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Table of Contents INTRODUCTORY SECTION Budget Message....................................... i Guide to the Budget Document ............. 1 Property Tax Rates ............................... 61 Personnel Summary ............................. 62 GENERAL FUND Distinguished Budget Award ................. 4 General Fund Summary ....................... 63 Key Officials and Staff ............................ 5 Management and Policy ......................... 65 Organization Charts ................................ 6 Mayor and Council ................................ 67 Corporate Vision, Mission, Values ........ 8 Town Manager ....................................... 69 Strategic Goals ........................................ 9 Town Clerk............................................. 71 General Plan Vision .............................. 11 Support Services .................................... 73 Continuous Quality Improvement Model ................................................... 12 Facilities Maintenance .......................... 75 Community with Character .................. 13 Gilbert Facts .......................................... 14 Fund Structure ...................................... 17 Budget Process ..................................... 19 Budget Calendar ................................... 21 Financial Policies .................................. 23 FINANCIAL OVERVIEW Source and Use of Funds ..................... 25 Finance .................................................. 77 Technology Services ............................ 79 Personnel............................................... 81 Legal and Court ...................................... 83 General Counsel ................................... 85 Prosecutor ............................................. 87 Municipal Court ..................................... 89 Development Services ........................... 91 Fund Balances....................................... 26 Administration and Customer Service ................................................ 93 Budget Summary .................................. 28 Permit and Plan Review Services........ 95 Five Year Forecast General Information ......................................... 29 Inspection and Compliance Services . 97 General Fund Five Year Forecast ........ 30 Water Five Year Forecast ..................... 32 Wastewater Five Year Forecast ........... 33 Residential Solid Waste Five Year Forecast .............................................. 34 Planning and Development .................. 99 Business Development ...................... 101 Police Department ................................ 103 Professional Standards ...................... 105 Patrol Services .................................... 107 Commercial Solid Waste Five Year Forecast .............................................. 35 Support Services ................................ 109 Street Fund Five Year Forecast ........... 36 Investigations ...................................... 113 Revenue Summary ................................ 37 Tactical Operations............................. 115 Revenue Detail ...................................... 38 Fire Department .................................... 117 Expense Summary ................................ 44 Fire Operations ................................... 119 Expense Detail....................................... 45 Fire Prevention .................................... 121 Revenue Sources .................................. 53 Counseling Services........................... 111 Table of Contents Public Works ......................................... 123 INTERNAL SERVICE FUNDS Public Works Administration ............. 125 Internal Service Funds Summary ...... 183 Utility Locates...................................... 127 Fleet Maintenance ............................... 185 Community Services ............................ 129 Copy Services ..................................... 187 Parks and Open Space ....................... 131 Health Self Insurance ......................... 189 Aquatics ............................................... 133 SPECIAL REVENUE Recreation Centers ............................. 135 Special Revenue Funds Summary .... 191 Recreation Programs .......................... 137 Redevelopment ................................... 193 Other General Fund .............................. 139 CDBG/HOME........................................ 195 Contracted Services ........................... 139 System Development Fees ................ 197 Social Services .................................... 140 Grants .................................................. 199 Transportation ..................................... 141 Riparian Program ................................ 201 Other General Fund Financial ............ 142 Special Districts .................................. 203 ENTERPRISE FUNDS Enterprise Funds Summary ............... 143 Water ...................................................... 145 Police Impound ................................... 205 Other Agency ...................................... 207 REPLACEMENT FUNDS Water Conservation ............................ 147 Replacement Funds Summary .......... 209 Water Production ................................ 149 Replacement Funds Detail ................. 210 Water Distribution ............................... 151 CAPITAL IMPROVEMENTS Water Metering .................................... 153 Capital Improvements Summary ....... 213 Wastewater ............................................ 155 Capital Improvement Maintenance Costs ................................................. 214 Wastewater Collection ........................ 157 Wastewater Plant Operations ............ 159 Wastewater Reclaimed ....................... 161 Wastewater Quality ............................. 163 Solid Waste............................................ 165 Solid Waste Residential...................... 167 Solid Waste Commercial .................... 169 Irrigation ................................................ 171 STREET FUND Street Fund Summary ......................... 173 Street Maintenance ............................. 175 Traffic Control ..................................... 177 Right of Way Maintenance ................. 179 Hazard Response ................................ 181 Capital Improvement Detail................ 215 Capital Improvement Financial .......... 228 DEBT SERVICE Debt Service Summary ....................... 229 Debt Service Detail ............................. 230 Debt Service Financial........................ 234 APPENDIX Personnel Detail .................................. 235 Capital Outlay ...................................... 257 Glossary/Acronyms ............................ 259 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 August 25, 2009 Honorable Mayor, Council Members and the Gilbert Community: This message transmits the budget for Gilbert for the July 1, 2009 to June 30, 2010 fiscal year as required by the Code of Gilbert. This represents the annual financial plan and allocation of public resources to serve the community for the coming year. The adopted expenditure budget totals approximately $729.8 million which includes $242.8 million (33.3%) for operating budgets and $320.2 million (43.9%) for capital budgets. The FY 2010 budget reflects a net decrease in 26.6 full time equivalents from the FY 2009 Adopted Budget. Changes in authorized positions include a reduction of a total of 28.1 positions in Development Services Department (General Fund) resulting from decreased workload, and a reduction of 11.8 positions in Community Services (General Fund) as a result of elimination of programs and program changes. A total of 7 currently vacant positions are included in the General Fund authorized positions, however, each remain unfunded for the year due to budgetary constraints. Should any of these unfunded positions be authorized for recruitment, a funding source would need to be identified and established for the position. A total of 10 additional positions have been budgeted in the Grant Fund for a Federal Stimulus Grant request for police officers. Other increases in authorized positions include 2 positions in Police Impound (Special Revenue Fund) and 4 positions in the Water Fund for a full year of operation of the Santan Vista Water Treatment Plant. ECONOMIC ENVIRONMENT AND ASSUMPTIONS This year’s budget preparation was particularly challenging. The economic slowdown which began in 2008 continues to affect Gilbert. The end of FY 2009 included the lowest level of monthly single family permits issued since the mid 1980’s. Further, the economic growth in the employment and retail segments also slowed significantly and in some cases anticipated projects have been delayed or canceled. In FY 2009 Gilbert was in the fortunate position of having new retail dollars coming available to offset declines in other sales tax generating segments of the local economy. The use of these revenues as replacement revenue rather than additional revenue has affected our long term forecasts and plans. This budget assumes the current downturn in both the regional and national economies will continue for the foreseeable future. The most recent issue of Arizona’s Economy, published by the ASU Eller College of Management, states “Consensus forecasts now call for a sluggish recovery due to still tight credit markets and sluggish consumer spending. Budget restraints by state and local governments and an emptying of the non-residential construction pipeline also will retard growth in the near term. It will probably be 2011 or 2012 before robust growth resumes.” While Gilbert 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 significantly lower than 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, some non-residential development still remains active, the timing and build out of most 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 significantly 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 four 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 includes a Super Walmart, Costco, Sam’s Club and several other big box retailers. Development in Gilbert’s first retail auto complex, Gilbert Santan Motorplex, a 128 acre site, includes Santan Ford which opened in the spring of 2007, followed by Henry Brown Pontiac-Buick-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 39.1% of General Fund expenditures in the coming year. Local sales tax is generated 52.7% from retail, 5.0% from construction, and all other sources providing 42.3%. The Five-Year Financial Plan anticipates that sales tax generated from the retail sector will continue to grow and provide significant support to General Fund expenses, replacing construction sales tax revenue as we approach build out in the next 15-20 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 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 2010 includes, on average, 50 single-family permits per month with continuing lower levels from non-residential development activity. Gilbert issued 1,031 single-family residential permits in FY 2009, compared to 1,539 in FY 2008. Total permit value of all new residential and commercial construction in FY 2009 was $265.9 million, compared to $532.9 million in FY 2008. The deterioration of the state economy has also impacted Gilbert’s receipts of state shared sales tax, state shared income tax, state gasoline tax, and vehicle license tax. The state shared sales tax and income tax represents 33% of General Fund revenue. Because this is an erosion of the base assumption of revenue with the actual receipts for FY 2009 for state shared sales tax $2.2 million less than adopted, and for FY 2010 $2.9 million less on a $16 million base, and state shared income tax is forecast to decline by $3 million on a $26 million base for FY10, it affects not only current operations, but the forecast capacity to maintain existing services and programs from the General Fund Population growth continues to be a major factor in planning for services. Because state shared revenues are based upon Gilbert’s population at the time of a census as a percent of the population of the state it is essential that the population estimates are as up to date as possible. The US Census Bureau established through a Special Census in September 2005 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 Census population of 109,697. Gilbert is already participating in the programs in anticipation of the 2010 Census, at which time our population is estimated to be 221,000. - 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. The 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 2010; 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 erosion of revenue makes such a maintenance of effort difficult to achieve for this coming year. The following general budget boundaries were applied in the FY 2010 budget process: ¾ No change in local 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 budgets were to be prepared within available resources, rather than automatically trying to maintain service responses and standards that would require additional resources; ¾ Departments were requested to review operations and institute process efficiencies, cost cutting programs, and revenue enhancement opportunities; ¾ No salary adjustments for market range or for merit pay (movement through the salary range) are included in the budget; ¾ Health plan benefits and current premium contributions remained unchanged; ¾ Maintenance of an undesignated fund balance of 10% for General Fund operating expenditures for FY 2010; ¾ Equipment Replacement Funds for the General and Streets Funds were modified to include only a contingency balance for unforeseen and/or unanticipated replacements and additional funding only for current year replacements. Further, excess funds were transferred to General Fund for current operations and funding transfers suspended for the coming year; ¾ Equipment Replacement Funds for the Water, Wastewater, and Solid Waste Funds remain fully funded; - iii - Table of Contents Budget Message 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 $5.1 million for 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 Irrigation operations include a rate increase to recover operating costs. 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. The initial Manager’s Recommended Budget on May 5, 2009 was not viewed as being acceptable by the community or Council. At that time staff was requested to identify revenue options from a sales tax increase, establishing a use tax, and eliminating a residential rental tax exclusion for less than three units. Council, in adopting the Preliminary Budget on June 30, 2009 included three Ordinances increasing sales tax to 1.75%, establishing a 1% use tax, and repealing the residential rental tax exclusion, all sunsetting on June 30, 2012. Referendum Petitions were received on all three Ordinances, and Council decided to repeal them, balancing the budget through additional cuts and use of $4.5 million of fund balance. Council also established a Citizen’s Budget Committee process to review current programs, services and financial options for the community. That work is scheduled for completion by midDecember, 2009. This final budget represents a consensus document developed by the Management Team and approved by Council. REVENUES The sources of funds included in the budget totals $533.9 million, with the major components reflected in the table below: - iv - Table of Contents Budget Message GENERAL FUND $ Actual FY 2008 Budget FY 2009 126,021,846 $ 120,318,520 $ Projected FY 2009 Budget FY 2010 113,832,740 $ 109,955,820 ENTERPRISE OPERATIONS 67,921,760 72,606,360 71,966,262 75,869,900 INTERNAL SERVICE 20,656,368 20,825,680 20,350,923 20,334,980 STREETS FUND 20,883,726 21,086,870 17,503,630 17,078,830 REPLACEMENT FUNDS 12,502,344 14,994,480 12,759,410 13,052,100 SPECIAL REVENUE FUNDS 49,840,777 25,530,100 30,447,488 34,302,120 CAPITAL IMPROVEMENTS 208,533,478 545,074,300 383,346,970 152,160,700 66,029,392 169,840,030 151,069,300 111,106,920 DEBT SERVICE TRUST ACCOUNTS GRAND TOTAL REVENUE 3,792 $ 4,500 572,393,483 $ CARRY OVER FUNDS TOTAL SOURCES 990,280,840 $ 1,150 1,000 801,277,873 $ 533,862,370 $ $ 386,332,527 920,194,897 A brief description of the activities and changes in each major program area follows: General Fund General Fund total revenues decreased by $10.4 million or 8.6%. The most significant decreases included local sales tax - retail (down $4.9 million), projected local sales tax - construction (down $2.5 million), state shared sales taxes (down $2.9 million), state shared income taxes (down $3.0 million), and Development Services revenues (down $1.7 million). All of the decreases are reflective of declines and anticipated collections during the current economic downturn. As an offset to the revenue declines identified above, the budget includes a one-time transfer of $5.5 million from the General Fund Equipment Replacement Fund to the General Fund. 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 $3.3 million (4.5%) are attributable to expanding customer bases and rate increases in order to cover the forecast cost of operations. 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 users. Streets Fund The Streets Fund relies primarily on state shared fuel tax (Highway User Fund Revenues) and vehicle license tax revenues to fund operations. Total revenues from these two sources are expected to decline to $16.0 million in FY 2010 compared to $20.0 million in FY 2009. Decreases in demand and fluctuating costs for fuel as a result of the current economic downturn will have a negative affect on fuel tax revenues. In addition, as the economic downturn affects the purchase and registration of new vehicles, revenues from this source will also trend downward. Based upon the current State allocation formulas, until the demand for fuel and taxes on the annual registration of vehicles stabilize, revenues in this fund will likely decline. -v- Table of Contents Budget Message Special Revenue Special revenue includes Grant Funds, System Development Fees, and Special Districts. System Development Fee revenues are planned to increase from $17.3 million in FY 2009 to $19.8 million in FY 2010, as a result of an increase in fees based upon projected residential and nonresidential construction 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 each specific district. Grants are forecast to increase by $4.4 million from $2.6 million to $7.0 million in FY 2010. The increase is partially due to a change in Grant contingency from $2.0 million to $5.0 million, reflecting an allowance for federal grant opportunities that may become available subsequent to budget adoption. Capital Improvements Revenue in this category includes General Obligation and Municipal Property Corporation bond proceeds, transfers from System Development Fees, and any grants or contributions for the construction of major public infrastructure. The most significant portion of these revenues is bond proceeds for transportation improvements. Another major element of Capital Improvements is a reservation for Improvement Districts. This reservation ($100,000,000) is budgeted on a contingency basis and is only allocated in the event the Council approves a developer’s request for the use of the public financing mechanism to construct public infrastructure improvements. Once debt is issued for Improvement Districts it is reported under the Debt Service section of the budget and repaid through collection of special assessments against the benefited property owners. There is currently one Improvement District in the design and construction process. Debt Service The most significant source of revenue in this area is secondary property tax which is assessed and collected for the exclusive purpose of repayment of voter approved General Obligation bond debt. Revenues in this fund also include transfer revenues from the Streets, General and System Development Fee Funds for related outstanding bond repayments. In addition, revenues in this category also include property owner assessments related to the repayment of any outstanding Improvement District bonds. 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 Adopted budget expenditures total $729.8 million. The budget includes $242.8 million to support daily operations and services with the remaining $487.0 million for debt, capital projects, maintenance districts, grants, and trust accounts. The following table shows expenses by fund: - vi - Table of Contents Budget Message Actual FY 2008 GENERAL FUND $ 121,144,655 Budget FY 2009 $ 124,568,360 $ Projected FY 2009 116,788,067 Budget FY 2010 $ 112,271,750 ENTERPRISE OPERATIONS 70,138,091 79,247,020 68,339,427 77,433,450 INTERNAL SERVICE 19,891,931 20,319,910 18,527,060 19,222,200 STREETS FUND 21,824,301 25,214,920 21,670,534 17,068,410 3,403,436 5,506,000 3,708,990 16,816,000 REPLACEMENT FUNDS SPECIAL REVENUE FUNDS 66,042,745 77,803,300 50,505,300 66,787,310 CAPITAL IMPROVEMENTS 217,815,638 418,780,000 202,682,810 320,206,740 DEBT SERVICE 146,063,224 185,298,940 187,872,710 99,992,420 2,500 666,326,521 $ 2,500 936,740,950 $ 2,500 670,097,398 $ TRUST ACCOUNTS GRAND TOTAL EXPENSES $ 2,500 729,800,780 General Fund General Fund expenditures are planned to decrease by $12.3 million or 10.0% compared to the FY 2009 Adopted Budget. Decreases are a result of one-time capital expenses in FY 2009 not carried forward to FY 2010 and general expenditure reductions, including reductions in staffing where workloads dictated. Major department decreases are attributable as follows: Support Services $1.7 million, Development Services $4.0 million (primarily workforce reductions), and Fire $1.9 million (combination of a planned reduction in overtime compensation and the completion of capital projects). Enterprise Operations Total expenditures for the Water, Wastewater and Solid Waste funds are expected to decrease in total by approximately $1.8 million or 2.3% from 2009 Adopted levels. Major expense changes within enterprise operations are as follows: Water Fund increase of $1.9 million (full-year operating costs of the Santan Vista Water Treatment Plant), Wastewater Fund decrease of $2.6 million (completion of capital projects), Solid Waste Residential decrease of $892,000 (completion of onetime capital purchases), and Solid Waste Commercial decrease of $226,000 (completion of onetime capital purchases). Internal Services Total expenditures related to Fleet Maintenance, Copy Services, and the Health Insurance is expected to decrease from 2009 Adopted levels by approximately $1.1 million or 5.4%. The major change is reduced health insurance costs due to a general reduction in the number of health plan participants, better than projected historic claims experience, and a change in network providers. Streets Fund Total expenses are budgeted at $17.1 million, a decrease of $8.1 million or 32.3% from 2009 Adopted levels, with reductions to balance to reductions in anticipated revenues. Expenses support the maintenance of the public road network. In addition, as the availability of funds permit, certain transportation projects are funded on a pay-as-you-go basis through the Streets Fund. None are forecast for the immediate future. Special Revenue Total expenses are budgeted at $66.8 million, a decrease from 2009 Adopted levels of $11.0 million or 14.2%. The largest expenses in these funds are transfers from the System Development Fee Funds to Capital Project Funds, paying for growth related capital projects. Major activity includes - vii - Table of Contents Budget Message System Development Fees at $52.7 million, Grants at $6.3 million, and Special Districts for Street Lights and Parkway Maintenance at $3.0 million. Capital Improvements Expenditures are budgeted at $320.2 million, a decrease of $98.6 million or 23.5%, based upon the completion of a significant capital project – the Santan Vista Water Treatment Plant. Major capital project expenditures anticipated in FY 2010, include: • • • • Higley and Williams Field Road Improvements Greenfield Road – Queen Creek to Lonesome Lane Road Improvements Queen Creek Road Improvements Vaughn Avenue Parking Structure • • • • Williams Field Road – UPRR to Power Road Improvements Riggs Road – Val Vista to RWCD Road Improvements Water Rights Acquisition Santan Vista Trail Debt Service Expenses in this category related to the repayment of principal, interest and related costs for debt issued by the community. Major expenses in this area include voter approved General Obligation Bond repayments at $33.5 million, Municipal Property Corporation Bond repayments at $66.3 million and Improvement District Bond repayments at $235,000. Trust Accounts These expenses relate to the payment of benefits to the remaining Volunteer Firefighter pensioner. The Financial Overview section provides additional information and detail on expenditures. PERSONNEL Personnel service expenses represent approximately 38.5% of total operating budget expenses for FY 2010. 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 competitive market for starting and maximum wages. In FY 2009, the Gilbert pay plan included a 2% market range adjustment. No funds are provided for merit (movement through the range) or market adjustments in FY 2010. The following table shows the total full-time equivalent breakout by program area: - viii - Table of Contents Budget Message 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 POSITIONS Budget FY 2009 Revised FY 2009 Budget FY 2010 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 1,235.89 32.16 91.25 50.25 69.00 342.00 199.50 17.50 117.06 918.72 195.70 55.30 26.00 12.18 1,207.90 31.16 89.25 49.92 69.00 342.00 199.50 17.50 105.19 903.52 199.70 55.30 26.00 24.78 1,209.30 % Change -2.6% -2.2% -0.7% -29.0% 0.0% 0.0% -2.8% -10.1% -4.6% 1.2% 0.0% 0.0% 143.4% -2.2% A detailed listing of authorized positions by responsibility center and classification is available in the Appendix of this document. The following bar chart shows the relationship of the number of employees per 1,000 residents over the past four years: FTE Per 1,000 Population 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 Actual FY2007 Actual FY2008 Budget FY2009 Projected FY2009 Budget FY2010 FUNDING CHALLENGES The challenge to responsibly apply one time revenues generated by growth to the ongoing service demands created by growth 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. This additional revenue is serving to replace other development related revenue sources in our current plan. Sales tax, however, continues to be a highly volatile revenue source to pay for ongoing expenditures as has - ix - Table of Contents Budget Message been demonstrated in this year’s budget process. Dynamic fuel costs and cost of living demands are immediately reflected in retail and restaurant activity and the impact to Gilbert’s economy is no exception. This will improve over time, but it demonstrates the risk of reliance on local sales tax and state shared sales tax which represents 52% of general fund revenues 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 Three 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. To effectively and efficiently meet the reasonable service expectations of our customers, the organization remains committed to the principles of Continuous Quality Improvement (CQI). Specific training is provided for new and existing employees to further implement these principles and data driven analyses and processes to move toward the ultimate goal of CQI being “the way we do business”. The program is considered as one of the major contributing factors why staff has been able to keep pace with the growth of the community and to manage the services that the growing population seeks with a comparatively low employee to population ratio. The results and successes of this effort can be tracked on an ongoing basis on our website, www.gilbertaz.gov. ACKNOWLEDGEMENT The Council participation in identifying, developing and confirming goals and objectives, as well as understanding the complex and competing requirements of this rapidly changing organization is appreciated. The additional meetings required to clearly identify funding and program priorities required more time and effort this year than previous budgets. Departments spent many hours developing their operating plans, including goals, objectives and financial requirements. Without their continued dedication, this process and the improvement of the budget document to be a guide in our management of services to the community would not be possible. The Management Team continues to develop their understanding of the roles and responsibilities we share to the organization and community, and not just individual departmental interests. -x- Table of Contents Table of Contents − xii − 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@gilbertaz.gov. -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, 2008. 