An n u a lBu d g e t 2 00 82 00 9 Ad o p t e dJ u n e2 4 ,2 00 8 Table of Contents INSTRUCTIONS FOR NAVIGATING IN ANNUAL BUDGET PDF FILES ¾ Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section. ¾ If a “+” sign is at the left of a bookmark, click on the “+” to bring up subheadings. ¾ All pages are linked to the Table of Contents. To jump to a specific page or subsection from the Table of Contents, put the pointer finger on the title or page number within and click the mouse. ¾ Click the “Table of Contents” text located in the top right hand corner of any page or click the Table of contents bookmark on the left. Table of Contents INTRODUCTORY SECTION Budget Message ........................................i Guide to the Budget Document................1 Distinguished Budget Award ...................4 Key Officials and Staff ..............................5 Property Tax Rates.................................. 64 Personnel Summary................................ 65 GENERAL FUND General Fund Summary.......................... 67 Management and Policy Organization Charts ..................................6 Management and Policy Summary ........ 69 Corporate Vision, Mission, Values...........8 Mayor and Council .................................. 71 Strategic Goals ..........................................9 Town Manager ......................................... 73 General Plan Vision.................................11 Town Clerk ............................................... 75 Continuous Quality Improvement Model.....................................................12 Community with Character.....................13 Gilbert Facts.............................................14 Fund Structure.........................................17 Budget Process .......................................19 Budget Calendar......................................21 Financial Policies ....................................24 FINANCIAL OVERVIEW Source and Use of Funds .......................27 Fund Balances .........................................28 Budget Summary.....................................30 Support Services Support Services Summary ................... 77 Facilities Maintenance ............................ 79 Finance..................................................... 81 Technology Services .............................. 83 Personnel ................................................. 85 Legal and Court Legal and Court Summary...................... 87 General Counsel...................................... 89 Prosecutor ............................................... 91 Municipal Court ....................................... 93 Development Services Five Year Forecast General Information ...........................................31 Development Services Summary........... 95 General Fund Five Year Forecast ..........32 Administration and Customer Service .. 97 Water Five Year Forecast........................34 Permit and Plan Review Services .......... 99 Wastewater Five Year Forecast..............35 Inspection and Compliance Services.. 101 Residential Solid Waste Five Year Forecast ................................................36 Planning and Development .................. 103 Commercial Solid Waste Five Year Forecast ................................................37 Street Fund Five Year Forecast..............38 Revenue Summary ..................................39 Revenue Detail.........................................40 Expense Summary ..................................47 Expense Detail .........................................48 Revenue Sources ....................................56 Business Development......................... 105 Police Department Police Department Summary ............... 107 Professional Standards ........................ 109 Patrol Services ...................................... 111 Support Services................................... 113 Counseling Services ............................. 115 Investigations ........................................ 117 Tactical Operations ............................... 119 Table of Contents Fire Department Solid Waste Fire Department Summary....................121 Solid Waste Summary........................... 173 Fire Operations ......................................123 Solid Waste Residential........................ 175 Fire Prevention ......................................125 Solid Waste Commercial ...................... 177 Public Works Public Works Summary ........................127 Public Works Administration ...............129 Irrigation Irrigation Summary ............................... 179 STREET FUND Mosquito Control...................................131 Street Fund Summary ........................... 181 Utility Locates ........................................133 Street Maintenance ............................... 183 Community Services Traffic Control........................................ 185 Community Services Summary............135 Right of Way Maintenance.................... 187 Parks and Open Space..........................137 Hazard Response .................................. 189 Aquatics .................................................139 INTERNAL SERVICE FUNDS Recreation Centers................................141 Internal Service Funds Summary ........ 191 Recreation Programs ............................143 Fleet Maintenance ................................. 193 Culture and Arts ....................................145 Copy Services ....................................... 195 Other General Fund Contracted Services..............................147 Health Self Insurance............................ 197 SPECIAL REVENUE Social Services ......................................148 Special Revenue Funds Summary....... 199 Transportation .......................................149 Redevelopment...................................... 201 Other General Fund Financial ..............150 CDBG/HOME .......................................... 203 ENTERPRISE FUNDS Enterprise Funds Summary..................151 Water System Development Fees................... 205 Grants..................................................... 207 Riparian Program .................................. 209 Water Summary .....................................153 Special Districts .................................... 211 Water Conservation...............................155 Police Impound...................................... 213 Water Production...................................157 Other Agency......................................... 215 Water Distribution .................................159 Water Metering.......................................161 Wastewater Wastewater Summary ...........................163 REPLACEMENT FUNDS Replacement Funds Summary............. 217 Replacement Funds Detail ................... 218 CAPITAL IMPROVEMENTS Wastewater Collection ..........................165 Capital Improvements Summary ......... 221 Wastewater Plant Operations...............167 Capital Improvement Maintenance Costs ................................................... 222 Wastewater Reclaimed..........................169 Wastewater Quality ...............................171 Capital Improvement Detail .................. 223 Table of Contents Capital Improvement Financial ............239 DEBT SERVICE Debt Service Summary.........................241 Debt Service Detail ...............................242 Debt Service Financial..........................246 APPENDIX Personnel Detail ....................................247 Capital Outlay ........................................271 Glossary/Acronyms...............................275 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 June 24, 2008 Honorable Mayor, Councilmembers and the Gilbert Community: I respectfully transmit the budget for Gilbert for the July 1, 2008 to June 30, 2009 fiscal year as required by the Code of Gilbert. This represents the annual financial plan and allocation of public resources for the coming year. The adopted expenditure budget totals approximately $936.7 million which includes $254.8 million (27%) for operating budgets and $418.8 million (45%) for capital budgets. The FY 2009 budget also reflects a net decrease in 3.37 full time equivalent authorized positions as compared to the FY 2008 Adopted Budget. Changes in authorized positions include a reduction of 19.5 positions in Development Services Department (General Fund) resulting from decreased workloads, offset by an increase in 8.5 full time equivalent positions in the Fire Department (General Fund) as a result of mid year hires in FY 2008, and an increase in 7.0 full time equivalent positions in the Water Department (Water Fund) in anticipation of the opening of the South Water Treatment Plant the second half of FY 2009. ECONOMIC ENVIRONMENT AND ASSUMPTIONS This year’s budget preparation was particularly challenging. The economic slowdown which had been affecting portions of the Phoenix metropolitan area came to Gilbert in a significant way starting in January 2008. While there had been a general downward trend in new single family starts and completions, in January Gilbert issued the fewest single family permits since July, 1986. Further, the economic growth in the employment and retail segments also slowed, creating the need for several briefings of the Council and staff recommendations for immediate changes in the FY 2008 year, as well as the forecast for FY 2009. Gilbert was in the unenviable but fortunate position of having new retail dollars coming available to offset declines in other sales tax generating segments of the local economy. However, the use of these revenues as replacement revenue rather than additional revenue has impacted our forecasts and plans. This budget forecast assumes the current downturn in both the regional and national economies will continue for the foreseeable future. Arizona’s Economy, June 2008, published by the ASU Eller College of Management, states “While analysts debate whether malaise in the U.S. economy will last long enough, be deep enough, and widespread enough to qualify as recession, there is little doubt that Arizona’s economy already has passed these tests. Homebuilding is in one of the sharpest corrections on record, consumers are in full retreat, and measure after measure of economic activity is at recessionary levels. The questions now are “how long and how bad?” The article continues, “The credit crunch which began in August of 2007 is the worst since the 1990-91 recession, and it is still building. The economy can’t mount a recovery until the crunch ends, and the consensus is that we are only half way through.” While Gilbert has experienced rapid growth in residential development over the last decade, this budget is based upon an average of 50 new single family residential homes per month. This estimate is well off Gilbert’s historical averages of between 250-350 new single family residential homes per month. Given the current instability in the housing sector it is anticipated that population will remain constant until the housing market stabilizes. In addition, while non-residential development still remains active, the timing and build out of Gilbert’s commercial centers has been delayed as a result of the lagging national economy. -i- Table of Contents Budget Message The development of our major retail centers continues following the opening of the Santan Loop 202 Freeway in June 2006, albeit at a slower pace than previously anticipated. Two Vestar Power Centers showcase over 1.4 million square feet in combined retail space at the eastern and western freeway gateways have been open for nearly three years and are continuing to expand both retail square footage and sales volume. Westcor Development Partners completed the first phase of the SanTan Regional mall in October 2007. This is in addition to the SanTan Marketplace Power Center which already includes a Super Walmart, Costco, a newly opened Sam’s Club and several other big box retailers. 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, followed by Henry Brown GMC in the fall of 2007, and most recently the opening of SanTan Hyundai, and Carmax in the spring of 2008. All of these sales tax generating businesses have been anticipated in our long term financial plans and are essential in maintaining service levels in Gilbert. More critically, in the coming five year period, we anticipate the development and opening of several million of square feet of additional non-residential uses including office, industrial and employment centers. Increased commercial development is a new component to the service demand model, and this budget, along with our five year financial plan, attempts to balance available and forecast resources with the short and long term service demands of the community. Local sales tax is anticipated to support approximately 42% of General Fund expenditures in the coming year. Local sales tax is forecast to be generated from 54% retail, 9% construction, and all other sources providing 37%. 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 construction sales tax revenue as we approach build out in the next fifteen to twenty years. Single-family residential construction has historically been the significant driver of service workload. Recently, however, residential workload has decreased significantly as a result of declines in the local and regional housing construction market. A number of non-residential projects are generating activity, however, their scope and scale is also declining as a result of the lagging economy. The work plan for FY 2009 includes, on average, 50 single-family permits per month with continuing slower levels from non-residential development activity. Gilbert is forecast to issue 1,622 singlefamily residential permits in FY 2008. Total permit value of all new residential and commercial construction in FY 2008, is forecast to be $554.2 million, compared to $825.5 million in FY 2007. 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 at the time of a census as a percent of the whole of the state it is essential that the population estimates 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 allowed for the reallocation of state shared revenues beginning in FY 2007 based upon the revised population, not the 2000 population of 109,697. Gilbert is already participating in the planning for the 2010 Census, at which time our population is estimated to be 210,000. 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 demands for services. The short term need to use new revenues to replace revenue shortfalls from state shared sales tax and local sales tax base does not improve this imbalance. - ii - Table of Contents Budget Message BUDGET PROCESS The Code of Gilbert requires the Manager to develop and present an annual balanced 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 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 to develop and apply 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 basis, 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. This annual financial plan strives to maintain the service standards established by the Council for Police, Fire, and Parks and Recreation, with the maintenance of a minimum staffing of 1.1 police sworn personnel per thousand population through FY 2009; maintaining a 4.0 minute response time for the Fire Department; and implementing Parks and Recreation service standards to transition from the traditional service model of design-build-own facilities and services to one which recognizes the presence of private facilities and service providers which can be utilized to meet the community leisure needs in a partner-focused relationship. The following general budget boundaries were applied in the FY 2009 budget process: ¾ No change in sales tax rate (1.5%); ¾ No change in property tax for debt service repayment ($1.15 per $100); ¾ Base budgets were 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 Departments were requested to review operations and institute process efficiencies, cost cutting programs, and revenue enhancement opportunities; ¾ Travel, training, and other discretionary expenses were limited and focused on mission critical activities; ¾ An allowance of 3% for market range salary adjustments and 0% for merit pay (movement through the salary range) is included in the budget. (Action to date by Council on the Pay Plan included implementation of a 2% increase for salaries effective July 1, 2008, with further review on the pay plan anticipated midway through the fiscal year.); ¾ Health plan benefits remained unchanged, however, cost sharing changes were implemented, including modifications to premium contribution rates for both single and family coverage at 25% of the total premium as well as increasing copays for certain benefits; ¾ Maintenance of existing service levels where existing resources allow; ¾ Maintenance of an undesignated fund balance of 9% for General Fund operating expenditures in FY 2009, and in excess of 10% for FY 2010 and beyond; - iii - Table of Contents Budget Message ¾ Equipment Replacement Fund for the General Fund was modified from a fully funded plan to one that maintains a minimum balance for current year replacements to be fully funded; ¾ Equipment Replacement Funds for the Water, Wastewater, Streets, and Solid Waste Funds remain 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 Street operations include an allocation of $7.2 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. Because of the dynamic and constantly changing economic conditions, the Council met several times to review the recommended boundaries and staff proposed changes to maintain a balanced budget. This budget represents a consensus document developed by the Management Team and approved by Council. REVENUES The sources of funds included in the budget totals $990.3 million, with the major components reflected in the table below: Actual FY 2007 GENERAL FUND $ 123,380,000 Budget FY 2008 $ 134,738,070 Projected FY 2008 $ 125,048,850 Budget FY 2009 $ 120,318,520 ENTERPRISE OPERATIONS 59,968,252 66,303,080 68,465,187 72,606,360 INTERNAL SERVICE 16,987,742 18,306,130 18,205,618 20,825,680 STREETS FUND 22,355,152 21,677,260 20,810,166 21,086,870 REPLACEMENT FUNDS 16,205,018 16,508,120 11,757,780 14,994,480 SPECIAL REVENUE FUNDS 86,595,634 72,188,180 61,856,410 25,530,100 CAPITAL IMPROVEMENTS 178,491,299 367,709,000 233,617,830 545,074,300 DEBT SERVICE 202,685,533 95,874,900 68,477,230 169,840,030 4,926 3,000 4,460 4,500 TRUST ACCOUNTS GRAND TOTAL REVENUE $ 706,673,556 $ 793,307,740 CARRY OVER FUNDS TOTAL SOURCES $ 608,243,531 $ 990,280,840 $ 202,352,985 $ 1,192,633,825 - iv - Table of Contents Budget Message A brief description of the activities and changes in each area follows: General Fund General Fund revenues decreased by $14.4 million or 10.7%. While a few revenue sources increased, decreases in projected local sales tax from construction sources, state shared sales taxes due to declining receipts, and Development Services revenues have offset any increases which accounts for the decline in total revenue. 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. 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 their costs through charges to user departments. Streets Fund The Streets Fund is reliant on state shared fuel tax and vehicle license tax revenues to fund operations. Total revenues from these two sources are expected to remain unchanged with total revenues from these sources forecast at $20.0 million in FY 2009 compared to $19.9 million in FY 2008. As a result of the recent increase in the cost of fuel, the overall fuel consumption trend is down, which will have a negative affect on fuel tax revenues which are set per gallon, and not based upon price of fuel. Until there is more stability with respect to the current and future cost of fuel, revenues in this fund will be subject to change. Special Revenue Special revenue includes Grant Funds, System Development Fees, and Special Districts. System Development Fee (SDF) revenues are planned to decrease from $68.8 million in FY 2008 to $21.5 million in FY 2009, due to decreased development activity. 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. Grants are forecast to increase by $1.3 million from $2.4 million to $3.7 million in FY 2009. 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 $190,000,000 in bond proceeds for street improvements and acquisition of park land. The water improvements include some additional wells and reservoirs, but the largest project is the South Water Treatment Plant presently under construction and anticipated for completion in the spring of 2009. This Plant is a joint effort with the City of Chandler, with each partner paying half the capital and half the operating costs of the facility. Another major element of Capital Improvements is a reservation for Improvement Districts. This is budgeted on a contingency basis in the event a developer wishes to use this public financing mechanism to construct public infrastructure for future development. Once debt is issued for -v- Table of Contents Budget Message 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. There is presently one Improvement District in the design and construction process. Debt Service The most significant source of revenue in this area is property taxes ($50.0 million) for the repayment of voter approved General Obligation bond debt. There are also transfer revenues 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. As noted earlier, there are also 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 revenues 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 detailed information on planned revenues. EXPENDITURES The adopted budget expenditures total $936.7 million. The budget includes $254.7 million to support daily operations and services with the remaining $682.0 million reflects expenditures for debt, capital projects, maintenance districts, grants, and trust accounts. The following table shows expenses by fund: Actual FY 2007 GENERAL FUND $ 111,982,535 Budget FY 2008 $ 143,573,020 Projected FY 2008 $ 130,379,813 Budget FY 2009 $ 124,568,360 ENTERPRISE OPERATIONS 62,303,650 70,620,290 70,688,899 79,247,020 INTERNAL SERVICE 16,578,639 18,392,350 18,217,932 20,319,910 STREETS FUND 22,138,856 25,445,600 22,856,853 25,214,920 4,426,821 5,560,000 4,756,000 5,506,000 SPECIAL REVENUE FUNDS REPLACEMENT FUNDS 73,984,374 83,737,110 77,352,531 77,803,300 CAPITAL IMPROVEMENTS 180,036,572 380,117,430 262,788,510 418,780,000 DEBT SERVICE 135,991,327 157,882,650 152,183,390 185,298,940 TRUST ACCOUNTS GRAND TOTAL EXPENSES 2,500 607,445,274 2,400 885,330,850 2,500 739,226,428 2,500 936,740,950 $ $ $ $ General Fund General Fund expenditures are planned to decrease by $19.0 million compared to the FY 2008 Adopted Budget. Decreases are a result of certain one-time capital expenses in FY 2008, and general expenditure reductions including reductions in staffing where workloads dictate. Major decreases are attributable as follows: Support Services $1.4 million, Development Services $6.6 million due to decreased workload and reductions in force, Police $1.3 million, Fire $6.6 million due to completion of two replacement fire stations in FY 2008, and Community Services $4.6 million again due to capital project completions. - vi - Table of Contents Budget Message Enterprise Operations Total expenditures for the Water, Wastewater and Solid Waste funds are expected to increase by approximately $8.6 million, based upon anticipated expenses to maintain current services and maintenance requirements of the respective systems. Internal Services Total expenditures related to Fleet Maintenance, Copy Services, and the Health Insurance are expected to increase by approximately $2.0 million. The increase is primarily attributable to the ongoing costs of the Gilbert Self Insured Health Fund. Streets Fund Total expenses are budgeted at $25.2 million, a slight decrease of $200,000 over FY 2008. Expenses in this fund support the maintenance of the public road network. In addition, there are certain road improvement projects funded through the Streets Fund, in addition to those that are funded through bonds or being built by developers and subsequently dedicated to Gilbert. Special Revenue The most significant area of expense is the transfers from the System Development Fee Funds to Capital Projects for pay for those growth related capital projects, with the FY 2009 expenses estimated at $3.2 million, down from the prior year’s $14.9 million. Grants are forecast to increase to $2.1 million, up from $1.2 million in FY 2008. Special Districts for Street Lights and Parkway Maintenance are anticipated to increase to $2.5 million from $1.7 million in FY 2008. Capital Improvements Expenditures are budgeted to increase from $380.1 million in FY 2008 to $418.8 million in FY 2009. Major Capital Project expenditures anticipated in FY 2009, include: • • • • • South Water Treatment Plant Completion South Area Reclaimed Water Infrastructure Williams Field Road Special Events Center – Land Acquisition Chandler Heights Basin – Phase I • Vaughn Avenue Parking Structure • Power and Pecos Union Pacific RR Crossing Water Rights Acquisition Val Vista – Germann to Queen Creek • • 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 at $34.9 million, Municipal Property Corporation Bonds at $150 million and Improvement District Bonds at $354,000. New debt issues are anticipated in early FY 2009 for the construction of various roadway improvements and land purchases within Gilbert. Municipal Property Corporation Bonds are also possible for park land acquisitions. Trust Accounts These expenses relate to the payment of benefits to the remaining Volunteer Firefighter pensioner. - vii - Table of Contents Budget Message The summary financial section which follows this Message contains additional level of explanation of expenditures. The detail section of this document also contains further documentation of the performance and expenditure of funds in major program areas. The Financial Overview section provides additional information and detail on expenditures. PERSONNEL Personnel services represents 39% of total operating budget expenses for FY 2009. The compensation system for Gilbert was established in 2002 with a comprehensive classification and compensation study. The system was modified by the establishment of a results based compensation program in FY 2004. Additional changes in FY 2006 included further improvements to the system to address wage compaction issues where persons were not moving through the range, compared to newly hired persons. In FY 2007, Gilbert’s compensation program was modified to adjust supervisory range placements ensuring compensation over that of direct subordinate pay. In FY 2008, police salaries included a mid-year adjustment, in an attempt to address discrepancies within the area competitive market for starting and maximum wages. The FY 2009 change to the compensation programs is totally market based to increase minimum and maximum wages by 3%. No funds are provided for movement through the range for FY 2009. As previously noted, Council only approved a modification to the Pay Plan of 2% effective July 1, 2008, with a direction to review the status of the budget at mid year. The following table shows the total full-time equivalent breakout by program area: Budget FY 2008 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 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 Revised FY 2008 32.00 92.75 52.25 97.63 350.00 193.00 18.00 116.27 951.90 184.80 55.30 26.00 8.76 1226.76 Budget FY 2009 32.00 91.25 50.25 97.13 342.00 199.50 18.00 116.98 947.11 197.30 55.30 26.00 10.18 1235.89 % Change 0.8% -1.4% -2.0% -16.7% -2.3% 4.5% 0.0% 0.6% -2.1% 6.8% 1.8% 0.0% 50.6% -0.3% A detailed listing of authorized positions and staffing levels by responsibility center and classification found in the Appendix of this document. - viii - Table of Contents Budget Message The following bar chart shows the relationship of the number of employees per 1,000 residents over the past four years: FTE Per 1,000 Population 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 Actual FY2006 Actual FY2007 Budget FY2008 Projected FY2008 Budget FY2009 FUNDING CHALLENGES The challenge to balance one time revenues generated by growth with the ongoing service demands that growth creates continues. Retail sales tax revenue supports a significant portion of the budget making diversification and expansion of this revenue source a critical component of Gilbert’s future. Sales tax continues to be a highly volatile revenue source to pay for ongoing expenditures as has been demonstrated in this year’s budget process. Escalating fuel costs and cost of living demands are immediately reflected in retail and restaurant activity in the local economy, and Gilbert is no exception. As previously discussed this additional revenue is serving to replace other development related revenue sources in our current plan. This will improve over time, but it demonstrates the risk of reliance on local sales tax and state shared sales tax to fund ongoing operating and maintenance requirements. The Council has been proactive in establishing System Development Fees to pay for infrastructure related to growth of the community. These fees, however, only pay for capital construction, not for ongoing operation and maintenance costs. Citizens moving to Gilbert have service expectations and experiences from other communities which have different funding sources and different priorities than those chosen by Gilbert. A Community Working Group in 2000 analyzed the predicament before recommending the last sales tax increase, and fairly stated this dilemma in their finding that Gilbert needed to focus on its core services, and wait for maturity to meet other service needs or interests. LOOKING AHEAD Two years ago the community witnessed the completion of the Santan Loop 202 Freeway through Gilbert. The project represented the completion of a 20 year vision for the community. The continued development of the power centers, retail centers, auto-mall, and employment and offices along this corridor are vital to our future. Our future financial model anticipates significant sales tax generation opportunities along the freeway corridor to achieve our goal of sales tax paying for ongoing services. - ix - Table of Contents Table of Contents Guide to the Budget Document WHAT IS THE BUDGET? The budget sets forth a strategic resource allocation plan that is aligned with community goals, preferences and needs. The budget is a policy document, financial plan, operations guide, and communication device. Through the budget, Gilbert demonstrates its accountability to its residents and customers. To provide the maximum accountability this section provides the reader with some basic understanding of the components of the budget document and what is included in each of these components. ORGANIZATION OF THE BUDGET DOCUMENT The budget document includes seven major areas: 1. The introduction which provides the Manager’s budget message along with overview information about Gilbert including the organization, vision, mission and values, strategic goals, Gilbert facts, fund structure, budget process and policy statements. 2. The financial overview illustrates the total financial picture of Gilbert, including projected fund balances, five year fund forecasts, 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, 2007. 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 1,222 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 ------------------------------------ Jim Norman 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---------------------------------------------------- John Hudson 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 Human Relations, Culture & Art Promotion Commission Utilities Board of the Town of Gilbert 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 Program Support Permit and Plan Review Inspection and Compliance Public Safety Planning and Development Police Business Development 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 Business 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 decision-making to the lowest possible level Education and practice with emergency disaster plans WE DEMONSTRATE ALIGNMENT TO STRATEGIC GOALS BY: ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Council established an Environmental Programs Task Force Maintain a lean staffing ratio to reduce costs Construction of a parking garage in the Heritage District Partnership with School Districts for construction and operation of Aquatic Centers Actively participate in with other government jurisdictions to plan and respond to regional/urban issues Constructed South Area Service Center and Municipal Center II Expansion Council sub-committees developed standards for Police and Fire Water conservation efforts hold the average per person use at 220 gallons per day Annual Capital Improvement Plan and Program outlines capital improvement requirements Continue redevelopment of Heritage District through purchase of property as it becomes available Annual citizen survey Active Continuous Quality Improvement steering committee to promote concepts and actions of CQI Initiated a Preferred Company study through Morrison Institute for Public Policy at Arizona State University - 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 non-vehicular 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, well-maintained parks, open spaces, locally and regionally connected bike lanes, and multiple-use and equestrian paths and trails that reflect Gilbert’s heritage. Environmental Planning Available and secured resources are used and consumed in a manner that ensures a sustainable economy and quality of life. Public Facilities and Services Provide a high level of municipal services and facilities to properly serve the community in a manner that enhances quality of life, optimizes existing facilities, and provides for future needs. Neighborhood Encourage development/re-development of under utilized employment areas, enhance job opportunities, enhance tax base and create a healthy economy. Encourage a variety of housing options that provide the opportunity for affordable housing, preservation of existing housing stock, revitalization of mature neighborhoods. Economic Development Gilbert will become widely recognized as a globally competitive community that is a prime location for business and industry. Community Design Provide the development community and the citizens of Gilbert with guidelines and assistance to develop Gilbert as a “Community of Excellence” in new construction and re-development 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. During FY 2009, a bi-annual survey will be issued to all employees to determine the integration level of CQI into our work culture. - 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.gilbertaz.gov/busdev/profile - 14 - Table of Contents Gilbert Facts Demographics: Median Household Income: Average Household Size: Average Family Size: Gilbert Greater Phoenix $ 76,171 3.26 3.58 $ 48,711 2.71 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 Over one-third of the population is 19 years and younger 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 Source: U.S. Census Bureau – 2005 American Community Survey. Population Growth Was named the Fastest Growing Community of 100,000 or greater in 2002 by the U.S. Census Bureau ƒ 203,262 210,000 180,000 Population in 1970 was 1,971 ƒ 150,000 The anticipated population at build out is in excess of 330,000 ƒ 90,000 59,338 60,000 30,000 Population increased 276% in the decade of the 1990’s and continues to climb ƒ 109,697 120,000 29,188 1,971 5,717 0 1970 1980 1990 1995 2000 2007 Age Distribution Gilbert Ethnic Make-up 84.7% White 0.4% 4.4% Other 0.1% 4.8% Asian 3.3% 2.3% Two or more Races 2.3% 4.8% 4.4% 84.7% 3.3% African American 0.4% American Indian/Alaska Native 0.1% Native Hawaiian/Pacific Islander Gilbert: Under 5 5-19 20-54 55-74 Over 75 11.4 27.0 50.1 9.6 1.9 Greater Phoenix: Under 5 8.3 5-19 21.8 20-54 49.7 55-74 15.3 Over 75 4.9 Source: U.S. Census Bureau – 2005 American Community Survey. Source: Arizona Department of Economic Security, U.S. Department of Labor - 15 - Table of Contents Gilbert Facts Economic Information: ƒ The median household income is $76,171 – the highest among Phoenix cities with a population above 100,000 and 39% above the national average ƒ There are more than 56,200 jobs in Gilbert. Approximately 23,604 of those are held by Gilbert residents ƒ Gilbert’s three hospitals have all opened within the past three years; Gilbert Emergency Hospital, Catholic HealthCare West and Banner Health Housing Starts 6,000 5,000 4,000 3,000 Major Employers Gilbert Unified School District Banner Health Care Wal-Mart, Inc. Town of Gilbert Target Stores, Inc. Mercy Gilbert Medical Center GoDaddy Software, Inc. Fry's Food Store Dillard's Costco Wholesale The new home median value in 2007 was $276,085 ƒ The resale home median value in 2007 was $270,000 ƒ Over 250 building permits were issued per month on average during FY 2007, for FY 2008, 119 building permits were issued per month on average ƒ Average rent for a one bedroom unit is $608, two bedrooms average $828 1,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 ƒ Approximately 8 million square feet of new retail space will be added between 2005 and 2010 ƒ For 2005 through 2010, development trends call for an additional 2.9 million square feet of new industrial development and 3.5 million square feet of new office development ƒ 5,038 1,485 1,394 1,235 1,010 870 710 661 617 616 ƒ 2,000 0 Employees 2007 Gilbert Civilian Labor Force = 87,507 2.0% 98.0% In 2007, Gilbert welcomed the SanTan Village Regional Shopping Center, the retail portion of a mix-use urban village that ultimately will encompass 3 million square feet and 500 acres of entertainment, retail, restaurant and office uses Employed 85,669 Unemployed 1,838 Source: Arizona Department of Economic Security, U.S. Department of Labor For more on population figures and community resources, visit www.gilbertaz.gov/busdev/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. 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. Æ 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. Æ 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. Æ 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. Æ 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. Æ 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. Æ 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. Æ 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. Æ HOME Fund This fund accounts for Federal Home Investment Partnership revenue. The revenue is used for expenditures that create - 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. Æ Fund Æ Cost Center Æ 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: Æ Æ Æ Æ Æ 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 for FY 2009 is $295,093,614. 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 9 No change in sales or property tax rate 9 Continue implementation of Fire subcommittee recommendations 9 Continue implementation of Police subcommittee recommendations 9 Continue implementation of Parks and Recreation sub-committee recommendations 9 Allow for a 2% market range adjustment to be readdressed mid-year 9 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: The major steps in preparation of the budget were: 9 Update FY 2008 projections and five year projections for operating funds 9 Council input of boundaries and priorities 9 Preparation of budget with input from staff 9 Present draft to Council 9 Council review and adoption The Budget Calendar page depicts the timing in more detail. STATE EXPENDITURE LIMIT The State of Arizona sets a limit on the expenditures of local jurisdictions. State Statute sets the limits unless otherwise approved by the voters. The Town of Gilbert received voter approval to increase this limit because of the population growth rate. Gilbert must budget at or below this limit. 9 9 9 9 9 9 General Streets Water Wastewater Solid Waste – Residential Solid Waste - Commercial The Council must approve all budget transfers from contingency. The contingency account is used for emergency or unforeseen actions. BUDGET CARRYFORWARD If completion of a project or acquisition is not expected during a fiscal year, the amount must be included in the budget for the following fiscal year and balanced along with other requests. - 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 - 9 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. 9 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. 9 New capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR. 9 Depreciation expense is not included in the budget, but is an expense in the CAFR. 9 Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of longterm debt liability in the CAFR. 9 Debt issue, discounts and premiums are considered expensed or earned in the year paid or received, not over the life of the bonds. 9 Encumbrances are treated as expenses in the year the purchase is made for budget purposes. Table of Contents Budget Calendar Date Action Responsible November 2007 1 FY 2009 Replacement Vehicles format distributed to Fleet Budget 14 Departments receive instruction to complete FY 2008 year end projections. Departments 21 Fleet completes Replacement Vehicle listing and begins meeting with Departments regarding list Fleet 5 Departments complete fiscal year end projections Departments 7 Distribute forms for Departments (Police, Court, TS, Prosecutor, Fleet) to update model operating costs Budget 10 Final Vehicle Replacement listing provided to Budget Fleet/Departments 12 Executive Team to determine priorities, goals, and identify constraints for FY 2009 Executive Team 3 Departments update model operating costs Departments 4 Estimate FY 2008 status, revenue projections Budget 4 Enterprise, Streets, and Fleet funds receive forms to complete five year plans Departments 16 Executive Team to review budget status for FY 2009 Executive Team 17 Departments receive forms to complete for FY 2009 budget requests Departments 30 Executive Team to review budget status for FY 2009 Executive Team 1 Departments receive forms to complete goals, objectives and performance measures Departments 2 Council determines boundaries and goals for FY 2009 Council 6 Executive Team to review budget status for FY 2009 Executive Team 7 Enterprise, Streets, and Fleet funds complete five year requests Departments December 2007 January 2008 February 2008 - 21 - Table of Contents Budget Calendar Date Action Responsible February 2008 7 FY 2009 budget requests due Departments 12 Update financial tables with requests Budget 13 Executive Team to review budget status for FY 2009 Executive Team 20 Departments complete update of goals, objectives, measures Departments 20 Executive Team to review budget status for FY 2009 Executive Team 21 Executive Team to review budget status for FY 2009 Executive Team 27 Executive Team to review budget status for FY 2009 Executive Team 1 Council to discuss budget and five year plans Council 4 Public Hearing on the Capital Improvement Plan Council 5 Review Budget decisions made at Council retreat Executive Team 7 Review Departmental requests in conference with goals and constraints identified Budget 12 Executive Team Update Budget 15 Receive assessors role certification County 15 Receive expenditure limitation figures State 15 Receive estimated State shared revenue figures League 26 Budget review and recommendations Executive Team 26 Distribute FY 2008 Accomplishment form Budget 27 Council to discuss Capital Improvement Plan and Enterprise and Street FY 2009 budgets Council Discussion and direction regarding financial conditions, issues, forecasts, and budget boundaries related to capital improvements and the five year operating plan for the General Fund Council March 2008 April 2008 8 - 22 - Table of Contents Budget Calendar Date Action Responsible April 2008 14 Submit FY 2008 accomplishments to Budget Departments 15 Review budget status - Tenative Council 15 Council receives report for Utility rate changes and sets public hearing date Council 29 Adopt preliminary budgets for PKID and SLID Council 1 Prepare preliminary budget Budget 3 Council planning meeting regarding FY 2009 budget Council 27 Adopt final budgets for PKID and SLID Council 27 Adopt preliminary property tax levy Council 27 Council hold public meeting and adopts Utility rates Council 27 Adopt preliminary FY 2009 budget Council 27 Adoption of the Capital Improvement Plan Council 12 Advertise budget information Budget 19 Advertise budget information Budget 24 Adopt final FY 2009 budget Council 24 Adopt final property tax levy Council 30 Final budget document to printers Budget May 2008 June 2008 July 2008 1 New utility rates become effective 14 Publish final budget document - 23 - Budget 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 2.0% 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 and $174 million in 2007. 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 20% of secondary assessed valuation allowed for projects. Reserve Gilbert annually reviews the status of outstanding and future potential debt in relation to capacity to defease, call or refund outstanding debt. Gilbert maintains a General Fund “rainy day” reserve of $12,500,000 which is the goal of 10% of total General Fund expenditures. For FY 2009, Council approved a General Fund budget with a ending fund balance less than the 10% minimum requirement due to the economic downturn. Replacement Funding Allowance for Unexpended Appropriations 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 projected replacement cost/anticipated useful life of the fleet. The Water, Wastewater, Residential Solid Waste, and Commercial Solid Waste operating funds budget 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. 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. Revenue Gilbert strives to balance residential growth with commercial and industrial growth to stabilize the privilege tax revenue. Replacement funds in Water and Wastewater provide future replacement of infrastructure and fleet. 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. - 24 - Table of Contents Financial Policies Gilbert avoids dependence on temporary revenue sources to fund recurring government services. 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 does not use the property tax for operating expenditures. Gilbert is conservative in revenue estimates. Revenues resulting from possible changes in laws or ordinances are not included in revenue estimates. Five Year Forecasts Five year forecasts are updated annually for the following funds: Investments Gilbert keeps all idle funds fully invested as authorized by State Statute. ♦ ♦ ♦ ♦ ♦ ♦ Accounting, Auditing and Financial Reporting Policies An independent audit is performed annually. A request for proposal prepared every three years to procure services for the audit. General Streets 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. The five year forecasts can be found in the Financial Overview section of this budget document. Gilbert produces a Comprehensive Annual Financial report in accordance with Generally Accepted Accounting Principles (GAAP) as outlined by the Government Accounting Standards Board (GASB). Gilbert strives to meet the guidelines and criteria necessary to receive the Government Finance Officer’s Association Certificate for Excellence in Financial Reporting. Gilbert has received the award annually since 1991. 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. - 25 - Table of Contents − 26 − Table of Contents Financial Overview _____________________________________ Source and Use of Funds Fund Balances Budget Summary Five Year Forecast General Information General Fund Five Year Forecast Water Fund Five Year Forecast Wastewater Fund Five Year Forecast Residential Solid Waste Five Year Forecast Commercial Solid Waste Five Year Forecast Street Fund Five Year Forecast Revenue Summary Revenue Detail Expense Summary Expense Detail Revenue Sources Property Tax Rates Personnel Summary Table of Contents Source and Use of Funds Replacement Funds 7.2% General Fund 12.8% Street Fund 2.2% Enterprise Funds 6.9% Special Revenue 5.0% Capital Improvements 45.9% Debt Service 20.0% The total source of funds for FY 2009 is approximately $1,192,634,000. 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 13.6% Street Fund 2.7% Enterprise Funds 8.7% Capital Improvements 45.7% Special Revenue 8.5% Debt Service 20.2% The total use of funds for FY 2009 is approximately $936,741,000. 