8,500 # of work orders per year 19,654 23,850 23,850 24,500 % of unaccounted for water 10.4% 8.5% 8.0% 8.0% Average meters read per cycle per reader 1,043 1,083 1,100 1,100 701,023 722,230 740,000 755,000 4,201 3,339 3,500 3,300 PERFORMANCE/ACTIVITY MEASURES # of meter reads for the year # of new meters installed - 149 - Table of Contents Water Metering PERSONNEL BY ACTIVITY Metering Total Personnel EXPENSES BY ACTIVITY Metering Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 21.00 22.00 23.00 23.00 26.00 21.00 22.00 23.00 23.00 26.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 5,026,652 4,985,375 4,576,710 4,373,768 4,437,610 $ 5,026,652 $ 4,985,375 $ 4,576,710 $ 4,373,768 $ 4,437,610 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 999,944 1,154,390 19,489 2,852,829 1,098,519 2,796,449 18,913 1,071,494 1,314,070 2,164,310 22,000 1,076,330 1,284,988 2,165,535 17,295 905,950 1,564,360 2,159,380 72,000 641,870 $ 5,026,652 $ 4,985,375 $ 4,576,710 $ 4,373,768 $ 4,437,610 COST PER METER READ $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2005 Budget FY 2008 FY 2006 FY 2007 - 150 - FY 2008 Table of Contents Wastewater __________________________________ Wastewater Wastewater Wastewater Wastewater Wastewater Summary Collection Plant Operations Reclaimed Quality Table of Contents Wastewater FUND DESCRIPTION The Town of Gilbert’s wastewater fund is financed and operated in a manner similar to private business enterprises. Costs of providing the services to the public are financed through user charges. The mission of the Wastewater Section is to protect the health and safety of the public and provide reliable and efficient wastewater collection, wastewater treatment, effluent reuse and recharge, wastewater discharge monitoring of industrial and commercial businesses, and management of the mosquito control program all in a cost effective manner. To responsibly and efficiently accomplish this mission, goals have been established for each functional area. In order to maintain proactive operation and maintenance programs, proper planning is conducted to accurately assess and anticipate the needs of the public and infrastructure. The Wastewater Section maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet the public’s expectations and resolve problems at the appropriate staff level. GOALS FY 2008 ♦ Prevent public and environmental health hazards ♦ Minimize inconveniences to customers by responsibly handling interruptions in service ♦ Protect the large investment in the infrastructure by continuously assessing its condition and acting appropriately to maintain and extend its useful life ♦ Provide and operate a water re-use system to provide reclaimed water for irrigation uses reducing the use of potable water ♦ Ensure reclaimed water recharge capacity is available to meet the demand ♦ Ensure short and long term wastewater treatment capacity is available to meet demands created by industrial, business and population increases ♦ Educate customers regarding services and programs provide ♦ Ensure workers are safe ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Collection Water Wastewater Plant Operations Reclaimed Neely Facility Effluent Re-use Greenfield Facility Effluent Recharge - 151 - Irrigation Quality Table of Contents Wastewater PERSONNEL BY DIVISION Administration Debt Collection Plant Operations Reclaimed Quality Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Collection Plant Operations Reclaimed Quality Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 1.00 0.00 13.00 0.00 7.00 5.00 0.00 0.00 1.00 0.00 15.00 0.00 9.00 5.00 0.00 0.00 1.00 0.00 16.00 0.00 11.00 5.00 0.00 0.00 1.00 0.00 16.00 0.00 11.00 5.00 0.00 0.00 1.00 0.00 17.00 0.00 11.00 6.00 0.00 0.00 26.00 30.00 33.00 33.00 35.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 1,818,720 526,650 7,937,240 7,012,850 2,201,110 455,870 (315,900) 345,000 Projected FY 2007 Projected FY 2007 1,618,059 527,850 8,022,497 7,413,350 2,042,531 440,880 - Budget FY 2008 Budget FY 2008 1,321,110 464,450 4,436,767 7,124,097 1,182,722 364,443 - 1,726,128 512,229 7,482,377 6,514,372 2,408,148 518,541 - 1,774,410 671,390 7,315,930 8,664,810 2,769,070 605,430 (370,000) 1,030,000 $ 14,893,589 $ 19,161,795 $ 19,981,540 $ 20,065,167 $ 22,461,040 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,403,613 5,815,503 37,627 7,636,846 1,647,384 7,547,051 353,681 9,613,679 2,162,210 8,912,530 50,000 8,856,800 2,100,712 8,879,600 49,655 9,035,200 2,484,390 11,311,780 296,000 8,368,870 $ 14,893,589 $ 19,161,795 $ 19,981,540 $ 20,065,167 $ 22,461,040 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 13,002,654 14,893,589 14,990,265 19,161,795 17,096,200 19,981,540 16,944,750 20,065,167 19,484,600 22,461,040 $ (1,890,935) $ (4,171,530) $ (2,885,340) $ (3,120,417) $ (2,976,440) PERFORMANCE/ACTIVITY MEASURES Total annual wastewater influent (MG) Average daily influent (MG) Total annual effluent produced/reused (MG) % of effluent reused Total gallons pumped by lift stations (MG) % of businesses of concern inspected # of sewer line blockage complaints % of employees receiving safety training Actual FY 2005 3,818.60 10.48 2,595.83 68% 1,184.95 100% 52 100% - 152 - Actual FY 2006 3,910.47 10.71 2,598.70 63% 1,313.17 100% 54 100% Projected FY 2007 4,258.20 11.67 3,400.92 80% 1,502.00 75% 30 100% Anticipated FY 2008 4,598.00 12.60 4,211.00 91% 1,650.00 90% 45 100% Table of Contents Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2008 The Wastewater Collection Branch is dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater collection system which includes sewer lines, sewer manholes, lift stations, and force mains. ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ Provided the necessary safety training to Wastewater Collections’ personnel ♦ Began to develop a new capacity, management, operations, and maintenance (CMOM) Plan ♦ Completed the Wastewater System Master Plan Update ♦ Identified and rehabilitated 15 sanitary sewer manholes impacted by corrosion ♦ Completed the expansion of the Gilbert Commons lift station site ♦ Took over operation and maintenance of the Turner Ranch lift station and sewer system formerly maintained by the City of Mesa ♦ Performed daily inspections and routine maintenance at all lift station sites ♦ Performed odor control activities throughout the wastewater collection system ♦ Cleaned 27% of the sewer system and performed televised inspections of 21% of the sewer system Treated 3,500 sewer manholes for roach control ♦ ♦ ♦ ♦ ♦ Clean a minimum of 30% of the sanitary sewer system to prevent line blockages, overflows, and odors Inspect a minimum of 25% of the sanitary sewer system using television inspection (CCTV) equipment to identify problem areas that can lead to line blockages, overflows, and long term deterioration Respond to emergency customer contact events within one hour to minimize health, safety, and environmental hazards Inspect all lift station sites daily to verify proper operational performance and perform scheduled preventative maintenance on related pumping equipment Distribute educational brochures and information to customers relating to wastewater collection operations during service calls and public outreach events Conducts safety and training for specific operational tasks annually for all appropriate staff to ensure that operations are performed correctly and safely Complete the expansion of the Crossroads lift station site Complete the development of the new Capacity, Management, Operations, and Maintenance (CMOM) Plan BUDGET NOTES Personnel cost increases include the addition of a Senior Utility Worker. All costs associated with the new position are included in the budget. The increase in supplies and contractual includes $400,000 for increased sewer billing charges from the City of Mesa. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Percent of sewer system cleaned 40% 30% 27% 30% Percent of sewer system inspected 14% 19% 21% 25% Number of sewer blockage complaints 52 54 30 45 Number of sewer odor complaints 43 43 60 60 % daily lift station site inspections 100% 100% 100% 100% 23 23 23 27 PERFORMANCE/ACTIVITY MEASURES Number of lift station pumps serviced per year - 153 - Table of Contents Wastewater Collection PERSONNEL BY ACTIVITY Collection Total Personnel EXPENSES BY ACTIVITY Collection Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 13.00 15.00 16.00 16.00 17.00 13.00 15.00 16.00 16.00 17.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 4,436,767 7,482,377 7,937,240 8,022,497 7,315,930 $ 4,436,767 $ 7,482,377 $ 7,937,240 $ 8,022,497 $ 7,315,930 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 660,890 1,000,676 21,268 2,753,933 769,865 1,068,457 202,839 5,441,216 993,760 1,377,090 28,000 5,538,390 944,747 1,140,665 27,655 5,909,430 1,132,200 1,767,050 54,000 4,362,680 $ 4,436,767 $ 7,482,377 $ 7,937,240 $ 8,022,497 $ 7,315,930 COST PER MILLION GALLONS INFLUENT $750.00 $600.00 $450.00 $300.00 $150.00 $0.00 FY 2005 Budget FY 2008 FY 2006 - 154 - FY 2007 FY 2008 Table of Contents Wastewater Plant Operations PURPOSE STATEMENT OBJECTIVES FY 2008 Wastewater Plant Operations are dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater treatment operations, sludge wasting operations, and effluent production. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ Completed construction of the new larger sludge wasting force main from the Neely Wastewater Reclamation Facility (WRF) to the Baseline Road Interceptor at Cooper Road Began startup operations of the Greenfield Water Reclamation Plant phase two project in partnership with the City of Mesa and Town of Queen Creek Completed the rehabilitation of oxidation ditch number three at the Neely Wastewater Reclamation Facility Completed the Wastewater System Master Plan Update ♦ ♦ ♦ ♦ Complete all construction activity associated with the Greenfield WRP Phase II project Conduct routine meetings with the Neely WRF operations contractor (Severn Trent) to evaluate plant operations and customer contact complaints Conduct routine meetings with the Greenfield WRP operations agency (City of Mesa) to evaluate plant operations expenditures, and customer complaints Conduct daily coordination with the Neely WRF operations contractor (Severn Trent) regarding reclaimed water production and operations Conduct daily coordination with the Greenfield WRP operations agency (City of Mesa) regarding reclaimed water production and operations Evaluate reclaimed water quality by tracking laboratory and testing results from the Neely WRF and Greenfield WRP Participate in the Local Limits Study associated with the Greenfield Water Reclamation Plant BUDGET NOTES Contractual costs to operate both plants have increased by $1,363,330. Other increases are for utilities and other repair/maintenance. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 $1,134.91 $1,116.41 $1,199.60 $1,356.14 Cost of treatment (MG) – Greenfield Plant $859.54 $1,984.63 $2,168.30 $2,23434 Total annual gallons of wastewater influent at Neely Plant (MG) 2,792.48 2,828.84 2,895.84 2,954.00 Total annual gallons of wastewater influent at Greenfield Plant (MG) 1,024.00 1,081.63 1,362.36 1,644.00 % of available treatment capacity utilized at Neely Plant 69% 70% 72% 74% % of available treatment capacity utilized at Greenfield Plant 28% 37% 47% 56% Total annual gallons of reclaimed water: Neely Plant (MG) 2,595.83 2,598.70 2,674.32 2,731.00 Total annual gallons of reclaimed water: Greenfield Plant (MG) N/A N/A 726.60 1,480.00 PERFORMANCE/ACTIVITY MEASURES Cost of treatment (MG) – Neely Plant - 155 - Table of Contents Wastewater Plant Operations PERSONNEL BY ACTIVITY Neely Treatment Facility Greenfield Treatment Facility Total Personnel EXPENSES BY ACTIVITY Neely Treatment Facility Greenfield Treatment Facility Total Expenses Actual FY 2006 Budget FY 2007 Projected FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 6,039,930 1,084,167 4,164,041 2,350,331 4,465,820 2,547,030 4,250,320 3,163,030 4,782,520 3,882,290 $ 7,124,097 $ 6,514,372 $ 7,012,850 $ 7,413,350 $ 8,664,810 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 4,048,839 3,075,258 5,304,770 1,209,602 6,027,340 985,510 6,427,840 985,510 7,529,300 150,000 985,510 $ 7,124,097 $ 6,514,372 $ 7,012,850 $ 7,413,350 $ 8,664,810 COST PER MILLION GALLONS TREATED $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2005 FY 2006 - 156 - FY 2007 FY 2008 Table of Contents Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2008 The Effluent Reuse and Recharge Branches are dedicated to providing safe, reliable, and cost effective operation and maintenance of the effluent reuse infrastructure and facilities which includes reclaimed water lines, valves, meters, recovery wells, reservoirs, ground water recharge facilities, injection wells, and monitor wells. Effluent Reuse and Recharge Branch operations help provide a reduction and reliance of potable water sources for parks and high water use landscaping and lake developments and also provide wildlife habitat and aquifer replenishment through groundwater re-charge. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided the necessary safety training to Effluent Reuse and Recharge personnel including confined space entry, trenching and shoring, lockout/tagout, bloodborne pathogens, first responder operations, first aid, and personal protective equipment Disked and ripped each recharge basin at least once Exercised each reclaimed water system valve Performed all required water quality monitoring and submitted regulatory reports on schedule Completed construction and began operations of the new south area reclaimed water reservoir and pump station Completed construction of a new recovered waterline from wells G-7, G-8, and G-10 along the Western Canal to customer sites Activated the south area reclaimed water distribution system upon startup of GWRP (Greenfield Water Reclamation Plant) Completed construction and begin operating the new South Recharge Facility upon completion of the GWRP ♦ ♦ ♦ ♦ ♦ Perform water quality sampling and monitoring of reclaimed water and recovered water to ensure compliance with regulatory permits Monitor daily reuse water distribution activities at customer sites and at recharge facilities to ensure that overflows don’t occur Monitor and distribute reclaimed water and recovered ground water to customer sites daily to meet their irrigation demand, thus reducing use of potable water Monitor and distribute reclaimed water to recharge facility basins and direct injection well sites to replenish the aquifer Exercise all reclaimed water system valves once annually to verify operability Monitor and track reclaimed water meter accuracy standards Coordinate daily with wastewater treatment plant operations staff regarding reclaimed water production Perform preventive maintenance and conduct daily inspections at all recovered well sites, reservoirs, and pump station sites to verify proper operational performance Monitor total reclaimed water delivered to recharge basins and injection wells Distribute educational brochures and information to customers relating to effluent reuse and recharge operations during facility tours and public outreach events Conduct safety training for specific operational tasks annually for all appropriate staff to ensure that operations are performed correctly and safely BUDGET NOTES Personnel cost increases are a result of market and merit increases. Included in the budget is $70,000 for installing channel motes around the recharge basins at the Neely Recharge Facility. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 1 1 1 0 1 0 0 0 2,595.83 2,598.70 3,400.92 4,211.00 % of effluent directly reused by customers 37% 35% 25% 31% % of effluent recharged to aquifer 63% 65% 75% 69% PERFORMANCE/ACTIVITY MEASURES Number of reclaimed water permit violations per year Number of reuse water overflow events at user sites and recharge facilities per year Total annual effluent produced/reused (MG) - 157 - Table of Contents Wastewater Reclaimed PERSONNEL BY ACTIVITY Effluent Re-use Effluent Recharge Total Personnel EXPENSES BY ACTIVITY Effluent Re-use Effluent Recharge Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 3.50 3.50 5.00 4.00 6.50 4.50 6.50 4.50 6.50 4.50 7.00 9.00 11.00 11.00 11.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 755,677 427,045 1,242,597 1,165,551 1,313,750 887,360 1,170,129 872,402 1,992,250 776,820 $ 1,182,722 $ 2,408,148 $ 2,201,110 $ 2,042,531 $ 2,769,070 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 362,468 187,375 16,359 616,520 438,099 370,321 94,744 1,504,984 688,000 626,870 22,000 864,240 679,866 476,425 22,000 864,240 775,590 549,440 70,000 1,374,040 $ 1,182,722 $ 2,408,148 $ 2,201,110 $ 2,042,531 $ 2,769,070 COST PER MILLION GALLONS PRODUCED/REUSED $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2005 Budget FY 2008 FY 2006 - 158 - FY 2007 FY 2008 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2008 The Wastewater Quality Branch is dedicated to providing safe, reliable, and cost effective pollution control activities relating to the wastewater discharge of commercial and industrial businesses. Wastewater Quality Branch operations strive to maintain pollutant levels in the wastewater stream below those levels mandated by regulatory and oversight agencies. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided the necessary safety training to Wastewater Quality personnel Began to develop a new Capacity, Management, Operations, and Maintenance (CMOM) Plan Continued to inspect commercial business of concern for compliance with Wastewater and Storm Water code requirements and to ensure the proper pretreatment device operation and maintenance is being performed Coordinated with the Building Department during the plan review process for new businesses Performed required inspections and sampling events at significant industrial user sites and submitted regulatory reports to oversight agencies on schedule Continued to participate in the multi-city coordination group meetings to align commercial pretreatment program compliance strategies and education Continued with public outreach for businesses and residents to educate them on proper storm water and sewer disposal practices ♦ ♦ ♦ ♦ Perform annual inspections and sampling activities at all industrial users requiring a discharge permit to ensure compliance with regulatory and oversight requirements Inspect and educate commercial businesses of concern to verify compliance with the Wastewater and Storm Water code requirements and ensure proper pretreatment device operation and maintenance is being performed Review and process all business registration to obtain familiarity with business operations relating to wastewater code requirements Distribute related educational brochures and information to customers during inspections, service calls, and public outreach events Conduct safety training for specific operational tasks annually for all appropriate staff to ensure that operations are performed correctly and safely Participate in the Local Limits Study associated with the Greenfield Water Reclamation Plant Complete the development of the new Capacity, Management, Operations, and Maintenance (CMOM) Plan BUDGET NOTES Personnel costs increased as a result of an additional Wastewater Quality Inspector. All costs associated with the additional FTE are included in the budget. Other increases in supplies and contractual include laboratory testing increases for required sampling. PERFORMANCE/ACTIVITY MEASURES Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Number of businesses of concern inspected 829 1,032 823 1,200 100% 100% 75% 90% 9 12 13 15 100% 100% 100% 100% Number of permitted industry violations 9 7 5 7 Wastewater sampling events (days) 92 69 28 60 932/966 849/947 797/1,250 850/1,250 % of businesses of concern inspected Number of permitted industrial users % of permitted industrial users inspected Number of new business registrations processed/Number of renewals - 159 - Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2005 Actual FY 2006 Budget FY 2007 5.00 5.00 5.00 5.00 6.00 5.00 5.00 5.00 5.00 6.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 364,443 Total Expenses $ 364,443 518,541 $ 518,541 Personnel Supplies & Contractual Capital Outlay Transfers Out 287,816 65,627 11,000 Total Expenses $ 364,443 $ 455,870 $ 518,541 $ 440,880 455,870 $ $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2006 - 160 - FY 2007 $ FY 2008 440,880 605,430 Budget FY 2008 355,130 76,230 9,520 COST PER MILLION GALLONS TREATED FY 2005 605,430 Projected FY 2007 360,120 86,230 9,520 $ Budget FY 2008 440,880 Budget FY 2007 323,811 68,042 56,098 70,590 Budget FY 2008 Projected FY 2007 455,870 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Projected FY 2007 451,320 101,200 22,000 30,910 $ 605,430 Table of Contents Solid Waste __________________________________ Solid Waste Summary Solid Waste Residential Solid Waste Commercial Table of Contents Solid Waste FUND DESCRIPTION The Solid Waste mission is to manage Gilbert’s integrated solid waste operations and to provide environmentally sound and economically cost effective services to meet the needs of the residents and commercial, industrial, and institutional establishments. Gilbert’s solid waste activities are financed and operated in a manner similar to private business enterprises, where costs of providing the services to the customers (both residential and commercial) are financed through user charges. These operations and services are directed toward ensuring the public health and welfare through the collection and disposal of solid waste (garbage, hazardous waste and recyclable materials) from residential and commercial/industrial sources, educating members of the general public and business community regarding the proper disposal of wastes, and encouraging the diversion of waste from landfills through the recycling, reuse, and recovery of selected materials. We set objectives for the activity areas to responsibly and efficiently accomplish our mission and to better track our effectiveness. Solid waste maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet our customer’s expectations and resolve problems at the appropriate level of responsibility. GOALS FY 2008 ♦ ♦ ♦ ♦ ♦ Pursue Solid Waste disposal options through a long term agreement providing flexibility in disposal locations Minimize waste disposed at landfill and optimize the economic return on the Gilbert recycle materials Ensure customers are satisfied with service and create partnerships and loyalty with the residential and business sector Ensure that solid waste programs are cost effective and efficient Ensure safe and sanitary disposal options are implemented ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater Residential Commercial - 161 - Irrigation Table of Contents Solid Waste Actual FY 2005 Actual FY 2006 Budget FY 2007 51.96 5.54 56.96 6.14 62.91 7.44 62.91 8.44 68.66 8.44 57.50 63.10 70.35 71.35 77.10 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 9,648,198 1,433,560 12,653,533 2,780,761 11,720,380 1,864,430 11,716,028 1,862,134 14,037,310 2,190,400 $ 11,081,758 $ 15,434,294 $ 13,584,810 $ 13,578,162 $ 16,227,710 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 PERSONNEL BY DIVISION Residential Commercial Total Personnel EXPENSES BY DIVISION Residential Commercial Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Budget FY 2008 2,984,095 4,643,190 1,550,833 1,903,640 3,641,705 5,691,895 572,509 5,528,185 4,433,180 6,224,450 558,000 2,369,180 4,407,853 6,389,227 557,152 2,223,930 5,098,850 7,605,950 952,000 2,570,910 $ 11,081,758 $ 15,434,294 $ 13,584,810 $ 13,578,162 $ 16,227,710 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 10,500,255 11,081,758 11,848,247 15,434,294 13,515,900 13,584,810 13,981,330 13,578,162 15,424,510 16,227,710 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2007 $ (581,503) $ (3,586,047) $ (68,910) $ 403,168 $ (803,200) Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Total solid waste tonnage (not including recycling) 91,278 101,168 111,150 122,650 Total recycle tonnage 16,538 17,084 19,000 21,000 Residential Cost per Ton $142 $174 $145 $160 Average tons per customer (black can) 1.24 1.19 1.20 1.20 Recycling diversion rate - residential 19.2% 18.6% 18.2% 18.3% Recycling diversion rate - commercial 2.6% 2.4% 1.6% 1.6% PERFORMANCE/ACTIVITY MEASURES - 162 - Table of Contents Solid Waste Residential PURPOSE STATEMENT OBJECTIVES FY 2008 To protect human health and the environment by providing Gilbert solid waste services in a safe and efficient manner. These services include the collection and disposal of contained and uncontained (or bulk) trash, household hazardous waste (HHW), green waste, recyclable materials and diversion of specific materials from the solid waste stream for the processing of those materials for use as new products or for other productive uses. ♦ Divert 50% of total waste to transfer station at cactus waste and waste management ♦ Improve recycling participation rate by 1% ♦ Renegotiate contract with River Recycling ♦ Create 4 public service announcements ♦ Create outreach programs through the schools, Congress of Neighborhoods and other special events ♦ Satisfy customer complaints within 24 hours ♦ Review proposed subdivisions make changes on or collection points by attending weekly plan review meetings ♦ Ensure staff attend “Coaching the Refuse Driver” program upon hire and every two years thereafter ♦ Reduce number of claims for property damage ♦ Plan regular safety meetings and training ♦ Maintain accurate inventory and account of HHW quantities ♦ Increase customer awareness for bulk waste collection guidelines by FY 2008 ♦ Improve the operation of bulk waste collections by implementing three person crews ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ Increased recycling participation by 2% Renegotiated increase in diversion from landfill through Salt River Pima Maricopa Indian Community Intergovernmental Agreement Arizona Department of Environmental Quality grant award $33,000 for 50% of HHW disposal cost on one event Won Larry Knight Award at the State Rodeo champion for overall competition for driving events Successful integration of all newly annexed properties BUDGET NOTES Additional FTE for FY 2008 include: one Administrative Assistant split between Residential Collections and Environmental Programs, three Heavy Equipment Operators, one part time Solid Waste Maintenance Worker, and one Household Hazardous Waste Technician. Budget increases also include hazardous waste removal fees and fuel. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Total recycling tonnage 16,538 16,645 18,060 19,500 Total residential solid waste tonnage (not including recycling) 67,747 72,827 80,990 88,000 Number of residential customers 50,164 54,183 58,000 62,000 Total liability loss $18,195 $23,967 $51,178 $25,000 Days of work related injury loss time 15 60 14 40 Number of work related injuries 4 9 9 10 Households served by HHW events 1,241 1,270 1,583 1,650 Tons of HHW collected 49.45 49.69 103.63 108.00 Average weekly recycling participation rate by single family homes 53% 54% 56% 57% PERFORMANCE/ACTIVITY MEASURES - 163 - Table of Contents Solid Waste Residential PERSONNEL BY ACTIVITY Actual FY 2005 Actual FY 2006 Budget FY 2007 Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs 2.76 23.50 11.00 14.70 0.00 2.76 26.50 13.00 13.70 1.00 3.46 28.50 16.00 13.70 1.25 3.46 28.50 16.00 13.70 1.25 3.46 31.50 17.00 13.70 3.00 51.96 56.96 62.91 62.91 68.66 Actual FY 2005 Actual FY 2006 Budget FY 2007 Total Personnel EXPENSES BY ACTIVITY Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Contingency Total Expenses Projected FY 2007 1,406,040 6,334,820 1,676,890 2,078,370 213,260 (223,000) 234,000 1,273,439 6,301,245 1,764,333 2,162,651 214,360 - $ 9,648,198 $ 12,653,533 $ 11,720,380 $ 11,716,028 $ 14,037,310 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 $ 1,558,970 $ 6,636,360 $ 2,955,690 $ 2,038,280 $ 308,760 $ (117,750) 657,000 2,636,046 3,742,041 1,550,833 1,719,278 3,225,075 4,499,616 572,509 4,356,333 3,938,330 5,058,100 520,000 2,203,950 3,877,228 5,232,200 524,500 2,082,100 4,500,420 6,275,740 935,000 2,326,150 $ 9,648,198 $ 12,653,533 $ 11,720,380 $ 11,716,028 $ 14,037,310 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 10,026,201 12,653,533 11,585,000 11,720,380 11,986,220 11,716,028 13,118,810 14,037,310 OPERATING RESULTS Total Revenues Total Expenses 8,923,456 9,648,198 $ (724,742) $ (2,627,332) $ (135,380) $ COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2005 Budget FY 2008 1,372,576 7,051,981 2,349,867 1,709,238 169,871 - Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Budget FY 2008 1,206,035 6,103,597 1,488,927 848,560 1,079 - EXPENSES BY CATEGORY Total Expenses Projected FY 2007 FY 2006 - 164 - FY 2007 FY 2008 270,192 $ (918,500) Table of Contents Solid Waste Commercial PURPOSE STATEMENT OBJECTIVES FY 2008 Solid Waste Commercial operations protect human health and environmental quality. The program also ensures a fair competition exists amongst those that provide commercial collection. Service is provided if a private business hauler falters. To provide solid waste collection and disposal services for commercial/industrial, retail, and institutional establishments and multi-family residences within Gilbert. These services include the collection and disposal of trash and recyclable materials. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ Increase customer base by 22% Increase Roll-Off Business 10% Re-route with improved customer satisfaction and route efficiency No accidents for 3 Heavy Equipment Operator’s Increased customer satisfaction with Customer Service Representative responding to Roll-Off calls ♦ ♦ ♦ ♦ ♦ Continue to work on additional relief with the Salt River Landfill Board (current contract will allow 50% diversion September 2008) Contact current and new commercial customers with recycling options at least annually Ensure that all multi-family development have recycling pads Provide excellent service levels by working with the customer individually to set appropriate collection days and intervals Contact with customers will be face to face or person to person without automation Take care of customer requests within 24 hours Lower maintenance costs by evaluation of internal vs. external repair costs and outsource as appropriate Ensure staff continues to perform high level pre and post trip inspections Reduce overtime by keeping appropriate staffing levels Work with shop on preventative maintenance schedule Ensure that new developments have complied with Gilbert codes and engineering standards and details by attending weekly plan review meetings BUDGET NOTES Personnel cost increases include market and merit increases as well as supervisory range placements. Supplies and contractual expenses include an increase of $85,000 for landfill costs, and increase of $35,000 for automotive repair and maintenance, and fuel increases of $21,000. PERFORMANCE/ACTIVITY MEASURES Number of commercial customers Total roll-off tonnage disposed Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 365 439 538 591 6,764 10,273 11,397 12,423 - 165 - Table of Contents Solid Waste Commercial PERSONNEL BY ACTIVITY Actual FY 2005 Actual FY 2006 Budget FY 2007 0.24 4.80 0.50 1.24 3.90 1.00 1.54 4.15 1.75 1.54 5.15 1.75 1.54 5.15 1.75 5.54 6.14 7.44 8.44 8.44 Actual FY 2005 Actual FY 2006 Budget FY 2007 Commercial Administration Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Contingency Total Expenses Projected FY 2007 107,260 1,243,440 493,730 (27,000) 47,000 Budget FY 2008 83,258 1,952,811 744,692 - $ 1,433,560 $ 2,780,761 $ 1,864,430 $ 1,862,134 $ 2,190,400 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 107,320 1,185,249 569,565 - 116,180 1,416,010 573,210 (20,000) 105,000 348,049 901,149 184,362 416,630 1,192,279 1,171,852 494,850 1,166,350 38,000 165,230 530,625 1,157,027 32,652 141,830 598,430 1,330,210 17,000 244,760 $ 1,433,560 $ 2,780,761 $ 1,864,430 $ 1,862,134 $ 2,190,400 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses 1,576,799 1,433,560 Net Operating Result Budget FY 2008 33,446 1,109,411 290,703 - EXPENSES BY CATEGORY Total Expenses Projected FY 2007 $ 143,239 1,822,046 2,780,761 $ 1,930,900 1,864,430 (958,715) $ 66,470 1,995,110 1,862,134 $ 132,976 COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2005 FY 2006 - 166 - FY 2007 FY 2008 2,305,700 2,190,400 $ 115,300 Table of Contents Irrigation __________________________________ Irrigation Summary Table of Contents Irrigation FUND DESCRIPTION Flood Irrigation provides irrigation water to about 125 customers of the flood irrigation system for landscape maintenance and reduced reliance on the municipal water system. Fees are charged to the customers, but the revenue does not cover the entire cost so this Enterprise fund is subsidized by a transfer from the General Fund. GOALS FY 2008 ♦ To provide uninterrupted irrigation service ♦ To coordinate with Salt River Project schedulers to assure proper scheduling in order to provide consistent service ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater - 167 - Irrigation Table of Contents Irrigation Actual FY 2005 Actual FY 2006 Budget FY 2007 Flood Irrigation 0.50 0.50 0.50 0.50 0.70 Total Personnel 0.50 0.50 0.50 0.50 0.70 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY DIVISION EXPENSES BY DIVISION Flood Irrigation Total Expenses 40,356 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 38,615 $ 40,356 $ 38,615 - 49,810 - 45,290 40 $ $ 45,290 50,900 14,430 $ Projected FY 2007 - 65,330 Budget FY 2008 45,290 45,290 $ 65,330 Budget FY 2008 31,538 13,752 - 49,850 49,810 $ 65,330 Projected FY 2007 Budget FY 2007 38,615 38,615 $ $ 36,130 13,680 $ Budget FY 2008 45,290 Budget FY 2007 Actual FY 2006 40,356 40,356 $ 49,810 30,058 8,557 - Actual FY 2005 Total Revenues Total Expenses $ Budget FY 2008 Projected FY 2007 49,810 Actual FY 2006 31,413 8,943 - OPERATING RESULTS Net Operating Result $ Actual FY 2005 EXPENSES BY CATEGORY Total Expenses 40,356 38,615 Projected FY 2007 65,330 65,330 $ - Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Cost per house irrigated $323 $309 $362 $523 Cost recovery % 41% 49% 36% 24% % of residences missed on schedule 0% 0% 0% 0% PERFORMANCE/ACTIVITY MEASURES - 168 - Table of Contents Streets Fund __________________________________ Streets Fund Summary Street Maintenance Traffic Control Right of Way Maintenance Table of Contents Streets Fund FUND DESCRIPTION It is our mission to provide a safe, reliable, and efficient roadway system that encompasses the following operations; streets, traffic control systems, rights-of-way and storm drain systems as well as operating and maintaining the Heritage District flood irrigation system. The financial information relating to the Heritage District flood irrigation system is found under the Enterprise Tab - Irrigation Fund. To responsibly and efficiently accomplish our mission, we have set goals for each of our respective responsibility areas. We recognize that in order to maintain proactive operation and maintenance programs we must do a good job of planning, work well as a team and with others, and accurately assess and anticipate the needs of our customers and of the infrastructure. The street section maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet our customer’s expectations and resolve problems at the most appropriate level of responsibility. State shared gasoline tax, and state shared lottery revenues fund Gilbert’s street maintenance section. GOALS FY 2008 ♦ To maintain a safe and efficient roadway system at a pavement condition index of at least 80 ♦ Minimize inconveniences to customers by performing maintenance and repair operations in an organized and timely manner ♦ Protect the large investment of the roadway system by continuously assessing its condition and acting appropriately to maintain and extend its useful life ♦ Use available funds to improve efficiency and productivity of operations by implementing appropriate standards ORGANIZATIONAL CHART PUBLIC WORKS Streets Fund Streets Maintenance Traffic Control Right of Way Maintenance Streets Maintenance Street Marking ROW Maintenance Asphalt Patching Street Signs Landscape Maintenance Street Cleaning Street Lighting Shoulder Maintenance Emergency Response Traffic Signal Maintenance Concrete Repair Preventive Maintenance Debt Crack Sealing Fog Sealing - 169 - Storm Drainage Table of Contents Streets Fund PERSONNEL BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Storm Drainage Non-Departmental Contingency Total Expenses Budget FY 2007 Projected FY 2007 1.00 0.00 21.34 16.50 6.16 0.00 0.00 0.00 1.00 0.00 23.34 17.00 6.16 0.00 0.00 0.00 1.00 0.00 25.67 23.00 7.83 0.00 0.00 0.00 1.00 0.00 25.67 23.00 4.83 0.00 0.00 0.00 1.00 0.00 25.67 23.00 4.63 0.00 0.00 0.00 45.00 47.50 57.50 54.50 54.30 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 685,615 3,274,074 9,927,544 2,538,001 1,576,002 - 678,330 3,282,460 7,687,020 4,004,810 2,157,850 6,847,290 254,000 675,548 3,282,460 7,548,857 3,961,585 2,134,945 3,624,950 - 755,560 3,273,510 7,619,250 4,555,090 2,624,940 5,847,250 770,000 $ 13,568,445 $ 18,001,236 $ 24,911,760 $ 21,228,345 $ 25,445,600 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,230,578 3,224,687 1,489,190 6,623,990 2,744,592 3,544,109 4,439,923 7,272,612 3,698,180 4,761,470 3,828,500 12,623,610 3,401,339 4,790,578 3,830,288 9,206,140 3,660,390 6,357,020 4,189,900 11,238,290 $ 13,568,445 $ 18,001,236 $ 24,911,760 $ 21,228,345 $ 25,445,600 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 14,415,858 13,568,445 16,058,056 18,001,236 20,600,620 24,911,760 21,283,500 21,228,345 21,677,260 25,445,600 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 558,377 3,264,774 6,424,788 2,040,116 1,280,350 40 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 $ 847,413 PERFORMANCE/ACTIVITY MEASURES Total lane miles in system % of citizens who prefer more dollars be spent on repairing and maintaining streets % of citizens who are generally or very satisfied with street repair and maintenance % of citizens who are generally or very satisfied with the movement of traffic # of street related insurance claims/paid $ (1,943,180) $ (4,311,140) $ 55,155 $ (3,768,340) Actual FY 2005 1,785 Actual FY 2006 1,820 Projected FY 2007 1,860 Anticipated FY 2008 1,870 44.2% 42.0% 32.3% 40.0% 75.7% 73.8% 86.1% 76.0% 55.7% 52.5% 67.1% 56.0% 41/$0 33/$55 35/$0 30/$0 - 170 - Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2008 To maintain the roadway infrastructure system in a cost effective manner, ensuring a high degree of reliability and ride ability, meeting or exceeding all applicable regulations for roadway systems. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ Hired Field Supervisor to manager pavement maintenance operations Rated all arterial roadways to determine average PCI and to determine future maintenance needs Swept 100% of all roadways monthly ♦ Comply with PM10 dust regulations by sweeping arterial roadways twice a month and residential roadways at least once a month Maintain a safe and efficient roadway system at a pavement condition index of at least 80 Protect the large investment of the roadway system by continuously assessing its condition and acting appropriately to maintain and extend its useful life Train/Certify/Educate all necessary employees in the safe operation and maintenance of equipment BUDGET NOTES Transfers out decreased due to a one time transfer in FY 2007 to fully fund the replacement value of rolling stock. A one time expense of $500,000 is included for the purchase of street sweepers. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Asphalt Patching/Total Square Feet 110,908 104,712 21,150 120,000 Pounds of Crack Seal applied 106,620 309,814 121,980 220,000 654,439 481,171 861,747 648,999 $0.610 805,687 $0.776 893,556 $0.975 1,000,000 $1.040 Percentage of arterial roadways swept twice per month 100% 100% 100% 100% Percentage of residential roadways swept once per month 100% 100% 100% 100% 89 89 86 87 PERFORMANCE/ACTIVITY MEASURES Square yards of Plastic Seal Square yards of contracted Slurry Seal/ Cost per square yard Average Pavement Condition Index 1,187,412 - 171 - Table of Contents Streets Maintenance PERSONNEL BY ACTIVITY Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Fog Sealing Total Personnel EXPENSES BY ACTIVITY Asphalt Patching Street Cleaning Emergency Response Preventive Maintenance Crack Sealing Fog Sealing Total Expenses Actual FY 2006 Budget FY 2007 Projected FY 2007 4.33 5.34 1.33 2.00 8.34 0.00 4.33 7.34 1.33 2.00 8.34 0.00 3.25 7.34 2.25 2.33 4.25 6.25 3.25 7.34 2.25 2.33 4.25 6.25 4.25 7.34 2.25 2.33 4.25 5.25 21.34 23.34 25.67 25.67 25.67 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 510,249 790,067 103,140 4,509,653 511,679 - 622,868 1,541,999 116,852 7,056,905 588,920 - 652,270 1,849,570 259,070 3,981,850 470,820 473,440 594,088 1,834,354 262,299 3,928,181 455,222 474,713 708,580 1,809,810 208,470 4,059,800 438,660 393,930 $ 6,424,788 $ 9,927,544 $ 7,687,020 $ 7,548,857 $ 7,619,250 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 1,027,242 1,240,688 1,313,058 2,843,800 1,298,736 1,040,991 4,234,452 3,353,365 1,593,460 1,206,930 3,546,500 1,340,130 1,459,651 1,201,196 3,547,880 1,340,130 1,618,510 1,222,460 4,024,900 753,380 $ 6,424,788 $ 9,927,544 $ 7,687,020 $ 7,548,857 $ 7,619,250 COST PER LANE MILE $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2005 FY 2006 - 172 - FY 2007 FY 2008 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2008 To operate and maintain the traffic control infrastructure system to improve the safety to the traveling public by regulating the flow of traffic, ensuring a high degree of reliability, meeting or exceeding all applicable regulations for traffic control systems. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ Completed sign replacement contract with 3M to replace all signage in the Islands subdivision Installed lighted street name signs for all signalized intersections Painted 10% of traffic signal poles ♦ ♦ ♦ Comply with Manual on Uniform Traffic Control Devices (MUTCD) standards of testing traffic signal control devices annually Raise level of service for street lighting to minimize inconvenience to the traveling public Reduce the vehicle congestion on roadways by improving signal coordination Oversee the design and installation of 21 new traffic signals Evaluate and maintain pavement markings to meet retro-reflectivity criteria Repair/replace all signage to meet current MUTCD standards Train/Certify Educate all necessary employees in the safe operation and maintenance of equipment BUDGET NOTES Included in Supplies and Contractual is $370,000 for a 5 year pavement markings contract to maintain markings at 200 arterial intersections per year and $120,000 annually for a street sign replacement contract with 3M. Also included in the budget is continued funding to paint 10% of traffic signal poles each year. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 89 111 137 152 Total miles of long line striping painted 547.5 449.0 600.0 700.0 Total long line gallons used 6,240 7,369 8,000 9,000 Total fabricated signs in house 1,186 1,227 1,500 1,600 Total number of High Pressure Sodium lamps replaced 599 699 750 1,000 Total number of Traffic Signals energized 89 111 137 152 PERFORMANCE/ACTIVITY MEASURES Total MMU monitor testing - 173 - Table of Contents Traffic Control PERSONNEL BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Personnel EXPENSES BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Expenses Actual FY 2006 Budget FY 2007 Projected FY 2007 6.25 3.25 2.25 4.75 6.25 3.25 2.25 5.25 6.50 4.50 3.50 8.50 6.50 4.50 3.50 8.50 6.50 4.50 3.50 8.50 16.50 17.00 23.00 23.00 23.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 543,914 254,435 695,410 546,357 605,400 322,050 918,509 692,042 713,660 640,730 1,188,370 1,462,050 726,364 641,149 1,147,323 1,446,749 1,203,480 556,130 1,488,790 1,306,690 $ 2,040,116 $ 2,538,001 $ 4,004,810 $ 3,961,585 $ 4,555,090 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 849,039 1,024,697 110,010 56,370 1,027,235 1,403,091 9,885 97,790 1,535,890 1,915,920 264,000 289,000 1,415,638 1,992,699 264,248 289,000 1,616,380 2,633,870 35,000 269,840 $ 2,040,116 $ 2,538,001 $ 4,004,810 $ 3,961,585 $ 4,555,090 COST PER LANE MILE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2005 FY 2006 - 174 - FY 2007 FY 2008 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2008 To improve aesthetics along roadways, control dust, and prevent spread of noxious weeds. To maintain the storm drain infrastructure system in a cost effective manner, ensuring roadways are free of standing water, meeting or exceeding all applicable regulations for storm drain systems. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Rodeo Grounds soil stabilization project complete Created a scupper to relieve drainage issue at northwest corner of Public Works yard Completed flood irrigation repair on Palo Verde Street Completed flood irrigation repair Gilbert Road North of Elliot Attended mandatory heavy equipment training including wheel loader, fork truck, smartscape Gilbert Road from Civic Center to Boston Streets landscaping improvements PERFORMANCE/ACTIVITY MEASURES ROW miles maintained by contractor Total storm drains cleaned Number of completed work orders Clean out 25% of the storm water drainage system Make needed repairs to damaged irrigation system within 3 hours Protect the large investment of the rights of way system by assessing its condition and acting appropriately to maintain and extend its useful life Train/Certify/Educate all necessary employees in the safe operation and maintenance of equipment BUDGET NOTES Reduction in Personnel costs resulted from moving 3 FTE to Leisure Services for Parkway Improvements, and 0.2 FTE to Flood Irrigation. Increases in Supplies and Contractual include maintenance and utilities costs associated with added Rights of Way. Included in Capital Outlay is $110,000 for an additional water truck. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 46 46 48 48 1,275 23 50 50 N/A 409 600 600 - 175 - Table of Contents Right of Way Maintenance PERSONNEL BY ACTIVITY Landscape Maintenance Shoulder Maintenance Concrete Repair Total Personnel EXPENSES BY ACTIVITY Landscape Maintenance Shoulder Maintenance Concrete Repair Total Expenses Actual FY 2006 Budget FY 2007 Projected FY 2007 3.83 2.33 0.00 3.83 2.33 0.00 5.00 2.50 0.33 2.00 2.50 0.33 1.80 2.50 0.33 6.16 6.16 7.83 4.83 4.63 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Budget FY 2008 695,947 169,339 415,064 722,141 187,211 666,650 875,680 305,470 976,700 844,904 325,908 964,133 968,510 673,900 982,530 $ 1,280,350 $ 1,576,002 $ 2,157,850 $ 2,134,945 $ 2,624,940 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2005 256,725 937,543 66,122 19,960 305,087 1,067,969 195,586 7,360 451,660 1,563,890 18,000 124,300 416,498 1,575,987 18,160 124,300 328,600 1,876,900 130,000 289,440 $ 1,280,350 $ 1,576,002 $ 2,157,850 $ 2,134,945 $ 2,624,940 COST PER LANE MILE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2005 FY 2006 - 176 - FY 2007 FY 2008 Table of Contents Internal Service Funds __________________________________ Internal Service Funds Summary Fleet Maintenance Copy Services Health Self Insurance Table of Contents Internal Service Funds FUND DESCRIPTION The Internal Service Funds provide a method to charge the internal user of services based on their use. The concept is the same as Enterprise Funds, except the customers are internal. Gilbert has set up the following Internal Service Funds: ♦ Fleet Maintenance – Maintenance of all passenger vehicles. ♦ Copy Services – Coordination of printing and internal photocopying. ♦ Health Self Insurance – Accounting for self insurance for health coverage under direction of a Trust Board. The goal of these funds is to charge internal users for 100% of the cost of the service. FUND NARRATIVE Fleet Maintenance undergoes a rate review annually. This year the hourly rate was increased to $75 per hour. The hourly rate is calculated based on the total personnel budget divided by an estimate of productive hours. A percentage is added to the sale of parts to cover the cost of shop and operating supplies. The parts mark up percentage is 27%. Fuel has a mark up of 15 cents per gallon to cover the cost of maintaining the fueling system. Fees for emergency call out are $112.50 per hour and fees for fleet rental are $55 per day. Copy Services replaces copiers as needed and pays for letterhead and envelope to allow for the best price, yet charge the cost to the user. Health Self Insurance accounts for costs of health insurance. All contributions are deposited in this fund and claims are paid as approved by the Administrator. The Town of Gilbert Medical Plan was created July 1, 2003. The plan is self funded and administered by MMSI (Mayo). ORGANIZATIONAL CHART INTERNAL SERVICE FUNDS Support Services Town Council Fleet Maintenance Health Self Insurance Copy Services - 177 - Table of Contents Internal Service Funds PERSONNEL BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Personnel EXPENSES BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 21.00 0.00 0.00 21.00 0.00 0.00 22.00 0.00 0.00 24.00 0.00 0.00 26.00 0.00 0.00 21.00 21.00 22.00 24.00 26.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 4,198,645 151,989 5,624,166 5,263,681 290,749 7,842,654 5,820,750 380,000 8,942,000 6,207,975 432,000 9,582,000 7,073,950 340,000 10,978,400 $ 9,974,800 $ 13,397,084 $ 15,142,750 $ 16,221,975 $ 18,392,350 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,162,634 8,802,166 10,000 1,368,954 11,947,992 62,138 18,000 1,514,660 13,476,910 130,000 21,180 1,497,725 14,582,070 121,000 21,180 1,943,690 16,258,350 120,000 70,310 $ 9,974,800 $ 13,397,084 $ 15,142,750 $ 16,221,975 $ 18,392,350 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 11,176,927 9,974,800 13,636,362 13,397,084 15,720,000 15,142,750 16,618,440 16,221,975 18,306,130 18,392,350 $ 1,202,127 $ 239,278 - 178 - $ 577,250 $ 396,465 $ (86,220) Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2008 To provide superior vehicle and equipment maintenance, repair, acquisition, disposition and get ready in a cost effective manner while ensuring maximum availability for duty and extending vehicle life through proactive predictive preventive maintenance. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Eliminated premium from fuel inventory for a savings of approximately $30,000 per year. Implemented new GBA Master Series which includes new task codes, work accomplished, reason for repair, and equipment class codes to provide accurate data Re-organized parts inventory Outsourced Police Department configuration work to improve service to customer and reduce downtime Outsourced part of Police Department maintenance to reduce downtime ♦ Establish full maintenance services at the South Area Service Center to maintain approximately 1/3 of the fleet Review maintenance data from GBA Master Series to determine the strengths and weaknesses of the current fleet maintenance process Implement a fleet wide update to the preventative maintenance program in order to meet manufacturer requirements and insure safe, efficient operations Update existing replacement criteria to include maintenance and operating costs in the decision making process BUDGET NOTES The Fleet Maintenance budget increased by $1,253,200 or 22% over FY 2007 adopted budget. Personnel cost increases included the total of 4 FTE over FY 2007 adopted: one Fleet Services Supervisor, one Mechanic, one Service Aide and one Parts Acquisition Technician. Also included in Personnel were increases for overtime, standby and callout pay. The most significant increases were $450,000 for automotive parts and $180,000 for outsourced Automotive R & M. Capital outlay includes a $40,000 freight elevator, a $30,000 air powered grease system and a $20,000 large volume air line. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 100% 100% 100% 100% Number of outsourced work orders 976 2,695 3,500 3,500 Average emergency response time (minutes) 45 45 45 45 Total number of work orders 11,492 11,925 13,000 14,500 Total preventive maintenance work orders 2,400 1,284 2,000 3,000 Total unscheduled work orders 9,092 10,409 8,000 11,500 620 618 696 725 PERFORMANCE/ACTIVITY MEASURES % of vehicles passing emissions tests Total number of vehicles/equipment in fleet - 179 - Table of Contents Fleet Maintenance PERSONNEL BY ACTIVITY Administration Fleet Maintenance Non-Departmental Total Personnel EXPENSES BY ACTIVITY Administration Fleet Maintenance Non-Departmental Total Expenses Budget FY 2007 Projected FY 2007 Budget FY 2008 3.00 18.00 0.00 3.00 18.00 0.00 3.00 19.00 0.00 3.00 21.00 0.00 3.00 23.00 0.00 21.00 21.00 22.00 24.00 26.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 247,375 5,016,306 - 236,220 5,579,530 5,000 230,699 5,977,276 - 275,290 6,791,660 7,000 $ 4,198,645 $ 5,263,681 $ 5,820,750 $ 6,207,975 $ 7,073,950 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,162,634 3,026,011 10,000 1,368,954 3,865,084 11,643 18,000 1,514,660 4,284,910 21,180 1,497,725 4,689,070 21,180 1,943,690 4,969,950 90,000 70,310 $ 4,198,645 $ 5,263,681 $ 5,820,750 $ 6,207,975 $ 7,073,950 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 213,175 3,985,470 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 4,186,365 4,198,645 $ 5,291,949 5,263,681 (12,280) $ 28,268 5,800,000 5,820,750 $ 6,186,800 6,207,975 (20,750) $ COST PER VEHICLE/EQUIPMENT IN FLEET $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2005 FY 2006 - 180 - FY 2007 FY 2008 (21,175) $ 7,022,430 7,073,950 (51,520) Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2008 Copy Services provide copier maintenance, copier purchases and purchase of stationary supplies. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ BUDGET NOTES Replaced remainder of legacy equipment Successfully made transition to new postal rates PERFORMANCE/ACTIVITY MEASURES Cost per Copy (contractual / # of Copies) Number of Copies Set up and service South Area Service Center Review printers, supplies and service Explore opportunities for document management Included in Capital Outlay is $30,000 for unanticipated copier replacements. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 $0.044 $0.046 $0.063 $0.056 3,418,682 5,215,824 4,966,632 5,500,000 - 181 - Table of Contents Copy Services Actual FY 2005 Actual FY 2006 Budget FY 2007 Copy Services 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 151,989 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 151,989 $ Total Revenues Total Expenses 151,989 $ $ 31,297 380,000 290,749 380,000 54,106 432,000 $ 432,000 $0.08 $0.06 $0.04 $0.02 $0.00 FY 2007 - 182 - $ (132,000) $ $0.10 FY 2006 310,000 30,000 - 300,000 432,000 (80,000) $ FY 2008 340,000 Budget FY 2008 Projected FY 2007 COST PER COPY FY 2005 $ 311,000 121,000 - 300,000 380,000 $ 340,000 Projected FY 2007 Budget FY 2007 344,855 290,749 $ $ 250,000 130,000 $ Budget FY 2008 432,000 Budget FY 2007 Actual FY 2006 183,286 151,989 Net Operating Result $ 240,254 50,495 - Actual FY 2005 OPERATING RESULTS 290,749 Budget FY 2008 Projected FY 2007 380,000 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY Total Expenses 151,989 290,749 Projected FY 2007 340,000 Budget FY 2008 385,000 340,000 45,000 Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2008 This fund provides financing for health insurance coverage provided through an EPO network. ♦ Maintain targeted reserve equal to 3 months of medical claims beyond estimated incurred but not reported (IBNR) claims ACCOMPLISHMENTS FY 2007 ♦ ♦ BUDGET NOTES Reserve has grown by approximately $1,000,000 in plan year 2007 Reserve at the end of plan year 2007 meets targeted Reserve goals set by the Board of Trustees The charge per member is based on historical information and estimates of cost increases from health insurance industry experts. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 Average total plan cost per Full Time employee, per month $609 $727 $760 $874 Average actual premium per employee per month $696 $765 $877 $965 $1,400,233 $1,557,137 $2,300,000 $3,000,000 PERFORMANCE/ACTIVITY MEASURES Reserve in excess of estimated Incurred But Not Reported (IBNR) claims - 183 - Table of Contents Health Self Insurance PERSONNEL BY ACTIVITY Health Self Insurance Total Personnel EXPENSES BY ACTIVITY Health Self Insurance Total Expenses Budget FY 2007 Projected FY 2007 Budget FY 2008 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 7,842,654 8,942,000 9,582,000 10,978,400 $ 5,624,166 $ 7,842,654 $ 8,942,000 $ 9,582,000 $ 10,978,400 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 5,624,166 - 7,842,654 - 8,942,000 - 9,582,000 - 10,978,400 - $ 5,624,166 $ 7,842,654 $ 8,942,000 $ 9,582,000 $ 10,978,400 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 10,131,640 9,582,000 10,898,700 10,978,400 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 5,624,166 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 6,807,276 5,624,166 $ 1,183,110 7,999,558 7,842,654 $ 156,904 9,620,000 8,942,000 $ 678,000 $ 549,640 YEARLY COST FAMILY COVERAGE $15,000.00 $12,000.00 $9,000.00 $6,000.00 $3,000.00 $0.00 FY 2005 FY 2006 - 184 - FY 2007 FY 2008 $ (79,700) Table of Contents Special Revenue __________________________________ Special Revenue Summary Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Table of Contents Special Revenue Funds FUNDS DESCRIPTION Special Revenue Funds are a type of fund required to be established to account for a specific activity. The activities range from Redevelopment to Police Security. Each Fund is treated like a separate checkbook. FUND INFORMATION The individual division pages provide more detail regarding the funds in the Special Revenue group. Following is a brief description of each division page. Redevelopment – Financing for redevelopment is provided to accomplish the vision of a Downtown Heritage District as a unique retail destination reflecting Gilbert’s agricultural history. This fund includes Commission expenses and property management. Land purchases and redevelopment capital projects are located in the Capital Improvement section of the budget document. CDBG/HOME – The activity for federally funded programs that provide affordable housing, fair housing, limited redevelopment, and limited social service activities is recorded in this fund. System Development Fees – Council has established a policy that growth will pay for itself. The system development fee funds provide the accounting for the revenue collected from building permits to pay for various infrastructure in the community that is required due to growth. Grants – The Grant fund provides information on all federal and state grant activity in Gilbert except those related to a specific capital project or the CDBG or HOME programs. All expenses related to a grant are found here. The portion of these expenses not funded with Grant revenue is financed with transfers from other Funds. Riparian – The Riparian preserve is a unique asset in the community. The Riparian Institute provides education and recreation experiences and also serves as a preservation area for wildlife and water recharge. The preserve is located next to the Southeast Regional Library. The intention is for the Institute to become selfsustaining. Special Districts – These districts are established under Arizona Statute to pay for street lights and parkway maintenance in various areas of Gilbert. Other Agency – This category of funds includes a wide array of unique activities each required to be accounted for separately. - 185 - Table of Contents Special Revenue Funds Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 1.50 0.00 0.00 2.19 0.00 0.21 0.00 0.00 1.50 0.00 0.00 3.19 0.00 0.00 0.00 0.00 1.50 0.00 0.00 3.19 0.00 0.00 0.00 0.00 1.50 0.00 0.00 3.65 0.00 0.00 0.00 0.00 1.50 0.00 0.50 3.76 0.00 1.00 0.00 3.90 4.69 4.69 5.15 6.76 Actual FY 2005 Actual FY 2006 Budget FY 2007 97,341 365,222 57,011,750 238,371 246,491 1,477,791 746,614 - 115,712 843,821 95,730,331 874,736 338,941 1,806,725 978,394 - 83,000 1,883,580 84,417,380 1,362,000 810,630 2,096,000 1,051,260 - 170,600 1,387,196 74,906,340 745,483 363,695 1,813,090 1,487,781 - 150,460 933,830 77,647,690 1,098,450 349,920 2,183,100 1,373,660 - $ 60,183,580 $100,688,660 $ 91,703,850 $ 80,874,185 $ 83,737,110 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 659,892 2,554,098 34,557 56,935,033 964,548 3,422,457 382,375 95,919,280 1,151,960 4,251,940 812,000 85,487,950 1,250,007 3,161,698 327,000 76,135,480 1,334,830 4,654,590 77,747,690 $ 60,183,580 $100,688,660 $ 91,703,850 $ 80,874,185 $ 83,737,110 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 PERSONNEL BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Contingency Total Personnel EXPENSES BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Other Agency Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 69,418,290 60,183,580 $ 9,234,710 84,711,658 100,688,660 65,800,930 91,703,850 Projected FY 2007 Projected FY 2007 76,236,860 80,874,185 Budget FY 2008 Budget FY 2008 72,188,180 83,737,110 $ (15,977,002) $ (25,902,920) $ (4,637,325) $ (11,548,930) - 186 - Table of Contents Redevelopment PURPOSE STATEMENT OBJECTIVES FY 2008 The purpose of redevelopment is to re-vitalize the Heritage District, which is the original commercial area of the community. The vision is for the Heritage District to become a unique destination that reflects Gilbert’s agricultural history including a mix of entertainment, retail, professional office space, residential, governmental, recreational and transit uses. ♦ Finalize updates to Heritage District Redevelopment Plan ♦ Finalize update of Redevelopment Plan ♦ Develop the northwest corner of Gilbert and Vaughn Avenue ♦ Develop the Water Tower Park and the Western Powerline Trail Park ♦ Develop master plan for area west of Gilbert Road and south of the Western Canal ♦ Complete construction of Community Center ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ Completed painting of water tower Issued Request for Proposal for site at northwest corner of Gilbert Road and Vaughn Avenue Assisted in the opening of Oregano’s Pizza Bistro Finalized Annual Performance Report Completed Annual Action Plan Assisted in the opening of GrainBelt GrillHouse restaurant BUDGET NOTES The budget for this section is to cover miscellaneous issues related to property management of the Heritage District. A listing of the capital projects in the Heritage District can be found in the Capital Improvement section of the budget. The following map shows the boundaries of the Heritage District: - 187 - Table of Contents Redevelopment PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Redevelopment Commission Property Management Heritage Annex Boys & Girls Club Total Expenses $ Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 97,341 455 71,746 23,377 20,134 $ 97,341 $ 97,341 Total Revenues Total Expenses $ 34,014 97,341 $ $ (63,327) $ 115,712 $ $ - $ $ 170,600 150,460 $ Projected FY 2007 38,320 150,460 Budget FY 2008 208,920 170,600 $ 150,460 Budget FY 2008 170,600 - 83,000 83,000 $ 170,600 150,000 460 Projected FY 2007 Budget FY 2007 189,391 115,712 - 188 - 83,000 Budget FY 2008 136,000 28,000 6,600 83,000 - Actual FY 2006 73,679 83,000 Budget FY 2008 Projected FY 2007 Budget FY 2007 115,712 - Actual FY 2005 OPERATING RESULTS 115,712 Projected FY 2007 83,000 - Actual FY 2006 Actual FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2006 97,341 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 150,000 150,460 $ (460) Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2008 Housing Programs administer federally funded Community Development Block Grant, HOME Investment Partnership and American Dream Down Payment Initiative programs to provide affordable housing, fair housing, social services, and redevelopment activities for low and moderate income individuals and households. ♦ ACCOMPLISHMENTS FY 2007 BUDGET NOTES ♦ This fund receives revenue from Federal grants. The Council approves specific projects annually based on needs and funding availability. Oversight of these projects is provided by CDBG staff. ♦ ♦ ♦ ♦ Funded $1,800,000 in affordable housing, public facility and social service activities through nonprofit and local government agencies Assisted over 1,000 Gilbert residents with emergency needs, home repairs, and other social services Provided $1,040,000 towards construction of the Senior Center portion of the new Gilbert Community Center building Support client intake, basic food and shelter services, senior meals, and other social services provided for Gilbert residents Provide emergency repair and rehab programs for 25 Gilbert homeowners Provide homebuyer counseling or gap financing for 20 new homebuyers Programs and activities funded for FY 2007-08 include the following: Agency Program Amount CDBG Town of Gilbert Sonora Town Housing Rehab Community Services of AZ Emergency Repair Child Crisis Center Family Resource Center Community Services of AZ Gilbert CAP Office Community Services of AZ Senior Meals Town of Gilbert Program Administration HOME Save the Family Apartment Acquisition and Rehabilitation Community Housing Resources of AZ Downpayment Assistance Program Community Housing Resources of AZ Counseling for First Time Homebuyers Total FY08 Activities $ $ 241,550 110,000 50,000 40,650 52,010 136,490 178,210 120,000 4,920 933,830 Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 # of persons receiving social services 837 1,536 1,200 450 # of households receiving repair & rehab 20 27 25 25 # of households receiving homebuyer counseling or gap financing 23 22 25 20 PERFORMANCE/ACTIVITY MEASURES - 189 - Table of Contents CDBG/HOME Actual FY 2005 Actual FY 2006 Budget FY 2007 CDBG/HOME 1.50 1.50 1.50 1.50 1.50 Total Personnel 1.50 1.50 1.50 1.50 1.50 Actual FY 2005 Actual FY 2006 Budget FY 2007 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 365,222 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 365,222 $ Total Revenues Total Expenses 370,947 365,222 $ 5,725 1,883,580 1,387,196 843,821 $ 1,883,580 $ 1,387,196 Budget FY 2007 Projected FY 2007 118,129 631,768 93,924 124,280 763,730 995,570 123,278 268,348 995,570 843,821 $ 1,883,580 $ 1,387,196 Budget FY 2007 Projected FY 2007 Actual FY 2006 Actual FY 2005 881,968 843,821 $ 38,147 - 190 - 1,884,000 1,883,580 $ 420 Budget FY 2008 Projected FY 2007 843,821 Actual FY 2006 102,304 262,918 - OPERATING RESULTS Net Operating Result $ Actual FY 2005 EXPENSES BY CATEGORY Total Expenses 365,222 Projected FY 2007 Budget FY 2008 933,830 $ Budget FY 2008 127,910 805,920 $ 14,924 933,830 Budget FY 2008 1,402,120 1,387,196 $ 933,830 933,830 933,830 $ - Table of Contents System Development Fees Fire Department PURPOSE STATEMENT The primary purpose of a system development fee (SDF) is to ensure that the cost of providing infrastructure to new development is paid for by new development and not by the existing community. SDF fee structure design reflects only those costs associated with facility or infrastructure expansion related to new growth. Traffic Signals Following are descriptions and fees effective July 16, 2007 for a typical single-family residential permit: Parks and Recreation $4,319 $895 The Water Resource SDF is based upon the cost to obtain water rights from the Central Arizona Project (CAP), Salt River Pima Maricopa Indian Community Lease (SRPMIC), the Roosevelt Water Conservation District (RWCD) and other sources. Wastewater System General Government $700 The General Government SDF is a charge against new development to cover the cost of expanding the Town’s administrative infrastructure, including Public Works, Courts, Prosecutor, Community Development, etc. as required for new growth. The fee design includes acquisition value for buildings, and expanding telephone systems. $4,914 The Wastewater SDF is based upon the cost to provide collection and treatment facilities and reuse system. The model is based on an estimate that each equivalent residential unit generates 248 gallons per day of wastewater. Police Department $3,186 The Parks and Recreation SDF is a charge against new development to recover the costs of expanding parks and associated recreation infrastructure to serve new growth. The fee calculation includes a portion of the cost of the following facilities: Gilbert Municipal Pool, McQueen Park, Ponds/Bird Sanctuary, Water Ranch Park, Freestone Park, Mesquite Aquatic Center, Crossroads Park, Rodeo Park, Heritage Annex, Community Center and Page Park Center. The Water SDF is based upon the cost to provide the treatment, distribution infrastructure, storage facilities and production wells. Water Resources $355 The Traffic Signal SDF is a charge against new development to cover the cost of expanding the traffic signal network. The fee design uses trip generation factors to calculate the number of signals required based on land use patterns. FEE DESCRIPTIONS Water System $984 The Fire Department SDF is a charge against new development to recover the cost of providing facilities and equipment for fire and emergency services. The fee design includes buildings, pumpers, ladder trucks and special equipment for rescue and communication. $615 The Police Department SDF is a charge against new development to recover the Town’s cost of providing facilities and equipment for police services required to accommodate new growth. The fee design includes additional square feet in the public safety building, radio dispatch system, handheld radios, computer equipment and special weapons arsenal. - 191 - Table of Contents System Development Fees PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Solid Waste Container Fee Water System Water Resources Wastewater System Wastewater Plant Repair Traffic Signals Police Department Fire Department Parks and Recreation General Government Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2005 Actual FY 2006 Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 285,953 10,863,368 4,908,752 25,568,360 344,654 2,111,165 1,436,974 6,775,491 4,114,132 602,901 439,827 15,596,515 173,640 46,589,846 2,294,740 1,751,308 13,400,311 13,724,198 1,759,946 450,000 11,553,000 174,000 22,991,000 3,077,000 2,801,980 11,435,750 23,189,790 8,744,860 450,000 5,604,440 173,640 29,008,610 6,525,810 2,801,970 6,065,180 17,736,150 6,540,540 400,000 28,506,370 173,640 20,371,840 4,120,000 3,845,000 4,727,570 10,800,260 4,703,010 $ 57,011,750 $ 95,730,331 $ 84,417,380 $ 74,906,340 $ 77,647,690 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 156,505 56,855,245 95,730,331 84,417,380 74,906,340 77,647,690 $ 57,011,750 $ 95,730,331 $ 84,417,380 $ 74,906,340 $ 77,647,690 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 64,676,979 57,011,750 79,186,302 95,730,331 59,012,000 84,417,380 $ 7,665,229 Projected FY 2007 Projected FY 2007 69,267,070 74,906,340 Budget FY 2008 65,825,000 77,647,690 $(16,544,029) $ (25,405,380) $ (5,639,270) $ (11,822,690) SDF PER SINGLE FAMILY RESIDENTIAL UNIT $18,000 $15,000 $12,000 $9,000 $6,000 $3,000 $0 FY 2005 Budget FY 2008 FY 2006 - 192 - FY 2007 FY 2008 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2008 The Grant fund is required to segregate the costs associated with grant awards from the federal or state government. Grant Funds require meticulous reporting of actual costs for reimbursement requests. ♦ ♦ Improve communication between Departments and central reporting in Finance Implement new purchasing code requirement to receive Council approval before grant application is submitted ACCOMPLISHMENTS FY 2007 BUDGET NOTES ♦ Received $988,000 in grants The grant fund includes a contingency for unknown grants at the time of adoption. Departments apply for grants as opportunities arise. Budgeted Expenditures by Grant Expense Amount Grant Description Miscellaneous Public Safety Grants Contingency $ Total Grant Expenditures $ 1,098,450 - 193 - 98,450 1,000,000 Table of Contents Grants PERSONNEL BY ACTIVITY Public Safety Grants Other Grants Total Personnel EXPENSES BY ACTIVITY Public Safety Grants Other Grants Total Expenses $ Total Revenues Total Expenses Net Operating Result Budget FY 2007 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.50 Actual FY 2005 Actual FY 2006 Budget FY 2007 238,371 $ 36,194 199,677 2,500 $ 238,371 $ 1,262,000 100,000 874,736 $ 1,362,000 1,918,566 238,371 105,980 420,191 347,198 1,367 100,000 950,000 312,000 - 874,736 $ 1,362,000 378,172 - 194 - $ Budget FY 2008 625,223 120,260 1,098,450 - 745,483 $ 1,098,450 Projected FY 2007 $ 950,000 1,362,000 $ Budget FY 2008 Projected FY 2007 Budget FY 2007 1,252,908 874,736 $ Projected FY 2007 Budget FY 2007 Actual FY 2006 Actual FY 2005 $ 1,680,195 856,134 18,602 Actual FY 2006 Actual FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out OPERATING RESULTS Actual FY 2006 152,867 85,504 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 (412,000) $ Budget FY 2008 99,993 436,230 89,000 120,260 98,450 1,000,000 - 745,483 $ 1,098,450 Projected FY 2007 Budget FY 2008 1,030,220 745,483 284,737 1,520,000 1,098,450 $ 421,550 Table of Contents Riparian Program PURPOSE STATEMENT OBJECTIVES FY 2008 The Institute provides education and recreation experiences at the three Riparian Preserve sites to enhance public appreciation for nature which assists us attain a sustainable future. The Institute also assists in the development and preservation of unique water recharge areas and wildlife habitats. The Institute conducts education programs on site, develops an interpretive program, maintains a wildlife habitat and recreation amenities. ♦ ACCOMPLISHMENTS FY 2007 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed Gilbert Rotary Centennial Observatory with participation of Gilbert Rotary Club and East Valley Astronomy Club An outreach program was developed for the dinosaur, archaeology and desert life curriculum teaching about 500 students Received Important Birding Area designation from Audubon Approximately 5,500 students have participated in Riparian programs Visitor participation in Riparian programs has been approximately 19,500 for the year Received mammoth artifacts and began exhibit assembly At least two unusual species of birds have attracted increased numbers of tourists to Gilbert from 28 different locations around the world PERFORMANCE/ACTIVITY MEASURES Amount raised each quarter Number of students participating each quarter Number of tourism visits per quarter Number of native reptiles on site end of first quarter Number of research hours completed each month Number of programs developed with Queen Creek Parks Number of facilities and revenue generated Raise $100,000 each quarter during the year Reach at least 1,500 students per quarter Attract 10% of total visits as out of region At least two native species reproducing on site Attract 3 significant research projects involving at least 250 hours each Begin at least 2 public programs with Queen Creek Parks and bring 200 students to the site Develop 1 income producing small scale facility in addition to the observatory BUDGET NOTES Personnel cost increases include additional FTE for part time Recreation Leader hours, as well as market and merit increases. Actual FY 2005 Actual FY 2006 Projected FY 2007 Anticipated FY 2008 $10,000 $1,500 $5,000 $100,000 1,271 900 1,200 1,500 25 50 100 125 3 4 5 5 5 8 10 60 0 0 0 2 1/9,240 1/16,800 1/28,000 2/35,000 - 195 - Table of Contents Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Actual FY 2005 Actual FY 2006 Budget FY 2007 2.19 3.19 3.19 3.65 3.76 2.19 3.19 3.19 3.65 3.76 Actual FY 2005 Actual FY 2006 Budget FY 2007 246,491 Total Expenses $ 246,491 338,941 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 148,948 62,986 34,557 - Total Expenses $ 246,491 $ Total Revenues Total Expenses Net Operating Result $ 22,552 $ $ 363,695 $ COST PER VISITOR PARTICIPATING IN ACTIVITIES $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2005 FY 2006 FY 2007 - 196 - 270,310 79,610 $ 345,060 363,695 18,630 FY 2008 349,920 Budget FY 2008 Projected FY 2007 829,260 810,630 $ $ 247,065 96,630 20,000 - Budget FY 2007 46,327 349,920 Projected FY 2007 810,630 385,268 338,941 $ 363,695 235,020 75,610 500,000 - Actual FY 2006 269,043 246,491 $ Budget FY 2007 338,941 Budget FY 2008 363,695 810,630 215,843 87,921 35,177 - Actual FY 2005 OPERATING RESULTS $ Budget FY 2008 Projected FY 2007 810,630 Actual FY 2006 Actual FY 2005 EXPENSES BY CATEGORY 338,941 Projected FY 2007 (18,635) $ 349,920 Budget FY 2008 354,170 349,920 4,250 Table of Contents Special Districts Parkway Improvement Districts PURPOSE STATEMENT Gilbert has eleven subdivisions which use a Parkway Maintenance Improvement District (PKID) for maintenance of their drainage, retention, and off-site improvements. All other subdivisions approved since 1983 meet this maintenance obligation through Homeowner’s Associations. Special Districts are established to pay for specific statute allowed expenses. Gilbert has funds for parkway improvement districts, street light improvement districts and special assessment improvement districts. The revenue for these districts is either a levy amount on the property tax bill or a direct bill to the property owner based on the allocated cost of the improvement. The costs of each PKID are recovered through special assessments which are levied on a per lot basis each year. FUND DESCRIPTIONS Gilbert has historically provided the levels of service sought by the neighborhoods. Recent improvements include: wall painting; play area improvements, and increased chemical treatments. The districts are in the process of developing revised landscape plans. Street Light Improvement Districts Gilbert uses Street Light Improvement Districts (SLID) to recover the electric costs of streetlights installed within subdivisions and business parks through the community. This is part of the established policy of assuring that growth pays its own way as development occurs within the community. There are currently approximately 320 SLIDs, and more are added annually. The amount levied is $699,613. The anticipated expenditures are $920,120. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted a budget of $1,262,980 and a levy of $1,303,937. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. - 197 - Table of Contents Special Districts PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Maintenance Total Expenses Budget FY 2007 Projected FY 2007 Budget FY 2008 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 1,231,231 575,494 1,446,370 649,630 1,388,090 425,000 1,262,980 920,120 $ 1,477,791 $ 1,806,725 $ 2,096,000 $ 1,813,090 $ 2,183,100 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,463,141 14,650 1,792,125 14,600 2,081,000 15,000 1,798,090 15,000 2,183,100 - $ 1,477,791 $ 1,806,725 $ 2,096,000 $ 1,813,090 $ 2,183,100 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 1,153,175 324,616 EXPENSES BY CATEGORY Total Expenses Actual FY 2005 1,455,907 1,477,791 $ (21,884) $ 1,775,482 1,806,725 (31,243) $ - 198 - 2,015,890 2,096,000 (80,110) $ 2,021,270 1,813,090 208,180 2,021,500 2,183,100 $ (161,600) Table of Contents Other Agency Mayor's Youth Task Force PURPOSE STATEMENT Comprised of students from all Jr. High and High Schools in Gilbert who serve as a voice for the students to the Mayor and Town Council. These funds provide distinct accounting for specific activities. In some instances Gilbert supports various organizations through contributions and related expenditures for specific activities such as Congress of Neighborhoods. In other instances organizations provide revenue to Gilbert though contributions or service fees such as Santan Mitigation and Public Safety Security. Cable TV Contribution for purchase of cable equipment. Gilbert's Promise to Youth An alliance of community members who work to ensure that Gilbert youth have access to five fundamental resources - mentoring, protection, nurturing, teaching, and serving. FUND DETAIL Public Safety Funds United Way Contributions to support awards and expenses for special activities such as victim assistance. Gilbert’s participation in the annual United Way campaign. Confiscated Funds Santan Mitigation Dollars provided through confiscation of property by the Police Department. Deposits provided by Developers to pay for Freeway mitigation costs. Public Safety Security MAG - Special Census Companies contract for security and pay a flat hourly rate. Security is provided during construction and at special events. Established to fund the mid-decade census. Water Safety Citizens Action Network Coalition to promote water safety through public awareness of child safety issues. A group of community organization representatives striving to make Gilbert a safer place for youth. Court Funds Court collects a percentage of fines to be only used for technology or security in the Court. Community Support Community celebrations. - 199 - Table of Contents Other Agency PERSONNEL BY ACTIVITY Court JCEF Total Personnel EXPENSES BY ACTIVITY Public Safety Funds Confiscated Funds Public Safety Security Fire Funds Emergency Relief Fund Citizens Action Network Court Funds Community Support Leadership College SE Neighborhood College Mayor's Youth Task Force Economic Development Cable TV Gilbert's Promise to Youth United Way Santan Mitigation MAG - Special Census Arts Fund Water Safety Contingency Total Expenses $ Budget FY 2007 0.21 0.00 0.00 0.00 1.00 0.21 0.00 0.00 0.00 1.00 Actual FY 2005 Actual FY 2006 Budget FY 2007 746,614 $ 372,446 311,530 62,638 $ 746,614 $ Actual FY 2005 OPERATING RESULTS Total Revenues Total Expenses 692,834 746,614 $ (53,780) $ Projected FY 2007 Budget FY 2008 Projected FY 2007 Budget FY 2008 12,528 7,940 517,941 1,558 1,358 146,793 131,888 1 8,336 33,061 62,756 49,884 4,350 - 657,200 5,000 60,000 252,560 4,000 22,500 50,000 - 249,740 33,000 734,970 2,800 110,000 230,671 7,000 600 1,300 65,000 50,000 2,700 - 11,500 20,000 800,310 2,000 5,000 150,000 257,850 10,000 1,000 1,000 65,000 50,000 - 978,394 $ 1,051,260 $ 1,487,781 $ 1,373,660 Budget FY 2007 Projected FY 2007 Budget FY 2008 Actual FY 2006 Actual FY 2005 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2006 2,327 30,544 364,894 918 112,178 57,414 72 4,477 694 22,700 49,884 100,400 112 - EXPENSES BY CATEGORY Total Expenses Actual FY 2005 524,596 374,740 79,058 692,660 298,600 60,000 779,671 391,800 218,000 98,310 838,160 435,500 100,000 978,394 $ 1,051,260 $ 1,487,781 $ 1,373,660 Budget FY 2007 Projected FY 2007 Budget FY 2008 Actual FY 2006 1,040,339 978,394 61,945 - 200 - 1,026,780 1,051,260 $ (24,480) $ 1,962,200 1,487,781 474,419 1,383,680 1,373,660 $ 10,020 Table of Contents Replacement Funds __________________________________ Replacement Funds Summary General Fund Equipment Replacement Street Fund Equipment Replacement Water Fund Repair and Replacement Wastewater Fund Repair and Replacement Residential Solid Waste Equipment Replacement Commercial Solid Waste Equipment Replacement Fleet Equipment Replacement Table of Contents Replacement Funds FUNDS DESCRIPTION Replacement Funds are savings accounts for replacement of rolling stock, equipment or infrastructure. Gilbert established replacement funds to account for the use of the assets over time and to reduce the intergenerational inequities of future generations replacing the infrastructure “used up” by the previous generation. If no funds were available for replacement, substantial fee increases might be necessary and/or debt issued which increases the cost of replacement by the cost of interest and related debt issuance costs. The Council decided to fully fund the Replacement Funds for the replacement value of rolling stock and equipment in FY 2006. FUND INFORMATION General Fund Equipment Replacement – The General Fund cost centers make contributions to the General Fund Equipment Replacement fund based on the useful life of the rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. Gilbert established the General Fund Equipment Replacement fund in FY 2002. The projected balance at the end of FY 2008 is about 100% of the total replacement value of existing rolling stock and equipment. Street Equipment Replacement – The Street Fund cost centers make contributions to the Street Fund Replacement fund based on the useful life of the rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. Gilbert established the Street Equipment Replacement fund in FY 2002. The projected balance at the end of FY 2008 is about 100% of the total replacement value of rolling stock and equipment. Water Repair and Replacement – Gilbert established a Water Repair and Replacement Fund in FY 2004 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replace infrastructure that benefits the community as a whole such as wells, larger diameters water mains, reservoirs and treatment facilities. The Water Repair and Replacement Fund includes a fleet replacement component. The fleet replacement component is fully funded. Wastewater Repair and Replacement – Gilbert established a Wastewater Repair and Replacement Fund in FY 2004 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replacement infrastructure that benefits the community as a whole such as lift stations, larger diameters wastewater mains, reclaimed water reservoirs and wastewater treatment facilities. The Wastewater Repair and Replacement Fund contains a fleet replacement component that is 100% funded. Residential Solid Waste Equipment Replacement – As solid waste equipment is used a portion of the cost of replacement is set aside in this fund to finance the future replacement. This structure evens out the cash flow in the operating fund and provides better cost of services information upon which to base user fees. Commercial Solid Waste Equipment Replacement – As solid waste equipment is used a portion of the cost of replacement is set aside in this fund to finance the future replacement. This structure evens out the cash flow in the operating fund and provides better cost of services information upon which to base user fees. - 201 - Table of Contents Replacement Funds Fleet Equipment Replacement – Fleet Maintenance charges internal customers for service rendered. A portion of this internal charge includes funding for replacement of the fuel and oil system. The funding is then transferred to the Fleet Equipment Replacement for future replacement of the fuel and oil systems. The anticipated fund balance as of July 2008 for each replacement fund is listed below. Fund Fund Balance General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet $ 15,077,824 3,716,951 26,674,205 20,899,575 4,551,379 1,134,455 152,612 Total Replacement Funds $ 72,207,001 The estimated future replacement value of all replacement assets is: Future Replacement Values Fund General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet $ 37,585,980 6,744,000 181,727,500 155,206,900 9,338,000 1,580,000 177,000 Total Current Asset Value $ 392,359,380 The percentage of fund balance to future replacement value is listed below. Fund % Funded General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet 40.12% 55.11% 14.68% 13.47% 48.74% 71.80% 86.22% - 202 - Table of Contents Replacement Funds Actual FY 2005 GENERAL FUND OPERATING RESULTS Total Revenue Total Expenses Net Operating Result 1,596,773 - 11,336,901 785,626 $ 1,596,773 $ 10,551,275 Actual FY 2005 Actual FY 2006 STREET FUND OPERATING RESULTS Total Revenue Total Expenses Net Operating Result 196,353 $ Total Revenue Total Expenses $ 2,989,380 3,724,610 (826,360) $ Budget FY 2007 4,510,820 3,141,000 (735,230) $ 1,369,820 Projected FY 2007 Budget FY 2008 641,050 83,787 1,762,860 525,300 1,819,880 534,800 1,444,130 262,000 557,263 $ 1,237,560 $ 1,285,080 $ 1,182,130 Budget FY 2007 Projected FY 2007 Budget FY 2008 Actual FY 2006 4,484,430 74,000 4,587,990 315,000 $ 7,646,549 $ 5,552,226 $ 4,263,620 $ 4,410,430 $ 4,272,990 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 4,622,645 37,762 4,864,665 46,353 4,765,860 30,000 4,863,320 32,000 4,352,900 52,000 $ 4,584,883 $ 4,818,312 $ 4,735,860 $ 4,831,320 $ 4,300,900 Actual FY 2005 Actual FY 2006 Budget FY 2007 Projected FY 2007 Budget FY 2008 Total Revenues Total Expenses 785,860 861,287 $ 3,559,013 596,798 (75,427) $ 2,962,215 Actual FY 2005 COMMERCIAL SW FUND OPERATING RESULTS Total Revenues Total Expenses $ 103,752 $ 10,031 956,296 35,141 - 203 - $ $ 65,430 $ 71,220 185,750 250,000 $ 33,230 (64,250) Budget FY 2008 33,230 $ (187,680) Budget FY 2008 Projected FY 2007 22,040 22,040 $ 101,220 30,000 Budget FY 2007 $ 835,180 1,352,320 1,540,000 Projected FY 2007 95,430 30,000 35,141 $ 750,960 1,349,180 514,000 Budget FY 2007 Actual FY 2006 10,031 $ $ 1,113,678 157,382 Actual FY 2005 Total Revenues Total Expenses 1,264,960 514,000 Actual FY 2006 103,752 - FLEET FUND OPERATING RESULTS Net Operating Result 2,948,140 3,774,500 Budget FY 2008 4,337,620 74,000 RESIDENTIAL SW FUND OPERATING RESULTS Net Operating Result Projected FY 2007 5,661,267 109,041 Total Revenues Total Expenses Net Operating Result $ Budget FY 2007 7,796,002 149,453 WASTEWATER FUND OPERATING RESULTS Net Operating Result 196,353 Actual FY 2005 WATER FUND OPERATING RESULTS Net Operating Result Actual FY 2006 74,210 $ 74,210 − 204 − Table of Contents Capital Improvements __________________________________ Capital Improvements Summary Capital Improvement Listing Capital Improvement Descriptions Table of Contents Capital Improvements Capital Improvement projects are reviewed on an annual basis before budget preparation begins. The Council adopted the Capital Improvement Plan and Five Year Program in January 2007. The first year of the five year program is included in this document. The remaining years are found in a separate document. The following table shows the project breakdown category and amount. Water Improvement Districts Streets Parks and Recreation Fire Protection Redevelopment Wastewater Municipal Facilities Traffic Control Storm Water Total Capital Projects 132,278,840 99,144,030 55,013,990 43,890,280 23,486,300 8,729,270 8,703,420 4,695,210 3,861,140 314,950 $ 380,117,430 The following graph shows the project breakdown by category and percentage of total capital improvements. Streets 14.5% Parks and Recreation 11.5% Fire Protection 6.2% Improvement Districts 26.1% Redevelopment 2.3% Wastewater 2.3% Municipal Facilities 1.2% Water 34.8% Storm Water 0.1% - 205 - Traffic Control 1.0% Table of Contents Capital Improvements Future operating costs for capital projects are included in the planning phase and must be included in the operating departments once the project is completed. Below is a summary table that provides the future operating impacts for projects which are currently under construction. Category 2007-08 2008-09 2009-10 2010-11 2011-12 Fire Protection Municipal Facilities Parks and Recreation Storm Water Streets Traffic Control Wastewater Water Redevelopment Improvement Districts 2,286,500 129,000 299,000 137,000 4,000 36,000 465,500 5,000 - 2,659,000 219,000 532,000 1,000 306,000 26,000 52,000 800,000 78,000 - 2,659,000 219,000 550,000 1,000 377,000 26,000 55,000 1,867,000 78,000 - 2,959,000 219,000 550,000 1,000 491,000 26,000 55,000 1,867,000 83,000 - 2,959,000 219,000 550,000 1,000 491,000 26,000 55,000 1,867,000 83,000 - Total Operating Costs $ 3,362,000 $ 4,673,000 $ 5,832,000 $ 6,251,000 $ 6,251,000 Total $ $ $ $ $ $ $ $ $ $ 13,522,500 1,005,000 2,481,000 4,000 1,802,000 108,000 253,000 6,866,500 327,000 - $ 26,369,000 For Fiscal Year 2007-08, there is $3,362,000 in maintenance costs added to the budget for projects which are currently under construction. These maintenance costs have been included in the operating budget for their respective departments. The following table details the make-up of these costs. Category Personnel Contractual Fire Protection Municipal Facilities Parks and Recreation Storm Water Streets Traffic Control Wastewater Water Redevelopment Improvement Districts 1,788,000 189,400 - 27,700 30,000 32,900 124,000 12,500 157,500 5,000 - Total Operating Costs $ 1,977,400 $ 389,600 Supplies Utilities 428,800 38,000 54,400 2,000 10,500 107,500 $ 641,200 Insurance 31,000 55,000 16,000 13,000 2,000 12,000 163,500 $ 292,500 $ Total 11,000 6,000 6,300 1,000 37,000 - $ 2,286,500 $ 129,000 $ 299,000 $ $ 137,000 $ 4,000 $ 36,000 $ 465,500 $ 5,000 $ - 61,300 $ 3,362,000 Personnel costs include staffing for the following projects: • Fire Station #10 • Fire Station #3 Additional Response Unit • Premium pay for the Hazardous Materials Response Unit • Community Center • Perry Pool • Williams Field Pool The following pages list the Capital Improvement Projects for Fiscal Year 2007-08 by category. - 206 - Table of Contents Capital Improvement List Ref # 1 2 3 4 5 6 7 8 2007-08 Adopted Project Fire Protection Fire Station Emergency Signals Fire Station 10 - Guadalupe & McQueen Public Safety Training Facility Fire Station 2 Fire Station 3 Hazardous Materials Response Unit Fire Speciality Equipment Fire Hydrant Installations 349,940 6,207,870 7,100,000 2,007,520 4,354,530 400,000 567,000 2,499,440 Total Fire Protection 9 10 11 12 13 $ 23,486,300 Municipal Facilities Police Driver Training Facility Municipal Office II Addition Imaging Technology Phase II Police E-Ticketing Telecommunications Upgrade $ Parks and Recreation Trail Crossing Signals Elliot District Park Santan Vista Trail Partners District Park Rittenhouse District Park Crossroads Park NE Expansion Community Center Parking Area Renovation Perry High School Pool Williams Field High School Pool Heritage Trail Middle Segment (Consolidated Canal) Powerline Trail Phase II Powerline Trail Phase III Special Events Center Total Parks and Recreation 28 1,913,000 6,891,000 29,211,000 4,346,000 6,774,000 400,000 567,000 5,940,000 $ 1,033,670 2,254,540 750,000 150,000 507,000 Total Municipal Facilities 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Project Total $ 10,083,000 3,114,000 43,810,000 8,216,000 36,083,000 28,869,000 5,240,000 7,129,000 797,000 4,809,000 4,809,000 1,397,000 2,137,000 3,480,000 20,551,000 $ 43,890,280 $ 170,441,000 314,950 355,000 $ - 207 - 1,035,000 4,700,000 750,000 150,000 3,448,000 299,940 5,632,360 4,094,330 7,543,000 4,220,000 1,781,780 3,136,450 796,850 1,635,190 1,635,190 1,278,760 1,251,870 33,560 10,551,000 Storm Water Commerce Avenue Basin Total Storm Water 4,695,210 56,042,000 314,950 $ 355,000 Table of Contents Capital Improvement List Ref # 29 30 31 32 33 34 35 36 37 38 39 40 41 42 Project Streets Scalloped Streets - East Power Road - Baseline to Guadalupe Williams Field - Gilbert to Eastern Canal Ocotillo Road - Higley to Recker Higley and Williamsfield Improvements Higley Road - Ocotillo to Queen Creek Greenfield Road - Arrowhead Trail North Power and Pecos - UPRR Crossing Proposition 400 Intersection Cooper/Warner Williams Field Road - UPRR to Power Recker Road - 660' to 1320' North of Ray Ocotillo Road - Recker to Power Higley Road - Baseline to Highway 60 Realigned Greenfield - Lonesome Lane to Chandler Hgts Total Streets 43 44 45 46 47 48 49 50 51 52 53 54 55 16,397,000 3,832,000 1,303,000 5,610,000 11,992,000 10,575,000 4,258,000 4,222,000 4,460,000 56,138,000 1,902,000 2,720,000 1,500,000 1,484,000 $ 55,013,990 $ 126,393,000 527,190 232,990 189,000 216,000 175,000 239,990 50,000 232,990 232,990 239,990 115,000 720,000 690,000 7,199,000 258,000 230,000 216,000 175,000 240,000 50,000 233,000 233,000 240,000 240,000 4,560,000 29,210,000 $ Wastewater Crossroads Wastewater Lift Station Ocotillo 15" Sewer Reclaimed Water Valve Stations Manhole Rehabilitation Williams Field 16" Reclaimed Water Line Greenfield 12" Reclaimed Water Main Baseline 12" Sewer - Caliborne to Greenfield Williams Field 16" Reclaimed Water Line Reclaimed Water Recovery Well Germann/Higley 18" Reclaimed Water Main Total Wastewater 3,861,140 $ 776,980 597,980 829,970 319,990 1,376,620 1,124,970 1,887,950 723,980 699,980 365,000 $ - 208 - Project Total 11,562,700 3,825,880 299,990 4,319,460 3,420,950 1,464,960 3,807,910 4,221,880 1,200,000 15,464,710 1,876,960 2,268,610 699,980 580,000 Traffic Control ATMS Interconnect Project Elliot and General Dynamics Mesquite and Greenfield Power and Monterey Elliot and Recker Germann and Higley Williams Field and Higley Baseline and Peirpont/Clairmont Lindsay and Juniper Lindsay and Queen Creek Lindsay and Galveston Arterial Intersection Signal Program Minor Intersection Signal Program Total Traffic Control 56 57 58 59 60 61 62 63 64 65 2007-08 Adopted 8,703,420 43,084,000 11,887,000 887,000 930,000 320,000 2,080,000 1,340,000 1,888,000 724,000 700,000 3,289,000 $ 24,045,000 Table of Contents Capital Improvement List Ref # 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 2007-08 Adopted Project Water Direct System Well CAP Pipeline Water Treatment Expansion - 45 mgd Well, 2mg Reservoir and Pump Station Recker and Baseline 16" Water Main South Water Treatment Plant (SWTP) Ocotillo Road Water Mains Ocotillo Road Water Mains Well, Reservoir and Pump Station Well, Reservoir and Pump Station Well, Reservoir and Pump Station Well, Reservoir and Pump Station Well, Reservoir and Pump Station Arsenic Mitigation - Well 21 Meadows Drive 12" Water Main Well 20 Booster Pump Station Higley Road 16" Water Main Total Water 83 84 85 86 87 88 Project Total 3,749,890 24,354,390 5,797,220 1,139,970 895,970 55,394,460 14,356,630 4,569,870 2,697,920 619,980 8,385,770 7,335,800 1,140,000 549,990 625,990 514,990 150,000 6,700,000 50,544,000 23,750,000 9,604,000 1,111,000 179,517,000 17,945,000 4,869,000 9,616,000 9,469,000 11,936,000 10,040,000 9,604,000 2,480,000 1,026,000 515,000 2,214,000 $ 132,278,840 $ 350,940,000 2,746,270 1,558,000 250,000 1,175,000 3,000,000 2,770,000 2,012,000 2,471,000 1,300,000 3,000,000 Redevelopment Ash Street Extension Water Tower Preservation Page and Elm Parking Lot Heritage District Pediatrian Improvements Vaughn Avenue Parking Structure Total Redevelopment $ 8,729,270 $ 11,553,000 Improvement Districts New Districts Total Improvement Districts 99,144,030 $ 99,144,030 $ 99,144,030 99,144,030 TOTAL CAPITAL IMPROVEMENT COSTS $ 380,117,430 $ 892,080,030 - 209 - Table of Contents Capital Improvement Descriptions 7. Fire Specialty Equipment Acquisition of a new Utility Truck which is not directly associated with a new station. Fiscal Year 2007-08: $567,000 Annual Maintenance Cost: $58,000 Funding Sources: Fire SDF, General Fund Fire Protection 1. Fire Station Emergency Signals This project provides for the construction of traffic control signals at each fire station. A station merits installation of a signal when traffic volume or speed increases and prohibits safe entry by emergency vehicles onto the arterial roadway. Station 10 and Station 11 are budgeted in FY 2008 to receive emergency signals. Fiscal Year 2007-08: $349,940 Annual Maintenance Cost: $2,000 Funding Source: Fire SDF 8. Fire Hydrant Installations Design and installation of fire hydrants and minor water system improvements to existing subdivisions serviced by Gilbert’s water distribution system and annexing into the Town. Fiscal Year 2007-08: $2,499,440 Annual Maintenance Cost: $0 Funding Source: General Fund 2. Fire Station 10 – Guadalupe & McQueen Construction of a new 10,500 square foot, four bay fire station located on a three acre site near McQueen and Guadalupe and will include a fire pumper. The facility will include capacity for 13 staff members. Fiscal Year 2007-08: $6,207,870 Annual Maintenance Cost: $1,259,000 Funding Source: Fire SDF Municipal Facilities 9. Police Driver Training Facility Construction of a paved area on approximately five acres north of the Greenfield Water Reclamation Plant to be utilized for police driver training. Fiscal Year 2007-08: $1,033,670 Annual Maintenance Cost: $50,000 Funding Source: Police SDF 3. Public Safety Training Facility