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 1,196 employees. MAYOR AND COUNCIL Mayor ---------------------------------------------------------------- John W. Lewis Vice-Mayor ----------------------------------------------------------- Linda Abbott Councilmember ----------------------------------------------- David W. Crozier Councilmember ----------------------------------------------------- Jenn Daniels Councilmember ----------------------------------------------------- Les Presmyk Councilmember ------------------------------------------------------- John Sentz Councilmember -------------------------------------------------------- Steve Urie 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 Health Insurance Trust Mayor’s Youth Advisory Committee 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 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: ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Establish Citizen Budget Committees to review current operations Actively participate in with other government jurisdictions to plan and respond to regional/urban issues Maintain a lean staffing ratio to reduce costs Active Continuous Quality Improvement steering committee to promote concepts and actions of CQI Partnership with School Districts for construction and operation of Aquatic Centers Annual Capital Improvement Plan and Program outlines capital improvement requirements Water conservation efforts maintain the average per person use at 220 gallons per day Construction of a parking garage in the Heritage District Continue redevelopment of Heritage District through purchase of property as it becomes available Complete and analyze Annual Head of Household Survey determining attitudes on planning and services - 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 was 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 onsi iness p s e h R rt stwo Tru 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 at a Glance: Year Founded: Year Incorporated: 1891 1920 Planning Area: Elevation: 76 square miles 1,273 feet Annual average rainfall: Annual sunshine days: 9.23 inches 310 days Average Temperature (High/Low): January 67/41 April 85/54 July 106/77 October 89/59 Cost-of-living Index: Median age: Average Age: 98.7 30.42 31.09 Number of Households (2008): 71,563 Transaction Privlege Tax Rate: 7.80% Highway Distances from Gilbert: Albuquerque, NM Dallas, TX Denver, CO Las Vegas, NV Los Angeles, CA Salt Lake City, UT More information and statistics can be found at: www.gilbertaz.gov/busdev/profile - 14 - 477 Miles 1,028 Miles 841 Miles 315 Miles 415 Miles 708 Miles Table of Contents Gilbert Facts Demographics: Median Household Income: Average Household Size: Average Family Size: Gilbert Greater Phoenix ƒ 11% of residents are age 65 and above $ 80,705 3.20 3.64 $ 56,555 2.85 3.50 ƒ Median age of Gilbert residents is 30.5 years while the median age for Greater Phoenix is 33.9 ƒ In August 2008, Money Magazine honored Gilbert as one of the nation’s 100 best places to live High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 18% 27% 11% 26% 13% 25% 24% 8% 18% 10% High School Graduate or Greater: Bachelor's Degree or Higher: 95% 39% 85% 28% ƒ Over one-third of the population is under the age of 18 Source: U.S. Census Bureau – 2006-2008 American Community Survey ƒ ƒ Was named the Fastest Growing Community of 100,000 or greater in 2002 by the U.S. Census Bureau Population Growth 250,000 203,262 200,000 Population in 1970 was 1,971 109,697 150,000 ƒ ƒ 217,521 The anticipated population at build out is in excess of 330,000 100,000 59,338 29,188 50,000 Population increased 276% in the decade of the 1990’s and continues to climb 1,971 5,717 0 1970 1980 Gilbert Ethnic Make-up 1990 1995 2000 2007 2009 Age Distribution White American Indian/Alaska Native 0.70% Other Native Hawaiian/Pacific Islander 0.20% Asian Two or More Races African American 3.20% African American White 82.60% wo or More Races 3.40% American Indian/Alaska Native Native Hawaiian/Pacific Islander Asian 4.40% Other 5.60% Source: U.S. Census Bureau – 2006-2008 American Community Survey - 15 - Gilbert: Under 18 18-24 25-44 45-64 65 and Over 35% 7% 33% 20% 5% Greater Phoenix: Under 18 18-24 25-44 45-64 65 and Over 27% 9% 30% 23% 11% Source: U.S. Census Bureau – 20062008 American Community Survey Table of Contents Gilbert Facts Economic Information: ƒ The median household income is $80,705 – 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 Major Employers Employees 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 5,040 1,485 1,395 1,209 1,010 870 710 660 615 615 Source: Maricopa Association of Governments 2008 Housing Starts 6,000 ƒ The median value of owner occupied housing units is $340,300 ƒ Over 250 building permits were issued per month on average during FY 2007, for FY 2008, 125 building permits were issued per month on average, and for FY 2009, 85 permits were issued per month on average ƒ Of total housing units, 92.8% are occupied and 7.2% are vacant 5,000 4,000 3,000 2,000 1,000 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 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 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 2008 Gilbert Civilian Labor Force = 101,782 95.6% 4.4% Employed 97,321 Unemployed 4,461 Source: U.S. Census Bureau – 2006-2008 American Community Survey 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, Street 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 Traffic Control, Street Marking 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 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. 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: 9 No change in local sales tax rate (1.5%) 9 No change in property tax for debt service repayment ($1.15 per $100) 9 No salary adjustments for market range or for merit pay 9 Maintain an undesignated fund balance of 10% for General Fund operating expenditures 9 Base budgets were to be prepared through the use of a resource constrained model 9 Equipment Replacement Funds for the Water, Wastewater, and Solid Waste Funds are to remain fully funded 9 Modify the Equipment Replacement Funds for the General and Streets Funds to only include a contingency balance to cover unforeseen and/or unanticipated replacements and additional funding only for current year replacements 9 Health plan benefits and current premium contributions remain unchanged 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 2010 is $317,261,400. 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 AMENDMENTS 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: 9 9 9 9 9 9 The major steps in preparation of the budget were: 9 Update FY 2009 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. 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. 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 - 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 November 2008 Departments to complete FY 2009 year end projections December 2008 Determine FY 2008-2009 ending fund balance using expenditure and revenue projections January 2009 Enterprise and Street funds complete five year plans January 20, 2009 Council – presentation, discussion, and policy direction regarding preparation of the 2009-10 budget and five year financial model March 18, 2009 Management Team budget discussions March 25, 2009 Management Team budget discussions April 1, 2009 Management Team budget discussions April 4, 2009 Council retreat to discuss financial conditions, issues, forecasts, operating requirements related to capital improvements, the five year operating plan, and the fiscal year 2009- 2010 budget April 7, 2009 Public hearing considering the Capital Improvement Plan 2009-2014 April 21, 2009 Council review and consideration for Utility rate changes and sets Public Hearing date April 22, 2009 Management Team budget discussions April 29, 2009 Management Team budget discussions May 5, 2009 May 12, 2009 May 12, 2009 May 20, 2009 May 30, 2009 Council presentation, discussion, and direction regarding the Manager’s recommendations for the FY 2009-2010 budget and five year financial plan Council discussion and direction regarding possible reductions in budget to balance the FY 2009-2010 budget Council consideration and adoption of the FY 2009-1014 Capital Improvement Program and Plan Council discussion and direction regarding Manager’s recommendations and options for the FY 2009-2010 budget and five year financial plan Council discussion and direction regarding Manager’s recommendations and options for the FY 2009-2010 budget and five year financial plan June 2, 2009 Council hold public hearing and adopts Utility rates June 2, 2009 Public hearing and adoption of Secondary Property Tax June 2, 2009 Council discussion and direction regarding Manager’s recommendations and options for the FY 2009-2010 budget and five year financial plan - 21 - Table of Contents Budget Calendar Date Action June 23, 2009 Council discussion and direction regarding the current status of the FY 2009-2010 fiscal year budget process, timing and approval requirements; discussion on balancing recommendations to date; possible changes to employee compensation, contribution requirements for benefit programs, possible service changes, fee changes, changes to sales tax, use tax, and rental tax rates, capital improvements budgets and impact and status of State budget bills June 30, 2009 Adopt preliminary budget July 6, 2009 New Utility rates become effective July 15 and 16 2009 Publish FY2009-2010 Preliminary Budget in Arizona Republic and The Tribune July 22 and 23 2009 July 22, 2009 Publish FY2009-2010 Preliminary Budget in Arizona Republic and The Tribune Council discussion and direction regarding Manager’s recommendations and options for the FY 2009-2010 budget and five year financial plan August 2009 Publish FY2009-2010 Preliminary Budget in Your Town August 25, 2009 Adopt final budget - 22 - Table of Contents Financial Policies State Debt Limit Growth The Arizona Constitution limits the outstanding bonded debt capacity to a certain percentage of Gilbert’s secondary assessed valuation based on the type of project to be constructed. Gilbert requires that to the extent possible, growth pay for itself. To that end, the Council adopted seven different system development fees and annually reviews growth related fees. The system development fees are detailed in the special revenue section. Additional fees related to building permits, engineering permits and planning are found in the Development Services section. There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Contingency Gilbert appropriates dollars in the major operating funds for emergency and unknown events. The amount of contingency is equal to 2.5% of the budget expenditures for General Fund and 5.0% of the budget expenditures for the Water, Wastewater, Street, and Solid Waste Funds. The Contingency is calculated excluding non-operating items such as capital project transfers and debt service payments. Debt Management Gilbert received voter authorization for $80 million in street capital projects in 2003 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 maintains a General Fund “rainy day” reserve with a goal of 10% of total General Fund expenditures. Gilbert annually reviews the status of outstanding and future potential debt in relation to capacity to defease, call or refund outstanding debt. Allowance for Unexpended Appropriations The Water, Wastewater, Residential Solid Waste, and Commercial Solid Waste operating funds budget include a 2% allowance for unexpended appropriations. For FY10, the General Fund budget includes a 3% allowance for unexpended appropriations. This allowance is based on historical spending patterns and provides a more accurate picture of what the “bottom line” will be. Replacement Funding Separate funds exist for fleet replacement. Each cost center in the General, Street, Solid Waste and Fleet Maintenance Fund contributes for future replacement of vehicles. The contribution is based on the projected replacement cost/anticipated useful life of the fleet. Revenue Gilbert strives to balance residential growth with commercial and industrial growth to stabilize the privilege tax revenue. 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. 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. Replacement funds in Water and Wastewater provide future replacement of infrastructure and fleet. - 23 - 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. - 24 - 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 General Fund 18.0% Replacement Funds 10.5% Street Fund 2.0% Enterprise Funds 9.8% Capital Improvements 38.3% Special Revenue 5.1% Debt Service 16.3% The total source of funds for FY 2010 is approximately $920,195,000. 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 2.4% General Fund 15.8% Street Fund 2.4% Enterprise Funds 10.9% Capital Improvements 45.0% Special Revenue 9.4% Debt Service 14.1% The total use of funds for FY 2010 is approximately $729,801,000. The expenditure detail for each area is found within the budget document – either in the summary section or in the budget detail for that department. The graph above shows percent of expenditures by major category, excluding Internal Service Funds. - 25 - Table of Contents Fund Balances Starting Balance GENERAL FUND $ 51,435,021 Revenue Total Sources Total Uses $ 109,955,820 $ 161,390,841 $ 112,271,750 Ending Balance $ 49,119,091 ENTERPRISE FUNDS Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation 2,768,150 7,347,920 2,244,558 (945,999) - 37,123,530 21,926,260 14,339,500 2,414,100 66,510 39,891,680 29,274,180 16,584,058 1,468,101 66,510 37,240,630 23,727,000 14,161,580 2,237,730 66,510 2,651,050 5,547,180 2,422,478 (769,629) - STREET FUND 1,086,859 17,078,830 18,165,689 17,068,410 1,097,279 INTERNAL SERVICE FUNDS Fleet Maintenance Copier and Printing Health Self-Insurance 559,039 385,496 4,024,399 7,117,980 377,000 12,840,000 7,677,019 762,496 16,864,399 7,119,250 353,130 11,749,820 557,769 409,366 5,114,579 11,321,307 4,563,201 30,941,146 26,435,599 5,740,025 1,251,684 202,220 90,000 35,000 5,102,440 5,773,000 1,775,070 259,540 17,050 11,411,307 4,598,201 36,043,586 32,208,599 7,515,095 1,511,224 219,270 7,500,000 460,000 3,600,000 3,350,000 1,520,000 364,000 22,000 3,911,307 4,138,201 32,443,586 28,858,599 5,995,095 1,147,224 197,270 SUB TOTAL OPERATING FUNDS 149,360,625 236,291,630 385,652,255 242,811,810 142,840,445 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 342,648 144,227 104,334 (512,455) 3,284,764 (19,892,059) (1,194,969) 7,185,170 21,133,090 27,644,097 (32,909,292) 4,632,309 41,420 365,387 (100,181) 31,142 1,270,663 158,000 1,582,950 49,200 562,000 488,000 817,000 535,000 2,728,000 6,050,000 1,626,000 6,936,000 6,993,450 333,490 360,000 1,706,610 1,302,340 2,074,080 500,648 1,727,177 153,534 49,545 3,772,764 (19,075,059) (659,969) 9,913,170 27,183,090 29,270,097 (25,973,292) 11,625,759 374,910 725,387 1,606,429 1,333,482 3,344,743 158,110 1,614,030 60,000 270,000 2,743,000 776,000 2,362,000 7,590,000 12,254,000 19,688,530 6,936,000 6,259,450 333,630 242,620 1,665,680 1,361,780 2,472,480 342,538 113,147 93,534 (220,455) 1,029,764 (19,851,059) (3,021,969) 2,323,170 14,929,090 9,581,567 (32,909,292) 5,366,309 41,280 482,767 (59,251) (28,298) 872,263 CAPITAL IMPROVEMENT FUNDS Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space 7,564,526 141,877,839 (41,803) 4,159,107 (57,688) 23,444,875 13,338,743 (91,554) 575,020 100,000,000 10,059,000 1,003,000 9,369,000 1,052,700 24,659,000 1,324,000 4,694,000 107,564,526 151,936,839 961,197 13,528,107 995,012 48,103,875 14,662,743 (91,554) 5,269,020 107,213,040 147,568,000 1,003,000 10,400,000 1,052,700 36,059,000 10,439,000 83,000 6,389,000 351,486 4,368,839 (41,803) 3,128,107 (57,688) 12,044,875 4,223,743 (174,554) (1,119,980) REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund - 26 - Table of Contents Fund Balances Starting Balance DEBT SERVICE FUNDS General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater TRUST AND AGENCY FUNDS TOTAL ALL FUNDS 7,461,195 25,176 8,849,186 21,541,341 (3,351,560) Revenue Total Sources Total Uses Ending Balance 34,063,600 234,370 16,718,000 9,971,000 50,119,950 41,524,795 259,546 25,567,186 31,512,341 46,768,390 33,461,680 235,570 24,314,130 11,138,390 30,842,650 8,063,115 23,976 1,253,056 20,373,951 15,925,740 107,204 1,000 108,204 2,500 105,704 $ 386,332,527 $ 533,862,370 $ 920,194,897 $ 729,800,780 $ 190,394,117 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 Commercial Solid Waste Fund has a planned deficit due to funding the replacement of equipment at 100% in the Solid Waste Commercial Replacement Fund. The total of these two funds is a positive $377,595. • 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 Traffic Control Capital Improvement Fund reflects a negative balance due to timing of funding. • The Municipal Facilities Capital Improvement Fund reflects a negative balance due to timing of funding. • The Storm Water Capital Improvement Fund reflects a negative balance due to timing of developer payments. • The Parks, Recreation and Open Space Capital Improvement Fund reflects a negative balance due to timing of funding. - 27 - Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2007 Actual FY 2008 Budget FY 2009 General Fund Enterprise Funds Street Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 918.80 173.85 54.50 24.00 0.00 5.15 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 0.00 918.72 195.70 55.30 26.00 0.00 12.18 0.00 0.00 0.00 903.52 199.70 55.30 26.00 0.00 24.78 0.00 0.00 0.00 1,176.30 1,226.76 1,235.89 1,207.90 1,209.30 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2009 Budget FY 2010 111,982,535 62,303,650 22,138,856 16,578,639 4,426,821 73,984,374 180,036,572 135,991,327 2,500 121,144,655 70,138,091 21,824,301 19,891,931 3,403,436 66,042,745 217,815,638 146,063,224 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 2,500 116,788,067 68,339,427 21,670,534 18,527,060 3,708,990 50,505,300 202,682,810 187,872,710 2,500 112,271,750 77,433,450 17,068,410 19,222,200 16,816,000 66,787,310 320,206,740 99,992,420 2,500 $ 607,445,274 $ 666,326,521 $ 936,740,950 $ 670,097,398 $ 729,800,780 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 80,523,495 128,464,083 174,907,713 223,549,983 94,289,113 156,900,672 226,260,454 188,876,282 101,214,570 212,281,200 364,720,820 258,524,360 95,389,995 157,727,463 209,277,494 207,702,446 95,973,940 192,631,190 333,517,390 107,678,260 $ 607,445,274 $ 666,326,521 $ 936,740,950 $ 670,097,398 $ 729,800,780 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 706,668,376 607,445,274 $ 99,223,101 572,393,483 666,326,521 990,280,840 936,740,950 801,277,873 670,097,398 $ (93,933,038) $ 53,539,890 $ 131,180,475 - 28 - 533,862,370 729,800,780 $(195,938,410) 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 There were no compensation increases for FY 2010. In addition, no compensation increases are anticipated for FY 2011. 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. - 29 - Table of Contents General Fund Five Year Forecast Beginning Balance Committed Fund Balance Available Fund Balance Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures Adopted FY 2010 Projected FY 2011 Projected FY 2012 Projected FY 2013 Projected FY 2014 51,435,390 49,123,390 37,550,390 24,295,390 10,995,390 (34,839,000) (34,441,000) (31,190,000) (27,807,000) (27,887,000) 16,596,390 14,682,390 6,360,390 (3,511,610) (16,891,610) 109,960,000 102,640,000 107,893,000 115,012,000 122,793,000 108,907,000 108,907,000 108,907,000 108,907,000 108,907,000 6,993,000 12,672,000 17,632,000 (3,272,000) (788,000) 105,635,000 108,119,000 115,900,000 121,579,000 126,539,000 One Time Expenditures 3,486,300 3,636,000 3,321,000 3,804,000 3,828,000 Capital Project Expenditures 3,150,700 2,458,000 1,927,000 2,929,000 7,856,000 112,272,000 114,213,000 121,148,000 128,312,000 138,223,000 14,284,390 3,109,390 (6,894,610) (16,811,610) (32,321,610) (2,312,000) (11,573,000) (13,255,000) (13,300,000) (15,430,000) 0.0% 0.0% 0.0% 0.0% 2,727,000 23,639,000 11,200,000 0.0% 10.0% 0.0% 10.0% 2,212,000 23,041,000 11,400,000 8.0% 10.0% 0.0% 10.0% (2,225,620) 2,414,000 19,090,000 12,100,000 8.0% 10.0% 0.0% 10.0% (4,927,049) 2,566,000 15,007,000 12,800,000 8.0% 10.0% 0.0% 10.0% (8,156,925) 2,730,000 14,087,000 13,800,000 3.0% 0.0% 3.0% 0.0% -5.0% 0.0% 0.0% 0.0% 3.0% 0.0% 3.0% -15.0% 0.0% 0.0% 0.0% 0.0% 5.0% 3.0% 5.0% -10.0% 3.0% 3.0% 3.0% 3.0% 10.0% 5.0% 10.0% 0.0% 5.0% 3.0% 5.0% 3.0% 10.0% 8.0% 10.0% 0.0% 5.0% 3.0% 8.0% 3.0% Total Expenditures Unreserved Fund Balance Operating Result Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Anticipated Salary Savings Operating Contingency SDF Bonding Reservation 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 - 30 - 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 2.5% of budget base expenditures at a given point in the budget process. 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 3% of the budgeted 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 2011. 9 Construction Sales Tax is anticipated to be lower than FY 2008 and will begin to recover in FY 2011 as a part of a general economic recovery. 9 The committed 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. 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. - 31 - Table of Contents Water Fund Five Year Forecast Adopted FY 2010 Beginning Balance Projected FY 2011 Projected FY 2012 Projected FY 2013 Projected FY 2014 2,768,000 2,651,000 1,490,000 (3,030,000) 37,124,000 39,500,000 40,336,000 41,845,000 43,375,000 31,809,000 32,477,000 33,745,000 35,031,000 36,388,000 - 434,000 1,012,000 1,198,000 1,660,000 31,809,000 32,911,000 34,757,000 36,229,000 38,048,000 999,000 1,598,000 2,144,000 1,850,000 3,250,000 4,432,000 6,151,000 7,954,000 - - Total Expenditures 37,240,000 40,660,000 44,855,000 38,079,000 41,298,000 Total Fund Balance 2,652,000 1,491,000 (3,029,000) 736,000 2,813,000 Operating Result 4,356,570 6,443,770 5,355,420 5,378,060 5,081,920 0% 0% 0% 0% (568,000) 1,467,000 0% 10% 3% 10% (590,000) 1,474,000 8% 10% 3% 10% (627,000) 1,566,000 8% 10% 3% 10% (656,000) 1,640,000 8% 10% 3% 10% (692,000) 1,731,000 6% 1% 6% 1% 0% 2% 0% 4% 0% 4% Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Capital Project Expenditures 736,000 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 A 6% rate increase is projected for FY2010 and FY2011 based on increasing service levels and increases in costs for contracts and supplies. - 32 - Table of Contents Wastewater Fund Five Year Forecast Adopted FY 2010 Beginning Balance Projected FY 2011 Projected FY 2012 Projected FY 2013 Projected FY 2014 7,348,000 5,547,000 4,324,000 4,913,000 6,989,000 21,926,000 23,419,000 25,329,000 26,320,000 27,385,000 20,708,000 21,052,000 21,745,000 22,484,000 23,262,000 - 254,000 491,000 846,000 978,000 20,708,000 21,306,000 22,236,000 23,330,000 24,240,000 728,000 887,000 1,358,000 914,000 1,284,000 2,292,000 2,450,000 1,146,000 - - Total Expenditures 23,728,000 24,643,000 24,740,000 24,244,000 25,524,000 Total Fund Balance 5,546,000 4,323,000 4,913,000 6,989,000 8,850,000 Operating Result 1,233,250 2,087,200 3,066,200 2,959,100 3,114,100 0% 0% 0% 0% (400,000) 1,001,000 0% 10% 3% 10% (413,000) 1,031,000 8% 10% 3% 10% (432,000) 1,077,000 8% 10% 3% 10% (453,000) 1,132,000 8% 10% 3% 10% (471,000) 1,177,000 6% 1% 6% 1% 6% 2% 0% 4% 0% 4% 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 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 FY2010 through FY2012 based on increasing service levels and increases in costs for contracts and supplies. - 33 - Table of Contents Residential Solid Waste Five Year Forecast Adopted FY 2010 Beginning Balance Projected FY 2011 Projected FY 2012 Projected FY 2013 Projected FY 2014 2,245,000 2,423,000 3,289,000 3,795,000 3,702,000 14,340,000 15,002,000 15,842,000 17,036,000 18,277,000 13,165,000 13,411,000 14,081,000 14,797,000 15,563,000 - 311,000 557,000 1,086,000 1,338,000 13,165,000 13,722,000 14,638,000 15,883,000 16,901,000 978,000 414,000 697,000 1,246,000 766,000 18,000 - - - - Total Expenditures 14,161,000 14,136,000 15,335,000 17,129,000 17,667,000 Total Fund Balance 2,424,000 3,289,000 3,796,000 3,702,000 4,312,000 179,000 866,000 507,000 (93,000) 610,000 0% 0% 0% 0% (263,000) 658,000 0% 10% 3% 10% (274,000) 686,000 8% 10% 3% 10% (293,000) 732,000 8% 10% 3% 10% (318,000) 794,000 8% 10% 3% 10% (338,000) 845,000 3% 3% 3% based on reduced growth numbers 3% Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Capital Project Expenditures Operating Result Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency Revenue Assumptions: Rate Increase Revenue Change 0% 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 FY2011 – FY2014 based on increasing service levels and increases in costs for landfill, fuel and equipment maintenance. - 34 - Table of Contents Commercial Solid Waste Five Year Forecast Adopted FY 2010 Beginning Balance Total Revenue Projected FY 2011 (946,000) Projected FY 2012 (770,000) Projected FY 2013 (668,000) Projected FY 2014 (643,000) (1,025,000) 2,414,000 2,376,000 2,389,000 2,402,000 2,415,000 2,140,000 2,190,000 2,283,000 2,382,000 2,486,000 Base Expenditure - Change - - 11,000 69,000 80,000 Sub-Total Base Expenditures - 2,190,000 2,294,000 2,451,000 2,566,000 98,000 85,000 69,000 333,000 78,000 - - - - - 2,238,000 2,275,000 2,363,000 2,784,000 2,644,000 (1,025,000) (1,254,000) Base Expenditures One Time Expenditures Capital Project Expenditures Total Expenditures Total Fund Balance (770,000) (669,000) (642,000) Operating Result 176,000 101,000 26,000 (382,000) (229,000) 0% 0% 0% 0% (43,000) 107,000 0% 10% 3% 10% (440,000) 109,000 8% 10% 3% 10% (460,000) 115,000 8% 10% 3% 10% (480,000) 122,000 8% 10% 3% 10% (500,000) 128,000 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 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 Future base changes reflect anticipated increases to landfill costs and vehicle maintenance charges. - 35 - Table of Contents Street Fund Five Year Forecast Adopted FY 2010 Beginning Balance Projected FY 2011 Projected FY 2012 Projected FY 2013 Projected FY 2014 1,087,000 1,097,000 (2,808,000) (5,138,000) (7,338,000) 17,079,000 17,090,000 17,424,000 19,644,000 20,250,000 15,993,000 16,743,000 17,817,000 18,868,000 19,688,000 - 307,000 383,000 482,000 480,000 15,993,000 17,050,000 18,200,000 19,350,000 20,168,000 One Time Expenditures 385,000 3,749,000 1,370,500 2,132,000 7,580,000 Capital Project Expenditures 690,000 197,000 184,000 362,000 445,000 Total Expenditures 17,068,000 20,996,000 19,754,500 21,844,000 28,193,000 Total Fund Balance 1,098,000 (2,809,000) (5,138,500) (7,338,000) (15,281,000) 701,000 (3,709,000) (2,146,500) (1,838,000) (7,498,000) 0% 10% 3% 0% (275,000) 671,000 8% 10% 3% 8% (297,000) 725,000 8% 10% 3% 8% (320,000) 777,000 8% 10% 3% 8% (336,000) 816,000 Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures Operating Result Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency 0% 0% 0% 0% (256,000) 641,000 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 The base expenditure change is reflective of increasing costs for street maintenance due to growth in infrastructure. - 36 - Table of Contents Revenue Summary GENERAL FUND: Non-Allocated Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency TOTAL GENERAL FUND Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 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 $ 123,380,000 103,395,670 2,444,506 3,689,951 312,168 7,426,571 2,710,324 1,361,926 1,166,751 2,497,378 1,016,601 $ 126,021,846 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 93,171,160 2,419,690 4,260,910 197,800 3,759,430 3,093,960 2,009,570 1,236,690 2,623,070 1,060,460 $ 113,832,740 89,772,610 2,404,170 4,211,760 217,800 3,759,540 3,091,000 1,342,000 1,316,370 2,877,570 963,000 $ 109,955,820 $ 32,768,881 19,155,592 13,462,880 2,467,780 66,626 67,921,760 $ 35,389,940 20,331,000 14,117,500 2,700,900 67,020 72,606,360 $ 34,400,130 20,626,990 14,291,232 2,483,590 164,320 71,966,262 $ 37,123,530 21,926,260 14,339,500 2,414,100 66,510 75,869,900 ENTERPRISE OPERATIONS: Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation TOTAL ENTERPRISE $ 28,676,754 16,894,486 12,295,185 2,071,871 29,956 59,968,252 STREETS $ 22,355,152 $ 20,883,726 $ 21,086,870 $ 17,503,630 $ 17,078,830 INTERNAL SERVICES $ 16,987,712 $ 20,656,368 $ 20,825,680 $ 20,350,923 $ 20,334,980 $ 3,047,711 2,229,521 4,511,736 4,924,091 1,361,540 96,615 33,804 16,205,018 $ 530,493 2,234,514 4,164,085 4,056,683 1,277,055 162,530 76,984 12,502,344 $ 243,600 1,658,060 4,779,790 5,958,460 1,979,280 301,580 73,710 14,994,480 $ 218,050 85,550 4,459,290 5,710,930 1,926,930 286,970 71,690 12,759,410 $ 90,000 35,000 5,102,440 5,773,000 1,775,070 259,540 17,050 13,052,100 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS SUB TOTAL OPERATING FUNDS $ 238,896,134 $ 247,986,044 $ 249,831,910 $ 236,412,965 $ 236,291,630 186,410 714,624 42,810,314 1,034,224 276,163 280,030 1,971,814 2,567,198 49,840,777 220,000 958,620 17,344,000 2,564,000 333,110 360,000 2,316,890 1,433,480 25,530,100 46,950 913,250 22,438,794 1,516,970 341,700 360,000 2,306,520 2,523,304 30,447,488 158,000 1,582,950 19,791,200 6,993,450 333,490 360,000 3,008,950 2,074,080 34,302,120 SPECIAL REVENUE FUNDS: Redevelopment CDBG/HOME Development Fees Grants Riparian Programs Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ CAPITAL IMPROVEMENTS $ 178,491,299 $ 208,533,478 $ 545,074,300 $ 383,346,970 $ 152,160,700 DEBT SERVICE $ 202,685,533 $ 66,029,392 $ 169,840,030 $ 151,069,300 $ 111,106,920 TRUST ACCOUNTS $ $ 3,792 $ $ $ GRAND TOTAL REVENUE $ 706,668,376 255,572 1,469,188 78,824,953 1,939,339 240,688 2,042,738 1,818,006 86,590,484 4,926 $ $ 572,393,483 $ 4,500 $ 990,280,840 $ 1,150 $ 801,277,873 $ 1,000 $ 533,862,370 CARRY OVER FUNDS $ 386,332,527 TOTAL RESOURCES $ 920,194,897 - 37 - Table of Contents Revenue Detail GENERAL FUND Non-Allocated: Privilege License Tax Bed Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise State Shared Privilege License Tax Urban Revenue Sharing SRP in Lieu Investment Income Other Revenue Total Non-Allocated Management and Policy: Mayor and Council Boards and Commissions Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental 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 Legal and Court: Public Defender Town Prosecutor Municipal Court Total Legal and Court Development Services: Administration & Customer Service Permit & Plan Review - Building Permit & Plan Review - Fire Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 $ 51,789,250 1,719,300 360,700 513,000 16,058,400 25,876,800 830,000 402,240 1,456,230 99,005,920 $ 48,524,000 1,718,590 359,070 531,560 13,870,000 26,434,210 948,500 402,240 382,990 93,171,160 $ 43,869,000 1,770,150 369,840 547,010 13,177,000 22,922,110 948,500 500,000 5,669,000 89,772,610 $ 189,080 888,780 439,440 1,240,040 5,000 2,762,340 $ 170,400 728,280 353,570 1,164,440 3,000 2,419,690 $ 220,070 814,530 331,180 1,035,390 3,000 2,404,170 $ 50,080 16,300 907,130 1,689,550 61,220 196,000 230,180 600,200 199,670 46,250 71,530 4,068,110 $ 45,360 1,770 67,000 22,280 991,180 1,731,580 61,220 196,000 231,180 599,610 194,910 50,250 68,570 4,260,910 $ 51,810 38,950 16,300 1,074,830 1,653,770 58,620 194,200 245,020 567,670 200,580 46,630 63,380 4,211,760 $ 62,200 7,300 120,000 189,500 $ 62,200 7,300 128,300 197,800 $ 75,000 7,300 135,500 217,800 $ 57,129,376 1,534,360 337,993 488,556 16,594,671 19,761,466 376,101 2,012,511 361,953 98,596,987 56,533,469 1,697,649 361,032 536,474 16,316,998 24,985,772 831,159 1,446,791 686,328 $ 103,395,670 $ 96,850 400 420,090 339,488 917,202 5,107 1,779,137 $ 165,100 770,050 495,170 1,005,881 8,305 2,444,506 $ 3,843 122,000 22,284 870,158 1,315,304 100 93,530 262,810 544,560 172,433 47,240 56,421 3,510,683 $ 65 16,424 858,135 1,549,337 56,270 108,537 189,720 589,310 209,341 46,590 