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. - 27 - Table of Contents Fund Balances Starting Balance GENERAL FUND ENTERPRISE FUNDS Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation $ 28,903,907 Total Sources Revenue $ 120,318,520 $ Total Uses 149,222,427 $ 124,568,360 Ending Balance $ 24,654,067 (2,415,977) 10,098,525 1,603,433 (476,798) - 35,389,940 20,331,000 14,117,500 2,700,900 67,020 32,973,963 30,429,525 15,720,933 2,224,102 67,020 35,294,300 26,369,230 15,053,150 2,463,320 67,020 STREET FUND 4,147,650 21,086,870 25,234,520 25,214,920 19,600 INTERNAL SERVICE FUNDS Fleet Maintenance Copier and Printing Health Self-Insurance 72,897 322,657 1,924,734 7,368,680 382,000 13,075,000 7,441,577 704,657 14,999,734 7,368,680 353,130 12,598,100 72,897 351,527 2,401,634 12,181,605 4,219,916 26,325,477 20,736,416 4,554,738 1,137,540 151,936 243,600 1,658,060 4,779,790 5,958,460 1,979,280 301,580 73,710 12,425,205 5,877,976 31,105,267 26,694,876 6,534,018 1,439,120 225,646 3,538,000 479,000 397,000 310,000 430,000 267,000 85,000 8,887,205 5,398,976 30,708,267 26,384,876 6,104,018 1,172,120 140,646 SUB TOTAL OPERATING FUNDS 113,488,656 249,831,910 363,320,566 254,856,210 108,464,356 SPECIAL REVENUE FUNDS Redevelopment CDBG/HOME Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Grants Riparian Police Impound Street Light Improvement Parkway Improvement Other Special Revenue 486,375 163,423 200,510 209,183 5,507,954 (19,800,182) 922,486 8,191,970 27,858,183 30,552,880 (26,507,949) 4,075,561 108,786 119,038 206,049 222,928 579,822 220,000 958,620 97,000 1,922,000 1,115,000 1,590,000 1,123,000 2,524,000 4,005,000 1,085,000 3,883,000 2,564,000 333,110 360,000 1,447,110 869,780 1,433,480 706,375 1,122,043 297,510 2,131,183 6,622,954 (18,210,182) 2,045,486 10,715,970 31,863,183 31,637,880 (22,624,949) 6,639,561 441,896 479,038 1,653,159 1,092,708 2,013,302 156,730 958,620 60,000 2,175,000 2,936,550 3,060,670 2,439,690 2,513,310 23,411,310 30,252,940 3,186,000 2,103,660 333,110 127,790 1,413,420 1,091,430 1,583,070 549,645 163,423 237,510 (43,817) 3,686,404 (21,270,852) (394,204) 8,202,660 8,451,873 1,384,940 (25,810,949) 4,535,901 108,786 351,248 239,739 1,278 430,232 CAPITAL IMPROVEMENT FUNDS Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space (68,643) (709,464) 812,088 2,166,199 (15,725,171) 5,990,031 (985,431) (100,001) 298,738 113,500,000 191,783,000 2,139,000 13,920,000 19,024,800 137,121,500 20,783,000 1,047,000 45,756,000 113,431,357 191,073,536 2,951,088 16,086,199 3,299,629 143,111,531 19,797,569 946,999 46,054,738 111,863,000 89,896,000 2,139,000 10,622,000 4,754,000 142,291,000 9,711,000 1,047,000 46,457,000 1,568,357 101,177,536 812,088 5,464,199 (1,454,371) 820,531 10,086,569 (100,001) (402,262) REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund - 28 - (2,320,337) 4,060,295 667,783 (239,218) - 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 4,661,247 834,231 3,426,137 54,246,531 811,599 50,021,720 356,000 58,292,000 42,652,310 18,518,000 54,682,967 1,190,231 61,718,137 96,898,841 19,329,599 34,940,940 353,690 57,045,800 74,435,810 18,522,700 19,742,027 836,541 4,672,337 22,463,031 806,899 109,222 4,500 113,722 2,500 111,222 $ 202,352,985 $ 990,280,840 $ 1,192,633,825 $ 936,740,950 $ 255,892,875 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 one time 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 $932,902. • The Traffic Signal SDF, Fire SDF, General Government SDF, and Wastewater SDF Funds have planned deficits due to cash funding of capital projects. Gilbert updates the Capital Improvement Plan and the System Development Fee model annually to determine long range cash balances in these funds. • The Municipal Facilities Project Fund reflects a negative balance due to timing of funding. • The Storm Water Fund reflects a negative balance due to timing of developer payments. • The Parks, Recreation and Open Space fund reflects a negative balance due to timing of funding. - 29 - Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2006 Actual FY 2007 Budget FY 2008 General Fund Enterprise Funds Street Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 818.47 157.10 47.50 21.00 0.00 4.69 0.00 0.00 0.00 918.80 173.85 54.50 24.00 0.00 5.15 0.00 0.00 0.00 967.40 184.80 54.30 26.00 0.00 6.76 0.00 0.00 0.00 951.90 184.80 55.30 26.00 0.00 8.76 0.00 0.00 0.00 947.11 197.30 55.30 26.00 0.00 10.18 0.00 0.00 0.00 1,048.76 1,176.30 1,239.26 1,226.76 1,235.89 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Total Personnel EXPENSES BY ACTIVITY General Fund Enterprise Funds Street Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Expenses 111,982,535 62,303,650 22,138,856 16,578,639 4,426,821 73,984,374 180,036,572 135,991,327 2,500 143,573,020 70,620,290 25,445,600 18,392,350 5,560,000 83,737,110 380,117,430 157,882,650 2,400 130,379,813 70,688,899 22,856,853 18,217,932 4,756,000 77,352,531 262,788,510 152,183,390 2,500 124,568,360 79,247,020 25,214,920 20,319,910 5,506,000 77,803,300 418,780,000 185,298,940 2,500 $ 614,813,559 $ 607,445,274 $ 885,330,850 $ 739,226,428 $ 936,740,950 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 69,555,835 126,922,482 191,188,348 227,146,894 80,523,495 128,464,083 174,907,713 223,549,983 99,252,710 165,301,290 391,297,720 229,479,130 96,099,129 156,822,253 272,236,829 214,068,217 101,214,570 212,281,200 364,720,820 258,524,360 $ 614,813,559 $ 607,445,274 $ 885,330,850 $ 739,226,428 $ 936,740,950 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2009 103,412,984 73,779,768 18,001,236 13,397,084 1,778,987 100,688,660 188,574,375 115,177,965 2,500 EXPENSES BY CATEGORY Total Expenses Projected FY 2008 $ 623,051,649 614,813,559 706,673,556 607,445,274 8,238,090 $ 99,228,281 - 30 - 793,307,740 885,330,850 608,243,531 739,226,428 990,280,840 936,740,950 $ (92,023,110) $(130,982,897) $ 53,539,890 Table of Contents Five Year Forecast General Information A five year financial forecast is prepared annually for the following funds: 9 9 9 9 9 9 General Fund Street Fund Water Fund Wastewater Fund Residential Solid Waste Fund Commercial Solid Waste Fund These forecasts are interactive financial planning models which allow the Council and staff to view multiple scenarios to determine the optimal budget for a specific fund. Multiple versions of each forecast are created as assumptions and market conditions change. The final versions of these five year forecasts are included in this section. The five year financial forecasts include the same elements and most of the assumptions related to expenditure changes are applied consistently throughout. The projected revenue drives the expenditures in the General Fund and the Street fund; whereas, the revenue in the Water, Wastewater and Solid Waste Funds is determined based on the necessary expenditures to operate these enterprise operations. The elements of the models include: 1. Beginning Balance - the projected balance available for current operations 2. Total Revenue – includes all revenue sources and transfers in from other funds 3. Base Expenditures – reflects what the expenditures would be if no changes are made to the budget for the General Fund and what the base is with expenditure assumptions for the other Funds 4. Base Expenditures Change – specific requested changes to the budget 5. One Time Expenditures – specific expenses that occur once 6. Capital Project Expenditures – includes transfers to other funds to finance construction and future operating costs in the fund for new capital projects 7. Total Fund Balance – what amount will be available at fiscal year end The following expenditure assumptions are consistent among all six forecasts: 9 Compensation increases were limited to a 2% market adjustment for FY 2009. Council will readdress the FY 2009 market adjustment mid-year. All future years include a 3% market adjustment and a 5% merit adjustment based on performance. 9 Benefit increases are estimated at 10% based on information provided by the Health Insurance Trust. Impact to each fund will differ depending on employee benefit elections. 9 A 3% inflationary factor is included for all future years. This factor is based on CPI and will be adjusted with changes in the economy for future years. 9 The insurance market adjustment provides an escalator based on estimates from Risk Management. - 31 - Table of Contents General Fund Five Year Forecast Adopted FY 2009 Projected FY 2010 Projected FY 2011 Projected FY 2012 Projected FY 2013 28,904,000 24,655,000 24,972,000 25,306,000 31,055,000 120,319,000 133,023,000 140,678,000 156,886,000 167,154,000 108,664,000 108,912,000 108,912,000 108,912,000 108,912,000 - 14,151,000 24,068,000 36,068,000 48,687,000 108,664,000 123,063,000 132,980,000 144,980,000 157,599,000 11,120,000 7,527,000 5,578,000 3,621,000 1,608,000 4,784,000 2,116,000 1,786,000 2,536,000 4,771,000 Total Expenditures 124,568,000 132,706,000 140,344,000 151,137,000 163,978,000 Total Fund Balance 11,013,000 15,229,000 18,235,000 25,532,000 29,934,000 Unreserved Fund Balance (1,487,000) 1,929,000 4,235,000 10,432,000 13,534,000 3.0% 0.0% 0.0% 0.0% (13,642,000) 2,277,000 12,500,000 8.0% 10.0% 3.0% 10.0% (1,704,690) (9,743,000) 2,389,000 13,300,000 8.0% 10.0% 3.0% 10.0% (3,856,917) (7,071,000) 2,550,000 14,000,000 8.0% 10.0% 3.0% 10.0% (6,491,962) (5,523,000) 2,722,000 15,100,000 8.0% 10.0% 3.0% 10.0% (9,607,549) (4,297,000) 2,909,000 16,400,000 3.0% -65.0% 3.0% 3.6% -3.3% 3.0% -25.0% 3.0% 3.0% 117.0% 3.0% -1.0% 4.4% 3.0% 40.0% 3.0% 5.0% 0.0% 5.0% 2.0% 5.0% 3.0% 0.0% 3.0% 5.0% 0.0% 5.0% 2.0% 5.0% 3.0% 0.0% 3.0% 5.0% 0.0% 5.0% 2.0% 5.0% 3.0% 0.0% 3.0% Beginning Balance Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Capital Project Expenditures Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Anticipated Salary Savings SDF Bonding Reservation Operating Contingency Minimum Balance Revenue Assumptions: Retail Sales Tax (Base Growth) Construction Sales Tax Other Sales Tax State Shared Income Tax State Shared Sales Tax Police Fines Development Services Community Services - 32 - Table of Contents General Fund Five Year Forecast The following items highlight contributing factors that affect the General Fund: 9 Anticipated salary savings is determined based on the percentage of employees anticipated to be at maximum rate of pay for their classification. This savings only applies when a merit increase is given for that particular fiscal year. 9 Operating contingency is 2% of budget base expenditures at a given point in the budget process. 9 Revenue assumptions are presented more fully in the Revenue section of the summary. In general Gilbert is anticipated a full year of economic downturn with a slow recovery starting in FY 2010. 9 Construction Sales Tax is anticipated to be off significantly from FY 2008 and will recover in FY 2010 due to the economic downturn. 9 The fund balance includes a reduction for the System Development Fee (SDF) bonding reservation required to repay debt in SDF funds that are projected to have a negative balance due to reductions in new construction. 9 The Council adopted a reserve policy for the General Fund recommending a reservation of Fund balance equal to 10% of total expenditures. The Council elected to project a fund balance less than this policy for the current fiscal year due to the anticipated temporary nature of the downturn in the economy. 9 The base expenditure change is driven by the expenditure assumptions and by the police standard set by the Council sub-committee. For every 1,000 people added to population, 1.1 police officers are added. The model calculates all the related costs for these officers in terms of police supervision, support services, prosecution and court. - 33 - Table of Contents Water Fund Five Year Forecast Adopted FY 2009 Projected FY 2010 Beginning Balance (2,416,000) (2,320,000) Total Revenue 35,390,000 36,029,000 26,920,000 Projected FY 2011 Projected FY 2013 1,087,000 5,322,000 37,740,000 39,537,000 41,422,000 29,804,000 30,950,000 32,144,000 33,424,000 - 286,000 339,000 339,000 392,000 26,920,000 30,090,000 31,289,000 32,483,000 33,816,000 One Time Expenditures 1,044,000 1,356,000 927,000 928,000 1,006,000 Capital Project Expenditures 7,330,000 2,784,000 3,917,000 1,891,000 1,948,000 Total Expenditures 35,294,000 34,230,000 36,133,000 35,302,000 36,770,000 Total Fund Balance (2,320,000) 1,087,000 5,322,000 9,974,000 Operating Result 6,918,020 4,160,000 4,615,000 5,163,000 5,658,000 3% 0% 0% 0% (524,000) 1,247,000 8% 10% 3% 10% (569,000) 1,423,000 8% 10% 3% 10% (594,000) 1,485,000 8% 10% 3% 10% (619,000) 1,547,000 8% 10% 3% 10% (647,000) 1,617,000 6% 0% 0% 0% 0% 5% 0% 5% 0% 5% Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures (521,000) (520,000) Projected FY 2012 Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency Revenue Assumptions: Rate Increase Revenue Change The following items highlight contributing factors that affect the Water Fund: 9 Allowance for unexpended is assuming that there will be a percentage of budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is determined to be 2% of the budgeted base expenditures at a given point in the budget process. 9 Operating contingency is 5% of budget base expenditures at a given point in the budget process. 9 Operating result is Total Revenue less Base Expenditures less capital maintenance costs which are included in the Capital Project Expenditure line item. 9 The Water Fund rate structure should be sufficient to finance operations after the 6% rate increase in the current fiscal year. 9 The major drivers in the Water Fund budget include addition of a South Water Treatment Plant in late FY 2009, capital expenditure transfers for a well, water line and reservoir rehabilitation. - 34 - Table of Contents Wastewater Fund Five Year Forecast Adopted FY 2009 Projected FY 2010 Projected FY 2011 10,099,000 4,060,000 Total Revenue 20,331,000 21,460,000 23,705,000 26,478,000 29,323,000 20,475,000 21,173,000 21,875,000 22,636,000 23,445,000 - 258,000 787,000 1,064,000 1,247,000 20,475,000 21,431,000 22,662,000 23,700,000 24,692,000 One Time Expenditures 1,328,000 1,011,000 992,000 1,137,300 857,000 Capital Project Expenditures 4,566,000 3,617,000 1,545,000 33,000 130,000 Total Expenditures 26,369,000 26,059,000 25,199,000 24,870,300 25,679,000 Total Fund Balance 4,061,000 Base Expenditure - Change Sub-Total Base Expenditures Operating Result (151,500) (539,000) 9,400 (2,032,000) (2,032,000) Projected FY 2013 Beginning Balance Base Expenditures (538,000) Projected FY 2012 (424,300) (425,000) 3,219,000 1,010,000 2,745,000 4,501,200 Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency 3% 0% 0% 0% (380,000) 951,000 8% 10% 3% 10% (415,000) 1,038,000 8% 10% 3% 10% (440,000) 1,100,000 8% 10% 3% 10% (461,000) 1,152,000 8% 10% 3% 10% (481,000) 1,201,000 6% 0% 6% 0% 6% 5% 6% 5% 6% 5% Revenue Assumptions: Rate Increase Revenue Change The following items highlight contributing factors that affect the Wastewater Fund: 9 Allowance for unexpended is assuming that there will be a percentage of budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is determined to be 2% of the budgeted base expenditures at a given point in the budget process. 9 Operating contingency is 5% of budget base expenditures at a given point in the budget process. 9 Operating result is Total Revenue less Base Expenditures less capital maintenance costs which are included in the Capital Project Expenditure line item. 9 A 6% rate increase is projected for all years based on increasing service levels and increases in costs for salaries, contracts and supplies. 9 The first years of the plan include capital improvement transfers to complete a force main rehabilitation, installation of a 12” sewer in Baseline from Claiborne to Greenfield and install parallel relief sewers. 9 As shown the operating result improves over the five year planning period and the fund balance returns to about 13% of annual expenditures. - 35 - Table of Contents Residential Solid Waste Five Year Forecast Adopted FY 2009 Beginning Balance Projected FY 2010 Projected FY 2011 Projected FY 2012 Projected FY 2013 1,603,000 667,000 1,089,000 2,180,000 3,108,000 14,118,000 14,991,000 16,679,000 18,639,000 20,798,000 13,038,000 13,703,000 14,408,000 15,163,000 15,970,000 - 254,000 539,000 1,140,000 1,521,000 13,038,000 13,957,000 14,947,000 16,303,000 17,491,000 1,919,000 419,000 448,000 1,408,000 980,000 96,000 193,000 193,000 - - Total Expenditures 15,053,000 14,569,000 15,588,000 17,711,000 18,471,000 Total Fund Balance 668,000 1,089,000 2,180,000 3,108,000 5,435,000 Operating Result (935,000) 422,000 1,091,000 928,000 2,327,000 3% 0% 0% 0% (280,000) 700,000 8% 10% 3% 10% (279,000) 698,000 Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Capital Project Expenditures Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency 8% 10% 3% 10% (299,000) 747,000 8% 10% 3% 10% (326,000) 815,000 8% 10% 3% 10% (349,000) 875,000 6% 6% 6% based on reduced growth numbers 6% Revenue Assumptions: Rate Increase Revenue Change 6% The following items highlight contributing factors that affect the Residential Solid Waste Fund: 9 Allowance for unexpended is assuming that there will be a percentage of budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is determined to be 2% of the budgeted base expenditures at a given point in the budget process. 9 Operating contingency is 5% of budget base expenditures at a given point in the budget process. 9 Operating result is Total Revenue less Base Expenditures less capital maintenance costs which are included in the Capital Project Expenditure line item. 9 A 6% rate increase is projected for all years based on increasing service levels and increases in costs for salaries, landfill, fuel and equipment maintenance. 9 The operating result is negative in the current fiscal year because of one time purchases of equipment, transfers to the solid waste replacement fund and contingency. 9 The capital project transfer is for the this fund’s share of utility billing software replacement. - 36 - Table of Contents Commercial Solid Waste Five Year Forecast Adopted FY 2009 Beginning Balance Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Capital Project Expenditures Total Expenditures Projected FY 2010 (477,000) Projected FY 2011 (239,000) Projected FY 2012 Projected FY 2013 29,000 166,000 247,000 2,701,000 2,722,000 2,796,000 2,877,000 2,957,000 2,222,000 2,323,000 2,429,000 2,542,000 2,661,000 - 58,000 116,000 170,000 231,000 2,222,000 2,381,000 2,545,000 2,712,000 2,892,000 241,000 73,000 114,000 84,000 109,000 - - - - - 2,463,000 2,454,000 2,659,000 2,796,000 3,001,000 Total Fund Balance (239,000) 29,000 166,000 247,000 203,000 Operating Result 238,000 268,000 137,000 81,000 (44,000) 3% 0% 0% 0% (47,000) 118,000 8% 10% 3% 10% (46,000) 119,000 8% 10% 3% 10% (49,000) 127,000 8% 10% 3% 10% (51,000) 135,000 8% 10% 3% 10% (53,000) 145,000 4% 3% 0% 3% 0% 3% 0% 3% 0% 3% Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency Revenue Assumptions: Rate Increase Revenue Change The following items highlight contributing factors that affect the Commercial Solid Waste Fund: 9 Allowance for unexpended is assuming that there will be a percentage of budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is determined to be 2% of the budgeted base expenditures at a given point in the budget process. 9 Operating contingency is 5% of budget base expenditures at a given point in the budget process. 9 Operating result is Total Revenue less Base Expenditures less capital maintenance costs which are included in the Capital Project Expenditure line item. 9 The Council adopted a 4% rate increase to continue positive operating results. If the projections remain consistent, another rate increase may be necessary in FY 2012. 9 Future base changes reflect anticipated increases to landfill costs and vehicle maintenance charges. - 37 - Table of Contents Street Fund Five Year Forecast Adopted FY 2009 Beginning Balance Projected FY 2010 Projected FY 2011 Projected FY 2013 (2,097,000) (3,905,000) 4,148,000 20,000 21,087,000 21,606,000 22,267,000 25,138,000 25,907,000 18,065,000 18,795,000 19,509,000 20,233,000 21,023,000 - 1,098,000 1,725,000 2,347,000 2,898,000 18,065,000 19,893,000 21,234,000 22,580,000 23,921,000 One Time Expenditures 1,241,000 713,550 516,800 635,250 515,000 Capital Project Expenditures 5,909,000 1,158,000 2,474,000 3,731,000 1,574,000 Total Expenditures 25,215,000 21,764,550 24,224,800 26,946,250 26,010,000 Total Fund Balance 20,000 (2,096,800) (3,905,250) (4,008,000) Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures Operating Result 1,712,000 (138,550) (139,000) Projected FY 2012 682,450 (242,800) 8% 10% 3% 10% (338,000) 790,000 8% 10% 3% 10% (373,000) 847,000 1,047,750 65,000 Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency 3% 0% 0% 0% (305,000) 761,000 8% 10% 3% 10% (403,000) 890,000 8% 10% 3% 10% (440,000) 955,000 Revenue Assumptions: Revenue Change Based on estimates from AZ League/MAG The following items highlight contributing factors that affect the Street Fund: 9 Allowance for unexpended is assuming that there will be a percentage of budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is determined to be 2% of the budgeted base expenditures at a given point in the budget process. 9 Operating contingency is 5% of budget base expenditures at a given point in the budget process. 9 Operating result is Total Revenue less Base Expenditures less capital maintenance costs which are included in the Capital Project Expenditure line item. 9 Revenue in this fund is driven by state shared revenue and the state’s economy. In 2012 an adjustment is due with the reallocation based on the 2010 census which will increase revenue. 9 This fund needs to be adjusted with next year’s budget process. Several large capital project expenditures are reducing the funding balance. Alternate financing sources may be necessary. 9 The base expenditure change is reflective of increasing costs for street maintenance due to growth in infrastructure. - 38 - Table of Contents Revenue Summary Actual FY 2006 Actual FY 2007 Budget FY 2008 $ 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 $ 98,596,987 1,779,137 3,510,683 239,024 10,232,910 3,169,114 794,877 1,105,226 2,445,872 770,416 481,008 254,746 123,380,000 $ 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 ENTERPRISE OPERATIONS: Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation TOTAL ENTERPRISE $ 24,928,694 14,990,265 10,026,201 1,822,046 38,615 51,805,821 $ 28,676,754 16,894,486 12,295,185 2,071,871 29,956 59,968,252 STREETS $ 16,058,056 $ INTERNAL SERVICES $ 13,636,362 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 Projected FY 2008 $ 103,014,220 2,117,870 3,725,080 173,490 7,223,010 3,197,730 984,940 1,173,740 2,463,770 975,000 125,048,850 $ 31,328,640 19,484,600 13,118,810 2,305,700 65,330 66,303,080 22,355,152 $ $ 16,987,742 $ 11,336,901 641,050 5,661,267 4,864,665 3,559,013 1,113,678 35,141 27,211,715 SUB TOTAL OPERATING FUNDS $ 210,782,042 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS Budget FY 2009 $ 99,005,920 2,762,340 4,068,110 189,500 5,448,420 3,254,000 639,000 1,310,230 2,681,000 960,000 120,318,520 $ 33,011,430 19,141,230 13,679,740 2,570,950 61,837 68,465,187 $ 35,389,940 20,331,000 14,117,500 2,700,900 67,020 72,606,360 21,677,260 $ 20,810,166 $ 21,086,870 $ 18,306,130 $ 18,205,618 $ 20,825,680 $ 3,047,711 2,229,521 4,511,736 4,924,091 1,361,540 96,615 33,804 16,205,018 $ 4,510,820 1,444,130 4,587,990 4,352,900 1,352,320 185,750 74,210 16,508,120 $ 567,210 1,416,210 4,174,670 4,096,970 1,266,320 163,440 72,960 11,757,780 $ 243,600 1,658,060 4,779,790 5,958,460 1,979,280 301,580 73,710 14,994,480 $ 238,896,164 $ 257,532,660 $ 244,287,601 $ 249,831,910 $ 255,572 1,469,188 78,824,953 1,939,339 240,688 2,042,738 1,823,156 86,595,634 $ 150,000 933,830 65,825,000 1,520,000 354,170 2,021,500 1,383,680 72,188,180 $ 272,480 759,070 55,498,700 1,416,990 358,580 200,010 1,928,750 1,421,830 61,856,410 $ 220,000 958,620 17,344,000 2,564,000 333,110 360,000 2,316,890 1,433,480 25,530,100 SPECIAL REVENUE FUNDS: Redevelopment CDBG/HOME Development Fees Grants Riparian Programs Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ 189,391 881,968 79,186,302 1,252,908 385,268 1,775,482 1,040,339 84,711,658 CAPITAL IMPROVEMENTS $ 189,271,017 $ 178,491,299 $ 367,709,000 $ 233,617,830 $ 545,074,300 DEBT SERVICE $ 138,284,020 $ 202,685,533 $ 95,874,900 $ 68,477,230 $ 169,840,030 TRUST ACCOUNTS $ 2,912 $ 4,926 $ 3,000 $ 4,460 $ 4,500 GRAND TOTAL REVENUE $ 623,051,649 $ 706,673,556 $ 793,307,740 $ 608,243,531 $ 990,280,840 CARRY OVER FUNDS $ 202,352,985 TOTAL RESOURCES $ 1,192,633,825 - 39 - Table of Contents Revenue Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 48,838,514 1,368,693 286,449 355,789 12,088,197 11,485,210 372,682 1,635,049 463,471 57,129,376 1,534,360 337,993 488,556 16,594,671 19,761,466 376,101 2,012,511 361,953 62,256,000 1,225,200 344,800 498,000 17,700,220 24,477,760 750,000 705,000 321,000 55,527,000 1,669,210 350,000 498,000 16,600,000 24,985,900 830,000 1,909,680 644,430 51,789,250 1,719,300 360,700 513,000 16,058,400 25,876,800 830,000 402,240 1,456,230 $ 76,924,054 $ 98,596,987 $ 108,277,980 $ 103,014,220 $ 99,005,920 131,422 39 406,645 327,666 1,023,511 75,017 96,850 400 420,090 339,488 917,202 5,107 205,120 896,550 348,680 899,950 3,600 159,350 883,980 198,290 871,690 4,560 189,080 888,780 439,440 1,240,040 5,000 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 $ Support Services: Administration Facilities Maintenance Public Safety Center Heritage Annex Accounting Utility Customer Service Technology Services Administration Communication Services Application Operations GIS Application and Support Personnel Training and Development Risk Management Total Support Services $ 460 176,576 75 729,819 1,201,252 826,060 114,060 179,853 42,608 49,288 $ Legal and Court: Public Defender Town Prosecutor Municipal Court Total Legal and Court 1,964,300 3,320,051 208,395 $ 3,843 122,000 22,284 870,158 1,315,304 100 93,530 262,810 544,560 172,433 47,240 56,421 $ 52,624 3,474 152,297 $ 1,779,137 3,510,683 - 40 - 239,024 $ 22,000 949,970 1,563,810 54,900 147,880 243,780 603,570 203,900 49,390 60,330 $ 56,694 5,170 177,160 $ 2,353,900 Projected FY 2008 3,899,530 226,500 $ 16,280 911,180 1,505,780 50,580 126,780 223,030 578,450 199,510 46,260 67,230 $ 58,000 3,500 165,000 $ 2,117,870 Budget FY 2009 3,725,080 50,080 16,300 907,130 1,689,550 61,220 196,000 230,180 600,200 199,670 46,250 71,530 $ 60,000 6,290 107,200 $ 173,490 2,762,340 4,068,110 62,200 7,300 120,000 $ 189,500 Table of Contents Revenue Detail Actual FY 2006 Development Services: Administration and Customer Service Permit and Plan Review - Building Permit and Plan Review - Fire Permit and Plan Review - Engineering Inspection and Compliance - Building Inspection and Compliance - Fire Inspection and Compliance - Engineering Inspection and Compliance - Code Inspection and Compliance - Backflow Planning and Development Business Development Administration Redevelopment Actual FY 2007 Budget FY 2008 Projected FY 2008 - 199,675 5,452,581 676,594 2,711,312 41,141 72,415 39,326 1,050 185,906 852,667 243 - 178,000 5,539,700 678,000 4,421,200 1,100 210,240 967,000 - - $ 10,232,910 $ 11,995,240 Community Development: Economic Development Admin Planning Building Inspection Code Compliance Backflow Prevention Development Services Development Engineering Traffic Engineering 758 1,171,382 5,470,026 695 191,880 188,619 4,411,061 90 - - Total Community Development $ 11,434,511 Total Development Services $ Police Department: Administration Patrol Canine Traffic Court Support School Programs Records Property Alarm Management Counseling Crime Prevention Total Police Department Fire Department: Administration Training Operations Prevention Education Investigation $ $ - 10,480 430,167 3,528 1,370,709 126,605 48,300 39,860 452,720 25,136 215,468 456 459,018 881 2,160,687 143,350 48,300 41,616 41,320 273,942 - 2,723,429 $ 3,169,114 751 41 2,602 794,530 4,075 - 13,199 42,552 730,286 4,748 1,533 2,559 - 41 - $ - 262,900 3,707,000 650,000 1,529,330 11,000 70,000 32,000 580 201,080 759,020 100 $ 3,029,310 481,000 3,000 2,000 7,223,010 196,000 2,768,400 650,000 980,000 70,000 600 213,420 570,000 $ $ 443,930 2,011,770 128,360 52,410 48,870 44,630 299,340 $ Budget FY 2009 - $ 512,170 2,055,380 167,790 52,410 34,980 55,000 320,000 $ 3,197,730 10,350 24,000 948,410 180 2,000 5,448,420 - 505,140 2,160,000 172,830 36,030 55,000 325,000 $ 3,254,000 10,000 15,000 611,000 3,000 Table of Contents Revenue Detail Actual FY 2006 Emergency Operations Center Total Fire Department 2,420 $ Public Works: Public Works Administration Field Operations Administration Mosquito Control Utility Locates Total Public Works 804,419 $ 1,466,295 $ Other General Fund: Animal Control Incarceration Transportation 2,120,753 794,877 $ 1,105,226 $ 1,217 517,664 - 2,445,872 486,000 $ 1,291,220 $ 3,857 764,287 2,272 2,445,700 984,940 $ 734,650 439,090 $ 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 $ Budget FY 2009 - 810,910 480,310 148 168,351 311 130,546 120,106 125,493 4,236 12,882 64,651 28,014 827,574 138,649 6,805 294,535 56,639 246,518 173,804 13,268 33,342 $ Projected FY 2008 - 670,860 434,366 213 112,260 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 $ Budget FY 2008 - 305,068 672,731 488,496 Community Services: Administration Parks and Open Space Aquatics Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Concessions Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Teen Programs Leisure Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Culture and Arts Total Community Services Actual FY 2007 1,173,740 828,460 481,770 $ 90 184,530 113,570 84,050 85,190 50,130 50,130 59,000 291,200 38,340 743,710 213,040 81,800 7,900 60,000 227,620 135,000 11,190 27,280 $ 2,120 730,570 - 2,463,770 639,000 1,310,230 206,710 22,340 76,850 90,850 105,150 105,050 64,100 304,900 40,550 788,300 295,000 81,800 8,100 61,800 240,000 150,000 11,500 28,000 $ 2,300 960,000 12,700 2,681,000 960,000 - Total Other General Fund $ 518,881 $ 770,416 $ 732,690 $ 975,000 $ 960,000 Non-Operating $ 585,000 $ 481,008 $ - $ - $ - Contingency $ - $ 254,746 $ - $ - $ - TOTAL GENERAL FUND $ 102,070,088 $ 123,380,000 - 42 - $ 134,738,070 $ 125,048,850 $ 120,318,520 Table of Contents Revenue Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 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 21,304,329 1,032,409 585,500 314,730 889,195 357,196 77,695 24,961,468 981,772 809,225 303,413 1,007,954 178,747 22,996 27,820,000 800,000 947,000 280,000 1,158,000 100,000 30,100,000 480,000 585,000 260,000 1,132,100 82,800 10,000 31,906,000 494,000 620,000 260,000 1,132,000 - Total Non-Allocated 24,561,054 28,265,575 31,105,000 32,649,900 34,412,000 Production North Water Plant Production South Water Plant Production Well Production 320,640 - 299,139 100 173,640 - 336,540 - 301,940 676,000 - Total Production 320,640 299,239 173,640 336,540 977,940 214 81,061 - 2,930 - 46,786 30,879 50,000 22,060 - $ 24,928,694 $ 28,676,754 $ 31,328,640 $ 33,011,430 $ 35,389,940 WASTEWATER Non-Allocated: Reuse/Recharge Water Use Charge Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated 416,466 1,172,430 12,357,531 610,434 404,929 557,349 1,408,164 14,176,572 374,432 346,684 1,083,000 1,563,100 15,887,500 472,000 449,000 1,136,890 1,680,000 15,780,000 233,380 200,000 1,491,000 1,780,000 16,728,000 202,000 100,000 Total Non-Allocated 14,961,790 16,863,201 19,454,600 19,030,270 20,301,000 950 30 - 80,960 - Reclaimed: Effluent Re-Use - 120 - - - Total Reclaimed - 120 - - - 27,525 31,135 30,000 30,000 30,000 $ 14,990,265 $ 16,894,486 $ 19,484,600 $ 19,141,230 $ 20,331,000 Distribution Metering TOTAL WATER Collection Quality TOTAL WASTEWATER - 43 - Projected FY 2008 Budget FY 2009 Table of Contents Revenue Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 SOLID WASTE RESIDENTIAL Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated 9,184,892 63,437 31,667 10,793,824 59,077 1,372 11,803,000 25,000 - 12,430,000 53,880 1,900 13,239,000 32,000 - Total Non-Allocated 9,279,996 10,854,273 11,828,000 12,485,780 13,271,000 - 585 - - - 208,611 387,187 200,000 200,000 25,000 17,776 26,740 24,600 25,860 26,500 519,818 996,040 1,066,210 967,790 795,000 - 30,360 - 310 - $ 10,026,201 $ 12,295,185 $ 13,118,810 $ 13,679,740 $ 14,117,500 SOLID WASTE COMMERCIAL Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated 1,528 4,058 2,291 1,305 - 2,600 - Total Non-Allocated 5,586 3,596 - 2,600 - 24,000 36,000 30,000 54,000 30,000 1,284,913 1,453,068 1,541,100 1,713,000 1,822,300 507,547 579,207 734,600 801,350 848,600 Administration Collections Uncontained Recycling Environmental Programs TOTAL SOLID WASTE RESIDENTIAL Administration Collections Rolloffs TOTAL SOLID WASTE COMMERCIAL $ 1,822,046 $ 2,071,871 $ 2,305,700 $2,570,950 $ 2,700,900 IRRIGATION $ 38,615 $ 29,956 $ 65,330 $61,837 $ 67,020 TOTAL ENTERPRISE $ 51,805,821 $ 59,968,252 $ 66,303,080 $ 68,465,187 $ 72,606,360 8,782,895 818,025 5,459,439 320,495 72,534 12,355,280 853,858 7,171,439 274,429 1,575,553 12,325,430 849,380 7,656,450 181,000 25,000 12,200,500 849,380 7,250,500 265,350 2,490 12,566,520 849,380 7,468,020 82,950 25,000 Total Non-Allocated 15,453,388 22,230,559 21,037,260 20,568,220 20,991,870 Street Maintenance: Asphalt Patching 50,000 - 50,000 50,000 50,000 STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated - 44 - Table of Contents Revenue Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Street Cleaning Preventive Maintenance 485,892 47,344 - 500,000 - 158,936 - - Total Street Maintenance 583,236 - 550,000 208,936 50,000 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance 1,048 14,935 4,704 459 1,134 72,951 49,759 80,000 10,000 5,310 1,700 20,000 4,170 25,000 20,000 Total Traffic Control 20,687 124,303 90,000 31,180 45,000 Right of Way Maintenance: Landscape Maintenance Concrete Repair 745 - 290 - - 630 1,200 - Total Right of Way Maintenance 745 290 - 1,830 - $ 16,058,056 $ 22,355,152 $ 21,677,260 $ 20,810,166 $ 21,086,870 5,291,949 6,226,923 7,022,430 6,908,328 7,368,680 $7,022,430 $ 6,908,328 $ 7,368,680 385,000 $ 416,500 $ 382,000 TOTAL STREETS INTERNAL SERVICE Fleet Maintenance: Fleet Maintenance Total Fleet Maintenance $ 5,291,949 $ 6,226,923 Copy Services $ 344,855 $ 373,265 Health Self-Insurance $ 7,999,558 $ 10,387,554 $ 10,898,700 $ 10,880,790 $ 13,075,000 TOTAL INTERNAL SERVICES $ 13,636,362 $ 16,987,742 $ 18,306,130 $ 18,205,618 $ 20,825,680 11,336,901 641,050 5,661,267 4,864,665 3,559,013 1,113,678 35,141 3,047,711 2,229,521 4,511,736 4,924,091 1,361,540 96,615 33,804 4,510,820 1,444,130 4,587,990 4,352,900 1,352,320 185,750 74,210 567,210 1,416,210 4,174,670 4,096,970 1,266,320 163,440 72,960 243,600 1,658,060 4,779,790 5,958,460 1,979,280 301,580 73,710 TOTAL REPLACEMENT FUNDS $ 27,211,715 $ 16,205,018 $ 16,508,120 $ 11,757,780 $ 14,994,480 SUB TOTAL OPERATING FUNDS $ 210,782,042 $ 238,896,164 $ 257,532,660 $ 244,287,601 $ 249,831,910 189,391 881,968 377,114 3,723,519 255,572 1,469,188 329,097 3,781,583 150,000 933,830 353,000 3,881,000 272,480 759,070 254,700 3,278,000 220,000 958,620 97,000 1,922,000 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund SPECIAL REVENUE FUNDS Redevelopment CDBG/HOME Solid Waste Container Traffic Signal SDF - 45 - $ Table of Contents Revenue Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Grants Riparian Programs Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS 3,950,599 4,498,633 4,051,132 13,633,367 20,784,430 7,655,717 20,511,791 1,252,908 385,268 1,256,330 519,152 1,040,339 $ 84,711,658 3,451,593 4,657,536 3,651,188 10,896,833 22,668,986 6,111,930 23,276,207 1,939,339 240,688 1,392,450 650,288 1,823,156 $ 86,595,634 3,303,000 4,285,000 3,553,000 10,997,000 17,975,000 4,850,000 16,628,000 1,520,000 354,170 1,303,940 717,560 1,383,680 $ 72,188,180 2,534,000 3,653,000 2,794,000 8,724,000 16,049,000 5,042,000 13,170,000 1,416,990 358,580 200,010 1,238,740 690,010 1,421,830 $ 61,856,410 1,115,000 1,590,000 1,123,000 2,524,000 4,005,000 1,085,000 3,883,000 2,564,000 333,110 360,000 1,447,110 869,780 1,433,480 $ 25,530,100 CAPITAL IMPROVEMENTS Capital Funding Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation and Open Space 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 16,683,621 3,323,592 2,973,466 42,476,192 52,722,219 13,906,354 4,823,985 41,581,870 99,144,030 45,749,850 3,860,000 5,585,110 28,184,220 132,282,360 8,703,660 315,000 43,884,770 581,360 18,317,110 7,054,553 2,328,464 16,097,756 139,408,065 15,117,040 3,482,040 31,231,442 113,500,500 191,783,000 2,139,000 13,920,000 19,024,800 137,121,500 20,783,000 1,047,000 45,756,000 $ 189,271,017 $ 178,491,299 $ 367,709,000 $ 233,617,830 $ 545,074,300 39,896,482 1,448,983 80,024,942 16,913,613 30,394,748 4,877,056 2,302,697 149,383,232 15,727,800 42,049,870 131,000 25,071,000 16,282,000 12,341,030 39,457,820 1,683,390 446,700 16,913,320 9,976,000 50,021,720 356,000 58,292,000 42,652,310 18,518,000 TOTAL DEBT SERVICE $ 138,284,020 $ 202,685,533 $ 95,874,900 $ 68,477,230 $ 169,840,030 TRUST ACCOUNTS $ $ $ $ $ GRAND TOTAL REVENUE $ 623,051,649 TOTAL CAPITAL IMPROVEMENTS DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater 2,912 4,926 $ 706,673,556 - 46 - 3,000 $ 793,307,740 4,460 $ 608,243,531 4,500 $ 990,280,840 Table of Contents Expense Summary Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 GENERAL FUND: Management and Policy Support Services Legal and Court Development Services 4,309,630 4,817,970 5,802,250 5,119,097 5,952,120 10,527,091 12,051,681 17,007,570 14,344,984 15,624,960 3,673,905 4,578,621 5,269,840 5,116,060 5,134,100 - 12,952,128 20,493,740 15,562,590 13,824,420 Community Development 13,503,198 - - - - Police 30,254,623 30,966,442 37,431,690 34,844,295 36,120,160 Fire 20,078,568 20,137,820 30,578,070 26,937,250 23,971,410 Public Works 1,514,687 1,235,585 1,807,000 1,595,067 1,360,250 Community Services 9,603,658 15,312,410 18,717,040 19,625,339 14,182,680 Other General Fund 3,203,017 3,952,605 4,483,360 4,423,060 4,589,260 Non-Departmental 6,744,607 5,977,273 2,812,071 1,532,000 Contingency TOTAL GENERAL FUND $ 103,412,984 (817,540) $ 111,982,535 2,800,000 $ 143,573,020 $ 130,379,813 2,277,000 $ 124,568,360 ENTERPRISE OPERATIONS: Water 39,145,064 31,544,234 31,866,210 31,426,113 35,294,300 Wastewater 19,161,795 17,000,588 22,461,040 23,549,490 26,369,230 Solid Waste - Residential 12,653,533 11,772,576 14,037,310 13,501,508 15,053,150 2,780,761 1,956,296 2,190,400 2,149,951 2,463,320 38,615 29,956 65,330 61,837 Solid Waste - Commercial Irrigation 67,020 TOTAL ENTERPRISE $ 73,779,768 $ 62,303,650 $ 70,620,290 $ 70,688,899 $ 79,247,020 STREETS $ 18,001,236 $ 22,138,856 $ 25,445,600 $ 22,856,853 $ 25,214,920 INTERNAL SERVICES $ 13,397,084 $ 16,578,639 $ 18,392,350 $ 18,217,932 $ 20,319,910 REPLACEMENT FUNDS: General Fund 785,626 3,539,550 3,141,000 2,337,000 3,538,000 Street Fund 83,787 413,556 262,000 262,000 479,000 Water Fund 109,041 36,714 315,000 315,000 397,000 46,353 - 52,000 52,000 310,000 SW Residential Fund 596,798 437,001 1,540,000 1,540,000 430,000 SW Commercial Fund 157,382 - 250,000 250,000 267,000 Wastewater Fund Fleet Fund - - - - 85,000 TOTAL REPLACEMENT FUNDS $ 1,778,987 $ 4,426,821 $ 5,560,000 $ 4,756,000 $ 5,506,000 SUB TOTAL OPERATING FUNDS $ 210,370,059 $ 217,430,501 $ 263,591,260 $ 246,899,497 $ 254,856,210 SPECIAL REVENUE FUNDS: Redevelopment 115,712 2,703,649 150,460 164,560 156,730 CDBG/HOME 843,821 1,484,506 933,830 652,638 958,620 95,730,331 65,034,789 77,647,690 71,412,918 70,035,470 Grants Development Fees 874,736 849,666 1,098,450 1,251,154 2,103,660 Riparian Programs 338,941 380,026 349,920 358,489 333,110 Police Impound - - - 80,972 127,790 Special Districts 1,806,725 1,869,441 2,183,100 1,704,670 2,504,850 Other Special Revenue 978,394 1,662,297 1,373,660 1,727,130 1,583,070 TOTAL SPECIAL REVENUE $ 100,688,660 $ 73,984,374 $ 83,737,110 $ 77,352,531 $ 77,803,300 CAPITAL IMPROVEMENTS $ 188,574,375 $ 180,036,572 $ 380,117,430 $ 262,788,510 $ 418,780,000 DEBT SERVICE $ 115,177,965 $ 135,991,327 $ 157,882,650 $ 152,183,390 $ 185,298,940 TRUST ACCOUNTS $ 2,500 $ 2,500 $ 2,400 $ 2,500 $ 2,500 GRAND TOTAL EXPENSES $ 614,813,559 $ 607,445,274 $ 885,330,850 $ 739,226,428 $ 936,740,950 - 47 - Table of Contents Expense Detail Actual FY 2006 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 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 717,892 43,785 488,286 43,461 696,030 75,600 559,396 53,881 624,340 69,050 659,967 273,254 504,061 463,781 887,938 186,949 2,975,950 905,634 279,572 641,032 582,830 911,820 285,081 3,605,969 970,750 315,830 700,370 950,020 900,000 390,310 4,227,280 872,135 280,742 686,473 699,314 904,000 374,816 3,817,480 693,810 312,430 690,760 1,023,450 1,240,040 396,320 4,356,810 572,003 680,254 803,340 688,340 901,920 4,309,630 $ 4,817,970 $ 5,802,250 $ 5,119,097 $ 5,952,120 - 53,708 185,620 174,743 162,660 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 694,839 317,178 181,759 101,232 1,591,875 96,551 15,336 2,998,770 693,549 387,990 139,326 113,687 1,700,160 8,824 97,017 29,453 3,170,006 826,720 427,690 218,810 261,960 1,919,700 466,000 116,300 46,030 4,283,210 846,198 412,635 200,160 187,150 1,830,957 214,420 112,300 47,480 3,851,300 823,880 382,200 179,460 195,080 2,186,240 222,990 39,750 4,029,600 Financial Services: Accounting Purchasing Payroll Utility Customer Service Total Financal Services 1,318,828 1,197,939 2,516,767 853,741 212,722 251,059 1,315,488 2,633,010 903,250 331,150 276,250 1,563,810 3,074,460 795,583 307,276 274,010 1,530,303 2,907,172 779,580 323,340 232,870 1,689,550 3,025,340 Technology Services: Technology Services Admin Communication Services Application Operations GIS Application and Support Total Technology Services 786,135 1,031,588 1,412,413 576,528 3,806,664 278,284 1,354,820 2,526,650 678,609 4,838,363 360,210 2,646,560 4,089,540 758,520 7,854,830 322,207 1,806,807 2,893,854 752,201 5,775,069 331,650 2,652,550 3,142,870 749,010 6,876,080 Personnel: Personnel Training and Development Risk Management Total Personnel 801,834 193,269 209,787 1,204,890 852,596 238,013 265,985 1,356,594 1,039,790 255,880 313,780 1,609,450 1,061,524 246,122 329,054 1,636,700 954,970 226,310 350,000 1,531,280 TOTAL SUPPORT SERVICES $ 10,527,091 $ 12,051,681 - 48 - $ 17,007,570 $ 14,344,984 $ 15,624,960 Table of Contents Expense Detail Actual FY 2006 LEGAL AND COURT General Counsel Prosecutor Public Defender Municipal Court TOTAL LEGAL AND COURT Actual FY 2007 749,025 1,095,034 209,043 1,620,803 $ 3,673,905 Budget FY 2008 731,502 1,424,165 306,240 2,116,714 $ 4,578,621 Projected FY 2008 635,020 1,692,980 360,000 2,581,840 $ 5,269,840 Budget FY 2009 555,000 1,697,025 310,000 2,554,035 $ 5,116,060 583,720 1,677,860 360,000 2,512,520 $ 5,134,100 DEVELOPMENT SERVICES Administration and Customer Svc - 629,777 933,800 784,175 730,060 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 - 1,453,421 200,321 1,162,479 299,115 3,115,336 1,763,460 236,870 1,421,360 368,830 3,790,520 1,378,654 198,492 1,351,666 364,887 3,293,699 716,600 161,300 1,362,890 368,800 2,609,590 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 - 1,831,546 364,003 1,023,647 132,616 536,242 185,906 4,073,960 2,424,040 574,120 1,037,850 104,830 642,620 210,240 4,993,700 1,925,633 405,328 870,794 115,780 590,374 207,554 4,115,463 1,383,400 250,050 740,480 108,720 602,150 213,420 3,298,220 Planning and Development - 1,760,338 1,940,740 1,910,585 1,875,630 Business Development: Business Development Admin Redevelopment Total Business Development - 2,803,068 569,649 3,372,717 4,274,860 4,560,120 8,834,980 3,492,204 1,966,464 5,458,668 4,001,920 1,309,000 5,310,920 TOTAL DEVELOPMENT SERVICES - 12,952,128 20,493,740 15,562,590 13,824,420 COMMUNITY DEVELOPMENT Economic Development: Administration Business Development Redevelopment Total Economic Development 2,562,709 1,962,484 4,525,193 - - - - Planning 1,762,252 - - - - Building Safety: Building Inspection Code Compliance Backflow Prevention Development Services Total Building Safety 2,998,168 478,828 191,274 596,483 4,264,753 - - - - Engineering: Development Engineering 1,831,138 - - - - - 49 - Table of Contents Expense Detail Actual FY 2006 Traffic Engineering Total Engineering Actual FY 2007 1,119,862 2,951,000 TOTAL COMMUNITY DEVELOPMENT $ 13,503,198 Budget FY 2008 - $ - Projected FY 2008 - $ - Budget FY 2009 - $ - $ - POLICE DEPARTMENT Administration 619,348 852,016 1,118,440 958,617 972,980 Office of Professional Standards: Professional Standards OPS - Internal Affairs OPS - Hiring/Accreditation Total Office of Professional Standard 824,777 824,777 363,631 472,408 836,039 520,380 464,450 984,830 530,357 466,782 997,139 519,230 343,080 862,310 15,450,621 510,857 2,546,794 494,971 429,530 799,972 20,232,745 15,160,687 370,498 2,099,118 687,026 342,876 990,485 19,650,690 17,278,010 380,510 2,398,660 789,650 492,100 1,207,450 22,546,380 16,928,059 360,121 2,115,558 783,366 408,814 1,221,768 21,817,686 17,232,230 407,370 2,264,660 893,180 388,130 1,331,390 22,516,960 891,413 2,116,384 606,340 47,915 216,597 172,382 4,051,031 918,835 2,332,576 1,073,187 72,676 320,377 192,573 4,910,224 1,052,740 3,450,880 1,550,150 66,530 376,730 156,890 6,653,920 962,804 2,819,120 1,051,852 71,700 370,657 163,859 5,439,992 1,026,460 3,200,460 1,014,620 70,370 371,840 162,040 5,845,790 657,510 745,367 828,750 793,800 800,280 2,642,740 773,596 209,362 3,625,698 397,253 768,891 244,061 1,308,290 1,141,494 3,859,989 340,430 921,830 337,920 2,028,310 1,553,060 5,181,550 307,010 837,291 322,445 1,870,257 1,378,424 4,715,427 319,110 954,390 330,560 1,891,280 1,531,920 5,027,260 243,514 243,514 112,117 112,117 117,820 117,820 121,634 121,634 94,580 94,580 Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support 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 Operations: Fire Training Fire Operations $ 30,254,623 $ 30,966,442 $ 37,431,690 $ 34,844,295 $ 36,120,160 790,138 794,940 816,870 800,953 1,545,250 771,587 17,321,039 837,630 17,715,923 795,090 28,048,750 1,042,319 24,303,659 775,040 20,741,930 - 50 - Table of Contents Expense Detail Actual FY 2006 Total Operations Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention Emergency Operations Center TOTAL FIRE DEPARTMENT $ PUBLIC WORKS Public Works Administration Field Operations Administration Irrigation Fund Subsidy Mosquito and Midge Fly Control Utility Locates TOTAL PUBLIC WORKS COMMUNITY SERVICES Community Services Admin Parks: Parks and Open Space PKID Maintenance Total Parks 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 Adult Sports Special Events Special Needs Outdoor Programs Actual FY 2007 Projected FY 2008 Budget FY 2009 18,092,626 18,553,553 28,843,840 25,345,978 21,516,970 902,346 116,596 4,614 1,023,556 334,760 103,347 14,490 452,597 382,590 120,400 24,570 527,560 409,708 109,253 11,748 530,709 530,900 110,770 17,070 658,740 172,248 336,730 389,800 259,610 250,450 20,078,568 $ 302,260 679,635 21,578 26,782 484,432 $ Budget FY 2008 1,514,687 20,137,820 $ 749,852 12,311 39,056 434,366 $ 1,235,585 30,578,070 $ 1,193,140 37,800 95,750 480,310 $ 1,807,000 26,937,250 $ 1,005,889 42,257 95,750 451,171 $ 1,595,067 23,971,410 828,460 50,020 481,770 $ 1,360,250 866,076 856,083 932,140 881,854 937,480 3,898,846 3,898,846 8,332,189 24,431 8,356,620 7,451,940 182,720 7,634,660 7,874,102 205,686 8,079,788 6,175,130 162,650 6,337,780 255,629 335,721 92,178 683,528 308,347 307,618 209,128 825,093 245,550 305,800 238,590 124,520 129,430 1,043,890 222,237 285,164 228,404 122,868 118,027 976,700 78,290 285,610 250,420 232,970 242,740 1,090,030 392,604 344,517 45,763 931,143 841,060 2,555,087 1,611,302 328,059 47,834 961,323 803,618 84,781 3,836,917 3,528,800 553,470 92,980 1,001,480 1,646,090 1,064,000 7,886,820 4,348,600 542,461 95,456 988,903 1,635,853 901,100 8,512,373 414,790 492,200 89,710 998,800 1,732,970 958,520 4,686,990 81,079 538,242 169,696 240,856 440,436 11,648 40,472 38,313 391,966 179,704 238,833 432,776 31,105 40,410 49,060 212,330 237,060 543,690 37,540 42,770 42,511 205,480 241,371 515,164 31,275 41,926 42,360 221,990 243,760 543,320 36,760 42,210 - 51 - Table of Contents Expense Detail Actual FY 2006 Total Recreation Programs Culture and Arts TOTAL COMMUNITY SERVICES $ Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,522,429 1,353,107 1,122,450 1,077,727 1,130,400 77,692 84,590 97,080 96,897 - 9,603,658 $ 15,312,410 $ 18,717,040 $ 19,625,339 $ 14,182,680 OTHER GENERAL FUND Animal Control Incarceration 108,667 1,032,781 114,110 1,421,265 120,750 1,700,000 120,750 1,900,000 126,790 2,200,000 Transportation: Transit Phoenix Mesa Gateway Airport Total Transportation 1,417,809 350,000 1,767,809 1,600,048 350,000 1,950,048 1,780,870 350,000 2,130,870 1,521,570 350,000 1,871,570 1,401,730 350,000 1,751,730 125,000 23,500 79,790 65,470 293,760 125,000 31,009 51,437 259,736 467,182 125,000 52,080 52,500 302,160 531,740 125,000 52,080 51,500 302,160 530,740 125,000 27,560 51,490 306,690 510,740 Social Services: Youth Special Programs Senior Programs Museum Support Social Services Total Social Services TOTAL OTHER GENERAL FUND $ 3,203,017 $ 3,952,605 $ Non-Departmental $ 6,744,607 $ 5,977,273 $ Appropriated Contingency $ - $ - $ TOTAL GENERAL FUND $ 103,412,984 $ 111,982,535 $ ENTERPRISE OPERATIONS WATER Administration Water Conservation Production: North Water Treatment Plant South Water Treatment Plant Water Well Production Water Quality Assurance Total Production Water Distribution Water Metering Debt Non-Departmental Appropriated Contingency TOTAL WATER FUND $ 4,483,360 $ 4,423,060 $ 4,589,260 $ 2,812,071 $ 1,532,000 2,800,000 $ - $ 2,277,000 143,573,020 $ 130,379,813 $ 124,568,360 (817,540) 1,261,649 316,874 1,190,599 324,315 1,891,160 337,110 1,761,691 343,525 2,037,210 318,850 10,102,527 9,707,570 640,983 20,451,080 7,541,841 12,637 5,031,089 643,797 13,229,364 10,444,380 5,150,710 900,860 16,495,950 11,086,732 5,427,891 759,843 17,274,466 9,404,490 1,346,640 8,131,740 974,770 19,857,640 8,549,970 4,985,375 3,580,116 - 9,058,292 4,273,999 3,467,665 - 39,145,064 $ 31,544,234 4,440,950 4,437,610 3,417,700 (560,270) 1,406,000 $ 31,866,210 4,502,400 4,127,331 3,416,700 $ 31,426,113 5,550,050 3,580,930 3,155,620 (453,000) 1,247,000 $ 35,294,300 WASTEWATER Wastewater Administration Wastewater Collection 1,726,128 7,482,377 1,629,406 5,622,646 1,774,410 7,315,930 1,707,262 10,016,951 1,913,900 10,344,740 Wastewater Plant Operations: Neely Treatment Facility 4,164,041 4,394,864 4,782,520 4,626,803 4,948,800 - 52 - Table of Contents Expense Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Greenfield Treatment Facility Total Wastewater Plant Operations 2,350,331 6,514,372 2,532,026 6,926,890 3,882,290 8,664,810 3,930,290 8,557,093 4,134,340 9,083,140 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 1,242,597 1,165,551 2,408,148 983,622 815,808 1,799,430 1,992,250 776,820 2,769,070 1,346,498 697,161 2,043,659 1,693,760 1,466,750 3,160,510 518,541 512,229 - 393,206 629,010 - Wastewater Quality Debt Non-Departmental Appropriated Contingency TOTAL WASTEWATER $ SOLID WASTE RESIDENTIAL FUND Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Appropriated Contingency TOTAL SW RESIDENTIAL FUND $ SOLID WASTE COMMERCIAL FUND Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Appropriated Contingency 19,161,795 $ 17,000,588 605,430 671,390 (370,000) 1,030,000 $ 22,461,040 553,035 671,490 $ 23,549,490 601,020 659,920 (345,000) 951,000 $ 26,369,230 1,372,576 7,051,981 2,349,867 1,268,476 6,246,272 1,815,372 1,558,970 6,636,360 2,955,690 1,488,624 6,541,986 2,982,033 1,695,040 7,049,820 3,047,820 1,709,238 169,871 - 2,227,404 215,052 - 2,038,280 308,760 (117,750) 657,000 2,185,418 303,447 - 2,229,190 328,280 3,000 700,000 12,653,533 $ 83,258 1,952,811 744,692 - 11,772,576 $ 112,767 1,247,517 596,012 - 14,037,310 $ 116,180 1,416,010 573,210 (20,000) 105,000 13,501,508 $ 128,739 1,367,265 653,947 - 15,053,150 127,300 1,589,860 620,160 8,000 118,000 TOTAL SW COMMERCIAL FUND $ 2,780,761 $ 1,956,296 $ 2,190,400 $ 2,149,951 $ 2,463,320 IRRIGATION $ 38,615 $ 29,956 $ 65,330 $ 61,837 $ 67,020 TOTAL ENTERPRISE OPERATIONS $ 73,779,768 $ 62,303,650 $ 70,620,290 $ 70,688,899 $ 79,247,020 STREETS Administration Street Debt 685,615 3,274,074 604,250 3,282,774 755,560 3,273,510 730,424 3,273,510 794,850 3,302,000 Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 622,868 1,541,999 7,056,905 588,920 9,810,692 905,425 1,861,725 3,698,188 395,912 393,171 7,254,421 708,580 1,809,810 4,059,800 438,660 393,930 7,410,780 625,706 1,504,291 3,948,064 410,859 505,352 6,994,272 722,280 1,476,740 3,880,880 567,030 632,190 7,279,120 605,400 322,050 646,481 611,048 1,203,480 556,130 1,176,690 573,195 1,221,930 559,910 Street Traffic Control: Street Marking Street Signs - 53 - Table of Contents Expense Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Street Lighting Traffic Signal Maintenance Total Street Traffic Control 918,509 692,042 2,538,001 1,230,066 1,365,762 3,853,357 1,488,790 1,306,690 4,555,090 1,410,006 1,377,233 4,537,124 1,301,850 1,566,580 4,650,270 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 722,141 187,211 666,650 1,576,002 925,418 306,308 1,009,185 2,240,911 968,510 673,900 982,530 2,624,940 977,143 677,246 987,772 2,642,161 1,247,290 367,380 983,030 2,597,700 116,852 - 238,190 4,664,953 - 208,470 5,847,250 770,000 225,382 4,453,980 - 219,730 5,610,250 761,000 Hazard Response Non-Departmental Appropriated Contingency TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance TOTAL INTERNAL SERVICE 18,001,236 $ 5,263,681 290,749 7,842,654 $ REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund 13,397,084 22,138,856 $ 6,226,923 430,574 9,921,142 $ 785,626 83,787 109,041 46,353 596,798 157,382 - 16,578,639 25,445,600 $ 7,073,950 340,000 10,978,400 $ 3,539,550 413,556 36,714 437,001 - 18,392,350 22,856,853 $ 6,908,328 330,000 10,979,604 $ 3,141,000 262,000 315,000 52,000 1,540,000 250,000 - 18,217,932 25,214,920 7,368,680 353,130 12,598,100 $ 2,337,000 262,000 315,000 52,000 1,540,000 250,000 - 20,319,910 3,538,000 479,000 397,000 310,000 430,000 267,000 85,000 TOTAL REPLACEMENT FUNDS $ 1,778,987 $ 4,426,821 $ 5,560,000 $ 4,756,000 $ 5,506,000 SUB-TOTAL OPERATING FUNDS $ 210,370,059 $ 217,430,501 $ 263,591,260 $ 246,899,497 $ 254,856,210 SPECIAL REVENUE FUNDS Redevelopment $ 115,712 $ 2,703,649 $ 150,460 $ 164,560 $ 156,730 CDBG/HOME: Administration Projects Total CDBG/HOME Development Fees: Wastewater Plant Repair Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee 125,061 718,760 843,821 123,192 1,361,314 1,484,506 136,490 797,340 933,830 104,228 548,410 652,638 139,990 818,630 958,620 439,827 2,294,740 1,751,308 13,400,311 1,759,946 13,724,198 15,596,515 173,640 452,058 4,178,340 2,798,620 5,638,135 6,305,262 15,946,838 5,828,293 151,935 400,000 4,120,000 3,845,000 4,727,570 4,703,010 10,800,260 28,506,370 173,640 400,000 5,746,482 2,810,000 6,741,447 4,639,646 12,951,027 22,980,830 151,940 60,000 2,175,000 2,936,550 3,060,670 2,439,690 2,513,310 23,411,310 30,252,940 - 54 - Table of Contents Expense Detail Actual FY 2006 Wastewater SDF Total Development Fees Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 46,589,846 95,730,331 23,735,308 65,034,789 20,371,840 77,647,690 14,991,546 71,412,918 3,186,000 70,035,470 Grants 874,736 849,666 1,098,450 1,251,154 2,103,660 Riparian Programs 338,941 380,026 349,920 358,489 333,110 - - - 80,972 127,790 1,231,231 575,494 1,806,725 1,416,029 453,412 1,869,441 1,262,980 920,120 2,183,100 944,060 760,610 1,704,670 1,413,420 1,091,430 2,504,850 978,394 1,662,297 1,373,660 1,727,130 1,583,070 Police Impound Special Districts: Street Light Improvement Parkway Improvement Total Special 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 IMPROVEMENT $ 275,496 23,079,089 2,762,294 3,375,183 35,781,822 38,320,845 70,596,667 1,837,182 12,545,797 $ DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL DEBT SERVICE 100,688,660 188,574,375 TRUST ACCOUNTS Fire Pension 115,177,965 $ 2,293 18,963,513 3,300,487 710,531 36,203,546 48,953,553 22,983,929 6,575,693 42,343,027 $ 37,099,857 1,057,808 21,519,061 55,501,239 $ 73,984,374 180,036,572 135,991,327 2,500 $ 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 $ 29,531,549 1,075,598 51,870,865 35,928,331 17,584,984 $ 83,737,110 380,117,430 2,500 157,882,650 $ 647,710 36,837,640 6,102,850 2,425,200 31,937,140 138,849,640 10,746,650 3,507,120 31,734,560 $ 35,990,180 355,580 30,071,000 79,124,860 12,341,030 $ 77,352,531 262,788,510 111,863,000 89,896,000 2,139,000 10,622,000 4,754,000 142,291,000 9,711,000 1,047,000 46,457,000 $ 45,884,180 854,880 9,151,000 76,121,690 20,171,640 $ 2,400 152,183,390 77,803,300 418,780,000 34,940,940 353,690 57,045,800 74,435,810 18,522,700 $ 2,500 185,298,940 2,500 TOTAL TRUST ACCOUNTS $ 2,500 $ 2,500 $ 2,400 $ 2,500 $ 2,500 GRAND TOTAL EXPENSES $ 614,813,559 $ 607,445,274 $ 885,330,850 $ 739,226,428 $ 936,740,950 - 55 - 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 2009 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 $990,280,840; of this $259,072,360 is transfer of resources from one fund to another and $731,756,480 is new revenue. This is over an 85% increase from FY 2008 budget mainly attributable to bond proceeds. The only other revenue type with any significant increase is in 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 Actual FY 2006 Taxes and Fees License and Permits Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Bond Proceeds Total Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 105,993,640 3,498,400 105,470,770 97,091,210 4,473,670 3,090,990 4,223,800 407,914,000 137,450,307 8,590,735 52,558,141 69,919,359 2,832,537 12,078,080 24,756,280 107,721,775 145,635,931 6,884,635 76,690,264 82,367,286 4,095,156 13,686,079 7,639,930 146,124,290 155,689,050 8,970,830 134,645,980 89,314,220 3,921,090 9,218,430 5,920,100 155,878,630 137,230,470 4,590,500 130,252,516 91,443,378 4,342,020 15,591,560 9,002,870 1,722,000 $ 415,907,214 $ 483,123,571 $ 563,558,330 $ 394,175,314 $ 731,756,480 FY 2009 Revenue Sources All Funds By Type Bond Proceeds 55.73% Other Non-Operating 0.58% Taxes and Fees 14.48% License and Permits 0.48% Investment Income 0.42% Charges for Service 13.29% Intergovernmental 14.41% Fines and Forfeits 0.61% - 56 - 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 46% over the next five years. The largest contributing factor is the opening of additional retail along the San Tan Freeway corridor. The table below shows that retail is anticipated to grow by 103% over the next five years. Included in the retail sales tax estimate is a growth assumption of 3% in FY 2009 and FY 2010 and 5% thereafter. Construction sales tax is anticipated to decline by 65% in FY 2009 based on the slow down in growth. There is a recovery anticipated in FY 2010 but no increase is foreseen for the remainder of the next five years. The projections are based on the following assumptions: ƒ ƒ ƒ ƒ ƒ ƒ the retail growth for the first 2 years of the next 5 year period will be less than anticipated construction will decline in FY 2009 with a recovery in FY 2010 no significant new non-retail sources will develop retail development will continue as planned other sales tax areas will grow at 3% annually the sales tax rate will not increase Year (in thousands) 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 $90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 07-08 Retail 14,316,218 15,761,520 19,585,230 21,380,366 23,640,000 28,003,000 30,572,000 34,477,000 42,084,000 48,014,000 Construction 9,100,453 14,961,394 15,128,212 19,319,379 13,414,000 4,759,250 10,323,750 10,324,000 10,324,000 10,324,000 Other 11,327,464 12,080,584 14,155,072 16,429,631 18,473,000 19,027,000 19,598,000 20,578,000 21,607,000 22,687,000 Total $ $ $ $ $ $ $ $ $ $ 34,744,135 42,803,498 48,868,514 57,129,376 55,527,000 51,789,250 60,493,750 65,379,000 74,015,000 81,025,000 Sales Tax by Category 08-09 09-10 Retail Construction - 57 - 10-11 Other 11-12 12-13 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 $99,997,740 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. Based on current slow down experienced in construction, the budget anticipates that growth will be about 50 single family homes per month for FY 2009, down significantly from prior years. Recovery is anticipated beginning in FY 2010, with a projection of 192 sing family homes per month. 