Construction of a fire department training facility on approximately 25 acres. The project will provide a campus of training props that will compliment the fire training concept throughout the Valley and provide a training facility for the growing needs of the Gilbert Fire Department as well as streetscape props adaptable for tactical police and fire scenarios. Fiscal Year 2007-08: $7,100,000 Annual Maintenance Cost: $300,000 Funding Sources: General Fund, Fire SDF, Police SDF 10. Municipal Center II Addition Design and construction of an 18,000 square foot addition to the existing Municipal Office II building located at 90 E. Civic Center Drive. Fiscal Year 2007-08: $2,254,540 Annual Maintenance Cost: $129,000 Funding Source: General Government SDF 11. Imaging Technology Phase II Expanding the document imaging and electronic storage software implemented in the Town Clerk’s office and Police Records to other areas of the organization with high volumes of document storage needs. Fiscal Year 2007-08: $750,000 Annual Maintenance Cost: $0 Funding Source: General Fund 4. Fire Station 2 Design and construction of a new 10,500 square foot, four bay fire station on Guadalupe Road east of Greenfield to replace existing Fire Station 2. Fiscal Year 2007-08: $2,007,520 Annual Maintenance Cost: $15,000 Funding Sources: General Fund, Fire SDF 12. Police E-Ticketing Pilot project for electronic traffic citation software in Police to increase the efficiency/accuracy of data. This software and hardware will allow officers to enter citation information on scene that will feed automatically into the records database. Fiscal Year 2007-08: $150,000 Annual Maintenance Cost: $0 Funding Source: General Fund 5. Fire Station 3 Design and construction of a new 13,000 square foot, five bay fire station and battalion headquarters located on Guadalupe west of Freestone Parkway to replace existing Fire Station 3. Fiscal Year 2007-08: $4,354,530 Annual Maintenance Cost: $1,259,000 Funding Sources: General Fund, Fire SDF 6. Hazardous Materials Response Unit Acquisition of a hazardous materials response unit which is not directly associated with a fire station. Fiscal Year 2007-08: $400,000 Annual Maintenance Cost: $66,000 Funding Sources: Fire SDF, General Fund - 210 - Table of Contents Capital Improvement Descriptions 18. Rittenhouse District Park Joint effort with the Flood Control District of Maricopa County, this will be the second largest public park assembled in Gilbert. The basin will be designed to serve two purposes: flood control/ storm water retention, as well as park and recreation amenities. Situated along the East Maricopa Floodway, the total project includes the development of 115 acres for medium intensity and 32 acres for low intensity park development. Fiscal Year 2007-08: $4,220,000 Annual Maintenance Cost: $0 Funding Source: Park SDF Municipal Facilities (continued) 13. Telecommunications Upgrade Improvements include and upgrade to a consolidated phone switch and service expansion to the new Public Safety Complex on the Municipal Center Campus. Fiscal Year 2007-08: $507,000 Annual Maintenance Cost: $40,000 Funding Source: General Fund Parks and Recreation 14. Trail Crossing Signals Signalization of trail crossing lights at Elliot and Consolidated Canal and Ray and Consolidated Canal. Fiscal Year 2007-08: $299,940 Annual Maintenance Cost: $2,000 Funding Sources: General Fund, Park SDF 19. Crossroads Park NE Expansion Master plan for the additional 12 acres east of the original park construction (south of Knox) to complete the hardscape and landscaping to include amenities such as sport courts, picnic areas, parking lots, walkways and ramadas. Project includes the development of 6 acres for medium intensity park development and 6 acres for a Polar Ice facility. Fiscal Year 2007-08: $1,781,780 Annual Maintenance Cost: $0 Funding Source: Developer Contributions, General Fund, Park SDF 15. Elliot District Park Design and construction of a Big League Dreams Sports Park. Typical improvements to include eight replica softball fields, two field houses, two sport themed concession buildings, administrative offices, maintenance building, batting cages, sand volleyball courts, youth play areas, restrooms, field lighting, and landscaping. Fiscal Year 2007-08: $5,632,360 Annual Maintenance Cost: $38,000 Funding Sources: MPC Bonds, Park SDF 20. Community Center Construction of a new 16,000 square foot Community Center, site improvements, and landscaping. Includes demolition of existing Community Center. Fiscal Year 2007-08: $3,136,450 Annual Maintenance Cost: $58,000 Funding Sources: General Fund, Federal Grant 16. Santan Vista Trail Multi-modal canal trail improvements along the Easter Canal from baseline south to Germann. Improvements to include landscaping, irrigation, concrete pathway, rest areas, lighting, interpretive kiosks, and signage. Fiscal Year 2007-08: $4,094,330 Annual Maintenance Cost: $18,000 Funding Sources: Federal Grant, Park SDF 21. Parking Area Renovation Refurbish asphalt parking areas at Freestone, Crossroads, Page Park, Community Center and Circle G. Project includes removal of asphalt layers, damaged curbing, signage, striping, landscape and replacement with new asphalt underlayment, surfaces and related improvements. Fiscal Year 2007-08: $796,850 Annual Maintenance Cost: $2,000 Funding Sources: General Fund 17. Partners District Park Joint effort with the Flood Control District of Maricopa County, this will be the largest public park assembled in Gilbert. The land will be designed to serve two purposes: flood control/storm water retention, as well as park and recreation amenities. Situated along the East Maricopa Floodway, the total developable area is approximately 241 acres. Fiscal Year 2007-08: $7,543,000 Annual Maintenance Cost: $0 Funding Source: Park SDF 22. Perry High School Pool Construction of an outdoor swimming pool at Perry High School in the Chandler School District. The design-build project delivery method will be utilized to help control schedule and quality. Fiscal Year 2007-08: $1,635,190 Annual Maintenance Cost: $200,000 Funding Source: Park SDF - 211 - Table of Contents Capital Improvement Descriptions Parks and Recreation (continued) Streets 23. Williams Field High School Pool Construction of an outdoor swimming pool at Williams Field High School in the Higley School District. The design-build project delivery method will be utilized to help control schedule and quality. Fiscal Year 2007-08: $1,635,190 Annual Maintenance Cost: $200,000 Funding Source: Park SDF 29. Scalloped Streets - East Complete roadways adjacent to existing County island residential areas to full width improvements. Projects include: south side of Guadalupe from Higley to 172nd; Recker from Baseline to Houston; south side of Baseline from 172nd to 1,450’ east of Recker, and Higley from Pecos to Frye. Fiscal Year 2007-08: $11,562,700 Annual Maintenance Cost: $83,000 Funding Sources: 2003 Bonds, City of Mesa, Developer Contribution, Investment Income 24. Heritage Trail Middle Segment (Consolidated Canal) Multi-modal canal trail improvements from the Western Canal south to Warner. Improvements to include bridge crossing, landscape, concrete pathway, rest areas, lighting and signage (1 ½ miles). Fiscal Year 2007-08: $1,278,760 Annual Maintenance Cost: $12,000 Funding Sources: Federal Grant, General Fund, Park SDF 30. Power Road – Baseline to Guadalupe This project consists of widening of Power Road from Baseline to Guadalupe, widening of Guadalupe and Power Road bridges over the RWCD Canal, and upgrades to Guadalupe west of Power. The widening consists of six lanes for the one mile section on Power Road and five lanes with painted median on Guadalupe. Fiscal Year 2007-08: $3,825,880 Annual Maintenance Cost: $2,000 Funding Sources: 2001 Bonds, 2003 Bonds 25. Powerline Trail Phase II Multi-use trail improvements along the alignment of the Powerline easement which is located between Guadalupe and Elliot from Gilbert to Lindsay. Fiscal Year 2007-08: $1,251,870 Annual Maintenance Cost: $9,000 Funding Sources: Federal Grant, General Fund, Park SDF 31. Williams Field – Gilbert to Eastern Canal Complete Williams Field improvements from Gilbert to the Eastern Canal to a six lane major arterial with a raised median. The bridge at Williams Field and the Eastern Canal will also be widened. Fiscal Year 2007-08: $299,990 Annual Maintenance Cost: $55,000 Funding Sources: Water Fund, Future Bonds 26. Powerline Trail Phase III Multi-use trail improvements along the alignment of the Powerline easement which is located midway between Guadalupe and Elliot from Cooper to Gilbert. Fiscal Year 2007-08: $33,560 Annual Maintenance Cost: $9,000 Funding Sources: Federal Grant, General Fund, Park SDF 32. Ocotillo Road – Higley to Recker Design and construction of Ocotillo from Higley to Recker. Ocotillo is a minor arterial with four traffic lanes and a striped median. Includes a traffic signal at Higley and Ocotillo. Fiscal Year 2007-08: $4,319,460 Annual Maintenance Cost: $57,000 Funding Sources: Wastewater SDF, Fire SDF, Developer Contribution, City of Chandler, Street Fund, Water SDF, Signal SDF 27. Special Events Center Design and construction of a special events center located on 44 acres at the southwest corner of Queen Creek and Higley. Fiscal Year 2007-08: $10,551,000 Annual Maintenance Cost: $0 Funding Source: MPC Bonds 33. Higley and Williams Field Improvements Improvements on Higley from Williams Field north to the Union Pacific Railroad (UPRR) and south of Williams Field for 660 feet (west half). Also includes improvements on Williams Field from 1,300 feet west of Higley to the UPRR. Both sections of street include an at-grade railroad crossing. Fiscal Year 2007-08: $3,420,950 Annual Maintenance Cost: $50,000 Funding Sources: Developer Contribution, Future Bonds, County Assured Storm Water 28. Commerce Avenue Basin Design and construction of a storm water retention basin on Commerce Avenue east of Cooper Road to prevent flooding. Fiscal Year 2007-08: $314,950 Annual Maintenance Cost: $1,000 Funding Sources: General Fund - 212 - Table of Contents Capital Improvement Descriptions 39. Recker Road – 660’ to 1320’ North of Ray Complete Recker Road improvements adjacent to existing county island on the west side of Recker Road. Includes relocation of 69kv power lines. Fiscal Year 2007-08: $1,876,960 Annual Maintenance Cost: $7,000 Funding Source: Streets Fund Streets (continued) 34. Higley Road – Ocotillo to Queen Creek Design and construction of one mile of major arterial street, six lanes, plus raised median on Higley north of Sanoqui Wash Bridge and minor arterial half street improvements on Queen Creek from EMF to Higley. Includes widening of Queen Creek Wash Bridge. Fiscal Year 2007-08: $1,464,960 Annual Maintenance Cost: $64,000 Funding Sources: Developer Contribution, Park SDF, Wastewater SDF, Water SDF, Streets Fund, City of Chandler, City of Mesa, Town of Queen Creek 40. Ocotillo Road – Recker to Power Design and construction of Ocotillo from Recker to Power. Ocotillo is a minor arterial with four traffic lanes and a striped median. Fiscal Year 2007-08: $2,268,610 Annual Maintenance Cost: $0 Funding Sources: Developer Contribution, Streets Fund 35. Greenfield Road – Arrowhead Trail North Design and construction of 2,840’ of minor arterial street improvements on Greenfield north of Arrowhead Trail. Improvements are along the Greenfield Wastewater Reclamation Plant property. Fiscal Year 2007-08: $3,807,910 Annual Maintenance Cost: $31,000 Funding Sources: City of Mesa, Town of Queen Creek, Streets Fund, Wastewater SDF 41. Higley Road – Baseline to Highway 60 Design and construction of Higley Road to major arterial standard with 6 lanes and a raised median from Baseline Road to US-60. Fiscal Year 2007-08: $699,980 Annual Maintenance Cost: $28,000 Funding Sources: Streets Fund 42. Realigned Greenfield – Lonesome Lane to Chandler Heights Realignment of approximately 700 feet of Greenfield north of Chandler Heights to the west. Realignment will allow for improved sight distance at the intersection of Greenfield and Chandler Heights. Fiscal Year 2007-08: $580,000 Annual Maintenance Cost: $8,000 Funding Sources: Streets Fund 36. Power and Pecos – UPRR Crossing Construction of street and railroad improvements at the intersection of Power and the UPRR railroad. Improvements will widen this intersection to a major arterial roadway. Project includes a traffic signal at Power and Pecos. Fiscal Year 2007-08: $4,221,880 Annual Maintenance Cost: $3,000 Funding Sources: Street Fund, Future Bonds, City of Mesa, Signal SDF Traffic Control 43. ATMS Interconnect Project Construct or make improvements to the automated traffic control system to include the purchase of new equipment such as video wall components or installation of traffic interconnect conduits or fiber cable. Fiscal Year 2007-08: $527,190 Annual Maintenance Cost: $6,000 Funding Source: Signal SDF 37. Proposition 400 Intersection Phase I Intersection improvements at Cooper and Warner. Fiscal Year 2007-08: $1,200,000 Annual Maintenance Cost: $14,000 Funding Sources: Future Bonds, State Funds 38. Williams Field Road – UPRR to Power Complete Williams Field Road improvements from Wade Drive to Power Road and Recker Road improvements from Ray Road to the Union Pacific Railroad. Includes undergrounding of 69kv power lines. Fiscal Year 2007-08: $15,464,710 Annual Maintenance Cost: $89,000 Funding Source: Future Bonds 44. Elliot and General Dynamics Design and installation of a minor arterial traffic signal at Elliot and General Dynamics. Fiscal Year 2007-08: $232,990 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF - 213 - Table of Contents Capital Improvement Descriptions 52. Lindsay and Queen Creek Design and installation of a major arterial traffic signal at Lindsay and Queen Creek. Fiscal Year 2007-08: $239,990 Annual Maintenance Cost: $4,000 Funding Source: Signal SDF Traffic Control (continued) 45. Mesquite and Greenfield Design and installation of a minor arterial traffic signal at Mesquite and Greenfield. Fiscal Year 2007-08: $189,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 53. Lindsay and Galveston Design and installation of a major arterial traffic signal at Lindsay and Galveston. Galveston aligns with the north entrance of the Williams Field High School. Fiscal Year 2007-08: $115,000 Annual Maintenance Cost: $4,000 Funding Source: Signal SDF 46. Power and Monterey Design and installation of a minor arterial traffic signal at Power and Monterey. Fiscal Year 2007-08: $216,000 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 47. Elliot and Recker Design and installation of a minor arterial traffic signal at Elliot and Recker. Fiscal Year 2007-08: $175,000 Annual Maintenance Cost: $4,000 Funding Source: Signal SDF 54. Arterial Intersection Signal Program Design and installation of three arterial intersection traffic signals based upon Traffic Engineering needs analysis. Fiscal Year 2007-08: $720,000 Annual Maintenance Cost: $12,000 Funding Source: Signal SDF 48. Germann and Higley Replacement of existing poles and signal heads on the southwest and northwest corners of the intersection of Germann and Higley. Fiscal Year 2007-08: $239,990 Annual Maintenance Cost: $1,000 Funding Source: Signal SDF 55. Minor Intersection Signal Program Design and installation of three minor intersection traffic signals based upon Traffic Engineering needs analysis. Fiscal Year 2007-08: $690,000 Annual Maintenance Cost: $9,000 Funding Source: Signal SDF 49. Williams Field and Higley Replacement of existing poles and signal heads on the northeast and northwest corners of the intersection of Williams Field and Higley. Fiscal Year 2007-08: $50,000 Annual Maintenance Cost: $1,000 Funding Source: Signal SDF Wastewater 56. Crossroads Wastewater Lift Station Expansion of Crossroads Wastewater Lift Station located on the west side of Greenfield and south of Ray. Fiscal Year 2007-08: $776,980 Annual Maintenance Cost: $22,000 Funding Source: Wastewater SDF 50. Baseline and Pierpont/Clairmont Design and installation of a minor arterial traffic signal at Baseline and Pierpont/Clairmont. Fiscal Year 2007-08: $232,990 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 57. Ocotillo 15” Sewer Install a 15” sewer in Ocotillo from Recker to Higley. This will generally serve the area of ½ mile east of Higley and south of Ocotillo. Fiscal Year 2007-08: $597,980 Annual Maintenance Cost: $2,000 Funding Sources: Wastewater SDF, Town of Queen Creek 51. Lindsay and Juniper Design and installation of a minor arterial traffic signal at Lindsay and Juniper. Fiscal Year 2007-08: $232,990 Annual Maintenance Cost: $3,000 Funding Source: Signal SDF 58. Reclaimed Water Valve Stations Design and construction of three pressure reducing valve stations to establish two pressure zones in the reclaimed water system. Fiscal Year 2007-08: $829,970 Annual Maintenance Cost: $4,000 Funding Source: Wastewater SDF - 214 - Table of Contents Capital Improvement Descriptions 65. Germann/Higley 18” Reclaimed Water Main Install an 18” reclaimed water main in Higley from one half mile north of Ocotillo to Germann and in Germann from Higley one quarter mile to the west. Fiscal Year 2007-08: $365,000 Annual Maintenance Cost: $3,000 Funding Source: Wastewater SDF Wastewater (continued) 59. Manhole Rehabilitation Rehabilitation of 22 manholes in the 42” diameter sewer line located on Hackamore from Cooper east approximately 2/3 mile; on Cooper from Hackamore to Western Canal; and on the Western Canal alignment from Cooper eastward to the Neely Water Reclamation Plant. Fiscal Year 2007-08: $319,990 Annual Maintenance Cost: $0 Funding Source: Wastewater Fund Water 66. Direct System Well Installation of two 1,500 gpm direct injection wells and one replacement well. Wells will be located in the system where required by demand. Fiscal Year 2007-08: $3,749,890 Annual Maintenance Cost: $69,000 Funding Sources: Water Fund, Water SDF 60. Williams Field 16” Reclaimed Waterline Construct a 16” reclaimed water line in Williams Field Road from the east right-of-way of the Santan Freeway to the east right-of-way line of the Union Pacific Railroad. Fiscal Year 2007-08: $1,376,620 Annual Maintenance Cost: $9,000 Funding Source: Wastewater SDF 67. CAP Pipeline Design and construction of 11.5 miles of pipeline from the CAP Canal to the South Water Treatment Plant along Ocotillo. Fiscal Year 2007-08: $24,354,390 Annual Maintenance Cost: $10,000 Funding Sources: MPC Bonds, City of Chandler 61. Greenfield 12” Reclaimed Water Main Install a 12” reclaimed water main in Greenfield from Ocotillo to Chandler Heights. Fiscal Year 2007-08: $1,124,970 Annual Maintenance Cost: $7,000 Funding Source: Wastewater SDF 68. Water Treatment Expansion – 45MGD Expansion of Water Treatment Plant to increase capacity to 45 mgd from 40 mgd. Includes expansion of low lift pump station, two filters, two sludge drying beds, two flocculation basins, two final sedimentation basins, increased chemical storage and the replacement of two ozone generation units. Fiscal Year 2007-08 $5,797,220 Annual Maintenance Cost: $148,000 Funding Sources: MPC Bonds, Water Fund 62. Baseline 12” Sewer – Claiborne to Greenfield Installation of a 12” sewer in Baseline from Claiborne to Greenfield and the replacement of an existing 10” sewer in Greenfield from Baseline to Houston with a 12” sewer. This is to provide sewer service to the area west of Higley and north of Baseline. Fiscal Year 2007-08: $1,887,950 Annual Maintenance Cost: $2,000 Funding Source: Wastewater Fund 69. Well, 2mg Reservoir and Pump Station Design and construct a 2.0 MGD well, 2 million gallon in ground reservoir, and pump station at Williams Field and Recker (Cooley Station). Fiscal Year 2007-08: $1,139,970 Annual Maintenance Cost: $0 Funding Source: Water SDF 63. Williams Field 16” Reclaimed Water Line Construct a 16” reclaimed water line in Williams Field Road from Val Vista to Santan Village Parkway. Fiscal Year 2007-08: $723,980 Annual Maintenance Cost: $4,000 Funding Source: Wastewater SDF 70. Recker and Baseline 16” Water Main Installation of a 16” waterline in Recker from Baseline to Houston. This project also includes the installation of a 16” waterline in Baseline from Higley to Recker to complete a system loop. Fiscal Year 2007-08: $895,970 Annual Maintenance Cost: $1,000 Funding Sources: Water Fund, Water SDF 64. Reclaimed Water Recovery Well Conversion of irrigation well to a reclaimed water recovery well to provide irrigation water to development near the northwest corner of Ray and Higley. Fiscal Year 2007-08: $699,980 Annual Maintenance Cost: $2,000 Funding Source: Wastewater SDF - 215 - Table of Contents Capital Improvement Descriptions 76. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a dual zone pump station to water distribution zones 2 and 4. This facility will be nd located at Baseline and 172 Street. Fiscal Year 2007-08: $8,385,770 Annual Maintenance Cost: $127,000 Funding Sources: MPC Bonds Water (continued) 71. South Water Treatment Plant (SWTP) The 40 acre site for the SWTP is located on the south side of Ocotillo ½ mile east of Higley. Phase I will treat 24 MGD and Phase II will expand the plant to an ultimate capacity of 48 MGD. Gilbert will have 12 MGD of capacity in Phase I and 12 MGD in Phase II. This is a joint facility with Chandler. Fiscal Year 2007-08: $55,394,460 Annual Maintenance Cost: $1,056,000 Funding Sources: MPC Bonds, City of Chandler 77. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a pump station. This facility will be located at 164th Street and Riggs. Fiscal Year 2007-08: $7,335,800 Annual Maintenance Cost: $127,000 Funding Source: MPC Bonds 72. Ocotillo Road Water Mains Install a 24” water main in Ocotillo from Higley to Greenfield and a 16” water main in Ocotillo from Greenfield to Val Vista to serve Zone 2 of Gilbert’s water distribution system. Install City of Chandler 36” water main in Ocotillo from Higley to Gilbert to supply water from the South Water Treatment Plant to Chandler’s water distribution system. Fiscal Year 2007-08: $14,356,630 Annual Maintenance Cost: $1,000 Funding Sources: City of Chandler, Water SDF 78. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a pump station. This facility will be located at Germann and Lindsay. Fiscal Year 2007-08: $1,140,000 Annual Maintenance Cost: $0 Funding Source: MPC Bonds, Water SDF 79. Arsenic Mitigation – Well 21 Design and construction of well head treatment facilities to reduce arsenic levels below acceptable limit of 10 parts per billion (ppb) per the Environmental Protection Agency requirement. Fiscal Year 2007-08 $549,990 Annual Maintenance Cost: $125,000 Funding Source: Water Fund 73. Ocotillo Road Water Mains Install a 20” water main in Ocotillo from Higley to Recker and a 36” water main in Ocotillo from the South Water Treatment Plant (SWTP) to Higley. The 20” main will serve Zone 3 of the Gilbert’s water distribution system and the 36” main will serve Zone 2. Install City of Chandler 36” water main in Ocotillo from the SWTP to Higley to supply water from the SWTP to Chandler’s water distribution system. Fiscal Year 2007-08: $4,569,870 Annual Maintenance Cost: $1,000 Funding Sources: Developer Contribution, City of Chandler, Water Fund, Fire SDF, Water SDF, Wastewater SDF 80. Meadows Drive 12” Water Main Design and construct a 12 inch water main from Meadows east in the Houston Avenue alignment to the RWCD Canal right-of-way and south to Guadalupe,completes a loop in the water distribution system. Fiscal Year 2007-08: $625,990 Annual Maintenance Cost: $0 Funding Sources: Water SDF 74. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a dual zone pump station to serve water distribution zones 2 and 3. This facility will be located at Chandler Heights and Greenfield. Fiscal Year 2007-08: $2,697,920 Annual Maintenance Cost: $127,000 Funding Source: MPC Bonds 81. Well 20 Booster Pump Station Installation of a 1,500 gallon per minute pump to meet peak demands and to provide redundancy for the pump station. Fiscal Year 2007-08: $514,990 Annual Maintenance Cost: $6,000 Funding Source: Water Fund 75. Well, Reservoir and Pump Station Installation of a 1,500 gallon per minute well, 2 mg in ground reservoir and a pump station. This facility will be located at Ray and Recker. Fiscal Year 2007-08: $619,980 Annual Maintenance Cost: $68,000 Funding Sources: MPC Bonds, Water SDF 82. Higley Road 16” Water Main Design and construction of a 16” water main in Higley from Guadalupe to Inverness. Fiscal Year 2007-08: $150,000 Annual Maintenance Cost: $1,000 Funding Source: Water Fund - 216 - Table of Contents Capital Improvement Descriptions Redevelopment Improvement Districts 83. Ash Street Extension Collector street to be located west of Gilbert between Juniper and the Union Pacific Railroad. The purpose of the project is to improve access to the commercial area west of Gilbert. Fiscal Year 2007-08: $2,746,270 Annual Maintenance Cost: $15,000 Funding Source: 2003 Bonds, General Fund 88. New Districts Allowance for potential expenditures for new improvement districts. Since Arizona Statues do not permit increasing the budget once adopted, Gilbert adopts an amount for potential improvement districts so the process is not slowed by budget constraints. Fiscal Year 2007-08: $99,144,030 Annual Maintenance Cost: $0 Funding Source: Special Assessment Bonds 84. Water Tower Preservation Paint and make minor structural repairs to the Tower located at Page and Ash in the Heritage District. Also included in this project is the development of a plaza/landscaped area on the tower property to be funded by private dollars. Fiscal Year 2007-08: $1,558,000 Annual Maintenance Cost: $8,000 Funding Sources: State Grant, General Fund, Private Funds 85. Page and Elm Parking Lot Acquisition of property and the development of an additional surface parking lot on the half block bounded by Page, Elm and Vaughn. The lot will support development on the west half of the block fronting Gilbert Road. Current parking demands exceed the limited capacity of the existing lot in the alleyway, with overflow going to the North Elm lot to the south. Fiscal Year 2007-08: $250,000 Annual Maintenance Cost: $10,000 Funding Source: General Fund 86. Heritage District Pedestrian Improvements Improvements to sidewalks within the Heritage District business corridor. Fiscal Year 2007-08: $1,175,000 Annual Maintenance Cost: $0 Funding Sources: Federal Grant, General Fund 87. Vaughn Avenue Parking Structure Design and construction of a parking facility located near Vaughn and Ash on the north side of Vaughn. Fiscal Year 2007-08: $3,000,000 Annual Maintenance Cost: $50,000 Funding Source: General Fund - 217 - − 218 − Table of Contents Debt Service __________________________________ Debt Service Summary Debt Service Detail Table of Contents Debt Service Gilbert issues debt to finance capital project construction. This section of the budget document provides the reader with summary information regarding the type of debt issued, the amount of debt outstanding, the legal limit for general obligation debt, the purpose for that debt, and future debt payment requirements. The following table indicates what percentage each type of bond represents of the total outstanding debt for Gilbert as of June 30, 2007. PRINCIPAL AMOUNT OUTSTANDING TYPE OF DEBT General Obligation Street and Highway User Revenue Water and Wastewater Revenue Public Facility Municipal Property Corporation Water Resources Municipal Property Corporation Improvement District $ 81,600,000 31,300,000 21,995,000 100,635,000 194,685,000 4,380,000 Total Bonds Outstanding $ 434,595,000 Improvement District 1% General Obligation 19% Street and Highway User 7% Water and Wastewater 5% Water Resources MPC 45% Public Facility MPC 23% - 219 - Table of Contents Debt Service Description of Bond Types General Obligation (G.O.) Bonds are backed by the full faith and credit of the issuing municipality. The bonds are secured by the property tax of the Town and are limited in size only to the amount of bond capacity based on the Town’s secondary assessed valuation as determined by the Maricopa County Assessor. The following table illustrates the increase in secondary assessed valuation over the past ten years and the amount of property tax received to repay debt. Secondary Assessed Valuation 408,616,906 484,608,084 593,732,571 Year 1998/1999 1999/2000 2000/2001 Percent Increase 18.7% 18.6% 22.5% Property Tax 5,107,711 6,057,600 7,421,657 Council decreases property tax rate from $1.25 to $1.20/$100 2001/2002 670,664,757 13.0% 8,047,977 Council decreases property tax rate from $1.20 to $1.15/$100 2002/2003 2003/2004 2004/2005 2005/2006 2006/2007 2007/2008 749,581,043 906,389,287 1,052,321,817 1,251,766,000 1,466,841,566 2,370,221,717 11.8% 20.9% 16.1% 19.0% 17.2% 61.6% 8,620,180 10,423,000 12,101,700 14,395,300 16,868,678 27,257,550 The average annual valuation growth of 21.9% in the community combined with solid debt planning has allowed the Town to keep the same property tax rate for 17 years prior to FY 2002 and to decrease the rate to $1.15 per $100 in secondary assessed valuation for FY 2003. Debt planning for the next five years is predicated on maintaining the $1.15 rate. The 61.6% increase in FY 2008 is reflective of property value increases by the County and new construction. Secondary Assessed Value $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $0 1998 2000 2001 2002 2003 2004 2005 2006 2007 2008 - 220 - Table of Contents Debt Service The Arizona Constitution and State Statute limits Gilbert’s bonded debt capacity to certain percentages of the Gilbert’s secondary assessed valuation by the type of project to be constructed. There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. In 2001 a Citizens Bond Committee recommended the Council forward to the voters a bond authorization election in the amount of $57,481,000. The Council approved this action and the bond authorization election was successful. In May, 2003 the voters approved general obligation bonds in the amount of $80,000,000 to pay for street construction and in March, 2006 voters approved $75,000,000 for street improvements and $10,000,000 for parks and recreation facilities. The following table outlines the remaining authorization for each voter approved election. An anticipated issued of $31,663,600 in 20% bonds is included in the FY 2008 budget. Election Date November, 2001 May, 2003 March, 2006 Authorized $57,481,000 $80,000,000 $85,000,000 Issued $45,722,000 $80,000,000 $ 0 Remaining 20% $11,759,000 $ 0 $85,000,000 The last General Obligation Bond Sale occurred in September, 2005. Moody’s rated the issue at Aa3 which was an affirmation of the prior rating. The table below shows the legal bonding limit for General Obligation bonds as of June 2007. DEBT CAPACITY WITH BOND PREMIUMS INCLUDED 6% Limitation FY 2008 Secondary Assessed Valuation Allowable 6% Debt Less: 6% Debt Outstanding Unused 6% Debt Capacity $ 2,370,221,717 142,213,303 (3,550,000) $ 138,663,303 20% Limitation FY 2008 Secondary Assessed Valuation Allowable 20% Debt Less: 20% Debt Outstanding Unused 20% Debt Capacity $ 2,370,221,717 474,044,343 (78,050,000) $ 395,994,343 The table on the following page provides the detail for the FY 2008 general obligation debt budget. Revenue is provided from the $1.15/$100 secondary property tax levy. - 221 - Table of Contents Debt Service Issue Name 2002 – Series A 2005 – Series C 2005 – Series D GADA Loan GO Refunding Series 2002 1998 – Refunding GO Refunding Series 2005 2007 Contingency Total General Obligation Debt Issued $ 38,975,000 18,750,000 15,695,000 18,035,000 20,960,000 8,780,000 14,115,000 n/a $ 152,610,000 Debt Outstanding $ 21,535,000 18,750,000 14,900,000 3,045,000 18,420,000 1,225,000 13,910,000 n/a $ 96,085,000 Tax Supported Debt Payments $ 3,856,680 8,199,950 2,806,580 870,210 2,863,450 535,950 704,050 2,900,000 $ 22,736,870 Street and Highway User Revenue Bonds are special revenue bonds issued specifically for the purpose of constructing street and highway projects. The bonds are secured by gas tax revenues collected by the State and distributed to municipalities throughout the State based on a formula of population and gas sales within the county of origin. These bonds are limited by the amount of HURF revenue received from the State. The annual total debt service must not exceed one-half of the annual HURF revenues received. The following table illustrates the debt service as a percent of anticipated revenue. In FY 2012 the state shared revenue is anticipated to increase as a result of the 2010 Census. Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 HURF Revenue 12,325,430 12,941,700 13,329,950 13,729,850 17,162,310 Debt Service 3,273,510 3,301,060 3,323,560 3,314,810 3,326,060 % coverage 27% 26% 25% 24% 19% Water and Wastewater Revenue Bonds are issued to finance construction of water and wastewater facilities. The debt is repaid through user fees. The voters must approve the bonds. The amount of debt issued is limited by the revenue source to repay the debt. Water Resources and Public Facilities Municipal Property Corporation Bonds are issued by nonprofit corporations created by Gilbert as a financing mechanism for the purpose of funding the construction or acquisition of capital improvement projects. The Municipal Property Corporation is governed by a board of directors consisting of citizens from the community appointed by the Council. These bonds may be issued without voter approval. Water Resources issues are split into two funds based on the revenue source for debt repayment. There is a debt fund for Water projects and a debt fund for Wastewater projects. Improvement District Bonds are generally issued to pay debt used to finance construction in a designated area within Gilbert. The property owners must agree to be assessed for the repayment of the costs of constructing improvements that benefit the owner’s property. Gilbert is ultimately responsible for the repayment of the debt if the property owner does not pay. The Town currently has one Improvement District bond issue outstanding in the amount of $4,380,000. - 222 - Table of Contents Debt Service The following table shows the total debt payments per year by type of debt. YR 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24-32 General Obligation 19,828,460 20,465,900 18,159,750 9,411,770 8,992,040 3,558,270 3,522,070 744,840 10,200,750 Street and Highway 3,272,312 3,301,063 3,323,562 3,314,813 3,326,062 3,331,063 3,361,375 3,387,000 3,401,000 3,435,000 3463,000 3,510,000 Water and Wastewater 2,116,563 2,115,312 2,118,313 2,118,862 2,108,213 2,111,662 2,110,163 2,120,162 2,115,913 2,117,912 1,687,475 1,687,275 1,694,875 1,683,000 1,694,062 MPC Public Facilities 9,977,400 9,959,800 9,973,650 9,980,710 9,978,960 9,976,450 9,964,380 9,970,720 9,968,730 9,962,100 9,976,050 9,979,110 9,981,990 9,969,510 $94,883,850 $40,426,250 $29,599,762 $139,619,560 MPC Water Resources 7,756,840 12,547,810 12,517,810 12,483,820 12,490,370 12,486,310 12,485,820 12,487,060 12,478,310 37,993,940 11,227,190 34,209,060 10,077,060 10,080,940 10,077,060 10,096,000 10,083,500 90,821,850 $332,400,750 Improvement District 243,880 356,000 358,980 356,440 358,640 360,320 361,480 357,120 352,500 357,620 356,960 360,780 353,820 361,600 358,340 354,560 355,260 1,066,920 $7,031,220 This table indicates the principal amount only. YR 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24-32 General Obligation 16,535,000 17,710,000 16,035,000 7,910,000 7,825,000 2,760,000 2,865,000 245,000 9,715,000 Street and Highway 1,925,000 2,050,000 2,175,000 2,275,000 2,400,000 2,525,000 2,650,000 2,775,000 2,900,000 3,050,000 3,200,000 3,375,000 Water and Wastewater 1,250,000 1,280,000 1,315,000 1,355,000 1,385,000 1,430,000 1,500,000 1,585,000 1,660,000 1,745,000 1,380,000 1,435,000 1,500,000 1,550,000 1,625,000 MPC Public Facilities 5,410,000 5,590,000 5,825,000 6,055,000 6,285,000 6,525,000 6,825,000 7,160,000 7,505,000 7,865,000 8,265,000 8,675,000 9,105,000 9,545,000 $81,600,000 $31,300,000 $21,995,000 $100,635,000 Information obtained from Peacock, Hislop, Staley & Given, Inc. - 223 - MPC Water Resources 3,200,000 3,300,000 3,400,000 3,550,000 3,700,000 3,875,000 4,075,000 4,275,000 4,500,000 30,410,000 4,975,000 28,075,000 5,500,000 5,775,000 6,075,000 6,350,000 6,650,000 67,000,000 $194,685,000 Improvement District 130,000 135,000 145,000 150,000 160,000 170,000 180,000 185,000 190,000 205,000 215,000 230,000 235,000 255,000 265,000 275,000 290,000 965,000 $4,380,000 − 224 − Table of Contents Appendix __________________________________ Personnel Detail Capital Outlay Glossary/Acronyms Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Total Mayor and Council 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Town Manager: Manager Town Manager Assistant Manager Deputy Town Manager Chief Technology Officer Management Assistant Administrative Assistant Total Manager 1.00 0.50 0.25 0.00 0.00 1.00 2.75 1.00 0.75 0.00 0.00 0.00 1.00 2.75 1.00 0.75 0.00 1.00 0.75 1.00 4.50 1.00 0.75 0.00 1.00 0.75 1.00 4.50 1.00 0.75 0.00 1.00 0.75 1.00 4.50 Financial Management and Planning Assistant Manager Capital Project Coordinator Capital Project Administrator Financial Management Coordinator Budget Planning Analyst Administrative Assistant Total Financial Management & Planning 0.50 0.00 1.00 1.00 1.00 1.00 4.50 0.50 0.00 1.00 1.00 2.00 1.00 5.50 0.50 0.00 1.00 1.00 2.00 2.00 6.50 0.50 0.00 1.00 1.00 2.00 2.00 6.50 0.50 0.00 1.00 1.00 2.00 2.00 6.50 Intergovernmental Assistant Manager Deputy Town Manager Intergovernmental Coordinator Management Assistant Total Intergovernmental 0.00 0.25 1.00 1.00 2.25 0.25 0.00 1.00 2.00 3.25 0.25 0.00 1.00 2.00 3.25 0.25 0.00 1.00 2.00 3.25 0.25 0.00 1.00 2.00 3.25 Neighborhood Services Assistant Manager Deputy Town Manager Neighborhood Services Specialist Administrative Assistant Total Regular Positions Administrative Assistant Total Part Time Positions Total Neighborhood Services 0.00 0.25 2.00 0.00 2.25 0.75 0.75 3.00 0.25 0.00 2.00 1.00 3.25 0.00 0.00 3.25 0.25 0.00 2.00 1.00 3.25 0.00 0.00 3.25 0.25 0.00 2.00 1.00 3.25 0.00 0.00 3.25 0.25 0.00 2.00 1.00 3.25 0.00 0.00 3.25 Communication Assistant Manager Deputy Town Manager Public Information Officer AV Specialist Web Specialist Total Communication 0.00 0.25 1.00 2.00 1.00 4.25 0.25 0.00 1.00 3.00 1.00 5.25 0.25 0.00 1.00 3.00 1.00 5.25 0.25 0.00 1.00 3.00 1.00 5.25 0.25 0.00 1.00 3.00 1.00 5.25 16.75 20.00 22.75 22.75 22.75 Total Town Manager - 225 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Town Clerk Town Clerk Deputy Town Clerk Records Administrator Administrative Assistant Office Assistant Records Clerk Total Town Clerk Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 1.00 2.00 0.00 1.00 1.00 1.00 6.00 1.00 2.00 0.00 1.00 1.00 2.00 7.00 1.00 2.00 0.00 1.00 1.00 2.00 7.00 1.00 2.00 0.00 1.00 1.00 2.00 7.00 1.00 2.00 1.00 1.00 1.00 2.00 8.00 23.75 28.00 30.75 30.75 31.75 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 3.00 1.00 1.00 13.00 1.00 0.00 1.00 1.00 1.00 3.00 0.00 0.00 1.00 3.00 1.00 1.00 13.00 0.00 0.25 0.70 0.70 1.00 2.00 1.00 0.00 1.00 2.00 0.00 0.00 8.65 0.00 0.25 0.70 0.70 1.00 2.00 1.00 0.00 1.00 1.00 0.00 0.00 7.65 0.00 0.25 0.70 0.70 1.00 2.00 1.00 0.00 1.00 1.00 0.00 0.00 7.65 Purchasing Financial Services Manager Accounting Administrator Accounting System Analyst Purchasing Specialist Accounting Technician Total Purchasing 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.15 0.20 1.00 1.00 2.60 0.25 0.15 0.20 1.00 3.00 4.60 0.25 0.15 0.20 1.00 3.00 4.60 Payroll Financial Services Manager Accounting Administrator Accounting System Analyst Accountant I Senior Accounting Technician Total Payroll 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.15 0.10 1.00 1.00 2.50 0.25 0.15 0.10 1.00 1.00 2.50 0.25 0.15 0.10 1.00 1.00 2.50 Utility Customer Service Financial Services Manager Utilities Billing Administrator Utility Service Representative Computer Operations Technician 0.00 1.00 8.00 1.00 0.00 1.00 8.00 1.00 0.25 1.00 8.00 1.00 0.25 1.00 8.00 1.00 0.25 1.00 8.00 1.00 TOTAL MANAGEMENT AND POLICY SUPPORT SERVICES Support Services Administration Support Services Director Total Support Services Administration Financial Services: Accounting Finance Director Financial Services Manager Accounting Administrator Accounting System Analyst Accountant II Accountant I Tax Specialist Payroll Coordinator Administrative Assistant Senior Accounting Technician Purchasing Specialist Accounting Technician Total Accounting - 226 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Senior Utility Service Representative Lead Customer Service Representative Total Regular Positions Customer Services Representative Total Utility Customer Service 1.00 0.00 11.00 1.25 12.25 1.00 0.00 11.00 1.25 12.25 1.00 0.00 11.25 1.25 12.50 1.00 0.00 11.25 1.25 12.50 1.00 0.00 11.25 1.25 12.50 Total Financial Services 25.25 25.25 26.25 27.25 27.25 Technology Services: Technology Services Administration Technology Services Director Technology Services Manager GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Network Analyst System Administrator Telecom Administrator Telecom Technician Programmer Analyst PC Technician II PC Technician I Administrative Supervisor Administrative Assistant Web Development Administrator Total Regular Positions Office Assistant Data Entry Clerk Total Part Time Positions Total Technology Services Admin 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 2.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 1.00 27.00 0.00 0.50 0.50 27.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 3.00 0.50 0.00 0.50 3.50 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 3.00 0.50 0.00 0.50 3.50 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 3.00 0.50 0.00 0.50 3.50 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 3.00 0.50 0.00 0.50 3.50 Communication Services Assistant Technology Services Manager Data Network Administrator Telecom Administrator Telecom Technician Radio Communications Administrator Communication Specialist Total Communication Services 1.00 0.00 0.00 0.00 0.00 2.00 3.00 1.00 1.00 1.00 1.00 0.00 2.00 6.00 1.00 1.00 1.00 1.00 0.00 2.00 6.00 1.00 2.00 2.00 1.00 0.00 2.00 8.00 1.00 2.00 2.00 1.00 1.00 1.00 8.00 Application Operations and Support Assistant Technology Services Manager Desktop Support Administrator GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Systems Administrator Systems Analyst PC Technician II PC Technician I 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 4.75 4.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 4.75 4.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 3.00 5.75 4.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 3.00 4.75 4.00 4.00 - 227 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Web Development Administrator Total Application Operations and Support 0.00 0.00 1.00 17.75 1.00 17.75 1.00 19.75 1.00 18.75 GIS Operations and Support GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Total GIS Operations and Support 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 8.00 1.00 1.00 2.00 2.00 2.00 8.00 1.00 1.00 2.00 2.00 2.00 8.00 1.00 1.00 2.00 2.00 2.00 8.00 30.50 35.25 35.25 39.25 38.25 Personnel: Personnel Administration Personnel Director Personnel and Training Manager Personnel Analyst Personnel Services Coordinator Personnel Specialist Employee Relations Administrator Administrative Assistant Office Assistant Total Personnel Administration 1.00 0.00 4.00 1.00 0.00 0.00 1.50 1.00 8.50 1.00 0.00 4.00 1.00 0.00 0.00 1.50 1.00 8.50 0.00 1.00 4.00 1.00 0.00 0.00 1.00 1.00 8.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 10.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 10.00 Training and Development Employee and OD Administrator Administrative Assistant Total Training and Development 1.00 0.50 1.50 1.00 0.50 1.50 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Risk Management Risk and Safety Manager Claims Examiner Environmental Compliance Coordinator Environmental & Safety Compliance Coordinator Total Risk Management 1.00 0.00 1.00 0.00 2.00 1.00 0.00 1.00 0.00 2.00 1.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 3.00 12.00 12.00 12.00 14.00 15.00 1.00 0.00 2.00 2.00 2.00 7.00 1.00 0.00 3.00 2.00 3.00 9.00 1.00 0.00 3.00 2.00 3.50 9.50 1.00 0.00 3.00 2.00 3.50 9.50 1.00 1.00 3.00 2.00 4.00 11.00 TOTAL SUPPORT SERVICES 74.75 81.50 84.00 91.00 92.50 LEGAL AND COURT Prosecutor Town Prosecutor Assistant Town Prosecutor II 1.00 4.00 1.00 5.00 1.00 5.00 1.00 6.00 1.00 6.00 Total Technology Services Total Personnel Facilities Management Facilities Maintenance Superintendent Security Specialist Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Facilities Management - 228 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Assistant Town Prosecutor I Legal Secretary Administrative Supervisor Administrative Assistant Victim Advocate Office Assistant Total Regular Positions Victim Advocate Office Assistant Cooperative Education Student Total Part Time Positions Total Prosecutor 1.00 2.00 1.00 2.00 0.00 1.00 12.00 0.62 0.00 0.50 1.12 13.12 1.00 2.00 1.00 2.00 0.00 2.00 14.00 0.62 0.00 0.00 0.62 14.62 1.00 3.00 1.00 2.00 1.00 2.00 16.00 0.00 0.00 0.00 0.00 16.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 0.00 0.00 0.00 0.00 19.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 0.00 0.00 0.00 0.00 19.00 Municipal Court Presiding Judge Municipal Judge Civil Hearing Officer Court Administrator Administrative Supervisor Deputy Court Administrator Senior Court Services Clerk Court Services Clerk Probation Officer Security Officer Office Assistant Total Regular Positions Court Services Clerk Office Assistant Court Interpreter Cooperative Education Student Total Part Time Positions Total Municipal Court 1.00 2.00 0.00 1.00 0.00 1.00 3.00 8.00 1.00 0.00 1.00 18.00 0.00 0.50 0.00 0.00 0.50 18.50 1.00 3.00 0.00 1.00 0.00 1.00 3.00 9.00 1.00 0.00 1.00 20.00 0.00 0.50 0.00 0.00 0.50 20.50 1.00 3.00 0.00 1.00 0.00 1.00 4.00 10.00 1.00 0.00 1.00 22.00 0.00 0.50 0.75 0.00 1.25 23.25 1.00 3.00 1.00 1.00 0.00 1.00 5.00 13.00 1.00 4.00 1.00 31.00 0.00 0.50 0.75 0.00 1.25 32.25 1.00 3.00 1.00 1.00 0.00 1.00 5.00 13.00 1.00 4.00 1.00 31.00 0.00 0.50 0.75 0.00 1.25 32.25 TOTAL LEGAL AND COURT 31.62 35.12 39.25 51.25 51.25 DEVELOPMENT SERVICES Administration and Customer Service Development Services Director Administration and Customer Services Manager Development Services Representative Engineering Technician Administrative Assistant Cooperative Education Student Total Administration and Customer Service 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 7.25 1.00 1.00 0.00 11.25 1.00 1.00 7.25 1.00 1.00 0.50 11.75 1.00 1.00 8.00 1.00 1.00 0.50 12.50 Permitting and Plan Review Services: Permitting and Plan Review - Building Permit and Plan Review Services Manager Plan Examiner Administrator Senior Plans Examiner Plans Examiner Permit Technician Administrative Assistant 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.80 1.00 4.00 3.25 0.30 0.30 0.80 1.00 4.00 4.00 0.30 0.30 0.80 1.00 4.00 4.00 0.30 - 229 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Total Permitting and Plan Review - Building 0.00 0.00 9.65 10.40 10.40 Permitting and Plan Review - Fire Permit and Plan Review Services Manager Plan Examiner Administrator Administrative Assistant Plans Examiner Senior Plans Examiner Total Permitting and Plan Review - Fire 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.20 0.20 1.00 1.00 2.60 0.20 0.20 0.20 1.00 1.00 2.60 0.20 0.20 0.20 1.00 1.00 2.60 Permitting and Plan Review - Planning Permit and Plan Review Services Manager Administrative Assistant Landscape Technician Planning Technician Plans Examiner Senior Plans Examiner Total Permitting and Plan Review - Planning 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.20 2.00 1.00 0.00 1.00 4.40 0.20 0.20 2.00 0.00 1.00 1.00 4.40 0.20 0.20 2.00 0.00 1.00 1.00 4.40 Permitting and Plan Review - Engineering Permit and Plan Review Services Manager Town Engineer Associate Engineer Plan Review Supervisor Senior Plans Examiner Plans Examiner Traffic Engineer Senior Traffic Engineering Technician Traffic Safety Assistant Administrative Assistant Total Permitting and Plan Review - Engineering 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 1.00 0.00 1.00 2.00 4.00 1.00 1.00 1.00 0.30 11.60 0.30 1.00 1.00 1.00 2.00 4.00 1.00 1.00 1.00 0.30 12.60 0.30 1.00 1.00 1.00 2.00 4.00 1.00 1.00 1.00 0.30 12.60 Total Permitting and Plan Review Services 0.00 0.00 28.25 30.00 30.00 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance Services Manager Building Inspection Administrator Administrative Assistant Senior Building Inspector Sr Inspector Building Inspector II Inspector II Building Inspector I Inspector I Total Regular Positions Office Assistant Total Part Time Positions Total Inspection and Compliance - Building 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.75 0.40 3.00 0.00 6.00 0.00 10.00 0.00 20.65 0.63 0.63 21.28 0.50 0.75 0.40 0.00 3.00 0.00 6.00 0.00 10.00 20.65 0.63 0.63 21.28 0.50 0.75 0.40 0.00 3.00 0.00 6.00 0.00 10.00 20.65 0.63 0.63 21.28 Inspection and Compliance - Fire Inspection and Compliance Services Manager Building Inspection Administrator 0.00 0.00 0.00 0.00 0.05 0.25 0.05 0.25 0.05 0.25 - 230 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Senior Fire Inspector Senior Inspector Fire Inspector Inspector II Administrative Assistant Total Inspection and Compliance - Fire 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 3.00 0.00 1.00 5.30 0.00 1.00 0.00 3.00 1.00 5.30 0.00 1.00 0.00 3.00 1.00 5.30 Inspection and Compliance - Planning Inspection and Compliance Services Manager Landscape Technician Inspector I Administrative Assistant Senior Engineering Inspector Engineering & Planning Inspection Administrator Total Inspection and Compliance - Planning 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.05 1.00 0.00 0.20 0.05 0.00 1.30 0.05 0.00 1.00 0.20 0.00 0.05 1.30 0.05 0.00 1.00 0.20 0.00 0.05 1.30 Inspection and Compliance - Engineering Inspection and Compliance Services Manager Senior Engineering Inspector Engineering & Planning Inspection Administrator Engineering Inspector Inspector II Traffic Engineering Inspector Administrative Assistant Total Inspection and Compliance - Engineering 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.95 0.00 6.00 0.00 3.00 0.40 10.65 0.30 0.00 0.95 0.00 9.00 0.00 0.40 10.65 0.30 0.00 0.95 0.00 9.00 0.00 0.40 10.65 Inspection and Compliance - Code Inspection and Compliance Services Manager Code Compliance Administrator Senior Code Compliance Officer Inspector II Code Compliance Officer Inspector I Administrative Assistant Customer Service Representative Total Inspection and Compliance - Code 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.80 1.00 0.00 3.25 0.00 1.00 1.00 7.10 0.05 0.80 0.00 1.00 0.00 3.25 1.00 1.00 7.10 0.05 0.80 0.00 1.00 0.00 4.00 1.00 1.00 7.85 Inspection and Compliance - Backflow Code Compliance Administrator Inspection and Compliance Services Manager Backflow Prevention Specialist Inspector II Total Inspection and Compliance - Backflow 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.05 2.00 0.00 2.25 0.20 0.05 0.00 2.00 2.25 0.20 0.05 0.00 2.00 2.25 Total Inspection and Compliance Services 0.00 0.00 47.88 47.88 48.63 Planning and Development Planning and Development Manager Principal Planner Senior Planner Planner II Planner I Planning Technician 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 4.00 3.00 3.00 2.00 1.00 2.00 4.00 3.00 3.00 3.00 1.00 2.00 4.00 3.00 3.00 3.00 - 231 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Administrative Supervisor Administrative Assistant Total Regular Positions Administrative Assistant Total Part Time Positions Total Planning and Development 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 18.00 0.50 0.50 18.50 1.00 2.00 19.00 0.50 0.50 19.50 1.00 2.00 19.00 0.50 0.50 19.50 Business Development Business Development Manager Business Development Specialist Administrative Assistant Research Analyst Total Business Development 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 1.00 3.00 1.00 1.00 6.00 TOTAL DEVELOPMENT SERVICES 0.00 0.00 110.88 114.13 116.63 COMMUNITY DEVELOPMENT Economic Development Economic Development Director Business Development Specialist Administrative Assistant Research Analyst Total Regular Positions Administrative Assistant Total Part Time Positions Total Economic Development 1.00 2.00 0.00 1.00 4.00 0.75 0.75 4.75 1.00 2.00 0.00 1.00 4.00 0.75 0.75 4.