66,221 3,689,951 $ 56,694 5,170 177,160 239,024 $ 56,961 10,391 244,817 312,168 199,675 5,452,581 676,594 269,733 3,937,366 616,293 - 38 - 196,000 2,768,400 650,000 234,020 1,946,620 330,800 234,000 1,946,500 330,800 Table of Contents Revenue Detail Permit & Plan Review - Engineer Inspection & Compliance - Building Inspection & Compliance - Fire Inspection & Compliance - Engineer Inspection & Compliance - Code Inspection & Compliance - Backflow Planning & Development Business Development Total Development Services Police Department: Patrol Canine Traffic Court Support School Programs Records Property Alarm Management Counseling Property Crimes Total Police Department Fire Department: Administration Training Operations Prevention Education Investigation Emergency Operations Center Total Fire Department Public Works: Public Works Administration Utility Locates Total Public Works Community Services: Administration Parks and Open Space Freestone Park Crossroads Park McQueen Park Hetchler Park Discovery Park Cosmo Park Aquatics Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 $ 2,711,312 41,141 72,415 39,326 1,050 185,906 852,667 243 10,232,910 $ 459,018 881 2,160,687 143,350 48,300 41,616 41,320 273,942 3,169,114 $ 13,199 42,552 730,286 4,748 1,533 2,559 794,877 $ 670,860 434,366 1,105,226 $ 1,544,322 10,495 68,516 27,158 425 205,702 746,460 101 7,426,571 $ 980,000 70,000 600 213,420 570,000 5,448,420 $ 534,239 5,500 1,913,703 202,191 51,765 48,448 (452,715) 89,690 317,130 374 2,710,324 $ 505,140 2,160,000 172,830 36,030 55,000 325,000 3,254,000 $ 10,933 32,314 1,312,919 5,201 558 1,361,926 $ 717,170 449,581 1,166,751 148 23,668 32,716 72,788 30,649 8,500 30 311 130,546 120,106 125,493 - 112 28,688 43,040 52,087 38,287 17,207 23,528 1,992 61,095 76,638 107,398 53,501 - 39 - $ 10,000 15,000 611,000 3,000 639,000 $ 828,460 481,770 1,310,230 35,700 47,600 50,000 37,500 15,500 17,660 2,750 22,340 76,850 90,850 105,150 $ 507,570 200 39,970 14,970 450 207,670 477,140 20 3,759,430 $ 437,920 1,966,150 191,450 48,450 132,860 317,130 3,093,960 $ 10,000 32,470 1,966,280 820 2,009,570 $ 761,260 475,430 1,236,690 15,060 33,480 45,130 42,690 12,060 29,110 560 5,830 86,360 90,850 105,510 $ 505,970 39,970 16,000 209,540 476,760 3,759,540 $ 435,000 1,968,000 191,450 46,560 132,860 317,130 3,091,000 $ 10,000 30,000 1,270,000 2,000 30,000 1,342,000 $ 837,470 478,900 1,316,370 15,060 33,480 45,130 42,690 12,060 29,110 560 86,650 119,350 117,610 Table of Contents Revenue Detail Wililams 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 Total Community Services Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 $ 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 2,445,872 $ 62,212 95,522 316,478 43,132 823,264 75,704 89,081 7,228 56,744 235,571 149,453 13,198 26,217 2,497,378 Other General Fund: Animal Control Incarceration Transportation Total Other General Fund $ 3,857 764,287 2,272 770,416 Non-Operating $ Contingency $ TOTAL GENERAL FUND $ 123,380,000 $ 126,021,846 $ 120,318,520 $ 113,832,740 $ 109,955,820 24,961,468 981,772 809,225 303,413 1,007,954 178,747 22,996 28,265,575 29,482,439 532,473 640,759 276,732 1,157,940 59,772 13,156 32,163,271 31,906,000 494,000 620,000 260,000 1,132,000 34,412,000 31,303,000 165,000 378,000 274,000 1,223,000 32,500 48,540 33,424,040 33,480,000 171,000 404,000 276,000 1,234,000 35,565,000 299,139 100 299,239 336,475 336,475 301,940 676,000 977,940 277,230 676,000 953,230 258,530 1,300,000 1,558,530 81,061 30,879 231,442 37,693 - 8,190 14,670 - ENTERPRISE OPERATIONS WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency/Late Fee Investment Income Other Non-Allocated Total Non-Allocated Production North Water Plant Production Santan Vista Water Treatment Plant Well Production Total Production Distribution Metering TOTAL WATER $ $ 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 2,681,000 $ 2,640 1,001,223 12,739 1,016,601 481,008 $ 254,746 $ 28,676,754 $ $ 105,320 78,670 254,710 28,720 777,410 301,600 81,800 13,660 53,390 267,200 150,280 15,840 27,830 2,623,070 $ 960,000 960,000 - $ - $ 32,768,881 - 40 - $ $ 122,320 92,150 249,300 30,570 852,010 381,600 81,800 73,000 286,000 160,280 15,840 31,000 2,877,570 $ 2,640 960,000 97,820 1,060,460 $ 3,000 960,000 963,000 - $ - $ - - $ - $ - 35,389,940 $ 34,400,130 $ 37,123,530 Table of Contents Revenue Detail WASTEWATER Non-Allocated: Reuse/Recharge Water Use Charge Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated Total Non-Allocated Collection Reclaimed: Effluent Re-Use Total Reclaimed Quality TOTAL WASTEWATER $ Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 557,349 1,408,164 14,176,572 374,432 346,684 16,863,201 833,375 1,651,509 15,800,402 253,921 461,414 19,000,619 1,491,000 1,780,000 16,728,000 202,000 100,000 20,301,000 762,000 1,846,000 17,015,000 38,510 879,750 20,541,260 853,000 1,874,000 18,261,000 69,000 792,050 21,849,050 30 80,963 - 8,520 - 120 120 - - - - 31,135 74,010 30,000 77,210 77,210 16,894,486 $ 19,155,592 $ 20,331,000 $ 20,626,990 $ 21,926,260 SOLID WASTE RESIDENTIAL Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated Total Non-Allocated 10,793,824 59,077 1,372 10,854,273 12,317,652 36,580 1,842 12,356,074 13,239,000 32,000 13,271,000 13,297,550 8,400 42,800 13,348,750 13,480,000 12,000 13,492,000 Administration Collections Uncontained Recycling Environmental Programs TOTAL SOLID WASTE RESIDENTIAL 585 387,187 26,740 996,040 30,360 12,295,185 172,010 27,899 906,428 470 13,462,880 25,000 26,500 795,000 14,117,500 102,182 27,360 810,440 2,500 14,291,232 25,000 25,000 797,500 14,339,500 $ SOLID WASTE COMMERCIAL Non-Allocated: Solid Waste Collection Other Non-Allocated Total Non-Allocated $ $ $ $ 2,291 1,305 3,596 3,662 3,662 - 11,550 11,550 - $ 60,000 1,660,863 743,254 2,467,780 $ 30,000 1,822,300 848,600 2,700,900 $ 48,000 1,812,980 611,060 2,483,590 $ 30,000 1,767,000 617,100 2,414,100 Administration Collections Rolloffs TOTAL SOLID WASTE COMMERCIAL $ 36,000 1,453,068 579,207 2,071,871 IRRIGATION $ 29,956 $ 66,626 $ 67,020 $ 164,320 $ 66,510 TOTAL ENTERPRISE $ 59,968,252 $ 67,921,760 $ 72,606,360 $ 71,966,262 $ 75,869,900 - 41 - Table of Contents Revenue Detail STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated Street Maintenance: Asphalt Patching Street Cleaning Total Street Maintenance Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Traffic Control Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 12,355,280 853,858 7,171,439 274,429 1,575,553 22,230,559 12,333,576 849,374 7,205,753 177,360 (5,435) 20,560,628 12,566,520 849,380 7,468,020 82,950 25,000 20,991,870 10,300,880 849,380 6,142,710 54,090 12,070 17,359,130 10,000,000 937,070 6,000,000 21,760 25,000 16,983,830 - 50,000 158,936 208,936 50,000 50,000 51,180 51,180 50,000 50,000 459 1,134 72,951 49,759 124,303 6,059 4,572 43,326 51,977 105,934 25,000 20,000 45,000 5,950 41,000 32,970 79,920 25,000 20,000 45,000 290 290 1,019 7,209 8,228 - 11,500 1,900 13,400 - TOTAL STREETS $ 22,355,152 $ 20,883,726 $ 21,086,870 $ 17,503,630 $ 17,078,830 INTERNAL SERVICE Fleet Maintenance: Fleet Maintenance Total Fleet Maintenance $ 6,226,893 6,226,893 $ 7,698,855 7,698,855 $ 7,368,680 7,368,680 $ 7,368,680 7,368,680 $ 7,117,980 7,117,980 Copy Services Health Self-Insurance TOTAL INTERNAL SERVICES $ $ $ 373,265 10,387,554 16,987,712 $ $ $ 387,011 12,570,502 20,656,368 $ $ $ 382,000 13,075,000 20,825,680 $ $ $ 374,010 12,608,233 20,350,923 $ $ $ 377,000 12,840,000 20,334,980 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS $ 3,047,711 2,229,521 4,511,736 4,924,091 1,361,540 96,615 33,804 16,205,018 $ 530,493 2,234,514 4,164,085 4,056,683 1,277,055 162,530 76,984 12,502,344 $ 243,600 1,658,060 4,779,790 5,958,460 1,979,280 301,580 73,710 14,994,480 $ 218,050 85,550 4,459,290 5,710,930 1,926,930 286,970 71,690 12,759,410 $ 90,000 35,000 5,102,440 5,773,000 1,775,070 259,540 17,050 13,052,100 SUB TOTAL OPERATING FUNDS $ 238,896,134 $ 247,986,043 - 42 - $ 249,831,910 $ 236,412,965 $ 236,291,630 Table of Contents Revenue Detail Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 255,572 1,469,188 329,097 3,781,583 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 1,818,006 86,590,484 186,410 714,624 189,420 2,570,889 2,114,072 3,037,001 2,277,634 6,223,698 12,145,354 4,165,883 10,086,363 1,034,224 276,163 280,030 1,246,886 724,929 2,567,198 49,840,777 220,000 958,620 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 25,530,100 46,950 913,250 78,130 1,152,738 923,270 1,463,405 1,002,300 4,189,951 5,986,000 1,893,000 5,750,000 1,516,970 341,700 360,000 1,447,110 859,410 2,523,304 30,447,488 158,000 1,582,950 49,200 562,000 488,000 817,000 535,000 2,728,000 6,050,000 1,626,000 6,936,000 6,993,450 333,490 360,000 1,706,610 1,302,340 2,074,080 34,302,120 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 Programs Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation and Open Space TOTAL CAPITAL IMPROVEMENTS 16,683,621 3,323,592 2,973,466 42,476,192 52,722,219 13,906,354 4,823,985 41,581,870 $ 178,491,299 582,139 14,794,742 4,491,496 1,120,451 14,091,456 128,738,990 15,378,879 243,000 29,092,323 $ 208,533,478 113,500,000 191,783,000 2,139,000 13,920,000 19,024,800 137,121,500 20,783,000 1,047,000 45,756,000 $ 545,074,300 8,146,000 188,045,200 2,797,000 5,963,000 16,592,770 72,027,000 19,351,000 1,681,000 68,744,000 $ 383,346,970 100,000,000 10,059,000 1,003,000 9,369,000 1,052,700 24,659,000 1,324,000 4,694,000 $ 152,160,700 DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater TOTAL DEBT SERVICE 20,444,408 4,877,056 12,253,037 149,383,232 15,727,800 $ 202,685,533 $ 30,083,528 2,121,161 10,338,918 15,291,509 8,194,277 66,029,392 35,138,500 356,000 73,175,220 42,652,310 18,518,000 $ 169,840,030 35,138,500 422,350 92,539,170 13,508,160 9,461,120 $ 151,069,300 34,063,600 234,370 16,718,000 9,971,000 50,119,950 $ 111,106,920 TRUST ACCOUNTS $ $ 3,792 $ $ $ GRAND TOTAL REVENUE $ 706,668,376 4,926 $ $ 572,393,483 - 43 - $ 4,500 $ 990,280,840 $ 1,150 $ 801,277,873 $ 1,000 $ 533,862,370 Table of Contents Expense Summary GENERAL FUND: Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency TOTAL GENERAL FUND Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 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 $ 111,982,535 5,216,995 13,381,327 5,034,480 15,273,548 33,783,523 25,202,117 1,369,052 17,223,640 4,368,426 291,546 $ 121,144,655 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 $ 124,568,360 5,286,555 14,490,914 5,196,537 11,476,715 35,360,800 23,455,820 1,358,163 13,953,033 4,632,690 1,576,840 $ 116,788,067 5,265,120 13,952,590 5,222,910 9,851,760 35,940,310 22,078,790 1,365,900 14,158,020 4,727,940 (3,018,590) 2,727,000 $ 112,271,750 $ 30,852,092 23,461,187 13,392,759 2,365,816 66,238 70,138,091 $ 35,294,300 26,369,230 15,053,150 2,463,320 67,020 79,247,020 $ 29,319,104 22,976,080 13,542,000 2,337,923 164,320 68,339,427 $ 37,240,630 23,727,000 14,161,580 2,237,730 66,510 77,433,450 ENTERPRISE OPERATIONS: Water Wastewater Solid Waste - Residential Solid Waste - Commercial Irrigation TOTAL ENTERPRISE $ 31,544,234 17,000,588 11,772,576 1,956,296 29,956 62,303,650 STREETS $ 22,138,856 $ 21,824,301 $ 25,214,920 $ 21,670,534 $ 17,068,410 INTERNAL SERVICES $ 16,578,639 $ 19,891,931 $ 20,319,910 $ 18,527,060 $ 19,222,200 $ 3,539,550 413,556 36,714 437,001 4,426,821 $ 1,114,281 822,570 105,707 23,461 1,136,220 201,197 3,403,436 $ 3,538,000 479,000 397,000 310,000 430,000 267,000 85,000 5,506,000 $ 2,264,350 42,330 1,156,160 220,720 25,430 3,708,990 $ 7,500,000 460,000 3,600,000 3,350,000 1,520,000 364,000 22,000 16,816,000 REPLACEMENT FUNDS: General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS SUB TOTAL OPERATING FUNDS $ 217,430,501 $ 236,402,414 $ 254,856,210 $ 229,034,078 $ 242,811,810 171,165 708,038 60,439,123 310,589 343,437 79,262 1,879,350 2,111,780 66,042,745 156,730 958,620 70,035,470 2,103,660 333,110 127,790 2,504,850 1,583,070 77,803,300 98,000 832,600 42,253,500 1,518,020 341,700 195,380 2,672,920 2,593,180 50,505,300 158,110 1,614,030 52,679,530 6,259,450 333,630 242,620 3,027,460 2,472,480 66,787,310 SPECIAL REVENUE FUNDS: Redevelopment CDBG/HOME Development Fees Grants Riparian Programs Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ CAPITAL IMPROVEMENTS $ 180,036,572 $ 217,815,638 $ 418,780,000 $ 202,682,810 $ 320,206,740 DEBT SERVICE $ 135,991,327 $ 146,063,224 $ 185,298,940 $ 187,872,710 $ 99,992,420 TRUST ACCOUNTS $ $ $ $ $ 2,500 GRAND TOTAL EXPENSES $ 607,445,274 2,703,649 1,484,506 65,034,789 849,666 380,026 1,869,441 1,662,297 73,984,374 2,500 $ 2,500 $ 666,326,521 - 44 - $ 2,500 $ 936,740,950 $ 2,500 $ 670,097,398 $ $ 729,800,780 Table of Contents Expense Detail 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 Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 488,286 43,461 556,305 38,204 624,340 69,050 572,470 26,984 691,890 29,900 905,634 279,572 641,032 582,830 911,820 285,081 3,605,969 919,423 291,911 659,229 690,329 1,005,926 363,287 3,930,106 693,810 312,430 690,760 1,023,450 1,240,040 396,320 4,356,810 665,200 230,930 656,850 637,650 1,261,240 372,010 3,823,880 693,680 236,400 693,570 920,850 1,036,650 371,320 3,952,470 680,254 692,380 901,920 863,221 590,860 4,817,970 $ 5,216,995 $ 5,952,120 $ 5,286,555 $ 5,265,120 53,708 168,958 162,660 158,860 160,520 Facilities Management: Facilities Maintenance Municipal Office I Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Traffic Center/Radio Facility Total Facilities Management 693,549 387,990 139,326 113,687 1,700,160 8,824 97,017 29,453 3,170,006 833,601 282,273 173,325 147,204 1,709,206 186,104 150,811 37,626 3,520,147 823,880 382,200 179,460 195,080 2,186,240 222,990 39,750 4,029,600 792,242 417,258 186,895 186,310 1,919,400 197,527 39,600 21,940 3,761,172 812,690 361,620 179,110 194,620 1,789,760 222,510 39,710 44,460 3,644,480 Financial Services: Accounting Purchasing Payroll Utility Customer Service Total Financal Services 853,741 212,722 251,059 1,315,488 2,633,010 703,013 305,869 269,389 1,549,355 2,827,625 779,580 323,340 232,870 1,689,550 3,025,340 777,200 324,150 227,790 1,723,510 3,052,650 786,950 324,900 229,110 1,653,770 2,994,730 Technology Services: Technology Services Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Technology Services 278,284 1,354,820 2,526,650 678,609 4,838,363 319,219 1,578,568 2,624,545 735,781 5,258,113 331,650 2,652,550 3,142,870 749,010 6,876,080 314,260 2,448,460 2,357,940 693,042 236,000 6,049,702 313,010 1,829,470 2,416,540 676,710 442,250 5,677,980 Personnel: Personnel Training and Development Risk Management Total Personnel 852,596 238,013 265,985 1,356,594 1,046,462 238,730 321,292 1,606,483 954,970 226,310 350,000 1,531,280 942,275 242,470 283,785 1,468,530 953,310 221,080 300,490 1,474,880 - 45 - Table of Contents Expense Detail TOTAL SUPPORT SERVICES $ LEGAL AND COURT General Counsel Prosecutor Public Defender Municipal Court TOTAL LEGAL AND COURT DEVELOPMENT SERVICES Administration and Customer Svc Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 12,051,681 $ 731,502 1,424,165 306,240 2,116,714 $ 4,578,621 13,381,327 $ 535,039 1,649,612 311,884 2,537,946 $ 5,034,480 15,624,960 $ 583,720 1,677,860 360,000 2,512,520 $ 5,134,100 14,490,914 $ 646,000 1,581,330 410,000 2,559,207 $ 5,196,537 13,952,590 515,020 1,790,330 410,000 2,507,560 $ 5,222,910 629,777 794,243 730,060 689,168 673,800 Permitting and Plan Review Services: Building Fire Engineering Planning Total Permit and Plan Review Svc 1,453,421 200,321 1,162,479 299,115 3,115,336 1,402,514 199,348 1,335,316 363,981 3,301,159 716,600 161,300 1,362,890 368,800 2,609,590 687,470 151,960 1,260,090 337,120 2,436,640 450,500 151,700 1,084,040 261,270 1,947,510 Inspection and Compliance Services: Building Fire Engineering Planning Code Enforcement Backflow Prevention Total Inspection and Compliance Svc 1,831,546 364,003 1,023,647 132,616 536,242 185,906 4,073,960 1,873,244 346,721 851,053 113,664 593,802 205,602 3,984,086 1,383,400 250,050 740,480 108,720 602,150 213,420 3,298,220 1,216,683 159,747 626,017 98,541 628,905 203,493 2,933,386 842,710 107,560 568,150 60,930 575,530 209,540 2,364,420 Planning and Development 1,760,338 1,896,403 1,875,630 1,589,441 1,163,470 Business Development: Business Development Admin Redevelopment Total Business Development 2,803,068 569,649 3,372,717 3,368,182 1,929,475 5,297,657 4,001,920 1,309,000 5,310,920 3,278,830 549,250 3,828,080 2,588,560 1,114,000 3,702,560 12,952,128 15,273,548 13,824,420 11,476,715 9,851,760 POLICE DEPARTMENT Administration 852,016 962,006 972,980 879,190 902,300 Office of Professional Standards: OPS - Internal Affairs OPS - Hiring/Accreditation Total Office of Professional Standards 363,631 472,408 836,039 517,362 438,386 955,748 519,230 343,080 862,310 497,230 317,500 814,730 498,390 327,570 825,960 15,160,687 370,498 2,099,118 687,026 342,876 990,485 19,650,690 16,769,415 369,700 2,047,591 787,361 407,960 1,210,176 21,592,203 17,232,230 407,370 2,264,660 893,180 388,130 1,331,390 22,516,960 17,134,320 412,700 2,147,730 922,760 392,110 1,289,160 22,298,780 17,387,110 410,230 2,151,610 881,250 391,830 1,281,900 22,503,930 TOTAL DEVELOPMENT SERVICES Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support School Programs Total Patrol Services - 46 - Table of Contents Expense Detail 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 Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 918,835 2,332,576 1,073,187 72,676 320,377 192,573 4,910,224 935,646 2,745,871 583,561 71,026 329,572 157,885 4,823,560 1,026,460 3,200,460 1,014,620 70,370 371,840 162,040 5,845,790 944,060 2,866,140 984,990 71,540 326,220 158,370 5,351,320 976,800 3,212,480 986,890 69,440 327,400 159,110 5,732,120 745,367 773,228 800,280 766,340 754,550 397,253 768,891 244,061 1,308,290 1,141,494 3,859,989 296,965 788,827 319,267 1,773,270 1,366,362 4,544,690 319,110 954,390 330,560 1,891,280 1,531,920 5,027,260 292,990 921,700 328,350 2,024,630 1,515,310 5,082,980 304,680 913,190 331,260 2,010,820 1,508,570 5,068,520 112,117 112,117 132,087 132,087 94,580 94,580 167,460 167,460 152,930 152,930 30,966,442 $ 33,783,523 $ 36,120,160 $ 35,360,800 $ 35,940,310 794,940 810,966 1,545,250 670,480 696,130 837,630 17,715,923 18,553,553 1,048,613 22,530,125 23,578,738 775,040 20,741,930 21,516,970 653,000 21,215,725 21,868,725 741,660 19,709,840 20,451,500 Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention 334,760 103,347 14,490 452,597 433,854 109,449 15,530 558,833 530,900 110,770 17,070 658,740 535,960 98,580 9,710 644,250 516,350 108,870 17,070 642,290 Emergency Operations Center 336,730 253,580 250,450 272,365 288,870 Operations: Fire Training Fire Operations Total Operations TOTAL FIRE DEPARTMENT PUBLIC WORKS Public Works Administration Irrigation Fund Subsidy Mosquito and Midge Fly Control Utility Locates TOTAL PUBLIC WORKS COMMUNITY SERVICES Community Services Admin $ 20,137,820 $ 749,852 12,311 39,056 434,366 1,235,585 $ 25,202,117 $ 817,519 48,345 53,607 449,581 1,369,052 856,083 884,756 - 47 - $ 23,971,410 $ 828,460 50,020 481,770 1,360,250 937,480 $ 23,455,820 $ 734,643 148,570 474,950 1,358,163 830,238 $ 22,078,790 $ 837,480 49,510 478,910 1,365,900 943,630 Table of Contents Expense Detail Parks: Parks and Open Space Parks Administration Freestone Park Crossroads Park McQueen Park Hetchler Park Nichols Park Elliot District Park John Allen Park Veterans Park Page Park Circle G Basin Oak Tree Park Village II Park Old West Park Sunview Park Villa Madeira Park Vista Allegre Park Discovery Park Cosmo Park Water Tower Park Western Canal Amenities Vaughn Avenue Basin Zanjero Park Trail System Other Parks 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 Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 8,332,189 24,431 8,356,620 5,944,596 194,991 6,139,587 6,175,130 162,650 6,337,780 6,208,750 162,466 6,371,216 4,787,860 326,570 231,060 216,830 95,920 53,720 32,530 13,030 9,350 31,360 26,080 29,830 11,700 7,190 25,560 9,430 11,620 228,860 103,780 24,120 8,710 9,950 36,180 103,620 144,400 6,579,260 308,347 307,618 209,128 825,093 200,692 262,602 211,427 95,628 86,847 857,196 78,290 285,610 250,420 232,970 242,740 1,090,030 71,190 305,625 233,835 217,908 216,250 1,044,808 47,160 273,450 225,840 208,060 216,570 971,080 1,611,302 328,059 47,834 961,323 803,618 84,781 3,836,917 4,229,219 557,602 57,980 957,359 1,577,247 914,559 8,293,965 414,790 492,200 89,710 998,800 1,732,970 958,520 4,686,990 423,345 530,330 81,875 959,915 1,743,585 958,520 4,697,570 356,270 516,730 30,330 984,250 1,978,860 958,470 4,824,910 38,313 391,966 179,704 36,510 186,856 42,360 221,990 42,940 188,910 123,030 - 48 - Table of Contents Expense Detail Adult Sports Special Events Summer Playground Special Needs Outdoor Programs Total Recreation Programs Culture and Arts TOTAL COMMUNITY SERVICES $ Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 238,833 432,776 31,105 40,410 1,353,107 243,507 406,740 34,197 39,256 947,068 243,760 543,320 36,760 42,210 1,130,400 233,651 461,040 39,130 26,880 992,551 209,940 414,560 41,480 36,130 825,140 84,590 101,068 - 16,650 14,000 15,312,410 $ 17,223,640 $ 14,182,680 $ 13,953,033 $ 14,158,020 OTHER GENERAL FUND Animal Control Incarceration 114,110 1,421,265 120,741 1,879,496 126,790 2,200,000 126,790 2,000,000 133,120 2,100,000 Transportation: Transit Phoenix Mesa Gateway Airport Total Transportation 1,600,048 350,000 1,950,048 1,520,568 350,000 1,870,568 1,401,730 350,000 1,751,730 1,658,400 350,000 2,008,400 1,658,690 350,000 2,008,690 125,000 31,009 51,437 259,736 467,182 125,000 52,080 51,403 269,139 497,622 125,000 27,560 51,490 306,690 510,740 125,000 27,560 51,500 293,440 497,500 125,000 33,200 51,490 276,440 486,130 Social Services: Youth Special Programs Senior Programs Museum Support Social Services Total Social Services TOTAL OTHER GENERAL FUND $ 3,952,605 $ 4,368,426 $ 4,589,260 $ 4,632,690 $ 4,727,940 Non-Departmental $ 5,977,273 $ 291,546 $ 1,532,000 $ 1,576,840 $ (3,018,590) Appropriated Contingency $ - $ - $ 2,277,000 $ - $ 2,727,000 TOTAL GENERAL FUND $ 111,982,535 $ 121,144,655 $ 124,568,360 $ 116,788,067 $ 112,271,750 1,190,599 324,315 1,829,467 310,767 2,037,210 318,850 2,592,970 323,580 2,767,820 315,630 7,541,841 12,637 5,031,089 643,797 13,229,364 11,091,692 8,892 4,436,053 704,313 16,240,949 9,404,490 1,346,640 8,131,740 974,770 19,857,640 9,489,720 1,125,800 2,857,230 905,890 14,378,640 10,137,800 2,475,050 4,271,220 765,850 17,649,920 9,058,292 4,273,999 3,467,665 - 4,246,365 3,609,151 3,415,947 1,199,445 - ENTERPRISE OPERATIONS WATER Administration Water Conservation Production: North Treatment Plant Santan Vista Treatment Plant Water Well Production Water Quality Assurance Total Production Water Distribution Water Metering Debt Non-Departmental Appropriated Contingency TOTAL WATER FUND $ 31,544,234 $ 30,852,092 - 49 - 5,550,050 3,580,930 3,155,620 (453,000) 1,247,000 $ 35,294,300 5,290,124 3,578,170 3,155,620 $ 29,319,104 8,595,520 3,568,330 3,418,410 (542,000) 1,467,000 $ 37,240,630 Table of Contents Expense Detail Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 WASTEWATER Wastewater Administration Wastewater Collection 1,629,406 5,622,646 1,621,450 8,109,197 1,913,900 10,344,740 2,075,690 8,284,310 1,767,470 8,354,960 Wastewater Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Wastewater Plant Operations 4,394,864 2,532,026 6,926,890 4,781,141 2,924,731 7,705,872 4,948,800 4,134,340 9,083,140 4,756,320 3,825,440 8,581,760 4,844,240 4,030,410 8,874,650 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 983,622 815,808 1,799,430 1,164,551 699,087 1,863,638 1,693,760 1,466,750 3,160,510 1,396,090 1,403,020 2,799,110 1,475,270 1,415,310 2,890,580 393,206 629,010 - 544,636 671,278 2,945,115 - Wastewater Quality Debt Non-Departmental Appropriated Contingency $ 23,461,187 $ 26,369,230 $ 1,467,600 6,691,338 2,731,830 2,209,783 292,208 13,392,759 $ 1,695,040 7,049,820 3,047,820 2,229,190 328,280 3,000 700,000 15,053,150 $ 112,767 1,247,517 596,012 1,956,296 $ 127,976 1,609,009 628,831 2,365,816 IRRIGATION $ 29,956 $ TOTAL ENTERPRISE OPERATIONS $ 62,303,650 $ $ 17,000,588 $ 1,268,476 6,246,272 1,815,372 2,227,404 215,052 11,772,576 SOLID WASTE COMMERCIAL FUND Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Appropriated Contingency TOTAL SW COMMERCIAL FUND TOTAL WASTEWATER SOLID WASTE RESIDENTIAL FUND Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Appropriated Contingency TOTAL SW RESIDENTIAL FUND 601,020 659,920 (345,000) 951,000 575,290 659,920 $ 22,976,080 $ 1,604,125 6,655,130 2,779,450 2,182,450 320,845 13,542,000 $ 127,300 1,589,860 620,160 8,000 118,000 2,463,320 66,238 $ 70,138,091 $ 564,570 668,770 (395,000) 1,001,000 $ 23,727,000 $ 1,569,650 7,196,950 2,497,260 2,167,150 320,570 (248,000) 658,000 14,161,580 $ 125,598 1,614,860 597,465 2,337,923 $ 36,300 1,584,540 551,890 (42,000) 107,000 2,237,730 67,020 $ 164,320 $ 66,510 79,247,020 $ 68,339,427 $ 77,433,450 STREETS Administration Street Debt 604,250 3,282,774 696,629 3,272,637 794,850 3,302,000 744,249 3,302,000 770,500 3,324,600 Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 905,425 1,861,725 3,698,188 395,912 393,171 7,254,421 631,643 1,577,010 3,899,889 370,341 510,572 6,989,455 722,280 1,476,740 3,880,880 567,030 632,190 7,279,120 273,277 858,011 3,004,312 385,940 550,400 5,071,940 351,330 895,840 2,875,260 394,120 602,750 5,119,300 - 50 - Table of Contents Expense Detail Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Street Traffic Control 646,481 611,048 1,230,066 1,365,762 3,853,357 1,046,746 622,735 1,462,442 1,454,121 4,586,044 1,221,930 559,910 1,301,850 1,566,580 4,650,270 1,007,636 584,749 1,269,461 1,559,816 4,421,662 1,067,770 567,270 1,243,380 1,542,370 4,420,790 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 925,418 306,308 1,009,185 2,240,911 1,113,872 648,646 868,127 2,630,645 1,247,290 367,380 983,030 2,597,700 1,068,164 291,309 445,827 1,805,300 1,219,840 283,150 682,250 2,185,240 Hazard Response Non-Departmental Appropriated Contingency 238,190 4,664,953 - 218,143 3,430,748 - 219,730 5,610,250 761,000 182,383 6,143,000 - 172,730 434,250 641,000 $ 21,824,301 $ 7,655,573 304,821 11,931,537 19,891,931 $ 1,114,281 822,570 105,707 23,461 1,136,220 201,197 3,403,436 $ 25,214,920 $ 7,368,680 353,130 12,598,100 20,319,910 $ 3,538,000 479,000 397,000 310,000 430,000 267,000 85,000 5,506,000 $ 21,670,534 $ 6,925,820 306,860 11,294,380 18,527,060 $ 2,264,350 42,330 1,156,160 220,720 25,430 3,708,990 $ 17,068,410 $ 7,119,250 353,130 11,749,820 19,222,200 $ 7,500,000 460,000 3,600,000 3,350,000 1,520,000 364,000 22,000 16,816,000 $ 22,138,856 $ 6,226,923 430,574 9,921,142 16,578,639 REPLACEMENT FUNDS General Fund Street Fund Water Fund Wastewater Fund SW Residential Fund SW Commercial Fund Fleet Fund TOTAL REPLACEMENT FUNDS $ 3,539,550 413,556 36,714 437,001 4,426,821 SUB-TOTAL OPERATING FUNDS $ 217,430,501 $ 236,402,414 $ 254,856,210 $ 229,034,078 $ 242,811,810 SPECIAL REVENUE FUNDS Redevelopment $ $ $ $ $ TOTAL STREETS INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance TOTAL INTERNAL SERVICE CDBG/HOME: Administration Projects Total CDBG/HOME Development Fees: Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF 2,703,649 171,165 156,730 98,000 158,110 123,192 1,361,314 1,484,506 105,210 602,828 708,038 139,990 818,630 958,620 105,540 727,060 832,600 852,550 761,480 1,614,030 452,058 4,178,340 2,798,620 5,638,135 6,305,262 15,946,838 332,316 4,269,282 2,804,731 6,962,832 4,705,191 11,701,476 60,000 2,175,000 2,936,550 3,060,670 2,439,690 2,513,310 176,710 2,518,000 2,698,050 670,420 2,502,690 3,946,000 60,000 270,000 2,743,000 776,000 2,362,000 7,590,000 - 51 - Table of Contents Expense Detail Actual Actual Budget Projected Budget 2006-07 2007-08 2008-09 2008-09 2009-10 5,828,293 151,935 23,735,308 65,034,789 17,292,768 151,935 12,218,594 60,439,123 23,411,310 30,252,940 3,186,000 70,035,470 14,361,000 3,775,230 11,605,400 42,253,500 12,254,000 19,688,530 6,936,000 52,679,530 849,666 380,026 - 310,589 343,437 79,262 2,103,660 333,110 127,790 1,518,020 341,700 195,380 6,259,450 333,630 242,620 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,416,029 453,412 1,869,441 1,256,035 623,315 1,879,350 1,413,420 1,091,430 2,504,850 1,449,510 1,223,410 2,672,920 1,665,680 1,361,780 3,027,460 Other Special Revenue 1,662,297 2,111,780 1,583,070 2,593,180 2,472,480 Water SDF Water Resource Fee Wastewater SDF Total Development Fees Grants Riparian Programs Police Impound 73,984,374 $ 66,042,745 $ 77,803,300 $ 50,505,300 $ 66,787,310 TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space TOTAL CAPITAL IMPROVEMENT 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 $ 180,036,572 512,321 15,071,735 4,322,737 2,342,278 26,600,125 126,817,722 12,908,344 182,139 29,058,238 $ 217,815,638 111,863,000 89,896,000 2,139,000 10,622,000 4,754,000 142,291,000 9,711,000 1,047,000 46,457,000 $ 418,780,000 649,000 61,801,280 2,867,950 2,845,000 4,256,000 55,935,000 3,667,660 1,656,000 69,004,920 $ 202,682,810 107,213,040 147,568,000 1,003,000 10,400,000 1,052,700 36,059,000 10,439,000 83,000 6,389,000 $ 320,206,740 DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL DEBT SERVICE 19,567,049 1,075,598 61,835,365 35,928,331 17,584,984 $ 135,991,327 36,918,081 2,122,856 18,736,616 71,994,750 16,290,921 $ 146,063,224 24,978,740 353,690 67,008,000 74,435,810 18,522,700 $ 185,298,940 34,957,220 401,200 84,395,860 44,982,310 23,136,120 $ 187,872,710 $ 33,461,680 235,570 24,314,130 11,138,390 30,842,650 99,992,420 TRUST ACCOUNTS Fire Pension TOTAL TRUST ACCOUNTS $ 2,500 2,500 $ 2,500 2,500 GRAND TOTAL EXPENSES $ 607,445,274 2,500 2,500 $ 2,500 2,500 $ 666,326,521 - 52 - $ 2,500 2,500 $ 936,740,950 $ $ 670,097,398 $ 729,800,780 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 2010 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 2010 is $533,862,370; of this $107,678,260 is transfer of resources from one fund to another and $426,184,110 is new revenue. This is a 42% decrease from FY 2009 budget mainly attributable to bond proceeds. The other revenue type with the largest decline is intergovernmental which is made up largely of state shared revenue. 