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. System Development Fees (in thousands) $80,000 $60,000 $40,000 $20,000 $0 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 The projection for system development fees is based on 5% rate increases with 50 single family households plus the projection for retail, industrial and other commercial. In FY 2008 there was an average of 119 single family home permits issued monthly. - 58 - 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 $400 $300 $200 $100 $0 03-04 04-05 05-06 06-07 07-08 08-09 - 59 - 09-10 10-11 11-12 12-13 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 53% planned for in FY 2009. The following table compares the charges based on use. General Services Year 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 4,848,345 6,086,931 6,605,842 6,944,518 6,313,470 5,733,130 5,905,120 6,082,270 6,264,740 6,452,680 Internal Services 8,923,383 11,022,569 13,609,042 16,841,987 18,156,130 20,008,680 22,009,550 24,210,510 26,631,560 29,294,720 Water, Irrigation 18,356,485 20,516,300 24,105,500 28,489,049 31,032,530 34,579,000 34,594,000 36,305,500 38,103,000 39,988,500 Wastewater 11,097,268 12,056,912 14,123,000 16,144,510 18,533,600 19,999,000 21,268,000 23,675,000 26,448,000 29,323,000 Solid Waste 9,388,118 9,927,178 11,239,000 13,947,222 15,278,490 16,771,400 17,709,000 19,451,000 21,441,100 23,640,200 Total $ $ $ $ $ $ $ $ $ $ 52,613,599 59,609,890 69,682,384 82,367,286 89,314,220 97,091,210 101,485,670 109,724,280 118,888,400 128,699,100 Total Charges for Service $150,000 (in thousands) $125,000 $100,000 $75,000 $50,000 $25,000 $0 03-04 04-05 05-06 06-07 07-08 - 60 - 08-09 09-10 10-11 11-12 12-13 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 2009. The graph below shows the anticipated growth in revenue resulting from increases in customer base, the FY 2009 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 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 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 $35,000 (in thousands) $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 03-04 04-05 05-06 06-07 07-08 - 61 - 08-09 09-10 10-11 11-12 12-13 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 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 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 (in thousands) $4,000 $3,000 $2,000 $1,000 $0 03-04 04-05 05-06 06-07 07-08 - 62 - 08-09 09-10 10-11 11-12 12-13 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 2%. The average for FY 2008 was 3.75%. Interest income in the five year forecasts included 2% interest for FY 2009 followed by a 4% rate of return for the remaining four years. 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 four bond issues in FY 2009: ♦ ♦ ♦ ♦ ♦ General Obligation Debt for street and parks projects MPC – Public Facilities MPC – Water MPC – Wastewater Improvement District $187,986,000 $58,292,000 $32,500,000 $15,636,000 $13,500,000 In addition, there is a reserve amount for Improvement District Debt in the amount of $100,000,000 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 63 - 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 2007/08 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. Gilbert 13% Special Districts 3% County 15% Community College/EVT 11% Gilbert School District 57% Gilbert School District Chandler School District Higley School District Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School District Total Primary $0.0000 1.1046 0.8246 0.0000 0.0000 0.0500 3.1744 $5.1536 $0.0000 1.1046 0.8246 0.0000 0.0000 0.0500 3.6423 $5.6215 $0.0000 1.1046 0.8246 0.0000 0.0000 0.0500 4.0991 $6.0783 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 0.1514 0.0053 0.1533 0.0391 0.1000 0.0935 1.1500 0.0000 1.7923 $3.4849 $0.0000 0.1514 0.0053 0.1533 0.0391 0.1000 0.0935 1.1500 0.0000 1.5202 $3.2128 $0.0000 0.1514 0.0053 0.1533 0.0391 0.1000 0.0935 1.1500 0.0000 1.8098 $3.5024 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 1.1046 0.9760 0.0000 0.0053 0.1533 0.0391 0.1000 0.0935 1.1500 0.0500 4.9667 $8.6385 $0.0000 1.1046 0.9760 0.0000 0.0053 0.1533 0.0391 0.1000 0.0935 1.1500 0.0500 5.1625 $8.8343 $0.0000 1.1046 0.9760 0.0000 0.0053 0.1533 0.0391 0.1000 0.0935 1.1500 0.0500 5.9089 $9.5807 - 64 - Table of Contents Personnel Summary Actual Actual Budget Revised Budget FY 2006 FY 2007 FY 2008 FY 2008 FY 2009 GENERAL FUND Management and Policy Support Services Legal and Court Development Services Community Development Police Fire Public Works Community Services TOTAL GENERAL FUND 28.00 81.50 35.12 0.00 96.65 309.00 139.00 19.00 110.20 818.47 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 32.00 92.75 52.25 97.63 0.00 350.00 193.00 18.00 116.27 951.90 32.00 91.25 50.25 97.13 0.00 342.00 199.50 18.00 116.98 947.11 ENTERPRISE FUNDS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation ENTERPRISE FUNDS 63.50 30.00 56.96 6.14 0.50 157.10 69.00 33.00 62.91 8.44 0.50 173.85 72.00 35.00 68.66 8.44 0.70 184.80 72.00 35.00 68.44 8.66 0.70 184.80 79.00 37.00 71.94 8.66 0.70 197.30 STREETS FUND 47.50 54.50 54.30 55.30 55.30 INTERNAL SERVICE FUNDS 21.00 24.00 26.00 26.00 26.00 SPECIAL REVENUE FUNDS 4.69 5.15 6.76 8.76 10.18 1,048.76 1,176.30 1,239.26 1,226.76 1,235.89 TOTAL TOWN POSITIONS Personnel By Fund Enterprise Funds 16.0% Street Fund 4.5% General Fund 76.6% Internal Service Funds 2.1% Special Revenue Funds 0.8% - 65 - Table of Contents − 66 − 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 2008-09 Appropriation FY 2008-09 Recovery FY 2008-09 Subsidy FY 2008-09 % Subsidized Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency $ 5,952,120 15,624,960 5,134,100 13,824,420 36,120,160 23,971,410 1,360,250 14,182,680 4,589,260 1,532,000 2,277,000 $ 2,762,340 4,068,110 189,500 5,448,420 3,254,000 639,000 1,310,230 2,681,000 960,000 - $ 3,189,780 11,556,850 4,944,600 8,376,000 32,866,160 23,332,410 50,020 11,501,680 3,629,260 1,532,000 2,277,000 54% 74% 96% 61% 91% 97% 4% 81% 79% 100% 100% Total General Fund $ 124,568,360 $ 21,312,600 $ 103,255,760 83% 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 $120,318,520. The non-allocated revenue of $99,005,920 detailed in the summary section of this document provides for the subsidy. The remaining subsidy amount of $4,249,840 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 significant amount of scrutiny during this year’s budget process because of constrained revenue growth in the area of both new construction and local sales tax. The single largest revenue source that supports the General Fund is local sales tax collected by current and new businesses locating in the community. Due to both the current downturn in residential development and in the national economy, local sales tax revenues have grown, but not by the projections supported by a more healthy economy. As a result both expenditure and revenue assumptions have been adjusted to fit within the most current expectations of slower economic growth in the near term than what Gilbert has historically experienced. The fund will continue to remain within a delicate balance for the next several years as both the local economy and corresponding development activity return to a state of normalcy. - 67 - 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 28.00 81.50 35.12 96.65 309.00 139.00 19.00 110.20 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 32.00 92.75 52.25 97.63 350.00 193.00 18.00 116.27 0.00 0.00 0.00 32.00 91.25 50.25 97.13 342.00 199.50 18.00 116.98 0.00 0.00 0.00 818.47 918.80 967.40 951.90 947.11 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 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 - 4,817,970 12,051,681 4,578,621 12,952,128 30,966,442 20,137,820 1,235,585 15,312,410 3,952,605 5,977,273 - 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 $103,412,984 $111,982,535 Actual FY 2006 5,119,097 14,344,984 5,116,060 15,562,590 34,844,295 26,937,250 1,595,067 19,625,339 4,423,060 2,812,071 - 5,952,120 15,624,960 5,134,100 13,824,420 36,120,160 23,971,410 1,360,250 14,182,680 4,589,260 1,532,000 2,277,000 $143,573,020 $130,379,813 $124,568,360 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 55,566,635 23,959,574 910,934 22,975,841 64,088,441 28,321,190 1,130,253 18,442,651 79,633,230 37,071,560 1,157,020 25,711,210 76,560,147 32,330,397 1,100,855 20,388,414 80,105,740 34,707,420 157,000 9,598,200 $103,412,984 $111,982,535 $143,573,020 $130,379,813 $124,568,360 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 134,738,070 143,573,020 125,048,850 130,379,813 120,318,520 124,568,360 102,070,088 103,412,984 123,380,000 111,982,535 $ (1,342,896) $ 11,397,465 - 68 - $ (8,834,950) $ (5,330,963) $ (4,249,840) 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 $937 million and represents a workforce of 1,235 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 2009 ♦ 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 ♦ Optimize use of resources through organizational effectiveness ORGANIZATIONAL CHART MANAGEMENT AND POLICY Mayor and Council Town Manager Town Manager Neighborhood Services Communication Financial Planning Intergovernmental - 69 - Town Clerk Table of Contents Management and Policy PERSONNEL BY DIVISION Actual FY 2006 Actual FY 2007 Budget FY 2008 Mayor and Council Boards and Commissions Town Manager Town Clerk 1.00 0.00 20.00 7.00 1.00 0.00 22.75 7.00 1.00 0.00 22.75 8.00 1.00 0.00 23.00 8.00 1.00 0.00 23.00 8.00 28.00 30.75 31.75 32.00 32.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 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 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 717,892 43,785 2,975,950 572,003 488,286 43,461 3,605,969 680,254 696,030 75,600 4,227,280 803,340 559,396 53,881 3,817,480 688,340 624,340 69,050 4,356,810 901,920 $ 4,309,630 $ 4,817,970 $ 5,802,250 $ 5,119,097 $ 5,952,120 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 2,389,250 1,879,200 41,180 2,715,132 2,098,648 4,190 3,273,830 2,510,420 18,000 3,105,453 2,001,644 12,000 3,287,310 2,652,810 12,000 $ 4,309,630 $ 4,817,970 $ 5,802,250 $ 5,119,097 $ 5,952,120 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,964,300 4,309,630 1,779,137 4,817,970 2,353,900 5,802,250 2,117,870 5,119,097 2,762,340 5,952,120 $ (2,345,330) $ (3,038,833) $ (3,448,350) $ (3,001,227) $ (3,189,780) - 70 - Table of Contents Mayor and Council PURPOSE STATEMENT ♦ 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. ♦ ♦ ♦ ♦ OBJECTIVES FY 2009 ♦ 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). ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Review General Plan and Development Code to allow for increased height along designated corridors Review Board and Commission application and interview process Review special events procedures, funding and support Secure site for multi-use facility Review and identify community needs for capital projects BUDGET NOTES Due to budget constraints, Council authorized a one time reduction of $56,200 for the FY 2009 budget. A majority of these reductions relate to travel and training expenditures. Reductions will be reevaluated during the budget process for FY 2010. ACCOMPLISHMENTS FY 2008 ♦ Changed process for Outside Agency Funding Determined Preferred Company Environment Appointed a new Presiding Judge Opened new Community Center Responded to economic downturn Maintained 1.1 Police Officers per 1,000 population Approved a meet and confer ordinance to provide for collective bargaining Established an Environmental Task Force Combined the Arts Advisory Board and the Human Relations Commission Merged the Building and Construction Regulations Board functions with those of the Design Review Board Began Vision 2020 Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 % of Citizen satisfied or very satisfied with policy decisions 76% 79% 75% 80% % of Citizens who see improvement in the residential quality of life 64% 61% 62% 65% % of Citizens who believe Gilbert officials encourage citizen participation 60% 54% 52% 60% Bond Rating – General Obligation – Moody’s Aa3 N/A N/A Aa2 PERFORMANCE/ACTIVITY MEASURES - 71 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Total Expenses $ Budget FY 2008 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 717,892 488,286 $ 488,286 545,971 156,291 15,630 $ 717,892 Total Revenues Total Expenses 488,286 131,422 717,892 $ $ 696,030 $ 559,396 $ 205,120 696,030 (490,910) $ 559,396 $2.00 $1.00 $0.00 - 72 - $ (400,046) $ $3.00 FY 2008 354,170 260,170 10,000 159,350 559,396 $4.00 FY 2009 624,340 Budget FY 2009 Projected FY 2008 $5.00 FY 2007 $ 337,356 212,040 10,000 COST PER CAPITA FY 2006 624,340 Projected FY 2008 Budget FY 2008 (391,436) $ Budget FY 2009 559,396 369,390 316,640 10,000 96,850 488,286 (586,470) $ 696,030 Budget FY 2009 Projected FY 2008 Budget FY 2008 Actual FY 2007 Actual FY 2006 OPERATING RESULTS $ 305,633 180,653 2,000 $ Projected FY 2008 696,030 Actual FY 2007 Actual FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2007 717,892 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 624,340 Budget FY 2009 189,080 624,340 (435,260) Table of Contents Town Manager 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. ♦ OBJECTIVES FY 2009 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. ♦ Garner organizational and public trust through fiscal responsibility ♦ Perform community relations activities by producing publications and broadcasts, and participating in special events ♦ 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 ♦ Provide Council and management with recommendations based on qualified and quantified information ♦ Research and apply for private and public grant funding opportunities ♦ Coordinate special projects that promote the goals and objectives of the organization as well as present a positive image of Gilbert to the citizens ACCOMPLISHMENTS FY 2008 ♦ Submitted recommendations based on qualified and quantified information to the Town Council ♦ Coordinated Congress of Neighborhoods and obtained sponsorships ♦ Organized the attendance of Gilbert residents at the annual “Day at the Legislature” event ♦ Coordinated four New Resident Socials welcoming more than 123 new residents ♦ Promoted community relations through the publication of Your Town on a monthly basis and broadcasted Your Town on channel 11 ♦ Promoted community relations and public education on various topics and services through the attendance at special events ♦ Consistently promoted the national recognition received for the outstanding amenities and characteristics that Gilbert has to offer to citizens, such as: ƒ Cosmo Park as the “Best Dog Park in the United States”; ƒ Bicycle Friendly Community Association’s, Bronze Award Winner; PERFORMANCE/ACTIVITY MEASURES % of survey respondents satisfied with treatment when calling Gilbert % of population satisfied with value received from tax dollar % of capital projects completed within budget One of 31 cities and towns from across the country chosen as a Playful City USA Administered the Maricopa Association of Governments Arterial Life Cycle Program, resulting in $7,046,000 in reimbursements to the General Fund ƒ PURPOSE STATEMENT BUDGET NOTES A one time expenditure of $250,000 is included in the budget for a SDF rate study. Reductions totaling $144,700 were removed from the Town Manager’s budget due to budget constraints. These reductions include consulting ($25,000), elimination of .75 FTE Management Assistant ($54,000), and additional internal cost recovery of salaries to capital projects ($38,600). An Inspector II from Inspection and Compliance Engineering was transferred to the Town Manager cost center. This position will assist with inspections of the capital projects. The entire cost of this position will be allocated to the appropriate projects. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 90% 91% 92% 95% 88% 90% 90% 92% 70% 84% 90% 95% - 73 - 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 2006 Actual FY 2007 Budget FY 2008 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 3.75 3.25 5.25 7.50 0.00 3.25 3.75 3.25 5.25 7.50 0.00 3.25 20.00 22.75 22.75 23.00 23.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 659,967 273,254 504,061 463,781 887,938 186,949 905,634 279,572 641,032 582,830 911,820 285,081 970,750 315,830 700,370 950,020 900,000 390,310 872,135 280,742 686,473 699,314 904,000 374,816 693,810 312,430 690,760 1,023,450 1,240,040 396,320 $ 2,975,950 $ 3,605,969 $ 4,227,280 $ 3,817,480 $ 4,356,810 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,457,128 1,493,272 25,550 1,974,891 1,628,888 2,190 2,318,680 1,900,600 8,000 2,241,072 1,574,408 2,000 2,353,950 2,000,860 2,000 $ 2,975,950 $ 3,605,969 $ 4,227,280 $ 3,817,480 $ 4,356,810 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,757,822 2,975,950 Net Operating Result Projected FY 2008 1,676,780 3,605,969 2,145,180 4,227,280 1,953,960 3,817,480 2,568,260 4,356,810 $ (1,218,128) $ (1,929,189) $ (2,082,100) $ (1,863,520) $ (1,788,550) COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2006 FY 2007 FY 2008 - 74 - FY 2009 Table of Contents Town Clerk PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ Respond to 80% of all public records requests within 24 hours of receipt, excluding Saturdays, Sundays, and holidays ♦ Respond to 100% of all subpoenas within timeframe established by law, including authorized extensions ♦ Post agendas and public notices at three official posting locations at least 24 hours prior to meeting or event ♦ Post agendas and meeting notices to the website at least 24 hours prior to a meeting ♦ Post draft minutes containing legal actions taken by the Council and Boards and Commissions to the Gilbert website within three (3) working days of a meeting ♦ Post approved minutes of Council and Boards and Commissions to the website within two (2) working days of approval ♦ Monitor departments that serve as Liaisons to Boards and Commissions to assure compliance with posting requirements ♦ Plan and administer regular and special local elections in compliance with Federal, State, and Local laws ♦ Continue focus on Records Management activities and programs in the organization ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ Planned and administered November 2007 Special Election including production and distribution of a Publicity Pamphlet to all households containing a registered voter Responded to approximately 500 public records requests with approximately 75% of responses in less than 24 hours (the target of 85% was not achieved due to an increase in the number of complex requests) Continued to provide leadership in Records Management including implementation and training on Outlook-OnBase Integration for retention of e-mail records Implemented electronic recording of documents in Clerk’s Office Completed comprehensive index for property related files Created process and procedures for elections for Employee Organizations; held elections for three employee groups PERFORMANCE/ACTIVITY MEASURES % of records requests responded to within 24 hours % of subpoena records responded to within timeframe established by law % 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 draft minutes posted to the website within established timeframes % of Boards and Commissions that comply with posting requirements to the website % of Elections held that comply with Federal, State and Local laws BUDGET NOTES The Town Clerk budget includes a one time expenditure of $240,000 for two elections. Budget reductions of $9,400 include advertising ($5,800), and photographic supplies ($1,500). Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 80% 76% 80% 80% 100% 100% 100% 100% 100% 100% 100% 100% N/A 100% 100% 100% N/A 100% 100% 100% N/A 100% 100% 100% 100% 100% 100% 100% - 75 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2006 Actual FY 2007 Budget FY 2008 7.00 7.00 8.00 8.00 8.00 7.00 7.00 8.00 8.00 8.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 572,003 Total Expenses $ $ Actual FY 2006 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 572,003 680,254 572,003 $ Total Revenues Total Expenses 75,017 572,003 Net Operating Result $ (496,986) $ 680,254 803,340 $ 688,340 Actual FY 2007 5,107 680,254 (675,147) $ 803,340 $ Budget FY 2008 688,340 3,600 803,340 (799,740) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2008 - 76 - FY 2009 901,920 Budget FY 2009 579,190 322,730 - $ Projected FY 2008 $5.00 FY 2007 $ 527,025 161,315 - COST PER CAPITA FY 2006 901,920 Projected FY 2008 585,760 217,580 $ Budget FY 2009 688,340 Budget FY 2008 434,608 245,646 - Actual FY 2006 OPERATING RESULTS $ Budget FY 2009 Projected FY 2008 803,340 Actual FY 2007 386,151 185,852 $ 680,254 Projected FY 2008 4,560 688,340 (683,780) $ 901,920 Budget FY 2009 5,000 901,920 (896,920) 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 2009 ♦ 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 Payroll Personnel Utility Customer Service Training and Development Risk Management - 77 - Public Safety Center Heritage Annex South Area Service Center 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 0.00 9.00 25.25 35.25 12.00 1.00 9.50 27.25 39.25 14.00 1.00 11.00 27.25 38.25 15.00 1.00 11.00 27.25 38.50 15.00 1.00 11.00 27.25 37.00 15.00 81.50 91.00 92.50 92.75 91.25 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 2,998,770 2,516,767 3,806,664 1,204,890 53,708 3,170,006 2,633,010 4,838,363 1,356,594 185,620 4,283,210 3,074,460 7,854,830 1,609,450 174,743 3,851,300 2,907,172 5,775,069 1,636,700 162,660 4,029,600 3,025,340 6,876,080 1,531,280 $ 10,527,091 $ 12,051,681 $ 17,007,570 $ 14,344,984 $ 15,624,960 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 4,847,405 4,303,000 276,970 1,099,716 5,664,030 5,425,900 113,491 848,260 7,537,770 7,157,400 30,500 2,281,900 7,001,749 6,135,676 36,000 1,171,559 7,395,300 5,818,160 2,411,500 $ 10,527,091 $ 12,051,681 $ 17,007,570 $ 14,344,984 $ 15,624,960 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 3,320,051 10,527,091 3,510,683 12,051,681 3,899,530 17,007,570 3,725,080 14,344,984 4,068,110 15,624,960 $ (7,207,040) $ (8,540,998) $(13,108,040) $(10,619,904) $(11,556,850) - 78 - Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ Coordinated the warranty request for the South Area Service Center facility and Fire Station 1 Coordinated the completion work on the South Area Service Center Coordinated with the Fire Department and Parks and Recreation Department on their facilities and installed systems and equipment ♦ 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 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 by performing preventative maintenance BUDGET NOTES Facilities Maintenance reductions for FY 2009 total $426,000. Of these reductions, $197,500 is attributed to the South Area Service Center (SASC). The maintenance costs in the Capital Improvement Plan allowed for utility charges to be expensed to the SASC however, due to multiple meters, these expenses were charged out to the appropriate cost centers. A majority of the reductions aligned the budget to actual expenditures. The temporary facilities at the north end of the Municipal Center campus were removed during FY 2008. PERFORMANCE/ACTIVITY MEASURES Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 % of emergency calls responded to within 2 hours 100% 100% 100% 100% 59 79 96 113 1.27 hours 1.30 hours 1.40 hours 1.50 hours Cost per square foot – Municipal Center (50,000 square feet) $6.34 $7.76 $8.25 $7.64 Cost per square foot – Public Works (33,000 square feet) $5.51 $4.22 $6.07 $5.44 Cost per square foot – Municipal Center II (51,500 square feet)* $3.16 $3.55 $3.63 $3.79 Cost per square foot – Public Safety Center (178,000 square feet) $4.36 $5.02 $5.72 $5.50 Cost per square foot – South Area Service Center (86,000 square feet)** N/A N/A $2.49 $2.59 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 ** SASC substantial completion July 2007. Cost for electric, gas, etc are allocated to appropriate departments - 79 - 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 2006 Actual FY 2007 Budget FY 2008 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 11.00 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 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 9.50 11.00 11.00 11.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 694,839 317,178 181,759 101,232 1,591,875 96,551 15,336 693,549 387,990 139,326 113,687 1,700,160 8,824 97,017 29,453 826,720 427,690 218,810 261,960 1,919,700 466,000 116,300 46,030 846,198 412,635 200,160 187,150 1,830,957 214,420 112,300 47,480 823,880 382,200 179,460 195,080 2,186,240 222,990 39,750 $ 2,998,770 $ 3,170,006 $ 4,283,210 $ 3,851,300 $ 4,029,600 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 474,177 1,570,929 52,334 901,330 617,853 1,719,417 832,736 723,680 2,679,640 30,500 849,390 755,379 2,247,761 36,000 812,160 761,710 2,060,890 1,207,000 $ 2,998,770 $ 3,170,006 $ 4,283,210 $ 3,851,300 $ 4,029,600 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 177,111 2,998,770 Net Operating Result Projected FY 2008 148,127 3,170,006 22,000 4,283,210 16,280 3,851,300 16,300 4,029,600 $ (2,821,659) $ (3,021,879) $ (4,261,210) $ (3,835,020) $ (4,013,300) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2006 FY 2007 FY 2008 - 80 - FY 2009 Table of Contents Finance PURPOSE STATEMENT OBJECTIVES FY 2009 To ensure accurate financial reporting on the results of operations and to process financial transactions in an accurate and timely manner. Finance department responsibilities include the general ledger, payroll, accounts payable, accounts receivable, purchasing, special assessments, fixed assets, cash and debt management, grant accounting, and utility billing. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 16th consecutive year from the Government Finance Officers Association (GFOA) Completed all payroll and accounts payable processes and quarterly and year end reports by the required deadlines Canvassed over 800 businesses in Gilbert to monitor compliance with the tax code and developed brochures to educate taxpayers Implemented Council approved changes to the Purchasing Code Implemented utility service at the South Area Service Center, including a payment dropbox Achieved an 80% service level for the utility call center and met all processing objectives ♦ ♦ ♦ Survey internal customers to determine level of satisfaction Prepare the Comprehensive Annual Financial Report in conformance with 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 of 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 and adjust staffing as needed BUDGET NOTES One FTE was transferred from Accounting to Utility Customer Service. This position works exclusively with the Enterprise funds regarding utility billings. By transferring this position, the overhead transfer from the Enterprise Funds to the Utility Customer Service cost center will cover the cost of this position ($46,580). Other reductions include removing the pool vehicles from the fleet to reduce maintenance and fuel costs. PERFORMANCE/ACTIVITY MEASURES Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 # of material weaknesses in internal controls reported by the auditors 0 0 0 0 100% 100% 100% 100% 30 $192,393 25 $472,071 37 350,000 37 350,000 N/A 481 800 1,000 % of utility customers participating in autopay 8% 9% 9% 9% % of utility customers signed up to view their utility billing statements online N/A 3% 3% 3% % of utility customer service calls answered within 60 seconds 82% 80% 80% 80% % 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 - 81 - 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 2007 Budget FY 2008 13.00 0.00 0.00 12.25 7.65 4.60 2.50 12.50 7.65 4.60 2.50 12.50 6.65 4.60 2.50 13.50 6.65 4.60 2.50 13.50 25.25 27.25 27.25 27.25 27.25 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 903,250 331,150 276,250 1,563,810 795,583 307,276 274,010 1,530,303 779,580 323,340 232,870 1,689,550 $ 2,516,767 $ 2,633,010 $ 3,074,460 $ 2,907,172 $ 3,025,340 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,315,588 933,943 224,636 42,600 1,497,750 1,056,609 75,061 3,590 1,837,620 1,235,840 1,000 1,680,040 1,227,132 - 1,793,190 1,232,150 - $ 2,516,767 $ 2,633,010 $ 3,074,460 $ 2,907,172 $ 3,025,340 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses 1,931,071 2,516,767 $ (585,696) $ 2,185,462 2,633,010 (447,548) $ 2,513,780 3,074,460 2,416,960 2,907,172 (560,680) $ (490,212) $ COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2006 Budget FY 2009 853,741 212,722 251,059 1,315,488 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2008 1,318,828 1,197,939 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 FY 2007 FY 2008 - 82 - FY 2009 2,596,680 3,025,340 (428,660) Table of Contents Technology Services ♦ ♦ ♦ ♦ PURPOSE STATEMENT Migrate from Padcom to Netmotion Replace at least four servers Install document fiber infrastructure Complete the initial phases of the 2010 Census project ♦ Complete implementation of OnBase Outlook integration for email retention ♦ Continue implementation of work management software and upgrade gbaMS to version 6.74 ♦ Transition utility billing system from 8 billing cycles to 16 billing cycles ♦ Upgrade FullCourt to Enterprise and implement Motor Vehicle Department (MVD) Interface ♦ Consolidate the Public Works domain into the Minnow domain ♦ Automate the process of creating new Active Directory Accounts ♦ Complete evaluation of SharePoint ♦ Replace Eden Utility Billing / Permitting Interactive Voice Recognition (IVR) Server ♦ Move facilities that can access fiber optic network to this network for better performance at a lower overall cost ♦ Implement consolidated network management tools for documentation and change control to provide tighter control and integration of Directory Services objects 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completion of initial implementation of Town voice network redundancy Complete Phase I of work management system for wastewater collections, street lights and signals and traffic operations Upgrade to Police technology covering Intergraph, and Sprint backbone Complete Phase I of E-Payment and email imaging Completed installation of wireless network Complete installation of crisis management software for Fire Department Provided GIS related information that was needed to meet Governmental Accounting Standards Board (GASB) requirements Provided GIS support and quality control of E911 dispatch mapping information to assist in the implementation of the mutual aide agreement with Queen Creek BUDGET NOTES Major changes in FY 2009 budget include reduction of 1.5 FTE ($100,000) and extending PC replacements from three years to four years ($288,460). Education and travel expenditures were also reduced by $97,000. The funds for repair and maintenance of equipment were cut by $96,000. OBJECTIVES FY 2009 ♦ ♦ Resolve internal customers problems in a timely manner and educate the end user to eliminate reoccurring problems Upgrade software versions as necessary 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 – Critical Priority only Unplanned down time for phone system Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 95% 75%* 80% 85% 30 minutes 10 minutes* 10 minutes 5 minutes 95% 80% 96% 98% 5.000% 0.025% 0.040% 0.050% Unplanned down time for web systems 2.00% 2.00% 0.35% 1.00% Unplanned down time for network systems 5.00% 5.00% 1.00% 1.00% Update public map data every 30 days 100% 100% 98% 98% * 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. - 83 - Table of Contents Technology Services PERSONNEL BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Application and Support Total Personnel EXPENSES BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Application and Support Total Expenses Budget FY 2008 Projected FY 2008 3.50 6.00 17.75 8.00 3.50 8.00 19.75 8.00 3.50 8.00 18.75 8.00 3.50 8.00 19.00 8.00 3.00 8.00 18.00 8.00 35.25 39.25 38.25 38.50 37.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 278,284 1,354,820 2,526,650 678,609 360,210 2,646,560 4,089,540 758,520 322,207 1,806,807 2,893,854 752,201 331,650 2,652,550 3,142,870 749,010 $ 3,806,664 $ 4,838,363 $ 7,854,830 $ 5,775,069 $ 6,876,080 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,123,028 1,544,790 138,846 2,494,032 2,296,737 38,430 9,164 3,528,780 2,898,270 1,427,780 3,157,600 2,260,570 356,899 3,374,250 2,299,830 1,202,000 $ 3,806,664 $ 4,838,363 $ 7,854,830 $ 5,775,069 $ 6,876,080 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 786,135 1,031,588 1,412,413 576,528 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 940,120 3,806,664 901,000 4,838,363 1,050,130 7,854,830 978,840 5,775,069 1,087,600 6,876,080 $ (2,866,544) $ (3,937,363) $ (6,804,700) $ (4,796,229) $ (5,788,480) COST PER FTE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2006 FY 2007 - 84 - FY 2008 FY 2009 Table of Contents Personnel PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ Overhauled the recruitment and selection process; trained all managers and supervisors; introduced an automated hiring management system Developed and implemented a comprehensive layoff procedure Initiated conversion of personnel files to OnBase electronic records Coordinated with Payroll and Technology Services to streamline systems and processing protocols PERFORMANCE/ACTIVITY MEASURES Turnover rate for regular employees Number of recruitments per year Number of employees who attended on-site professional development classes Percentage of minority applicants Number of employees trained in employment, safety and environmental law and Town rules and policies Number of personnel reviews 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 Provide timely and defensible process support for hiring supervisors Provide on-site professional development opportunities for all employees 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 Timely investigation and remediation of employment, safety or environmental rule or policy violations Effectively manage insurance claims to minimize related costs Process personnel actions within the pay period of the effective date of the action Conduct annual classification and compensation reviews of full time classifications BUDGET NOTES Reductions in Personnel budget include reducing funding for property casualty claims administration ($30,000), reduce contract training by 50% ($22,500), and eliminating the Supervisors Guide newsletter ($6,200). Employee service awards will be limited to certificate only reducing expenditures by $34,000. Actual FY 2006 13.1% Actual FY 2007 9.5% Projected FY 2008 10.1% Anticipated FY 2009 9.0% 171 246 160 180 640 633 650 500 29% 26% 28% 29% 1,149 672 700 725 102 127 140 153 14 10 11 12 102 115 108 90 $1,517 $1,956 $1,852 $1,802 17% 47% 39% 35% - 85 - 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 2008 Projected FY 2008 8.50 1.50 2.00 10.00 2.00 2.00 10.00 2.00 3.00 10.00 2.00 3.00 10.00 2.00 3.00 12.00 14.00 15.00 15.00 15.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 852,596 238,013 265,985 1,039,790 255,880 313,780 1,061,524 246,122 329,054 954,970 226,310 350,000 $ 1,204,890 $ 1,356,594 $ 1,609,450 $ 1,636,700 $ 1,531,280 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 934,612 253,338 16,940 1,026,158 327,666 2,770 1,278,480 327,240 3,730 1,253,542 380,658 2,500 1,307,590 221,190 2,500 $ 1,204,890 $ 1,356,594 $ 1,609,450 $ 1,636,700 $ 1,531,280 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 801,834 193,269 209,787 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 271,749 1,204,890 $ 276,094 1,356,594 313,620 1,609,450 313,000 1,636,700 (933,141) $ (1,080,500) $ (1,295,830) $ (1,323,700) $ (1,213,830) COST PER FTE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2006 317,450 1,531,280 FY 2007 - 86 - FY 2008 FY 2009 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 2009 ♦ 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 (RCP) and Civil Traffic Mandates without additional personnel ♦ Meet the Rules of Criminal Procedure, Rule 8, demands for timely disposition of cases while delivering a high level of customer service ♦ Ensure sentence enforcement in a timely manner ORGANIZATIONAL CHART LEGAL AND COURT General Counsel Town Prosecutor Public Defender - 87 - Municipal Court Table of Contents Legal and Court Actual FY 2006 Actual FY 2007 Budget FY 2008 General Counsel Town Prosecutor Municipal Court 0.00 14.62 20.50 0.00 19.00 32.25 0.00 19.00 32.25 0.00 19.00 33.25 0.00 19.00 31.25 Total Personnel 35.12 51.25 51.25 52.25 50.25 Actual FY 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 General Counsel Town Prosecutor Municipal Court 958,068 1,095,034 1,620,803 1,037,742 1,424,165 2,116,714 995,020 1,692,980 2,581,840 865,000 1,697,025 2,554,035 943,720 1,677,860 2,512,520 Total Expenses $ 3,673,905 $ 4,578,621 $ 5,269,840 $ 5,116,060 $ 5,134,100 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 2,263,163 1,371,846 38,896 - 2,988,615 1,590,006 - 3,922,110 1,347,730 - 3,904,765 1,211,295 - 3,902,330 1,231,770 - $ 3,673,905 $ 4,578,621 $ 5,269,840 $ 5,116,060 $ 5,134,100 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 208,395 3,673,905 239,024 4,578,621 226,500 5,269,840 173,490 5,116,060 189,500 5,134,100 $ (3,465,510) $ (4,339,597) $ (5,043,340) $ (4,942,570) $ (4,944,600) Actual FY 2006 12,593 Actual FY 2007 16,269 Projected FY 2008 19,177 Anticipated FY 2009 23,000 751 1,153 1,606 1,800 # of guilty pleas 2,479 4,601 3,387 4,000 # of dismissals 269 318 583 700 PERFORMANCE/ACTIVITY MEASURES # of Court appearances – Prosecutor # of trials - 88 - Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Addressed numerous issues related to County island annexations and processed numerous annexations Completed negotiations and contracts for Parker-Davis Power Contracts Prepared procedures for implementation of Environmental Nuisance Ordinance Amended standard form contracts to comply with new Procurement Code Administered Public Defender procurement and contracts for Court Prepared numerous ordinances, including Meet and Confer ordinance Processed numerous rights-of-way and other property acquisitions Prepared procedures and forms for acquisition of well-sites Worked with Police Department on presentation to Council and management on Critical Incidents Procedures Processed new Parkway Maintenance Improvement Districts and contract documents for bidding new specifications Prepared numerous intergovernmental agreements with other public bodies Provided regular litigation status reports to Town Council Prepared numerous legal opinions related to legal issues PERFORMANCE/ACTIVITY MEASURES ♦ ♦ ♦ ♦ Continue to provide regular litigation status reports to the Town Council Work with Staff to prepare signwalker ordinance and regulations pursuant to new statute Work with Staff to prepare vertical core overlay district ordinance for Land Development Code Work with Risk Manager to develop right-ofway use policy for Salt River Project Work with staff and council on long-term water planning issues Work with Staff to implement Meet and Confer ordinance, including updating Personnel Policies Prepare procedures manual 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. The current contract is a two year contract commencing July 1, 2007 and ending on June 30, 2009. 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 2008 and anticipated increases for FY 2009. Actual FY 2006 Actual FY 2007 No Performance Measures - 89 - Projected FY 2008 Anticipated FY 2009 Table of Contents General Counsel Actual FY 2006 Actual FY 2007 Budget FY 2008 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 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel Public Defender Total Expenses $ 731,502 306,240 958,068 $ 1,037,742 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Total Revenues Total Expenses 1,037,742 - 958,068 $ 1,037,742 52,624 958,068 Net Operating Result $ (905,444) $ 995,020 $ 865,000 Actual FY 2007 995,020 (981,048) $ $ 865,000 58,000 995,020 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2008 - 90 - $ (805,000) $ $10.00 FY 2007 943,720 - 60,000 865,000 (937,020) $ FY 2009 943,720 Budget FY 2009 Projected FY 2008 COST PER CAPITA FY 2006 $ 865,000 - Budget FY 2008 56,694 1,037,742 583,720 360,000 Projected FY 2008 995,020 $ Budget FY 2009 555,000 310,000 Budget FY 2008 958,068 - Actual FY 2006 OPERATING RESULTS $ Budget FY 2009 Projected FY 2008 635,020 360,000 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses 749,025 209,043 Projected FY 2008 943,720 Budget FY 2009 62,200 943,720 (881,520) Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ Prevent case continuances as much as possible by setting interviews and sending discovery documents in a timely manner ♦ Explore options regarding police officers coordinating their own defense interviews giving the Administrative Assistants more time to assist the Victim Advocate by providing victim notifications in a timely manner ♦ Utilize training opportunities provided by Arizona Prosecuting Attorneys’ Advisory Council, so that training expenses can be reimbursed ♦ Streamline the existing Property Disposition Form, making it apparent what property can be released or destroyed ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ Recipient of CQI Award for clear understanding of boundaries Number of jury trials increased to at least one, and often two per week Streamlined arraignments by eliminating plea offers on designated offenses Reorganized work area for support staff to promote a cohesive work environment Established policy for all incoming domestic violence long forms to be reviewed on a daily basis Utilizing law student on a volunteer basis from the Phoenix School of Law to assist prosecutors in case preparation and trials BUDGET NOTES There is a minimal reduction in the Town Prosecutor FY 2009 budget over FY 2008 adopted budget. This decrease is a net of a market increase and expenditure reductions due to budget constraints. Major reductions include elimination of communication devices ($1,000) and a cutback in travel expenditures ($1,500). Also included in the FY 2009 budget is additional revenue ($2,800) to offset training expenditures. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Percentage of cases charged after review 61% 66% 68% 68% Percentage of DUI cases resolved within six months of filing 68% 74% 75% 75% Number of Criminal Cases Tracked 4,652 6,538 6,800 7,200 446 682 920 1,100 0 11 520 520 PERFORMANCE/ACTIVITY MEASURES Number of Domestic Violence Offenders Referred to Counseling Programs Volunteer hours served - 91 - Table of Contents Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2006 Actual FY 2007 Budget FY 2008 14.62 19.00 19.00 19.00 19.00 14.62 19.00 19.00 19.00 19.