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Planning Planning Director Planning Manager Senior Planner Planner II Planner I Planning Technician Senior Plans Examiner Landscape Technician Administrative Supervisor Administrative Assistant Total Regular Positions Administrative Assistant Total Part Time Positions Total Planning 1.00 2.00 4.00 2.00 2.00 3.00 1.00 2.00 1.00 2.00 20.00 0.50 0.50 20.50 1.00 2.00 4.00 3.00 2.00 3.00 1.00 2.00 1.00 2.00 21.00 0.50 0.50 21.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Building Safety: Building Inspection Building & Code Compliance Director Plan Examiner Manager Senior Plans Examiner Plans Examiner Building Inspection Manager Senior Building Inspector Building Inspector II Building Inspector I 1.00 1.00 2.00 3.00 1.00 3.00 6.00 10.00 1.00 1.00 2.00 3.00 1.00 3.00 6.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 - 232 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Building Inspection Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 1.00 28.00 0.63 0.63 28.63 1.00 28.00 0.63 0.63 28.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Code Compliance Code Compliance Manager Senior Code Compliance Officer Code Compliance Officer Administrative Assistant Customer Service Representative Total Code Compliance 1.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 2.00 1.00 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Backflow Prevention Backflow Prevention Specialist Total Backflow Prevention 2.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Development Services Development Services Manager Development Services Representative Permit Technician Total Development Services 1.00 7.00 3.00 11.00 1.00 7.00 3.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Building Safety 47.63 47.63 0.00 0.00 0.00 Engineering: Development Engineering Town Engineer Plan Examiner Manager Senior Plans Examiner Senior Engineering Inspector Plans Examiner Engineering Inspector Engineering Technician Administrative Assistant Total Regular Positions Intern - Undergraduate Total Part Time Positions Total Development Engineering 1.00 1.00 2.00 1.00 3.00 6.00 1.00 1.00 16.00 0.77 0.77 16.77 1.00 1.00 2.00 1.00 3.00 6.00 1.00 1.00 16.00 0.77 0.77 16.77 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 6.00 1.00 2.00 1.00 0.00 1.00 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Engineering 22.77 22.77 0.00 0.00 0.00 TOTAL COMMUNITY DEVELOPMENT 95.65 96.65 0.00 0.00 0.00 Traffic Engineering Traffic Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Traffic Engineering Inspector Plans Examiner Traffic Safety Assistant Total Traffic Engineering - 233 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 POLICE DEPARTMENT Police Administration Police Chief Police Commander Technology Services Manager Legal Advisor Administrative Assistant Administrative Supervisor Office Assistant Total Police Administration 1.00 1.00 1.00 1.00 0.00 1.00 0.50 5.50 1.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 1.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 1.00 1.00 0.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 0.00 1.00 1.00 1.00 0.50 5.50 Office of Professional Standards: Police Professional Standards Police Sergeant Police Officer Policy and Procedure Specialist Background Investigator Total Police Professional Standards 1.00 2.00 1.00 5.00 9.00 1.00 2.00 1.00 5.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Office of Professional Standards - Internal Affairs Police Sergeant Police Officer Total OPS - Internal Affairs 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 3.00 4.00 Office of Professional Standards - Hiring/Accreditation Policy and Procedure Specialist Background Investigator Total OPS - Hiring/Accreditation 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 Total Office of Professional Standards 9.00 9.00 9.00 9.00 10.00 1.00 5.00 11.00 97.00 6.00 2.00 0.00 0.00 1.00 123.00 1.00 5.00 13.00 110.00 7.00 2.00 1.00 0.00 1.00 140.00 1.00 5.00 14.00 122.00 7.00 2.00 1.00 0.00 1.00 153.00 1.00 5.00 14.00 122.00 7.00 2.00 1.00 0.00 1.00 153.00 2.00 6.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 161.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.50 2.00 10.00 12.50 0.50 2.00 12.00 14.50 0.50 2.00 13.00 15.50 0.50 2.00 13.00 15.50 0.50 2.00 15.00 17.50 Patrol Services: Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Armorer/Rangemaster Civilian Patrol Assistant Service Aide Total Patrol Canine Police Officer Total Canine Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit - 234 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Special Assignment Unit Police Sergeant Police Lieutenant Police Officer Total Special Assignment Unit 0.00 0.50 6.00 6.50 1.00 0.50 6.00 7.50 1.00 0.50 6.00 7.50 1.00 0.50 6.00 7.50 1.00 0.50 6.00 7.50 Court Support Warrants Detention Transport Officer Total Court Support Warrants 2.00 2.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 School Programs Police Sergeant Police Officer Total School Programs 1.00 8.00 9.00 1.00 10.00 11.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 156.00 181.00 196.00 196.00 206.00 Police Support Services: Records Police Records Administrator Records Shift Supervisor Police Records Clerk Administrative Assistant Total Records 1.00 2.00 14.00 1.00 18.00 1.00 3.00 15.00 1.00 20.00 1.00 3.00 15.00 1.00 20.00 1.00 3.00 12.00 0.00 16.00 1.00 3.00 12.00 0.00 16.00 Communication Communications Administrator Police Communication Shift Supervisor Police Telecommunicator 911 Operators Total Regular Positions 911 Operators Police Telecommunicator Total Part Time Positions Total Communication 1.00 5.00 20.00 10.00 36.00 1.00 1.00 2.00 38.00 1.00 5.00 22.00 10.00 38.00 1.00 1.00 2.00 40.00 1.00 5.00 22.00 13.00 41.00 1.00 1.00 2.00 43.00 1.00 5.00 22.00 13.00 41.00 1.00 1.00 2.00 43.00 1.00 5.00 22.00 14.00 42.00 1.00 1.00 2.00 44.00 Property Police Property Supervisor Police Property Custodian Police Property & Evidence Technician Office Assistant Total Property 1.00 3.00 0.00 1.00 5.00 1.00 4.00 0.00 1.00 6.00 1.00 5.00 0.00 1.00 7.00 1.00 5.00 0.00 1.00 7.00 1.00 0.00 5.00 1.00 7.00 Alarm Management Alarm Specialist Total Alarm Management 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Training and Program Coordination Police Training Coordinator Office Assistant Administrative Assistant Records Clerk Police Sergeant 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 Total Patrol Services - 235 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Total Training & Program Coordination 2.00 3.00 3.00 4.00 4.00 Planning and Research Crime Analyst Records Clerk Planning and Research Coordinator Total Planning and Research 1.00 0.00 1.00 2.00 2.00 0.00 1.00 3.00 2.00 0.00 1.00 3.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 66.00 73.00 77.00 73.00 74.00 1.00 5.00 0.00 1.00 7.00 0.50 0.50 7.50 1.00 5.00 1.00 1.00 8.00 0.50 0.50 8.50 1.00 6.00 1.00 1.00 9.00 0.50 0.50 9.50 1.00 6.00 1.00 1.00 9.00 0.50 0.50 9.50 1.00 6.00 1.00 1.00 9.00 0.50 0.50 9.50 Investigations: General Investigations Police Lieutenant Police Sergeant Police Officer Administrative Assistant Civilian Investigator Total General Investigations 1.00 2.00 16.00 1.00 2.00 22.00 1.00 2.00 17.00 1.00 2.00 23.00 1.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 1.00 0.00 2.00 Special Investigations Police Sergeant Police Officer Total Special Investigations 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 7.00 8.00 Crime Prevention Crime Prevention Specialist Total Crime Prevention 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 4.00 4.00 Investigations - Person Crimes Police Sergeant Police Officer Civilian Investigator Total Investigations - Person Crimes 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 11.00 0.00 12.00 1.00 10.00 2.00 13.00 2.00 12.00 3.00 17.00 Investigations - Property Crimes Police Sergeant Police Officer Crime Analyst Civilian Investigator Total Investigations - Property Crimes 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 8.00 0.00 2.00 11.00 1.00 9.00 2.00 0.00 12.00 1.00 10.00 2.00 1.00 14.00 32.00 33.00 35.00 37.00 45.00 Total Police Support Services Counseling Services Counseling Administrator Youth/Family Counselor Volunteer Coordinator Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Counseling Services Total Investigations - 236 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 ERU Unit Police Officer (Overtime only) Total ERU Unit 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL POLICE DEPARTMENT 276.00 309.00 331.00 330.00 350.00 FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Administrative Supervisor Administrative Assistant Office Assistant Total Regular Positions Cooperative Education Student Total Part Time Positions Total Fire Administration 1.00 1.00 1.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 1.00 1.00 1.00 1.00 1.00 1.00 6.00 0.50 0.50 6.50 Fire Training Battalion Chief EMS Specialist Fire Captain Administrative Assistant Total Fire Training 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 Fire Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Equipment Technician Administrative Assistant Service Aide Total Fire Operations 0.00 3.00 24.00 21.00 49.00 0.00 0.00 1.00 98.00 1.00 7.00 28.50 22.50 52.50 0.00 1.00 2.00 114.50 1.00 7.00 36.75 33.75 71.75 1.00 1.00 2.00 154.25 1.00 7.00 36.75 33.75 71.75 1.00 2.00 2.00 155.25 1.00 7.00 40.50 37.50 80.50 1.00 2.00 2.00 171.50 Fire Prevention and Education: Fire Prevention Fire Marshal Fire Inspector Fire Investigator Administrative Assistant Senior Plans Examiner Plans Examiner Senior Fire Inspector Total Fire Prevention 1.00 3.00 2.00 1.00 1.00 1.00 1.00 10.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 10.00 1.00 0.00 2.00 0.00 0.00 0.00 0.00 3.00 1.00 0.00 2.00 0.50 0.00 0.00 0.00 3.50 1.00 0.00 2.00 0.50 0.00 0.00 0.00 3.50 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 Fire Public Education Community Service Coordinator Community Education Coordinator Total Fire Public Education - 237 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Total Fire Prevention and Education Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 11.00 11.00 4.00 4.50 4.50 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.50 1.50 1.00 1.00 0.50 2.50 122.50 139.00 171.75 173.75 191.00 PUBLIC WORKS Public Works Administration Public Works Director Water Resources Manager Management Assistant Administrative Assistant Office Administrator Inventory Services Specialist Customer Service Representative Total Regular Positions Customer Service Representative Cooperative Education Student Total Part Time Positions Total Public Works Administration 1.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 0.00 0.00 0.00 4.00 1.00 0.00 0.00 5.00 1.00 1.00 3.25 11.25 0.50 0.50 1.00 12.25 1.00 0.00 0.00 5.00 1.00 1.00 3.25 11.25 0.50 0.50 1.00 12.25 1.00 0.00 0.00 5.00 1.00 1.00 4.00 12.00 0.50 0.50 1.00 13.00 Field Operations Administration Field Operations Manager Office Manager Administrative Assistant Customer Service Representative Total Regular Positions Customer Service Representative Cooperative Education Student Total Part Time Positions Total Field Services Administration 1.00 1.00 4.00 3.00 9.00 0.50 0.50 1.00 10.00 1.00 1.00 4.00 3.00 9.00 0.50 0.50 1.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 TOTAL PUBLIC WORKS 26.00 28.00 17.25 17.25 18.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 7.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 7.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 7.00 Emergency Operations Center Emergency Management Coordinator Volunteer Coordinator Administrative Assistant Total Emergency Operations Center TOTAL FIRE DEPARTMENT COMMUNITY SERVICES Community Services Administration Community Services Director Parks and Recreation Director Parks Superintendent Recreation Superintendent Office Administrator Administrative Assistant Customer Service Representative Total Regular Positions - 238 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Customer Service Representative Landscape Technician Total Part Time Positions Total Community Services Administration Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 1.50 0.75 2.25 9.25 1.50 0.75 2.25 9.25 1.50 0.00 1.50 8.50 1.50 0.00 1.50 8.50 1.55 0.00 1.55 8.55 Parks and Open Space Parks Operations Supervisor Field Supervisor Senior Parks Ranger Senior Grounds Maintenance Worker Senior Mechanic Parks Mechanic Spray Technician Building Maintenance Worker Grounds Maintenance Worker Administrative Assistant Parks Ranger Total Regular Positions Grounds Maintenance Worker Total Part Time Positions Total Parks and Open Space 1.00 3.00 1.00 9.00 1.00 0.00 0.00 2.00 6.00 0.00 6.00 29.00 3.96 3.96 32.96 1.00 3.00 1.00 7.00 0.00 1.00 1.00 2.00 7.00 0.00 6.50 29.50 3.96 3.96 33.46 1.00 3.00 1.00 7.00 0.00 1.00 1.00 2.00 6.00 1.00 7.00 30.00 3.96 3.96 33.96 1.00 3.00 1.00 7.00 0.00 1.00 1.00 2.00 6.00 1.00 7.00 30.00 3.96 3.96 33.96 1.00 3.00 1.00 7.00 0.00 1.00 1.00 2.00 6.00 1.00 7.00 30.00 3.96 3.96 33.96 PKIDs Field Supervisor Senior Grounds Maintenance Worker Grounds Maintenance Worker Total PKIDs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 0.00 1.00 2.00 3.00 32.96 33.46 33.96 36.96 36.96 Aquatics: Gilbert Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Senior Recreation Leader Assistant Pool Manager Recreation Specialist Pool Manager Recreation Leader Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Part Time Positions Total Gilbert Pool 0.20 0.50 0.00 0.70 0.29 0.00 0.38 0.00 1.44 0.00 0.00 2.60 0.43 5.14 5.84 0.20 0.50 0.05 0.75 0.29 0.00 0.38 0.00 1.44 0.00 0.00 2.60 0.43 5.14 5.89 0.25 0.33 0.05 0.63 0.29 0.00 0.38 0.00 1.44 0.00 0.00 2.60 0.43 5.14 5.77 0.25 0.33 0.05 0.63 0.00 0.29 0.00 0.38 0.00 0.00 1.44 2.60 0.43 5.14 5.77 0.25 0.33 0.05 0.63 0.00 0.29 0.00 0.38 0.00 0.58 0.86 2.60 0.43 5.14 5.77 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions 0.20 0.50 0.00 0.70 0.20 0.50 0.05 0.75 0.25 0.34 0.05 0.64 0.25 0.34 0.05 0.64 0.25 0.34 0.05 0.64 Total Parks & Open Space - 239 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Recreation Specialist Pool Manager Senior Recreation Leader Assistant Pool Manager Recreation Leader Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Senior Recreation Aide Total Part Time Positions Total Mesquite Pool 0.38 0.00 0.67 0.00 0.72 0.00 0.00 2.45 2.09 0.24 6.55 7.25 0.38 0.00 0.67 0.00 0.72 0.00 0.00 2.45 2.09 0.24 6.55 7.30 0.38 0.00 0.67 0.00 0.72 0.00 0.00 2.45 2.09 0.24 6.55 7.19 0.00 0.38 0.00 0.67 0.00 0.00 0.72 2.45 2.09 0.24 6.55 7.19 0.00 0.38 0.00 0.67 0.00 0.19 0.53 2.45 2.09 0.24 6.55 7.19 Greenfield Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Recreation Specialist Pool Manager Senior Recreation Leader Assistant Pool Manager Recreation Leader Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Part Time Positions Total Greenfield Pool 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.05 0.23 0.00 0.19 0.00 0.81 0.00 0.00 1.34 0.24 2.81 2.86 0.25 0.33 0.05 0.63 0.38 0.00 0.29 0.00 1.44 0.00 0.00 2.60 0.43 5.14 5.77 0.25 0.33 0.05 0.63 0.00 0.38 0.00 0.29 0.00 0.00 1.44 2.60 0.43 5.14 5.77 0.25 0.33 0.05 0.63 0.00 0.38 0.00 0.29 0.00 0.38 1.06 2.60 0.43 5.14 5.77 Perry Pool Aquatic Facility Technician Total Regular Positions Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Part Time Positions Total Perry Pool 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.30 0.23 0.17 0.29 0.58 1.38 0.23 2.88 3.18 Williams Field Pool Aquatic Facility Technician Total Regular Positions Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Part Time Positions Total Williams Field Pool 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.30 0.23 0.17 0.30 0.57 1.55 0.26 3.08 3.38 - 240 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Total Aquatics Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 13.09 16.05 18.73 18.73 25.29 Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Administrative Assistant Total Regular Positions Recreation Leader Recreation Instructor Recreation Coordinator Recreation Specialist Total Part Time Positions Total Community Center 0.33 1.00 0.75 0.00 0.00 2.08 1.94 0.00 0.00 0.75 2.69 4.77 0.33 1.00 0.75 0.00 0.00 2.08 1.94 0.00 0.00 0.75 2.69 4.77 0.15 1.00 0.75 0.00 0.00 1.90 1.94 0.00 0.00 0.75 2.69 4.59 0.15 1.00 0.75 0.00 0.00 1.90 1.94 0.00 0.75 0.00 2.69 4.59 0.20 1.00 0.75 1.30 0.03 3.28 1.94 0.96 0.00 0.00 2.90 6.18 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Recreation Specialist Administrative Assistant Total Regular Positions Recreation Leader Recreation Instructor Recreation Specialist Custodial Worker Total Part Time Positions Total McQueen Activity Center 0.33 2.00 0.00 1.00 0.00 3.33 2.88 0.00 0.00 0.00 2.88 6.21 0.33 2.00 0.00 1.00 0.00 3.33 2.88 0.00 0.00 0.00 2.88 6.21 0.15 2.00 0.00 1.00 0.00 3.15 3.25 0.00 0.00 0.00 3.25 6.40 0.15 2.00 1.00 0.00 0.00 3.15 3.25 0.00 0.00 0.00 3.25 6.40 0.20 2.00 1.57 0.00 0.07 3.84 3.25 2.40 0.00 0.00 5.65 9.49 Page Park Center Recreation Supervisor Recreation Coordinator Custodian Total Regular Positions Recreation Leader Recreation Instructor Total Part Time Positions Total Page Park Center 0.00 0.00 0.25 0.25 0.09 0.97 1.06 1.31 0.00 0.00 0.25 0.25 0.09 0.97 1.06 1.31 0.05 0.00 0.25 0.30 0.09 0.97 1.06 1.36 0.05 0.00 0.25 0.30 0.09 0.97 1.06 1.36 0.03 0.14 0.25 0.42 0.09 1.21 1.30 1.72 0.00 0.00 1.00 1.00 3.00 5.00 1.00 10.06 0.87 11.93 16.93 0.00 0.00 1.00 1.00 3.00 5.00 1.00 10.06 0.87 11.93 16.93 0.10 0.00 1.00 1.00 2.00 4.10 1.34 9.63 0.87 11.84 15.94 0.10 1.00 1.00 0.00 2.00 4.10 1.34 9.63 0.87 11.84 15.94 0.19 1.00 1.00 0.00 2.00 4.19 1.34 9.62 2.31 13.27 17.46 Freestone Recreation Center Recreation Supervisor Senior Recreation Coordinator Recreation Coordinator Recreation Programmer Custodian Total Regular Positions Senior Recreation Leader Recreation Leader Recreation Instructor Total Part Time Positions Total Freestone Recreation Center - 241 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Library Facility Recreation Supervisor Custodian Total Regular Positions Facility Attendant Recreation Leader Total Part Time Positions Total Library Facility Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 0.00 1.00 1.00 1.00 0.00 1.00 2.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 0.20 0.00 0.20 1.00 0.00 1.00 1.20 0.20 0.00 0.20 0.00 1.00 1.00 1.20 0.19 0.00 0.19 0.00 1.00 1.00 1.19 31.22 31.22 29.49 29.49 36.04 Recreation Programs: Teen Programs Recreation Supervisor Recreation Coordinator Recreation Programmer Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Teen Programs 0.10 0.00 0.10 0.20 0.54 0.54 0.74 0.10 0.00 0.10 0.20 0.54 0.54 0.74 0.10 0.00 0.10 0.20 0.54 0.54 0.74 0.10 0.10 0.00 0.20 0.06 0.06 0.26 0.10 0.10 0.00 0.20 0.06 0.06 0.26 Leisure Programs Recreation Programmer Recreation Coordinator Recreation Supervisor Administrative Assistant Total Regular Positions Recreation Instructor Total Part Time Positions Total Leisure Programs 1.00 0.00 0.80 0.00 1.80 7.36 7.36 9.16 1.00 0.00 0.80 0.10 1.90 7.36 7.36 9.26 1.00 0.00 0.25 0.10 1.35 6.30 6.30 7.65 0.00 1.00 0.25 0.10 1.35 6.30 6.30 7.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Youth Sports Recreation Programmer Recreation Coordinator Recreation Supervisor Administrative Assistant Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Youth Sports 0.90 0.00 0.90 0.00 1.80 0.80 0.80 2.60 0.90 0.00 0.90 0.10 1.90 0.80 0.80 2.70 0.90 0.00 0.90 0.10 1.90 0.58 0.58 2.48 0.00 0.90 0.90 0.10 1.90 0.58 0.58 2.48 0.00 0.90 0.90 0.10 1.90 0.58 0.58 2.48 Adult Sports Recreation Programmer Recreation Coordinator Recreation Supervisor Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Adult Sports 1.00 0.00 0.40 1.40 1.01 1.01 2.41 1.00 0.00 0.40 1.40 1.01 1.01 2.41 1.00 0.00 0.25 1.25 1.01 1.01 2.26 0.00 1.00 0.25 1.25 1.01 1.01 2.26 0.00 1.00 0.25 1.25 1.01 1.01 2.26 Special Events Recreation Programmer Recreation Coordinator Recreation Supervisor 2.00 0.00 0.80 1.00 0.00 0.80 1.00 0.00 0.80 0.00 1.00 0.80 0.00 1.90 0.00 Total Recreation Centers - 242 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Administrative Assistant Total Regular Positions Recreation Leader Total Part Time Positions Total Special Events 0.00 2.80 0.35 0.35 3.15 0.60 2.40 0.35 0.35 2.75 0.60 2.40 0.35 0.35 2.75 0.60 2.40 0.09 0.09 2.49 0.60 2.50 0.09 0.09 2.59 Special Needs Program Recreation Supervisor Recreation Coordinator Administrative Assistant Total Regular Positions Recreation Instructors Total Part Time Positions Total Special Needs Program 0.20 0.00 0.00 0.20 0.70 0.70 0.90 0.20 0.00 0.05 0.25 0.70 0.70 0.95 0.10 0.00 0.05 0.15 0.50 0.50 0.65 0.10 0.00 0.05 0.15 0.50 0.50 0.65 0.00 0.10 0.05 0.15 0.50 0.50 0.65 Outdoor Programs Recreation Supervisor Total Regular Positions Recreation Leader Senior Recreation Leader Total Part Time Positions Total Outdoor Programs 0.20 0.20 0.09 0.12 0.21 0.41 0.20 0.20 0.09 0.12 0.21 0.41 0.20 0.20 0.09 0.12 0.21 0.41 0.20 0.20 0.00 0.00 0.00 0.20 0.19 0.19 0.00 0.00 0.00 0.19 Total Recreation Programs 19.37 19.22 16.94 15.99 8.43 Culture and Arts Cultural Arts Coordinator Total Culture and Arts 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL COMMUNITY SERVICES 106.89 110.20 108.62 110.67 116.27 TOTAL GENERAL FUND 750.16 818.47 893.50 918.80 967.40 Water Water Administration Water Superintendent Water Resources Administrator Total Water Administration 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Water Conservation Water Conservation Coordinator Water Conservation Specialist Total Water Conservation 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 Water Production: Water Plant Production Water Production Supervisor Utility Field Supervisor Instrumentation Technician Water Treatment Plant Mechanic Water Treatment Plant Operator Administrative Assistant 1.00 1.00 2.00 2.00 6.00 1.00 1.00 1.00 2.00 2.00 6.00 1.00 1.00 1.00 2.00 2.00 8.00 1.00 1.00 1.00 2.00 2.00 8.00 1.00 1.00 1.00 2.00 2.00 8.00 1.00 ENTERPRISE OPERATIONS - 243 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Total Water Plant Production 13.00 13.00 15.00 15.00 15.00 Water Well Production Well Technician Utility Field Supervisor Senior Utility Worker Total Water Well Production 4.00 1.00 1.00 6.00 4.50 1.00 1.00 6.50 5.00 1.00 1.00 7.00 5.00 1.00 1.00 7.00 5.00 1.00 1.00 7.00 Water Quality Assurance Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance 2.00 1.00 2.00 5.00 2.00 1.00 3.00 6.00 2.00 1.00 3.00 6.00 2.00 1.00 3.00 6.00 2.00 1.00 3.00 6.00 Total Water Production 24.00 25.50 28.00 28.00 28.00 Water Distribution Utility Field Supervisor Senior Utility Worker Utility Worker Total Water Distribution 1.00 3.00 7.00 11.00 1.00 4.00 7.00 12.00 1.00 4.00 8.00 13.00 1.00 4.00 8.00 13.00 1.00 4.00 8.00 13.00 Water Metering Water Service Specialist Field Supervisor Meter Services Supervisor Senior Utility Worker Computer Operations Technician Meter Technician Total Water Metering 2.00 0.00 1.00 3.00 0.00 15.00 21.00 2.00 0.00 1.00 3.00 1.00 15.00 22.00 2.00 0.00 1.00 3.00 1.00 16.00 23.00 2.00 0.00 1.00 3.00 1.00 16.00 23.00 2.00 0.00 2.00 4.00 1.00 17.00 26.00 Total Water 60.00 63.50 69.00 69.00 72.