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 2007 Taxes and Fees License and Permits Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Bond Proceeds Total Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 100,682,950 2,424,370 74,862,880 98,655,860 4,072,470 1,216,410 1,028,170 143,241,000 145,635,931 6,884,635 76,690,264 82,367,286 4,095,156 13,686,079 7,639,930 146,124,290 131,578,553 4,868,173 129,188,100 93,281,391 4,563,842 11,896,410 3,103,787 3,759,800 105,993,640 3,498,400 105,470,770 97,091,210 4,473,670 3,090,990 4,223,800 407,914,000 106,441,190 2,442,430 100,313,000 94,781,163 4,372,790 9,489,830 2,984,824 272,750,200 $ 483,123,571 $ 382,240,056 $ 731,756,480 $ 593,575,427 $ 426,184,110 FY 2010 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% TAXES AND FEES - 53 - Table of Contents Revenue Sources 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 has been experiencing a decline in overall sales tax collections. Receipts anticipated for FY 2010 are estimated to be approximately 10% below the FY 2009 level. Starting in FY 2011, there is a slow recovery planned. The table below shows that retail is anticipated to grow by a total of 31% over the next five years. Included in the retail sales tax estimate is a growth assumption of 3% in FY 2011, 5% in FY 2012 and 10% for the last two years. Construction sales tax is anticipated to decline by 73% in FY 2010 based on the slow down in growth and remain level for FY 2011. Growth of 3% is planned in FY 2012, 5% in FY 2013 and 8% in FY 2014. The projections are based on the following assumptions: ƒ ƒ ƒ ƒ ƒ new retail development has been removed from the forecast construction will experience the largest decline in FY 2010 no significant new non-retail sources will develop other sales tax areas will grow at the same pace as retail the sales tax rate will not increase Year 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 Retail Construction 15,761,520 19,585,230 21,380,366 23,540,565 22,441,000 23,114,000 23,807,000 24,997,000 27,497,000 30,247,000 14,961,394 15,128,212 19,319,379 14,823,685 8,078,000 2,210,000 2,210,000 2,276,000 2,390,000 2,581,000 Other 12,080,584 14,155,072 16,429,631 18,169,219 18,005,000 18,545,000 19,101,000 20,056,000 22,062,000 24,268,000 Total $ $ $ $ $ $ $ $ $ $ 42,803,498 48,868,514 57,129,376 56,533,469 48,524,000 43,869,000 45,118,000 47,329,000 51,949,000 57,096,000 Sales Tax by Category $90,000 $80,000 (in thous ands) $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 08-09 09-10 10-11 Retail 11-12 Construction - 54 - Other 12-13 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 $100,000,000 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 remain about 50 single family homes per month for FY 2010. Recovery is anticipated beginning in FY 2011, with a projection of 150 single family homes per month, followed by 250 single. The projection also includes allowances in future years for additional nonresidential construction. The graph below shows the anticipated recovery in System Development Fee revenue. System Development Fees (in thousands) $80,000 $60,000 $40,000 $20,000 $0 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 The projection for system development fees includes a 5% rate increases for future years. In FY 2009 there was an average of 87 single family home permits issued monthly. - 55 - 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 2008 is distributed to the Cities in FY 2010. 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 04-05 05-06 06-07 07-08 08-09 09-10 - 56 - 10-11 11-12 12-13 13-14 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 67% planned for in FY 2010. The following table compares the charges based on use. General Services Year 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 6,086,931 6,605,842 6,944,518 6,892,241 5,428,820 5,455,780 5,619,450 5,788,030 5,961,670 6,140,520 Internal Services 11,022,569 13,609,042 16,841,987 20,065,498 19,668,493 19,792,980 21,772,280 23,949,510 26,344,460 28,978,910 Water, Irrigation 20,516,300 24,105,500 28,489,049 32,330,652 33,528,700 35,732,000 37,958,000 38,777,000 40,286,000 41,846,000 Wastewater 12,056,912 14,123,000 16,144,510 18,285,285 19,631,520 20,988,000 22,439,000 24,287,000 25,254,000 26,236,000 Solid Waste 9,927,178 11,239,000 13,947,222 14,904,660 15,757,990 15,917,100 16,475,800 17,230,920 18,377,800 19,553,900 Total $ $ $ $ $ $ $ $ $ $ 59,609,890 69,682,384 82,367,286 92,478,336 94,015,523 97,885,860 104,264,530 110,032,460 116,223,930 122,755,330 Total Charges for Service $150,000 (in thousands) $125,000 $100,000 $75,000 $50,000 $25,000 $0 04-05 05-06 06-07 07-08 08-09 - 57 - 09-10 10-11 11-12 12-13 13-14 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 2010. The graph below shows the anticipated growth in revenue resulting from increases in customer base, the FY 2010 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 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 Wastewater Staff reviews wastewater fees annually to ensure revenue covers 100% of the cost of operations. Wastewater operations include collection, treatment and recovery of wastewater. The graph below shows the anticipated growth in revenue resulting increases in customer base and a rate increase. Wastewater Charges for Service $30,000 (in thousands) $25,000 $20,000 $15,000 $10,000 $5,000 $0 04-05 05-06 06-07 07-08 08-09 - 58 - 09-10 10-11 11-12 12-13 13-14 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 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 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 04-05 05-06 06-07 07-08 08-09 - 59 - 09-10 10-11 11-12 12-13 13-14 Table of Contents Revenue Sources INVESTMENT INCOME Gilbert invests all idle cash with the State of Arizona Local Government Investment Pool (LGIP). The rate of return has declined steadily during the past 2 years. The current rate of return is about 0.16%. The average for FY 2009 was 0.65%. 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 one bond issue in FY 2010: ♦ MPC – Wastewater $43,241,000 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. - 60 - 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 2008/09 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. Special Districts 3% Gilbert 13% Community College/EVT 11% Gilbert School District 59% Gilbert School District County 14% 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 1.0327 0.7752 0.0000 0.0000 0.0500 3.2938 $5.1517 $0.0000 1.0327 0.7752 0.0000 0.0000 0.0500 3.2648 $5.1227 $0.0000 1.0327 0.7752 0.0000 0.0000 0.0500 4.0293 $5.8872 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 0.1634 0.0053 0.1367 0.0353 0.1000 0.0856 1.1500 0.0000 1.8325 $3.5088 $0.0000 0.1634 0.0053 0.1367 0.0353 0.1000 0.0856 1.1500 0.0000 1.3246 $3.0009 $0.0000 0.1634 0.0053 0.1367 0.0353 0.1000 0.0856 1.1500 0.0000 1.7355 $3.4118 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 1.0327 0.9386 0.0000 0.0053 0.1367 0.0353 0.1000 0.0856 1.1500 0.0500 5.1263 $8.6605 $0.0000 1.0327 0.9386 0.0000 0.0053 0.1367 0.0353 0.1000 0.0856 1.1500 0.0500 4.5894 $8.1236 $0.0000 1.0327 0.9386 0.0000 0.0053 0.1367 0.0353 0.1000 0.0856 1.1500 0.0500 5.7648 $9.2990 - 61 - Table of Contents Personnel Summary Actual Actual Budget Revised Budget FY 2007 FY 2008 FY 2009 FY 2009 FY 2010 GENERAL FUND Management and Policy Support Services Legal and Court Development Services Community Development Police Fire Public Works Community Services TOTAL GENERAL FUND 30.75 91.00 51.25 114.13 0.00 330.00 173.75 17.25 110.67 918.80 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 32.16 91.25 50.25 69.00 0.00 342.00 199.50 17.50 117.06 918.72 31.16 89.25 49.92 69.00 0.00 342.00 199.50 17.50 105.19 903.52 ENTERPRISE FUNDS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation ENTERPRISE FUNDS 69.00 33.00 62.91 8.44 0.50 173.85 72.00 35.00 68.44 8.66 0.70 184.80 79.00 37.00 71.94 8.66 0.70 197.30 79.00 37.00 71.94 7.06 0.70 195.70 83.00 37.00 72.22 6.78 0.70 199.70 STREETS FUND 54.50 55.30 55.30 55.30 55.30 INTERNAL SERVICE FUNDS 24.00 26.00 26.00 26.00 26.00 5.15 8.76 10.18 12.18 24.78 1,176.30 1,226.76 1,235.89 1,207.90 1,209.30 SPECIAL REVENUE TOTAL TOWN POSITIONS Personnel By Fund Enterprise Funds 16.5% Street Fund 4.6% Internal Service Funds 2.2% General Fund 76.6% Special Revenue Funds 0.8% - 62 - 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 2009-10 Appropriation FY 2009-10 Recovery FY 2009-10 Subsidy FY 2009-10 % Subsidized Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Other General Fund Non-Departmental Contingency $ 5,265,120 $ 13,952,590 5,222,910 9,851,760 35,940,310 22,078,790 1,365,900 14,158,020 4,727,940 (3,018,590) 2,727,000 2,404,170 4,211,760 217,800 3,759,540 3,091,000 1,342,000 1,316,370 2,877,570 963,000 - $ 2,860,950 9,740,830 5,005,110 6,092,220 32,849,310 20,736,790 49,530 11,280,450 3,764,940 (3,018,590) 2,727,000 54% 70% 96% 62% 91% 94% 4% 80% 80% 100% 100% Total General Fund $ 112,271,750 $ 20,183,210 $ 92,088,540 82% A portion of the recovery consists of transfers from other operating funds as a recovery of costs incurred to support the operations of Water, Wastewater, Solid Waste and Streets. The total General Fund Revenue budget is $109,955,820. The non-allocated revenue of $89,772,610 detailed in the summary section of this document provides for the subsidy. 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. - 63 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 30.75 91.00 51.25 114.13 330.00 173.75 17.25 110.67 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 32.16 91.25 50.25 69.00 342.00 199.50 17.50 117.06 0.00 0.00 0.00 31.16 89.25 49.92 69.00 342.00 199.50 17.50 105.19 0.00 0.00 0.00 918.80 951.90 947.11 918.72 903.52 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 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 - 5,216,995 13,381,327 5,034,480 15,273,548 33,783,523 25,202,117 1,369,052 17,223,640 4,368,426 291,546 - 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 5,286,555 14,490,914 5,196,537 11,476,715 35,360,800 23,455,820 1,358,163 13,953,033 4,632,690 1,576,840 - 5,265,120 13,952,590 5,222,910 9,851,760 35,940,310 22,078,790 1,365,900 14,158,020 4,727,940 (3,018,590) 2,727,000 $ 111,982,535 $121,144,655 $124,568,360 $116,788,067 $112,271,750 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 64,088,441 28,321,190 1,130,253 18,442,651 75,550,814 29,709,619 983,710 14,900,511 80,105,740 34,707,420 157,000 9,598,200 75,218,935 30,205,741 97,145 11,266,246 74,295,470 29,498,330 259,050 8,218,900 $ 111,982,535 $121,144,655 $124,568,360 $116,788,067 $112,271,750 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 123,380,000 111,982,535 126,021,846 121,144,655 120,318,520 124,568,360 113,832,740 116,788,067 109,955,820 112,271,750 $ 11,397,465 $ 4,877,191 - 64 - $ (4,249,840) $ (2,955,327) $ (2,315,930) 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 $730 million and represents a workforce of 1,209 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 2010 ♦ 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 - 65 - Town Clerk Table of Contents Management and Policy PERSONNEL BY DIVISION Actual FY 2007 Actual FY 2008 Budget FY 2009 Mayor and Council Boards and Commissions Town Manager Town Clerk 1.00 0.00 22.75 7.00 1.00 0.00 23.00 8.00 1.00 0.00 23.00 8.00 1.00 0.00 23.00 8.16 1.00 0.00 22.00 8.16 30.75 32.00 32.00 32.16 31.16 Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 488,286 43,461 3,605,969 680,254 556,305 38,204 3,930,106 692,380 624,340 69,050 4,356,810 901,920 572,470 26,984 3,823,880 863,221 691,890 29,900 3,952,470 590,860 $ 4,817,970 $ 5,216,995 $ 5,952,120 $ 5,286,555 $ 5,265,120 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 2,715,132 2,098,648 4,190 3,095,075 2,109,920 12,000 3,287,310 2,652,810 12,000 2,967,140 2,303,765 5,650 10,000 3,011,790 2,193,330 60,000 $ 4,817,970 $ 5,216,995 $ 5,952,120 $ 5,286,555 $ 5,265,120 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,779,137 4,817,970 2,444,506 5,216,995 2,762,340 5,952,120 2,419,690 5,286,555 2,404,170 5,265,120 $ (3,038,833) $ (2,772,489) $ (3,189,780) $ (2,866,865) $ (2,860,950) - 66 - Table of Contents Mayor and Council ♦ New Mayor and two new Councilmembers sworn in ♦ Established General Plan update process ♦ Established Special Events Committee ♦ Secured site for special events venue and park land for future development 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 2010 ♦ Continue to monitor General Plan update process in anticipation of November 2011 election ♦ Receive and analyze Citizen Budget Committee recommendations ♦ Identify new long term service standards and service levels 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. BUDGET NOTES FY 2010 personnel costs increased over FY 2009 due to the benefit elections of three new Councilmembers sworn in office in June 2009. Contractual costs increase in FY 2010 over FY 2009 due to onetime reduction in expenditures of $56,200 that was authorized by Council in FY 2009. ACCOMPLISHMENTS FY 2009 ♦ Approved first time agreement with three employee organizations ♦ Established Citizen Budget Committees to review current operations Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 % of Citizen satisfied or very satisfied with policy decisions 76% 80% 73% 75% % of Citizens who see improvement in the residential quality of life 64% 61% 56% 60% % of Citizens who believe Gilbert officials encourage citizen participation 60% 54% 53% 60% Bond Rating – General Obligation – Moody’s Aa3 Aa2 Aa2 Aa2 Bond Rating – General Obligation – Standard and Poor’s AA- AA AA AA PERFORMANCE/ACTIVITY MEASURES - 67 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2007 Actual FY 2008 Budget FY 2009 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 488,286 Total Expenses $ 488,286 556,305 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 305,633 180,653 2,000 Total Expenses $ 488,286 Total Revenues Total Expenses $ 96,850 488,286 Net Operating Result $ 624,340 (391,436) $ 556,305 $ 572,470 Actual FY 2008 624,340 (391,205) $ $ 572,470 189,080 624,340 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2009 - 68 - $ (402,070) $ $5.00 FY 2008 369,660 312,230 10,000 170,400 572,470 (435,260) $ FY 2010 691,890 Budget FY 2010 Projected FY 2009 COST PER CAPITA FY 2007 $ 371,960 190,510 10,000 Budget FY 2009 165,100 556,305 691,890 Projected FY 2009 354,170 260,170 10,000 $ Budget FY 2010 572,470 Budget FY 2009 355,277 191,028 10,000 Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 624,340 Actual FY 2008 Actual FY 2007 EXPENSES BY CATEGORY 556,305 Projected FY 2009 691,890 Budget FY 2010 220,070 691,890 (471,820) Table of Contents Town Manager ƒ PURPOSE STATEMENT 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. ƒ OBJECTIVES FY 2010 ♦ 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 The Town Manager’s Office directs and coordinates organizational activities; performs community relations; prepares the annual operating and capital budgets; prepares financial forecasts and management analyses; submits recommendations to the Town Council; coordinates special projects; performs budgetary control functions; and supervises and coordinates the daily activities of the Town government. ACCOMPLISHMENTS FY 2009 ♦ Organized the attendance of Gilbert residents at the annual “Day at the Legislature” event ♦ Received the Distinguished Budget Presentation Award for the 10th consecutive year from the Government Finance Officers Association (GFOA) ♦ Coordinated the Congress of Neighborhoods ♦ Coordinated two New Resident Socials welcoming more than 57 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 Tree City USA by the Harbor Day Foundation for commitment to community forestry PERFORMANCE/ACTIVITY MEASURES % of survey respondents satisfied with treatment when calling Gilbert % of population satisfied with value received from tax dollar One of 93 cities and towns from across the country chosen as a Playful City USA Second safest community in Arizona by CQ Press based on FBI statistics BUDGET NOTES A one time expenditure of $250,000 is included in the budget for a SDF rate study. Reductions totaling $404,340 were removed from the Town Manager’s budget due to budget constraints. Personnel reductions include elimination of 1.0 FTE Neighborhood Services Specialist ($70,400), and not funding the Financial and Performance Management Coordinator position ($89,500) for FY 2010. A reduction in consulting services of $213,040 in the Capital Project Coordination cost center was the major change in contractual services. A transfer of $50,000 is included in the FY 2010 budget is a onetime expenditure for Census 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 91% 85% 90% 90% 90% 87% 89% 90% - 69 - 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 2007 Actual FY 2008 Budget FY 2009 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 3.75 3.25 5.25 7.50 0.00 3.25 3.55 2.25 5.25 7.70 0.00 3.25 22.75 23.00 23.00 23.00 22.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 905,634 279,572 641,032 582,830 911,820 285,081 919,423 291,911 659,229 690,329 1,005,926 363,287 693,810 312,430 690,760 1,023,450 1,240,040 396,320 665,200 230,930 656,850 637,650 1,261,240 372,010 693,680 236,400 693,570 920,850 1,036,650 371,320 $ 3,605,969 $ 3,930,106 $ 4,356,810 $ 3,823,880 $ 3,952,470 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,974,891 1,628,888 2,190 2,216,885 1,711,221 2,000 2,353,950 2,000,860 2,000 2,105,930 1,717,950 - 2,114,650 1,787,820 50,000 $ 3,605,969 $ 3,930,106 $ 4,356,810 $ 3,823,880 $ 3,952,470 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,676,780 3,605,969 Net Operating Result Projected FY 2009 2,271,101 3,930,106 2,568,260 4,356,810 2,246,290 3,823,880 2,181,100 3,952,470 $ (1,929,189) $ (1,659,005) $ (1,788,550) $ (1,577,590) $ (1,771,370) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2007 FY 2008 FY 2009 - 70 - FY 2010 Table of Contents Town Clerk PURPOSE STATEMENT OBJECTIVES FY 2010 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 75% 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 minutes of Council and Boards and Commissions to the Gilbert 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 ♦ Continue focus on Records Management activities and programs in the organization ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ Planned and administered 2009 Primary and General Elections Responded to approximately 500 public records requests with approximately 75% of responses in less than 24 hours Continued to provide leadership in Records Management in the organization Worked in partnership with Chief Technology Officer and OnBase Administrator on continued implementation of electronic document management system Completed implementation of electronic document management system for Gilbert contracts, including automated workflows for contract renewals, insurance, and bonds Complied with new State legislation requiring web based access of Campaign Finance Reports 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 Reductions include 1.0 FTE Records Clerk ($49,000), decrease in advertising ($12,000) and $240,000 in election costs. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 76% 76% 75% 75% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% - 71 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2007 Actual FY 2008 Budget FY 2009 7.00 8.00 8.00 8.16 8.16 7.00 8.00 8.00 8.16 8.16 Actual FY 2007 Actual FY 2008 Budget FY 2009 680,254 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 434,608 245,646 $ 680,254 Total Revenues Total Expenses $ 5,107 680,254 Net Operating Result $ $ (675,147) $ 692,380 901,920 $ 863,221 Actual FY 2008 8,305 692,380 (684,075) $ 901,920 $ Budget FY 2009 863,221 5,000 901,920 (896,920) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2009 - 72 - FY 2010 590,860 Budget FY 2010 527,480 63,380 - $ Projected FY 2009 $5.00 FY 2008 $ 489,250 368,321 5,650 - COST PER CAPITA FY 2007 590,860 Projected FY 2009 579,190 322,730 $ Budget FY 2010 863,221 Budget FY 2009 522,913 169,468 - Actual FY 2007 OPERATING RESULTS 692,380 Budget FY 2010 Projected FY 2009 901,920 Actual FY 2008 Actual FY 2007 EXPENSES BY CATEGORY Total Expenses 680,254 692,380 Projected FY 2009 3,000 863,221 (860,221) $ 590,860 Budget FY 2010 3,000 590,860 (587,860) 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 2010 ♦ 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 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 Public Safety Center Heritage Annex South Area Service Center Risk Management ♦ Maintain all Gilbert facilities at an average facility condition index of 5% - 73 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 1.00 9.50 27.25 39.25 14.00 1.00 11.00 27.25 38.50 15.00 1.00 11.00 27.25 37.00 15.00 1.00 11.00 27.25 37.00 15.00 1.00 11.00 27.25 35.00 15.00 91.00 92.75 91.25 91.25 89.25 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 53,708 3,170,006 2,633,010 4,838,363 1,356,594 168,958 3,520,147 2,827,625 5,258,113 1,606,483 162,660 4,029,600 3,025,340 6,876,080 1,531,280 158,860 3,761,172 3,052,650 6,049,702 1,468,530 160,520 3,644,480 2,994,730 5,677,980 1,474,880 $ 12,051,681 $ 13,381,327 $ 15,624,960 $ 14,490,914 $ 13,952,590 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 5,664,030 5,425,900 113,491 848,260 6,949,138 5,413,832 31,208 987,150 7,395,300 5,818,160 2,411,500 6,966,120 5,454,994 2,069,800 6,954,620 5,798,770 1,199,200 $ 12,051,681 $ 13,381,327 $ 15,624,960 $ 14,490,914 $ 13,952,590 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 3,510,683 12,051,681 3,689,951 13,381,327 4,068,110 15,624,960 4,260,910 14,490,914 4,211,760 13,952,590 $ (8,540,998) $ (9,691,376) $(11,556,850) $(10,230,004) $ (9,740,830) - 74 - Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ Coordinated the warranty request for the South Area Service Center facility and Fire Stations 2 and 3 Coordinated the completion work on the South Area Service Center, limited to items that that were ongoing Coordinated with the Fire Department and Parks and Recreation Department on their facilities and installed systems and equipment Remodel the old fire 3 into the Gilbert Technology Center ♦ ♦ Hire the most cost effective sub contractor for the work we are unable to perform due to manpower or expertise by obtaining 3 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 Research ways to reduce energy usage BUDGET NOTES Facilities Maintenance reductions for FY 2010 total $385,120. Of these reductions, $373,610 is attributed to the Public Safety Center for debt service and capital project funding and $45,000 for building and grounds repair and maintenance. These reductions are offset by the addition of the Radio Maintenance Facility with expenditures totaling $44,460. This facility is housed in the old Fire Station 3 building. Both the traffic management system and radio maintenance are located in this building. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 79 117 90 95 1.30 hours 1.55 hours 1.69 hours 1.51 hours $7.76 $5.65 $8.35 $7.23 $4.22 $5.25 $5.66 $5.43 Cost per square foot – Municipal Center II (51,500 square feet) $3.55 $2.86 $3.62 $3.78 Cost per square foot – Public Safety Center (178,000 square feet) $5.02 $5.07 $5.39 $5.35 Cost per square foot – South Area Service Center (86,000 square feet) N/A $2.16 $2.30 $2.59 PERFORMANCE/ACTIVITY MEASURES Number of emergency call outs Average time spent per emergency Cost per square foot – Municipal Center (51,050 square feet) Cost per square foot – Public Works (33,000 square feet) - 75 - Table of Contents Facilities Maintenance PERSONNEL BY ACTIVITY Actual FY 2007 Actual FY 2008 Budget FY 2009 9.50 0.00 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 0.00 11.00 0.00 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 0.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.50 11.00 11.00 11.00 11.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex Radio Maintenance Facility 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 Radio Maintenance Facility Total Expenses EXPENSES BY CATEGORY OPERATING RESULTS Budget FY 2010 833,601 282,273 173,325 147,204 1,709,206 186,104 150,811 37,626 - 823,880 382,200 179,460 195,080 2,186,240 222,990 39,750 - 792,242 417,258 186,895 186,310 1,919,400 197,527 39,600 21,940 812,690 361,620 179,110 194,620 1,789,760 222,510 39,710 44,460 $ 3,170,006 $ 3,520,147 $ 4,029,600 $ 3,761,172 $ 3,644,480 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 617,853 1,719,417 832,736 746,510 2,025,106 31,208 717,324 761,710 2,060,890 1,207,000 732,000 2,068,872 960,300 749,630 2,057,150 837,700 $ 3,170,006 $ 3,520,147 $ 4,029,600 $ 3,761,172 $ 3,644,480 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Total Revenues Total Expenses Net Operating Result Projected FY 2009 Budget FY 2010 693,549 387,990 139,326 113,687 1,700,160 8,824 97,017 29,453 - Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Projected FY 2009 148,127 3,170,006 16,489 3,520,147 16,300 4,029,600 91,050 3,761,172 55,250 3,644,480 $ (3,021,879) $ (3,503,658) $ (4,013,300) $ (3,670,122) $ (3,589,230) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2007 FY 2008 - 76 - FY 2009 FY 2010 Table of Contents Finance PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received the Certificate of Achievement for Excellence in Financial Reporting for the 17th consecutive year from the Government Finance Officers Association (GFOA) Converted the utility billing system from 8 cycles to 16 to enhance efficiency Implemented the “Neighbor to Neighbor” utility billing donation program Met all required processing and reporting deadlines for responsible areas Developed a Finance page on the employee intranet to assist our internal customers Submitted 8 process improvements under the Continuous Quality Improvement (CQI) program Increased sales tax revenue from rental properties by $62,500 through increased tracking efforts Provide monthly reports to Enterprise Funds based on their informational needs ♦ Prepare the Comprehensive Annual Financial Report in conformance with generally accepted accounting principles and GFOA financial reporting excellence criteria Maintain a system of internal controls with no material weaknesses Meet all processing and reporting deadlines for responsible areas Develop a monthly Finance report Improve procedures for collection of delinquent sales tax accounts Convert to a new utility bill print process which includes a new “customer friendly” utility billing statement Significantly increase the number of utility customers that view their statement online rather than receiving paper statements BUDGET NOTES No major increases or decreases from FY 2009. Due to budget constraints, no merit or market adjustments were given in FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 0 0 0 0 100% 100% 100% 100% 25 $472,071 37 $288,694 36 $0 36 $100,000 9% 10% 12% 14% % of utility customers signed up to view their utility billing statements online 3% 4% 6% 10% % of utility customer service calls answered within 60 seconds 80% 80% 73% 75% PERFORMANCE/ACTIVITY MEASURES # of material weaknesses in internal controls reported by the auditors % of time payroll and accounts payable processes and reports are completed by required deadlines # of sales tax audits completed and amount collected in excess of the cost of the audit contract % of utility customers participating in autopay - 77 - 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 Budget FY 2009 Projected FY 2009 Budget FY 2010 7.65 4.60 2.50 12.50 6.65 4.60 2.50 13.50 6.65 4.60 2.50 13.50 6.65 4.60 2.50 13.50 6.65 4.60 2.50 13.50 27.25 27.25 27.25 27.25 27.25 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 703,013 305,869 269,389 1,549,355 779,580 323,340 232,870 1,689,550 777,200 324,150 227,790 1,723,510 786,950 324,900 229,110 1,653,770 $ 2,633,010 $ 2,827,625 $ 3,025,340 $ 3,052,650 $ 2,994,730 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,497,750 1,056,609 75,061 3,590 1,673,691 1,153,935 - 1,793,190 1,232,150 - 1,746,380 1,306,270 - 1,767,690 1,227,040 - $ 2,633,010 $ 2,827,625 $ 3,025,340 $ 3,052,650 $ 2,994,730 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 853,741 212,722 251,059 1,315,488 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 2,185,462 2,633,010 $ 2,407,472 2,827,625 (447,548) $ 2,596,680 3,025,340 (420,154) $ (428,660) $ 2,722,760 3,052,650 (329,890) $ COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2007 FY 2008 - 78 - FY 2009 FY 2010 2,728,600 2,994,730 (266,130) Table of Contents Technology Services ♦ PURPOSE STATEMENT ♦ To provide technical, operational and educational support to our internal and external customers in a timely manner. To continuously assess our system environments and work processes in order to achieve superior results in our performance as a work team and as an essential part of our organization. To assist internal and external customers in the best use of technology resources provided. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Resolved internal customers problems in a timely manner Live cut over and stabilization of Intergraph to version 8.1.1 Completed upgrade I/Leads 8.2 Completed migration from Padcom to Netmotion Upgrade ESS Crisis Management Software to Version 7.1 Completed major overhaul of our server infrastructure by replacing 20+ servers Complete the initial phase of the 2010 Census project Implement OnBase Outlook integration for email retention Implement work management for the Streets department Upgrade gbaMS to version 6.74 Transitioned utility billing system from 8 billing cycles to 16 billing cycles Complete Eden upgrade to version 4.4.1 Consolidate the Public Works domain into the Minnow domain Automate the process of creating new Active Directory Accounts Complete evaluation of SharePoint PERFORMANCE/ACTIVITY MEASURES Replace Eden Utility Billing / Permitting IVR Server Move facilities that have ready access to Town fiber optic network to this network. Commissioned Tech Center and put Public Works, Tech Center and Muni on Muni-net Completed Network, Telephony, A/V and PC install for new San Tan Vista Water Treatment plant Implement consolidated network management tools for documentation and change control Completed major upgrade of our telephony switches and implemented survivability (ESS) at our key locations OBJECTIVES FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Meet with departments on a monthly basis and implement projects on a priority basis Complete the 2010 Census project Implement GBA work management system for Public Works Automate PDD/Courts citation data entry and exchange PD network re-design Upgrade all PCs to Office 2007 Upgrade A/V system in Council Chambers Upgrade Eden to 5.0 Implement new Bill Print Upgrade Voice mail system Replace PD call logger systems Implement fiber connectivity in lieu of replacing old microwaves - FS4 BUDGET NOTES Major changes in FY 2009 budget include reduction of Capital Project transfers and the elimination of two FTE; one PC Technician and an Addressing Technician. In addition, one Assistant Technology Services Manager was not budgeted for FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 75% 63% 71% 80% % of problems resolved by the Help Desk within 24 hours % of work-orders completed in a timely manner – Critical Priority only Unplanned down time for phone system 80.0% 62.3% 69.0% 80.0% 0.025% 0.250% 0.250% 0.250% Unplanned down time for web systems 2.00% 2.00% 1.00% 1.00% Unplanned down time for network systems 5.00% 0.50% 0.50% 0.50% Update public map data every 30 days 100% 100% 100% 100% - 79 - Table of Contents Technology Services PERSONNEL BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Personnel EXPENSES BY ACTIVITY Technology Services Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Expenses Budget FY 2009 Projected FY 2009 3.50 8.00 19.75 8.00 0.00 3.50 8.00 19.00 8.00 0.00 3.00 8.00 18.00 8.00 0.00 3.00 8.00 18.00 8.00 0.00 3.00 8.00 17.00 7.00 0.00 39.25 38.50 37.00 37.00 35.