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 1,095,034 1,424,165 1,692,980 1,697,025 1,677,860 $ 1,095,034 $ 1,424,165 $ 1,692,980 $ 1,697,025 $ 1,677,860 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,017,598 64,662 12,774 - 1,342,313 81,852 - 1,603,650 89,330 - 1,604,607 92,418 - 1,603,650 74,210 - $ 1,095,034 $ 1,424,165 $ 1,692,980 $ 1,697,025 $ 1,677,860 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 3,474 1,095,034 Net Operating Result Projected FY 2008 5,170 1,424,165 3,500 1,692,980 6,290 1,697,025 7,300 1,677,860 $ (1,091,560) $ (1,418,995) $ (1,689,480) $ (1,690,735) $ (1,670,560) COST PER CASE $300.00 $225.00 $150.00 $75.00 $0.00 FY 2006 FY 2007 FY 2008 - 92 - FY 2009 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ Reduce error rate of court documents (confinement orders, release orders, probation orders, etc) to less than 10% ♦ Implement e-payments with automatic disposition and receipting directly to FullCourt automation system ♦ Implement electronic processing of MADD documents and electronic disposition reporting to Motor Vehicle Department ♦ Submit at least 25% of our eligible cases to the Arizona Supreme Court Fines and Restitution Enhancement program to improve collection efforts ♦ Participate in the Tax Intercept Program and submit at least 100 eligible cases to database by January 1, 2009 to improve collection efforts ♦ Comply with mandatory state-wide database for Orders of Protection and Injunctions Against Harassment with daily download dumps and electronic processing of orders ♦ Disposition of all DUI cases within 180 days ♦ Sanctions unit addresses all non-compliance issues within 90 days ACCOMPLISHMENTS FY 2008 ♦ ♦ Centralized the development of all court automation projects by assigning them to systems analyst position resulting in significant progress with respect to our automation projects including ACORN (Supreme Court Training Interface), electronic reporting to Finance, electronic interface with the National Safety Council (Defensive Driving School) and the successful launch of online payments Reduced customer complaints by reducing wait times at the counter from 20 minutes to 15 minutes during high volume times and reducing the average hold time for incoming calls from 2 minutes 29 seconds to 2 minutes 15 seconds while the total volume of calls increased from 30,195 to 46,805 BUDGET NOTES Full time equivalents decrease from FY 2008 Adopted as a result of one Court Services Clerk transferring to the Court Enhancement Fund in Special Revenue. In addition, one Police Officer that was authorized for Court Security was eliminated. These Personnel changes as well as $32,000 in additional expenditure reductions round out the Municipal Court budget for FY 2009. PERFORMANCE/ACTIVITY MEASURES Case Filings Rule 8 (Speedy Trial) compliance Actual FY 2006 29,175 Actual FY 2007 38,315 Projected FY 2008 40,000 Anticipated FY 2009 45,000 100% 100% 100% 100% # of Jury Trials 13 40 40 40 # of Civil Traffic Hearings 529 674 675 675 Average wait time for customer N/A 6 minutes 5 minutes 4 minutes Number of complaints about phone service N/A 25 20 20 Document Errors N/A N/A 10% 8% - 93 - Table of Contents Municipal Court Actual FY 2006 Actual FY 2007 Budget FY 2008 Municipal Court 20.50 32.25 32.25 33.25 31.25 Total Personnel 20.50 32.25 32.25 33.25 31.25 Actual FY 2006 Actual FY 2007 Budget FY 2008 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 2008 Budget FY 2009 Budget FY 2009 1,620,803 2,116,714 2,581,840 2,554,035 2,512,520 $ 1,620,803 $ 2,116,714 $ 2,581,840 $ 2,554,035 $ 2,512,520 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,245,565 349,116 26,122 - 1,646,302 470,412 - 2,318,460 263,380 - 2,300,158 253,877 - 2,298,680 213,840 - $ 1,620,803 $ 2,116,714 $ 2,581,840 $ 2,554,035 $ 2,512,520 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 152,297 1,620,803 Net Operating Result Projected FY 2008 177,160 2,116,714 165,000 2,581,840 107,200 2,554,035 120,000 2,512,520 $ (1,468,506) $ (1,939,554) $ (2,416,840) $ (2,446,835) $ (2,392,520) COST PER CASE $75.00 $60.00 $45.00 $30.00 $15.00 $0.00 FY 2006 FY 2007 FY 2008 - 94 - FY 2009 Table of Contents Development Services _________________________________ Development Services Summary Administration and Customer Service 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. 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 2009 ♦ 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 - 95 - Table of Contents Development Services PERSONNEL BY DIVISION Actual FY 2006 Actual FY 2007 Budget FY 2008 0.00 0.00 0.00 0.00 0.00 96.65 11.75 30.00 47.88 19.50 5.00 0.00 12.50 30.00 48.63 19.50 6.00 0.00 9.50 25.00 38.63 19.50 5.00 0.00 9.00 25.00 38.63 19.50 5.00 0.00 96.65 114.13 116.63 97.63 97.13 Actual FY 2006 Actual 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 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 13,503,198 629,777 3,115,336 4,073,960 1,760,338 3,372,717 - 933,800 3,790,520 4,993,700 1,940,740 8,834,980 - 784,175 3,293,699 4,115,463 1,910,585 5,458,668 - 730,060 2,609,590 3,298,220 1,875,630 5,310,920 - $ 13,503,198 $ 12,952,128 $ 20,493,740 $ 15,562,590 $ 13,824,420 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 6,379,182 3,871,547 3,252,469 7,496,213 4,786,716 58,440 610,759 9,473,860 6,260,230 4,759,650 8,825,469 4,770,657 1,966,464 8,087,440 4,427,980 1,309,000 $ 13,503,198 $ 12,952,128 $ 20,493,740 $ 15,562,590 $ 13,824,420 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 11,434,511 13,503,198 10,232,910 12,952,128 11,995,240 20,493,740 7,223,010 15,562,590 5,448,420 13,824,420 $ (2,068,687) $ (2,719,218) $ (8,498,500) $ (8,339,580) $ (8,376,000) Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Number of single family permits issued 3,544 2,827 1,359 600 Acres of land approved for development through re-zoning 611 1,443 536 500 1,698 2,147 654 500 PERFORMANCE/ACTIVITY MEASURES Acres annexed - 96 - Table of Contents Administration and Customer Service PURPOSE STATEMENT OBJECTIVES FY 2009 The mission of the Administrative and Customer Service division of Development Services is to guide our customers through the development process with knowledge, expertise and care. ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ Created a procedure manual for each staff member Implemented a comprehensive training program to include mentoring Assigned individual and group research projects to identify areas of process improvement ♦ ♦ ♦ Provide in-depth training in divisional responsibilities including the assignment of mentors to staff learning new responsibilities Arrange opportunities for inter-divisional job shadowing and ride-a-longs with field staff Provide group training opportunities by divisional staff members and identify teaching opportunities between team members Promote participation in self-development opportunities provided by Gilbert and outside agencies Empower staff to identify and correct processing errors Provide opportunities for staff to analyze current processes and recommend/initiate change BUDGET HIGHLIGHTS Based on slow down in growth, personnel in this section are reduced by 3.5 FTE which includes one Administrative Assistant, two Development Service Representatives and a part time Coop Student. Personnel budget reduction totals $197,860, including $10,150 for overtime related expenses. Other budget reductions include expenses associated with the decrease in FTE. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Number of building permits issued 6,366 8,315 6,500 5,000 Number of engineering permits issued 1,800 1,602 1,500 1,000 Number of business registrations issued 1,079 1,516 2,123 2,200 Number of liquor licenses issued 36 40 174 180 Number of special events issued 26 17 32 35 PERFORMANCE/ACTIVITY MEASURES - 97 - Table of Contents Administration and Customer Service PERSONNEL BY ACTIVITY Actual FY 2006 Actual FY 2007 Budget FY 2008 Admin and Customer Svc 0.00 11.75 12.50 9.50 9.00 0.00 11.75 12.50 9.50 9.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Total Personnel EXPENSES BY ACTIVITY Admin and Customer Svc Total Expenses $ - 629,777 $ Personnel Supplies & Contractual Capital Outlay Transfers Out - Total Expenses $ - Total Revenues Total Expenses $ $ - 629,777 933,800 784,175 (430,102) $ $ 784,175 178,000 933,800 $160.00 $120.00 $80.00 $40.00 $0.00 - 98 - $ (521,275) $ $200.00 FY 2008 664,430 65,630 - 262,900 784,175 (755,800) $ FY 2009 730,060 Budget FY 2009 Projected FY 2008 . FY 2007 $ 716,987 67,188 - COST PER PERMIT FY 2006 730,060 Projected FY 2008 Budget FY 2008 199,675 629,777 $ $ 862,290 71,510 $ Budget FY 2009 784,175 Budget FY 2008 Actual FY 2007 - Net Operating Result 933,800 503,882 125,895 - Actual FY 2006 OPERATING RESULTS $ Budget FY 2009 Projected FY 2008 933,800 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY 629,777 Projected FY 2008 730,060 Budget FY 2009 196,000 730,060 (534,060) Table of Contents Permit and Plan Review Services PURPOSE STATEMENT OBJECTIVES FY 2009 To assure a safe environment within Gilbert through the administration of adopted regulations relating to construction, zoning, signage, backflow prevention and other Gilbert code requirements. ♦ ACCOMPLISHMENTS FY 2008 BUDGET NOTES ♦ Based on the slow down in growth, personnel in this section are reduced by 5.0 FTE which includes 3 Plans Examiners, and 2 Permit Technicians. Personnel budget reductions total $387,940, including $57,520 in overtime expenses. The decrease in base budget for supplies and contractual includes $83,000 for various operational expenses. ♦ ♦ ♦ ♦ Completed processing of permits for regional outdoor mall buildings and tenants to assist the businesses open on schedule Adopted updated construction codes Processed 613 commercial permits (through April 1st ) valuing $191,680,406 including automotive dealerships, hospitals and hotels Processed 867 sign permits (through April 1st) Continue to respond to customer survey comments and other input as to suggested improvements to our processes and procedures Adhere to the published plan review times Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 % of final plats reviewed within 20 working days 95% 95% 95% 95% Number of permits issued 8,166 9,917 8,000 6,000 % of landscape plans reviewed within 20 working days 85% 85% 90% 90% PERFORMANCE/ACTIVITY MEASURES - 99 - 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 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Budget FY 2008 0.00 0.00 0.00 0.00 10.40 2.60 12.60 4.40 10.40 2.60 12.60 4.40 6.40 1.60 12.60 4.40 6.40 1.60 12.60 4.40 0.00 30.00 30.00 25.00 25.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Total Revenues Total Expenses $ Projected FY 2008 Projected FY 2008 Budget FY 2009 1,453,421 200,321 1,162,479 299,115 1,763,460 236,870 1,421,360 368,830 1,378,654 198,492 1,351,666 364,887 716,600 161,300 1,362,890 368,800 - $ 3,115,336 $ 3,790,520 $ 3,293,699 $ 2,609,590 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 2,196,014 919,322 - 2,657,690 1,132,830 - 2,531,282 762,417 - 2,269,750 339,840 - - $ 3,115,336 $ 3,790,520 $ 3,293,699 $ 2,609,590 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 8,840,487 3,115,336 10,638,900 3,790,520 5,886,330 3,293,699 4,398,400 2,609,590 - $ 5,725,151 $ 6,848,380 $ 2,592,631 $ 1,788,810 COST PER PERMIT $800.00 $600.00 $400.00 $200.00 $0.00 FY 2006 Budget FY 2009 - Actual FY 2006 OPERATING RESULTS Net Operating Result Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 FY 2007 - 100 - FY 2008 FY 2009 Table of Contents Inspection and Compliance Services PURPOSE STATEMENT OBJECTIVES FY 2009 To assure a safe and aesthetically desired environment within Gilbert by providing inspection services in the administration of the Town’s adopted construction codes, ordinances, standards, regulations, and guidelines. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ Complete all requested inspections within established guidelines Respond to 95% of complaints within 2 days of receipt Review business registration requests within applicable established guidelines BUDGET NOTES Inspections performed by all work groups were completed within established timelines Processed and reviewed 100% of business registration requests within established timelines Final implementation of the Interactive Voice Recognition system for building inspection requests All inspection groups were integral in helping to open several large projects this year, including the regional mall and three auto dealerships Some Inspection and Compliance staff members are now working out of the South Area Service Center to better assist the community in Gilbert’s outlying areas and to control costs associated with fuel and vehicle maintenance Based on the slow down in growth, personnel is reduced by 10.0 FTE which includes six Inspector I positions, three Inspector II positions and a Senior Inspector position. Of the 10.0 FTE, 3.0 FTE are re-allocated to other departments where revenues will be generated to offset personnel expenses. Personnel budget reductions for FY 2009 total $742,640 which includes $48,940 in overtime expenses. The reduction in the supplies and contractual base budget includes $185,000 in operational expenses related to professional services, cell phones, and various supplies. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two working days 99% 99% 95% 95% % of fire inspections requests completed within 48 hours 95% 99% 95% 95% % of business registration reviews completed within established guidelines 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES - 101 - 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 $ Actual FY 2007 Budget FY 2008 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 7.85 2.25 15.28 3.30 8.65 1.30 7.85 2.25 15.28 3.30 8.65 1.30 7.85 2.25 0.00 47.88 48.63 38.63 38.63 Actual FY 2006 Actual FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Total Revenues Total Expenses $ 1,925,633 405,328 870,794 115,780 590,374 207,554 1,383,400 250,050 740,480 108,720 602,150 213,420 - $ 4,073,960 $ 4,993,700 $ 4,115,463 $ 3,298,220 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 3,210,884 763,526 58,440 41,110 3,806,010 988,160 199,530 3,570,314 545,149 - 3,063,370 234,850 - - $ 4,073,960 $ 4,993,700 $ 4,115,463 $ 3,298,220 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 339,838 4,073,960 211,340 4,993,700 314,660 4,115,463 284,020 3,298,220 $ (3,734,122) $ (4,782,360) $ (3,800,803) $ (3,014,200) COST PER PERMIT $800.00 $600.00 $400.00 $200.00 $0.00 FY 2006 Budget FY 2009 2,424,040 574,120 1,037,850 104,830 642,620 210,240 - Net Operating Result Projected FY 2008 Budget FY 2009 1,831,546 364,003 1,023,647 132,616 536,242 185,906 Actual FY 2006 OPERATING RESULTS Projected FY 2008 - Actual FY 2006 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 FY 2007 - 102 - FY 2008 FY 2009 Table of Contents Planning and Development PURPOSE STATEMENT OBJECTIVES FY 2009 The Mission of the Planning and Development Services Division is to enhance the quality of life for our community by guiding development with proficiency and commitment. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Design Review Board presentations done electronically and all applications updated for revised submittal requirements Adjusted pre-application meetings to free up approximately 4 hours of administrative time every Monday Training, including internal and external classes and brown bag lunch series, conducted by and for staff, the Planning Commission and the Design Review Board On track to process approximately 690 cases (58 per month) including major projects such as numerous annexations, Heritage Marketplace, Water Tower Park, Hayden Gilbert Retirement Community, the Depot at Power Ranch, Earnhardt Dodge, Glassrock, Hyatt Place, Macy’s and Gilbert Hospital expansion Completed a number of Land Development Code amendments, including the vertical development text amendment initiated by the Town Council Helped ensure the mall opened on time Initiated Mercy Road/Pecos Road neighborhood study ♦ ♦ ♦ ♦ ♦ Update General Plan Update Land Development Code Increase communications with applicants and citizens via Web, Newsletter and GIS Update Heritage District and Cooley Station Guidelines Digitize entitlement activities, acreage, types of housing products for the Gateway area Encourage Green Building Continue to return comments on schedule Continue to return phone calls within 24 hours Continue to improve percentage of positive citizen survey responses Find and utilize innovative methods for staff, Planning Commission and Design Review Board training BUDGET NOTES Due to budget constraints for FY 2009, supplies and contractual budget has been reduced by $96,000. Personnel budget increases over FY 2008 as a result of a market adjustment. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 # of cases received (applications, administrative applications, pre-applications, misc.) 803 774 690 600 % of items continued due to ad errors 2% 2% 2% 2% % of Draft minutes completed within 72 hours 98% 100% 100% 100% 100% 100% 100% 100% 85% 90% 95% 100% PERFORMANCE/ACTIVITY MEASURES % of Design Review Board and Planning Commission packets produced on time % of planning review comments returned on schedule - 103 - Table of Contents Planning and Development PERSONNEL BY ACTIVITY Planning and Development Total Personnel EXPENSES BY ACTIVITY Planning and Development Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Budget FY 2008 0.00 19.50 19.50 19.50 19.50 0.00 19.50 19.50 19.50 19.50 Actual FY 2006 Actual FY 2007 Budget FY 2008 Total Revenues Total Expenses Projected FY 2008 Budget FY 2009 1,940,740 1,910,585 1,875,630 - $ 1,760,338 $ 1,940,740 $ 1,910,585 $ 1,875,630 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 1,221,844 538,494 - 1,625,760 314,980 - 1,599,907 310,678 - 1,659,090 216,540 - - $ 1,760,338 $ 1,940,740 $ 1,910,585 $ 1,875,630 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 852,667 1,760,338 $ 967,000 1,940,740 (907,671) $ 759,020 1,910,585 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2007 - 104 - FY 2008 570,000 1,875,630 (973,740) $ (1,151,565) $ (1,305,630) COST PER CASE FY 2006 Budget FY 2009 1,760,338 $ Projected FY 2008 - Actual FY 2006 OPERATING RESULTS Net Operating Result Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 FY 2009 Table of Contents Business Development ♦ PURPOSE STATEMENT Maintain a globally competitive position in the marketplace by participating in domestic, international trade and sales missions ♦ Host community tours with developers, real estate brokers and community partners ♦ Market and promote Gilbert’s competitive advantages ♦ Produce Gilbert Community Profile with DVD to prospects, developers, brokers, and community groups ♦ Disseminate the Circle of Influence e-mail blast monthly ♦ Disseminate the postcard campaign bimonthly ♦ Create 30 new business/development leads ♦ Create 450 new manufacturing/office jobs and 250 retail jobs matching the desired salary ranges with special emphasis on the targeted business clusters ♦ Generate $61,000,000 in capital investment on new projects ♦ Address the needs of local businesses using the systems of activities associated with the Building Bridges to Business (B3) tool for business retention and expansion: meet with 60 existing Gilbert businesses per year; develop a quarterly B3 report and provide results to Gilbert Economic Development Advisory Board 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Creation and implementation of new branding campaign Completion and dissemination of the 2008 Gilbert Community Profile Disseminated eleven 2008 Circle of Influence marketing campaigns Four Postcard marketing campaigns Media placements in Square Foot Magazine, Scottsdale Magazine, AZ Business Magazine, Western Real Estate Business and BizAZ Organized Skyline in Transition: 202 Development Event Cultivating a Business Development pipeline of over $500,000,000 in capital investments Fourteen staff assisted projects Created 2,100 new jobs BUDGET NOTES Based on slow down in growth, the Business Development Specialist authorized in FY 2008 was not filled and has been removed from the authorized FTE for FY 2009. The personnel budget decrease of $91,000 in FY 2009 is mostly attributed to this reduction in FTE. Supplies and contractual base budget decrease includes $28,970 in miscellaneous expenses. OBJECTIVES FY 2009 ♦ ♦ ♦ Cultivate leads through attending quarterly trade shows and sales missions Host a special event bi-annually Assist in the location of 16 new companies to Gilbert PERFORMANCE/ACTIVITY MEASURES Jobs to population ratio # of new jobs created Payroll/average salary Capital investment # of Locates # of staff assisted projects through Gilbert’s Partners Experience Results Together process # of B3 calls completed (logged into the computer) Actual FY 2006* 1:3.29 1,564 $46,227 $85,400,000 12 Actual FY 2007 1:3.28 2,013 $50,455 $54,400,000 14 Projected FY 2008 1:3.18 2,100 $55,000 $53,000,000 9 Anticipated FY 2008 1:3.02 1,900 $61,000 $61,000,000 16 N/A N/A 14 16 N/A 11 40 60 - 105 - 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 $ Actual FY 2007 Budget FY 2008 0.00 0.00 0.00 5.00 0.00 0.00 6.00 0.00 0.00 5.00 0.00 0.00 5.00 0.00 0.00 0.00 5.00 6.00 5.00 5.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out $ Total Revenues Total Expenses $ 3,492,204 1,966,464 4,001,920 1,309,000 - $ 3,372,717 $ 8,834,980 $ 5,458,668 $ 5,310,920 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 363,589 2,439,479 569,649 522,110 3,752,750 4,560,120 406,979 3,085,225 1,966,464 430,800 3,571,120 1,309,000 - $ 3,372,717 $ 8,834,980 $ 5,458,668 $ 5,310,920 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 - 243 3,372,717 8,834,980 100 5,458,668 5,310,920 $ (3,372,474) $ (8,834,980) $ (5,458,568) $ (5,310,920) RETAIL SALES TAX PER CAPITA $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2006 Budget FY 2009 4,274,860 4,560,120 - Net Operating Result Projected FY 2008 Budget FY 2009 2,803,068 569,649 Actual FY 2006 OPERATING RESULTS Projected FY 2008 - Actual FY 2006 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 FY 2007 FY 2008 - 106 - FY 2009 Table of Contents Police Department _________________________________ Police Department Summary Professional Standards Patrol Services 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 2009 ♦ Maintain 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 - 107 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Administration Professional Standards Patrol Services Support Services Counseling Services Investigations Tactical Operations Total Sworn Total Civilian 4.50 9.00 181.00 73.00 8.50 33.00 0.00 198.00 111.00 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 5.50 10.00 206.00 74.00 9.50 45.00 0.00 226.00 124.00 5.50 8.00 206.00 68.00 9.50 45.00 0.00 226.00 116.00 309.00 330.00 350.00 350.00 342.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 619,348 824,777 20,232,745 4,051,031 657,510 3,625,698 243,514 852,016 836,039 19,650,690 4,910,224 745,367 3,859,989 112,117 1,118,440 984,830 22,546,380 6,653,920 828,750 5,181,550 117,820 958,617 997,139 21,817,686 5,439,992 793,800 4,715,427 121,634 972,980 862,310 22,516,960 5,845,790 800,280 5,027,260 94,580 $ 30,254,623 $ 30,966,442 $ 37,431,690 $ 34,844,295 $ 36,120,160 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 22,031,642 4,013,583 342,098 3,867,300 24,889,302 4,141,544 427,697 1,507,899 29,736,060 4,752,850 752,020 2,190,760 28,961,933 4,795,922 632,020 454,420 31,189,010 4,366,150 157,000 408,000 $ 30,254,623 $ 30,966,442 $ 37,431,690 $ 34,844,295 $ 36,120,160 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 2,723,429 30,254,623 3,169,114 30,966,442 3,029,310 37,431,690 3,197,730 34,844,295 3,254,000 36,120,160 Total Personnel EXPENSES BY DIVISION Administration Professional Standards Patrol Services Support Services Counseling Services 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 $(27,531,194) $(27,797,328) $(34,402,380) $(31,646,565) $(32,866,160) 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 2006 1.1 Actual FY 2007 1.1 Projected FY 2008 1.1 Anticipated FY 2009 1.1 92% 91% 92% 93% 97% 95% 97% 97% 94% 92% 94% 94% 28.3 26.6 27.0 27.0 - 108 - Table of Contents Professional Standards PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ Maintain all allotted officer and civilian positions approved by Town Council by June 30th 2009 Complete 60% of total internal investigations within 30 days Complete and route 80% of total internal investigations within 60 days BUDGET NOTES Implemented the quarterly risk management program to improve measurements of accountability, to increase communication of those measures and to maximize organizational effectiveness Implemented impartial property and evidence audits to provide a formal periodic examination and verification of accounts and records to verify their correctness to ensure the continuity of the custody of property and evidence Conduct quarterly examination and verification of accounts and records of all monies, drugs, and firearms are conducted to verify their correctness Audited the entire property system annually to ensure its integrity and its compliance with management directives and legal requirements A monthly Claims Audit was implemented in 2008 to ensure that collisions, property damage, property losses and police actions which give rise to a claim have been properly reported and documented Due to budget constraints, two Civilian Investigators were reassigned to 9-1-1 Operators in Police Communications. These positions were added back into the Police Five Year Plan in FY 2011. Other miscellaneous reductions totaling $10,000 were also removed from the Professional Standards budget. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 % of total investigations completed within 30 days 56.0% 41.4% 60.0% 70.0% % of total investigations completed and routed within 60 days (including those completed within 30 days) 86.0% 74.7% 80.0% 90.0% 63 62 N/A N/A 86.7% 100.0% 100.0% 100.0% PERFORMANCE/ACTIVITY MEASURES Actual number of officers and civilians hired including over-hires % of authorized positions filled - 109 - 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 2008 9.00 0.00 0.00 3.00 6.00 0.00 3.00 6.00 3.00 6.00 0.00 4.00 6.00 4.00 6.00 0.00 4.00 6.00 4.00 6.00 0.00 4.00 4.00 4.00 4.00 9.00 9.00 10.00 10.00 8.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 824,777 363,631 472,408 $ 836,039 643,222 116,575 64,980 $ 824,777 Total Revenues Total Expenses $ 984,830 (824,777) $ $ (836,039) $ 997,139 $ 997,139 984,830 $1,800.00 $1,200.00 $600.00 $0.00 - 110 - $ (997,139) $ $2,400.00 FY 2008 771,400 90,910 - 997,139 (984,830) $ FY 2009 862,310 Budget FY 2009 Projected FY 2008 $3,000.00 FY 2007 $ 829,292 130,247 37,600 - COST PER POLICE FTE FY 2006 519,230 343,080 Projected FY 2008 Budget FY 2008 836,039 Budget FY 2009 530,357 466,782 817,360 117,350 37,600 12,520 Actual FY 2007 824,777 $ 984,830 Budget FY 2009 Projected FY 2008 Budget FY 2008 836,039 Actual FY 2006 OPERATING RESULTS $ 705,232 125,397 5,410 $ Projected FY 2008 520,380 464,450 Actual FY 2007 Actual FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2007 824,777 - EXPENSES BY CATEGORY Total Expenses Actual FY 2006 862,310 Budget FY 2009 862,310 (862,310) Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Met the goal of 5 minutes and 15 seconds for emergency (priority 0) response times (75 seconds to receive/dispatch in communications and 4 minutes for the officers to receive the call and arrive) Met response time goals for all other calls for service while the total dispatched calls for service increased 15% Officer initiated calls for service increased 9% Gilbert remains the safest community in Arizona, with a population over 100,000, based on FBI Uniform Crime Report data Opened the Santan Police Substation in south Gilbert to provide improved police service to that area of town Added one additional patrol beat, bringing the total number of patrol beats to ten Over 91% of citizens participating in the Gilbert Survey indicated they are very satisfied or satisfied with police services. Joined the East Valley Fusion Center to provide prompt shared intelligence and information on criminal activity Instituted a Crime Suppression Officer Program to provide each patrol team with officers who are trained to detect and deter criminal activity associated with street gangs and crimes of violence ♦ ♦ ♦ Review monthly activity reports to adjust dispatch protocols, personnel allocation to meet the following dispatch to arrival goals: ƒ Priority 0 – 4 Minutes ƒ Priority 1 – 5 Minutes ƒ Priority 2 – 15 Minutes ƒ Priority 3 – 45 Minutes ƒ Priority 4 – 60 Minutes Provide adequate staffing coverage at all times by adding one beat Increase officers’ policing activity and increase arrests and citations by 10% Maintain a satisfaction level of 90% or more based on Gilbert’s annual survey Maintain the rating as safest city in Arizona with a population > 100,000 Reduce officer involved at fault collisions by 10% BUDGET NOTES Based on the slow down of growth, no additional officers are included in the FY 2009 budget. The Personnel expenditures increase over FY 2008 Adopted due to a market increase and range adjustments that were implemented during FY 2008. This increase in Personnel is a net increase after a 15% reduction in overtime ($393,000) was implemented as a result of budget cuts. Other reductions taken in the Patrol Services section of the Police Department include $173,000 in vehicle related expenses, and $21,000 in training and travel. Actual FY 2006 1,780 Actual FY 2007 2,676 Projected FY 2008 2,800 Anticipated FY 2009 3,000 $14,978,000 $13,051,746 $13,500,000 $13,750,000 28.3 26.6 27.0 27.0 Emergency Response Time 5.43 minutes 5.26 minutes 5.00 minutes 5.00 minutes Non-Emergency Response Time 26.3 minutes 25.5 minutes 20.0 minutes 20.0 minutes 8 8 10 11 7,065 10,648 11,713 12,885 12 12 11 10 66,706 89,164 98,080 107,888 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 Officer at fault collisions Officer initiated Calls for Service - 111 - Table of Contents Patrol Services PERSONNEL BY ACTIVITY Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support School Programs Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Uniform Patrol Canine Unit Traffic Unit 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 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 16.00 161.00 3.00 17.50 7.50 5.00 12.00 185.00 21.00 161.00 3.00 17.50 7.50 5.00 12.00 185.00 21.00 161.00 3.00 17.50 7.50 5.00 12.00 185.00 21.00 181.00 196.00 206.00 206.00 206.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 15,450,621 510,857 2,546,794 494,971 429,530 799,972 15,160,687 370,498 2,099,118 687,026 342,876 990,485 17,278,010 380,510 2,398,660 789,650 492,100 1,207,450 16,928,059 360,121 2,115,558 783,366 408,814 1,221,768 17,232,230 407,370 2,264,660 893,180 388,130 1,331,390 $ 20,232,745 $ 19,650,690 $ 22,546,380 $ 21,817,686 $ 22,516,960 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 14,497,047 2,548,622 292,921 2,894,155 16,019,290 2,361,729 376,851 892,820 18,564,400 2,617,820 282,210 1,081,950 18,809,192 2,746,284 262,210 - 20,015,600 2,424,360 77,000 - $ 20,232,745 $ 19,650,690 $ 22,546,380 $ 21,817,686 $ 22,516,960 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,979,309 20,232,745 2,812,236 19,650,690 2,636,470 22,546,380 2,787,750 21,817,686 2,837,970 22,516,960 $(18,253,436) $(16,838,454) $(19,909,910) $(19,029,936) $(19,678,990) PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2006 FY 2007 FY 2008 - 112 - FY 2009 Table of Contents Police Support Services PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Communication Section answered 360,430 telephone calls, including 55,189 9-1-1 calls Communication Section reduced the time for emergency calls received to officer dispatched from 48 seconds to 39 seconds Police Records Section fulfilled 28,889 public records requests Police Records Section processed 21,890 Departmental Reports and entered 24,327 citations Police Crime Prevention Unit hosted 20 Vehicle Identification Number etching events, a document shredding event to combat identity theft and fraud (20,000 pounds of documents shredded), and coordinated the State’s Vehicle Theft Prevention and Awareness Day Range Master reduced ammunition costs by approximately $48,000 through competitive pricing options Public Affairs Unit distributed 41 Media Releases and redesigned the Police Department web page to include automating the media request process Trained 15 new Officers in the Field Training Program for 10,800 hours of training and 19 Recruits completed academy training for a total of 13,680 hours of training Officers completed a total of 1,990 hours of Advanced Officer Training Increase the number of 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 a “cleared” case status within a 24 hour time period from 07/01/08 thru 06/30/09 Recruit, train and retain qualified applicants to fill all authorized vacant positions in Communications by 7/1/09 Shift supervisors will continue to develop staff to ensure dispatching protocols are met BUDGET NOTES Numerous Personnel changes occurred from adopted FY 2008 to adopted FY 2009. Communications eliminated six full time equivalents (four Telecommunicators, and two 9-1-1 Operators). These positions were added back into the Police Five Year Plan in FY 2011. Other reductions totaling $125,000 include a $23,000 decrease in training and travel, $26,000 reduction in electric utilities, and $28,000 in maintenance accounts. PERFORMANCE/ACTIVITY MEASURES Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Time between emergency call received to dispatching an officer 1:05 minutes 0:48 minutes 0:39 minutes 0:30 minutes Time to process requests for reports in Records 48 hours 48 hours 48 hours 48 hours Number of public contacts by Crime Prevention Unit 7,993,808 8,393,499 8,813,174 9,253,833 - 113 - 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 2006 Actual FY 2007 Budget FY 2008 20.00 40.00 6.00 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 16.00 44.00 7.00 1.00 4.00 2.00 16.00 38.00 7.00 1.00 4.00 2.00 73.00 73.00 74.00 74.00 68.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 891,413 2,116,384 606,340 47,915 216,597 172,382 918,835 2,332,576 1,073,187 72,676 320,377 192,573 1,052,740 3,450,880 1,550,150 66,530 376,730 156,890 962,804 2,819,120 1,051,852 71,700 370,657 163,859 1,026,460 3,200,460 1,014,620 70,370 371,840 162,040 $ 4,051,031 $ 4,910,224 $ 6,653,920 $ 5,439,992 $ 5,845,790 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 3,268,600 601,612 5,016 175,803 3,679,587 751,918 478,719 4,779,840 1,000,180 873,900 4,113,055 872,517 454,420 4,444,470 993,320 408,000 $ 4,051,031 $ 4,910,224 $ 6,653,920 $ 5,439,992 $ 5,845,790 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 517,716 4,051,031 Net Operating Result Projected FY 2008 82,936 4,910,224 93,500 6,653,920 89,980 5,439,992 91,030 5,845,790 $ (3,533,315) $ (4,827,288) $ (6,560,420) $ (5,350,012) $ (5,754,760) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2006 FY 2007 FY 2008 - 114 - FY 2009 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ ♦ ♦ ♦ ♦ BUDGET NOTES ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ Provide a minimum of 23,000 units of individual, family, and group counseling (a unit is ½ hour of counseling) Provide an adolescent life fundamentals program Provide services to at least 5,000 citizens Offer services to a minimum of 1,500 victims Respond to all crisis calls within 30 minutes of request by Police and Fire Due to budget constraints, expenditures were reduced by $5,500 in the Counseling division. Major areas of reductions are training and communication. Over 5,500 clients were provided with services 100 crisis calls were handled by staff Over 1,500 victims were offered services Provided 20 community youth diversion classes, 16 adolescent life fundamentals classes, and 12 adolescent drug and alcohol classes Designed and implemented a volunteer police Chaplain program PERFORMANCE/ACTIVITY MEASURES Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Counseling Units of Service – Individual and Group 21,266 24,957 25,000 25,000 Cost per counseling unit $28.73 $29.87 $31.75 $32.01 Victims Offered Services 1,535 1,506 1,520 1,559 Number of crisis calls handled 143 133 100 120 Average callout response time 19.7 minutes 22.3 minutes 23.0 minutes 23.0 minutes % of youth violence referrals completing the program successfully 94% 95% 95% 95% Total Clients Served 3,987 5,140 5,500 5,500 - 115 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2006 Actual FY 2007 Budget FY 2008 8.50 9.50 9.50 9.50 9.50 8.50 9.50 9.50 9.50 9.50 Actual FY 2006 Actual FY 2007 Budget FY 2008 657,510 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 549,984 60,884 46,642 $ 657,510 Total Revenues Total Expenses $ 215,468 657,510 Net Operating Result $ $ 828,750 (442,042) $ 745,367 $ 793,800 Actual FY 2007 828,750 (471,425) $ $ 793,800 299,340 828,750 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2008 - 116 - $ (473,800) $ $5.00 FY 2007 744,680 55,600 - 320,000 793,800 (529,410) $ FY 2009 800,280 Budget FY 2009 Projected FY 2008 COST PER CAPITA FY 2006 $ 724,146 69,654 - Budget FY 2008 273,942 745,367 800,280 Projected FY 2008 762,170 64,580 2,000 $ Budget FY 2009 793,800 Budget FY 2008 676,076 69,291 - Actual FY 2006 OPERATING RESULTS 745,367 Budget FY 2009 Projected FY 2008 828,750 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses 657,510 745,367 Projected FY 2008 800,280 Budget FY 2009 325,000 800,280 (475,280) Table of Contents Investigations PURPOSE STATEMENT ♦ The Gilbert Police Department Investigations Division is dedicated to apprehending and prosecuting offenders as well as resolving investigations in a timely and thorough manner. Comprised of the Violent Crimes Unit, Child / Sex Crimes Unit, Property Crimes Unit and Special Investigations Unit, the Criminal Investigations Division investigates complex felony crimes, including: homicide, sexual assault, child abuse/endangerment, robbery, burglary, theft, drug trafficking and racketeering. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ Solved numerous armed robberies, aggravated assaults and attempted homicide cases Worked jointly with other agencies and specialty units to apprehend violent offenders involved in shootings, stabbings and kidnapping cases Staffed an Intelligence Detective at the multi-agency East Valley Gang and Criminal Information Fusion Center Enhanced the section’s ability to investigate computer related crimes by training a detective in computer forensics at the Arizona Department of Public Safety’s Computer Lab Successfully separated the Person’s Crimes Unit into a Violent Crimes Unit and a Sex Crimes Unit, allowing detectives to specialize in these vital areas Trained all of the Violent Crimes Detectives in basic Homicide investigation Hired and trained a civilian investigator to conduct forensic video and audio enhancement, along with digital media redaction Provided information and data to other units within the police department, via Compstat, to enhance proactive enforcement and crime prevention Worked several large narcotics cases involving the coordinated work of local, state and federal agencies resulting in the seizure of over 1500 pounds of marijuana in one case alone valued at approximately 1 million dollars OBJECTIVES FY 2009 ♦ Conduct high quality investigations and maintain high case clearance rates for the fiscal year even with an increasing workload BUDGET NOTES Supplies and Contractual expenses for FY 2009 are reduced 21% from FY 2008 adopted. This reduction has two components; $91,000 in one time expenditures in the FY 2008 budget due to addition of personnel; and $46,000 in reductions in the FY 2009 base due to budget constraints. Major areas of reductions include automotive related expenses ($18,000) and training and travel ($13,000). Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Case clearance rate 30% 25% 25% 25% Total number of cases 750 1,176 1,293 1,423 Total number of arrests/complaints 223 299 329 362 Total number of cases inactivated 206 442 400 450 Percentage of cases inactivated 27% 38% 31% 32% Total number of search warrants 100 132 145 160 Total Special Investigations Team cases 71 120 132 145 PERFORMANCE/ACTIVITY MEASURES - 117 - 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 2008 Projected FY 2008 23.00 7.00 3.00 0.00 0.00 27.00 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 2.00 8.00 4.00 17.00 14.00 34.00 11.00 2.00 8.00 4.00 17.00 14.00 34.00 11.00 33.00 37.00 45.00 45.00 45.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 397,253 768,891 244,061 1,308,290 1,141,494 340,430 921,830 337,920 2,028,310 1,553,060 307,010 837,291 322,445 1,870,257 1,378,424 319,110 954,390 330,560 1,891,280 1,531,920 $ 3,625,698 $ 3,859,989 $ 5,181,550 $ 4,715,427 $ 5,027,260 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,693,152 394,398 18,168 519,980 3,241,713 447,190 50,846 120,240 4,168,660 631,880 202,210 178,800 3,847,309 665,908 202,210 - 4,524,550 502,710 - $ 3,625,698 $ 3,859,989 $ 5,181,550 $ 4,715,427 $ 5,027,260 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 2,642,740 773,596 209,362 - EXPENSES BY CATEGORY Total Expenses Actual FY 2006 456 3,625,698 3,859,989 5,181,550 4,715,427 5,027,260 $ (3,625,242) $ (3,859,989) $ (5,181,550) $ (4,715,427) $ (5,027,260) COST PER CASE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2006 FY 2007 - 118 - FY 2008 FY 2009 Table of Contents Tactical Operations PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ Tactical operation unit successfully resolved all operations without injury or loss of life Added the Tactical Service Officer position to the team ♦ Provide one-unit training day/month and one 4-hour block of firearms training/month for entry, precision rifle operators and tactical negotiations team Provide an additional 4 hour block/month for precision rifle operators – sniper training Provide one – weeklong training unit of 40 hours/year Provide Basic SWAT School to new operators Get remaining team members Self Contained Breathing Apparatus/Hazardous Work Operations and Emergency Responses trained Complete the Urban Area Security Initiative grant for an equipment delivery vehicle, tactical robot, and armored personnel transport vehicle BUDGET NOTES Reductions totaling $11,000 were removed from the Tactical Operations budget. Major areas cut are automotive expenditures ($5,000) and training and travel ($3,900) In addition, an additional $1,200 was removed from fuel charges as a result of a fuel analysis. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 100% 100% 100% 100% Number of special operations members completing the course of instruction 25 27 27 27 Number of tactical operations 22 21 14 20 Training Hours 212 212 220 220 PERFORMANCE/ACTIVITY MEASURES % of special operations members trained in knowledge, skills and abilities - 119 - Table of Contents Tactical Operations PERSONNEL BY ACTIVITY Emergency Response Unit Total Personnel EXPENSES BY ACTIVITY Emergency Response Unit Total Expenses $ 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 2006 Actual FY 2007 Budget FY 2008 243,514 112,117 $ 112,117 32,064 101,120 110,330 $ 243,514 Total Revenues Total Expenses 112,117 243,514 $ 117,820 117,820 (243,514) $ $ 121,634 (112,117) $ $ 121,634 117,820 $6,000.00 $4,000.00 $2,000.00 $0.00 - 120 - $ (121,634) $ $8,000.00 FY 2008 55,850 38,730 - 121,634 (117,820) $ FY 2009 94,580 Budget FY 2009 Projected FY 2008 $10,000.00 FY 2007 $ 52,004 69,630 - COST PER ERU ACTIVATION FY 2006 94,580 Projected FY 2008 Budget FY 2008 112,117 Budget FY 2009 121,634 51,840 45,230 20,750 $ Budget FY 2009 Projected FY 2008 Budget FY 2008 Actual FY 2007 Actual FY 2006 OPERATING RESULTS $ 51,288 60,829 $ Projected FY 2008 117,820 Actual FY 2007 Actual FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2007 243,514 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 94,580 Budget FY 2009 94,580 (94,580) 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 2009 ♦ 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 - 121 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Administration Operations Prevention Emergency Operations 6.50 120.50 11.00 1.00 6.50 161.25 4.50 1.50 6.50 177.50 4.50 2.50 6.50 177.50 6.50 2.50 6.50 184.00 6.50 2.50 139.00 173.75 191.00 193.00 199.50 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 790,138 18,092,626 1,023,556 172,248 794,940 18,553,553 452,597 336,730 816,870 28,843,840 527,560 389,800 800,953 25,345,978 530,709 259,610 1,545,250 21,516,970 658,740 250,450 $ 20,078,568 $ 20,137,820 $ 30,578,070 $ 26,937,250 $ 23,971,410 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 11,882,048 1,946,661 96,591 6,153,268 14,585,986 2,486,900 260,655 2,804,279 18,575,930 3,434,870 8,567,270 17,979,372 3,447,925 425 5,509,528 19,421,590 2,902,820 1,647,000 $ 20,078,568 $ 20,137,820 $ 30,578,070 $ 26,937,250 $ 23,971,410 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 804,419 20,078,568 794,877 20,137,820 486,000 30,578,070 984,940 26,937,250 639,000 23,971,410 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 $(19,274,149) $(19,342,943) $(30,092,070) $(25,952,310) $(23,332,410) Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Child near drowning events 7 7 2 0 Number of emergency calls 11,718 12,260 13,000 13,400 Average response time from apparatus enroute to on scene 4 minutes 28 seconds 4 minutes 15 seconds 4 minutes 10 seconds 4 minutes 10 seconds Turnout time average 51 seconds 50 seconds 50 seconds 50 seconds PERFORMANCE/ACTIVITY MEASURES - 122 - Table of Contents Fire Operations PURPOSE STATEMENT OBJECTIVES FY 2009 The Fire Operations Division is dedicated to protecting the lives and property of our citizens and those who visit Gilbert. We will strive to provide emergency services that meet or exceed national and local standards while maximizing the use of available resources. ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented Target Safety software training curriculum for members to obtain further training Hired and trained thirteen firefighters with a ladder company placed in service Continue efforts towards a four minute travel time response town wide Implemented a hazardous materials team ♦ ♦ ♦ Continue regional partnerships to increase public safety Increase training and education with the Gilbert emergency operation center Apply for, and complete federal grants to augment resources for local and regional responses Maintain a 60 hour per quarter training requirement for sworn personnel Attend regional training with automatic aid partners Maintain a minimum level of “out of service” units to maintain service levels Continue the use of Ladder Tender application to improve efficiency and response Continue to develop strategies to decrease the turnout time for emergency calls BUDGET NOTES Personnel costs increase 4.5% over FY 2008 adopted budget due to the net of the following items: market increase, mid year hires in FY 2008, and a reduction in overtime of $139,000. Contractual expenses decrease due to $379,000 of one time expenditures budgeted in FY 2008 and $184,000 in reductions for FY 2009 due to budget constraints. Transfer of $832,000 is the General Fund portion of the Fire Hydrant Installation capital project. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 47% 49% 49% 50% Response time average from time of station alert to on-scene 5 minutes 17 seconds 5 minutes 2 seconds 5 minutes 0 seconds 5 minutes 0 seconds Number of training hours for all department personnel 41,378 39,213 41,000 41,000 Number of CERT volunteers trained 75 57 120 90 Number of sustained customer complaints 0 0 0 0 PERFORMANCE/ACTIVITY MEASURES % of time first due unit arrives within four minutes ( apparatus enroute to on-scene) - 123 - Table of Contents Fire Operations PERSONNEL BY ACTIVITY Training Operations Total Personnel EXPENSES BY ACTIVITY Training Operations 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 6.00 114.50 6.00 155.25 6.00 171.50 6.00 171.50 6.00 178.00 120.50 161.25 177.50 177.50 184.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 771,587 17,321,039 837,630 17,715,923 795,090 28,048,750 1,042,319 24,303,659 775,040 20,741,930 $ 18,092,626 $ 18,553,553 $ 28,843,840 $ 25,345,978 $ 21,516,970 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 10,241,980 1,723,871 86,381 6,040,394 13,390,528 2,200,979 254,045 2,708,001 17,210,190 3,204,950 8,428,700 16,607,337 3,228,688 425 5,509,528 17,985,840 2,699,130 832,000 $ 18,092,626 $ 18,553,553 $ 28,843,840 $ 25,345,978 $ 21,516,970 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 2,643 18,092,626 772,838 18,553,553 481,000 28,843,840 972,410 25,345,978 626,000 21,516,970 $(18,089,983) $(17,780,715) $(28,362,840) $(24,373,568) $(20,890,970) COST PER SINGLE FAMILY RESIDENCE $400.00 $300.00 $200.00 $100.00 $0.00 FY 2006 FY 2007 - 124 - FY 2008 FY 2009 Table of Contents Fire Prevention PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Held an East Valley Safety Walk for drowning prevention and targeted 6,500 Gilbert Homes Held our 1st ever back to school shopping event and took 35 underprivileged children shopping Partnered with the Phoenix Coyotes to educate Gilbert school children in grades 4th-6th on helmet safety Elected Vice President of Maricopa County Safe Kids Coalition for injury prevention Brought on board a new AzPOST Certified Fire Investigator to streamline arson case management and conviction Completed annual inspection and hazard mitigation for all town owned buildings Completed annual school inspections for life safety issues Hired two additional fire inspectors to conduct the annual inspection program Trained an Arizona State University Intern in fire prevention skills Both fire investigators earned their Certified Fire Investigator certification from the International Association of Arson Investigators ♦ ♦ ♦ Maintain school-wide injury prevention programs for 1st grade Inspect high hazard occupancies a minimum of two occupancies per month Maintain a level of acceptable compliance and life safety in public buildings through inspection surveillance Correct deficiencies and non-compliance issues that posses direct hazards within a 60 day time frame Provide specific demographics of fire activities in relation to cause, property loss and findings of injury or fatality Provide Juvenile Fire Setter education as referred by courts or parent initiated request Provide school injury program for 1st grade Provide education programs on identified high risk activities within the community BUDGET NOTES Personnel costs increase over FY 2008 adopted due to market adjustments and two positions transferred from Inspection and Compliance Fire in the Development Services department. The transfer of these positions to Fire is offset by additional revenue for inspections. The increase in contractual expenses is due to a net of $10,000 in reductions due to budget constraints and additional expenditures for the two Senior Fire Inspector positions. PERFORMANCE/ACTIVITY MEASURES Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Number of children (Grade 1 Only) receiving educational program 8,169 2,122 2,550 2,600 Number of car seat checks annually 702 378 704 700 Cause and origin investigations 45 53 50 50 Juvenile fire setting interventions 26 9 10 10 $992,696 $4,363,050 $2,156,548 $1,000,000 Dollar losses related to fire investigations - 125 - Table of Contents Fire Prevention PERSONNEL BY ACTIVITY Fire Prevention Fire Public Education Investigations Total Personnel EXPENSES BY ACTIVITY Fire Prevention Fire Public Education Investigations Actual FY 2006 Actual FY 2007 Budget FY 2008 10.00 1.00 0.00 3.50 1.00 0.00 3.50 1.00 0.00 5.50 1.00 0.00 5.50 1.00 0.00 11.00 4.50 4.50 6.50 6.50 Actual FY 2006 Actual FY 2007 Budget FY 2008 902,346 116,596 4,614 Total Expenses $ 1,023,556 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 827,370 94,907 49 101,230 $ 1,023,556 Total Revenues Total Expenses $ 798,605 1,023,556 Net Operating Result $ $ 527,560 (224,951) $ 452,597 $ 530,709 Actual FY 2007 527,560 (443,757) $ $ 530,709 5,000 527,560 $4.50 $3.00 $1.50 $0.00 FY 2008 - 126 - $ (528,529) $ $6.00 FY 2007 573,550 85,190 - 2,180 530,709 (522,560) $ FY 2009 658,740 Budget FY 2009 Projected FY 2008 COST PER CAPITA FY 2006 $ 456,585 74,124 - Budget FY 2008 8,840 452,597 530,900 110,770 17,070 Projected FY 2008 440,830 82,440 4,290 $ Budget FY 2009 409,708 109,253 11,748 Budget FY 2008 369,585 83,012 - Actual FY 2006 OPERATING RESULTS 452,597 Budget FY 2009 Projected FY 2008 382,590 120,400 24,570 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses 334,760 103,347 14,490 Projected FY 2008 658,740 Budget FY 2009 3,000 658,740 (655,740) 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’s 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 2009 ♦ 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 Queen Creek Wash by working with developer 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 ♦ Prevent public health hazards and minimize inconveniences to customers by responsibly coordinating Mosquito Control operations in Parks and Parkway Improvement Districts. ORGANIZATIONAL CHART PUBLIC WORKS General Fund Street Fund Enterprise Funds Administration Water Utility Locates Wastewater Solid Waste Residential Solid Waste Commercial Irrigation - 127 - Table of Contents Public Works Actual FY 2006 Actual FY 2007 Budget FY 2008 Administration Mosquito Control Utility Locates Irrigation 14.00 0.00 5.00 0.00 12.25 0.00 5.00 0.00 13.00 0.00 5.00 0.00 13.00 0.00 5.00 0.00 13.00 0.00 5.00 0.00 Total Personnel 19.00 17.25 18.00 18.00 18.