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 2.00 5.00 13.00 1.00 5.00 1.00 2.00 6.00 15.00 1.00 5.00 1.00 3.00 6.00 16.00 1.00 5.00 1.00 3.00 6.00 16.00 1.00 6.00 1.00 3.00 6.00 17.00 1.00 1.00 1.00 0.50 3.50 1.50 1.50 1.50 0.50 5.00 2.00 2.00 2.00 0.50 6.50 2.00 2.00 2.00 0.50 6.50 2.00 2.00 2.00 0.50 6.50 Wastewater Wastewater Administration Wastewater Superintendent Total Wastewater Administration Wastewater Collection Utility Field Supervisor Senior Utility Worker Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection Wastewater Reclaimed: Effluent Re-use Utility Worker Senior Utility Worker Effluent Well Technician Utility Field Supervisor Total Effluent Re-use - 244 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Effluent Recharge Utility Worker Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge 1.00 1.00 1.00 0.50 3.50 1.00 1.00 1.50 0.50 4.00 1.00 1.00 2.00 0.50 4.50 1.00 1.00 2.00 0.50 4.50 1.00 1.00 2.00 0.50 4.50 Total Wastewater Reclaimed 7.00 9.00 11.00 11.00 11.00 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Wastewater Quality Technician Total Wastewater Quality 1.00 1.00 3.00 0.00 5.00 1.00 1.00 3.00 0.00 5.00 1.00 1.00 3.00 0.00 5.00 1.00 1.00 3.00 0.00 5.00 1.00 1.00 4.00 0.00 6.00 26.00 30.00 33.00 33.00 35.00 Solid Waste Residential Residential Administration Solid Waste Superintendent Solid Waste Specialist Service Specialist Customer Service Representative Total Residential Administration 0.86 0.90 0.00 1.00 2.76 0.86 0.90 0.00 1.00 2.76 0.86 0.90 0.70 1.00 3.46 0.86 0.90 0.70 1.00 3.46 0.86 0.90 0.70 1.00 3.46 Residential Collections Field Supervisor Administrative Assistant Heavy Equipment Operator Solid Waste Crew Leader Solid Waste Maintenance Worker Total Residential Collections 1.00 0.00 19.50 1.00 2.00 23.50 2.00 0.00 21.50 1.00 2.00 26.50 2.00 0.00 23.50 1.00 2.00 28.50 2.00 0.00 23.50 1.00 2.00 28.50 2.00 0.50 25.50 1.00 2.50 31.50 Uncontained Collections Field Supervisor Solid Waste Crew Leader Solid Waste Inspector Heavy Equipment Operator Total Uncontained Collections 1.00 0.00 0.00 10.00 11.00 1.00 0.00 0.00 12.00 13.00 1.00 1.00 1.00 13.00 16.00 1.00 1.00 1.00 13.00 16.00 1.00 1.00 1.00 14.00 17.00 Recycling Field Supervisor Solid Waste Inspector Solid Waste Crew Leader Heavy Equipment Operator Environmental Programs Specialist Environmental Programs Technician Total Regular Positions Solid Waste Inspector Total Part Time Positions Total Recycling 0.70 5.00 1.00 6.00 0.00 1.00 13.70 1.00 1.00 14.70 0.70 5.00 1.00 6.00 0.00 0.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 0.00 0.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 0.00 0.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 0.00 0.00 12.70 1.00 1.00 13.70 Total Wastewater - 245 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Environmental Programs Environmental Programs Technician HHW Technician Administrative Assistant Total Environmental Programs Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 0.25 0.00 1.25 1.00 0.25 0.00 1.25 1.00 1.50 0.50 3.00 51.96 56.96 62.91 62.91 68.66 Solid Waste Commercial Commercial Administration Solid Waste Superintendent Solid Waste Specialist Service Specialist Commercial Solid Waste Specialist Total Commercial Administration 0.14 0.10 0.00 0.00 0.24 0.14 0.10 0.00 1.00 1.24 0.14 0.10 0.30 1.00 1.54 0.14 0.10 0.30 1.00 1.54 0.14 0.10 0.30 1.00 1.54 Commercial Collections Field Supervisor Heavy Equipment Operator Commercial Solid Waste Specialist Total Commercial Collections 0.30 3.50 1.00 4.80 0.30 3.60 0.00 3.90 0.30 3.85 0.00 4.15 0.30 4.85 0.00 5.15 0.30 4.85 0.00 5.15 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 0.50 0.50 1.00 1.00 1.75 1.75 1.75 1.75 1.75 1.75 Total Solid Waste Commercial 5.54 6.14 7.44 8.44 8.44 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.70 0.70 TOTAL ENTERPRISE OPERATIONS 144.00 157.10 172.85 173.85 184.80 STREETS Streets Administration Streets Superintendent Total Streets Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Streets Maintenance: Asphalt Patching Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 0.33 2.00 2.00 4.33 0.33 2.00 2.00 4.33 0.25 0.00 3.00 3.25 0.25 0.00 3.00 3.25 0.25 1.00 3.00 4.25 Street Cleaning Field Supervisor Heavy Equipment Operator Total Street Cleaning 0.34 5.00 5.34 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 Emergency Response Field Supervisor Senior Streets Maintenance Worker 0.33 1.00 0.33 1.00 0.25 2.00 0.25 2.00 0.25 2.00 Total Solid Waste Residential - 246 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Total Emergency Response 1.33 1.33 2.25 2.25 2.25 Preventive Maintenance Field Supervisor Pavement Maintenance Specialist Preventive Maintenance Technician Total Preventive Maintenance 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 0.33 1.00 1.00 2.33 0.33 1.00 1.00 2.33 0.33 1.00 1.00 2.33 Crack Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Crack Sealing 0.34 2.00 6.00 8.34 0.34 2.00 6.00 8.34 0.25 1.00 3.00 4.25 0.25 1.00 3.00 4.25 0.25 1.00 3.00 4.25 Fog Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Fog Sealing 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 3.00 3.00 6.25 0.25 3.00 3.00 6.25 0.25 2.00 3.00 5.25 21.34 23.34 25.67 25.67 25.67 Street Traffic Control Regulatory: Street Marking Field Supervisor Streets Maintenance Worker Senior Streets Maintenance Worker Heavy Equipment Operator Total Street Marking 0.25 2.00 2.00 2.00 6.25 0.25 2.00 2.00 2.00 6.25 0.50 2.00 2.00 2.00 6.50 0.50 2.00 2.00 2.00 6.50 0.50 2.00 2.00 2.00 6.50 Street Signs Field Supervisor Sign Technician Streets Maintenance Worker Total Street Signs 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.50 1.00 3.00 4.50 0.50 1.00 3.00 4.50 0.50 1.00 3.00 4.50 Street Lighting Field Supervisor Street Light Technician Streets Maintenance Worker Total Street Lighting 0.25 2.00 0.00 2.25 0.25 2.00 0.00 2.25 0.50 3.00 0.00 3.50 0.50 3.00 0.00 3.50 0.50 3.00 0.00 3.50 Traffic Signal Maintenance Field Supervisor Senior Traffic Engineering Technician Traffic Signal Technician Total Traffic Signal Maintenance 0.25 0.00 4.50 4.75 0.25 0.00 5.00 5.25 0.50 2.00 6.00 8.50 0.50 2.00 6.00 8.50 0.50 2.00 6.00 8.50 Total Street Traffic Control Regulatory 16.50 17.00 23.00 23.00 23.00 0.33 0.33 0.50 0.50 0.50 Total Streets Maintenance Right of Way Maintenance: Landscape Maintenance Field Supervisor - 247 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Senior Grounds Maintenance Worker Grounds Maintenance Worker Senior Streets Maintenance Worker Total Landscape Maintenance 1.00 2.00 0.50 3.83 1.00 2.00 0.50 3.83 2.00 2.00 0.50 5.00 1.00 0.00 0.50 2.00 1.00 0.00 0.30 1.80 Shoulder Maintenance Field Supervisor Heavy Equipment Operator Total Shoulder Maintenance 0.33 2.00 2.33 0.33 2.00 2.33 0.50 2.00 2.50 0.50 2.00 2.50 0.50 2.00 2.50 Total Right of Way Maintenance 6.16 6.16 7.50 4.50 4.30 Concrete Maintenance Field Supervisor Total Concrete Maintenance 0.00 0.00 0.00 0.00 0.33 0.33 0.33 0.33 0.33 0.33 45.00 47.50 57.50 54.50 54.30 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 Fleet Maintenance Fleet Services Supervisor Senior Mechanic Parts Acquisition Technician Heavy Equipment Operator Welder/Mechanic Mechanic Service Aide Service Writer Total Fleet Maintenance 1.00 1.00 1.00 1.00 1.00 12.00 0.00 1.00 18.00 1.00 1.00 1.00 1.00 1.00 12.00 0.00 1.00 18.00 1.00 1.00 1.00 1.00 1.00 13.00 0.00 1.00 19.00 2.00 1.00 2.00 0.00 1.00 15.00 0.00 0.00 21.00 2.00 2.00 3.00 0.00 1.00 14.00 1.00 0.00 23.00 TOTAL INTERNAL SERVICE 21.00 21.00 22.00 24.00 26.00 SPECIAL REVENUE CDBG/HOME Administration Community Development Specialist Community Development Assistant Total CDBG Administration 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 Riparian Programs Riparian Program Administrator Recreation Instructors Graduate Intern Community Education Coordinator Park Ranger Total Riparian Program 1.00 0.19 0.00 0.00 1.00 2.19 1.00 0.19 0.00 1.00 1.00 3.19 1.00 0.19 0.00 1.00 1.00 3.19 1.00 0.19 0.46 1.00 1.00 3.65 1.00 0.68 0.08 1.00 1.00 3.76 TOTAL STREETS INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Superintendent Administrative Assistant Total Fleet Maintenance Administration - 248 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2005 Actual FY 2006 Budget FY 2007 Revised FY 2007 Budget FY 2008 Grants: Police Grant Police Officer Total Police Grant 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 Total Grants 0.00 0.00 0.00 0.00 0.50 Judicial Collection Enhancement Systems Analyst Total Judicial Collection Enhancement 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 TOTAL SPECIAL REVENUE 3.69 4.69 4.69 5.15 6.76 GRAND TOTAL POSITIONS 963.85 1048.76 1150.54 1176.30 1239.26 - 249 - Table of Contents Capital Outlay Department Description Amount GENERAL FUND Facilities Management Public Safety Center Police Administration Police OPS Internal Affairs Patrol Patrol Patrol Traffic Unit Traffic Unit Detention Transport Persons Crimes Persons Crimes Persons Crimes Persons Crimes Property Crimes Parks and Open Space Parks and Open Space Parks and Open Space Southeast Regional Library 1/2 Ton Pickup Camera Intergraph Upgrade Mid Size Sedan 1/2 Ton Pickup with Police Package 1/2 Ton Pickup with Police Package Patrol Sedan Motorcycle Motorcycle Van Mid Size Sedan Mid Size Sedan Mid Size Sedan Patrol Sedan Mid Size Sedan Groomer Aerator Cyclical Maintenance at Parks Automated Book Return Total General Fund Capital $ 18,000 12,500 230,000 37,600 43,500 43,500 51,810 36,700 36,700 70,000 37,600 37,600 37,600 51,810 37,600 15,000 16,000 38,000 305,500 $ 1,157,020 $ 42,000 52,000 28,000 28,000 28,000 28,000 28,000 52,000 27,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 24,000 29,000 29,000 29,000 GENERAL REPLACEMENT FUND PDT0173 PDT0183 PCC0153 PBC0161 PBC0162 PBC0163 PBC0164 PER0150 PDC0253 PDP0160 PDP0175 PDP0187 PDP0194 PDP0195 PDP0197 PDP0201 PDP0203 PDP0204 PDP0208 PDP0234 PDP0235 PDP0236 PDP0239 PDP0257 RPX0628 RPX0562 RPX0404 RPX0379 Police Traffic Police Traffic Police Persons Crimes Police Property Crimes Police Property Crimes Police Property Crimes Police Property Crimes Police ERU Police Court Support Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Parks and Open Parks and Open Parks and Open Parks and Open Motorcycle Sedan Sedan Sedan Sedan Sedan Sedan SUV Jail Van Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan 1/2 Ton Pickup 1/2 Ton Pickup 1 Ton Pickup Compact Pickup - 250 - Table of Contents Capital Outlay FTR0301 FRX0509 FRX0523 FRX0419 FTR0460 Department Description Amount Fire Training Fire Operations Fire Operations Fire Operations Fire Training Contingency Sedan Fire Pumper Fire Truck Van SUV 24,000 804,000 804,000 25,000 30,000 250,000 Total General Fund Capital $ 3,141,000 $ 10,500 500,000 12,000 12,000 11,000 110,000 20,000 3,514,400 $ 4,189,900 $ 40,000 85,000 85,000 22,000 30,000 $ 262,000 $ 82,000 24,000 24,000 24,000 $ 154,000 $ 24,000 22,000 22,000 22,000 85,000 22,000 22,000 22,000 22,000 22,000 30,000 $ 315,000 STREET FUND Asphalt Patching Street Cleaning Street Marking Street Signs Street Signs Shoulder Maintenance Shoulder Maintenance Preventative Maintenance Trailer Street Sweepers Message Board Hydraulic Post Puller Power Unit for Sign Truck Water Truck Trailer for Cat 838L Streets Maintenance Total Street Fund Capital STREET REPLACEMENT FUND STX0349 STX0167 STS0342 SCS0200 Streets Asphalt Patching Streets Asphalt Patching Traffic Signal Maintenance Streets Crack Sealing Contingency Compaction Roller Backhoe Bucket Truck 1/2 Ton Pickup Total Street Replacement Fund WATER FUND Water Distribution Water Metering Water Metering Water Metering 1 Ton Truck with Valve Exerciser 1/2 Ton Truck 1/2 Ton Truck 1/2 Ton Truck Total Water Fund Capital WATER REPLACEMENT FUND WTQ0361 WTT0284 WTD0405 WTD0453 WTD0274 WTM0373 WTM0374 WTM0375 WTM0448 WTM0449 Water Quality Water Plant Production Water Distribution Water Distribution Water Distribution Water Metering Water Metering Water Metering Water Metering Water Metering Contingency Sedan Sedan Pickup Pickup Backhoe Compact Pickup Compact Pickup Compact Pickup Compact Pickup Compact Pickup Total Water Replacement Fund Capital - 251 - Table of Contents Capital Outlay Department Description Amount WASTEWATER FUND Wastewater Collection Wastewater Collection Wastewater Plant Wastewater Reclaimed Wastewater Quality 3/4 Ton Pickup Truck with Utility Bed Two SCADA System Repeaters Building Improvements Channel Motes at Neely Recharge Pickup Truck $ 30,000 24,000 150,000 70,000 22,000 $ 296,000 $ 22,000 30,000 $ 52,000 $ 225,000 55,000 200,000 200,000 200,000 55,000 $ 935,000 $ 220,000 220,000 220,000 220,000 220,000 220,000 220,000 $ 1,540,000 Cab and Chassis Swap to Newer Unit $ 17,000 $ 17,000 $ 220,000 30,000 Total Solid Waste Commercial Replacement Capital $ 250,000 Fleet Maintenance Fleet Maintenance Fleet Maintenance $ 40,000 30,000 20,000 $ 90,000 Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND WWX0496 Wastewater Collection Contingency Pickup Total Wastewater Replacement Fund Capital SOLID WASTE - RESIDENTIAL Residential Collections Residential Collections Uncontained Collections Uncontained Collections Uncontained Collections Uncontained Collections Automated Side Loader Isuzu Delivery Truck Rearload Truck Rearload Truck Rearload Truck Wheel Loader Total Solid Waste Residential Capital SOLID WASTE - RESIDENTIAL REPLACEMENT RFR0546 RFR0586 RFR0590 RFR0591 RFR0592 RCY0587 Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Recycling Contingency Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader Total Solid Waste Residential Replacement Capital SOLID WASTE - COMMERCIAL Commercial Rolloffs Total Solid Waste Commercial Capital SOLID WASTE - COMMERCIAL REPLACEMENT RFC0328 Commercial Collection Contingency Front Loader FLEET Freight Elevator Air Powered Grease System Large Volume Air Line Total Fleet - 252 - Table of Contents Capital Outlay Department Description Amount COPY SERVICES Contingency $ 30,000 Total Copy Services $ 30,000 CAPITAL PROJECT CAPITAL OUTLAY $ 378,868,800 TOTAL CAPITAL OUTLAY $ 391,297,720 - 253 - Table of Contents Glossary/Acronyms Accreditation A self-evaluation review process that results in improvements to operations that comply with specific criteria and a certification. Accrual An accounting process that matches revenue to the period earned and the expenditures to the period incurred. Adoption A formal action taken by the Town Council that sets the spending limits for the fiscal year. Annex To incorporate land into Gilbert. Arizona Department of Environmental Quality (ADEQ) Established in 1986 in response to growing concerns about groundwater quality. Administers a variety of programs to improve the health and welfare of our citizens and ensure the quality of Arizona’s air, land and water resources meets healthful, regulatory standards. Arizona State University (ASU) State funded University. Arsenic Mitigation Construction of systems to eliminate as much arsenic from the ground water to meet the EPA limits of 10 parts per billion. Assessed Valuation A valuation placed upon real estate or other property by the County Assessor and the state as a basis for levying taxes. Automated Clearing House An electronic banking network operating in the United States. ACH processes large volumes of both credit and debit transactions which are (ACH) originated in batches. Balanced Budget When available resources plus new resources less expenditures and reserves are greater than zero. Blue Stake Underground location of utilities before excavation of right of way. Bond A Town issued debt instrument to be repaid the face amount of the bond on the designated maturity dates with accrued interest. Bonds are used primarily to finance capital projects. Business Unit A group of activities that joined together perform a more inclusive function. Capital Improvement Includes any expenditure over $100,000 for repair and replacement of existing infrastructure as well as development of new facilities to accommodate future growth. Capital Outlay Purchase of an asset with a value greater than $10,000 that is intended to continue to be held or used for a period greater than two years. Capital Outlay can be land, buildings, machinery, vehicles, furniture and other equipment. - 254 - Table of Contents Glossary/Acronyms Carry Over Year-end savings that can be carried forward to cover expenses of the next fiscal year. These funds also pay for encumbrances from the prior year. Community Development Block Grant (CDBG) Federal Grant Funds provided on an annual basis to support specific programs identified by Council. Community Emergency Response Team (CERT) A committee established to offer disaster preparedness training to the community. Contingency An amount included in the budget that is not designated for a specific purpose. The contingency amount is budgeted for emergencies and unforeseen events. Continuous Quality Improvement (CQI) The Town is making CQI part of the culture to ensure that operations are continually improved and updated. Debt Limit A State imposed limit on the amount of debt that can be issued. Debt Service Principal and interest payments on outstanding bonds. Effluent Wastewater that has been treated to required standards and is released from the treatment plant. Emergency Operations Center (EOC) An Emergency Operations Center is set up in case of emergency situations to establish a command center in the Town. Enterprise Funds A sub-set of the Proprietary Fund Type that requires accounting for activities like a business where the results indicate income or loss from operations Federal Emergency Management Agency (FEMA) The Federal agency charged with building and supporting the nation’s emergency management system. Fiscal Year (FY) The period designated for the beginning and ending of financial transactions. The Town fiscal year is July 1 to June 30. Full- Time Equivalent (FTE) A position is converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time clerk working 20 hours per week would be equivalent to 0.50 FTE. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. Fund Balance An accumulated balance or carry over that occurs when actual revenues exceed actual expenditures. GBA Master Series Focuses exclusively on the design, development and implementation of commercial off-the-shelf software applications for the management of Public Works and Utilities infrastructure systems. - 255 - Table of Contents Glossary/Acronyms General Government Activities that provide support to direct service areas. Examples include Personnel, Technology Services Administration, Prosecution, and Planning and Development. General Obligation Bonds Debt that requires voter approval and is backed by full faith and credit of Gilbert. This debt is limited by State statue. General Plan A planning and legal document that outlines the community vision in terms of land use. Geographic Information System (GIS) A computer system that places layers of geographic information in a useful order to provide answers to questions regarding land. Goal Desired end result statement that provides a framework for what will be accomplished. Grants State and Federal subsidies received in response to a specific need. Heritage District Historic Downtown Gilbert. Highway Users Revenue Fund (HURF) Highway User Revenue Fund is a separate funding source dedicated to provide support for street improvements and maintenance. Homeowners Association (HOA) An organization of all owners of land in the development that is governed by a board. The HOA collects fines and assessments from the homeowners, maintains the common areas of the development, and enforce the association’s governing documents; including rules regarding construction and maintenance of individual homes. Infrastructure The physical assets of the Town. Assets include streets, water, wastewater, public buildings and parks. Intergovernmental Agreement (IGA) A contract between governmental entities as authorized by State law. Internal Service Fund A sub-set of the Proprietary Fund Type that accounts for the activity related to internal functions provided service to other internal functions. An Internal Service Fund receives revenue by charging other Responsibility Centers in the Town based on services provided. Management Team The top level executives and directors in the Town. Maricopa County Association of Governments (MAG) MAG was formed in 1967. It is a voluntary association of governments and Indian communities formed to address regional issues in Maricopa County. MAG is the designated Regional Planning Agency and consists of 28 member agencies. - 256 - Table of Contents Glossary/Acronyms Master Plan A planning document that takes an area of interest and creates a comprehensive future for that area. For example, a storm water master plan would provide information regarding the location of storm water facilities, the potential timing, the barriers and the costs. Modified Accrual A basis of accounting used by governmental funds where revenue is recognized in the period it is available and measurable, and expenditures are recognized at the time a liability is incurred. Municipal Property Corporation (MPC) A non-profit corporation created by Gilbert as a funding mechanism for Capital Improvement projects. The board is governed by citizens appointed by Council. Objective Targets for accomplishing goals that are specific, measurable, attainable, results-oriented and time bound. Parkway Improvement Districts (PKID) Parkway Improvement Districts provide a method to maintain the parkways within specific areas and charge the cost to the benefited property with the property tax bill. Pavement Condition Index An index that communicates the condition of driving surfaces on a 100 point scale. (PCI) Per capita A unit of measure that indicates the amount of some quantity per person in the Town. Performance Measures Indication of levels of activity, results of operations or outcomes of operations. PM-10 Regulations PM-10 (particulate matter less than 10 microns) regulations are also known as the “dust control regulations”. PM-10 emissions including dust generating activities are regulated by Maricopa County. It is a major component of the “brown cloud” in the metropolitan Phoenix area. Potable Water Drinking Water. Reserve To set aside a portion of a fund balance to guard against economic downturn or emergencies. Resource Constrained Process A budget process that is limited by the projected revenues based on current tax rates and fees. Right of Way (ROW) An area of land adjacent to a roadway. Salt River Project (SRP) Salt River Project is an agricultural improvement district formed in the early 1900’s that now provides water and electricity. Self Insurance A requirement that Gilbert pay up to a certain amount of insurance claims. - 257 - Table of Contents Glossary/Acronyms State Shared Revenue Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. An automated system at the Water Treatment Plant that monitors Supervisory Control and Data Acquisition (SCADA) operations on-line and notifies plant personnel of problems immediately. It also tracks information related to water capacity and pumping status. System Development Fee (SDF) Fees collected at the time a building permit is issued to pay for the cost of capital improvements required due to growth. Transfers Movement of cash from one fund to another to reimburse costs or provide financial support. Unified Land Development A compilation of Town Codes that govern subdivision and development of lands. Code (ULDC) Water Quality Assurance Revolving Fund (WQARF) Established in 1986 to support efforts to clean up groundwater contamination caused by the release of hazardous substances. Water Resource Master Plan A plan that combines all water resources; ground, surface, recharged and reclaimed water, into one document to determine future actions required to maintain water resources in Gilbert. Zoning A specific legal classification of property for purpose of development. - 258 - 50E.Ci v i cCe nt e rDr i v e Gi l be r t ,AZ.85 296 ( 480)50368 7 1 www. c i . g i l be r t . a z . us