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 319,219 1,578,568 2,624,545 735,781 - 331,650 2,652,550 3,142,870 749,010 - 314,260 2,448,460 2,357,940 693,042 236,000 313,010 1,829,470 2,416,540 676,710 442,250 $ 4,838,363 $ 5,258,113 $ 6,876,080 $ 6,049,702 $ 5,677,980 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,494,032 2,296,737 38,430 9,164 3,121,036 1,869,750 267,326 3,374,250 2,299,830 1,202,000 3,072,780 1,869,922 1,107,000 3,016,050 2,302,930 359,000 $ 4,838,363 $ 5,258,113 $ 6,876,080 $ 6,049,702 $ 5,677,980 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 278,284 1,354,820 2,526,650 678,609 - EXPENSES BY CATEGORY Total Expenses Actual FY 2007 901,000 4,838,363 943,838 5,258,113 1,087,600 6,876,080 1,088,010 6,049,702 1,065,510 5,677,980 $ (3,937,363) $ (4,314,276) $ (5,788,480) $ (4,961,692) $ (4,612,470) COST PER FTE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2007 FY 2008 - 80 - FY 2009 FY 2010 Table of Contents Personnel PURPOSE STATEMENT OBJECTIVES FY 2010 ♦ 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, accountability and continuous improvement; promote employee safety, organizational loss control and the effective management of risk; process and maintain employee personnel records. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ Saved $50,000 in recruitment advertising, copy expense and postage through implementation of NeoGov application management system Initiated video-conferencing as a means of interviewing qualified out-of-state applicants Participated in Meet and Confer process through representation on management team, benchmark research, and recommendation of language for MOU’s and Personnel Rules Transferred employee personnel files to OnBase automated document management system to improve records retention PERFORMANCE/ACTIVITY MEASURES Turnover rate for regular employees Implement web-based Self-Serve module for employee access to Personnel records, including leave balances, withholding taxes and payroll activity Enhance employee access to Personnel forms on the employee website Develop and implement automated tutorials and e-learning programs for self-serve employee training; Develop operating department and organization-wide reporting systems for workers compensation and leave management cases Transfer worker’s compensation files, I-9 files and medical files to OnBase automated document management system Set up and administer processes and procedures for MOU’s and revised Personnel Rules BUDGET NOTES Reductions in Personnel budget include reducing funding for property casualty claims administration ($6,200), reduce consulting ($5,000), and eliminating Legal Counsel for Risk and Safety ($5,000). Actual FY 2007 9.5% Actual FY 2008 9.2% Projected FY 2009 8.5% Anticipated FY 2010 9% Number of recruitments per year 246 107 90 90 Percentage of minority applicants On-site training participants (CQI, Respectful Treatment, Supervisory development, Safety, computer skills, interpersonal skills, business skills, personal & financial wellness, etc.) Disciplinary reviews and investigations of potential violations of employment law, personnel rules, or procedures Workers compensation & exposure cases Leave management cases - including injury leave, FMLA, military leave, temporary modified work, special leave without pay Personnel action requests processed Average value of public entity insurance claims Percentage of positions reviewed for classification and compensation equity 26% 27% 27% 27% 1,305 1,934 1,92 1,150 127 201 167 184 128 154 166 166 192 208 276 276 1,380 1,328 954 954 $1,956 $2,240 $2,350 $2,350 20% 47% 40% 40% - 81 - 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 2009 Projected FY 2009 10.00 2.00 2.00 10.00 2.00 3.00 10.00 2.00 3.00 10.00 2.00 3.00 10.00 2.00 3.00 14.00 15.00 15.00 15.00 15.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 1,046,462 238,730 321,292 954,970 226,310 350,000 942,275 242,470 283,785 953,310 221,080 300,490 $ 1,356,594 $ 1,606,483 $ 1,531,280 $ 1,468,530 $ 1,474,880 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,026,158 327,666 2,770 1,252,541 351,442 2,500 1,307,590 221,190 2,500 1,260,200 205,830 2,500 1,264,850 207,530 2,500 $ 1,356,594 $ 1,606,483 $ 1,531,280 $ 1,468,530 $ 1,474,880 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 852,596 238,013 265,985 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 276,094 1,356,594 322,152 1,606,483 317,450 1,531,280 313,730 1,468,530 310,590 1,474,880 $ (1,080,500) $ (1,284,331) $ (1,213,830) $ (1,154,800) $ (1,164,290) COST PER FTE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2007 FY 2008 - 82 - FY 2009 FY 2010 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 2010 ♦ 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 - 83 - Municipal Court Table of Contents Legal and Court Actual FY 2007 Actual FY 2008 Budget FY 2009 General Counsel Town Prosecutor Municipal Court 0.00 19.00 32.25 0.00 19.00 33.25 0.00 19.00 31.25 0.00 19.00 31.25 0.00 19.00 30.92 Total Personnel 51.25 52.25 50.25 50.25 49.92 Actual FY 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 General Counsel Town Prosecutor Municipal Court 1,037,742 1,424,165 2,116,714 846,923 1,649,612 2,537,946 943,720 1,677,860 2,512,520 1,056,000 1,581,330 2,559,207 925,020 1,790,330 2,507,560 Total Expenses $ 4,578,621 $ 5,034,480 $ 5,134,100 $ 5,196,537 $ 5,222,910 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 2,988,615 1,590,006 - 3,871,719 1,162,761 - 3,902,330 1,231,770 - 3,864,240 1,332,297 - 3,822,270 1,189,750 210,890 $ 4,578,621 $ 5,034,480 $ 5,134,100 $ 5,196,537 $ 5,222,910 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 239,024 4,578,621 312,168 5,034,480 189,500 5,134,100 197,800 5,196,537 217,800 5,222,910 $ (4,339,597) $ (4,722,312) $ (4,944,600) $ (4,998,737) $ (5,005,110) Actual FY 2007 16,269 Actual FY 2008 19,253 Projected FY 2009 19,500 Anticipated FY 2010 20,000 # of trials 1,153 1,643 1,700 1,800 # of guilty pleas 4,601 4,541 4,600 4,675 # of dismissals 318 615 540 550 PERFORMANCE/ACTIVITY MEASURES # of Court appearances – Prosecutor - 84 - Table of Contents General Counsel ♦ PURPOSE STATEMENT 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. ♦ ♦ OBJECTIVES FY 2010 ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided regular litigation status reports to the Town Council Brought successful conclusion to Layton Lakes offsite improvements dispute, Palomino Acres Lot 12 lot split litigation and Pederson/BVT sales tax collection matter Worked with staff to prepare comprehensive update to Personnel Policies Worked with staff to implement Meet and Confer ordinance Administered Public Defender procurement and contracts for Court Prepared and/or worked with staff to prepare numerous ordinances, including nontraditional business regulation, solar, wind turbine and water heater permit exception, signwalker regulation, vertical core overlay districts, park rangers Processed numerous rezoning ordinances with Planning staff Successfully obtained Parker-Davis contract for hydropower allocation Completed negotiations for settlement of the White Mountain Apache Tribe water rights claims Worked with CIP staff to complete documents for numerous improvement projects and update of standard CIP contracts Processed numerous right-of-way, well-site and other property acquisitions Prepared numerous intergovernmental agreements with public bodies and contracts with private entities Prepared numerous legal opinions for Council and staff PERFORMANCE/ACTIVITY MEASURES Prepared standard procedures for well-site acquisition, sales tax collection, bankruptcy petitions, and FACTAct compliance Conducted open meeting law and conflict of interest training for boards and commissions Provided regular updates in developments in the law and 2008 legislative report ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Work with Town staff to address problems caused by developers who fail to comply with commitments due to economic circumstances Work with staff to implement procedures for bankruptcy petitions received by the Town Work with staff to implement sales tax collection procedures Prepare standard procedures for trustee’s sales and foreclosures that affect the Town Work with Town staff to develop right-of-way use policy for Salt River Project Work with General Plan Steering Committee on the adoption of an updated General Plan Continue public defender contract management for Court Continue to provide litigation status reports to the Council 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, 2009 and ending on June 30, 2011. Funds for the General Counsel can also be found in the Departmental budgets. The Public Defender budget was increased over FY2009 budget to reflect actual usage. Actual FY 2007 Actual FY 2008 No Performance Measures - 85 - Projected FY 2009 Anticipated FY 2010 Table of Contents General Counsel Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel Public Defender 731,502 306,240 Total Expenses $ 1,037,742 535,039 311,884 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 1,037,742 - Total Expenses $ 1,037,742 $ Total Revenues Total Expenses 56,694 1,037,742 Net Operating Result $ (981,048) $ 846,923 $ Actual FY 2008 583,720 360,000 646,000 410,000 943,720 $ 1,056,000 (789,962) $ 943,720 - 1,056,000 - 943,720 $ 1,056,000 62,200 943,720 (881,520) $ $6.00 $4.00 $2.00 $0.00 - 86 - FY 2010 925,020 Budget FY 2010 925,020 - $ (993,800) $ $8.00 FY 2009 $ 62,200 1,056,000 $10.00 FY 2008 515,020 410,000 Projected FY 2009 COST PER CAPITA FY 2007 Budget FY 2010 Projected FY 2009 Budget FY 2009 56,961 846,923 Budget FY 2010 Projected FY 2009 Budget FY 2009 846,923 - Actual FY 2007 OPERATING RESULTS $ Actual FY 2008 Actual FY 2007 EXPENSES BY CATEGORY 846,923 Projected FY 2009 925,020 Budget FY 2010 75,000 925,020 (850,020) Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2010 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. ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Recruited four volunteers to help alleviate the Victim Advocate’s workload so that other tasks could be made a priority Managed to contend with an increased caseload without adding staff Filled an already existing vacancy for an Assistant Prosecutor Began working with Technology Services to find a new Records Management System because of the danger of losing important case data Began to purge case files according to the department’s record retention schedule Gained access to the Gilbert Municipal Court’s e-forms that are created in the courtroom so that our criminal files can have to most up-to-date and accurate information ♦ Prevent case continuances as much as possible by setting defense interviews and sending discovery documents in a timely manner Conduct additional cross-training within the Support Staff workgroup so that absences cannot hinder case development Continue to utilize training opportunities provided by APAAC (AZ Prosecuting Attorneys’ Advisory Council), so that training expenses can be reimbursed Implement a compatible Records Management System that can also be integrated with the Court and Police systems to prevent redundant in data entry BUDGET NOTES Contractual expenditures increased slightly over FY 2009 adopted budget. A majority of this increase can be attributed to insurance costs. In addition, a onetime expenditure of $190,000 is included in the FY 2010 budget for software replacement. Full time equivalent (FTE) remain unchanged however; costs decrease due to employee changes in benefits elections. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Percentage of cases charged after review 66% 61% 62% 62% Percentage of DUI cases resolved within six months of filing 74% 72% 75% 75% Number of Criminal Cases Tracked 6,538 7,014 7,100 7,200 Number of Domestic Violence Offenders Referred to Counseling Programs 682 691 700 750 Volunteer hours served 11 149 100 400 PERFORMANCE/ACTIVITY MEASURES - 87 - 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 2007 Actual FY 2008 Budget FY 2009 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 1,424,165 1,649,612 1,677,860 1,581,330 1,790,330 $ 1,424,165 $ 1,649,612 $ 1,677,860 $ 1,581,330 $ 1,790,330 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,342,313 81,852 - 1,562,703 86,909 - 1,603,650 74,210 - 1,495,880 85,450 - 1,523,100 77,230 190,000 $ 1,424,165 $ 1,649,612 $ 1,677,860 $ 1,581,330 $ 1,790,330 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 5,170 1,424,165 Net Operating Result Projected FY 2009 10,391 1,649,612 7,300 1,677,860 7,300 1,581,330 7,300 1,790,330 $ (1,418,995) $ (1,639,221) $ (1,670,560) $ (1,574,030) $ (1,783,030) COST PER CASE $300.00 $225.00 $150.00 $75.00 $0.00 FY 2007 FY 2008 FY 2009 - 88 - FY 2010 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2010 The purpose of the Gilbert Municipal Court is to provide a just resolution to cases filed in the Court by local law enforcement agencies and local citizens in a timely fashion as mandated under the Arizona and United States Constitution, the laws of the State of Arizona and the local ordinances. ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Court documents used in all courtrooms have been automated specifically for each judge. Error rate has been reduced, due in large part to the replacement of handwriting with word documents Implemented e-payments with automatic disposition reporting directly to the Full Court case management Implemented electronic reporting regarding MADD completions Sanctions division met the goal of addressing noncompliance within 90 days. The noncompliance (whether MADD violation, counseling, driving school, FTP, etc) is acted upon within one week of running overdue processing or a report being received from a collateral source Achieved an average collection rate for fines and fees of 92.75% ♦ ♦ Promote CQI process improvements among ALL staff to encourage efficiency and cost saving. Ideally, each division will submit at least one process improvement as a simply CQI submittal in fiscal year 2010 Reduce paper consumption/expense by 25%. Recycle criminal file folders by reusing them when they are eligible for purging Reduce average wait time at the court service counter to an average of less than 10 minutes Work to resolve 85% of DUI cases within 120 days and 93% of DUI cases within 180 days, pursuant to Administrative Order 2007-94 Utilize grant funding approval to enhance the court’s part time office assistant position to full time in fiscal year 2010. Position will be utilized to enhance efficiency by; pulling the court’s daily docket; ensuring that complaints are entered into the court’s case management system within three days of filing; and ensuring that the court succeeds in achieving a manageable records retention schedule BUDGET NOTES Full time equivalents decrease from FY 2009 Adopted as a result of one part time Office Assistant transferring to the Fill the Gap Fund in Special Revenue. This decrease is minimized by Pro Tem Judges being reclassified as employees and not contract workers per IRS regulations. Approximately $25,000 was removed from contractual and supplies as a result of this change. Actual FY 2007 38,315 Actual FY 2008 37,821 Projected FY 2009 38,000 Anticipated FY 2010 40,000 % of DUI Cases Over 180 Days N/A N/A 17% 10% # of Jury Trials 40 55 50 55 # of Civil Traffic Hearings 674 449 530 550 6 minutes 10 minutes 15 minutes 10 minutes 25 10 5 5 N/A N/A 2.985 3.135 PERFORMANCE/ACTIVITY MEASURES Case Filings Average wait time for customer Number of complaints about phone service Petitions to Revoke Filed (starting keeping statistics in September, 2008) - 89 - Table of Contents Municipal Court Actual FY 2007 Actual FY 2008 Budget FY 2009 Municipal Court 32.25 33.25 31.25 31.25 30.92 Total Personnel 32.25 33.25 31.25 31.25 30.92 Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2009 Budget FY 2010 Budget FY 2010 2,116,714 2,537,946 2,512,520 2,559,207 2,507,560 $ 2,116,714 $ 2,537,946 $ 2,512,520 $ 2,559,207 $ 2,507,560 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,646,302 470,412 - 2,309,016 228,929 - 2,298,680 213,840 - 2,368,360 190,847 - 2,299,170 187,500 20,890 $ 2,116,714 $ 2,537,946 $ 2,512,520 $ 2,559,207 $ 2,507,560 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 177,160 2,116,714 Net Operating Result Projected FY 2009 244,817 2,537,946 120,000 2,512,520 128,300 2,559,207 135,500 2,507,560 $ (1,939,554) $ (2,293,129) $ (2,392,520) $ (2,430,907) $ (2,372,060) COST PER CASE $75.00 $60.00 $45.00 $30.00 $15.00 $0.00 FY 2007 FY 2008 FY 2009 - 90 - FY 2010 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 divisions in the Development Services Department guide land development from the vacant parcel stage through construction of structures and the maintenance of developed parcels to maintain community aesthetics as well as safety concerns. The individual divisions 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. Administration and Customer Service answers customer questions and processes permit applications. 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 and per code to support the new development. GOALS FY 2010 ♦ Actively recruit globally-competitive, high value added businesses to Gilbert ♦ Pro-actively assist in the retention and expansion of existing Gilbert businesses ♦ Be recognized as a community that is business friendly and has the infrastructure in place to attract and retain business ♦ Continue to improve customer service throughout 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 - 91 - Table of Contents Development Services PERSONNEL BY DIVISION Actual FY 2007 Actual FY 2008 Budget FY 2009 11.75 30.00 47.88 19.50 5.00 9.50 25.00 38.63 19.50 5.00 9.00 25.00 38.63 19.50 5.00 8.00 18.50 27.50 10.00 5.00 8.00 18.50 27.50 10.00 5.00 114.13 97.63 97.13 69.00 69.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business Development Total Personnel EXPENSES BY DIVISION Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business 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 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 629,777 3,115,336 4,073,960 1,760,338 3,372,717 794,243 3,301,159 3,984,086 1,896,403 5,297,657 730,060 2,609,590 3,298,220 1,875,630 5,310,920 689,168 2,436,640 2,933,386 1,589,441 3,828,080 673,800 1,947,510 2,364,420 1,163,470 3,702,560 $ 12,952,128 $ 15,273,548 $ 13,824,420 $ 11,476,715 $ 9,851,760 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 7,496,213 4,786,716 58,440 610,759 8,736,799 3,953,848 2,582,901 8,087,440 4,427,980 1,309,000 7,173,065 2,912,400 1,391,250 5,927,600 2,032,360 1,891,800 $ 12,952,128 $ 15,273,548 $ 13,824,420 $ 11,476,715 $ 9,851,760 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 10,232,910 12,952,128 7,426,571 15,273,548 5,448,420 13,824,420 3,759,430 11,476,715 3,759,540 9,851,760 $ (2,719,218) $ (7,846,977) $ (8,376,000) $ (7,717,285) $ (6,092,220) Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Number of single family permits issued 2,809 1,537 1,034 600 Total number of permits issued 12,206 10,099 6,000 7,000 Acres of land approved for development through re-zoning 1,443 1,576 1,172 500 Acres annexed 2,147 689 91 200 PERFORMANCE/ACTIVITY MEASURES - 92 - Table of Contents Administration and Customer Service PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ Accomplished in-depth cross-training of staff members in divisional responsibilities Provided group training opportunities facilitated by divisional and department staff members, including field training Increased employee attendance at selfdevelopment opportunities provided by the Town of Gilbert Analyzed and improved current divisional processes and established on-line procedures and flowcharts for associated tasks to minimize processing ♦ Move from paper to electronic files Update Administrative and Customer Services webpage to be more customer friendly and informative Assess current permit and license applications and procedures for improvement and enhancement opportunities inside and outside of the division to more fully meet the customer’s needs Continue coordination efforts within Development Services to simplify and streamline the certificate of occupancy permitting/inspection process for small business owners BUDGET HIGHLIGHTS Based on continued slowdown in growth, personnel in this section are reduced by 1.0 FTE Development Service Representative. Personnel budget reduction totals $38,040. Other budget reductions include expenses associated with the decrease in FTE as well as realigning base budgets to historical experience. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Number of permits issued 12,206 10,099 6,000 7,000 Number of business registrations issued 1,516 979 1,400 1,500 Number of liquor licenses issued 40 25 50 60 Number of special events permits issued 17 42 13 20 PERFORMANCE/ACTIVITY MEASURES - 93 - Table of Contents Administration and Customer Service PERSONNEL BY ACTIVITY Actual FY 2007 Actual FY 2008 Budget FY 2009 Admin and Customer Svc 11.75 9.50 9.00 8.00 8.00 11.75 9.50 9.00 8.00 8.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Total Personnel EXPENSES BY ACTIVITY Admin and Customer Svc Total Expenses 629,777 $ 629,777 794,243 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 629,777 Total Revenues Total Expenses $ 199,675 629,777 Net Operating Result $ 730,060 (430,102) $ 794,243 $ 689,168 Actual FY 2008 730,060 (524,510) $ $ 689,168 196,000 730,060 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2008 FY 2009 - 94 - $ (455,148) $ $150.00 FY 2007 626,390 47,410 - 234,020 689,168 (534,060) $ FY 2010 673,800 Budget FY 2010 Projected FY 2009 COST PER PERMIT . $ 608,740 80,428 - Budget FY 2009 269,733 794,243 673,800 Projected FY 2009 664,430 65,630 $ Budget FY 2010 689,168 Budget FY 2009 720,541 73,702 - Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 730,060 Actual FY 2008 503,882 125,895 - Total Expenses 794,243 Projected FY 2009 673,800 Budget FY 2010 234,000 673,800 (439,800) Table of Contents Permit and Plan Review Services PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ Processed 352 commercial permits valuing $90,836,913 Processed 717 sign permits Processed 1,038 single family permits ♦ Continue to respond to customer comments and other input as to suggested improvements to our processes and procedures Adhere to the published plan review times Continue efforts with rest of Development Services to simplify and streamline the certificate of occupancy permitting/inspection process for small business owners Work with Inspection and Compliance Division to streamline engineering permits for commercial projects by incorporating multiple permits into one single permit BUDGET NOTES Based on the continued slowdown in growth, personnel in this section were reduced by 6.5 FTE which includes 4 Plans Examiners, 1 Permit Technician and 1 Landscape Technician with 0.5 FTE reallocated to the Inspection and Compliance division. Personnel budget reductions total $513,480, including $21,220 in overtime expenses. The decrease in base budget for supplies and contractual includes $148,600 for various operational expenses. PERFORMANCE/ACTIVITY MEASURES % of final plats reviewed within 20 working days Total permit applications processed % of landscape plans reviewed within 20 working days Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 95% 95% 95% 95% 10,502 9,874 6,272 6,200 85% 90% 90% 90% - 95 - 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 Budget FY 2009 Projected FY 2009 Budget FY 2010 10.40 2.60 12.60 4.40 6.40 1.60 12.60 4.40 6.40 1.60 12.60 4.40 4.40 1.60 9.60 2.90 4.40 1.60 9.60 2.90 30.00 25.00 25.00 18.50 18.50 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,402,514 199,348 1,335,316 363,981 716,600 161,300 1,362,890 368,800 687,470 151,960 1,260,090 337,120 450,500 151,700 1,084,040 261,270 $ 3,115,336 $ 3,301,159 $ 2,609,590 $ 2,436,640 $ 1,947,510 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,196,014 919,322 - 2,514,891 786,268 - 2,269,750 339,840 - 2,088,060 348,580 - 1,756,270 191,240 - $ 3,115,336 $ 3,301,159 $ 2,609,590 $ 2,436,640 $ 1,947,510 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 1,453,421 200,321 1,162,479 299,115 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 8,840,487 3,115,336 6,097,982 3,301,159 4,398,400 2,609,590 $ 5,725,151 $ 2,796,823 $ 1,788,810 2,784,990 2,436,640 $ 348,350 CO ST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2007 FY 2008 - 96 - FY 2009 FY 2010 2,783,270 1,947,510 $ 835,760 Table of Contents Inspection and Compliance Services PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspections performed by all work groups were completed within established timelines Processed and reviewed 100% of business registration requests within established guidelines Streamlined fire inspection process by identifying inspections that did not need set appointments. This allows for more projects to be inspected each day Coordinated efforts within our division and Fire Prevention to track and verify that all businesses have current certificates of occupancy and business registrations ♦ Complete all requested inspections within established guidelines Respond to 95% of complaints within 2 days of receipt Review all business registration requests within applicable established guidelines Continue coordinating efforts with rest of Development Services to simplify and streamline the certificate of occupancy permitting/inspection process for small business owners Work with Permitting and Plan Review Division to streamline engineering permits for commercial projects by incorporating multiple permits into one single BUDGET NOTES Based on the continued slowdown in growth, personnel was reduced by an additional 11.63 FTE which includes three Inspector I positions, six Inspector II positions, a Senior Inspector position, an Administrative Assistant position and a part time (.63 FTE) Office Assistant position. In addition 0.5 FTE Landscape Technician was reallocated from Permit and Plan Review to Inspection and Compliance. Personnel budget reductions for FY 2010 total $887,830 which includes $13,710 in overtime expenses. The reduction in the supplies and contractual base budget includes $45,970 in various operational expenses. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two working days 99% 99% 98% 95% % of fire inspections requests completed within 48 hours 99% 100% 100% 100% % of business registration reviews completed within established guidelines 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES - 97 - Table of Contents Inspection and Compliance Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Code Backflow Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning Code Backflow Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2007 Actual FY 2008 Budget FY 2009 21.28 5.30 10.65 1.30 7.10 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 8.65 1.30 6.65 0.80 7.85 2.25 8.65 1.30 6.65 0.80 7.85 2.25 47.88 38.63 38.63 27.50 27.50 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 1,831,546 364,003 1,023,647 132,616 536,242 185,906 1,873,244 346,721 851,053 113,664 593,802 205,602 1,383,400 250,050 740,480 108,720 602,150 213,420 1,216,683 159,747 626,017 98,541 628,905 203,493 842,710 107,560 568,150 60,930 575,530 209,540 $ 4,073,960 $ 3,984,086 $ 3,298,220 $ 2,933,386 $ 2,364,420 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 3,210,884 763,526 58,440 41,110 3,513,354 470,732 - 3,063,370 234,850 - 2,699,180 234,206 - 2,175,540 188,880 - $ 4,073,960 $ 3,984,086 $ 3,298,220 $ 2,933,386 $ 2,364,420 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 339,838 4,073,960 Net Operating Result Projected FY 2009 312,296 3,984,086 284,020 3,298,220 263,260 2,933,386 265,510 2,364,420 $ (3,734,122) $ (3,671,790) $ (3,014,200) $ (2,670,126) $ (2,098,910) COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2007 FY 2008 FY 2009 - 98 - FY 2010 Table of Contents Planning and Development PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Minor Administrative Review process initiated in order to help customers and track changes to projects Process established for imaging and files prepped in order to comply with State requirements Heritage District Design Guideline Committee work is underway Sign Walker Code Amendment approved by Town Council to comply with State requirements Pecos-Mercy Major General Plan amendment approved by Town Council Vertical Development Overlay District text amendment was approved by Town Council General Plan 2011 Update Kicked Off. Steering and Sub-Committee members appointed and work underway Text amendment for Separation Requirements for Non-Traditional Businesses undertaken CQI award for electronic filing system Communication with Permitting and Plan Review to review and improve Standard Plan process and approval Web site improvements to help customers find information and stay informed of major projects and meeting dates Cross training with Development Service Representatives to better assist customers Group Home process improved ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provide superior planning services for external and internal customers Continue to evaluate and streamline processes (signage, review and approval process, administrative use permits) Continue coordinating efforts with rest of Development Services to simplify and streamline the certificate of occupancy permitting/inspection process for small business owners Review fees Support Steering and Sub-Committees for the work on the General Plan 2011 update Complete Non-Traditional Business Separation amendment Complete Heritage District Design Guidelines Ensure continuing education credits are completed for AICP certifications Continue to update Land Development Code Continue to utilize and improve on usage of GIS technology Update Web page continually BUDGET NOTES Based on continued slowdown in growth, personnel was reduced by 8.0 FTE, which includes three Planner I positions, one Planner II position, one Senior Planner, one Principal Planner, one Planning Technician, and two and one half Administrative Assistant positions. Personnel reductions total $714,800 for FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 # of cases received (applications, administrative applications, pre-applications, misc.) 774 628 384 400 % of items continued due to ad errors 2% 2% 1% 1% 100% 100% 100% 100% 100% 100% 100% 100% 90% 95% 100% 100% PERFORMANCE/ACTIVITY MEASURES % of Draft minutes completed within 72 hours % of Design Review Board and Planning Commission packets produced on time % of planning review comments returned on schedule - 99 - Table of Contents Planning and Development PERSONNEL BY ACTIVITY Planning and Development Total Personnel EXPENSES BY ACTIVITY Planning and Development Total Expenses Budget FY 2009 Projected FY 2009 Budget FY 2010 19.50 19.50 19.50 10.00 10.00 19.50 19.50 19.50 10.00 10.