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2008 Budget FY 2009 Projected FY 2008 Budget FY 2009 Administration Mosquito Control Utility Locates Irrigation 981,895 26,782 484,432 21,578 749,852 39,056 434,366 12,311 1,193,140 95,750 480,310 37,800 1,005,889 95,750 451,171 42,257 828,460 481,770 50,020 Total Expenses $ 1,514,687 $ 1,235,585 $ 1,807,000 $ 1,595,067 $ 1,360,250 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 1,214,639 147,204 26,366 126,478 1,043,900 160,844 30,841 1,191,790 252,450 362,760 1,155,240 223,530 216,297 1,168,720 141,510 50,020 $ 1,514,687 $ 1,235,585 $ 1,807,000 $ 1,595,067 $ 1,360,250 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,466,295 1,514,687 $ 1,105,226 1,235,585 (48,392) $ 1,291,220 1,807,000 (130,359) $ 1,173,740 1,595,067 (515,780) $ 1,310,230 1,360,250 (421,327) $ (50,020) Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Number of customer contacts resulting in service request 26,300 28,100 20,000 28,000 Total municipal solid waste (tons) 112,880 115,500 120,000 126,600 Total wastewater influent (MG) 3,910 4,275 4,544 4,875 Total water produced (MG) 14,757 16,171 17,500 19,000 PERFORMANCE/ACTIVITY MEASURES - 128 - Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ ♦ BUDGET NOTES Budget amounts for printing, food and monetary employee awards have been reduced from the base FY 2009 budget. There are no new budget requests for FY 2009. ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Evaluate Public Works call-center operations Continue to secure future well/reservoir sites and additional renewable water resources Sonoqui Wash channel construction complete and operational providing 100year flood capacity Queen Creek Wash channel right-of-way secured and construction will begin prior to the end of the fiscal year Two additional direct-to-system well sites secured 800 Mhz portable radios are set up and ready for emergency communications Successfully processed a monthly average of 4,200 customer contacts Implemented operations at the South Area Service Center Successfully managed 25 contracts PERFORMANCE/ACTIVITY MEASURES % of contacts for information only Ratio of administrative staff to total division Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 47% 44% 50% 50% 1:17.1 1:19.0 1:18.9 1:19.8 - 129 - Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Administration Field Operations Admin Total Personnel EXPENSES BY ACTIVITY Administration Field Operations Admin $ Budget FY 2008 4.00 10.00 12.25 0.00 13.00 0.00 13.00 0.00 13.00 0.00 14.00 12.25 13.00 13.00 13.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 981,895 $ Actual FY 2006 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 981,895 $ Total Revenues Total Expenses 977,799 981,895 $ 1,005,889 - 749,852 $ 1,193,140 $ 1,005,889 Budget FY 2008 Projected FY 2008 702,133 47,719 - 812,390 65,750 315,000 778,069 53,780 174,040 749,852 $ 1,193,140 $ 1,005,889 Budget FY 2008 Projected FY 2008 670,860 749,852 (4,096) $ 810,910 1,193,140 (78,992) $ (382,230) $ $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 - 130 - FY 2008 828,460 $ FY 2009 828,460 Budget FY 2009 780,950 47,510 - $ (271,239) $ $5,000.00 FY 2007 Budget FY 2009 734,650 1,005,889 COST PER PUBLIC WORKS EMPLOYEE FY 2006 Budget FY 2009 Projected FY 2008 1,193,140 - Actual FY 2007 Actual FY 2006 Projected FY 2008 749,852 - Actual FY 2007 905,013 35,676 26,366 14,840 OPERATING RESULTS Net Operating Result Actual FY 2007 302,260 679,635 Total Expenses Total Expenses Actual FY 2006 828,460 Budget FY 2009 828,460 828,460 - Table of Contents Mosquito Control PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ BUDGET NOTES Due to budget constraints, the Mosquito Control program has been eliminated from the FY 2009 budget. Maricopa County will continue to fund their mosquito control program which impacts Gilbert residents. ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ No objectives for FY 2009 due to elimination of program 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 Continuously evaluated the contracted mosquito control program and identified and incorporated all new areas that qualified for the scheduled fogging operations Monitored the contracted mosquito and midge fly control program through coordination efforts with the contractor and spot inspections of treatment areas Employees in the Effluent Reuse and Recharge Branch obtained and held certifications for pesticide application so mosquito larvicide treatments could be conducted internally on Town properties Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Number of mosquito related complaints 127 280 125 275 Percent of complaints within town treatment areas 26% 27% 36% 5% Number of contracted fogging events (days) per year in scheduled treatment areas 61 62 61 53 Number of contracted larvicide treatment events (days) per year in scheduled treatment areas 61 62 61 53 Number of outreach events where related educational information was distributed 2 2 2 2 PERFORMANCE/ACTIVITY MEASURES - 131 - Table of Contents Mosquito Control Actual FY 2006 Actual FY 2007 Budget FY 2008 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 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Mosquito Control 26,782 Total Expenses $ 26,782 39,056 $ 39,056 Personnel Supplies & Contractual Capital Outlay Transfers Out 26,782 - Total Expenses $ 26,782 Total Revenues Total Expenses $ $ Actual FY 2007 95,750 95,750 (39,056) $ $ 95,750 95,750 $600.00 $400.00 $200.00 $0.00 - 132 - FY 2008 $ 95,750 (95,750) $ FY 2009 Budget FY 2009 Projected FY 2008 $800.00 FY 2007 $ 95,750 - COST PER COMPLAINT FY 2006 - Projected FY 2008 Budget FY 2008 39,056 (26,782) $ $ 95,750 $ Budget FY 2009 95,750 Budget FY 2008 39,056 26,782 Net Operating Result 95,750 39,056 - Actual FY 2006 OPERATING RESULTS $ Budget FY 2009 Projected FY 2008 95,750 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Projected FY 2008 (95,750) $ Budget FY 2009 - Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ Obtained hardened laptop for field operations with Virtual Private Network Connection for server access so that stand by personnel has the ability to respond to Arizona Blue Stake emergency requests immediately as well as expedite the process of accessing Gilbert records so Gilbert owned utilities can be marked within the time frames required by law Traced over 60 Gilbert owned traffic signals and associated fiber lines that did not previously have accurate records associated with the infrastructure Created records of existing fiber optics and available empty conduit and submitted them to Engineering and GIS sections to assist in planning future needs of the fiber optic network Implemented GBAms and had custom reports created to account for daily work loads, as well as, Irthnet software reports to provide an accurate representation of section daily work requirements, and accounts for all Irthnet software dig requests generated by Arizona Blue Stake ♦ ♦ Accurately mark Gilbert owned utilities within parameters set forth by Arizona Revised Statutes, responding to all emergencies and unknowns within specific timelines as required Receive no fines from Arizona Corporation Commission for inaccurate marks Communicate on a daily basis with contractors and document unknowns and inaccuracies found in field Accurately trace all conduits and electrical lines associated with Gilbert owned traffic signals and design Power Point drawings to be incorporated into GIS data layer Locate and trace all fiber optic, conduit, and pull boxes associated with Gilbert owned fiber optic network and create as built drawings in Power Point BUDGET NOTES Personnel budget increases over FY 2008 as a result of a market adjustment. Increased fuel costs are included in the FY 2009 budget. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 # of utility locates 35,265 26,616 25,000 21,000 % Field Located 26% 35% 45% 55% % of emergency tickets 3.5% 1.6% 2.0% 3.0% PERFORMANCE/ACTIVITY MEASURES - 133 - Table of Contents Utility Locates Actual FY 2006 Actual FY 2007 Budget FY 2008 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 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates 484,432 Total Expenses $ 484,432 434,366 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 309,626 84,746 90,060 Total Expenses $ 484,432 Total Revenues Total Expenses $ $ 4,064 434,366 480,310 - 451,171 - $ 451,171 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2007 FY 2008 - 134 - 387,770 94,000 $ 439,090 451,171 $ FY 2009 481,770 Budget FY 2009 Projected FY 2008 COST PER LOCATE FY 2006 $ 377,171 74,000 - 480,310 480,310 $ 481,770 Projected FY 2008 Budget FY 2008 434,366 434,366 $ $ 379,400 90,950 9,960 $ Budget FY 2009 451,171 Budget FY 2008 Actual FY 2007 488,496 484,432 Net Operating Result 480,310 341,767 74,069 18,530 Actual FY 2006 OPERATING RESULTS $ Budget FY 2009 Projected FY 2008 480,310 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY 434,366 Projected FY 2008 (12,081) $ 481,770 Budget FY 2009 481,770 481,770 - 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, 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 five 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 2009 ♦ 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 Library Services Aquatics PKID Maintenance Recreation Programs Recreation Centers Gilbert Pool Special Events Freestone Recreation Center Mesquite Pool Youth Sports McQueen Activity Center Greenfield Pool Adult Sports Community Center Perry Pool Teen Programs Page Park Center Williams Field Pool Special Needs Southeast Regional Library Outdoor Programs Perry Branch Library - 135 - 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 9.25 33.46 16.05 31.22 19.22 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 8.55 36.96 25.29 36.04 8.43 1.00 8.55 36.96 26.84 36.32 8.31 0.00 110.20 110.67 116.27 116.27 116.98 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 866,076 3,898,846 683,528 2,555,087 1,522,429 77,692 856,083 8,356,620 825,093 3,836,917 1,353,107 84,590 932,140 7,634,660 1,043,890 7,886,820 1,122,450 97,080 881,854 8,079,788 976,700 8,512,373 1,077,727 96,897 937,480 6,337,780 1,090,030 4,686,990 1,130,400 - $ 9,603,658 $ 15,312,410 $ 18,717,040 $ 19,625,339 $ 14,182,680 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 4,559,306 3,373,135 130,013 1,541,204 4,705,263 4,199,339 269,597 6,138,211 5,621,880 5,589,790 374,500 7,130,870 5,326,166 5,645,388 432,410 8,221,375 5,654,040 6,096,960 2,431,680 $ 9,603,658 $ 15,312,410 $ 18,717,040 $ 19,625,339 $ 14,182,680 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 2,445,872 15,312,410 2,445,700 18,717,040 2,463,770 19,625,339 2,681,000 14,182,680 2,120,753 9,603,658 $ (7,482,905) $(12,866,538) $(16,271,340) $(17,161,569) $(11,501,680) PERFORMANCE/ACTIVITY MEASURES Completed facility reservations requests % of citizens using recreation facilities more than one time 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 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 15,505 17,434 18,200 19,000 63% 66% 55% 70% 91% 93% 90% 90% 31% 28% 28% 25% - 136 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2009 Provide safe, well-maintained and desirable park, open space and municipal area resources for the residents of Gilbert and visiting patrons. ♦ Establish a maintenance management system in the effort to enhance park and municipal area operational efficiencies and quality recreation resources ♦ Assist in the completion of capital improvement projects and program the operations and management of the following sites: Western Powerline Trail Phases II and III, Polar Ice landscape at Crossroads District Park, and Water Tower Park ♦ Perform an operational/condition assessment of existing park and municipal area resources and the parks division organizational structure ♦ Enhance effective customer service practices and response to residents in the parkway improvement districts ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Assumed the administration of the 11 Parkway Improvement Districts Coordinated 2,519 hours of community service in the parks Park ranger program responded to 160 park incidents and 7 accidents in park areas Park ranger program supported 13,800 park and facility reservations Completed staff certifications in the following: Structural Pest Control Qualifying Party, Arborist, Commercial Drivers License, and Playground Safety Inspection certifications Completed a major renovation of Cosmo Park to include: expansion of wet area shoreline, timid dog area development, installation of 19,000 square feet of new sod, trees and shrubs Special event support for the Kid’s Spring Fair and Expo, So Long to Summer Fest, Halloween Carnival, 3-day Breast Cancer Event, Concerts In the Park, NFL Punt, Pass, and Kick Event, and Gilbert Days 5K marathon PERFORMANCE/ACTIVITY MEASURES 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 (per Annual Resident Survey) % of citizens willing to support a tax increase for more trail and open space (per Annual Resident Survey) Cyclical Maintenance: projects completed and funding allocation (operating and capital) BUDGET NOTES Personnel expenditures increase as a result of a market adjustment. Contractual expenses increase as a result of a utility analysis completed that identified an additional $175,000 needed in the various utility accounts and $25,000 for additional fuel to match actual expenditures. Maintenance costs totaling $86,000 were also included in the FY 2009 budget for various capital improvement projects that have been completed. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 676 676 716 716 $4,109 $5,502 $5,608 $5,722 60.0%* 60.0%* 48.0% 48.0% N/A* N/A* 52.0% 52.0% 11 $19,600 11 $19,600 5 $135,000 1 $5,000 *Annual Resident Survey not split between parks and trails and open space until FY 2008. Numbers shown in FY 2006 and FY 2007 combine both parks and trails and open space. - 137 - 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 2008 Projected FY 2008 33.46 0.00 33.96 3.00 33.96 3.00 33.96 3.00 33.96 3.00 33.46 36.96 36.96 36.96 36.96 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 8,332,189 24,431 7,451,940 182,720 7,874,102 205,686 6,175,130 162,650 $ 3,898,846 $ 8,356,620 $ 7,634,660 $ 8,079,788 $ 6,337,780 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,542,030 1,211,783 23,688 1,121,345 1,697,799 1,870,186 151,341 4,637,294 2,098,590 1,667,830 69,000 3,799,240 1,969,529 1,918,654 126,910 4,064,695 2,114,320 1,982,460 2,241,000 $ 3,898,846 $ 8,356,620 $ 7,634,660 $ 8,079,788 $ 6,337,780 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 3,898,846 - EXPENSES BY CATEGORY Total Expenses Actual FY 2006 112,260 3,898,846 168,351 8,356,620 133,050 7,634,660 184,530 8,079,788 206,710 6,337,780 $ (3,786,586) $ (8,188,269) $ (7,501,610) $ (7,895,258) $ (6,131,070) COST PER ACRE MAINTAINED $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2006 FY 2007 - 138 - FY 2008 FY 2009 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2009 To promote water safety in the community through instructional programs, and to provide a full-range of aquatics-based recreational activities for participants of all ages. Programs and activities include swim lessons, swim teams, diving team, and public swimming opportunities. ♦ Increase swim team and swimming lesson program opportunities for residents in the southern portion of Gilbert ♦ Increase use of computer systems between pools and the general office to enhance customer service ♦ Begin programs in Williams Field and Perry Pools in the summer of 2008 ♦ Conduct on-going program evaluations and satisfaction survey ♦ Begin new working partnerships with Higley School District and Chandler School District with the opening of the two new pools ACCOMPLISHMENTS FY 2008 ♦ Completed construction of Perry Pool and Williams Field Pool ♦ Introduction of new punch card system for public swimming ♦ Renovation of Gilbert Pool shower rooms ♦ Complete replacement of Mesquite Aquatic Center diving stand and board ♦ Offered fall lifeguard training class BUDGET NOTES Both Williams Field and Perry Pools will be operational for the full season in FY 2009. Due to budget constraints, Gilbert Pool is budgeted for operations through the summer of 2008. Outside agencies will be solicited to operate the pool after the summer of 2008. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Annual participation for aquatics 45,452 39,747 42,000 55,000 Number of swim lesson participants 6,300 6,600 6,800 8,000 Cost recovery aquatics (direct costs only) 44% 46% 39% 37% 14% 14% 15% 16% 16% 20% 22% 24% 93% 88% 90% 90% PERFORMANCE/ACTIVITY MEASURES % of children ages 5-17 participating in swim lessons compared to the total population of children ages 5-17 % of swim/dive team and swim lesson participants as compared to total annual participation for aquatics % of participants surveyed rating the overall quality of aquatics programs as above average or excellent - 139 - 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 2006 Actual FY 2007 Budget FY 2008 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 3.18 3.38 5.77 7.19 5.77 3.18 3.38 2.20 7.30 5.89 5.55 5.90 16.05 18.73 25.29 25.29 26.84 Actual FY 2006 Actual FY 2007 Budget FY 2008 255,629 335,721 92,178 - Total Expenses $ 683,528 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 427,709 143,818 87,811 24,190 Total Expenses $ 683,528 $ Actual FY 2006 OPERATING RESULTS Total Revenues Total Expenses 301,350 683,528 Net Operating Result $ 245,550 305,800 238,590 124,520 129,430 825,093 $ 1,043,890 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY 308,347 307,618 209,128 - (382,178) $ Projected FY 2008 Projected FY 2008 $ Budget FY 2008 504,047 202,790 118,256 - 772,850 271,040 - 825,093 $ 1,043,890 Actual FY 2007 (448,637) $ $ 409,260 1,043,890 (634,630) $ $15.00 $10.00 $5.00 $0.00 - 140 - 976,700 $ 1,090,030 Budget FY 2009 725,628 251,072 - 865,160 224,870 - 976,700 $ 1,090,030 (593,630) $ $20.00 FY 2008 78,290 285,610 250,420 232,970 242,740 383,070 976,700 $25.00 FY 2007 222,237 285,164 228,404 122,868 118,027 Projected FY 2008 COST PER PARTICIPANT FY 2006 Budget FY 2009 Projected FY 2008 Budget FY 2008 376,456 825,093 Budget FY 2009 FY 2009 Budget FY 2009 400,240 1,090,030 (689,790) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2009 To provide clean and safe facilities for multiple Town-sponsored events, with parks and recreation activities representing the majority of facility activity. Recreation Centers also provide facility space to support senior activities, group rentals, public meetings, and various other community uses. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ Completed construction of the new Community Center ♦ Converted game room at Freestone Recreation Center to new multi-purpose room for additional programming space ♦ Freestone Recreation Center offered skate academy lesson program at the skate park ♦ Offered father/daughter dance at the new Community Center ♦ Increased community partnership opportunities ♦ Participation in Leisure Class programs exceeded 12,000 PERFORMANCE/ACTIVITY MEASURES Annual participation at Freestone Recreation Center Number of leisure class participants % of Freestone Recreation Center monthly participation compared to total population % of Freestone Recreation Center average monthly participation for youth as compared to the total youth population % of total preschool participation in leisure classes compared to total preschool population % of participants surveyed who indicate the leisure classes met their expectations Cost per square foot – Community Center (8,997 square feet. Increases to 16,550 square feet beginning FY 2008) 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) ♦ Offer new programs at the Southeast Regional Library during weekday morning hours Expand Special Needs programs in the centers by offering 20% more classes and activities, and use all centers for activities Offer new membership/pass options to participants at Freestone Recreation Center based on input from a combination of facility research and input from a focus group Obtain customer feedback from participant surveys and focus group meetings Increase senior programming at the Community Center in partnership with Community Services of Arizona, and begin to offer senior programs at the other facilities BUDGET NOTES Gilbert continues to assume responsibility of the Southeast Regional Library from Maricopa County. Due to budget constraints, the hours at the Southeast Regional Library and the Perry Branch Library have been reduced for FY 2009. Hours of reductions were determined by usage. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 244,848 260,186 262,000 265,000 12,092 12,528 13,500 14,250 11% 11% 11% 12% 20% 21% 21% 22% 35% 30% 30% 33% 93% 86% 90% 93% $33.68 $29.07 $23.12 $25.06 $12.86 $12.24 $20.24* $18.37* $5.15 $5.39 $10.75* $10.10* $18.76 $19.70 $20.39* $20.59* * Leisure class expenses allocated to centers beginning FY 2008. - 141 - 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2006 Actual FY 2007 Budget FY 2008 4.77 6.21 1.31 16.93 2.00 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 6.18 9.49 1.72 17.46 1.19 0.00 6.28 9.49 1.72 17.64 1.19 0.00 31.22 29.49 36.04 36.04 36.32 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 392,604 344,517 45,763 931,143 841,060 - 1,611,302 328,059 47,834 961,323 803,618 84,781 3,528,800 553,470 92,980 1,001,480 1,646,090 1,064,000 4,348,600 542,461 95,456 988,903 1,635,853 901,100 414,790 492,200 89,710 998,800 1,732,970 958,520 $ 2,555,087 $ 3,836,917 $ 7,886,820 $ 8,512,373 $ 4,686,990 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,126,345 1,309,307 8,353 111,082 1,057,768 1,423,292 1,355,857 1,417,700 3,026,620 305,500 3,137,000 1,375,252 2,865,621 305,500 3,966,000 1,387,330 3,299,660 - $ 2,555,087 $ 3,836,917 $ 7,886,820 $ 8,512,373 $ 4,686,990 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 942,792 2,555,087 Net Operating Result Projected FY 2008 1,071,770 3,836,917 1,421,640 7,886,820 1,427,090 8,512,373 1,574,650 4,686,990 $ (1,612,295) $ (2,765,147) $ (6,465,180) $ (7,085,283) $ (3,112,340) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2006 FY 2007 FY 2008 - 142 - FY 2009 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2009 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 for the community while working within existing resources to include enhanced special needs programming and a broader range of youth opportunities ♦ Increase use of web-based information for adult sports participants ♦ Incorporate new trip offerings into the existing Teen Outdoor and Teen Treks programs ♦ Conduct annual customer satisfaction survey for program participants ♦ Continue the partnership with Gilbert Public Schools in providing collaborative programs for youth and teens ACCOMPLISHMENTS FY 2008 ♦ Offered new web-based customer information for adult sports program ♦ A record 108 softball teams participated in the annual Gilbert Days Tournament ♦ Partnered with Gilbert Public Schools in offering programs and activities for youth ♦ Spring Ball Program for youth enrolled 933 participants BUDGET NOTES Personnel increases over FY 2008 adopted budget due to a market increase. No other major changes occurred in Recreation Programs. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 45,030 32,988* 39,500 40,750 Number of softball teams 365 379 340 365 Adult sports cost recovery 95% 103% 94% 98% Recreation programs cost recovery 58% 68% 53% 53% % of adult softball participation compared to the overall population of adults 5% 5% 4% 4% Number of Town/School District sites offering collaborative programs annually 12 18 17 18 PERFORMANCE/ACTIVITY MEASURES Number of participants for Recreation Programs * Spring Fair cancelled in March 2007 due to adverse weather conditions. Anticipated attendance approximately 6,000. - 143 - 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 2007 Budget FY 2008 0.74 9.26 2.70 2.41 2.75 0.95 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 0.26 0.00 2.48 2.26 2.59 0.65 0.19 0.26 0.00 2.51 2.21 2.49 0.65 0.19 19.22 15.99 8.43 8.43 8.31 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 49,060 212,330 237,060 543,690 37,540 42,770 42,511 205,480 241,371 515,164 31,275 41,926 42,360 221,990 243,760 543,320 36,760 42,210 $ 1,522,429 $ 1,353,107 $ 1,122,450 $ 1,077,727 $ 1,130,400 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 741,034 567,388 214,007 707,121 500,926 145,060 530,120 401,650 190,680 492,274 394,773 190,680 539,920 399,800 190,680 $ 1,522,429 $ 1,353,107 $ 1,122,450 $ 1,077,727 $ 1,130,400 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses 760,050 1,522,429 $ (762,379) $ 824,911 1,353,107 (528,196) $ 481,000 1,122,450 468,990 1,077,727 (641,450) $ (608,737) $ COST PER PARTICIPANT $30.00 $24.00 $18.00 $12.00 $6.00 $0.00 FY 2006 Budget FY 2009 38,313 391,966 179,704 238,833 432,776 31,105 40,410 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Projected FY 2008 81,079 538,242 169,696 240,856 440,436 11,648 40,472 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 FY 2007 FY 2008 - 144 - FY 2009 499,400 1,130,400 (631,000) Table of Contents Culture and Arts PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ No objectives for FY 2009 due to elimination of program BUDGET NOTES Due to budget constraints, the Culture and Arts program has been eliminated from the FY 2009 budget. ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Installed hanging system for art work in Municipal Court lobbies Increased exhibit space resulting in an increase in the number of artists who exhibited from 7 to 52 Added two portable covered display cases to the library Added 3-D object exhibits Partnered with citizens and Special Events staff to present the Global Village Festival Concerts in the Park presented seven free concerts Expanded Arts and Culture information on the website Developed Arts and Culture application for nonprofits applying for funding from Gilbert Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 4 2 4 N/A 4,000 6,000 6,000 N/A N/A 96% 96% N/A # of locations to exhibit artwork 2 2 4 N/A # of musical performances 0 0 6 N/A # of private developers who desire public art 0 1 1 N/A 50% N/A 80% N/A 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 - 145 - Table of Contents Culture and Arts Actual FY 2006 Actual FY 2007 Budget FY 2008 Culture and Arts 1.00 1.00 1.00 1.00 0.00 Total Personnel 1.00 1.00 1.00 1.00 0.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Culture and Arts 77,692 Total Expenses $ 77,692 84,590 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 73,792 3,900 - Total Expenses $ 77,692 Total Revenues Total Expenses $ 77,692 Net Operating Result $ 97,080 (77,692) $ 84,590 $ 96,897 Actual FY 2007 97,080 (84,590) $ $ 96,897 97,080 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2007 FY 2008 - 146 - $ 96,897 (97,080) $ FY 2009 Budget FY 2009 Projected FY 2008 COST PER PARTICIPANT FY 2006 $ 84,387 12,510 - Budget FY 2008 84,590 - Projected FY 2008 86,970 10,110 $ Budget FY 2009 96,897 Budget FY 2008 79,750 4,840 - Actual FY 2006 OPERATING RESULTS $ Budget FY 2009 Projected FY 2008 97,080 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY 84,590 Projected FY 2008 (96,897) $ Budget FY 2009 - Table of Contents Other General Fund _________________________________ Contracted Services Social Services Transportation Other General Fund Financial Table of Contents 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 Municipal Court. Incarceration booking fees are increasing from $189.23 per inmate to $199.35 per inmate for FY 2009. Gilbert is continuing to pursue an IGA with Maricopa County for Incarceration. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Calls for animal control service – calendar year 1,944 2,003 2,150 2,260 Cost per call – animal control $55.90 $56.97 $56.16 $56.10 Daily inmate housing rates $56.23 $62.29 $72.33 $73.46 PERFORMANCE/ACTIVITY MEASURES COST PER CAPITA $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2006 FY 2007 FY 2008 - 147 - FY 2009 Table of Contents Social Services PURPOSE STATEMENT BUDGET NOTES The purpose is to augment funding for various social service agencies that provide service in Gilbert. A new process was developed this fiscal year to present funding recommendations to Council. Staff reviewed and ranked the eligible applications and then used a multi-step process to develop funding recommendations. The Committee held a public hearing with the applicants on March 24, 2008. Each applicant was allowed 3-5 minutes to summarize their funding request. Committee members had a week after the hearing to develop their funding recommendations. Their individual scores and recommendations were averaged by staff and presented to the Committee at their March 31 meeting. The Committee then came to a consensus on the funding recommendation for each application. Additional adjustments were made to bring the total amount recommended to the funding allocation available. PERFORMANCE/ACTIVITY MEASURES # of meals served at the Gilbert Community Center for Seniors Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 16,572 17,035 16,056 17,500 N/A N/A N/A 68% % of requests funded COST PER CAPITA $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2006 FY 2007 FY 2008 - 148 - FY 2009 Table of Contents Transportation PURPOSE STATEMENT BUDGET NOTES Transportation includes contracts with PhoenixMesa 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 PhoenixMesa Gateway Airport is to develop a safe, efficient, economical and environmentally acceptable air transportation facility. As a result of regional funding provided by Proposition 400, a new super grid service started on Williams Field Road (Route #156) this fiscal year. The billing by the Regional Public Transit Authority is based on cost to provide public transportation. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Average daily ridership – all routes 323 229 392 431 Total number of riders – all routes 99,667 70,335 122,600 134,860 Boardings per mile/Cost per boarding – fixed route 0.41/$10.10 0.28/$15.97 0.26/$16.94 0.29/$18.64 Boardings per mile/Cost per boarding – express route 1.27/$3.15 1.37/$1.88 1.74/$1.47 1.91/$1.62 PERFORMANCE/ACTIVITY MEASURES COST PER BOARDING - ALL ROUTES $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2006 FY 2007 FY 2008 - 149 - FY 2009 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 Phoenix Mesa Gateway Total Personnel EXPENSES BY DIVISION Contracted Services Animal Control Incarceration Social Services Youth Special Programs Senior Programs Museum Support Social Services Transportation Transportation Phoenix Mesa 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 108,667 1,032,781 114,110 1,421,265 120,750 1,700,000 120,750 1,900,000 126,790 2,200,000 125,000 23,500 79,790 65,470 125,000 31,009 51,437 259,736 125,000 52,080 52,500 302,160 125,000 52,080 51,500 302,160 125,000 27,560 51,490 306,690 1,417,809 350,000 1,600,048 350,000 1,780,870 350,000 1,521,570 350,000 1,401,730 350,000 $ 3,203,017 $ 3,952,605 $ 4,483,360 $ 4,423,060 $ 4,589,260 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 3,053,398 149,619 3,431,293 373 520,939 4,083,360 400,000 4,098,360 324,700 4,307,260 282,000 $ 3,203,017 $ 3,952,605 $ 4,483,360 $ 4,423,060 $ 4,589,260 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 518,881 3,203,017 770,416 3,952,605 732,690 4,483,360 975,000 4,423,060 960,000 4,589,260 $ (2,684,136) $ (3,182,189) $ (3,750,670) $ (3,448,060) $ (3,629,260) - 150 - 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 2009. Total Operating Revenues Water Wastewater Solid Waste $ 35,238,000 $ 19,929,000 $ 16,726,400 Total Operating Expenses Operating Income (Loss) (22,720,840) $ 5,591,550 $ 2,842,880 - 302,000 32,000 $ 12,517,160 $ 5,893,550 151,940 100,000 Operating Transfers In Operating Transfers Out Net Income (12,573,460) $ 95,640 ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Wastewater Solid Waste Irrigation - 151 - $ 2,874,880 $ (698,070) (50,020) - $ (50,020) 50,020 (3,632,950) $ 17,000 (67,020) 60,000 (12,031,780) $ (6,038,230) $ (13,883,520) $ 12,517,160 Nonoperating Revenues (Expenses) Income (Loss) Before Transfers (14,337,450) Irrigation $ - 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 63.50 30.00 63.10 0.50 69.00 33.00 71.35 0.50 72.00 35.00 77.10 0.70 72.00 35.00 77.10 0.70 79.00 37.00 80.60 0.70 157.10 173.85 184.80 184.80 197.30 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 39,145,064 19,161,795 15,434,294 38,615 31,544,234 17,000,588 13,728,872 29,956 31,866,210 22,461,040 16,227,710 65,330 31,426,113 23,549,490 15,651,459 61,837 35,294,300 26,369,230 17,516,470 67,020 $ 73,779,768 $ 62,303,650 $ 70,620,290 $ 70,688,899 $ 79,247,020 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 8,911,106 27,640,942 992,222 36,235,498 10,669,385 29,567,097 613,993 21,453,175 12,680,570 35,988,580 1,402,000 20,549,140 12,511,097 33,338,264 1,230,733 23,608,805 13,730,390 36,347,440 931,000 28,238,190 $ 73,779,768 $ 62,303,650 $ 70,620,290 $ 70,688,899 $ 79,247,020 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 51,805,821 73,779,768 59,968,252 62,303,650 66,303,080 70,620,290 68,465,187 70,688,899 72,606,360 79,247,020 $(21,973,947) $ (2,335,398) $ (4,317,210) $ (2,223,712) $ (6,640,660) - 152 - 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 2009 ♦ 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 - 153 - Irrigation Metering Table of Contents Water PERSONNEL BY DIVISION Administration Debt Conservation Production Distribution Metering Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Conservation Production Distribution Metering Non-Departmental Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 Actual FY 2007 Budget FY 2008 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 26.00 0.00 0.00 2.00 0.00 3.00 28.00 13.00 26.00 0.00 0.00 2.00 0.00 3.00 35.00 13.00 26.00 0.00 0.00 63.50 69.00 72.00 72.00 79.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,261,649 3,580,116 316,874 20,451,080 8,549,970 4,985,375 - 1,190,599 3,467,665 324,315 13,229,364 9,058,292 4,273,999 - 1,891,160 3,417,700 337,110 16,495,950 4,440,950 4,437,610 (560,270) 1,406,000 1,761,691 3,416,700 343,525 17,274,466 4,502,400 4,127,331 - 2,037,210 3,155,620 318,850 19,857,640 5,550,050 3,580,930 (453,000) 1,247,000 $ 39,145,064 $ 31,544,234 $ 31,866,210 $ 31,426,113 $ 35,294,300 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 3,591,959 14,393,439 66,032 21,093,634 4,164,308 14,436,109 41,971 12,901,846 5,046,430 17,056,420 154,000 9,609,360 4,832,490 15,720,718 154,000 10,718,905 5,656,290 16,884,550 180,000 12,573,460 $ 39,145,064 $ 31,544,234 $ 31,866,210 $ 31,426,113 $ 35,294,300 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 24,928,694 39,145,064 28,676,754 31,544,234 31,328,640 31,866,210 33,011,430 31,426,113 35,389,940 35,294,300 $(14,216,370) $ (2,867,480) $ PERFORMANCE/ACTIVITY MEASURES Peak day demand (MG) Daily average water production (MG) % of citizens generally/very satisfied with water % increase in ground water capacity % increase in surface water capacity Total miles of water main Actual FY 2006 63 40 89.5% 5.0% 0.0% 825 - 154 - Projected FY 2008 (537,570) $ 1,585,317 Actual FY 2007 64 44 88.7% 8.5% 0.0% 902 Projected FY 2008 68 47 88.9% 11.4% 11.0% 950 Budget FY 2009 $ 95,640 Anticipated FY 2009 72 51 90.0% 3.7% 21.5% 980 Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ Developed a new in-house educational program for Grades 2 thru 5 Contracted through with the Arizona Puppet Theater to demonstrate water conservation techniques and lessons Comply with the non per capita state conservation mandated measures to ensure an adequate water supply Monitor the mandated conservation measures that apply to Gilbert to ensure all measures are in compliance on an annual basis and report annually on each measure Hold the required number of workshops as determined by the conservation measures and continue to educate the public at each available opportunity above and beyond the conservation requirements BUDGET NOTES Personnel budget increased over FY 2008 as a result of a market adjustment. No other items were requested for the FY 2009 budget. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Water Consumption of Gallons per capita per day 211.9 210.0 210.0 210.0 % of elementary school participation 48% 24% 50% 60% Residential audits 160 225 360 360 Commercial audits 1 6 25 50 % increase in ground water capacity 5.0% 8.5% 11.4% 3.7% % increase in surface water capacity 0.0% 0.0% 11.0% 21.5% PERFORMANCE/ACTIVITY MEASURES - 155 - Table of Contents Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2006 Actual FY 2007 Budget FY 2008 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 316,874 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 216,259 61,385 39,230 $ 316,874 324,315 $ 337,110 $ 324,315 $ 343,525 337,110 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2007 FY 2008 - 156 - $ FY 2009 343,525 318,850 Budget FY 2009 248,558 88,267 6,700 COST PER CAPITA FY 2006 318,850 Projected FY 2008 245,890 84,520 6,700 $ Budget FY 2009 343,525 Budget FY 2008 212,314 112,001 - Budget FY 2009 Projected FY 2008 337,110 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses 316,874 324,315 Projected FY 2008 251,960 66,890 $ 318,850 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ Monitor total water production and align with the water availability and acquisition process ♦ Actively emphasize methods and means for facilitating total water production, storage and boosting capacity to meet customer daily demands ♦ Treat both surface and groundwater to meet all water quality regulations for federal, state and county ♦ Maximize the use of surface water ♦ Participate in design of water production facilities to ensure they meet daily water demands ♦ Schedule and monitor sampling program for all designated EPA parameters ♦ Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage, while reducing possibility of system contamination ♦ Maintain a maintenance inventory of work orders in GBA Master Series database ♦ Keep GIS data current with maintenance activities ♦ Distribute educational brochures and information to customers ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Added another dual zone 2 and zone 4;a 2 MGD reservoir and booster station 26 at Baseline West of Recker and designing a well at this location Added arsenic mitigation facility for well 21 Added dual zone 2 and zone 3; a 2 MGD reservoir and booster station at Greenfield and Chandler Heights Met the distribution needs for groundwater production Utilizing other chemical vendors for chlorination at some well sites to give us better dosing capabilities and cost savings Met the water demands of the community as well as maintained the pressure in the four pressure zones during the expansion to 45 MGD Due to changing raw water quality and information from other water facilities chemical testing was preformed which resulted in a change to the chemical process that increased filter efficiency BUDGET NOTES Budget increases include the addition of a new treatment plant starting operation in the last half of FY 2009. A one time expenditure of $180,000 is included in the budget for an ICP Mass Spectrometer for Water Quality. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 14,757 16,171 17,500 19,000 Peak day demand (MG) 63 64 68 72 Daily average water production (MG) 40 44 47 51 % surface water of total water produced 59% 54% 70% 70% Chemical cost per million gallons treated $49 $39 $42 $55 0 0 0 0 0 0 0 0 1,063 1,102 1,100 1,100 PERFORMANCE/ACTIVITY MEASURES Total water produced (MG) # of exceeded Maximum Contaminant Levels of water quality parameters # of system pressure drops that constitute a system outage # of scheduled maintenance work order - 157 - Table of Contents Water Production PERSONNEL BY ACTIVITY North Plant Production South Plant Production Well Production Quality Assurance Total Personnel EXPENSES BY ACTIVITY North Plant Production South Plant Production Well Production Quality Assurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 13.00 0.00 6.50 6.00 15.00 0.00 7.00 6.00 15.00 0.00 7.00 6.00 15.00 0.00 7.00 6.00 15.00 7.00 7.00 6.00 25.50 28.00 28.00 28.00 35.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 10,102,527 9,707,570 640,983 7,541,841 12,637 5,031,089 643,797 10,444,380 5,150,710 900,860 11,086,732 5,427,891 759,843 9,404,490 1,346,640 8,131,740 974,770 $ 20,451,080 $ 13,229,364 $ 16,495,950 $ 17,274,466 $ 19,857,640 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,532,772 7,297,544 21,299 11,599,465 1,699,392 8,138,532 3,391,440 2,162,030 10,052,080 4,281,840 1,986,950 9,819,441 5,468,075 2,713,560 11,104,640 180,000 5,859,440 $ 20,451,080 $ 13,229,364 $ 16,495,950 $ 17,274,466 $ 19,857,640 COST PER MILLION GALLONS PRODUCED $800.00 $600.00 $400.00 $200.00 $0.00 FY 2006 Budget FY 2009 FY 2007 - 158 - FY 2008 FY 2009 Table of Contents Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ In cooperation with the Fire Department began fire hydrant exercising program to allow for each fire hydrant (9,200) to be exercised twice a year Began a comprehensive valve exercising program that will facilitate the exercising of all system valves and the identifying of defective valves and those valves that are not visible from the street grade (buried) Identified and repaired 150 small water leaks to lower the amount of unaccounted for water Did not allow a water main break to cause a water outage of more than eight hours ♦ 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 To work with contractors so that they can make timely additions and improvements to the water system with minimum system disruption To receive and respond to all Arizona Blue Stake tickets in a timely manner BUDGET NOTES Personnel budget increases over FY 2008 as a result of a market increase. Transfers include $1,505,000 to the Water Capital Improvement fund for Distribution projects and $2,504,510 for Water Distribution infrastructure replacement. There are no new budget requests for FY 2009. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 # of fire hydrant rebuild/replacements 156 762 55 30 # of valves exercised 456 96 250 1,000 % of fire hydrants exercised 35% 85% 100% 100% # of events that cause a system outage 64 19 20 20 # of valve actuations for contractors 97 153 150 120 # of safety related injuries 1 0 0 0 Total miles of water main 825 902 950 980 PERFORMANCE/ACTIVITY MEASURES - 159 - Table of Contents Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2007 Budget FY 2008 Projected FY 2008 12.00 13.00 13.00 13.00 13.00 12.00 13.00 13.00 13.00 13.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 8,549,970 9,058,292 4,440,950 4,502,400 5,550,050 $ 8,549,970 $ 9,058,292 $ 4,440,950 $ 4,502,400 $ 5,550,050 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2006 638,156 344,642 25,820 7,541,352 730,558 329,652 7,998,082 841,490 269,950 82,000 3,247,510 838,309 260,761 82,000 3,321,330 866,140 279,770 4,404,140 $ 8,549,970 $ 9,058,292 $ 4,440,950 $ 4,502,400 $ 5,550,050 COST PER MILE OF WATER MAIN $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2006 FY 2007 - 160 - FY 2008 FY 2009 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ 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 BUDGET NOTES In cooperation with the Fire Department began fire hydrant exercising program to allow for each fire hydrant (9,200) to be exercised twice a year Began a comprehensive valve exercising program that will facilitate the exercising of all system valves and the identifying of defective valves and those valves that are not visible from the street grade (buried) Identified and repaired 150 small water leaks to lower the amount of unaccounted for water Did not allow a water main break to cause a water outage of more than eight hours Based on slow down in growth, there are no new budget requests for FY 2009. Personnel budget increases over FY 2008 are a result of a market increase. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 # of lock-offs for delinquent payment 8,326 7,549 7,500 7,700 # of work orders per year 23,850 21,326 22,560 21,000 % of unaccounted for water (12 month average) 9.8% 11.2% 12.3% 10.0% Average meters read per cycle per reader 1,083 975 1,000 1,000 722,230 771,864 800,000 810,000 3,339 4,237 1,200 1,000 PERFORMANCE/ACTIVITY MEASURES # of meter reads for the year # of new meters installed - 161 - 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 22.00 23.00 26.00 26.00 26.00 22.00 23.00 26.00 26.00 26.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 4,985,375 4,273,999 4,437,610 4,127,331 3,580,930 $ 4,985,375 $ 4,273,999 $ 4,437,610 $ 4,127,331 $ 3,580,930 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,098,519 2,796,449 18,913 1,071,494 1,301,784 2,047,492 41,971 882,752 1,564,360 2,159,380 72,000 641,870 1,523,920 1,909,991 72,000 621,420 1,585,060 1,257,300 738,570 $ 4,985,375 $ 4,273,999 $ 4,437,610 $ 4,127,331 $ 3,580,930 COST PER METER READ $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2006 Budget FY 2009 FY 2007 FY 2008 - 162 - FY 2009 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 2009 ♦ 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 - 163 - 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 2006 Actual FY 2007 Budget FY 2008 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 17.00 0.00 11.00 6.00 0.00 0.00 1.00 0.00 16.60 0.00 11.40 6.00 0.00 0.00 1.00 0.00 17.60 0.00 12.40 6.00 0.00 0.00 30.00 33.00 35.00 35.00 37.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 1,774,410 671,390 7,315,930 8,664,810 2,769,070 605,430 (370,000) 1,030,000 Projected FY 2008 Budget FY 2009 Projected FY 2008 Budget FY 2009 1,707,262 671,490 10,016,951 8,557,093 2,043,659 553,035 - 1,913,900 659,920 10,344,740 9,083,140 3,160,510 601,020 (345,000) 951,000 1,726,128 512,229 7,482,377 6,514,372 2,408,148 518,541 - 1,629,406 629,010 5,622,646 6,926,890 1,799,430 393,206 - $ 19,161,795 $ 17,000,588 $ 22,461,040 $ 23,549,490 $ 26,369,230 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,647,384 7,547,051 353,681 9,613,679 2,032,551 8,596,622 57,372 6,314,043 2,484,390 11,311,780 296,000 8,368,870 2,410,471 10,636,916 118,733 10,383,370 2,736,320 11,551,130 50,000 12,031,780 $ 19,161,795 $ 17,000,588 $ 22,461,040 $ 23,549,490 $ 26,369,230 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 14,990,265 19,161,795 16,894,486 17,000,588 19,484,600 22,461,040 19,141,230 23,549,490 20,331,000 26,369,230 $ (4,171,530) $ 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 (106,102) $ (2,976,440) $ (4,408,260) $ (6,038,230) Actual FY 2006 3,910 10.71 2,598.70 63% 1,313 100% 54 100% - 164 - Actual FY 2007 4,275 11.71 3,416.72 80% 1,511 85% 38 100% Projected FY 2008 4,544 12.45 4,191.00 92% 1,640 89% 43 100% Anticipated FY 2009 4,875 13.35 4,482.00 92% 1,750 100% 45 100% Table of Contents Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ Provided safety training to all Wastewater Collection personnel ♦ Completed a written Capacity, Management, Operations, and Maintenance Plan for Gilbert’s wastewater system ♦ Identified and rehabilitated sanitary sewer manholes impacted by corrosion ♦ Completed the expansion of the Crossroads wastewater lift station site ♦ Performed daily inspections and routine maintenance at all lift station sites ♦ Performed odor control activities throughout the wastewater collection system ♦ Cleaned 23% of the sewer system to prevent sewer line blockages, overflows, and odors ♦ Inspected 20% of the sewer system using television inspection equipment to identify problem areas that can lead to sewer line blockages, overflows, and deterioration of the infrastructure ♦ Treated 4,000 sewer manholes for roach control ♦ ♦ ♦ Clean a minimum of 25% of the sanitary sewer system each fiscal year to prevent sewer line blockages, overflows, and odors Inspect a minimum of 25% of the sanitary sewer system using television inspection equipment each fiscal year to identify problem areas that can lead to sewer line blockages, overflows, and long term deterioration of the infrastructure Respond to emergency customer contact events within a one hour to minimize health, safety, and environmental hazards Inspect all lift station sites daily to verify proper operational performance and perform scheduled preventive maintenance on all related controls and equipment Distribute educational information to customers during service calls and public outreach events Conduct annual employee safety training for specific operational tasks to ensure that operations are performed correctly and safely BUDGET NOTES Personnel budget increases for FY 2009 include the addition of a Utility Field Supervisor. All costs associated with the new position are included in the budget. The increase in supplies and contractual includes $117,000 for one time wastewater system repairs and maintenance at the Crossroads storm pump station and the Gilbert Commons wastewater lift station. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Percent of sewer system cleaned 25% 23% 23% 25% Percent of sewer system inspected 17% 19% 20% 25% Number of sewer odor complaints 43 61 190 200 100% 100% 100% 100% 23 30 30 30 1,313.17 1,511.34 1,640.00 1,750.00 PERFORMANCE/ACTIVITY MEASURES Percent of daily lift station site inspections Number of lift station pumps serviced per year Total annual gallons pumped by lift stations (Million Gallons) - 165 - 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 15.00 16.00 17.00 16.60 17.60 15.00 16.00 17.00 16.60 17.60 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 7,482,377 5,622,646 7,315,930 10,016,951 10,344,740 $ 7,482,377 $ 5,622,646 $ 7,315,930 $ 10,016,951 $ 10,344,740 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 769,865 1,068,457 202,839 5,441,216 907,476 1,362,068 31,642 3,321,460 1,132,200 1,767,050 54,000 4,362,680 1,052,437 1,729,101 50,733 7,184,680 1,202,980 1,986,250 25,000 7,130,510 $ 7,482,377 $ 5,622,646 $ 7,315,930 $ 10,016,951 $ 10,344,740 COST PER MILLION GALLONS INFLUENT $750.00 $600.00 $450.00 $300.00 $150.00 $0.00 FY 2006 Budget FY 2009 FY 2007 - 166 - FY 2008 FY 2009 Table of Contents Wastewater Plant Operations PURPOSE STATEMENT ♦ 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 2008 ♦ ♦ ♦ ♦ Began full operation of the new Greenfield Treatment Facility partnership with the City of Mesa and Town of Queen Creek Performed scheduled preventative maintenance on all wastewater treatment plant controls and equipment Participated in the first Local Limits Study associated with the Greenfield Treatment Facility in partnership with the City of Mesa and Town of Queen Creek ♦ ♦ OBJECTIVES FY 2009 ♦ BUDGET NOTES Conduct routine meetings with the Neely Treatment Facility operations contractor (Severn Trent) to evaluate plant operations PERFORMANCE/ACTIVITY MEASURES Cost of treatment - Neely Treatment Facility (per Million Gallons) Cost of treatment - Greenfield Treatment Facility (per Million Gallons) Total annual gallons of wastewater influent Neely Treatment Facility (Million Gallons) Total annual gallons of wastewater influent Greenfield Treatment Facility (Million Gallons) Percent of available treatment capacity utilized at Neely Treatment Facility Percent of available treatment capacity utilized at Greenfield Treatment Facility Total annual gallons of reclaimed water Neely Treatment Facility (Million Gallons) Total annual gallons of reclaimed water Greenfield Treatment Facility (Million Gallons) Average daily influent - Neely Treatment Facility (Million Gallons Per Day) Average daily influent - Greenfield Treatment Facility (Million Gallons Per Day) Conduct routine meetings with the Greenfield Treatment Facility operations staff (City of Mesa) to evaluate plant operations Continuously track and conduct treatment plant capacity evaluations with the Neely Treatment Facility operations contractor (Severn Trent) Continuously track and conduct treatment plant capacity evaluations with the Greenfield Treatment Facility operations agency (City of Mesa) Conduct daily coordination with the Neely Treatment Facility operations contractor (Severn Trent) and the Greenfield Treatment Facility operations staff (City of Mesa) regarding reclaimed water production operations Evaluate reclaimed water quality by tracking test results from the Neely Treatment Facility and Greenfield Treatment Facility Contractual costs to operate the Neely Treatment Facility in FY 2009 are anticipated to increase by $361,510, while the budget to operate Greenfield Treatment Facility is anticipated to decrease by $350,000. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 $1,116.41 $1,252.22 $1,325.87 $1,508.12 $1,984.63 $1,674.88 $2,269.06 $1,581.86 2,828.84 2,887.90 2,904.00 2,960.00 1,081.63 1,386.96 1,640.00 1,915.00 70% 71% 72% 73% 37% 48% 56% 66% 2,598.70 2,655.10 2,671.00 2,720.00 N/A 761.62 1520.00 1,762.00 7.75 7.91 7.96 8.10 2.96 3.80 4.49 5.25 - 167 - 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 2007 Budget FY 2008 Projected FY 2008 0.00 0.00 0.00 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 4,164,041 2,350,331 4,394,864 2,532,026 4,782,520 3,882,290 4,626,803 3,930,290 4,948,800 4,134,340 $ 6,514,372 $ 6,926,890 $ 8,664,810 $ 8,557,093 $ 9,083,140 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2006 5,304,770 1,209,602 5,939,278 987,612 7,529,300 150,000 985,510 7,521,583 50,000 985,510 7,493,290 1,589,850 $ 6,514,372 $ 6,926,890 $ 8,664,810 $ 8,557,093 $ 9,083,140 COST PER MILLION GALLONS TREATED $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2006 FY 2007 - 168 - FY 2008 FY 2009 Table of Contents Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2009 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, high water use landscaping areas, and lake developments. It also provides wildlife habitat and aquifer replenishment through groundwater recharge facility operations. ♦ Perform water quality sampling and monitoring of reclaimed water and recovered water to ensure compliance with regulations ♦ Respond to emergency customer contact events within a one hour to minimize hazards and interruptions in service ♦ Exercise all reclaimed water system valves once annually to verify operability ♦ Monitor reclaimed water meter accuracy ♦ Inspect all well sites, reservoirs, and pump stations daily to verify proper performance ♦ Perform scheduled preventive maintenance on related pumping equipment and controls ♦ Monitor and distribute reclaimed water and recovered water supplies to customer sites daily to meet irrigation demands, thus reducing the use of potable water ♦ Monitor and track reclaimed water delivered to groundwater recharge operations ♦ Distribute educational brochures and information to customers relating to effluent reuse and recharge operations ♦ Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided safety training to all Effluent Reuse and Recharge Personnel Continued to conduct pressure monitoring of the distribution system to track performance Disked/ripped all recharge basins as needed Exercised reclaimed water system valves Inspected and maintained all water meters Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule Activated the south area reclaimed water distribution system upon startup of the Greenfield Water Reclamation Plant and began delivering to south area customers Began reclaimed water delivery to the new South Recharge Facility BUDGET NOTES Personnel budget increases for FY 2009 include the addition of a Utility Field Supervisor. All costs associated with the new position are included in the budget. Other budget increases include regulatory permit fees, lab and testing supplies, and weed mitigation equipment for the three recharge facilities. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Number of permit limit violations per year (APP and Reuse permits) 1 1 0 0 Number of reclaimed water overflow events at user sites and recharge facilities per year 0 0 0 0 2,598.70 3,416.72 4,191.00 4,482.00 Percent of total reclaimed water supply directly reused by customers 35% 28% 32% 35% Percent of total reclaimed water supply recharged to aquifer 65% 72% 68% 65% PERFORMANCE/ACTIVITY MEASURES Total annual reclaimed water produced/reused (Million Gallons) - 169 - 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 5.00 4.00 6.50 4.50 6.50 4.50 6.90 4.50 7.40 5.00 9.00 11.00 11.00 11.40 12.40 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,242,597 1,165,551 983,622 815,808 1,992,250 776,820 1,346,498 697,161 1,693,760 1,466,750 $ 2,408,148 $ 1,799,430 $ 2,769,070 $ 2,043,659 $ 3,160,510 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 438,099 370,321 94,744 1,504,984 676,712 364,028 25,730 732,960 775,590 549,440 70,000 1,374,040 822,076 571,713 649,870 929,460 652,480 25,000 1,553,570 $ 2,408,148 $ 1,799,430 $ 2,769,070 $ 2,043,659 $ 3,160,510 COST PER MILLION GALLONS PRODUCED/REUSED $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2006 Budget FY 2009 FY 2007 - 170 - FY 2008 FY 2009 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2009 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 regulations and oversight agency agreements. ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ Provided the necessary safety training to all Wastewater Quality Personnel Continued to inspect commercial businesses of concern for compliance with Wastewater and Storm Water code requirements and to ensure that proper pretreatment device operation and maintenance is being performed 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 PERFORMANCE/ACTIVITY MEASURES Number of commercial businesses of concern inspected Percent of commercial businesses of concern inspected Number of permitted industrial users Percent of permitted industrial users inspected Number of new business development plans reviewed for pretreatment compliance Number of wastewater sampling events (days) Number of new business registrations processed ♦ ♦ Perform annual inspections and sampling activities at all industrial users requiring a wastewater discharge permit to ensure compliance with regulatory requirements Inspect and educate all commercial businesses of concern once annually to verify compliance with wastewater and storm water code requirements and ensure that proper pretreatment device operation and maintenance is being performed Review and process all business registrations to obtain familiarity with business operations relating to wastewater code requirements Distribute related educational brochures and information to customers during inspections, service calls, and at public outreach events Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely BUDGET NOTES Personnel budget increases over FY 2008 as a result of a market adjustment. Other increases in supplies and contractual include one time amounts for new ultrasonic flow meters and automatic wastewater samplers. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 1,032 876 1,035 1,400 100% 85% 89% 100% 12 14 15 15 100% 100% 100% 100% 39 99 84 90 69 48 30 35 849 816 1,060 908 - 171 - Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2006 Actual FY 2007 Budget FY 2008 5.00 5.00 6.00 6.00 6.00 5.00 5.00 6.00 6.00 6.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 518,541 Total Expenses $ 518,541 393,206 $ 393,206 Personnel Supplies & Contractual Capital Outlay Transfers Out 323,811 68,042 56,098 70,590 Total Expenses $ 518,541 $ 605,430 $ 393,206 $ 553,035 605,430 $ $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2007 - 172 - FY 2008 $ FY 2009 553,035 601,020 Budget FY 2009 408,915 95,210 18,000 30,910 COST PER MILLION GALLONS TREATED FY 2006 601,020 Projected FY 2008 451,320 101,200 22,000 30,910 $ Budget FY 2009 553,035 Budget FY 2008 327,367 56,319 9,520 Budget FY 2009 Projected FY 2008 605,430 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Projected FY 2008 474,110 115,370 11,540 $ 601,020 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 2009 ♦ ♦ ♦ ♦ ♦ 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 - 173 - Irrigation Table of Contents Solid Waste Actual FY 2006 Actual FY 2007 Budget FY 2008 56.96 6.14 62.91 8.44 68.66 8.44 68.44 8.66 71.94 8.66 63.10 71.35 77.10 77.10 80.60 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 12,653,533 2,780,761 11,772,576 1,956,296 14,037,310 2,190,400 13,501,508 2,149,951 15,053,150 2,463,320 $ 15,434,294 $ 13,728,872 $ 16,227,710 $ 15,651,459 $ 17,516,470 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 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 2009 3,641,705 5,691,895 572,509 5,528,185 4,445,478 6,531,458 514,650 2,237,286 5,098,850 7,605,950 952,000 2,570,910 5,217,511 6,969,418 958,000 2,506,530 5,285,190 7,897,330 701,000 3,632,950 $ 15,434,294 $ 13,728,872 $ 16,227,710 $ 15,651,459 $ 17,516,470 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 11,848,247 15,434,294 14,367,056 13,728,872 15,424,510 16,227,710 16,250,690 15,651,459 16,818,400 17,516,470 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2008 $ (3,586,047) $ 638,184 $ (803,200) $ 599,231 $ (698,070) Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Total solid waste tonnage (not including recycling) 101,168 112,880 115,500 126,000 Total recycle tonnage 17,084 18,388 19,100 22,000 Residential Cost per Ton $174 $145 $165 $161 Average tons per customer (black can) 1.19 1.39 1.35 1.38 Recycling diversion rate - residential 18.6% 18.9% 19.1% 20.0% Recycling diversion rate - commercial 2.4% 1.6% 1.6% 1.6% PERFORMANCE/ACTIVITY MEASURES - 174 - Table of Contents Solid Waste Residential PURPOSE STATEMENT OBJECTIVES FY 2009 To protect human health and the environment by providing Gilbert solid waste services in a safe and efficient manner. These services include the collection and disposal of contained and uncontained (or bulk) trash, household hazardous waste (HHW), green waste, recyclable materials and diversion of specific materials from the solid waste stream for the processing of those materials for use as new products or for other productive uses. ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Initiated standardization of Solid Waste equipment to reduce amount of training time Incorporated GPS tracking system to monitor drivers, eliminate errors and reduce customer complaints Conducted a pilot project to close alleys in Gilbert Estates to eliminate illegal dumping ♦ ♦ ♦ ♦ Monitor diversion of 50% of total waste to transfer station Improve recycling participation rate by 1% Renegotiate contract with River Recycling 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 and continue to recycle incoming waste Meet with HOA’s to increase customer awareness for bulk waste collection resulting in a reduction of out of compliance tags BUDGET NOTES Additional FTE for FY 2009 include three Heavy Equipment Operators in Uncontained Collections. Personnel budget increases over FY 2008 as a result of a market adjustment. Other budget increases include automotive related items and landfill fees. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Total recycling tonnage 16,645 18,388 19,500 22,000 Total residential solid waste tonnage (not including recycling) 72,827 80,988 85,000 89,500 Number of residential customers 54,183 58,197 60,800 61,400 Total liability loss $23,967 $116,283 $55,000 $25,000 Days of work related injury loss time 60 120 60 45 Number of work related injuries 9 12 6 5 Households served by HHW events 1,270 1,893 2,500 3,500 Tons of HHW collected 49.69 78.00 90.00 110.00 Average weekly recycling participation rate by single family homes 54% 54% 55% 56% PERFORMANCE/ACTIVITY MEASURES - 175 - Table of Contents Solid Waste Residential PERSONNEL BY ACTIVITY Actual FY 2006 Actual FY 2007 Budget FY 2008 Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs 2.76 26.50 13.00 13.70 1.00 3.46 28.50 16.00 13.70 1.25 3.46 31.50 17.00 13.70 3.00 3.24 31.50 17.00 13.70 3.00 3.24 32.00 20.00 13.70 3.00 56.96 62.91 68.66 68.44 71.94 Actual FY 2006 Actual FY 2007 Budget FY 2008 Total Personnel EXPENSES BY ACTIVITY Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Contingency Total Expenses 1,372,576 7,051,981 2,349,867 1,709,238 169,871 - 1,268,476 6,246,272 1,815,372 2,227,404 215,052 - $ 12,653,533 $ 11,772,576 Actual FY 2006 Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Budget FY 2009 Projected FY 2008 1,558,970 6,636,360 2,955,690 2,038,280 308,760 (117,750) 657,000 Budget FY 2009 1,488,624 6,541,986 2,982,033 2,185,418 303,447 - 1,695,040 7,049,820 3,047,820 2,229,190 328,280 3,000 700,000 $ 14,037,310 $ 13,501,508 $ 15,053,150 Budget FY 2008 Projected FY 2008 Budget FY 2009 3,225,075 4,499,616 572,509 4,356,333 3,913,245 5,286,097 481,998 2,091,236 4,500,420 6,275,740 935,000 2,326,150 4,564,230 5,728,258 941,000 2,268,020 4,683,750 6,436,480 701,000 3,231,920 $ 12,653,533 $ 11,772,576 $ 14,037,310 $ 13,501,508 $ 15,053,150 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 10,026,201 12,653,533 12,295,185 11,772,576 13,118,810 14,037,310 13,679,740 13,501,508 14,117,500 15,053,150 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2008 $ (2,627,332) $ 522,609 $ (918,500) $ 178,232 COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2006 FY 2007 - 176 - FY 2008 FY 2009 $ (935,650) Table of Contents Solid Waste Commercial PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Began standardization of equipment Increased customer base by 12% Increased roll off revenue by 9% Further expanding recycle to commercial businesses and town facilities Provided just in time roll off service to the wastewater Treatment facility Continue to ensure all multi-family properties are equipped properly for the recycling containers and expanded multifamily recycle PERFORMANCE/ACTIVITY MEASURES Number of commercial customers Total roll-off tonnage disposed ♦ 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 Ensure that new developments have complied with Gilbert codes and engineering standards and details by attending weekly plan review meetings BUDGET NOTES Personnel budget increases over FY 2008 as a result of a market adjustment. No additional FTE are added for FY 2009. Budget increases in supplies and contractual are for landfill fees, and automotive related expenses, including fuel. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 439 548 613 625 10,273 12,064 13,200 14,500 - 177 - Table of Contents Solid Waste Commercial PERSONNEL BY ACTIVITY Actual FY 2006 Actual FY 2007 Budget FY 2008 1.24 3.90 1.00 1.54 5.15 1.75 1.54 5.15 1.75 1.76 5.15 1.75 1.76 5.15 1.75 6.14 8.44 8.44 8.66 8.66 Actual FY 2006 Actual FY 2007 Budget FY 2008 Commercial Administration Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Contingency Total Expenses 83,258 1,952,811 744,692 - 112,767 1,247,517 596,012 - $ 2,780,761 $ 1,956,296 Actual FY 2006 Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Budget FY 2009 Projected FY 2008 116,180 1,416,010 573,210 (20,000) 105,000 Budget FY 2009 128,739 1,367,265 653,947 - 127,300 1,589,860 620,160 8,000 118,000 $ 2,190,400 $ 2,149,951 $ 2,463,320 Budget FY 2008 Projected FY 2008 Budget FY 2009 416,630 1,192,279 1,171,852 532,233 1,245,361 32,652 146,050 598,430 1,330,210 17,000 244,760 653,281 1,241,160 17,000 238,510 601,440 1,460,850 401,030 $ 2,780,761 $ 1,956,296 $ 2,190,400 $ 2,149,951 $ 2,463,320 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses 1,822,046 2,780,761 Net Operating Result Projected FY 2008 $ 2,071,871 1,956,296 (958,715) $ 115,575 2,305,700 2,190,400 $ 115,300 2,570,950 2,149,951 $ 420,999 COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2006 FY 2007 - 178 - FY 2008 FY 2009 2,700,900 2,463,320 $ 237,580 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 2009 ♦ 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 - 179 - Irrigation Table of Contents Irrigation PERSONNEL BY DIVISION Irrigation Total Personnel EXPENSES BY DIVISION Irrigation Total Expenses $ Budget FY 2008 0.50 0.50 0.70 0.70 0.70 0.50 0.50 0.70 0.70 0.70 Actual FY 2006 Actual FY 2007 Budget FY 2008 38,615 29,956 $ Actual FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out 29,956 $ 38,615 Actual FY 2006 Total Revenues Total Expenses 29,956 - 65,330 65,330 $ - $ 61,837 - $ $ 61,837 52,590 14,430 $ Projected FY 2008 - 67,020 Budget FY 2009 61,837 61,837 $ 67,020 Budget FY 2009 50,625 11,212 - 65,330 65,330 $ 67,020 Projected FY 2008 Budget FY 2008 29,956 29,956 Budget FY 2009 61,837 50,900 14,430 $ Budget FY 2009 Projected FY 2008 Budget FY 2008 Actual FY 2007 38,615 38,615 $ $ 27,048 2,908 $ Projected FY 2008 65,330 Actual FY 2007 30,058 8,557 - OPERATING RESULTS Net Operating Result Actual FY 2007 38,615 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 67,020 67,020 $ - Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Cost per house irrigated $309 $309 $318 $330 Cost recovery % 49% 49% 47% 45% % of residences missed on schedule 0% 0% 0% 0% PERFORMANCE/ACTIVITY MEASURES - 180 - Table of Contents Streets Fund _____________________________________ Streets Fund Summary Street Maintenance Traffic Control Right of Way Maintenance Hazard Response 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 2009 ♦ 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 Storm Drainage 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 Preventive Maintenance Traffic Signal Maintenance Concrete Repair Crack Sealing Debt Fog Sealing Hazard Response - 181 - Storm Drainage Table of Contents Streets Fund PERSONNEL BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental Contingency Total Personnel EXPENSES BY DIVISION Administration Debt Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response 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 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 1.00 0.00 22.01 17.00 6.16 1.33 0.00 0.00 1.00 0.00 23.42 23.00 4.83 2.25 0.00 0.00 1.00 0.00 23.42 23.00 4.63 2.25 0.00 0.00 1.00 0.00 23.42 24.00 4.63 2.25 0.00 0.00 1.00 0.00 23.42 24.00 4.63 2.25 0.00 0.00 47.50 54.50 54.30 55.30 55.30 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 685,615 3,274,074 9,810,692 2,538,001 1,576,002 116,852 - 604,250 3,282,774 7,254,421 3,853,357 2,240,911 238,190 4,664,953 - 755,560 3,273,510 7,410,780 4,555,090 2,624,940 208,470 5,847,250 770,000 730,424 3,273,510 6,994,272 4,537,124 2,642,161 225,382 4,453,980 - 794,850 3,302,000 7,279,120 4,650,270 2,597,700 219,730 5,610,250 761,000 $ 18,001,236 $ 22,138,856 $ 25,445,600 $ 22,856,853 $ 25,214,920 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 2,744,592 3,544,109 4,439,923 7,272,612 3,122,897 4,900,055 3,598,291 10,517,613 3,660,390 6,357,020 4,189,900 11,238,290 3,615,822 5,707,210 3,883,151 9,650,670 3,820,020 6,497,590 3,541,300 11,356,010 $ 18,001,236 $ 22,138,856 $ 25,445,600 $ 22,856,853 $ 25,214,920 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 16,058,056 18,001,236 22,355,152 22,138,856 21,677,260 25,445,600 20,810,166 22,856,853 21,086,870 25,214,920 $ (1,943,180) $ 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 citizens who feel safe driving on streets 216,296 $ (3,768,340) $ (2,046,687) $ (4,128,050) Actual FY 2006 1,820 Actual FY 2007 1,910 Projected FY 2008 1,910 Anticipated FY 2009 1,960 42.0% 32.3% 36.7% 40.0% 73.8% 86.1% 78.9% 85.0% 52.5% 67.1% 69.4% 70.0% 86.2% 91.2% 93.4% 94.0% - 182 - Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2009 To maintain the roadway system ensuring a high degree of reliability, safety and ride ability, meeting or exceeding all applicable regulations for roadways in a cost effective manner. ♦ Preserve the condition of paved streets with a minimum desired level of 85 PCI and a minimum acceptable level of 80 PCI ♦ Resolve all trip hazards within the same day ♦ Complete all utility adjustments within 30 days after street maintenance is complete ♦ Sweep all residential subdivisions twice per month ♦ Sweep all arterial streets no less than twice a month ♦ Patch 100% of pot holes and sink holes that are called in within 3 hours of notification ♦ Mill and patch 100% of all subdivisions that are scheduled to be fog or slurry sealed ♦ Repair 100% of water and wastewater patches within three days after water or wastewater has completed work on main breaks ♦ Crackseal 100% of subdivisions and arterials prior to scheduled maintenance ♦ Ensure that 33% of Gilbert is being visually rated per year ♦ Convert to 50% of in-house visual ratings with an ultimate goal of 100% ♦ Sweep a minimum of five broom hours daily per driver ♦ Continue to Sweep 100% of maintained Roadway no less than twice per month ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Patched 80% of the pot holes within 3 hours of notification Cracked sealed 100% of the subdivisions scheduled for maintenance Conducted 5% of visual street ratings completed this year In-House vs. 0% in previous years Current with total lane miles captured in pavement maintenance system vs. actual miles in the field Improved our Pavement Condition Index (PCI) by following our Pavement Life Cycle to the best of our ability 100% of all arterial and residential roadway maintained was cleaned no less than twice per month Completed Utility Adjustments four or less days after road improvements were completed. BUDGET NOTES Personnel budget increases over FY 2008 as a result of a market adjustment. PERFORMANCE/ACTIVITY MEASURES Total lane miles in system Percentage of arterial roadways swept twice per month Percentage of residential roadways swept once per month Average Pavement Condition Index Average broom hours swept per day per driver % of roadway visually rated % of pot holes and sink holes patched within three hours of notification Average days to complete utility adjustments. % of subdivisions cracksealed prior to scheduled maintenance Actual FY 2006 1,820 Actual FY 2007 1,910 Projected FY 2008 1,910 Anticipated FY 2009 1,960 100% 100% 100% 100% 100% 100% 100% 100% 89 90 91 90 N/A 5.18 5.00 5.00 0% 17% 33% 33% N/A 80% 100% 100% N/A 4 4 4 N/A 100% 100% 100% - 183 - Table of Contents Streets Maintenance PERSONNEL BY ACTIVITY Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Personnel EXPENSES BY ACTIVITY Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Expenses Actual FY 2007 Budget FY 2008 Projected FY 2008 4.33 7.34 2.00 8.34 0.00 3.25 7.34 2.33 4.25 6.25 4.25 7.34 2.33 4.25 5.25 4.25 7.34 2.33 4.25 5.25 4.25 7.34 2.33 4.25 5.25 22.01 23.42 23.42 23.42 23.42 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 622,868 1,541,999 7,056,905 588,920 - 905,425 1,861,725 3,698,188 395,912 393,171 708,580 1,809,810 4,059,800 438,660 393,930 625,706 1,504,291 3,948,064 410,859 505,352 722,280 1,476,740 3,880,880 567,030 632,190 $ 9,810,692 $ 7,254,421 $ 7,410,780 $ 6,994,272 $ 7,279,120 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2006 1,200,082 1,022,793 4,234,452 3,353,365 1,169,222 1,154,717 3,277,612 1,652,870 1,465,440 1,181,190 4,024,900 739,250 1,350,486 1,196,547 3,707,989 739,250 1,494,070 1,168,600 3,541,300 1,075,150 $ 9,810,692 $ 7,254,421 $ 7,410,780 $ 6,994,272 $ 7,279,120 COST PER LANE MILE $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2006 FY 2007 - 184 - FY 2008 FY 2009 Table of Contents Traffic Control ♦ PURPOSE STATEMENT Repair signals in flash or dark in all directions – other than power outage – within four hours ♦ Repair emergency vehicle pre-emption detection calls within 48 hours ♦ To manage all work orders generated for signs within three business days ♦ To complete all street lighting work orders within two business days ♦ Prioritize knockdowns or damaged signal infrastructure with the damage matrix and make needed repairs within 24 hours ♦ Perform arterial night inspections of street lighting on the first Tuesday of every month ♦ Perform bi-annual subdivision night inspections of street lighting ♦ Test all traffic signal conflict monitors once per year ♦ Paint 10% of traffic signal intersections annually To operate and maintain the traffic control systems to improve safety by regulating the flow of traffic, increasing visibility, ensuring a high degree of reliability, meeting or exceeding all applicable regulations ACCOMPLISHMENTS FY 2008 ♦ Initiated the GBA work order software for Street Lights, and Traffic Signals OBJECTIVES FY 2009 ♦ ♦ ♦ ♦ ♦ Long line will re-paint all quadrants, major arterial roadways and collector streets once a year Short line will inspect and maintain 100% of all linear striping to stay within the Manual on Uniform Traffic Control Devises reflected stands and to Gilbert standard details once a year To replace 10% of existing signs per year Replace damaged stop signs within three hours of notification Provide initial street light knockdown response within one hour of notification and replace within five business days BUDGET NOTES Personnel budget increases over FY 2008 as a result of a market adjustment. The increase in Contract and Supplies for FY 2009 reflects adjustments for utilities as well as maintenance costs associated with completed street light projects. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 111 154 172 190 449.00 335.94 500.00 600.00 % of long lines striped 40% 39% 50% 80% % of short lines inspected 30% 30% 40% 50% Total number of High Pressure Sodium lamps replaced 699 796 1,000 1,000 Total number of Traffic Signals energized 111 156 174 192 % of signs replaced this year 15% 20% 20% 20% % of street lighting work orders completed within two business days N/A N/A 80% 85% % of traffic signals painted this year 5% 10% 5% 5% PERFORMANCE/ACTIVITY MEASURES Total MMU monitor testing Total miles of long line striping painted - 185 - 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 2007 Budget FY 2008 Projected FY 2008 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 9.50 6.50 4.50 3.50 9.50 17.00 23.00 23.00 24.00 24.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 605,400 322,050 918,509 692,042 646,481 611,048 1,230,066 1,365,762 1,203,480 556,130 1,488,790 1,306,690 1,176,690 573,195 1,410,006 1,377,233 1,221,930 559,910 1,301,850 1,566,580 $ 2,538,001 $ 3,853,357 $ 4,555,090 $ 4,537,124 $ 4,650,270 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2006 1,027,235 1,403,091 9,885 97,790 1,361,459 1,935,305 267,593 289,000 1,616,380 2,633,870 35,000 269,840 1,674,838 2,560,456 31,990 269,840 1,732,010 2,607,240 311,020 $ 2,538,001 $ 3,853,357 $ 4,555,090 $ 4,537,124 $ 4,650,270 COST PER LANE MILE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2006 FY 2007 - 186 - FY 2008 FY 2009 Table of Contents Right of Way Maintenance PURPOSE STATEMENT ♦ To maintain aesthetics and drainage within right of way, control dust, and prevent spread of noxious weeds. ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Rodeo Grounds soil stabilization project complete Prepared a new contract for the right of way (ROW) and the Heritage District dividing the areas into 3 separate contracts; changed the frequencies and changed the format from general areas to sq/ft. of landscaped area, non-landscaped area and hardscaped areas Implemented GIS usage to record sq/ft of landscaped, non landscaped and hardscaped areas by quadrant Complied with PM10 dust control regulations for shoulders and dirt roads by grading and applying dust retardant agents Inspected 83 dry wells for compliance which resulted in cleaning of 3 so that all are in compliance Inspected, video recorded and logged into a data base the majority of our storm drains for debris, breaks or cracks and other obstructions ♦ ♦ ♦ ♦ ♦ ♦ BUDGET NOTES OBJECTIVES FY 2009 ♦ ♦ ♦ Complete a tree and shrub inventory in the Rights of ways and in the Heritage district Devise a plan for our tree trimming to create a healthy environment for our trees Contractor to maintain all landscaped areas clean and free of noxious weeds and debris every two weeks Locate via GIS the sq/ft of landscaped, non landscaped and hard scaped areas identified by exact location (specific median, sidewalk, retention etc.) Identify and maintain a tree inventory specific to the location Identify and map all irrigation controllers and backflow devices Contractor to maintain all irrigation with properly functioning irrigation systems and keep all water schedules up to date by using the minimum amount of water to keep a healthy landscape Reconstruct shoulders after water damage due to storms, leaking flood irrigation or other events within five working days Inspect 100% of shoulders for safety, asphalt preservation, safe pullout in emergency situations, and appropriate storm water drainage and weed control three times per year Inspect all dry wells and clean as needed Personnel budget increases over FY 2008 as a result of a market adjustment. Increases in supplies and contractual included adjustments for landscape maintenance contracts changes and chemicals. Maintain shoulders for safety, asphalt preservation, safe pullout in emergency situations, proper storm water drainage and weed control while following all state, county Maintain all dirt roads and shoulders in compliance with the state and local mandated laws Research and find a dust abatement product that will meet the needs of Gilbert and be cost effective and efficient Actual FY 2006 46 Actual FY 2007 53 Projected FY 2008 53 Anticipated FY 2009 55 # of deductions to contractor % of landscape firms irrigation control logs reviewed weekly Total storm drains cleaned N/A 14 0 0 N/A 5 5 20 453 475 475 475 % of shoulders inspected 3 times per year 100 100 100 100 Number of completed work orders % of shoulder reconstructions completed within five working days N/A 176 200 200 100 100 100 100 PERFORMANCE/ACTIVITY MEASURES ROW miles maintained by contractor - 187 - 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 2007 Budget FY 2008 Projected FY 2008 3.83 2.33 0.00 2.00 2.50 0.33 1.80 2.50 0.33 1.80 2.50 0.33 1.80 2.50 0.33 6.16 4.83 4.63 4.63 4.63 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 722,141 187,211 666,650 925,418 306,308 1,009,185 968,510 673,900 982,530 977,143 677,246 987,772 1,247,290 367,380 983,030 $ 1,576,002 $ 2,240,911 $ 2,624,940 $ 2,642,161 $ 2,597,700 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2006 305,087 1,067,969 195,586 7,360 338,942 1,757,542 20,127 124,300 328,600 1,876,900 130,000 289,440 329,013 1,880,536 143,172 289,440 334,840 2,099,570 163,290 $ 1,576,002 $ 2,240,911 $ 2,624,940 $ 2,642,161 $ 2,597,700 COST PER LANE MILE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2006 FY 2007 - 188 - FY 2008 FY 2009 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2009 To keep right of way clear of driving hazards and unsightly graffiti within expected times. ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ Removed 100% of the dead animals from the right of way with one hour of the call Removed 90% of the graffiti within 48 hours of notification from the police department Delivered 100% of the barricades on the scheduled date Respond to 100% of dead animal calls with the right of way within one hour of receiving the request Deliver 100% of block party barricades on scheduled dates Respond to 100% of graffiti within 48 hours of Police Department notice BUDGET NOTES During FY 2008 Hazard Response was taken out of the Streets Maintenance group and put into its own unit within a new Support division of Streets. Personnel budget increased over FY 2008 as a result of a market adjustment. Supplies and contractual budget increases are the result of increases in fuel, graffiti remover, paint, cones and barricades. PERFORMANCE/ACTIVITY MEASURES Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 % of dead animals removed from right of way within one hour of call N/A N/A 100% 100% % of graffiti removed within 48 hours of notification from Police Department N/A N/A 90% 100% % of barricades delivered on scheduled date N/A N/A 100% 100% - 189 - Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Actual FY 2007 Budget FY 2008 1.33 2.25 2.25 2.25 2.25 1.33 2.25 2.25 2.25 2.25 Actual FY 2006 Actual FY 2007 Budget FY 2008 116,852 Total Expenses $ 116,852 238,190 $ 238,190 Actual FY 2006 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2006 $ $ 116,852 208,470 $ 238,190 $ 208,470 225,382 $ 225,382 $125.00 $100.00 $75.00 $50.00 $25.00 $0.00 FY 2007 - 190 - FY 2008 $ FY 2009 219,730 Budget FY 2009 162,617 48,635 14,130 COST PER LANE MILE FY 2006 219,730 Projected FY 2008 153,070 41,270 14,130 $ Budget FY 2009 225,382 Budget FY 2008 143,336 29,015 32,959 32,880 Budget FY 2009 Projected FY 2008 208,470 Actual FY 2007 98,654 18,198 - Projected FY 2008 158,290 44,450 16,990 $ 219,730 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 is proposed to increase to $80 per hour. The hourly rate is calculated based on the total labor related budget amounts 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 and replacing the fueling system. The proposed fee for the truck wash at the South Area Service Center is $15 per wash. 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 - 191 - Table of Contents Internal Service Funds PERSONNEL BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Personnel EXPENSES BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Expenses Budget FY 2008 Projected FY 2008 Budget FY 2009 21.00 0.00 0.00 24.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 21.00 24.00 26.00 26.00 26.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 6,226,923 430,574 9,921,142 7,073,950 340,000 10,978,400 6,908,328 330,000 10,979,604 7,368,680 353,130 12,598,100 $ 13,397,084 $ 16,578,639 $ 18,392,350 $ 18,217,932 $ 20,319,910 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,368,954 11,947,992 62,138 18,000 1,388,084 15,048,615 120,760 21,180 1,943,690 16,258,350 120,000 70,310 1,756,187 16,301,235 90,200 70,310 1,911,000 18,254,200 86,000 68,710 $ 13,397,084 $ 16,578,639 $ 18,392,350 $ 18,217,932 $ 20,319,910 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 13,636,362 13,397,084 16,987,742 16,578,639 18,306,130 18,392,350 18,205,618 18,217,932 20,825,680 20,319,910 Personnel Supplies & Contractual Capital Outlay Transfers Out OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 5,263,681 290,749 7,842,654 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 $ 239,278 $ 409,103 - 192 - $ (86,220) $ (12,314) $ 505,770 Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ Implemented a new preventative maintenance program into GBA South Area Service Center facility is in full operation and working extended hours to accommodate our customers Parts control at North Area Service Center (NASC) and South Area Service Center (SASC) have improved with the hiring of three new parts technicians and using GBA to help streamline our inventory Fleet Maintenance has worked with the departments in the town with all of the new vehicles that are purchased ♦ Finalize state required emissions testing to be performed in-house at the North Area Service Center Configure new vehicle purchases by the vendor as required per department specifications prior to delivery Reduce parts inventory at both Fleet Maintenance Facilities (North Area Service Center 30% and South Area Service Center 30%) Review and improve on shop safety policies and procedures to reduce liability BUDGET NOTES Major increase in Supplies and Contractual include $297,000 for fuel and $62,000 for utilities at the South Area Service Center. Capital outlay includes two heavy duty lifts, heaters, and access door at the North Area Service Center. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 % of vehicles passing emissions tests 100% 100% 100% 100% Number of outsourced work orders 2,695 602 1,000 1,500 Average emergency response time (minutes) 45 30 30 30 Total number of work orders 11,925 8,452 11,000 12,000 Total preventive maintenance work orders 1,284 1,848 2,000 2,500 Total unscheduled work orders 10,409 6,604 7,000 7,500 618 719 800 875 PERFORMANCE/ACTIVITY MEASURES Total number of vehicles/equipment in fleet - 193 - 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 2008 Projected FY 2008 Budget FY 2009 3.00 18.00 0.00 3.00 21.00 0.00 3.00 23.00 0.00 3.00 23.00 0.00 3.00 23.00 0.00 21.00 24.00 26.00 26.00 26.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 237,332 5,989,591 - 275,290 6,791,660 7,000 255,705 6,652,623 - 263,840 7,099,840 5,000 $ 5,263,681 $ 6,226,923 $ 7,073,950 $ 6,908,328 $ 7,368,680 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,368,954 3,865,084 11,643 18,000 1,388,084 4,817,659 21,180 1,943,690 4,969,950 90,000 70,310 1,756,187 4,991,631 90,200 70,310 1,911,000 5,332,970 56,000 68,710 $ 5,263,681 $ 6,226,923 $ 7,073,950 $ 6,908,328 $ 7,368,680 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 247,375 5,016,306 - EXPENSES BY CATEGORY Total Expenses Actual FY 2006 5,291,949 5,263,681 $ 28,268 6,226,923 6,226,923 $ - 7,022,430 7,073,950 $ 6,908,328 6,908,328 (51,520) $ COST PER VEHICLE/EQUIPMENT IN FLEET $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2006 FY 2007 - 194 - FY 2008 FY 2009 - 7,368,680 7,368,680 $ - Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2009 Copy Services provide copier maintenance, copier purchases and purchase of stationary supplies. ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ Set up services at the South Area Service Center Began monthly meetings between Support Services Management staff and IKON representatives PERFORMANCE/ACTIVITY MEASURES Cost per Copy (contractual / # of Copies) Number of Copies Review all equipment and make recommendations for replacements or upgrades Explore equipment needs to complement new document imaging system Continue high service levels BUDGET NOTES Included in Capital Outlay is $30,000 for unanticipated copier replacements. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 $0.046 $0.043 $0.047 $0.050 5,215,824 4,966,632 4,960,000 5,300,000 - 195 - Table of Contents Copy Services Actual FY 2006 Actual FY 2007 Budget FY 2008 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 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 290,749 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 240,254 50,495 $ Total Revenues Total Expenses 290,749 $ $ 54,106 340,000 430,574 340,000 330,000 (57,309) $ $ 330,000 $0.10 $0.08 $0.06 $0.04 $0.02 $0.00 FY 2007 FY 2008 - 196 - 323,130 30,000 $ FY 2009 86,500 353,130 Budget FY 2009 416,500 330,000 $ 353,130 Budget FY 2009 Projected FY 2008 COST PER COPY FY 2006 $ 330,000 - 385,000 340,000 45,000 353,130 Projected FY 2008 Budget FY 2008 373,265 430,574 $ $ 310,000 30,000 $ Budget FY 2009 330,000 Budget FY 2008 Actual FY 2007 344,855 290,749 Net Operating Result $ 309,814 120,760 - Actual FY 2006 OPERATING RESULTS 430,574 Budget FY 2009 Projected FY 2008 340,000 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses 290,749 430,574 Projected FY 2008 382,000 353,130 $ 28,870 Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2009 This fund provides financing for health insurance coverage provided through an Exclusive Provider Organization (EPO) network. ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ Plan reserves increased in plan year 2008 Reserve at the end of plan year 2008 meets targeted reserve goals set by the Board of Trustees Plan performance allowed a 2% increase to total premium in combination with higher copays Maintain a reserve equivalent to 3 months of medical claims in excess of claims incurred but not reported Increased cost sharing with members in the form of higher co-pays and premium contributions BUDGET NOTES Beginning FY 2009, the Town’s contribution rate for medical premiums will change to a flat 80% contribution of total premium (both single and family coverage). Currently the Town contributes 100% of the premium for single coverage and 75% of the dependent portion of the family premium. This change in contribution amount will increase the cost of coverage to employees and reduce the cost of premium contributions to the Town. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Average total plan cost per Full Time employee, per month $727 $842 $896 $970 Average actual premium per employee per month $765 $878 $950 $970 $1,557,137 $2,023,549 $3,000,000 $3,000,000 PERFORMANCE/ACTIVITY MEASURES Reserve in excess of estimated Incurred But Not Reported (IBNR) claims - 197 - Table of Contents Health Self Insurance PERSONNEL BY ACTIVITY Health Self Insurance Total Personnel EXPENSES BY ACTIVITY Health Self Insurance Total Expenses Budget FY 2008 Projected FY 2008 Budget FY 2009 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 9,921,142 10,978,400 10,979,604 12,598,100 $ 7,842,654 $ 9,921,142 $ 10,978,400 $ 10,979,604 $ 12,598,100 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 7,842,654 - 9,921,142 - 10,978,400 - 10,979,604 - 12,598,100 - $ 7,842,654 $ 9,921,142 $ 10,978,400 $ 10,979,604 $ 12,598,100 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 10,387,554 9,921,142 10,898,700 10,978,400 10,880,790 10,979,604 13,075,000 12,598,100 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 7,842,654 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 7,999,558 7,842,654 $ 156,904 $ 466,412 $ (79,700) $ YEARLY COST FAMILY COVERAGE $16,000.00 $12,000.00 $8,000.00 $4,000.00 $0.00 FY 2006 FY 2007 - 198 - FY 2008 FY 2009 (98,814) $ 476,900 Table of Contents Special Revenue __________________________________________ Special Revenue Summary Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Police Impound 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 improvements 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. - 199 - Table of Contents Special Revenue Funds PERSONNEL BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Police Impound Other Agency Contingency Total Personnel EXPENSES BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Program Special Districts Police Impound Other Agency Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2006 Actual FY 2007 Budget FY 2008 0.00 1.50 0.00 0.00 3.19 0.00 0.00 0.00 0.00 0.00 1.50 0.00 0.00 3.65 0.00 0.00 0.00 0.00 0.00 1.50 0.00 0.50 3.76 0.00 0.00 1.00 0.00 0.00 1.50 0.00 0.50 3.76 0.00 2.00 1.00 0.00 0.00 1.50 0.00 1.00 3.68 0.00 2.00 2.00 0.00 4.69 5.15 6.76 8.76 10.18 Actual FY 2006 Actual FY 2007 Budget FY 2008 115,712 843,821 95,730,331 874,736 338,941 1,806,725 978,394 - 2,703,649 1,484,506 65,034,789 849,666 380,026 1,869,441 1,662,297 - 150,460 933,830 77,647,690 1,098,450 349,920 2,183,100 1,373,660 - 164,560 652,638 71,412,918 1,251,154 358,489 1,704,670 80,972 1,727,130 - 156,730 958,620 70,035,470 2,103,660 333,110 2,504,850 127,790 1,583,070 - $100,688,660 $ 73,984,374 $ 83,737,110 $ 77,352,531 $ 77,803,300 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 964,548 3,422,457 382,375 95,919,280 1,254,200 3,282,057 503,822 68,944,295 1,334,830 4,654,590 77,747,690 1,655,876 3,832,737 51,000 71,812,918 1,647,420 6,020,410 70,135,470 $100,688,660 $ 73,984,374 $ 83,737,110 $ 77,352,531 $ 77,803,300 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 86,595,634 73,984,374 72,188,180 83,737,110 84,711,658 100,688,660 $ (15,977,002) $ 12,611,260 - 200 - Projected FY 2008 Projected FY 2008 61,856,410 77,352,531 Budget FY 2009 Budget FY 2009 25,530,100 77,803,300 $ (11,548,930) $ (15,496,121) $ (52,273,200) Table of Contents Redevelopment PURPOSE STATEMENT OBJECTIVES FY 2009 The vision is for the Heritage District to become a unique destination that reflects Gilbert’s agricultural and railroad history and attracts a distinct mix of retail, restaurant, office, service and entertainment uses that are a regional draw. The major emphasis of Gilbert’s redevelopment program is to attract people generating uses that will stimulate growth and provide an identity for the area while re-vitalizing the Heritage District, which is the original commercial area of the community. ♦ Complete construction of Water Tower Park ♦ Complete construction of Western Powerline Trail Park ♦ Begin construction of Vaughn Avenue parking structure ♦ Finalize Heritage District Redevelopment Plan ♦ Develop master plan for area west of Gilbert Road and south of the Western Canal BUDGET NOTES ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ ♦ ♦ 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. Completed painting of water tower Updated Heritage District Redevelopment Plan Finalized update of Redevelopment Plan Executive Summary Began development of the northwest corner of Gilbert and Vaughn Avenue Continued development of the Water Tower Park and the Western Powerline Trail Park Completed construction of Community Center The following map shows the boundaries of the Heritage District: - 201 - Table of Contents Redevelopment PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Redevelopment Commission Property Management Heritage Annex Boys & Girls Club Non-Departmental Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 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 2006 Actual FY 2007 Budget FY 2008 455 71,746 23,377 20,134 - 146,708 5,584 2,551,357 115,712 $ 2,703,649 152,292 2,551,357 115,712 $ 2,703,649 Total Revenues Total Expenses $ $ 150,460 189,391 115,712 255,572 2,703,649 73,679 $ (2,448,077) $ 150,460 Budget FY 2009 76,400 88,160 $ 164,560 153,310 3,420 $ Projected FY 2008 150,460 $ Budget FY 2009 Projected FY 2008 Budget FY 2008 Actual FY 2007 - 202 - Projected FY 2008 150,000 460 - Actual FY 2007 115,712 - Actual FY 2006 OPERATING RESULTS Net Operating Result Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 Budget FY 2009 164,560 $ Budget FY 2008 150,000 150,460 (460) $ 164,560 156,730 $ Projected FY 2008 156,730 Budget FY 2009 272,480 164,560 107,920 156,730 220,000 156,730 $ 63,270 Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ ♦ BUDGET NOTES ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ ♦ Improve lives for lower income Gilbert residents through funding for social services Provide funding for emergency home repair or housing rehab assistance for 15 Gilbert homeowners 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. Expended $500,000 for affordable housing, public facility and social service activities through nonprofit and local government agencies Assisted over 500 Gilbert residents with emergency needs, home repairs, and other social services Created a new owner and rental rehabilitation program for Sonora Town, one of the lowest income neighborhoods Created a new, unified application process for social services, affordable housing, arts and culture, and other nonprofit activities that request CDBG, HOME and General Funds Programs and activities funded for FY 2008-09 include the following: Agency Program CDBG Town of Gilbert Sonora Town Septic to Sewer Community Services of Arizona Emergency Repair Community Services of Arizona Senior Center Town of Gilbert Small Business and Entrepreneur Job Town of Gilbert Habitat for Humanity Town of Gilbert Program Administration HOME Community Housing Resources of AZ 1st Time Homebuyers Assistance Community Housing Resources of AZ American Dream Downpayment Town of Gilbert Sonora Town Housing Rehabilitation Total FY09 Activities Amount $ $ 260,720 110,000 99,390 60,000 20,000 139,990 . 186,350 2,170 80,000 958,620 Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 1,536 862 500 88 # of households receiving repair & rehab 27 14 15 16 # of households receiving homebuyer counseling or gap financing 22 20 8 8 PERFORMANCE/ACTIVITY MEASURES # of persons receiving social services - 203 - Table of Contents CDBG/HOME Actual FY 2006 Actual FY 2007 Budget FY 2008 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 2006 Actual FY 2007 Budget FY 2008 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 843,821 $ 1,484,506 Total Revenues Total Expenses 118,129 631,768 93,924 115,555 328,416 1,040,535 843,821 $ 1,484,506 38,147 $ (15,318) $ - 204 - $ 933,830 $ $ 652,638 131,430 827,190 $ Projected FY 2008 933,830 933,830 106,432 958,620 Budget FY 2009 759,070 652,638 $ 958,620 Budget FY 2009 104,228 548,410 - Budget FY 2008 - 652,638 958,620 Projected FY 2008 127,910 805,920 - 1,469,188 1,484,506 $ 933,830 Budget FY 2009 652,638 Budget FY 2008 Actual FY 2007 881,968 843,821 $ $ Budget FY 2009 Projected FY 2008 933,830 Actual FY 2007 Actual FY 2006 OPERATING RESULTS Net Operating Result 1,484,506 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses 843,821 Projected FY 2008 958,620 958,620 $ - 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 August 11, 2008 for a typical single-family residential permit: Parks and Recreation $4,724 General Government $1,211 $5,445 The Wastewater SDF is a charge against new development to cover the costs of expanding the wastewater system necessary to serve new growth. The fee design includes additional collection infrastructure, treatment facilities, and expansion of the reuse system. The model includes an assumption that the equivalent residential unit generates 232 gallons per day of wastewater. Police Department $702 The General Government SDF is a charge against new development to cover the cost of expanding Gilbert’s administrative infrastructure, including Public Works, Courts, Prosecutor, Community Development, Libraries, etc. as required to serve new growth. The Water Resource SDF is a charge against new development to cover the costs of acquiring additional water recourses necessary to serve new growth. The model includes an assumption that the equivalent residential unit demand annually will be 437 gallons per day. Wastewater System $4,185 The Parks and Recreation SDF is a charge against new development to recover the costs of expanding parks and recreation facilities, equipment and infrastructure to serve new growth. The fee only applies to residential development. The Water SDF is a charge against new development to cover the costs of expanding the water system necessary to serve new growth. The fee design includes additional treatment and storage facilities, distribution infrastructure and production wells. The model includes an assumption that the equivalent residential unit peak demand will be 656 gallons per day. Water Resources $415 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 $1,093 The Fire Department SDF is a charge against new development to recover the cost of fire and emergency services facilities and equipment required to serve new growth. $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 serve new growth. - 205 - Table of Contents System Development Fees PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Solid Waste Container Fee Traffic Signals Police Department Fire Department General Government Parks and Recreation Water System Water Resources Wastewater System 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 2006 Actual 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 2006 Actual FY 2007 Budget FY 2008 439,827 2,294,740 1,751,308 13,400,311 1,759,946 13,724,198 15,596,515 173,640 46,589,846 452,058 4,178,340 2,798,620 5,638,135 6,305,262 15,946,838 5,828,293 151,935 23,735,308 400,000 4,120,000 3,845,000 4,727,570 4,703,010 10,800,260 28,506,370 173,640 20,371,840 400,000 5,746,482 2,810,000 6,741,447 4,639,646 12,951,027 22,980,830 151,940 14,991,546 60,000 2,175,000 2,936,550 3,060,670 2,439,690 2,513,310 23,411,310 30,252,940 3,186,000 $ 95,730,331 $ 65,034,789 $ 77,647,690 $ 71,412,918 $ 70,035,470 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 95,730,331 65,034,789 77,647,690 71,412,918 70,035,470 $ 95,730,331 $ 65,034,789 $ 77,647,690 $ 71,412,918 $ 70,035,470 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 79,186,302 95,730,331 78,824,953 65,034,789 65,825,000 77,647,690 $(16,544,029) $ 13,790,164 Projected FY 2008 Projected FY 2008 55,498,700 71,412,918 $20,000 $16,000 $12,000 $8,000 $4,000 $0 FY 2007 - 206 - Budget FY 2009 17,344,000 70,035,470 $ (11,822,690) $ (15,914,218) $ (52,691,470) SDF PER SINGLE FAMILY RESIDENTIAL UNIT FY 2006 Budget FY 2009 FY 2008 FY 2009 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2009 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2008 ♦ Received $383,550 in grants Improved communications between Departments and central reporting in Finance Council approved Purchasing Code change requiring approval before grant application Timely grant reporting Completion of Single audit Report with no findings BUDGET NOTES 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 $ 2,103,660 - 207 - 103,660 2,000,000 Table of Contents Grants PERSONNEL BY ACTIVITY Public Safety Grants Other Grants Total Personnel EXPENSES BY ACTIVITY Public Safety Grants Other Grants Total Expenses $ Budget FY 2008 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.00 1.00 0.00 0.00 0.00 0.50 0.50 1.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 874,736 $ 105,980 420,191 347,198 1,367 $ 874,736 Actual FY 2006 OPERATING RESULTS Total Revenues Total Expenses $ $ Projected FY 2008 Budget FY 2009 Projected FY 2008 Budget FY 2009 728,635 121,031 1,098,450 101,154 1,150,000 103,660 2,000,000 849,666 $ 1,098,450 $ 1,251,154 $ 2,103,660 Budget FY 2008 Projected FY 2008 Budget FY 2009 Actual FY 2007 Actual FY 2006 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2007 856,134 18,602 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 98,646 370,319 259,670 121,031 98,450 1,000,000 - 101,154 850,000 300,000 100,340 2,003,320 - 849,666 $ 1,098,450 $ 1,251,154 $ 2,103,660 Budget FY 2008 Projected FY 2008 Budget FY 2009 Actual FY 2007 1,252,908 874,736 1,939,339 849,666 378,172 $ 1,089,673 - 208 - 1,520,000 1,098,450 $ 421,550 1,416,990 1,251,154 $ 165,836 2,564,000 2,103,660 $ 460,340 Table of Contents Riparian Program PURPOSE STATEMENT OBJECTIVES FY 2009 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 2008 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Peak month activity (February-April) has increased by 300% with tourism visits up by 20% Four new demonstration gardens have been added showing suitable plants for butterflies, hummingbirds, moths, tortoises Added back yard gardening for wildlife and nature art to public programs Received grants from Boeing and Sam’s Club for a total of $3,500 Outreach had approximately 1,500 participants Maintained important bird area status for shore birds Attract 10% more tourism visits on average during the year, and 30% more tourism visits during peak months Add one new viable habitat zone during the year Add one public program and offer local school programming Receive at least three project grants during the year Increase outreach participants by at least 700 Implement at least 75% of suggested design consideration in addition to mandated standards for species diversity BUDGET NOTES Personnel costs increase as a result of a market adjustment. Contractual expenditures decrease due to Landscape Maintenance being reduced by $25,000. This account was able to be reduced due to individuals volunteering to do the landscape maintenance. Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 $119,870 $27,330 $12,000 $25,000 Number of outreach students participating yearly 1,200 1,800 1,800 2,100 Number of tourism visits 2,000 20,000* 24,000 28,000 Number of native reptiles on site end of first quarter 4 2 2 3 Number of research hours completed yearly 120 120 120 120 Number of programs developed with Queen Creek Parks 0 0 0 1 Number of facilities and revenue generated 1/$22,462 1/$30,584 2/$30,000 2/$32,000 N/A N/A 2 3 PERFORMANCE/ACTIVITY MEASURES Amount of donations raised Number of viable habitat zones *Result of increased national and local awareness - 209 - Table of Contents Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Actual FY 2006 Actual FY 2007 Budget FY 2008 3.19 3.65 3.76 3.76 3.68 3.19 3.65 3.76 3.76 3.68 Actual FY 2006 Actual FY 2007 Budget FY 2008 338,941 Total Expenses $ 338,941 380,026 $ 380,026 Personnel Supplies & Contractual Capital Outlay Transfers Out 215,843 87,921 35,177 - Total Expenses $ 338,941 Total Revenues Total Expenses $ $ 46,327 Actual FY 2007 349,920 358,489 (139,338) $ $ 358,489 $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2007 - 210 - FY 2008 275,370 57,740 $ FY 2009 91 333,110 Budget FY 2009 358,580 358,489 $ 333,110 Budget FY 2009 Projected FY 2008 COST PER TOURISM VISIT FY 2006 $ 270,880 81,609 6,000 - 354,170 349,920 4,250 333,110 Projected FY 2008 Budget FY 2008 240,688 380,026 $ $ 270,310 79,610 $ Budget FY 2009 358,489 Budget FY 2008 380,026 385,268 338,941 Net Operating Result 349,920 256,080 99,271 24,675 - Actual FY 2006 OPERATING RESULTS $ Budget FY 2009 Projected FY 2008 349,920 Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Projected FY 2008 333,110 333,110 $ - 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 330 SLIDs, and more are added annually. The amount levied is $869,780. The anticipated expenditures are $1,091,430. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted a budget of $1,413,420 and a levy of $1,447,110. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. - 211 - Table of Contents Special Districts PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Budget FY 2008 Projected FY 2008 Budget FY 2009 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,416,029 453,412 1,262,980 920,120 944,060 760,610 1,413,420 1,091,430 $ 1,806,725 $ 1,869,441 $ 2,183,100 $ 1,704,670 $ 2,504,850 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,792,125 14,600 1,854,191 15,250 2,183,100 - 1,704,670 - 2,504,850 - $ 1,806,725 $ 1,869,441 $ 2,183,100 $ 1,704,670 $ 2,504,850 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2007 1,231,231 575,494 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 1,775,482 1,806,725 $ (31,243) $ 2,042,738 1,869,441 173,297 - 212 - 2,021,500 2,183,100 $ (161,600) $ 1,928,750 1,704,670 224,080 2,316,890 2,504,850 $ (187,960) Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2009 Arizona Law, A.R.S. 28-3511 requires the mandatory tow and 30 day impound of vehicles when the driver commits specific civil traffic and criminal traffic offenses. Under the law anyone of interest in the vehicle may request a hearing for the release of it. ♦ ♦ Conduct fair and proper hearings Assist in training departmental employees and provide updates on law changes BUDGET NOTES In October 2007, Council authorized the creation of a new Special Revenue Fund for towing fees and revenues as required by State law. As a result of the new State law, Gilbert was able to increase the administrative fee of $60 per hearing to $150 per hearing. This administrative fee must be deposited into a special fund to administer the towing programs. This fund should be self-sustaining in recovering costs to support two authorized positions and all related expenses. During the hearings it will be up to the hearing coordinator to determine if the vehicle was towed properly and if not, facilitate the release immediately without cost to the owner. In some situations, vehicles are eligible for early release. If the vehicle is not eligible, a hearing is still required to get the vehicle back after the 30 day impound. A $150 administration fee will be collected upon every vehicle release and placed into the vehicle impound fund to cover employee and related equipment costs ACCOMPLISHMENTS FY 2008 ♦ ♦ ♦ Successfully used light duty personnel to act as tow hearing officers when needed Hired two full time Tow Hearing Coordinators Identified and equipped office space to be used by hearing staff Actual FY 2006 Actual FY 2007 Projected FY 2008 Anticipated FY 2009 Number of Tow Hearings Conducted 826 856 1,650 2,500 Number of Proper Tows 818 845 1,650 2,500 Number of Vehicles Eligible for Early Release 375 681 1,200 1,950 PERFORMANCE/ACTIVITY MEASURES - 213 - Table of Contents Police Impound Actual FY 2006 Actual FY 2007 Budget FY 2008 Police Impound 0.00 0.00 0.00 2.00 2.00 Total Personnel 0.00 0.00 0.00 2.00 2.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 - - - PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound 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 2006 Actual FY 2007 Budget FY 2008 - - - - $ - $ - Actual FY 2006 Actual FY 2007 Budget FY 2008 - - - - $ - $ - Projected FY 2008 Projected FY 2008 $ 80,972 $ 80,972 112,390 15,400 $ $30.00 $15.00 $0.00 FY 2009 119,038 127,790 Budget FY 2009 200,010 80,972 $ 127,790 Budget FY 2009 Projected FY 2008 $45.00 - 214 - $ 64,272 16,700 - $60.00 FY 2008 127,790 Projected FY 2008 $75.00 FY 2007 Budget FY 2009 80,972 COST PER TOW HEARING FY 2006 Budget FY 2009 360,000 127,790 $ 232,210 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. - 215 - Table of Contents Other Agency PERSONNEL BY ACTIVITY Court Enhancement Court JCEF Total Personnel EXPENSES BY ACTIVITY Public Safety Funds Confiscated Funds Public Safety Security Fire Funds Citizens Action Network Court Funds Community Support SE Neighborhood College Mayor's Youth Task Force Cable TV Gilbert's Promise to Youth United Way Santan Mitigation MAG - Special Census Water Safety Contingency Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Budget FY 2008 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Total Revenues Total Expenses Budget FY 2009 Projected FY 2008 Budget FY 2009 292,140 57,626 730,624 2,785 2,863 203,901 196,732 7,760 581 1,262 62,540 49,884 48,925 4,674 - 11,500 20,000 800,310 2,000 5,000 150,000 257,850 10,000 1,000 1,000 65,000 50,000 - 27,400 60,000 958,652 10,255 3,100 266,123 276,516 10,000 1,000 1,200 63,000 49,884 - 11,630 20,000 861,510 2,000 5,000 293,130 262,780 10,000 1,000 1,000 65,020 50,000 - 978,394 $ 1,662,297 $ 1,373,660 $ 1,727,130 $ 1,583,070 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 524,596 374,740 79,058 783,919 477,568 219,477 181,333 838,160 435,500 100,000 1,115,342 466,788 45,000 100,000 1,027,890 455,180 100,000 978,394 $ 1,662,297 $ 1,373,660 $ 1,727,130 $ 1,583,070 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 1,040,339 978,394 $ Projected 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 - Actual FY 2006 OPERATING RESULTS Net Operating Result Actual FY 2007 Actual FY 2006 EXPENSES BY CATEGORY Total Expenses Actual FY 2006 61,945 1,823,156 1,662,297 $ 160,859 - 216 - 1,383,680 1,373,660 $ 10,020 1,421,830 1,727,130 $ (305,300) $ 1,433,480 1,583,070 (149,590) 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 fund the Replacement Funds for the replacement value of rolling stock and equipment in FY 2006. The intent of this decision was the amount deposited in the replacement fund in addition to the residual value of the vehicle sold would be sufficient to purchase a replacement vehicle. 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. Due to budget constraints for FY 2009, it was determined not to fund the General Fund Equipment Replacement for FY 2008 and FY 2009. Not funding this fund for two fiscal years, saved the General Fund $8,600,000. The transfer to the General Fund Equipment Replacement fund is modeled to begin again in FY 2010. 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. 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. 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. 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. - 217 - 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 2009 for each replacement fund is listed below. Fund Fund Balance General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet $ 8,887,205 5,398,976 30,708,267 26,384,876 6,104,018 1,172,120 140,646 Total Fund Balance $ 78,796,108 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 $ 28,575,370 6,759,500 212,959,722 275,355,895 9,625,000 1,603,000 186,000 Total Future Replacement Value $ 535,064,487 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 31.10% 79.87% 14.42% 9.58% 63.42% 73.12% 75.62% - 218 - Table of Contents Replacement Funds Actual FY 2006 GENERAL FUND OPERATING RESULTS Total Revenue Total Expenses Net Operating Result 11,336,901 785,626 $ 10,551,275 Total Revenue Total Expenses $ Total Revenue Total Expenses Net Operating Result Actual FY 2007 243,600 3,538,000 $ (1,769,790) $ (3,294,400) Budget FY 2008 Projected FY 2008 Budget FY 2009 641,050 83,787 2,229,521 413,556 1,444,130 262,000 1,416,210 262,000 1,658,060 479,000 557,263 $ 1,815,965 $ 1,182,130 $ 1,154,210 $ 1,179,060 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 4,174,670 315,000 4,779,790 397,000 $ 5,552,226 $ 4,475,022 $ 4,272,990 $ 3,859,670 $ 4,382,790 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 4,864,665 46,353 4,924,091 - 4,352,900 52,000 4,096,970 52,000 5,958,460 310,000 $ 4,818,312 $ 4,924,091 $ 4,300,900 $ 4,044,970 $ 5,648,460 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 Total Revenues Total Expenses 3,559,013 596,798 $ 2,962,215 1,361,540 437,001 $ Actual FY 2006 COMMERCIAL SW FUND OPERATING RESULTS Total Revenues Total Expenses $ 956,296 $ 35,141 96,615 $ 33,804 - 219 - (187,680) $ (273,680) $ 1,549,280 Budget FY 2009 185,750 250,000 163,440 250,000 (64,250) $ (86,560) $ 74,210 301,580 267,000 Projected FY 2008 74,210 $ 1,979,280 430,000 Projected FY 2008 Budget FY 2008 33,804 $ 1,266,320 1,540,000 Budget FY 2008 Actual FY 2007 35,141 $ $ 96,615 - Actual FY 2006 Total Revenues Total Expenses 924,539 1,352,320 1,540,000 Actual FY 2007 1,113,678 157,382 FLEET FUND OPERATING RESULTS Net Operating Result (491,839) $ 1,369,820 567,210 2,337,000 4,587,990 315,000 RESIDENTIAL SW FUND OPERATING RESULTS Net Operating Result 4,510,820 3,141,000 Budget FY 2009 4,511,736 36,714 Total Revenues Total Expenses Net Operating Result Projected FY 2008 5,661,267 109,041 WASTEWATER FUND OPERATING RESULTS Net Operating Result $ Actual FY 2006 WATER FUND OPERATING RESULTS Budget FY 2008 3,047,711 3,539,550 Actual FY 2006 STREET FUND OPERATING RESULTS Net Operating Result Actual FY 2007 Budget FY 2009 72,960 $ 72,960 34,580 73,710 85,000 $ (11,290) Table of Contents − 220 − Table of Contents Capital Improvements __________________________________________ Capital Improvements Summary Capital Improvement Maintenance Costs Capital Improvement Detail 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 May 2008. 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. Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation 111,863,000 89,896,000 2,139,000 10,622,000 4,754,000 142,291,000 9,711,000 1,047,000 46,457,000 Total Capital Projects $ 418,780,000 The following graph shows the project breakdown by category and percentage of total capital improvements. Streets 21.5% Parks and Recreation 11.1% Improvement Districts 26.7% Storm Water 0.3% Redevelopment 2.5% Wastewater 2.3% Municipal Facilities 1.1% Water 34.0% Traffic Control 0.5% - 221 - Table of Contents Capital Improvement Maintenance Costs 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 2008-09 2009-10 2010-11 2011-12 2012-13 Total Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation 2,000 1,351,000 43,000 13,000 335,000 26,000 25,000 75,000 3,079,000 19,000 1,000 43,000 13,000 667,000 26,000 75,000 75,000 3,082,000 32,000 1,000 43,000 13,000 732,000 26,000 75,000 215,000 3,082,000 32,000 1,000 52,000 13,000 1,105,000 26,000 75,000 215,000 3,082,000 32,000 1,000 52,000 $ 52,000 $ 2,839,000 $ 104,000 $ 250,000 $ 582,000 $ 13,676,000 $ 115,000 $ 4,000 $ 233,000 Total Operating Costs $ 1,396,000 $ 3,217,000 $ 3,233,000 $ 3,382,000 $ 3,382,000 $ 14,610,000 For Fiscal Year 2008-09, there is $1,396,000 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 562,000 - 132,000 30,000 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Total Operating Costs $ 562,000 $ 162,000 Supplies Utilities 1,000 313,000 2,000 $ 316,000 Insurance 1,000 268,000 10,000 $ 279,000 $ Total 76,000 1,000 $ $ $ $ $ 2,000 $ 1,351,000 $ $ $ 43,000 77,000 $ 1,396,000 For Fiscal Year 2008-09, there is $676,000 in revenue added to the anticipated revenue for projects which are currently under construction. This revenue has been included in the operating budget for their respective department. The following table details this revenue. Category 2008-09 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Total Operating Costs $ 2009-10 2010-11 2011-12 2012-13 Total 676,000 - 1,300,000 - 1,300,000 - 1,300,000 - 1,300,000 - $ $ $ $ $ $ 5,876,000 $ $ $ - 676,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 5,876,000 The following pages detail the Capital Improvement Projects for Fiscal Year 2008-09 by category. - 222 - Table of Contents Capital Improvement Detail Improvement Districts New Districts Allowance of $100,000,000 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. Also included is $11,921,910 for Improvement District No. 20 infrastructure improvements to the 160 acres located at the northeast corner of Germann and Val Vista. 2008-09 Expenditures 2008-09 Funding Special Assessment Bonds Total Project Cost $111,863,000 Annual Maintenance Contractual Services $13,000 $113,500,000 $113,500,000 Streets 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 RWCD Canal and west side of Higley from Pecos to Frye. 2008-09 Expenditures 2008-09 Funding Sources City of Mesa Total Project Cost $1,836,000 $4,160,000 $18,787,000 Annual Maintenance Contractual Services Utilities $75,000 $8,000 Greenfield Road – Pecos to Germann Construct the west half of Greenfield from Germann to Lexington to a minor arterial standard. The project will be a ¾ mile segment with four lanes and a striped median. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $1,000,000 $13,233,000 $14,394,000 Annual Maintenance Contractual Services Utilities $50,000 $5,000 Higley and Williams Field Improvements Improvements on Higley from Williams Field north to the Union Pacific Railroad 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. Improvements will be to a major arterial standard and will include six lanes with a raised landscaped median, bike lanes, street lighting and sidewalks. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $7,825,000 $14,795,000 $14,841,000 Annual Maintenance Contractual Services Utilities $45,000 $5,000 Chandler Heights Road – Val Vista to Greenfield Complete roadway to full width improvements for a major arterial from Val Vista to Rockwell Street. Improvements include a six lane section with raised median, landscaping, bike lanes, sidewalks and street lighting. Includes widening the bridge over the East Maricopa Floodway. Also includes a 16-inch waterline from Val Vista to Greenfield. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $800,000 $15,760,000 $16,572,000 Annual Maintenance Contractual Services Utilities - 223 - $75,000 $8,000 Table of Contents Capital Improvement Detail Queen Creek Road Improvements Design and construction of improvements to Queen Creek from Val Vista to the RWCD Canal and East Maricopa Floodway to minor arterial standards including four lanes, striped median, bike lanes, sidewalks, landscaping, and street lights. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $1,050,000 $12,121,000 $12,121,000 Annual Maintenance Contractual Services Utilities $59,000 $6,000 Greenfield Road – Arrowhead Trail North Design and construction of 2,840’ of minor arterial street improvements on Greenfield north of Arrowhead Trail along the Greenfield Wastewater Reclamation Plant property. Improvements will include four lanes with a striped median, bike lanes, sidewalk, landscaping and street lights. 2008-09 Expenditures 2008-09 Funding Sources Town of Queen Creek City of Mesa Street Fund Total Project Cost $3,047,000 $223,000 $508,000 $2,316,000 $4,029,000 Annual Maintenance Contractual Services Utilities $28,000 $3,000 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. 2008-09 Expenditures 2008-09 Funding Sources Signal SDF City of Mesa Street Fund Maricopa County Miscellaneous Total Project Cost $6,141,000 Annual Maintenance Contractual Services $3,000 $278,000 $1,181,000 $1,625,000 $1,009,000 $400,000 $7,181,000 Proposition 400 Intersection Phase I Intersection improvements at Cooper and Warner, to accommodate dual left-turn lanes in all four directions. 2008-09 Expenditures 2008-09 Funding Sources Bonds State Funds Total Project Cost $4,900,000 $3,378,000 $1,054,000 $6,960,000 Annual Maintenance Contractual Services Utilities $13,000 $1,000 Williams Field Road – UPRR to Power Complete Williams Field Road improvements from Union Pacific Railroad to Power and Recker Road, improvements from Ray Road to UPRR to major arterial standards, including six lanes with a raised landscaped median, bike lanes, landscaping, street lights and sidewalks. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $26,665,000 $54,947,000 $54,947,000 Annual Maintenance Contractual Services Utilities - 224 - $81,000 $8,000 Table of Contents Capital Improvement Detail Recker Road – 660’ to 1320’ North of Ray Complete Recker Road improvements adjacent to existing county island on the west side of Recker Road to minor arterial standards. 2008-09 Expenditures 2008-09 Funding Sources State Grant Total Project Cost $1,501,000 $1,501,000 $1,519,000 Annual Maintenance Contractual Services Utilities $6,000 $1,000 Higley Road – EMF to 1,370’ North Complete Higley Road improvements from the bridge over the East Maricopa Floodway and Roosevelt Water Conservation District canal to 1,370’ north. Higley is a six major arterial with a raised median, bike lanes, sidewalks, landscaping and streetlights. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $7,160,000 $7,916,000 $7,916,000 Annual Maintenance Contractual Services Utilities $12,000 $1,000 Higley Road – Riggs to Hunt Highway Complete Higley Road improvements from Riggs to the Hunt Highway. Higley is a six lane major arterial with a raised median, bike lanes, sidewalks, landscaping and streetlights. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $400,000 $4,792,000 $7,842,000 Annual Maintenance Contractual Services Utilities $40,000 $4,000 Riggs Road – Val Vista to Recker Complete Riggs Road improvements from Val Vista to Recker. Riggs is a six lane major arterial with a raised median, bike lanes, sidewalks, landscaping and streetlights. 2008-09 Expenditures 2008-09 Funding Sources Bonds Signal SDF Total Project Cost $17,208,000 $18,488,000 $248,000 $18,898,000 Annual Maintenance Contractual Services Utilities $100,000 $10,000 Greenfield Road – Queen Creek to Lonesome Lane Complete Greenfield Road improvements from Queen Creek to Lonesome Lane. Greenfield is a minor arterial with four traffic lanes and a striped median, bike lanes, landscaping, sidewalk and street lights.. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $560,000 $11,113,000 $12,813,000 Annual Maintenance Contractual Services Utilities $50,000 $6,000 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, bike lanes, landscaping sidewalks, and street lights. 2008-09 Expenditures 2008-09 Funding Sources None Total Project Cost $540,000 $0 $2,938,000 Annual Maintenance Contractual Services Utilities - 225 - $35,000 $3,500 Table of Contents Capital Improvement Detail Proposition 400 Road Improvements Phase I Complete Power Road improvements from Galveston to Pecos. Power is a major arterial street with six lanes and a raised median, bike lanes, sidewalks, landscaping and streetlights. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $1,680,000 $6,833,000 $24,644,000 Annual Maintenance Contractual Services Utilities $175,000 $15,000 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. 2008-09 Expenditures 2008-09 Funding Sources Street Fund Total Project Cost $984,000 $984,000 $1,564,000 Annual Maintenance Contractual Services Utilities $7,000 $1,000 Improvement District No. 20 Infrastucture improvements to the 160 acres located at the northeast corner of Germann and Val Vista, to include roadways, water, sewer, reclaimed lines and related items. 2008-09 Expenditures 2008-09 Funding Sources Improvement District Total Project Cost $11,863,000 Annual Maintenance Contractual Services $13,000 $13,500,000 $13,500,000 Lindsay Road – Spur to Appleby Complete roadway to full width improvements for a minor arterial. Improvements include a four lane section with striped median, landscaping, bike lanes, sidewalks and street lighting. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $190,000 $2,978,000 $2,978,000 Annual Maintenance Contractual Services Utilities $8,000 $1,500 PM10 Paving This project consists of paving various unpaved streets within the Town for compliance with air quality requirements. The streets included in this project are to be identified by the Public Works Department. 2008-09 Expenditures 2008-09 Funding: Street Fund Total Project Cost $300,000 Annual Maintenance No maintenance costs associated with this project. $300,000 $1,200,000 Germann Road – Gilbert High School #5 Widening of approximately 350 feet of the north half of Germann Road at the northeast corner of 148th Street and Germann. Germann is a six lane major arterial roadway. Improvements include three lanes, raised median, bike lane, landscaping, sidewalk and street lights. 2008-09 Expenditures 2008-09 Funding Sources Street Fund Total Project Cost $335,000 Annual Maintenance Contractual Services $335,000 $335,000 - 226 - $3,000 Table of Contents Capital Improvement Detail Val Vista Drive – Germann to Queen Creek Design and construct widening of one mile of major arterial street to include six lanes, raised landscaped median, bike lanes, curb and gutter, sidewalk landscaping and street lights on Val vista Drive from Germann to Queen Creek. 2008-09 Expenditures 2008-09 Funding Sources Bonds Total Project Cost $5,774,000 $6,374,000 $6,374,000 Annual Maintenance Contractual Services Utilities $63,000 $7,000 Traffic Control Arterial Intersection Signal Program Arterial intersection traffic signals to be constructed annually at the one mile intersections in the community, based upon traffic engineering needs analysis. Average cost is approximately $300,000 per intersection. Based on studies, this allows for approximately 12 additional arterial intersections until build out. Number of signals authorized reduced by one from adopted CIP due to budget constraints. 2008-09 Expenditures 2008-09 Funding Sources Signal SDF Total Project Cost $600,000 $600,000 $3,300,000 Annual Maintenance Supplies Utilities $4,000 $4,000 Minor Intersection Signal Program Three minor intersection traffic signals to be constructed annually in the community, based upon traffic engineering needs analysis. Average cost is approximately $248,000 per intersection. Based on studies, this allows for approximately 125 additional minor intersections until build out. Number of signals authorized reduced by one from adopted CIP due to budget constraints. 2008-09 Expenditures 2008-09 Funding Sources Signal SDF Total Project Cost $496,000 $496,000 $30,504,000 Annual Maintenance Supplies Utilities $2,000 $4,000 Elliot and General Dynamics Design and installation of a minor arterial traffic signal at Elliot and General Dynamics and connecting to the signal system. 2008-09 Expenditures 2008-09 Funding Sources Signal SDF Total Project Cost $233,000 $233,000 $258,000 Annual Maintenance Supplies Utilities $1,000 $2,000 Germann and Gilbert High School #5 Design and installation of a minor arterial signal at the intersection of Germann and Entrance #1 into the new Gilbert High School #5. 2008-09 Expenditures 2008-09 Funding Sources Gilbert Public Schools Total Project Cost $210,000 $210,000 $210,000 Annual Maintenance Supplies Utilities - 227 - $1,000 $2,000 Table of Contents Capital Improvement Detail Germann and Quartz Design and installation of a minor arterial traffic signal at the intersection of Germann and Quartz, which will serve as the second entrance to the new Gilbert High School #5. 2008-09 Expenditures 2008-09 Funding Sources Signal SDF Total Project Cost $248,000 $248,000 $248,000 Annual Maintenance Supplies Utilities $1,000 $2,000 Val Vista and Warner Signal Improvements Convert left turn lanes in all four directions of travel to dual left turn lanes. Work includes modification to pavement markings, new signal heads, new pole foundations and sidewalk ramps on the southeast and southwest corners, and new concrete pole aprons and detectable mats on all four corners. 2008-09 Expenditures 2008-09 Funding Sources Street Fund Total Project Cost $115,000 Annual Maintenance No maintenance costs associated with this project. $115,000 $115,000 Val Vista and Baseline Signal Improvements Convert northbound and southbound left turn lanes to dual left turn lanes. Work includes modification to pavement markings and the raised median island on the south leg of the intersection, new signal heads, new signal poles and sidewalk ramps on the southeast and southwest corners, and new concrete pole aprons and detectable mats on all four corners. 2008-09 Expenditures 2008-09 Funding Sources Street Fund Total Project Cost $165,000 Annual Maintenance No maintenance costs associated with this project. $165,000 $165,000 Elliot and Islands Drive Design and construction of the remaining leg of the minor arterial traffic signal at Elliot and Islands Drive. 2008-09 Expenditures 2008-09 Funding Sources Signal SDF Total Project Cost $72,000 Annual Maintenance No maintenance costs associated with this project. $72,000 $72,000 Redevelopment West Washington Street Assemblage Acquisition and assemblage of property along west Washington Street in downtown Gilbert between Gilbert Road and Ash Street. 2008-09 Expenditures 2008-09 Funding Sources General Fund Total Project Cost $250,000 Annual Maintenance No maintenance costs associated with this project. $250,000 $1,395,000 - 228 - Table of Contents Capital Improvement Detail 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. 2008-09 Expenditures 2008-09 Funding Sources General Fund Bonds Total Project Cost $2,907,000 Annual Maintenance Contractual Services $15,000 $350,000 $2,415,000 $2,931,000 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. 2008-09 Expenditures 2008-09 Funding Sources MPC Bonds Total Project Cost $2,550,000 $2,779,000 $3,500,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $4,000 $2,000 $1,000 $1,000 Heritage District Pedestrian Improvements Improvements to sidewalks within the Heritage District business corridor. 2008-09 Expenditures 2008-09 Funding Sources Federal Grant General Fund Total Project Cost $1,405,000 Annual Maintenance Contractual Services $2,000 $1,135,000 $270,000 $1,570,000 Vaughn Avenue Parking Structure Design and construction of a structured parking facility located near Vaughn and Ash on the north side of Vaughn in support of the restaurant and entertainment uses developing in the Heritage District. Garage is planned for 350 spaces in a 3-story structure with restroom facilities and surrounding surface parking. 2008-09 Expenditures 2008-09 Funding Sources MPC Bonds Developer Contribution Total Project Cost $3,510,000 Annual Maintenance Contractual Services $50,000 $6,671,000 $50,000 $7,020,000 Municipal Facilities 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. A carryforward of $114,000 from FY 2008 is included in the FY 2009 expenditures. 2008-09 Expenditures 2008-09 Funding Sources General Fund Total Project Cost $514,000 Annual Maintenance Contractual Services $514,000 $961,000 - 229 - $10,000 Table of Contents Capital Improvement Detail Imaging Technology Phase II This project continues implementation of imaging technology throughout the organization for records retention. 2008-09 Expenditures 2008-09 Funding Sources General Fund Total Project Cost $500,000 $500,000 $750,000 Annual Maintenance Contractual Services Supplies $50,000 $12,500 Spectra Radio Upgrade Replacement of Motorola Spectra 800MHz radios installed in Gilbert police patrol vehicles with Motorola XTL5000 radios. 2008-09 Expenditures 2008-09 Funding Sources General Fund Total Project Cost $702,000 Annual Maintenance No maintenance costs associated with this project. $702,000 $702,000 Utility Billing Replacement Replace the current utility billing software system to meet the demands of an increased customer base. 2008-09 Expenditures 2008-09 Funding Sources Solid Waste Fund Water Fund Wastewater Fund Total Project Cost $300,000 Annual Maintenance Contractual Services $140,000 $96,000 $106,000 $98,000 $1,500,000 Fire Station Emergency Signals 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. Cost shown in FY 2009 is for Fire Station10. 2008-09 Expenditures 2008-09 Funding Sources Fire SDF Total Project Cost $189,000 $189,000 $1,941,000 Annual Maintenance Supplies Utilities $1,000 $1,000 Fire Hydrant Installations Design and installation of fire hydrants and minor water system improvements to subdivisions currently served by Gilbert’s water distribution system and annexing into Gilbert. 2008-09 Expenditures 2008-09 Funding Sources General Fund Miscellaneous Total Project Cost $2,549,000 Annual Maintenance No maintenance costs associated with this project. $832,000 $1,717,000 $6,852,000 - 230 - Table of Contents Capital Improvement Detail Water Direct System Wells Installation of two 2.0 MGD direct system wells and one replacement well. Wells will be located in the system where required by demand. Includes 2,800 feet of 16” water line to connect wells to the distribution system. 2008-09 Expenditures 2008-09 Funding Sources Water Fund Water SDF Total Project Cost $6,950,000 $2,417,000 $4,533,000 $11,450,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $9,750 $36,750 $157,500 $3,000 CAP Pipeline Design and construction of 13 miles of 48” pipeline from the CAP Canal to the South Water Treatment Plant along the Queen Creek Road and Ocotillo Road alignments. 2008-09 Expenditures 2008-09 Funding Sources City of Chandler Total Project Cost $14,888,000 $6,444,000 $44,544,000 Annual Maintenance Contractual Services Insurance $7,000 $3,000 Well, 2mg Reservoir and Pump Station Design and construct a 2.0 MGD well, 2 million gallon in ground reservoir, and pump station located at Williams Field and Recker. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $1,143,000 $1,143,000 $12,444,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $5,000 $44,000 $68,000 $2,000 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. 2008-09 Expenditures 2008-09 Funding Sources Water Fund Wastewater SDF Total Project Cost $500,000 Annual Maintenance Contractual Services $1,000 $250,000 $250,000 $1,111,000 South Water Treatment Plant (SWTP) Phase I 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 each phase. The plant will be built as a joint facility with the City of Chandler. 2008-09 Expenditures 2008-09 Funding Sources City of Chandler Total Project Cost $41,679,000 $16,670,000 $114,203,000 Annual Maintenance Personnel Contractual Services Supplies Utilities Insurance Annual Operating Revenue City of Chandler - 231 - $787,000 $292,000 $584,000 $860,000 $76,000 $1,300,000 Table of Contents Capital Improvement Detail 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. 2008-09 Expenditures 2008-09 Funding Sources City of Chandler Water SDF Total Project Cost $876,000 Annual Maintenance Contractual Services $3,000 $692,000 $184,000 $17,945,000 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. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $301,000 Annual Maintenance Contractual Services $1,000 $301,000 $4,847,000 Water Rights Acquisition of water rights (lease) for 17,886 acre-feet of surface water from the Central Arizona Project (CAP). 2008-09 Expenditures 2008-09 Funding Sources MPC Bonds Water Resource SDF Total Project Cost $62,601,000 Annual Maintenance No maintenance costs associated with this project. $32,500,000 $30,101,000 $62,601,000 Well, Reservoir and Pump Station Design and construct a 2.0 MGD well, 2 million gallon in ground reservoir, and pump station. This facility will be located at Ray and Recker. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $1,500,000 $1,500,000 $12,199,000 Annual Maintenance Contractual Services Supplies Utilities $13,000 $15,000 $40,000 Reservoir, Pump Station and Well Conversion Design and construction of a 2 million gallon in ground reservoir and pump station, and conversion of a direct system well to reservoir feed well. Includes 3,600 feet of 12-inch waterline and 2,000 feet of 16-inch waterline. Funding for FY 2009 is for land purchase only. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $1,030,000 $1,030,000 $10,841,000 Annual Maintenance Contractual Services Supplies Utilities Insurance - 232 - $13,500 $19,000 $75,000 $1,500 Table of Contents Capital Improvement Detail Meadows 12” Water Main Design and construction of a 12 inch water main from Meadows east in the Houston Avenue alignment to the RWCD Canal right-of-way and south to Guadalupe. 2008-09 Expenditures 2008-09 Funding Sources Water Fund Total Project Cost $1,255,000 Annual Maintenance Contractual Services $1,000 $1,255,000 $1,423,000 Zone 2 to Zone 4 Interconnect Installation of valves and piping to tie back-feed into Turner Ranch Reservoir into Zone 2 of the water distribution system. This will allow Zone 4 to utilize CAP water which is off-project. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $730,000 Annual Maintenance Contractual Services $1,000 $730,000 $730,000 Higley Road 16” Water Main Design and construction of a 16” water main in Higley from Guadalupe to Banner Drive. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $2,241,000 Annual Maintenance Contractual Services $1,000 $2,241,000 $2,391,000 Direct System Well Installation of one 2.0 MGD direct system well. Well will be located in the system where required by demand. Funding for FY09 is for land purchase only. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $250,000 $250,000 $3,750,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $3,250 $12,250 $52,500 $1,000 Reservoir #12 Roof Replacement Replacement of rolled seamed metal roof at Reservoir #12 located at the Lindsay Road Public Works facility. 2008-09 Expenditures 2008-09 Funding Sources Water Fund Total Project Cost $500,000 Annual Maintenance No maintenance costs associated with this project. $500,000 $513,000 Reservoir #5 Rehabilitation Reservoir #5 is an above ground steel tank installed in 1985. This project will conduct an inspection of the tank and recommend possible rehabilitation measures, which may include recoating the inside and outside of the tank as well as installation of a cathodic protection system. 2008-09 Expenditures 2008-09 Funding Sources Water Fund Total Project Cost $250,000 Annual Maintenance No maintenance costs associated with this project. $250,000 $263,000 - 233 - Table of Contents Capital Improvement Detail Reservoir #7 Rehabilitation Reservoir #7 is an above ground steel tank installed in 1985. This project will conduct an inspection of the tank and recommend possible rehabilitation measures, which may include structural bracing replacements, recoating the inside and outside of the tank as well as installation of a cathodic protection system, or complete replacement of the tank. 2008-09 Expenditures 2008-09 Funding Sources Water Fund Total Project Cost $1,000,000 Annual Maintenance No maintenance costs associated with this project. $1,000,000 $1,013,000 Williams Field Road Water Main Design and construction of a 16” water main in Williams Field Road from the 20” main crossing beneath the Santan Freeway at Greenfield to a 30” main in Higley. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $502,000 Annual Maintenance Contractual Services $1,000 $502,000 $992,000 Western Canal Water Main Design and construction of a 20” water main along the Western Canal from a stub out on the west side of Cooper to a main in McQueen. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $345,000 Annual Maintenance Contractual Services $1,000 $345,000 $2,106,000 Direct System Well Design and construction of a 2.0 MGD direct system well. This project is located at Germann and Val Vista. 2008-09 Expenditures 2008-09 Funding Sources None Total Project Cost $3,500,000 $0 $3,710,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $3,250 $12,250 $52,500 $1,000 Direct System Well Design and construction of a 2.0 MGD direct system well. Project includes ½ mile of 16-inch waterline to connect to existing line in Val Vista Drive. Funding for FY09 is for land purchase only. 2008-09 Expenditures 2008-09 Funding Sources Water SDF Total Project Cost $250,000 Annual Maintenance No maintenance costs associated with this project. $250,000 $4,100,000 - 234 - Table of Contents Capital Improvement Detail Wastewater Reclaimed Water Injection Wells Construction of five one million gallon per day reclaimed water vadose zone injection wells with associated monitor well and piping to recharge reclaimed water. These wells are required to alleviate restrictions in transmission system and will also be used to provide daily and seasonal storage of reclaimed water. 2008-09 Expenditures 2008-09 Funding Sources Wastewater SDF Total Project Cost $204,000 $204,000 $1,279,000 Annual Maintenance Contractual Services Supplies $3,000 $1,000 Reclaimed Water Valve Stations Design and construction of three pressure reducing valve stations to establish two pressure zones in the reclaimed water system. 2008-09 Expenditures 2008-09 Funding Sources None Total Project Cost $720,000 $0 $930,000 Annual Maintenance Contractual Services Supplies $2,000 $2,000 Candlewood 12” Force Main 12” sewer force main from the Candlewood Lift Station to the Gilbert Commons Lift Station to equalize flows to the Neely Wastewater Reclamation Plant. 2008-09 Expenditures 2008-09 Funding Sources None Total Project Cost $1,650,000 $0 $6,206,000 Annual Maintenance Contractual Services Supplies $2,000 $1,000 Greenfield 12” Reclaimed Water Main Install a 12” reclaimed water main in Greenfield from Ocotillo to Chandler Heights. 2008-09 Expenditures 2008-09 Funding Sources None Total Project Cost $1,345,000 $0 $1,427,000 Annual Maintenance Contractual Services Supplies $5,000 $2,000 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. 2008-09 Expenditures 2008-09 Funding Sources Wastewater Fund Total Project Cost $2,037,000 $2,037,000 $2,229,000 Annual Maintenance Contractual Services Supplies $1,000 $1,000 Islands Lift Station Force Main Rehabilitation Remove and replace approximately 1,000 feet of 18” sewer, install air relief valves at various locations and make minor modifications to the Islands Lift Station. 2008-09 Expenditures 2008-09 Funding Sources Wastewater Fund Total Project Cost $1,162,000 Annual Maintenance Contractual Services $1,162,000 $1,924,000 - 235 - $3,000 Table of Contents Capital Improvement Detail Relief Sewers Design and construction of parallel relief sewers to support the wastewater collection system. Project includes 8” sewer in Cooper from Country Estates Avenue to the Candlewood Lift Station, 8” sewer in Warner from the Eastern Canal to Coronado and an 8” sewer in Val Vista from Elliot to the powerline corridor. 2008-09 Expenditures 2008-09 Funding Sources Wastewater Fund Total Project Cost $423,000 Annual Maintenance Contractual Services $4,000 $423,000 $3,597,000 Candlewood Lift Station Expansion of the Candlewood Lift Station to accommodate future flows per the Water Resources Master Plan. Project will include expansion of the existing wet well, new pumps, and electrical upgrades. 2008-09 Expenditures 2008-09 Funding Sources None Total Project Cost $1,332,000 $0 $4,180,000 Annual Maintenance Supplies Utilities $1,000 $1,000 Reclaimed Water Recovery Well Conversion of an irrigation well to a reclaimed water recovery well to provide irrigation water to development near the northwest corner of Ray and Higley. 2008-09 Expenditures 2008-09 Funding Sources Wastewater Fund Total Project Cost $50,000 Annual Maintenance Contractual Services $2,000 $50,000 $350,000 Santan Lift Station Odor Control Conversion Design and construction of the abandonment of the Santan lift station and its conversion to an odor control injection facility. This project includes approximately one-quarter mile of 8-inch gravity sewer line from the site to Higley and north to Pecos. 2008-09 Expenditures 2008-09 Funding Sources Wastewater Fund Total Project Cost $505,000 Annual Maintenance Contractual Services $1,000 $505,000 $505,000 Reclaimed Water Reservoir Rehabilitation This project will conduct an inspection of two reclaimed water reservoirs and recommend possible rehabilitation measures, which may include recoating the inside and outside of the tanks as well as installation of a cathodic protection system. 2008-09 Expenditures 2008-09 Funding Sources Wastewater Fund Total Project Cost $175,000 Annual Maintenance No maintenance costs associated with this project. $175,000 $185,000 GWRP Carbon Source Addition Design and construction of an additional carbon source for operational reliability and to meet regulatory requirements. 2008-09 Expenditures 2008-09 Funding Sources Wastewater Fund Total Project Cost $108,000 Annual Maintenance No maintenance costs associated with this project. $108,000 $108,000 - 236 - Table of Contents Capital Improvement Detail Storm Water Commerce Avenue Basin Design and construction of storm water improvements, recommended in the drainage study completed for the areas along Commerce Avenue east of Cooper Road along Cooper Road, to prevent flooding of Commerce Avenue and Cooper Road. 2008-09 Expenditures 2008-09 Funding Sources General Fund Total Project Cost $1,047,000 Annual Maintenance Contractual Services $1,000 $1,047,000 $1,089,000 Parks and Recreation Field Lighting Project Provide lighting of fields for selected Gilbert, Higley and Chandler schools. This project is designed to provide additional lighted playing fields for the team sports through joint utilization efforts. 2008-09 Expenditures 2008-09 Funding Sources None Total Project Cost $701,000 Annual Maintenance No maintenance costs associated with this project. $0 $3,400,000 Santan Vista Trail Phase I Multi-modal Canal trail improvements along the Eastern Canal from Baseline south to Germann. Phase I includes improvements from Baseline to Warner to include landscaping, irrigation, concrete pathway, rest areas, lighting, interpretive kiosks and signage. 2008-09 Expenditures 2008-09 Funding Sources Federal Grant Parks SDF Total Project Cost $1,907,000 $1,654,000 $253,000 $4,011,000 Annual Maintenance Contractual Services Utilities Insurance $5,000 $1,000 $3,000 Crossroads Park NE Expansion Master plan for the additional 12 acres east of the original park construction (south of Knox). This project will complete the parking, hardscape, and landscaping related to development of Polar Ice facility. 2008-09 Expenditures 2008-09 Funding Sources Developer Contribution Total Project Cost $453,000 $453,000 $4,124,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $30,000 $2,000 $10,000 $1,000 Crossroads Park West Bank Stabilization Develop approach to remedy the on-going erosion of the basin slope at the west bank of Crossroads Lake. Erosion of the earthen slope deposits soil, vegetation and debris into the lake, impacting water quality and the lake’s ecosystem. Stabilize the slope to include the backfilling of fissures and terracing or other measures to retain soil and plant material. Funding in FY 2009 is for study only. 2008-09 Expenditures 2008-09 Funding Sources General Fund Total Project Cost $30,000 Annual Maintenance Supplies $30,000 $515,000 - 237 - $5,000 Table of Contents Capital Improvement Detail Special Events Center Design and construction of a special events center located on 80 acres within Gilbert at a site to be determined. Funding for FY 2009 is for land purchase only. Construction date for center is yet to be determined. 2008-09 Expenditures 2008-09 Funding Sources MPC Bonds Bonds Total Project Cost $27,878,000 Annual Maintenance No maintenance costs associated with this project. $17,878,000 $10,000,000 $37,878,000 Powerline Trail Drainage at Holiday Farms Grading and drainage improvements along the Powerline Trail adjacent to the Holiday Farms subdivision to prevent damage to the landscaping, walls and retention basins after rainfall. 