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,896,403 1,875,630 1,589,441 1,163,470 $ 1,760,338 $ 1,896,403 $ 1,875,630 $ 1,589,441 $ 1,163,470 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,221,844 538,494 - 1,583,245 313,158 - 1,659,090 216,540 - 1,352,625 236,816 - 944,290 219,180 - $ 1,760,338 $ 1,896,403 $ 1,875,630 $ 1,589,441 $ 1,163,470 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 1,760,338 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 852,667 1,760,338 $ 746,460 1,896,403 570,000 1,875,630 477,140 1,589,441 (907,671) $ (1,149,943) $ (1,305,630) $ (1,112,301) $ COST PER CASE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2007 FY 2008 - 100 - FY 2009 FY 2010 476,760 1,163,470 (686,710) Table of Contents Business Development PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ Gilbert Business Development Division recognized as Small Organization of the Year by the Arizona Association for Economic Development (AAED) ♦ Implementation of FY Action Plan and Marketing & Communications Strategy ♦ Completion and dissemination of the 20082009 Gilbert Community Profile, Circle of Influence and Postcard marketing campaign ♦ Cultivating a Business Development pipeline of over $700,000,000 in capital investment ♦ 06 net new staff assisted projects ♦ Created 1,275 new jobs ♦ Implementation of a Division Continuous Quality Improvement (CQI) plan to define & address issues, measure outcome and maintain outcome ♦ Implementation of GEDAB Strategy Teams to assemble information and analyze Gilbert’s PCE status ♦ Adoption of the Industrial Development Authority and the creation of a subcommittee to address and overcome shortcomings in the marketing of the program Addition of clean and renewable energy as a strategic industry cluster PERFORMANCE/ACTIVITY MEASURES Jobs to population ratio # of new jobs created Payroll/average salary Capital investment # of Locates # of net new staff assisted projects through Gilbert’s Partners Experience Results Together P.E.R.T. process # of B3 calls completed (logged into the computer) ♦ ♦ ♦ ♦ ♦ ♦ Continue coordinating efforts with rest of Development Services to simplify and streamline the certificate of occupancy permitting/inspection process for small business owners Cultivate leads through domestic and international channels/trade missions Market and promote Gilbert’s competitive advantages Produce Gilbert Community Profile and disseminate to prospects, developers, brokers, and community groups Disseminate electronic and printed marketing placements Create 120 new business development leads Create 550 new science, technology, engineering, math and retail jobs exceeding 125% of the county wage average in Gilbert’s strategic industry clusters Generate $61,000,000 in capital investment on new projects Assist in the location of 06 new companies to Gilbert 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 50 existing Gilbert businesses per year • Develop a quarterly B3 report and provide results to GEDAB BUDGET NOTES The reduction in contractual expenses is from Economic Development Incentives decreasing by $1,406,100 based on continued economic slowdown as well as the expiration of some agreements. Actual FY 2007 1:3.28 2,013 $50,455 $54,400,000 14 Actual FY 2008 1:3.18 1,239 $46,230 $124,579,750 6 Projected FY 2009 1:3.02 1,275 $47,616 $80,000,000 6 Anticipated FY 2010 1:3.02 1,575 $48,916 $91,000,000 9 N/A 6 6 5 11 21 50 50 - 101 - Table of Contents Business Development PERSONNEL BY ACTIVITY Business Development Admini Business Development Redevelopment Total Personnel EXPENSES BY ACTIVITY Business Development Admini Business Development Redevelopment Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2007 Actual FY 2008 Budget FY 2009 5.00 0.00 0.00 5.00 0.00 0.00 5.00 0.00 0.00 5.00 0.00 0.00 5.00 0.00 0.00 5.00 5.00 5.00 5.00 5.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 2,803,068 569,649 3,368,182 1,929,475 4,001,920 1,309,000 3,278,830 549,250 2,588,560 1,114,000 $ 3,372,717 $ 5,297,657 $ 5,310,920 $ 3,828,080 $ 3,702,560 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 363,589 2,439,479 569,649 404,768 2,309,988 2,582,901 430,800 3,571,120 1,309,000 424,460 2,012,370 1,391,250 425,110 1,385,650 1,891,800 $ 3,372,717 $ 5,297,657 $ 5,310,920 $ 3,828,080 $ 3,702,560 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 243 3,372,717 Net Operating Result Projected FY 2009 101 5,297,657 5,310,920 20 3,828,080 3,702,560 $ (3,372,474) $ (5,297,556) $ (5,310,920) $ (3,828,060) $ (3,702,560) RETAIL SALES TAX PER CAPITA $125.00 $100.00 $75.00 $50.00 $25.00 $0.00 FY 2007 FY 2008 - 102 - FY 2009 FY 2010 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 2010 ♦ 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 - 103 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Administration Professional Standards Patrol Services Support Services Counseling Services Investigations Tactical Operations Total Sworn Total Civilian 5.50 9.00 196.00 72.00 9.50 37.00 0.00 216.00 114.00 5.50 10.00 206.00 73.00 9.50 45.00 0.00 227.00 123.00 5.50 8.00 206.00 67.00 9.50 45.00 0.00 227.00 115.00 5.50 8.00 206.00 67.00 9.50 45.00 0.00 227.00 115.00 5.50 8.00 206.00 67.00 9.50 45.00 0.00 227.00 115.00 330.00 350.00 342.00 342.00 342.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 852,016 836,039 19,650,690 4,910,224 745,367 3,859,989 112,117 962,006 955,748 21,592,203 4,823,560 773,228 4,544,690 132,087 972,980 862,310 22,516,960 5,845,790 800,280 5,027,260 94,580 879,190 814,730 22,298,780 5,351,320 766,340 5,082,980 167,460 902,300 825,960 22,503,930 5,732,120 754,550 5,068,520 152,930 $ 30,966,442 $ 33,783,523 $ 36,120,160 $ 35,360,800 $ 35,940,310 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 24,889,302 4,141,544 427,697 1,507,899 28,961,706 4,234,136 569,820 17,861 31,189,010 4,366,150 157,000 408,000 30,233,650 4,638,030 79,120 410,000 30,552,330 4,718,930 259,050 410,000 $ 30,966,442 $ 33,783,523 $ 36,120,160 $ 35,360,800 $ 35,940,310 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 3,169,114 30,966,442 2,710,324 33,783,523 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 3,093,960 35,360,800 3,091,000 35,940,310 $(27,797,328) $(31,073,199) $(32,866,160) $(32,266,840) $(32,849,310) 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 2007 1.10 Actual FY 2008 1.10 Projected FY 2009 1.06 Anticipated FY 2010 1.07 91.0% 92.8% 92.0% 92.0% 95.0% 96.3% 96.0% 96.0% 92.0% 94.3% 94.0% 94.0% 26.60 26.00 24.33 25.00 - 104 - Table of Contents Professional Standards PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ Maintain all allotted officer and civilian positions approved by Town Council by June 30, 2010 Complete 60% of total internal investigations within 30 days Complete and route 95% of total internal investigations within 60 days BUDGET NOTES Quarterly Risk Management Programprovided top managers and department commanders with statistical information regarding internal investigations (internal/external complaints on police department employees), arrests, traffic stops and Critical Incident Reports (use of force, Pursuits, PD traffic collisions, and property damage) Implementation of On-duty verses Off-duty injury statistics added to Quarterly Risk Management Program Property and Evidence Audits- formal quarterly examination of all property impounded pertaining to drugs, money and guns Monthly claims audit- used to ensure that collisions, property damage, property losses and police actions which give rise to a claim have been properly reported and documented Personnel costs decrease due to reduction in Premium Pay and employee benefit elections. No merit or market adjustments were received in FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 % of total investigations completed within 30 days 41.4% 47.5% 60.0% 70.0% % of total investigations completed and routed within 60 days (including those completed within 30 days) 74.7% 91.8% 95.0% 95.0% 62 25 12 10 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES Actual number of officers and civilians hired including over-hires % of authorized positions filled - 105 - Table of Contents Professional Standards PERSONNEL BY ACTIVITY OPS - Internal Affairs OPS - Hiring/Accreditation Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY OPS - Internal Affairs OPS - Hiring/Accreditation Total Expenses $ Budget FY 2009 3.00 6.00 3.00 6.00 4.00 6.00 4.00 6.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 9.00 10.00 8.00 8.00 8.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 836,039 517,362 438,386 $ 955,748 Actual FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 836,039 $ 862,310 (836,039) $ $ (955,748) $ 814,730 $ 814,730 862,310 $1,800.00 $1,200.00 $600.00 $0.00 - 106 - $ (814,730) $ $2,400.00 FY 2009 740,880 85,080 - 814,730 (862,310) $ FY 2010 825,960 Budget FY 2010 Projected FY 2009 $3,000.00 FY 2008 $ 730,060 84,670 - COST PER POLICE FTE FY 2007 498,390 327,570 Projected FY 2009 Budget FY 2009 955,748 Budget FY 2010 497,230 317,500 771,400 90,910 - Actual FY 2008 836,039 $ 862,310 Budget FY 2010 Projected FY 2009 Budget FY 2009 955,748 Actual FY 2007 Total Revenues Total Expenses $ 810,653 116,725 28,370 $ Projected FY 2009 519,230 343,080 Actual FY 2008 705,232 125,397 5,410 OPERATING RESULTS Net Operating Result Actual FY 2008 363,631 472,408 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 825,960 Budget FY 2010 825,960 (825,960) Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Officer initiated calls for service increased by more than 29% compared to the previous year Felony arrests increased 2% over the previous year Officer at fault collision decrease significantly, 71% reduction from the previous year Emergency response times improved by more than 4% from the previous year Gilbert maintained its rating as the safest city (population more than 100,000) Maintained a satisfaction rating above 90% per the Head of Household survey Increase in number of patrol beats, which provided less area coverage requirements per officer PERFORMANCE/ACTIVITY MEASURES Number of felony arrests Value of property lost due to crime Crimes committed per 1,000 population Emergency Response Time Non-Emergency Response Time # of patrol beats Misdemeanor Arrests Number of Officer at fault collisions Officer initiated Calls for Service ♦ ♦ Provide adequate staffing coverage, filling all beats per division, per shift Maintain a satisfaction level of 90% or more based on the Town’s annual Head of Household survey Maintain the rating as safest city in Arizona with a population more than 100,000. Increase Traffic and subject stops by 10% Increase DUI and alcohol related offense arrests by 10%, with emphasis on submitting suspects warrant letters and enhanced warrant enforcement activities Implement an alarm management program with the goal to decrease false burglary alarms by 10% Maintain average of 4 minute emergency response times (5:15 including call reception to dispatch) BUDGET NOTES Based on minimal growth and budget constraints, no additional officers are included in the FY 2010 General Fund budget. A COPS Hiring Recovery Program grant was submitted for ten officers through the US Department of Justice Office. While this grant has not yet been awarded, only base personnel costs would be covered by the grant. As a result, all other officer related costs, including vehicles, are included in the General Fund budget. If the grant is not awarded, the budget for these items will be removed from the Patrol Services budget. Actual FY 2007 2,676 Actual FY 2008 2,284 Projected FY 2009 2,333 Anticipated FY 2010 2,566 $13,051,746 $11,501,614 $10,808,270 $11,889,097 26.60 32.20 30.17 31.00 5 min 16 sec 4 min 33 sec 4 min 22 sec 5 min 04 sec 25 min 30 sec 21 min 06 sec 18 min 01 sec 19 min 49 sec 8 10 11 11 10,648 8,244 7,636 8,399 12 7 2 3 89,164 90,383 117,432 129,175 - 107 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 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 21.00 161.00 3.00 17.50 7.50 5.00 12.00 185.00 21.00 196.00 206.00 206.00 206.00 206.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 15,160,687 370,498 2,099,118 687,026 342,876 990,485 16,769,415 369,700 2,047,591 787,361 407,960 1,210,176 17,232,230 407,370 2,264,660 893,180 388,130 1,331,390 17,134,320 412,700 2,147,730 922,760 392,110 1,289,160 17,387,110 410,230 2,151,610 881,250 391,830 1,281,900 $ 19,650,690 $ 21,592,203 $ 22,516,960 $ 22,298,780 $ 22,503,930 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 16,019,290 2,361,729 376,851 892,820 18,827,388 2,483,553 281,262 - 20,015,600 2,424,360 77,000 - 19,502,240 2,717,420 79,120 - 19,566,050 2,678,830 259,050 - $ 19,650,690 $ 21,592,203 $ 22,516,960 $ 22,298,780 $ 22,503,930 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 2,812,236 19,650,690 2,707,397 21,592,203 2,837,970 22,516,960 2,595,520 22,298,780 2,594,450 22,503,930 $(16,838,454) $(18,884,805) $(19,678,990) $(19,703,260) $(19,909,480) PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2007 FY 2008 FY 2009 - 108 - FY 2010 Table of Contents Police Support Services PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Handled 177,129 calls for service, including 55,178 9-1-1 calls Reduced the time for emergency calls received to officer dispatched from 48 seconds to 41 seconds Fulfilled 29,634 public records requests Processed 24,180 Departmental Reports and entered 25,096 citations Police Records implemented TRACView – an internet based technology allowing citizens to rapidly search, view and purchase accident reports online Achieved NIBRS (National Incident Based Reporting System) certification Participated in the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) new E-Trace program to track firearms received by police departments nationwide Hosted 11 VIN Etching events, a Document Shredding event to combat identity theft and fraud (27,000 pounds of documents shredded), Prescriptions and Over-theCounter Drug disposal program (collected over 106 pounds of expired prescriptions) as well as the Red Ribbon Gang & Drug Prevention program which reached over 4,100 students in Gilbert and Higley Public School Districts Distributed 21 media releases and redesigned the Police web page to include automating the media request process Increase the number of public contacts by five percent over the previous fiscal year 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 Recruit, train and retain qualified applicants to fill all authorized vacant positions in Communications Fill all vacant Communications positions by 11/01/09 and train all new hires by 6/30/2010 BUDGET NOTES Personnel costs decrease due to reductions in Premium Pay and employee benefit elections. Due to budget constraints, no merit or market adjustments were given in FY 2010. Transfer out is for debt service on the Police Property Facility. PERFORMANCE/ACTIVITY MEASURES Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Time between emergency call received to dispatching an officer 48 seconds 41 seconds 41 seconds 41 seconds Time to process requests for reports in Records 48 hours 48 hours 48 hours 48 hours Number of public contacts by Crime Prevention Unit 8,393,499 8,897,109 9,430,936 9,500,000 - 109 - Table of Contents Police Support Services PERSONNEL BY ACTIVITY Records Communication Property Alarm Management Training Coordination Planning and Research Total Sworn Total Civilian 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 2007 Actual FY 2008 Budget FY 2009 16.00 43.00 7.00 1.00 4.00 2.00 1.00 72.00 16.00 44.00 7.00 1.00 4.00 2.00 1.00 73.00 16.00 38.00 7.00 1.00 4.00 2.00 1.00 67.00 16.00 38.00 7.00 1.00 4.00 2.00 1.00 67.00 16.00 38.00 7.00 1.00 4.00 2.00 1.00 67.00 73.00 74.00 68.00 68.00 68.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 918,835 2,332,576 1,073,187 72,676 320,377 192,573 935,646 2,745,871 583,561 71,026 329,572 157,885 1,026,460 3,200,460 1,014,620 70,370 371,840 162,040 944,060 2,866,140 984,990 71,540 326,220 158,370 976,800 3,212,480 986,890 69,440 327,400 159,110 $ 4,910,224 $ 4,823,560 $ 5,845,790 $ 5,351,320 $ 5,732,120 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 3,679,587 751,918 478,719 4,080,705 724,995 17,861 4,444,470 993,320 408,000 4,041,230 900,090 410,000 4,258,990 1,063,130 410,000 $ 4,910,224 $ 4,823,560 $ 5,845,790 $ 5,351,320 $ 5,732,120 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 82,936 4,910,224 Net Operating Result Projected FY 2009 $ (314,577) 4,823,560 91,030 5,845,790 181,310 5,351,320 179,420 5,732,120 $ (4,827,288) $ (5,138,137) $ (5,754,760) $ (5,170,010) $ (5,552,700) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2007 FY 2008 FY 2009 - 110 - FY 2010 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ 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 crisis calls within 30 minutes of request by Police and Fire No major changes occurred in the Counseling Services area. No merit or market adjustments were budgeted in FY 2010. Over 5,100 clients were provided with services 105 crisis calls were handled by staff Over 1,500 victims were offered services Provided 23 Community Youth Diversion classes, 15 Adolescent Life Fundamentals classes, and 13 Adolescent Drug and Alcohol classes PERFORMANCE/ACTIVITY MEASURES Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Counseling Units of Service – Individual and Group 24,957 24,252 24,500 24,500 Cost per counseling unit $29.87 $31.88 $31.28 $30.80 Victims Offered Services 1,506 1,512 1,520 1,520 Number of crisis calls handled 133 105 120 120 Average callout response time 22.3 minutes 23.5 minutes 23.0 minutes 23.0 minutes % of youth violence referrals completing the program successfully 95% 95% 95% 95% Total Clients Served 5,140 5,135 5,140 5,140 - 111 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2007 Actual FY 2008 Budget FY 2009 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Actual FY 2007 Actual FY 2008 Budget FY 2009 745,367 Total Expenses $ 745,367 773,228 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 745,367 Total Revenues Total Expenses $ 273,942 745,367 Net Operating Result $ 800,280 (471,425) $ 773,228 $ 766,340 Actual FY 2008 800,280 (456,099) $ $ 766,340 325,000 800,280 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2009 - 112 - $ (449,210) $ $5.00 FY 2008 702,680 51,870 - 317,130 766,340 (475,280) $ FY 2010 754,550 Budget FY 2010 Projected FY 2009 COST PER CAPITA FY 2007 $ 713,040 53,300 - Budget FY 2009 317,130 773,228 754,550 Projected FY 2009 744,680 55,600 $ Budget FY 2010 766,340 Budget FY 2009 708,403 64,825 - Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 800,280 Actual FY 2008 676,076 69,291 - Total Expenses 773,228 Projected FY 2009 754,550 Budget FY 2010 317,130 754,550 (437,420) 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. ♦ ♦ Trained all of the newly assigned Child / Sex Crimes Detectives in basic sex crimes and child crimes investigation 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. One case alone resulted in the seizure of over 2500 pounds of marijuana, valued at approximately 2.5 million dollars ACCOMPLISHMENTS FY 2009 OBJECTIVES FY 2010 ♦ ♦ ♦ ♦ ♦ 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 Internet based crimes against children by training and equipment a detective to work ICAC cases Conduct high quality investigations and maintain high case clearance rates for the fiscal year even with an increasing workload BUDGET NOTES Personnel costs increase as a result of additional Standby pay allocated to Investigations. There were no personnel salary increases for FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Case clearance rate 25% 30% 40% 40% Total number of cases 1,176 1,549 1,255 1,325 Total number of arrests/complaints 299 460 500 530 Total number of cases inactivated 442 548 455 480 Percentage of cases inactivated 38% 35% 36% 36% Total number of search warrants 132 140 160 155 Total Special Investigations Team cases 120 145 150 157 PERFORMANCE/ACTIVITY MEASURES - 113 - 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 2009 Projected FY 2009 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 2.00 8.00 4.00 17.00 14.00 34.00 11.00 37.00 45.00 45.00 45.00 45.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 296,965 788,827 319,267 1,773,270 1,366,362 319,110 954,390 330,560 1,891,280 1,531,920 292,990 921,700 328,350 2,024,630 1,515,310 304,680 913,190 331,260 2,010,820 1,508,570 $ 3,859,989 $ 4,544,690 $ 5,027,260 $ 5,082,980 $ 5,068,520 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,241,713 447,190 50,846 120,240 3,874,073 528,416 142,201 - 4,524,550 502,710 - 4,561,850 521,130 - 4,588,030 480,490 - $ 3,859,989 $ 4,544,690 $ 5,027,260 $ 5,082,980 $ 5,068,520 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 397,253 768,891 244,061 1,308,290 1,141,494 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 3,859,989 374 4,544,690 5,027,260 5,082,980 5,068,520 $ (3,859,989) $ (4,544,316) $ (5,027,260) $ (5,082,980) $ (5,068,520) COST PER CASE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2007 FY 2008 - 114 - FY 2009 FY 2010 Table of Contents Tactical Operations PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ Received via UASI grant a Lenco BearCat, armored vehicle, and successfully deployed in dangerous situations, significantly increasing officer safety on Tactical Operations Successfully resolved all tactical operations without injury or loss of life to officers or innocent persons, and without injury or loss of life to suspects caused by TOU operators Added three Tactical Equipment Operators (TEO) to the Unit, to handle the robot, which will be received via UASI grant, and other tactical and technical equipment in the Unit ♦ ♦ Provide one-Unit training day/month for Entry, Precision Rifle Operators, TNT, and TEO Provide one 4 hour block of firearms training/month for Entry and Precision Rifle Operators Provide one additional 4 hour block of firearms – sniper training to Precision rifle operators and Entry Breachers Provide Basic SWAT School to new Unit members Improve TOU operators’ safety via reception and deployment the new robot (UASI grant approved) on TOU barricaded suspect and/or hostage operations Improve deployment times via reception and deployment the new equipment vehicle (UASI grant approved), which will better organize and provide centralization of all TOU equipment BUDGET NOTES Supplies and Contractual expenditures increased due to additional funds allocated to Weapons and Firearms. The Personnel costs associated with Tactical Operations is strictly Callout Pay. No police officers are assigned strictly to this cost center. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 100% 100% 100% 100% Number of special operations members completing the course of instruction 27 27 27 30 Number of tactical operations 21 15 15 17 Training Hours 212 220 212 220 PERFORMANCE/ACTIVITY MEASURES % of special operations members trained in knowledge, skills and abilities - 115 - Table of Contents Tactical Operations PERSONNEL BY ACTIVITY Emergency Response Unit Total Personnel EXPENSES BY ACTIVITY Emergency Response Unit Total Expenses $ 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 2007 Actual FY 2008 Budget FY 2009 112,117 132,087 $ Actual FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 132,087 $ 112,117 Actual FY 2007 Total Revenues Total Expenses 94,580 Actual FY 2008 94,580 (112,117) $ $ (132,087) $ 167,460 $ 167,460 94,580 $6,000.00 $3,000.00 $0.00 - 116 - $ (167,460) $ $9,000.00 FY 2009 54,730 98,200 - 167,460 (94,580) $ FY 2010 152,930 Budget FY 2010 Projected FY 2009 $12,000.00 FY 2008 $ 54,470 112,990 - COST PER ERU ACTIVATION FY 2007 152,930 Projected FY 2009 Budget FY 2009 132,087 Budget FY 2010 167,460 55,850 38,730 $ Budget FY 2010 Projected FY 2009 Budget FY 2009 132,087 112,117 $ $ 61,193 70,894 $ Projected FY 2009 94,580 Actual FY 2008 51,288 60,829 - OPERATING RESULTS Net Operating Result Actual FY 2008 112,117 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 152,930 Budget FY 2010 152,930 (152,930) 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 2010 ♦ 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 ♦ Identify opportunities for alternative revenue sources for department programs and activities ORGANIZATIONAL CHART FIRE DEPARTMENT Operations EOC Fire Prevention Operations Fire Prevention Training Fire Public Education Investigations - 117 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Administration Operations Prevention Emergency Operations 6.50 161.25 4.50 1.50 6.50 177.50 6.50 2.50 6.50 184.00 6.50 2.50 6.50 184.00 6.50 2.50 6.50 184.00 6.50 2.50 173.75 193.00 199.50 199.50 199.50 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 794,940 18,553,553 452,597 336,730 810,966 23,578,738 558,833 253,580 1,545,250 21,516,970 658,740 250,450 670,480 21,868,725 644,250 272,365 696,130 20,451,500 642,290 288,870 $ 20,137,820 $ 25,202,117 $ 23,971,410 $ 23,455,820 $ 22,078,790 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 14,585,986 2,486,900 260,655 2,804,279 17,641,773 2,849,588 1,762 4,708,994 19,421,590 2,902,820 1,647,000 18,259,750 2,629,475 12,375 2,554,220 17,945,970 3,047,820 1,085,000 $ 20,137,820 $ 25,202,117 $ 23,971,410 $ 23,455,820 $ 22,078,790 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 794,877 20,137,820 1,361,926 25,202,117 639,000 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 2,009,570 23,455,820 1,342,000 22,078,790 $(19,342,943) $(23,840,191) $(23,332,410) $(21,446,250) $(20,736,790) Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 7 9 8 8 12,260 13,259 13,500 14,000 Average response time from apparatus enroute to on scene 4 minutes 15 seconds 4 minutes 18 seconds 4 minutes 11 seconds 4 minutes 15 seconds Turnout time average 50 seconds 53 seconds 54 seconds 50 seconds PERFORMANCE/ACTIVITY MEASURES Child drowning/near drowning events Number of emergency calls - 118 - Table of Contents Fire Operations PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ Completed third year of hydrant inspections completing 10,447 inspections Hired and trained six firefighters for an additional engine company to be placed in service Placed a hazardous materials response unit in service Assisted in implementing a regional All Hazards Incident Management Team deployment model for valley fire departments Responded to the challenges of decreasing budgets while maintaining service levels and response times ♦ ♦ ♦ ♦ Continue regional partnerships to increase public safety (Civilian Decon, TLO, Haz Mat) Increase training and education with the Gilbert EOC 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 Due to budget constraints, Fire Operations reduced their overtime budget by $1,200,000. This was made possible by deploying an ARU (Additional Response Unit) to cover vacation, sick, and training hours. The transfer of $1,085,000 is for the General Fund portion of the Fire Hydrant Installation capital project ($400,000) and debt service for the Public Safety Training Facility land purchase ($685,000). Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 49% 54% 53% 55% Response time average from time of station alert to on-scene 5 minutes 2 seconds 5 minutes 8 seconds 5 minutes 5 seconds 5 minutes 0 seconds Number of training hours for all department personnel 39,213 70,000 50,000 48,000 Number of CERT volunteers trained 57 90 59 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) - 119 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 6.00 155.25 6.00 171.50 6.00 178.00 6.00 178.00 6.00 178.00 161.25 177.50 184.00 184.00 184.