2008-09 Expenditures 2008-09 Funding Sources General Fund Total Project Cost $155,000 Annual Maintenance No maintenance costs associated with this project. $155,000 $155,000 Chandler Heights Basin – Phase I Design and construction of a 30,000 square foot recreation center, indoor pool, multi-use fields, sport courts, parking, lighting, landscaping, etc. on the 44 acres located north of the Chandler Heights Basin. Funding for FY09 is for land purchase only. Construction date for center is yet to be determined. 2008-09 Expenditures 2008-09 Funding Sources MPC Bonds Total Project Cost $15,333,000 Annual Maintenance No maintenance costs associated with this project. $15,333,000 $43,130,000 - 238 - Table of Contents Capital Improvements Actual FY 2006 Actual FY 2007 Budget FY 2008 No Personnel Allocation 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 275,496 23,079,089 2,762,294 3,375,183 35,781,822 38,320,845 70,596,667 1,837,182 12,545,797 2,293 18,963,513 3,300,487 710,531 36,203,546 48,953,553 22,983,929 6,575,693 42,343,027 99,144,030 55,013,990 3,861,140 8,729,270 28,181,510 132,278,840 8,703,420 314,950 43,890,280 647,710 36,837,640 6,102,850 2,425,200 31,937,140 138,849,640 10,746,650 3,507,120 31,734,560 111,863,000 89,896,000 2,139,000 10,622,000 4,754,000 142,291,000 9,711,000 1,047,000 46,457,000 $188,574,375 $180,036,572 $380,117,430 $262,788,510 $418,780,000 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 2,140,936 182,671,664 3,761,775 488 2,697,941 167,252,864 10,085,279 378,868,800 1,248,630 261,124,890 1,663,620 62,601,000 354,499,520 1,679,480 $188,574,375 $180,036,572 $380,117,430 $262,788,510 $418,780,000 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 189,271,017 188,574,375 178,491,299 180,036,572 367,709,000 380,117,430 233,617,830 262,788,510 545,074,300 418,780,000 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Capital Funding Improvement District Reserve Streets CIP Traffic CIP Redevelopment CIP Municipal Facilities CIP Water CIP Wastewater CIP Storm Water CIP Parks and Recreation CIP Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 696,642 Projected FY 2008 Budget FY 2009 $ (1,545,273) $ (12,408,430) $ (29,170,680) $126,294,300 - 239 - Table of Contents - 240 - Table of Contents Debt Service __________________________________________ Debt Service Summary Debt Service Detail Debt Service Financial 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 July 2, 2008. 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 $ 52,560,000 29,375,000 20,745,000 95,225,000 182,950,000 2,990,000 Total Bonds Outstanding $ 383,845,000 Improvement District 1% General Obligation 14% Street and Highway User Revenue 8% Water Resources Municipal Property Corporation 47% Water and Wastewater Revenue 5% Public Facility Municipal Property Corporation 25% - 241 - 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 484,608,084 593,732,571 Year 1999/2000 2000/2001 Percent Increase 18.6% 22.5% Property Tax 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 2008/2009 749,581,043 906,389,287 1,052,321,817 1,251,766,000 1,466,841,566 2,370,221,717 2,768,391,194 11.8% 20.9% 16.1% 19.0% 17.2% 61.6% 16.8% 8,620,180 10,423,000 12,101,700 14,395,300 16,868,678 27,257,550 31,836,500 The average annual valuation growth of 21.8% 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 Assessors office driven by market increases and new construction. Secondary Assessed Value $3,000,000,000 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 - 242 - Table of Contents Debt Service The Arizona Constitution and State Statute limits Gilbert’s bonded debt capacity to certain percentages of 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. In November, 2007 voters approved $174,000,000 for street improvements. The following table outlines the remaining authorization for each voter approved election. Election Date November, 2001 May, 2003 March, 2006 November, 2007 Authorized $ $ $ $ Issued 57,481,000 80,000,000 85,000,000 174,000,000 $ 45,722,000 $ 80,000,000 $ $ - Remaining 20% $ $ $ $ 11,759,000 85,000,000 174,000,000 The last General Obligation Bond Sale occurred in September, 2005. A sale is scheduled in July, 2008 for $187,990,000. Moody’s rated the 2008 issue at Aa2 which was an upgrade of the prior rating of Aa3. The table below shows the legal bonding limit for General Obligation bonds as of July 2, 2008. Debt Capacity with Bond Premiums Included 6% Limitation FY 2009 Secondary Assessed Valuation $2,768,391,194 Allowable 6% Debt 166,103,472 Less: 6% Debt Outstanding (855,000) Unused 6% Debt Capacity $165,248,472 20% Limitation FY 2008 Secondary Assessed Valuation $2,768,391,194 Allowable 20% Debt 553,678,239 Less: 20% Debt Outstanding (51,705,000) Unused 20% Debt Capacity $501,973,239 The table on the following page provides the detail for the FY 2009 general obligation debt budget. Revenue is provided from the $1.15/$100 secondary property tax levy. - 243 - Table of Contents Debt Service Issue Name 2002 – Series A 2005 – Series D GO Refunding Series 2002 1998 – Refunding GO Refunding Series 2005 2009 Contingency Total General Obligation Debt Issued $38,975,000 15,695,000 20,960,000 8,780,000 14,115,000 N/A $135,310,000 Debt Outstanding $15,585,000 8,600,000 14,310,000 250,000 13,815,000 N/A $65,065,000 Tax Supported Debt Payments $0 0 539,810 0 707,700 20,428,970 $21,676,480 Gilbert defeased $12,505,000 in General Obligation Bonds in May, 2008 eliminating several of the FY 2009 debt payments. Gilbert is planning a General Obligation Issue of $187,990,000 in July, 2008 resulting in a larger than normal contingency. 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 2009 FY 2010 FY 2011 FY 2012 FY 2013 HURF Revenue 12,566,520 12,943,520 13,331,830 15,104,960 15,558,110 Debt Service 3,301,060 3,323,560 3,314,810 3,326,060 3,331,060 % coverage 26% 26% 25% 22% 21% 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 $2,990,000. - 244 - Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt. YR 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 6,030,000 15,210,000 7,910,000 7,825,000 2,760,000 2,865,000 245,000 9,715,000 Street and Highway 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 1,280,000 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 5,590,000 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 $52,560,000 $29,375,000 $20,745,000 $95,225,000 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 18,275,000 4,750,000 27,975,000 5,225,000 5,500,000 5,775,000 6,075,000 6,350,000 73,650,000 $182,950,000 Improvement District 75,000 85,000 90,000 100,000 110,000 120,000 125,000 125,000 140,000 150,000 165,000 170,000 190,000 195,000 200,000 215,000 735,000 $2,990,000 The following table indicates the total interest payments per year by type of debt. YR 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 2,332,380 2,081,030 1,501,770 1,167,040 798,280 657,080 499,840 485,750 Street and Highway 1,251,060 1,148,560 1,039,810 926,060 806,060 711,380 612,000 501,000 385,000 263,000 135,000 Water and Wastewater 835,310 803,320 763,860 723,210 681,660 610,160 535,160 455,910 372,910 307,480 252,280 194,880 133,000 69,060 MPC Public Facilities 4,369,800 4,148,650 3,925,710 3,693,960 3,451,450 3,139,380 2,810,730 2,463,730 2,097,100 1,711,050 1,304,110 876,990 424,510 $9,523,170 $7,778,930 $6,738,200 $34,417,170 Information obtained from Peacock, Hislop, Staley & Given, Inc. - 245 - MPC Water Resources 8,761,060 8,631,060 8,497,060 8,353,630 8,199,560 8,024,060 7,825,310 7,616,560 7,397,190 6,477,190 6,234,060 4,852,060 4,583,940 4,302,060 4,021,000 3,733,500 17,171,840 $124,681,140 Improvement District 153,530 149,370 144,820 139,880 134,420 128,440 122,070 115,570 108,680 101,140 92,950 84,240 74,880 64,870 54,600 43,810 58,630 $1,771,900 Table of Contents Debt Service Actual FY 2006 Actual FY 2007 Budget FY 2008 No Personnel Allocation 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2006 Actual FY 2007 Budget FY 2008 1,057,808 37,099,857 21,519,061 55,501,239 1,075,598 29,531,549 51,870,865 35,928,331 17,584,984 355,580 35,990,180 30,071,000 79,124,860 12,341,030 854,880 45,884,180 9,151,000 76,121,690 20,171,640 353,690 34,940,940 57,045,800 74,435,810 18,522,700 $115,177,965 $135,991,327 $157,882,650 $152,183,390 $185,298,940 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 54,263,972 60,913,993 44,644,628 91,346,699 64,968,790 92,913,860 65,309,910 86,873,480 47,850,640 137,448,300 $115,177,965 $135,991,327 $157,882,650 $152,183,390 $185,298,940 Actual FY 2006 Actual FY 2007 Budget FY 2008 Projected FY 2008 Budget FY 2009 138,284,020 115,177,965 202,685,533 135,991,327 95,874,900 157,882,650 68,477,230 152,183,390 169,840,030 185,298,940 $ 23,106,055 $ 66,694,206 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Improvement Dist Debt Debt Service Public Facilities MPC Water System MPC Wastewater System MPC Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result - 246 - Projected FY 2008 Projected FY 2008 Budget FY 2009 Budget FY 2009 $ (62,007,750) $ (83,706,160) $ (15,458,910) Table of Contents Appendix __________________________________________ Personnel Detail Capital Outlay Glossary/Acronyms Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 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 Chief Technology Officer Management Assistant Administrative Assistant Total Manager 1.00 0.75 0.00 0.00 1.00 2.75 1.00 0.75 1.00 0.75 1.00 4.50 1.00 0.75 1.00 0.75 1.00 4.50 1.00 0.75 1.00 0.00 1.00 3.75 1.00 0.75 1.00 0.00 1.00 3.75 Neighborhood Services Assistant Manager Neighborhood Services Specialist Administrative Assistant Total Neighborhood Services 0.25 2.00 1.00 3.25 0.25 2.00 1.00 3.25 0.25 2.00 1.00 3.25 0.25 2.00 1.00 3.25 0.25 2.00 1.00 3.25 Communication Assistant Manager Public Information Officer AV Specialist Web Specialist Total Communication 0.25 1.00 3.00 1.00 5.25 0.25 1.00 3.00 1.00 5.25 0.25 1.00 3.00 1.00 5.25 0.25 1.00 3.00 1.00 5.25 0.25 1.00 3.00 1.00 5.25 Financial Planning Assistant Manager Capital Project Administrator Inspector II Financial Management Coordinator Budget Planning Analyst Administrative Assistant Total Financial Planning 0.50 1.00 0.00 1.00 2.00 1.00 5.50 0.50 1.00 0.00 1.00 2.00 2.00 6.50 0.50 1.00 0.00 1.00 2.00 2.00 6.50 0.50 1.00 1.00 1.00 2.00 2.00 7.50 0.50 1.00 1.00 1.00 2.00 2.00 7.50 Intergovernmental Assistant Manager Intergovernmental Coordinator Management Assistant Total Intergovernmental 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 20.00 22.75 22.75 23.00 23.00 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 1.00 2.00 1.00 1.00 1.00 2.00 8.00 1.00 2.00 1.00 1.00 1.00 2.00 8.00 DETAIL BY FUND AND DEPARTMENT Total Town Manager Town Clerk Town Clerk Deputy Town Clerk Records Administrator Administrative Assistant Office Assistant Records Clerk Total Town Clerk - 247 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 28.00 30.75 31.75 32.00 32.00 SUPPORT SERVICES Support Services Administration Support Services Director Total Support Services Administration 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Management Facilities Maintenance Superintendent Security Systems Technician Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Facilities Management 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 1.00 3.00 2.00 4.00 11.00 1.00 1.00 3.00 2.00 4.00 11.00 1.00 1.00 3.00 2.00 4.00 11.00 1.00 0.00 1.00 1.00 1.00 3.00 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 1.00 1.00 0.00 0.00 7.65 0.00 0.25 0.70 0.70 1.00 2.00 1.00 1.00 1.00 0.00 0.00 7.65 0.00 0.25 0.70 0.70 1.00 1.00 1.00 1.00 1.00 0.00 0.00 6.65 0.00 0.25 0.70 0.70 1.00 1.00 1.00 1.00 1.00 0.00 0.00 6.65 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 0.25 0.15 0.20 1.00 3.00 4.60 0.25 0.15 0.20 1.00 3.00 4.60 0.25 0.15 0.20 1.00 3.00 4.60 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 0.25 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 0.25 0.15 0.10 1.00 1.00 2.50 Utility Customer Service Financial Services Manager Utilities Billing Administrator Accountant I Utility Service Representative Computer Operations Technician 0.00 1.00 0.00 8.00 1.00 0.25 1.00 0.00 8.00 1.00 0.25 1.00 0.00 8.00 1.00 0.25 1.00 1.00 8.00 1.00 0.25 1.00 1.00 8.00 1.00 DETAIL BY FUND AND DEPARTMENT TOTAL MANAGEMENT AND POLICY Financial Services: Accounting Finance Director Financial Services Manager Accounting Administrator Accounting System Analyst Accountant II Accountant I Tax Specialist Administrative Assistant Senior Accounting Technician Purchasing Specialist Accounting Technician Total Accounting - 248 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Senior Utility Service Representative Total Regular Positions Customer Services Representative Total Utility Customer Service 1.00 11.00 1.25 12.25 1.00 11.25 1.25 12.50 1.00 11.25 1.25 12.50 1.00 12.25 1.25 13.50 1.00 12.25 1.25 13.50 Total Financial Services 25.25 27.25 27.25 27.25 27.25 Technology Services: Technology Services Administration Technology Services Director Technology Services Manager Administrative Supervisor Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Technology Services Admin 1.00 0.00 1.00 1.00 3.00 0.50 0.50 3.50 0.00 1.00 1.00 1.00 3.00 0.50 0.50 3.50 0.00 1.00 1.00 1.00 3.00 0.50 0.50 3.50 0.00 1.00 1.00 1.00 3.00 0.50 0.50 3.50 0.00 1.00 1.00 1.00 3.00 0.00 0.00 3.00 Communication Services Assistant Technology Services Manager Data Network Administrator Telecom Administrator Telecom Technician Radio Communications Administrator Communication Specialist Total Communication Services 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 1.00 2.00 2.00 1.00 1.00 1.00 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 Systems Administrator Systems Analyst PC Technician II PC Technician I Web Development Administrator Total Application Operations and Support 1.00 1.00 2.00 4.75 4.00 4.00 1.00 17.75 1.00 1.00 3.00 5.75 4.00 4.00 1.00 19.75 1.00 1.00 3.00 4.75 4.00 4.00 1.00 18.75 1.00 1.00 3.00 5.00 4.00 4.00 1.00 19.00 1.00 1.00 2.00 5.00 4.00 4.00 1.00 18.00 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 1.00 1.00 2.00 2.00 2.00 8.00 35.25 39.25 38.25 38.50 37.00 1.00 0.00 4.00 1.00 0.00 1.00 4.00 1.00 0.00 1.00 4.00 1.00 0.00 1.00 4.00 1.00 0.00 1.00 4.00 1.00 GIS Operations and Support GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Total GIS Operations and Support Total Technology Services Personnel: Personnel Administration Personnel Director Personnel and Training Manager Personnel Analyst Personnel Services Coordinator - 249 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Personnel Specialist Employee Relations Administrator Administrative Assistant Office Assistant Total Personnel Administration 0.00 0.00 1.50 1.00 8.50 1.00 1.00 1.00 1.00 10.00 1.00 1.00 1.00 1.00 10.00 1.00 1.00 1.00 1.00 10.00 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 1.00 2.00 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 0.00 1.00 2.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 3.00 Total Personnel 12.00 14.00 15.00 15.00 15.00 TOTAL SUPPORT SERVICES 81.50 91.00 92.50 92.75 91.25 LEGAL AND COURT Prosecutor Town Prosecutor Assistant Town Prosecutor II Assistant Town Prosecutor I Legal Secretary Administrative Supervisor Administrative Assistant Victim Advocate Office Assistant Total Regular Positions Victim Advocate Total Part Time Positions Total Prosecutor 1.00 5.00 1.00 2.00 1.00 2.00 0.00 2.00 14.00 0.62 0.62 14.62 1.00 6.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 0.00 0.00 19.00 1.00 6.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 0.00 0.00 19.00 1.00 6.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 0.00 0.00 19.00 1.00 6.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 0.00 0.00 19.00 Municipal Court Presiding Judge Municipal Judge Civil Hearing Officer Court Administrator Deputy Court Administrator Senior Court Services Clerk Court Services Clerk Probation Officer Sanctions Coordinator Police Officer Security Officer Office Assistant Total Regular Positions Office Assistant Court Interpreter Total Part Time Positions 1.00 3.00 0.00 1.00 1.00 3.00 9.00 1.00 0.00 0.00 0.00 1.00 20.00 0.50 0.00 0.50 1.00 3.00 1.00 1.00 1.00 5.00 13.00 1.00 0.00 0.00 4.00 1.00 31.00 0.50 0.75 1.25 1.00 3.00 1.00 1.00 1.00 5.00 13.00 1.00 0.00 0.00 4.00 1.00 31.00 0.50 0.75 1.25 1.00 3.00 1.00 1.00 1.00 5.00 13.00 0.00 1.00 1.00 4.00 1.00 32.00 0.50 0.75 1.25 1.00 3.00 1.00 1.00 1.00 5.00 12.00 0.00 1.00 0.00 4.00 1.00 30.00 0.50 0.75 1.25 DETAIL BY FUND AND DEPARTMENT - 250 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Total Municipal Court 20.50 32.25 32.25 33.25 31.25 TOTAL LEGAL AND COURT 35.12 51.25 51.25 52.25 50.25 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 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 1.00 1.00 6.00 1.00 0.00 0.50 9.50 1.00 1.00 6.00 1.00 0.00 0.00 9.00 Permitting and Plan Review Services: Permitting and Plan Review - Building Permit and Plan Review Services Manager Plan Examiner Administrator Senior Plans Examiner Plans Examiner Permit Technician Administrative Assistant Total Permitting and Plan Review - Building 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.80 1.00 4.00 4.00 0.30 10.40 0.30 0.80 1.00 4.00 4.00 0.30 10.40 0.30 0.80 1.00 2.00 2.00 0.30 6.40 0.30 0.80 1.00 2.00 2.00 0.30 6.40 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 0.20 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 0.00 1.00 1.60 0.20 0.20 0.20 0.00 1.00 1.60 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 0.30 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 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 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 0.20 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 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 DETAIL BY FUND AND DEPARTMENT - 251 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Total Permitting and Plan Review Services 0.00 30.00 30.00 25.00 25.00 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance Services Manager Building Inspection Administrator Administrative Assistant Sr Inspector Inspector II 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 0.50 0.75 0.40 3.00 6.00 10.00 20.65 0.63 0.63 21.28 0.50 0.75 0.40 3.00 6.00 10.00 20.65 0.63 0.63 21.28 0.50 0.75 0.40 3.00 6.00 4.00 14.65 0.63 0.63 15.28 0.50 0.75 0.40 3.00 6.00 4.00 14.65 0.63 0.63 15.28 Inspection and Compliance - Fire Inspection and Compliance Services Manager Building Inspection Administrator Senior Inspector Inspector II Administrative Assistant Total Inspection and Compliance - Fire 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.25 1.00 3.00 1.00 5.30 0.05 0.25 1.00 3.00 1.00 5.30 0.05 0.25 0.00 2.00 1.00 3.30 0.05 0.25 0.00 2.00 1.00 3.30 Inspection and Compliance - Engineering Inspection and Compliance Services Manager Engineering & Planning Inspection Administrator Inspector II Administrative Assistant Total Inspection and Compliance - Engineering 0.00 0.00 0.00 0.00 0.00 0.30 0.95 9.00 0.40 10.65 0.30 0.95 9.00 0.40 10.65 0.30 0.95 7.00 0.40 8.65 0.30 0.95 7.00 0.40 8.65 Inspection and Compliance - Planning Inspection and Compliance Services Manager Inspector I Administrative Assistant Engineering & Planning Inspection Administrator Total Inspection and Compliance - Planning 0.00 0.00 0.00 0.00 0.00 0.05 1.00 0.20 0.05 1.30 0.05 1.00 0.20 0.05 1.30 0.05 1.00 0.20 0.05 1.30 0.05 1.00 0.20 0.05 1.30 Inspection and Compliance - Code Inspection and Compliance Services Manager Code Compliance Administrator Inspector II 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 0.05 0.80 1.00 3.25 1.00 1.00 7.10 0.05 0.80 1.00 4.00 1.00 1.00 7.85 0.05 0.80 1.00 4.00 1.00 1.00 7.85 0.05 0.80 1.00 4.00 1.00 1.00 7.85 Inspection and Compliance - Backflow Code Compliance Administrator Inspection and Compliance Services Manager Inspector II Total Inspection and Compliance - Backflow 0.00 0.00 0.00 0.00 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 DETAIL BY FUND AND DEPARTMENT - 252 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Total Inspection and Compliance Services 0.00 47.88 48.63 38.63 38.63 Planning and Development Planning and Development Manager Principal Planner Senior Planner Planner II Planner I Planning Technician Administrative Supervisor Administrative Assistant Total Regular Positions Administrative Assistant Total Part Time Positions Total Planning and Development 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 4.00 3.00 3.00 3.00 1.00 2.00 19.00 0.50 0.50 19.50 1.00 2.00 4.00 3.00 3.00 3.00 1.00 2.00 19.00 0.50 0.50 19.50 1.00 2.00 4.00 3.00 3.00 3.00 1.00 2.00 19.00 0.50 0.50 19.50 1.00 2.00 4.00 3.00 3.00 3.00 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 1.00 2.00 1.00 1.00 5.00 1.00 3.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 TOTAL DEVELOPMENT SERVICES 0.00 114.13 116.63 97.63 97.13 COMMUNITY DEVELOPMENT Economic Development Economic Development Director Business Development Specialist Research Analyst Total Regular Positions Administrative Assistant Total Part Time Positions Total Economic Development 1.00 2.00 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 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 DETAIL BY FUND AND DEPARTMENT 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 Building Safety: Building Inspection - 253 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Building & Code Compliance Director Plan Examiner Manager Senior Plans Examiner Plans Examiner Building Inspection Manager Senior Building Inspector Building Inspector II Building Inspector I Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Building Inspection 1.00 1.00 2.00 3.00 1.00 3.00 6.00 10.00 1.00 28.00 0.63 0.63 28.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 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 0.00 0.00 0.00 0.00 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 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Traffic Engineering Traffic Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Plans Examiner - 254 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Engineering 22.77 0.00 0.00 0.00 0.00 TOTAL COMMUNITY DEVELOPMENT 96.65 0.00 0.00 0.00 0.00 POLICE DEPARTMENT Police Administration Police Chief Police Commander Legal Advisor Administrative Assistant Administrative Supervisor Office Assistant Total Police Administration 1.00 1.00 1.00 0.00 1.00 0.50 4.50 1.00 1.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 1.00 2.00 3.00 1.00 3.00 4.00 1.00 3.00 4.00 1.00 3.00 4.00 Office of Professional Standards - Hiring/Accreditation Policy and Procedure Specialist Polygraph Examiner Background Investigator Total OPS - Hiring/Accreditation 0.00 0.00 0.00 0.00 1.00 0.00 5.00 6.00 1.00 0.00 5.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 2.00 4.00 Total Office of Professional Standards 9.00 9.00 10.00 10.00 8.00 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 2.00 6.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 161.00 2.00 6.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 161.00 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 DETAIL BY FUND AND DEPARTMENT Traffic Safety Assistant Total Traffic Engineering Patrol Services: Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Armorer/Rangemaster Civilian Patrol Assistant Service Aide Total Uniform Patrol Canine Unit Police Officer Total Canine Unit - 255 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 0.50 2.00 12.00 14.50 0.50 2.00 13.00 15.50 0.50 2.00 15.00 17.50 0.50 2.00 15.00 17.50 0.50 2.00 15.00 17.50 Special Assignment Unit Police Sergeant Police Lieutenant Police Officer Total Special Assignment Unit 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 1.00 0.50 6.00 7.50 Court Support Warrants Detention Transport Officer Total Court Support Warrants 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 1.00 10.00 11.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 181.00 196.00 206.00 206.00 206.00 Police Support Services: Records Police Records Administrator Records Shift Supervisor Police Records Clerk Administrative Assistant Total Records 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 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 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 14.00 42.00 1.00 1.00 2.00 44.00 1.00 5.00 22.00 14.00 42.00 1.00 1.00 2.00 44.00 1.00 5.00 18.00 13.00 37.00 0.00 1.00 1.00 38.00 Property Police Property Supervisor Police Property Custodian Police Property & Evidence Technician Office Assistant Total Property 1.00 4.00 0.00 1.00 6.00 1.00 5.00 0.00 1.00 7.00 1.00 0.00 5.00 1.00 7.00 1.00 0.00 5.00 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 DETAIL BY FUND AND DEPARTMENT Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit School Programs Police Sergeant Police Officer Total School Programs Total Patrol Services - 256 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Training and Program Coordination Police Training Coordinator Administrative Assistant Records Clerk Police Sergeant Total Training & Program Coordination 1.00 1.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Planning and Research Crime Analyst Records Clerk Planning and Research Coordinator Total Planning and Research 2.00 0.00 1.00 3.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 73.00 73.00 74.00 74.00 68.00 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 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 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 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 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 Crime Prevention Crime Prevention Specialist Total Crime Prevention 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 Person Crimes Police Sergeant Police Officer Civilian Investigator Total Person Crimes 0.00 0.00 0.00 0.00 1.00 10.00 2.00 13.00 2.00 12.00 3.00 17.00 2.00 12.00 3.00 17.00 2.00 12.00 3.00 17.00 Property Crimes Police Sergeant Police Officer Crime Analyst Civilian Investigator 0.00 0.00 0.00 0.00 1.00 9.00 2.00 0.00 1.00 10.00 2.00 1.00 1.00 10.00 2.00 1.00 1.00 10.00 2.00 1.00 DETAIL BY FUND AND DEPARTMENT 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 - 257 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 0.00 12.00 14.00 14.00 14.00 33.00 37.00 45.00 45.00 45.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 309.00 330.00 350.00 350.00 342.00 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 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 2.00 2.00 155.25 1.00 7.00 40.50 37.50 80.50 1.00 2.00 2.00 171.50 1.00 7.00 40.50 37.50 80.50 1.00 2.00 2.00 171.50 1.00 7.00 42.00 39.00 84.00 1.00 2.00 2.00 178.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 10.00 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 2.00 0.50 0.00 0.00 2.00 5.50 1.00 0.00 2.00 0.50 0.00 0.00 2.00 5.50 1.00 1.00 1.00 1.00 1.00 DETAIL BY FUND AND DEPARTMENT Total Property Crimes Total Investigations Emergency Response Unit Police Officer (Overtime only) Total Emergency Response Unit TOTAL POLICE DEPARTMENT Fire Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Equipment Technician Administrative Assistant Service Aide Total Fire Operations 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 Fire Public Education Community Education Coordinator - 258 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 1.00 1.00 1.00 1.00 1.00 11.00 4.50 4.50 6.50 6.50 1.00 0.00 0.00 1.00 1.00 0.00 0.50 1.50 1.00 1.00 0.50 2.50 1.00 1.00 0.50 2.50 1.00 1.00 0.50 2.50 139.00 173.75 191.00 193.00 199.50 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 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 1.00 0.00 0.00 5.00 1.00 1.00 4.00 12.00 0.50 0.50 1.00 13.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 19.00 17.25 18.00 18.00 18.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 2.00 DETAIL BY FUND AND DEPARTMENT Total Fire Public Education Total Fire Prevention and Education 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 - 259 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 1.00 7.00 1.50 0.75 2.25 9.25 1.00 7.00 1.50 0.00 1.50 8.50 1.00 7.00 1.55 0.00 1.55 8.55 1.00 7.00 1.55 0.00 1.55 8.55 1.00 7.00 1.55 0.00 1.55 8.55 Parks and Open Space: Parks and Open Space Parks Operations Supervisor Field Supervisor Senior Parks Ranger Senior Grounds Maintenance Worker 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 7.00 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 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 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 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 1.00 1.00 2.00 6.00 1.00 7.00 30.00 3.96 3.96 33.96 PKIDs Senior Grounds Maintenance Worker Grounds Maintenance Worker Total PKIDs 0.00 0.00 0.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 Total Parks and Open Space 33.46 36.96 36.96 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 0.05 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 0.00 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 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 0.00 0.00 0.00 0.00 0.00 0.12 0.00 0.16 0.00 0.25 0.37 1.11 0.19 2.20 2.20 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions 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 0.20 0.50 0.05 0.75 DETAIL BY FUND AND DEPARTMENT Customer Service Representative Total Regular Positions Customer Service Representative Landscape Technician Total Part Time Positions Total Community Services Administration - 260 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 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 7.30 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 0.00 0.38 0.00 0.67 0.00 0.19 0.53 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 7.30 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 0.05 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 0.00 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 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 0.20 0.50 0.05 0.75 0.00 0.38 0.00 0.29 0.00 0.38 1.06 2.60 0.43 5.14 5.89 Perry Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant 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 0.30 0.00 0.30 0.23 0.17 0.29 0.58 1.38 0.23 2.88 3.18 0.00 0.30 0.00 0.30 0.23 0.17 0.29 0.58 1.38 0.23 2.88 3.18 0.20 0.50 0.05 0.75 0.38 0.29 0.48 0.96 2.31 0.38 4.80 5.55 Williams Field Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Pool Manager Assistant Pool Manager Head Coach Assistant Coach 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.00 0.30 0.23 0.17 0.30 0.57 0.00 0.30 0.00 0.30 0.23 0.17 0.30 0.57 0.20 0.50 0.05 0.75 0.39 0.29 0.48 0.96 DETAIL BY FUND AND DEPARTMENT - 261 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.55 0.26 3.08 3.38 1.55 0.26 3.08 3.38 2.60 0.43 5.15 5.90 16.05 18.73 25.29 25.29 26.84 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 0.15 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 0.20 1.00 0.75 1.30 0.03 3.28 1.94 0.96 0.00 0.00 2.90 6.18 0.20 1.00 0.75 1.30 0.05 3.30 1.94 1.04 0.00 0.00 2.98 6.28 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Recreation Specialist Administrative Assistant Total Regular Positions Recreation Leader Recreation Instructor Total Part Time Positions Total McQueen Activity Center 0.33 2.00 0.00 1.00 0.00 3.33 2.88 0.00 2.88 6.21 0.15 2.00 1.00 0.00 0.00 3.15 3.25 0.00 3.25 6.40 0.20 2.00 1.57 0.00 0.07 3.84 3.25 2.40 5.65 9.49 0.20 2.00 1.57 0.00 0.07 3.84 3.25 2.40 5.65 9.49 0.20 2.00 1.57 0.00 0.07 3.84 3.25 2.40 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 0.05 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 0.03 0.14 0.25 0.42 0.09 1.21 1.30 1.72 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 0.10 1.00 1.00 0.00 2.00 4.10 1.34 9.63 0.19 1.00 1.00 0.00 2.00 4.19 1.34 9.62 0.19 1.00 1.00 0.00 2.00 4.19 1.34 9.62 0.19 1.00 1.00 0.00 2.00 4.19 1.34 9.62 DETAIL BY FUND AND DEPARTMENT Lifeguard/Instructor Lifeguard Total Part Time Positions Total Williams Field Pool Total Aquatics Freestone Recreation Center Recreation Supervisor Senior Recreation Coordinator Recreation Coordinator Recreation Programmer Custodian Total Regular Positions Senior Recreation Leader Recreation Leader - 262 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 0.87 11.93 16.93 0.87 11.84 15.94 2.31 13.27 17.46 2.31 13.27 17.46 2.49 13.45 17.64 0.00 1.00 1.00 1.00 0.00 1.00 2.00 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 0.19 0.00 0.19 0.00 1.00 1.00 1.19 0.19 0.00 0.19 0.00 1.00 1.00 1.19 31.22 29.49 36.04 36.04 36.32 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 0.10 0.00 0.20 0.06 0.06 0.26 0.10 0.10 0.00 0.20 0.06 0.06 0.26 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 0.10 1.90 7.36 7.36 9.26 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.10 1.90 0.80 0.80 2.70 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 0.00 0.90 0.90 0.10 1.90 0.58 0.58 2.48 0.00 0.90 0.90 0.13 1.93 0.58 0.58 2.51 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 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 0.00 1.00 0.25 1.25 1.01 1.01 2.26 0.00 1.00 0.20 1.20 1.01 1.01 2.21 DETAIL BY FUND AND DEPARTMENT Recreation Instructor Total Part Time Positions Total Freestone Recreation Center Southeast Regional Library Recreation Supervisor Custodian Total Regular Positions Facility Attendant Recreation Leader Total Part Time Positions Total Southeast Regional Library Total Recreation Centers - 263 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Special Events Recreation Programmer Recreation Coordinator Recreation Supervisor Administrative Assistant Total Regular Positions Recreation Leader Total Part Time Positions Total Special Events 1.00 0.00 0.80 0.60 2.40 0.35 0.35 2.75 0.00 1.00 0.80 0.60 2.40 0.09 0.09 2.49 0.00 1.90 0.00 0.60 2.50 0.09 0.09 2.59 0.00 1.90 0.00 0.60 2.50 0.09 0.09 2.59 0.00 1.90 0.00 0.50 2.40 0.09 0.09 2.49 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 0.05 0.25 0.70 0.70 0.95 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 0.00 0.10 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 0.00 0.00 0.00 0.20 0.19 0.19 0.00 0.00 0.00 0.19 0.19 0.19 0.00 0.00 0.00 0.19 0.19 0.19 0.00 0.00 0.00 0.19 Total Recreation Programs 19.22 15.99 8.43 8.43 8.31 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 0.00 0.00 TOTAL COMMUNITY SERVICES 110.20 110.67 116.27 116.27 116.98 TOTAL GENERAL FUND 818.47 918.80 967.40 951.90 947.11 Water Water Administration Water Superintendent Water Resources Administrator Total Water Administration 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 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: North Water Plant Production Water Production Supervisor Utility Field Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 DETAIL BY FUND AND DEPARTMENT ENTERPRISE OPERATIONS - 264 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Instrumentation Technician Water Treatment Plant Mechanic Water Treatment Plant Operator Administrative Assistant Total North Water Plant Production 2.00 2.00 6.00 1.00 13.00 2.00 2.00 8.00 1.00 15.00 2.00 2.00 8.00 1.00 15.00 2.00 2.00 8.00 1.00 15.00 2.00 2.00 8.00 1.00 15.00 South Water Plant Production Utility Field Supervisor Instrumentation Technician Water Treatment Plant Mechanic Water Treatment Plant Operator Chemist Administrative Assistant Total South Water Plant Production 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.75 0.75 3.75 0.50 0.25 7.00 Water Well Production Well Technician Utility Field Supervisor Senior Utility Worker Total Water Well Production 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 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 3.00 6.00 2.00 1.00 3.00 6.00 2.00 1.00 3.00 6.00 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 Total Water Production 25.50 28.00 28.00 28.00 35.00 Water Distribution Utility Field Supervisor Senior Utility Worker Utility Worker Total Water Distribution 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 1.00 4.00 8.00 13.00 Water Metering Water Service Specialist Meter Services Supervisor Senior Utility Worker Computer Operations Technician Meter Technician Total Water Metering 2.00 1.00 3.00 1.00 15.00 22.00 2.00 1.00 3.00 1.00 16.00 23.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 Total Water 63.50 69.00 72.00 72.00 79.00 Wastewater Wastewater Administration Wastewater Superintendent Total Wastewater Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Wastewater Collection Utility Field Supervisor Senior Utility Worker 1.00 5.00 1.00 5.00 1.00 6.00 1.00 6.00 2.00 6.00 DETAIL BY FUND AND DEPARTMENT - 265 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection 1.00 2.00 6.00 15.00 1.00 3.00 6.00 16.00 1.00 3.00 6.00 17.00 0.60 3.00 6.00 16.60 0.60 3.00 6.00 17.60 Wastewater Reclaimed: Effluent Re-use Utility Worker Senior Utility Worker Instrumentation Technician Effluent Well Technician Utility Field Supervisor Total Effluent Re-use 1.50 1.50 0.00 1.50 0.50 5.00 2.00 2.00 0.00 2.00 0.50 6.50 2.00 2.00 0.00 2.00 0.50 6.50 2.00 2.00 0.40 2.00 0.50 6.90 2.00 2.00 0.40 2.00 1.00 7.40 Effluent Recharge Utility Worker Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge 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 1.00 1.00 2.00 1.00 5.00 Total Wastewater Reclaimed 9.00 11.00 11.00 11.40 12.40 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Total Wastewater Quality 1.00 1.00 3.00 5.00 1.00 1.00 3.00 5.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 30.00 33.00 35.00 35.00 37.00 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 0.70 1.00 3.46 0.86 0.90 0.70 1.00 3.46 0.86 0.90 0.70 0.78 3.24 0.86 0.90 0.70 0.78 3.24 Residential Collections Field Supervisor Administrative Assistant Heavy Equipment Operator Solid Waste Crew Leader Solid Waste Maintenance Worker Total Residential Collections 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 0.50 25.50 1.00 2.50 31.50 2.00 0.50 25.50 1.00 2.50 31.50 2.00 0.50 26.00 1.00 2.50 32.00 Uncontained Collections Field Supervisor Solid Waste Crew Leader Solid Waste Inspector Heavy Equipment Operator Total Uncontained Collections 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 14.00 17.00 1.00 1.00 1.00 14.00 17.00 1.00 1.00 1.00 17.00 20.00 DETAIL BY FUND AND DEPARTMENT Total Wastewater - 266 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 0.70 5.00 1.00 6.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 12.70 1.00 1.00 13.70 0.70 4.00 1.00 7.00 12.70 1.00 1.00 13.70 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.25 0.00 1.25 1.00 0.00 1.50 0.50 3.00 0.00 1.00 1.50 0.50 3.00 0.00 1.00 1.50 0.50 3.00 56.96 62.91 68.66 68.44 71.94 Solid Waste Commercial Commercial Administration Solid Waste Superintendent Solid Waste Specialist Service Specialist Customer Service Representative Commercial Solid Waste Specialist Total Commercial Administration 0.14 0.10 0.00 0.00 1.00 1.24 0.14 0.10 0.30 0.00 1.00 1.54 0.14 0.10 0.30 0.00 1.00 1.54 0.14 0.10 0.30 0.22 1.00 1.76 0.14 0.10 0.30 0.22 1.00 1.76 Commercial Collections Field Supervisor Heavy Equipment Operator Commercial Solid Waste Specialist Total Commercial Collections 0.30 3.60 0.00 3.90 0.30 4.85 0.00 5.15 0.30 4.85 0.00 5.15 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 1.00 1.00 1.75 1.75 1.75 1.75 1.75 1.75 1.75 1.75 Total Solid Waste Commercial 6.14 8.44 8.44 8.66 8.66 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.50 0.50 0.50 0.50 0.70 0.70 0.70 0.70 0.70 0.70 157.10 173.85 184.80 184.80 197.30 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 DETAIL BY FUND AND DEPARTMENT Recycling Field Supervisor Solid Waste Inspector Solid Waste Crew Leader Heavy Equipment Operator Total Regular Positions Solid Waste Inspector Total Part Time Positions Total Recycling Environmental Programs Environmental Programs Technician HHW Supervisor HHW Technician Administrative Assistant Total Environmental Programs Total Solid Waste Residential TOTAL ENTERPRISE OPERATIONS STREETS Streets Administration Streets Superintendent Total Streets Administration Streets Maintenance: Asphalt Patching - 267 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 0.33 2.00 2.00 4.33 0.25 0.00 3.00 3.25 0.25 1.00 3.00 4.25 0.25 1.00 3.00 4.25 0.25 1.00 3.00 4.25 Street Cleaning Field Supervisor Heavy Equipment Operator Total Street Cleaning 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 Preventive Maintenance Field Supervisor Pavement Maintenance Specialist Preventive Maintenance Technician Total Preventive Maintenance 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 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 0.25 1.00 3.00 4.25 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 0.25 3.00 3.00 6.25 0.25 2.00 3.00 5.25 0.25 2.00 3.00 5.25 0.25 2.00 3.00 5.25 22.01 23.42 23.42 23.42 23.42 Street Traffic Control: 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 0.50 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 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 0.50 1.00 3.00 4.50 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 Total Street Lighting 0.25 2.00 2.25 0.50 3.00 3.50 0.50 3.00 3.50 0.50 3.00 3.50 0.50 3.00 3.50 Traffic Signal Maintenance Field Supervisor Senior Traffic Engineering Technician Traffic Engineering Technician Traffic Signal Technician 0.25 0.00 0.00 5.00 0.50 2.00 0.00 6.00 0.50 2.00 0.00 6.00 0.50 2.00 1.00 6.00 0.50 2.00 1.00 6.00 DETAIL BY FUND AND DEPARTMENT Total Streets Maintenance - 268 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 5.25 8.50 8.50 9.50 9.50 17.00 23.00 23.00 24.00 24.00 Right of Way Maintenance: Landscape Maintenance Field Supervisor Senior Grounds Maintenance Worker Grounds Maintenance Worker Senior Streets Maintenance Worker Total Landscape Maintenance 0.33 1.00 2.00 0.50 3.83 0.50 1.00 0.00 0.50 2.00 0.50 1.00 0.00 0.30 1.80 0.50 1.00 0.00 0.30 1.80 0.50 1.00 0.00 0.30 1.80 Shoulder Maintenance Field Supervisor Heavy Equipment Operator Total Shoulder Maintenance 0.33 2.00 2.33 0.50 2.00 2.50 0.50 2.00 2.50 0.50 2.00 2.50 0.50 2.00 2.50 Concrete Repair Field Supervisor Total Concrete Repair 0.00 0.00 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 Total Right of Way Maintenance 6.16 4.83 4.63 4.63 4.63 Hazard Response Field Supervisor Senior Streets Maintenance Worker Total Hazard Response 0.33 1.00 1.33 0.25 2.00 2.25 0.25 2.00 2.25 0.25 2.00 2.25 0.25 2.00 2.25 47.50 54.50 54.30 55.30 55.30 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 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 2.00 2.00 3.00 0.00 1.00 14.00 1.00 0.00 23.00 2.00 2.00 3.00 0.00 1.00 14.00 1.00 0.00 23.00 TOTAL INTERNAL SERVICE 21.00 24.00 26.00 26.00 26.00 1.00 0.50 1.00 0.50 1.00 0.50 1.00 0.50 1.00 0.50 DETAIL BY FUND AND DEPARTMENT Total Traffic Signal Maintenance Total Street Traffic Control TOTAL STREETS INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Superintendent Administrative Assistant Total Fleet Maintenance Administration SPECIAL REVENUE CDBG/HOME Administration Community Development Specialist Community Development Assistant - 269 - Table of Contents Personnel Detail Actual FY 2006 Actual FY 2007 Budget FY 2008 Revised FY 2008 Budget FY 2009 Total CDBG Administration 1.50 1.50 1.50 1.50 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 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 1.00 0.68 0.08 1.00 1.00 3.76 1.00 0.68 0.00 1.00 1.00 3.68 Police Impound Fund Towing/Hearing Specialist Total Police Impound Fund 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 2.00 2.00 Grants: Police Grant Police Officer Total Police Grant 0.00 0.00 0.00 0.00 0.50 0.50 0.50 0.50 1.00 1.00 Total Grants 0.00 0.00 0.50 0.50 1.00 Court Enhancement Fund Court Services Clerk Total Court Enhancement Fund 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Judicial Collection Enhancement Systems Analyst Total Judicial Collection Enhancement 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL SPECIAL REVENUE 4.69 5.15 6.76 8.76 10.18 GRAND TOTAL POSITIONS 1,048.76 1,176.30 1,239.26 1,226.76 1,235.89 DETAIL BY FUND AND DEPARTMENT - 270 - Table of Contents Capital Outlay Department Description Amount GENERAL FUND Polic Administration Police Patrol Police Patrol Intergraph Upgrade Pickup 1/2 Ton Pickup 3/4 Ton with Tool Box Total General Fund Capital $ 80,000 35,000 42,000 $ 157,000 $ 25,000 27,000 25,000 25,000 25,000 25,000 25,000 25,000 27,000 27,000 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 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 52,000 55,000 42,000 42,000 42,000 24,000 21,000 GENERAL REPLACEMENT FUND 0244 0410 0381 0498 0535 0552 0380 0533 1126 1122 1124 1185 1202 1205 1209 1224 1225 1228 1232 1233 1237 1242 1244 1245 1246 1248 1249 1251 1252 1256 1258 1259 1260 1261 1262 1214 1219 1220 1221 1241 1038 Facilities Maintenance P&PR Building P&PR Engineering I&C Building I&C Building I&C Engineering I&C Planning I&C Code Professional Standards - Internal Affairs Professional Standards - Hiring Professional Standards - Hiring Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Canine Traffic Unit Traffic Unit Traffic Unit General Investigations Crime Prevention - 271 - Pickup 1/2 Ton Hybrid Escape Pickup 1/2 Ton Pickup 1/2 Ton Pickup 1/2 Ton Pickup 1/2 Ton Pickup 1/2 Ton Pickup 1/2 Ton Hybrid Escape Hybrid Escape Hybrid Escape Patrol Sedan Supervisor Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Supervisor Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Supervisor Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan - Canine Equiped Honda Motorcycle Honda Motorcycle Honda Motorcycle Mid Size Sedan Cargo Van Table of Contents Capital Outlay 1115 1190 0511 0541 0329 0340 0378 0379 0404 0413 0562 0610 0628 0489 0412 Department Description Investigations - Person Crimes Investigations - Property Crimes Emergency Response Utility Locates Community Services Administration Community Services Administration Parks and Open Space Parks and Open Space Parks and Open Space Parks and Open Space Parks and Open Space Parks and Open Space Parks and Open Space PKID Maintenance Mesquite Pool Contingency Pickup 1/2 Ton Mid Size Sedan Hybrid Escape Pickup 1/2 Ton Hybrid Escape Hybrid Escape Pickup 1/2 Ton Pickup 1/2 Ton Pickup 1 Ton with Dump Body Pickup 3/4 Ton Pickup 1/2 Ton Pickup 1/2 Ton Pickup 1/2 Ton Pickup 3/4 Ton Pickup 1/2 Ton Total General Replacement Fund Amount 25,000 24,000 27,000 25,000 27,000 27,000 25,000 18,000 36,000 28,000 18,000 25,000 18,000 28,000 25,000 1,405,000 $ 3,538,000 $ 3,541,300 $ 3,541,300 $ 110,000 25,000 81,000 81,000 38,000 25,000 89,000 30,000 $ 479,000 $ 180,000 $ 180,000 $ 25,000 27,000 25,000 25,000 27,000 STREET FUND Preventative Maintenance Streets Maintenance Total Street Fund Capital STREET REPLACEMENT FUND 0167 0544 0502 0503 0473 0431 0342 Backhoe Pickup 1/2 Ton Crack Sealer Crack Sealer C/C Utility Body Pickup 1/2 Ton Bucket Truck Asphalt Patching Preventive Maintenance Crack Sealing Crack Sealing Street Signs Street Signs Traffic Signal Maintenance Contingency Total Street Replacement Fund WATER FUND Water Quality ICP Mass Spec Equipment Total Water Fund Capital WATER REPLACEMENT FUND 0465 0284 0466 0508 0361 Pickup 1/2 Ton Escape Hybrid Pickup 1/2 Ton Pickup 1/2 Ton Escape Hybrid Water Plant Production Water Plant Production Water Well Production Water Well Production Water Quality - 272 - Table of Contents Capital Outlay 0274 0405 0453 0424 0491 0607 Department Description Water Distribution Water Distribution Water Distribution Water Metering Water Metering Water Metering Contingency Backhoe Pickup 1/2 Ton Pickup 1/2 Ton Pickup 3/4 Ton Pickup 1/2 Ton Pickup 1/2 Ton Total Water Replacement Fund Capital Amount 110,000 25,000 25,000 28,000 25,000 25,000 30,000 $ 397,000 $ 25,000 25,000 $ 50,000 WASTEWATER FUND Wastewater Collections Effluent Reuse 1/2 Ton Extended Cab Pickup 1/2 Ton Extended Cab Pickup Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND 0476 Sewer Vactor Wastewater Collection Contingency Total Wastewater Replacement Fund Capital 280,000 30,000 $ 310,000 $ 227,000 212,000 212,000 50,000 $ 701,000 SOLID WASTE - RESIDENTIAL Residential Collections Uncontained Collections Uncontained Collections Uncontained Collections Sideload Truck Rearload Truck Rearload Truck Articulating Tractor with Trailer Total Solid Waste Residential Capital SOLID WASTE - RESIDENTIAL REPLACEMENT 0457 Rear Loader Uncontained Collections Contingency Total Solid Waste Residential Replacement Capital 200,000 230,000 $ 430,000 $ 237,000 30,000 $ 267,000 SOLID WASTE - COMMERCIAL REPLACEMENT 0505 Front Loader Commercial Collections Contingency Total Solid Waste Commercial Replacement Capital - 273 - Table of Contents Capital Outlay Department Description Fleet Maintenance Fleet Maintenance (2) 16,000 lbs. Heavy Duty Lifts Heaters and Access Door NASC Amount FLEET $ 36,000 20,000 $ 56,000 $ 85,000 $ 85,000 Contingency $ 30,000 Total Copy Services $ 30,000 Total Fleet Capital FLEET REPLACEMENT Fleet Maintenance Replace Fuel Dispenser NASC Total Fleet Capital COPY SERVICES CAPITAL PROJECT CAPITAL OUTLAY $ 354,499,520 TOTAL CAPITAL OUTLAY $ 364,720,820 - 274 - 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. 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. 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. - 275 - Table of Contents Glossary/Acronyms 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. 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. 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. 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. - 276 - Table of Contents Glossary/Acronyms Geographic Information System (GIS) A computer system that places layers of geographic information in a useful order to provide answers to questions regarding land. 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. 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. - 277 - Table of Contents Glossary/Acronyms Objective Targets for accomplishing goals that are specific, measurable, attainable, results-oriented and time bound. OnBase Gilbert’s digital records management system. 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. State Shared Revenue Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. Street Light Improvement District (SLID) A Street Light Improvement District is established to charge the cost of electricity for street lights to property in subdivisions based on the actual cost of electricity and allocated based on their home value. 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. - 278 - Table of Contents Glossary/Acronyms Unified Land Development A compilation of Town Codes that govern subdivision and development of lands. Code (ULDC) 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. - 279 - Table of Contents − 280 − Table of Contents 50E .C i v i cC e n t e rDr i v e Gi l be r t ,AZ85 296 ( 480 )503687 1 www. c i . gi l be r t . a z . us