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 837,630 17,715,923 1,048,613 22,530,125 775,040 20,741,930 653,000 21,215,725 741,660 19,709,840 $ 18,553,553 $ 23,578,738 $ 21,516,970 $ 21,868,725 $ 20,451,500 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 13,390,528 2,200,979 254,045 2,708,001 16,269,647 2,599,118 1,762 4,708,211 17,985,840 2,699,130 832,000 16,895,880 2,406,250 12,375 2,554,220 16,558,490 2,808,010 1,085,000 $ 18,553,553 $ 23,578,738 $ 21,516,970 $ 21,868,725 $ 20,451,500 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 772,838 18,553,553 1,345,233 23,578,738 626,000 21,516,970 1,998,750 21,868,725 1,300,000 20,451,500 $(17,780,715) $(22,233,505) $(20,890,970) $(19,869,975) $(19,151,500) COST PER SINGLE FAMILY RESIDENCE $400.00 $300.00 $200.00 $100.00 $0.00 FY 2007 FY 2008 - 120 - FY 2009 FY 2010 Table of Contents Fire Prevention PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ Implemented the utilization of portable computers for inspection purposes and transitioned from paper documents to an electronic format. This has helped increase efficiency and record keeping, allowing for more inspections to be conducted Conducted a total of 2,775 Life Safety inspections and abated 7,954 fire code violations Developed an MOU with Gilbert PD defining roles and responsibilities for each organization as it relates to AZPOST Certified Fire Investigators In partnership with Banners Children’s Hospital we developed a new seat belt program “Battle of the Belts” targeted at teen drivers. Vehicular safety and education was delivered to over 1,500 students ♦ Adoption of the 2009 ICC Codes Establish municipal Hazardous Material tracking process that is compliant with SB1112 Completion of second Fire Investigator as AZPOST Certified and have both Investigator’s attend and complete Investigator Training Course – LET 225/Section #47901 Develop a Safety Program that incorporates the utilization of the Town’s new Safety Trailer Car Seat Program to have 2 Certified NHTSA car seat instructors BUDGET NOTES No major changes occurred in the Fire Prevention budget. There were no personnel salary increases for FY 2010. PERFORMANCE/ACTIVITY MEASURES Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Number of children (Grade 1 Only) receiving educational program 2,122 2,800 3,000 3,200 Number of car seat checks annually 378 431 550 500 Cause and origin investigations 53 60 68 60 Juvenile fire setting interventions 9 14 4 5 $4,363,050 $4,980,060 $4,2000,000 $4,000,000 Dollar losses related to fire investigations - 121 - 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 2007 Actual FY 2008 Budget FY 2009 3.50 1.00 0.00 5.50 1.00 0.00 5.50 1.00 0.00 5.50 1.00 0.00 5.50 1.00 0.00 4.50 6.50 6.50 6.50 6.50 Actual FY 2007 Actual FY 2008 Budget FY 2009 334,760 103,347 14,490 Total Expenses $ 452,597 433,854 109,449 15,530 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 452,597 Total Revenues Total Expenses $ 8,840 452,597 Net Operating Result $ 658,740 (443,757) $ 558,833 $ 644,250 Actual FY 2008 658,740 (553,632) $ $ 644,250 3,000 658,740 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2009 - 122 - $ (644,250) $ $5.00 FY 2008 557,230 85,060 - 644,250 (655,740) $ FY 2010 642,290 Budget FY 2010 Projected FY 2009 COST PER CAPITA FY 2007 $ 544,030 100,220 - Budget FY 2009 5,201 558,833 516,350 108,870 17,070 Projected FY 2009 573,550 85,190 $ Budget FY 2010 535,960 98,580 9,710 Budget FY 2009 467,609 91,224 - Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 530,900 110,770 17,070 Actual FY 2008 369,585 83,012 - Total Expenses 558,833 Projected FY 2009 642,290 Budget FY 2010 2,000 642,290 (640,290) Table of Contents Public Works _________________________________ Public Works Summary Public Works Administration 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 2010 ♦ Partner with Utility Billing to be a phone system back-up for calls we/they are unable to take ♦ Successfully handle an average of 4,300 total customer contacts per month ♦ Successfully administer a total of fifty plus contracts (services, purchases) ORGANIZATIONAL CHART PUBLIC WORKS General Fund Street Fund Enterprise Funds Administration Water Utility Locates Wastewater Solid Waste Residential Solid Waste Commercial Irrigation - 123 - Table of Contents Public Works Actual FY 2007 Actual FY 2008 Budget FY 2009 Administration Mosquito Control Utility Locates Irrigation 12.25 0.00 5.00 0.00 13.00 0.00 5.00 0.00 13.00 0.00 5.00 0.00 12.50 0.00 5.00 0.00 12.50 0.00 5.00 0.00 Total Personnel 17.25 18.00 18.00 17.50 17.50 Actual FY 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2009 Budget FY 2010 Projected FY 2009 Budget FY 2010 Administration Mosquito Control Utility Locates Irrigation 749,852 39,056 434,366 12,311 817,519 53,607 449,581 48,345 828,460 481,770 50,020 734,643 474,950 148,570 837,480 478,910 49,510 Total Expenses $ 1,235,585 $ 1,369,052 $ 1,360,250 $ 1,358,163 $ 1,365,900 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 1,043,900 160,844 30,841 1,103,777 174,892 90,384 1,168,720 141,510 50,020 1,073,430 136,163 148,570 1,154,210 162,180 49,510 $ 1,235,585 $ 1,369,052 $ 1,360,250 $ 1,358,163 $ 1,365,900 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,105,226 1,235,585 $ 1,166,751 1,369,052 (130,359) $ 1,310,230 1,360,250 (202,301) $ 1,236,690 1,358,163 (50,020) $ 1,316,370 1,365,900 (121,473) $ (49,530) Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Number of customer contacts resulting in service request 37,092 44,900 45,000 45,500 Total municipal solid waste (tons) 112,880 113,777 110,150 112,000 Total wastewater influent (MG) 4,275 4,504 4,500 4,600 Total water produced (MG) 16,171 16,063 17,000 17,400 PERFORMANCE/ACTIVITY MEASURES - 124 - Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2010 To provide direction and oversight on all areas of Public Works operations and planning including; water, wastewater, solid waste collection and street maintenance. To provide a long term (100 year) supply of quality water to meet demands while complying with State mandated water supply regulations. To ensure appropriate use of reclaimed water. To provide prompt courteous and informed service to our external and internal customers. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Procurement of additional long-term surface water rights Prompt, effective and accurate customer service Effective administration of 50+ contracts Designation of two more well sites Application for renewal of the Town’s 100year Assured Water Supply designation Preparation of an Integrated Resource Plan per the Firm Electric Service Contract for Parker-Davis Power BUDGET NOTES 51,500 total customer contacts Fifty contracts successfully administered Santan Vista Water Treatment Plant completed on time and in budget to provide a second source of surface water treatment for the Town Three wells drilled One future well site designated White Mountain Apace Tribe water rights settlement negotiated Amended agreement with the Salt River Pima-Maricopa Indian Community negotiated for larger diversion of waste materials 100% of reclaimed water reused or recharged Customer Service Representative (front counter) work area renovated Procured 85,000 acre-feet of Central Arizona Project water Began taking Parker-Davis power to benefit the Town’s Utility operations The Queen Creek Wash channel was completed from Recker to Higley Roads Contract tracking was set up in the GBA System The Traffic Operations Center was moved and set up in old Fire Station 3 Fifty-five ‘quick connect plugs’ were installed on major intersection signals to facilitate the use of emergency generators PERFORMANCE/ACTIVITY MEASURES % of contacts where Work Orders created Ratio of administration staff to total department Personnel costs reduced by $11,290 which was the result of eliminating one 0.50 FTE Cooperative Education Student position. Contractual services included onetime budget of $11,680 for costs associated with GBA web site software. Other base contractual increases included $7, 020 for increased costs with the City of Mesa for 800 MHz radio subscription. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 44% 51% 46% 48% 1:21.5 1:18.9 1:20.5 1:20.8 - 125 - Table of Contents Public Works Administration Actual FY 2007 Actual FY 2008 Budget FY 2009 Administration 12.25 13.00 13.00 12.50 12.50 Total Personnel 12.25 13.00 13.00 12.50 12.50 Actual FY 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration 749,852 Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out 817,519 $ 749,852 $ Actual FY 2008 828,460 - $ 734,643 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2008 - 126 - FY 2009 769,660 67,820 $ FY 2010 26,617 837,480 Budget FY 2010 761,260 734,643 $ 837,480 Budget FY 2010 Projected FY 2009 COST PER PUBLIC WORKS EMPLOYEE FY 2007 $ 691,980 42,663 - 828,460 828,460 (100,349) $ 734,643 837,480 Projected FY 2009 Budget FY 2009 717,170 817,519 (78,992) $ $ 780,950 47,510 $ Budget FY 2010 734,643 Budget FY 2009 817,519 670,860 749,852 $ 828,460 726,420 49,060 42,039 Actual FY 2007 Total Revenues Total Expenses $ Budget FY 2010 Projected FY 2009 828,460 Actual FY 2008 702,133 47,719 - OPERATING RESULTS Net Operating Result $ Actual FY 2007 EXPENSES BY CATEGORY Total Expenses 749,852 817,519 Projected FY 2009 837,470 837,480 $ (10) Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Accurately mark Gilbert owned utilities within parameters set forth by ARS, responding to all emergencies and unknowns within specific timelines as required Receive NO fines from ACC 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 Implemented modules of GBA to track daily work loads of employees, integrating data with Irthnet software data received from Arizona Blue Stake incorporated Continued to use wireless technology in field for improved communications ♦ ♦ ♦ Upgrade mapping and software products to for improved communications in filed via wireless technology Work with Technology Services to bring data in the field without having to access the Town of Gilbert Server for security purposes Implement GBA 6.75 Citizen Server to bring work orders in the field with wireless technology Upgrade some of the electronic tracing tools that are out of warranty and in excess of five years old Use the GPS unit to send field inaccuracies to Technology Services Continue to provide a high level of damage prevention to Town owned infrastructure BUDGET NOTES There were no personnel salary increases for FY 2010. There were no new budget requests for FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 # of utility locates 26,616 16,451 13,000 13,000 % Field Located 35% 67% 85% 88% % of emergency tickets 1.6% 1.9% 2.0% 2.0% PERFORMANCE/ACTIVITY MEASURES - 127 - Table of Contents Utility Locates Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates 434,366 Total Expenses $ 434,366 449,581 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 434,366 Total Revenues Total Expenses $ $ - 449,581 481,770 474,950 (0) $ $ 474,950 $40.00 $30.00 $20.00 $10.00 $0.00 FY 2008 FY 2009 - 128 - 384,550 94,360 $ FY 2010 480 478,910 Budget FY 2010 475,430 474,950 $ 478,910 Budget FY 2010 Projected FY 2009 COST PER LOCATE FY 2007 $ 381,450 93,500 - 481,770 481,770 - 478,910 Projected FY 2009 Budget FY 2009 449,581 449,581 $ $ 387,770 94,000 $ Budget FY 2010 474,950 Budget FY 2009 Actual FY 2008 434,366 434,366 Net Operating Result 481,770 377,356 72,225 - Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 481,770 Actual FY 2008 341,767 74,069 18,530 Total Expenses 449,581 Projected FY 2009 478,900 478,910 $ (10) Table of Contents Community Services _________________________________ Community Services Summary Parks and Open Space Aquatics Recreation Centers Recreation Programs 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, Special Events, Outdoor Recreation, Concerts in the Parks, Equestrian Classes, Youth Sports, and Special Needs Programming. Contracted concession services are offered at various park and facility 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 2010 ♦ Provide quality parks, facilities, and programs which enhance community revitalization, increase community engagement, reduce vandalism, encourage strong character development, create safer neighborhoods, assist in economic development, foster educational and growth opportunities, encourage environmental stewardship, and improve public health ♦ To provide superior leadership and direction for all programs and activities within the Community Services Department ♦ 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 and services as the population grows to maintain the expected level of service, program opportunities, and quality of parks and open space ♦ Meet or exceed the reasonable expectations of customers ♦ Continue to nurture existing partnerships and foster new ones to maximize resources within ORGANIZATIONAL CHART the community 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 Special Needs Page Park Center Williams Field Pool Outdoor Programs Southeast Regional Library Perry Branch Library - 129 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 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 26.84 36.32 8.31 0.00 8.55 36.96 26.84 36.40 8.31 0.00 9.55 30.36 23.44 35.27 6.57 0.00 110.67 116.27 116.98 117.06 105.19 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 856,083 8,356,620 825,093 3,836,917 1,353,107 84,590 884,756 6,139,587 857,196 8,293,965 947,068 101,068 937,480 6,337,780 1,090,030 4,686,990 1,130,400 - 830,238 6,371,216 1,044,808 4,697,570 992,551 16,650 943,630 6,579,260 971,080 4,824,910 825,140 14,000 $ 15,312,410 $ 17,223,640 $ 14,182,680 $ 13,953,033 $ 14,158,020 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 4,705,263 4,199,339 269,597 6,138,211 5,190,094 5,749,357 380,920 5,903,269 5,654,040 6,096,960 2,431,680 5,031,540 6,475,493 2,446,000 4,853,270 6,359,250 2,945,500 $ 15,312,410 $ 17,223,640 $ 14,182,680 $ 13,953,033 $ 14,158,020 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 2,445,872 15,312,410 2,497,378 17,223,640 2,681,000 14,182,680 2,623,070 13,953,033 2,877,570 14,158,020 $(12,866,538) $(14,726,262) $(11,501,680) $(11,329,963) $(11,280,450) 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 Total resident usage of parks, open space, riparian areas and recreation facilities Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 17,434 18,691 20,500 22,000 66% 66% 70% 70% 93% 95% 95% 95% 28% 24% 25% 25% N/A 3.5 million 3.8 million 4.0 million - 130 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2010 Provide safe, well-maintained and desirable park, open space and municipal area resources for the residents of Gilbert and visiting patrons. ♦ Complete a detailed condition assessment of all sports fields ♦ Complete a condition assessment of infrastructure for all parks ♦ Enhance budget accountability and expenditure tracking efficiency by implementing multiple cost centers within the parks division budget ♦ Complete extensive fertilization and aeration programs for sports fields ♦ Increase the utilization of scientific soil testing for sports fields and open space areas ♦ Assume responsibility for dust control measures for newly acquired parkland ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained the eleven Parkway Improvement Districts and assisted with multiple improvement projects within the Districts Provided special event support for the So Long to Summer Fest, Halloween Carnival, Concerts in the Park series, 3 Day Cancer Walk, December Nights of Lights event, and Gilbert Days 5K and 1 Mile Run Operated Freestone Park with an estimated 1.4 million annual resident usage Operated Cosmo Dog park with an estimated 603,000 annual resident usage Operated Discovery Park with an estimated 230,000 annual resident usage Maintained a park and trail system with over 600 acres of developed land Maintained sports fields for approximately 11,000 participants playing in Gilbert Sports Coalition organizations 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 % 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) Estimated resident total usage of Freestone District Park annually BUDGET NOTES Personnel expenditures decreased due to the transfer of 3.60 full time equivalent (FTE) positions to the Special Revenue Fund for Parkway Improvement Maintenance Districts (PKID). In addition, two Parks Rangers were reclassified to Park Attendants, three Park Rangers were eliminated, and one Senior Grounds Maintenance Worker was not funded in FY 2010. Maintenance costs totaling $65,000 were also included in the FY 2010 budget for various capital improvement projects that have been completed. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 676 676 716 742 $5,502 $5,786 $5,465 $5,275 60%* 42% 50% 50% N/A 50% 50% 50% N/A 1.4 million 1.6 million 1.7 million *Annual Resident Survey not split between parks and trails and open space until FY 2008. Numbers shown in FY 2007 combine both parks and trails and open space. - 131 - 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 2009 Projected FY 2009 33.96 3.00 33.96 3.00 33.96 3.00 33.96 3.00 30.36 0.00 36.96 36.96 36.96 36.96 30.36 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 5,944,596 194,991 6,175,130 162,650 6,208,750 162,466 6,579,260 - $ 8,356,620 $ 6,139,587 $ 6,337,780 $ 6,371,216 $ 6,579,260 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,697,799 1,870,186 151,341 4,637,294 1,985,844 2,151,239 86,512 1,915,992 2,114,320 1,982,460 2,241,000 1,814,420 2,260,796 2,296,000 1,667,550 2,004,710 2,907,000 $ 8,356,620 $ 6,139,587 $ 6,337,780 $ 6,371,216 $ 6,579,260 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 8,332,189 24,431 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 168,351 8,356,620 204,830 6,139,587 206,710 6,337,780 178,090 6,371,216 178,090 6,579,260 $ (8,188,269) $ (5,934,757) $ (6,131,070) $ (6,193,126) $ (6,401,170) COST PER ACRE MAINTAINED $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2007 FY 2008 - 132 - FY 2009 FY 2010 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2010 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. ♦ Continue working with Gilbert Public Schools and other organizations to develop aquatic programs at Gilbert Pool ♦ Increase the collection of participant demographics to enhance program development for customers ♦ Increase the use of web-based information for customers ♦ Attract record numbers of swim lesson, dive team, and swim team participants ♦ Increase use of customer e-mail lists to disseminate information ♦ Post weekly updated swim and dive team results on the Gilbert website ACCOMPLISHMENTS FY 2009 ♦ Record number of participants enrolled in swim lessons ♦ Record number of participants enrolled in swim and dive teams ♦ Completed renovation work to Mesquite Aquatic Center water slides ♦ New diving board and stand installed at Mesquite Aquatic Center ♦ Implemented new public swim punch card system for all pools ♦ Introduced a web-based system for all swim team and dive team information ♦ Utilized contracted services to assist with pool maintenance BUDGET NOTES Personnel expenditures decrease due to the elimination of aquatic programs at Gilbert Pool. Only .05 FTE of the Aquatic Facility Technician remains in the Gilbert Pool cost center to maintain the pool per IGA with the Gilbert Unified School District. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Annual total participation for aquatics 39,747 59,596 60,000 62,000 Number of swim lesson participants 6,600 8,079 8,100 8,250 Cost recovery aquatics (direct costs only) 46% 42% 38% 46% 14% 15% 15% 15% 20% 16% 17% 17% 1,169 1,435 1,500 1,600 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 Number of swim and dive team participants - 133 - 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 2007 Actual FY 2008 Budget FY 2009 5.77 7.19 5.77 0.00 0.00 5.77 7.19 5.77 3.18 3.38 2.20 7.30 5.89 5.55 5.90 2.25 7.10 5.61 5.76 6.12 0.05 7.05 5.56 5.21 5.57 18.73 25.29 26.84 26.84 23.44 Actual FY 2007 Actual FY 2008 Budget FY 2009 308,347 307,618 209,128 - Total Expenses $ 825,093 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 504,047 202,790 118,256 - Total Expenses $ 825,093 $ Actual FY 2007 OPERATING RESULTS Total Revenues Total Expenses 376,456 825,093 Net Operating Result $ 78,290 285,610 250,420 232,970 242,740 71,190 305,625 233,835 217,908 216,250 857,196 $ 1,090,030 $ 1,044,808 Budget FY 2009 Projected FY 2009 (448,637) $ 635,378 221,819 - 865,160 224,870 - 772,690 272,118 - 857,196 $ 1,090,030 $ 1,044,808 Budget FY 2009 Projected FY 2009 Actual FY 2008 360,843 857,196 (496,353) $ 400,240 1,090,030 393,870 1,044,808 (689,790) $ $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2008 FY 2009 - 134 - Budget FY 2010 47,160 273,450 225,840 208,060 216,570 $ FY 2010 971,080 Budget FY 2010 737,350 233,730 - $ 971,080 Budget FY 2010 445,930 971,080 Table of Contents (650,938) $ COST PER PARTICIPANT FY 2007 Budget FY 2010 Projected FY 2009 200,692 262,602 211,427 95,628 86,847 Actual FY 2008 Actual FY 2007 EXPENSES BY CATEGORY Projected FY 2009 (525,150) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ Conducted a health and fitness fair at the Freestone Recreation Center ♦ Installed fitness equipment at the Community Center for seniors to utilize ♦ Offered successful weekly badminton drop-in program at the McQueen Park Activity Center ♦ Renovated restroom countertops and made improvements to shower facilities at Freestone Recreation Center ♦ Enhanced working relationship with Community Services of Arizona in providing programs for seniors ♦ Contracted with personal trainers for the Freestone Recreation Center PERFORMANCE/ACTIVITY MEASURES Annual participation at Freestone Recreation Center Number of center reservation bookings Total attendance for annual center reservation bookings % 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 in Gilbert Cost per square foot – Community Center (8,997 square feet. Increased 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) Contract with two new concessionaires for food sales and customer services at the Freestone Recreation Center Expand skate board lesson program Review pass options for the Freestone Recreation Center Increase the utilization of volunteers to supplement staffing Increase the collection of customer demographic data BUDGET NOTES Gilbert continues to assume responsibility of the Southeast Regional Library from Maricopa County. Additional expenditures were added to the Southeast Regional Library cost center to accommodate this additional responsibility. This increase was offset by eliminating programs at the both Southeast Regional Library and Perry Branch Library to reduce the financial liability to Gilbert. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 260,186 248,178 245,000 250,000 3,475 3,968 4,100 4,200 156,796 151,494 155,000 160,000 11% 10% 10% 11% 21% 24% 23% 24% $29.07 $21.77 $24.07 $21.53 $12.24 $20.81 $19.79 $19.28 $5.39 $6.53 $9.22 $3.42 $19.70 $19.74 $19.79 $20.29 - 135 - 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 2007 Actual FY 2008 Budget FY 2009 4.59 6.40 1.36 15.94 1.20 0.00 6.18 9.49 1.72 17.46 1.19 0.00 6.28 9.49 1.72 17.64 1.19 0.00 6.15 9.36 1.72 17.64 1.53 0.00 5.30 9.02 1.38 18.04 1.53 0.00 29.49 36.04 36.32 36.40 35.27 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 1,611,302 328,059 47,834 961,323 803,618 84,781 4,229,219 557,602 57,980 957,359 1,577,247 914,559 414,790 492,200 89,710 998,800 1,732,970 958,520 423,345 530,330 81,875 959,915 1,743,585 958,520 356,270 516,730 30,330 984,250 1,978,860 958,470 $ 3,836,917 $ 8,293,965 $ 4,686,990 $ 4,697,570 $ 4,824,910 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,057,768 1,423,292 1,355,857 1,313,997 2,816,564 294,408 3,868,996 1,387,330 3,299,660 - 1,326,600 3,345,970 25,000 1,338,290 3,486,620 - $ 3,836,917 $ 8,293,965 $ 4,686,990 $ 4,697,570 $ 4,824,910 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,071,770 3,836,917 Net Operating Result Projected FY 2009 1,443,182 8,293,965 1,574,650 4,686,990 1,522,910 4,697,570 1,687,430 4,824,910 $ (2,765,147) $ (6,850,784) $ (3,112,340) $ (3,174,660) $ (3,137,480) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2007 FY 2008 FY 2009 - 136 - FY 2010 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2010 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 partnerships with non-profit organizations in offering special needs programs ♦ Increase reliance on sponsors and partnerships for special events and programs ♦ Continue the partnership with Gilbert Public Schools in offering collaborative programs for youth and teens ♦ Continue existing partnerships (such as Polar Ice, golf courses, and various local businesses) ♦ Enter into new partnership agreements to offer recreational services ♦ Increase the use of web-based applications to enhance customer service ACCOMPLISHMENTS FY 2009 ♦ Offered increased use of web-based information for adult sports ♦ The Gilbert Days Softball tournament had record participation with 133 teams ♦ Developed new partnerships for special needs programs ♦ The Spring Ball Program enrolled 960 participants ♦ Produced the new “Gilbert Nights of Lights” special event in December ♦ The Youth Fishing Day attracted 650 participants ♦ Special Needs classes enrolled 390 participants ♦ Wrestling Camps enrolled 300 participants th ♦ Successfully implemented the 24 Annual Gilbert Days 5K and 1 Mile Run BUDGET NOTES Due to budget constraints, Teen Programs were eliminated from the FY 2010 budget. In addition, the transfer to Special Revenue to fund various special events was reduced from $190,680 to $38,500. An Administrative Assistant position was reallocated to Community Services Administration. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 32,988* 54,815 56,000 58,000 Number of softball teams 379 347 356 360 Adult sports cost recovery 103% 97% 114% 136% Recreation programs cost recovery 68% 59% 61% 72% % of adult softball participation compared to the overall population of adults in Gilbert 5% 4% 4% 4% Number of Town/School District sites offering collaborative programs annually 18 28 28 28 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. - 137 - 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 Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2.51 2.21 2.49 0.65 0.19 0.26 0.00 2.01 2.21 2.99 0.65 0.19 0.00 0.00 1.38 1.71 2.59 0.70 0.19 15.99 8.43 8.31 8.31 6.57 Actual FY 2007 Actual FY 2008 Budget FY 2009 38,313 391,966 179,704 238,833 432,776 31,105 40,410 Total Expenses $ 1,353,107 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 707,121 500,926 145,060 Total Expenses $ 1,353,107 $ Actual FY 2007 OPERATING RESULTS Total Revenues Total Expenses 824,911 1,353,107 Net Operating Result $ 42,360 221,990 243,760 543,320 36,760 42,210 947,068 $ 1,130,400 Actual FY 2008 Actual FY 2007 EXPENSES BY CATEGORY 36,510 186,856 243,507 406,740 34,197 39,256 (528,196) $ Projected FY 2009 Projected FY 2009 539,920 399,800 190,680 947,068 $ 1,130,400 Actual FY 2008 $ (458,657) $ 992,551 $ 992,551 499,400 1,130,400 (631,000) $ $ 825,140 Budget FY 2010 566,120 825,140 (464,351) $ (259,020) $20.00 $10.00 $0.00 - 138 - 407,100 379,540 38,500 528,200 992,551 $30.00 FY 2009 825,140 Budget FY 2010 Projected FY 2009 $40.00 FY 2008 $ 465,090 402,461 125,000 COST PER PARTICIPANT FY 2007 123,030 209,940 414,560 41,480 36,130 Projected FY 2009 Budget FY 2009 488,411 947,068 Budget FY 2010 42,940 188,910 233,651 461,040 39,130 26,880 Budget FY 2009 472,343 356,444 118,281 Budget FY 2010 FY 2010 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 decreasing from $199.35 per inmate to $192.26 per inmate for FY 2010. In addition, the housing rate is decreasing from $73.46 per day to $71.66 per day. The decrease in the booking and housing rates reflect the budget reductions taken by the Maricopa County Sheriff’s Office. Gilbert is continuing to pursue an IGA with Maricopa County for Incarceration. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Calls for animal control service 2,003 2,150 1,668 2,000 Cost per call – animal control $56.97 $56.16 $76.01 $66.56 Daily inmate housing rates $62.29 $72.33 $73.46 $71.66 PERFORMANCE/ACTIVITY MEASURES COST PER CAPITA $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2007 FY 2008 FY 2009 - 139 - FY 2010 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. Using the funding process established in FY2008, staff reviewed and ranked the eligible applications and then used a multi-step process to develop funding recommendations. The Committee held public hearings with the applicants on March 11 and 12, 2009. Each applicant was allowed 3 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 16, 2009 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. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 17,035 21,260 28,727 28,500 # of meals served at the Gilbert Community Center for Seniors using Town of Gilbert funds N/A N/A N/A 7,469 % of requests funded N/A N/A 68% 67% PERFORMANCE/ACTIVITY MEASURES # of meals served at the Gilbert Community Center for Seniors COST PER CAPITA $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2007 FY 2008 FY 2009 - 140 - FY 2010 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 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Average daily ridership – all routes 230 329 531 850 Total number of riders – all routes 70,335 117,399 191,194 306,000 Boardings per mile/Cost per boarding – fixed route 0.28/$16.90 0.22/$22.42 0.35/$14.71 0.58/$8.98 Boardings per mile/Cost per boarding – express route 1.37/$3.41 1.84/$2.58 2.24/$2.26 2.66/$1.90 PERFORMANCE/ACTIVITY MEASURES COST PER BOARDING - ALL ROUTES $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2007 FY 2008 FY 2009 - 141 - FY 2010 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 114,110 1,421,265 120,741 1,879,496 126,790 2,200,000 126,790 2,000,000 133,120 2,100,000 125,000 31,009 51,437 259,736 125,000 52,080 51,403 269,139 125,000 27,560 51,490 306,690 125,000 27,560 51,500 293,440 125,000 33,200 51,490 276,440 1,600,048 350,000 1,520,568 350,000 1,401,730 350,000 1,658,400 350,000 1,658,690 350,000 $ 3,952,605 $ 4,368,426 $ 4,589,260 $ 4,632,690 $ 4,727,940 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 3,431,293 373 520,939 4,043,804 324,622 4,307,260 282,000 4,266,120 366,570 4,360,940 367,000 $ 3,952,605 $ 4,368,426 $ 4,589,260 $ 4,632,690 $ 4,727,940 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 770,416 3,952,605 1,016,601 4,368,426 960,000 4,589,260 1,060,460 4,632,690 963,000 4,727,940 $ (3,182,189) $ (3,351,825) $ (3,629,260) $ (3,572,230) $ (3,764,940) - 142 - 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 2010. ORGANIZATIONAL CHART - 143 - Table of Contents Enterprise Funds Water Wastewater Solid Waste Total Operating Revenues $ 37,015,000 $ 20,273,160 $ 16,681,600 Total Operating Expenses (24,590,720) (13,943,140) (13,139,100) $ 12,424,280 $ 6,330,020 $ 3,542,500 - 861,050 12,000 $ 12,424,280 $ 7,191,070 $ 3,554,500 108,530 792,050 60,000 49,510 (12,649,910) (9,783,860) (3,260,210) - (117,100) $ (1,800,740) Operating Income (Loss) Nonoperating Revenues (Expenses) Income (Loss) Before Transfers Operating Transfers In Operating Transfers Out Net Income $ PUBLIC WORKS Enterprise Funds Water Wastewater Solid Waste Irrigation - 144 - $ 354,290 Irrigation $ 17,000 (66,510) $ (49,510) - $ $ (49,510) - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 69.00 33.00 71.35 0.50 72.00 35.00 77.10 0.70 79.00 37.00 80.60 0.70 79.00 37.00 79.00 0.70 83.00 37.00 79.00 0.70 173.85 184.80 197.30 195.70 199.70 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 31,544,234 17,000,588 13,728,872 29,956 30,852,092 23,461,187 15,758,574 66,238 35,294,300 26,369,230 17,516,470 67,020 29,319,104 22,976,080 15,879,923 164,320 37,240,630 23,727,000 16,399,310 66,510 $ 62,303,650 $ 70,138,091 $ 79,247,020 $ 68,339,427 $ 77,433,450 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 10,669,385 29,567,097 613,993 21,453,175 12,166,053 32,702,348 1,134,642 24,135,048 13,730,390 36,347,440 931,000 28,238,190 13,065,210 32,687,017 705,140 21,882,060 13,535,450 37,964,020 240,000 25,693,980 $ 62,303,650 $ 70,138,091 $ 79,247,020 $ 68,339,427 $ 77,433,450 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 59,968,252 62,303,650 67,921,760 70,138,091 72,606,360 79,247,020 71,966,262 68,339,427 $ (2,335,398) $ (2,216,331) $ (6,640,660) $ 3,626,835 - 145 - Budget FY 2010 75,869,900 77,433,450 $ (1,563,550) 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 2010 ♦ 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 - 145 - 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 2007 Actual FY 2008 Budget FY 2009 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 35.00 13.00 26.00 0.00 0.00 2.00 0.00 3.00 35.00 13.00 26.00 0.00 0.00 2.00 0.00 3.00 39.00 13.00 26.00 0.00 0.00 69.00 72.00 79.00 79.00 83.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,190,599 3,467,665 324,315 13,229,364 9,058,292 4,273,999 - 1,829,467 3,415,947 310,767 16,240,949 4,246,365 3,609,151 1,199,445 - 2,037,210 3,155,620 318,850 19,857,640 5,550,050 3,580,930 (453,000) 1,247,000 2,592,970 3,155,620 323,580 14,378,640 5,290,124 3,578,170 - 2,767,820 3,418,410 315,630 17,649,920 8,595,520 3,568,330 (542,000) 1,467,000 $ 31,544,234 $ 30,852,092 $ 35,294,300 $ 29,319,104 $ 37,240,630 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 4,164,308 14,436,109 41,971 12,901,846 4,735,338 15,922,924 176,158 10,017,672 5,656,290 16,884,550 180,000 12,573,460 5,263,150 15,507,004 177,100 8,371,850 5,652,690 18,938,030 12,649,910 $ 31,544,234 $ 30,852,092 $ 35,294,300 $ 29,319,104 $ 37,240,630 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 28,676,754 31,544,234 32,768,881 30,852,092 35,389,940 35,294,300 34,400,130 29,319,104 95,640 $ 5,081,026 $ Projected FY 2009 64 44 92.0% 0.0% 26.7% 950 Anticipated FY 2010 66 47 92.0% 3.5% 0.0% 970 $ (2,867,480) $ 1,916,789 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 2007 64 44 88.7% 8.5% 0.0% 902 - 146 - $ Actual FY 2008 62 42 90.0% 7.8% 0.0% 931 Projected FY 2009 Budget FY 2010 37,123,530 37,240,630 (117,100) Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Became a partner with the EPA in the national WaterSense Program Set up the conservation division with the GBA work order system to track and monitor the workflow Completed a detailed water budget on all HOAs and the turf requirements within each HOA to determine over watering Completed the inventory of the Gilbert Public School System turf areas and indoor plumbing fixtures to determine areas of water use inefficiency Worked with the Parks Dept on several parks to better enhance water use efficiency ♦ ♦ Continue to comply with the Department of Water Resources Non Per Capita Program and the new BMP program to ensure water use efficiency Augment the BMPs in the NPCCP that will comply with the Fourth Management Plan Conservation Program Continue to work with AMWUA in regional conservation efforts, including the Smartscape Program Enhance the Town of Gilbert’s participation in the EPA WaterSense Progam Continue to find effective ways to reduce water demand in residential, commercial and subdivisions BUDGET NOTES There were no personnel salary increases for FY 2010. No other items were requested for the FY 2010 budget. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Water Consumption of Gallons per capita per day 210.0 194.6 190.0 190.0 % of elementary school participation 24% 43% 60% 75% Residential audits 225 354 375 390 Commercial audits 6 37 45 60 PERFORMANCE/ACTIVITY MEASURES - 147 - Table of Contents Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2007 Actual FY 2008 Budget FY 2009 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 324,315 Total Expenses $ 324,315 310,767 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 324,315 $ 318,850 $ 310,767 $ 323,580 318,850 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2008 FY 2009 - 148 - $ FY 2010 323,580 315,630 Budget FY 2010 248,110 75,470 - COST PER CAPITA FY 2007 315,630 Projected FY 2009 251,960 66,890 $ Budget FY 2010 323,580 Budget FY 2009 247,782 56,285 6,700 Budget FY 2010 Projected FY 2009 318,850 Actual FY 2008 212,314 112,001 - Total Expenses 310,767 Projected FY 2009 248,570 67,060 $ 315,630 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2010 To facilitate the production of a safe and dependable water supply to meet all seasonal daily demands for water. To meet all Federal, State and Local water quality requirements. Maintain sufficient water pressure throughout the Town’s water service area to meet all residential, commercial, fire and emergency needs. ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Brought on-line Well 28 on Riggs Rd., a 1.5 million gallon per day well with a 2.0 million gallon reservoir Added arsenic mitigation facility for Well 26 Met the water demands of the community as well as maintained the water pressure in the four pressure zones without a significant or reportable water outage Brought on-line a 24 million gallon per day Joint Santan Vista Water Treatment Plant (Gilbert/ Chandler) to meet the summer of ’09 and future water demands Brought on-line 14 miles of 48” water line to feed the Santan Vista WTP with Central Arizona Project (Colorado River) water Maximize the use of surface water, only using groundwater to supplement total production or in time of emergency need Scheduled and monitored all sampling to meet designated EPA parameters and contaminants for quarterly and annual reporting ♦ ♦ ♦ ♦ 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, only using groundwater to supplement total production or in time of emergency need To participate in design of water production facilities to ensure they meet the daily water demands Schedule and monitor sampling program for all designated EPA parameters and contamination Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage, while reducing possibility of system contamination Distribute educational brochures and information to customers relating to water resources, distribution and quality; “Our Town” periodical, Customer Confidence Report, school and vocational training sessions BUDGET NOTES Budget increases in personnel and contractual for FY 2010 are the result of the additional expenses for a full year operation of the new Santan Vista Water Treatment Plant. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 16,171 16,016 16,200 16,400 Peak day demand (MG) 64 62 64 66 Daily average water production (MG) 44 42 44 47 % surface water of total water produced 54% 68% 75% 80% Chemical cost per million gallons treated $39 $66 $83 $80 0 0 0 0 0 1 1 0 1,102 1,250 1,300 1,300 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 - 149 - Table of Contents Water Production PERSONNEL BY ACTIVITY North Plant Production Santan Vista WTP Well Production Quality Assurance Total Personnel EXPENSES BY ACTIVITY North Plant Production Santan Vista WTP Well Production Quality Assurance Total Expenses Actual FY 2008 Budget FY 2009 Projected FY 2009 15.00 0.00 7.00 6.00 15.00 0.00 7.00 6.00 15.00 7.00 7.00 6.00 15.00 7.00 7.00 6.00 15.00 11.00 7.00 6.00 28.00 28.00 35.00 35.00 39.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 7,541,841 12,637 5,031,089 643,797 11,091,692 8,892 4,436,053 704,313 9,404,490 1,346,640 8,131,740 974,770 9,489,720 1,125,800 2,857,230 905,890 10,137,800 2,475,050 4,271,220 765,850 $ 13,229,364 $ 16,240,949 $ 19,857,640 $ 14,378,640 $ 17,649,920 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,699,392 8,138,532 3,391,440 1,868,648 10,065,594 4,306,707 2,713,560 11,104,640 180,000 5,859,440 2,315,770 10,356,080 177,100 1,529,690 2,744,340 12,627,660 2,277,920 $ 13,229,364 $ 16,240,949 $ 19,857,640 $ 14,378,640 $ 17,649,920 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2007 COST PER MILLION GALLONS PRODUCED $1,000.00 $800.00 $600.00 $400.00 $200.00 $0.00 FY 2007 FY 2008 - 150 - FY 2009 FY 2010 Table of Contents Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Had first GBA Supplies audit of the maintenance inventory in Water Distribution Shops Handled a major main break in the intersection of Higley and Germann Roads with minimal impact to commercial customers and traffic Continued fire hydrant exercising program that allowed each fire hydrant to be exercised twice a year. There are presently 9,200 fire hydrants in the Town’s water service area. This is being done in cooperation with the Gilbert Fire Department Continued and increased the rate of valves exercised in the comprehensive valve exercising program. 1,043 valves were exercised during the year. This program will facilitate the exercising of all system valves and the identifying of those valves that are not totally functional or those valves that are not visible from the street grade (buried) Began the utility locating of the 14 miles of the 48” pipeline that brings water from the Central Arizona Project Canal to the new Santan Vista Water Treatment Plant. This is being done through Arizona Blue Stake Completed 1786 GBA work orders Installed 21 test pedestals for monitoring of system water quality ♦ 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 AZ Blue Stake tickets in a timely manner BUDGET NOTES There were no personnel salary increases for FY 2010. Transfers include $4,413,000 to the Water Capital Improvement fund for Distribution projects and $2,776,940 for Water Distribution infrastructure replacement. There are no new budget requests for FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 # of fire hydrant rebuild/replacements 762 440 400 250 # of valves exercised 96 109 1,285 1,250 85% 100% 100% 100% # of events that cause a system outage 19 29 20 20 # of valve actuations for contractors 153 110 100 100 # of safety related injuries 0 0 0 0 Total miles of water main 902 931 950 970 PERFORMANCE/ACTIVITY MEASURES % of fire hydrants exercised - 151 - Table of Contents Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2008 Budget FY 2009 Projected FY 2009 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 9,058,292 4,246,365 5,550,050 5,290,124 8,595,520 $ 9,058,292 $ 4,246,365 $ 5,550,050 $ 5,290,124 $ 8,595,520 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2007 730,558 329,652 7,998,082 846,561 648,388 111,345 2,640,071 866,140 279,770 4,404,140 874,620 364,214 4,051,290 841,250 298,820 7,455,450 $ 9,058,292 $ 4,246,365 $ 5,550,050 $ 5,290,124 $ 8,595,520 COST PER MILE OF WATER MAIN $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2007 FY 2008 - 152 - FY 2009 FY 2010 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ Implemented “Same Day Billing”. This means that Meter Techs now read a billing cycle everyday (5,000 meters) and not over a week’s period. This in effect quadruples the number of cycles, but the benefit is less meters per cycle. Less meters per cycle means the billing system software used by Utility Billing does not have to be upgraded to a higher and more expensive billing software. This prevented the need for the Town to purchase a million dollar software upgrade The meter maintenance program exchanged 6,708 water meters at or past their life cycle. Accurately registering meters increase water accountability and revenue ♦ ♦ ♦ Install new meters in a timely manner to ensure the accountability of water used Implement new meter reading equipment and software. The old meter reading system will not be supported after 1/1/2010 Using water meter testing data staff will streamline the meter maintenance program to target meter life cycles 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 There were no personnel salary increases for FY 2010. Budget includes replacement of 15 reader wands for $100,000. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 # of lock-offs for delinquent payment 7,549 9,418 8,500 8,500 # of work orders per year 21,326 22,951 23,000 23,000 % of unaccounted for water (12 month average) 11.2% 12.1% 10.0% 9.5% 975 1,005 1,020 1,040 771,864 821,365 840,000 855,000 4,237 1,100 1,200 1,400 PERFORMANCE/ACTIVITY MEASURES Average meters read per cycle per reader # of meter reads for the year # of new meters installed - 153 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 23.00 26.00 26.00 26.00 26.00 23.00 26.00 26.00 26.00 26.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 4,273,999 3,609,151 3,580,930 3,578,170 3,568,330 $ 4,273,999 $ 3,609,151 $ 3,580,930 $ 3,578,170 $ 3,568,330 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,301,784 2,047,492 41,971 882,752 1,537,814 1,369,751 64,813 636,773 1,585,060 1,257,300 738,570 1,588,550 1,236,190 753,430 1,581,950 1,348,860 637,520 $ 4,273,999 $ 3,609,151 $ 3,580,930 $ 3,578,170 $ 3,568,330 COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2007 Budget FY 2010 FY 2008 FY 2009 - 154 - FY 2010 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 2010 ♦ 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 demands ♦ 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 provided ♦ 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 - 155 - 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 Budget FY 2009 1.00 0.00 16.00 0.00 11.00 5.00 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 1.00 0.00 17.60 0.00 12.40 6.00 0.00 0.00 1.00 0.00 17.60 0.00 12.40 6.00 0.00 0.00 33.00 35.00 37.00 37.00 37.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 $ 23,461,187 $ 26,369,230 $ 22,976,080 $ 23,727,000 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 2,032,551 8,596,622 57,372 6,314,043 2,391,892 9,402,693 50,493 11,616,109 2,736,320 11,551,130 50,000 12,031,780 2,672,200 10,259,200 79,750 9,964,930 2,732,360 11,210,780 9,783,860 $ 17,000,588 $ 23,461,187 $ 26,369,230 $ 22,976,080 $ 23,727,000 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 16,894,486 17,000,588 19,155,592 23,461,187 20,331,000 26,369,230 Total Revenues Total Expenses $ 2,075,690 659,920 8,284,310 8,581,760 2,799,110 575,290 - Budget FY 2010 $ 17,000,588 OPERATING RESULTS 1,913,900 659,920 10,344,740 9,083,140 3,160,510 601,020 (345,000) 951,000 Projected FY 2009 1,621,450 671,278 8,109,197 7,705,872 1,863,638 544,636 2,945,115 - Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2008 1,629,406 629,010 5,622,646 6,926,890 1,799,430 393,206 - EXPENSES BY CATEGORY Total Expenses Actual FY 2007 20,626,990 22,976,080 1,767,470 668,770 8,354,960 8,874,650 2,890,580 564,570 (395,000) 1,001,000 21,926,260 23,727,000 (106,102) $ (4,305,594) $ (6,038,230) $ (2,349,090) $ (1,800,740) PERFORMANCE/ACTIVITY MEASURES Total annual wastewater influent (MG) Average daily influent (MG) Total annual effluent produced/reused (MG) Total gallons pumped by lift stations (MG) % of businesses of concern inspected # of sewer line blockage complaints % of employees receiving safety training Actual FY 2007 4,275 11.71 3,417 1,511 85% 38 100% - 156 - Actual FY 2008 4,498 12.32 4,174 1,731 90% 54 100% Projected FY 2009 4,527 12.40 3,820 1,798 100% 42 100% Anticipated FY 2010 4,686 12.84 3,850 1,852 100% 45 100% Table of Contents Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2010 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 sewer force mains. ♦ ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ Provided safety training to all Wastewater Collection Personnel ♦ Identified and rehabilitated sanitary sewer manholes that were impacted by corrosion ♦ Completed the expansion of the Crossroads wastewater lift station site ♦ Installed new odor control equipment and new larger pumps at the Gilbert Commons lift station site due to increased flows ♦ Installed new larger pumps at the Candlewood lift station site to better handle peak flow demands ♦ Completed the rehabilitation of the Islands lift station force main pipeline ♦ Performed daily inspections and routine maintenance at all lift station sites ♦ Performed odor control activities throughout the wastewater collection system ♦ Cleaned 25% of the sewer system to prevent sewer line blockages, overflows, and odors ♦ Inspected 20% of the sewer system using television inspection (CCTV) equipment to identify problem areas that can lead to sewer line blockages, overflows, and deterioration of the infrastructure ♦ Treated 4,500 sewer manholes for roach control ♦ ♦ ♦ Clean 25% of the sanitary sewer system to prevent sewer line blockages, overflows, and odors Inspect 25% of the sanitary sewer system using television inspection (CCTV) equipment 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 public health, safety, and environmental hazards Inspect all lift station sites daily to verify proper operational performance and perform scheduled preventive maintenance on related equipment Distribute educational brochures and information to customers relating to wastewater collection operations during service calls and public outreach events Conduct safety training for specific operational tasks for all appropriate staff to ensure that operations are performed correctly and safely BUDGET NOTES There were no personnel salary increases for FY 2010. Budget reductions occurred in repair and maintenance items, chemicals, legal fees and advertising. Transfers include $1,324,000 to the Wastewater Capital Improvement Fund and $950,000 to the Streets Capital Improvement Fund. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Percent of sewer system cleaned 23% 25% 25% 25% Percent of sewer system inspected 19% 19% 20% 25% Number of sewer odor complaints 61 267 199 200 Number of sewer line blockage complaints 38 54 42 45 30 30 31 31 1,511 1,731 1,798 1,852 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES Number of lift station pumps serviced per year Total annual gallons pumped by lift stations (Million Gallons) Percent of employees receiving required safety training - 157 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 16.00 16.60 17.60 17.60 17.60 16.00 16.60 17.60 17.60 17.60 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 5,622,646 8,109,197 10,344,740 8,284,310 8,354,960 $ 5,622,646 $ 8,109,197 $ 10,344,740 $ 8,284,310 $ 8,354,960 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 907,476 1,362,068 31,642 3,321,460 1,050,200 1,431,037 30,927 5,597,033 1,202,980 1,986,250 25,000 7,130,510 1,175,480 1,746,990 55,330 5,306,510 1,191,570 1,832,090 5,331,300 $ 5,622,646 $ 8,109,197 $ 10,344,740 $ 8,284,310 $ 8,354,960 COST PER MILLION GALLONS INFLUENT $750.00 $600.00 $450.00 $300.00 $150.00 $0.00 FY 2007 Budget FY 2010 FY 2008 - 158 - FY 2009 FY 2010 Table of Contents Wastewater Plant Operations PURPOSE STATEMENT ♦ Wastewater Reclamation Plant (WRP) operations are dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater treatment operations, sludge wasting operations, and reclaimed water production. ♦ ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ Performed scheduled preventative maintenance on all wastewater treatment plant equipment and controls Completed work on an Odor Control Study associated with the Greenfield WRP in partnership with the City of Mesa and Town of Queen Creek Completed a Local Limits Study associated with the Greenfield WRP in partnership with the City of Mesa and Town of Queen Creek Began work on a new perimeter block wall around the Neely WRP to improve security ♦ ♦ BUDGET NOTES There were no personnel salary increases for FY 2010. Base budgets for FY 2010 decreased to bring budget more in line with historical experience. No other significant changes were anticipated. OBJECTIVES FY 2010 ♦ Conduct routine meetings with the Greenfield WRP operations staff (City of Mesa) 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 Neely Wastewater Reclamation Plant operations contractor (Severn Trent) to evaluate plant operations Continuously track and conduct treatment plant capacity evaluations with the Neely WRP operations contractor (Severn Trent) Continuously track and conduct treatment plant capacity evaluations with the Greenfield WRP operations agency (City of Mesa) Conduct daily coordination with the Neely WRP operations contractor (Severn Trent) and the Greenfield WRP operations staff (City of Mesa) regarding reclaimed water production operations Evaluate reclaimed water quality by tracking test results from the Neely WRP and Greenfield WRP Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 $1,252.22 $1,398.76 $1,525,55 $1,496.99 $1,674.88 $1,660.16 $1,637.73 $1,694.69 2,887.9 2,863.0 2,800.0 2,898.0 1,386.9 1,635.8 1,727.0 1,787.5 71% 71% 70% 72% 48% 56% 59% 61% 2,655.1 2,671.4 2,368.4 2,387.0 761.6 1,502.6 1,451.6 1,463.0 7.91 7.84 7.67 7.94 3.80 4.48 4.73 4.89 - 159 - 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 2008 Budget FY 2009 Projected FY 2009 0.00 0.00 0.00 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 4,394,864 2,532,026 4,781,141 2,924,731 4,948,800 4,134,340 4,756,320 3,825,440 4,844,240 4,030,410 $ 6,926,890 $ 7,705,872 $ 9,083,140 $ 8,581,760 $ 8,874,650 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2007 5,939,278 987,612 6,720,362 985,510 7,493,290 1,589,850 7,099,910 1,481,850 7,367,540 1,507,110 $ 6,926,890 $ 7,705,872 $ 9,083,140 $ 8,581,760 $ 8,874,650 COST PER MILLION GALLONS TREATED $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2007 FY 2008 - 160 - FY 2009 FY 2010 Table of Contents Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2010 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, recovered water wells, reservoirs, ground water recharge facilities, injection wells, and monitoring 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 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 2009 ♦ Performed daily reclaimed water delivery monitoring and operations for all user sites and met customer water demands ♦ Operated and maintained the reclaimed water distribution system, reclaimed water reservoir and pump station sites ♦ Operated and maintained all recovered water well sites and met customer water delivery demands ♦ Provided safety training to all Effluent Reuse and Recharge Personnel ♦ Continued to conduct pressure monitoring of the reclaimed water distribution system to track system performance ♦ Disked/ripped all recharge basins as needed ♦ Exercised all reclaimed water system valves ♦ Inspected, maintained, and took readings at all reclaimed and recovered water system meters ♦ Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule PERFORMANCE/ACTIVITY MEASURES Number of permit limit violations per year (APP and Reuse permits) Number of reclaimed water overflow events at user sites and recharge facilities per year Total annual reclaimed water produced/reused (Million Gallons) Percent of total reclaimed water supply directly reused by customers Percent of total reclaimed water supply recharged to aquifer Percent of employees receiving required safety training BUDGET NOTES There were no personnel salary increases for FY 2010. Budget includes decreases for system repair, maintenance, supplies, legal fees, and other purchased services, as well as increases for utilities, automotive repair and maintenance, and meters. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 1 0 0 0 0 2 2 0 3,417 4,174 3,820 3,850 28% 30% 30% 32% 72% 70% 70% 68% 100% 100% 100% 100% - 161 - 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 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 6.50 4.50 6.90 4.50 7.40 5.00 7.40 5.00 7.40 5.00 11.00 11.40 12.40 12.40 12.40 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 983,622 815,808 1,164,551 699,087 1,693,760 1,466,750 1,396,090 1,403,020 1,475,270 1,415,310 $ 1,799,430 $ 1,863,638 $ 3,160,510 $ 2,799,110 $ 2,890,580 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 676,712 364,028 25,730 732,960 795,446 480,607 587,585 929,460 652,480 25,000 1,553,570 901,100 626,730 24,420 1,246,860 941,590 618,160 1,330,830 $ 1,799,430 $ 1,863,638 $ 3,160,510 $ 2,799,110 $ 2,890,580 COST PER MILLION GALLONS PRODUCED/REUSED $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2007 Budget FY 2010 FY 2008 - 162 - FY 2009 FY 2010 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 permitted industrial user sites Completed and submitted all required 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 Coordinated with Development Services to review plans of new commercial and industrial business activity 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 There were no personnel salary increases for FY 2010. Supplies and contractual budgets decreased in the area of lab testing, lab fees and supplies and books. No other requests were submitted for the FY 2010 budget. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 876 1,106 1,320 1,450 85% 90% 100% 100% 14 14 17 19 100% 100% 100% 100% 99 73 53 75 48 33 35 48 816 1,094 1,063 1,200 - 163 - Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2007 Actual FY 2008 Budget FY 2009 5.00 6.00 6.00 6.00 6.00 5.00 6.00 6.00 6.00 6.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 393,206 Total Expenses $ 393,206 544,636 $ 544,636 Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ 393,206 $ 601,020 $ 544,636 $ 575,290 601,020 $ $150.00 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2008 - 164 - FY 2009 $ FY 2010 575,290 564,570 Budget FY 2010 467,920 95,830 11,540 COST PER MILLION GALLONS TREATED FY 2007 564,570 Projected FY 2009 474,110 115,370 11,540 $ Budget FY 2010 575,290 Budget FY 2009 419,429 74,731 19,566 30,910 Budget FY 2010 Projected FY 2009 601,020 Actual FY 2008 327,367 56,319 9,520 Projected FY 2009 470,830 88,740 5,000 $ 564,570 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 2010 ♦ ♦ ♦ ♦ ♦ 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 - 165 - Irrigation Table of Contents Solid Waste Actual FY 2007 Actual FY 2008 Budget FY 2009 62.91 8.44 68.44 8.66 71.94 8.66 71.94 7.06 72.22 6.78 71.35 77.10 80.60 79.00 79.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 11,772,576 1,956,296 13,392,759 2,365,816 15,053,150 2,463,320 13,542,000 2,337,923 14,161,580 2,237,730 $ 13,728,872 $ 15,758,574 $ 17,516,470 $ 15,879,923 $ 16,399,310 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 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 2010 Projected FY 2009 Budget FY 2010 4,445,478 6,531,458 514,650 2,237,286 4,984,265 7,365,052 907,991 2,501,267 5,285,190 7,897,330 701,000 3,632,950 5,074,250 6,812,103 448,290 3,545,280 5,098,320 7,800,780 240,000 3,260,210 $ 13,728,872 $ 15,758,574 $ 17,516,470 $ 15,879,923 $ 16,399,310 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 14,367,056 13,728,872 15,930,660 15,758,574 16,818,400 17,516,470 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2009 $ 638,184 $ 172,086 $ 16,774,822 15,879,923 (698,070) $ 894,899 16,753,600 16,399,310 $ 354,290 Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Total solid waste tonnage (not including recycling) 112,880 113,777 110,150 112,000 Total recycle tonnage 18,388 19,055 19,500 21,000 Residential Cost per Ton $145 $167 $166 $164 Average tons per customer (black can) 1.15 1.12 1.08 1.08 Recycling diversion rate - residential 18.9% 19.2% 19.4% 19.4% Recycling diversion rate - commercial 1.6% 1.7% 1.8% 1.8% PERFORMANCE/ACTIVITY MEASURES - 166 - Table of Contents Solid Waste Residential PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Solid Waste Municipality of the Year 42 of 49 drivers without driving accident Equipment standardization Alley closure Renegotiation of Hudson Baylor recycle contract with MRF option in Chandler, reducing travel time 24 hour response time on customer calls Outreach program continued growth partnership with GPS ♦ Continue 24 hour response time to our customers concerns Monitor diversion to transfer stations ensure full use and reduction in travel times Review proposed developments within Gilbert provide guidance and design requirements to developers Ensure drivers attend coaching the Refuse Driver at least upon hire and again every 2 years Work with HOA’s to further develop outreach partnerships, improve recycle participation Continue to promote proper set our and bulk trash collection policies to customers to increase efficiency Further enhance recycling at the HHW facility by identifying more recycle markets for materials collected BUDGET NOTES There were no personnel salary increases in FY 2010. Personnel budget increased in FY 2010 due to a reallocation of FTE from Commercial Operations to Residential Operations. Travel, lodging and per diem was removed from the budget. Capital outlay includes one side loader that was not received in FY 2009 as anticipated. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Total recycling tonnage 18,388 19,055 19,500 21,000 Total residential solid waste tonnage (not including recycling) 80,988 80,110 80,200 81,000 Number of residential customers 58,197 61,196 62,850 64,000 $116,283 $26,462 $62,000 $60,000 Days of work related injury loss time 120 0 23 13 Number of work related injuries 12 4 13 7 1,893 2,782 3,700 4,200 78 109 140 165 54% 55% 56% 57% PERFORMANCE/ACTIVITY MEASURES Total liability loss Households served by HHW events Tons of HHW collected Average weekly recycling participation rate by single family homes - 167 - Table of Contents Solid Waste Residential PERSONNEL BY ACTIVITY Actual FY 2007 Actual FY 2008 Budget FY 2009 Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs 3.46 28.50 16.00 13.70 1.25 3.24 31.50 17.00 13.70 3.00 3.24 32.00 20.00 13.70 3.00 3.24 32.00 20.00 13.70 3.00 3.52 32.00 20.00 13.70 3.00 62.91 68.44 71.94 71.94 72.22 Actual FY 2007 Actual FY 2008 Budget FY 2009 Total Personnel EXPENSES BY ACTIVITY Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental Contingency Total Expenses Projected FY 2009 Budget FY 2010 1,467,600 6,691,338 2,731,830 2,209,783 292,208 - 1,695,040 7,049,820 3,047,820 2,229,190 328,280 3,000 700,000 1,604,125 6,655,130 2,779,450 2,182,450 320,845 - $ 11,772,576 $ 13,392,759 $ 15,053,150 $ 13,542,000 $ 14,161,580 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,569,650 7,196,950 2,497,260 2,167,150 320,570 (248,000) 658,000 3,913,245 5,286,097 481,998 2,091,236 4,340,181 5,886,583 907,991 2,258,004 4,683,750 6,436,480 701,000 3,231,920 4,494,350 5,465,680 432,590 3,149,380 4,621,860 6,335,040 240,000 2,964,680 $ 11,772,576 $ 13,392,759 $ 15,053,150 $ 13,542,000 $ 14,161,580 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 12,295,185 11,772,576 13,462,880 13,392,759 14,117,500 15,053,150 14,291,232 13,542,000 14,339,500 14,161,580 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2010 1,268,476 6,246,272 1,815,372 2,227,404 215,052 - EXPENSES BY CATEGORY Total Expenses Projected FY 2009 $ 522,609 $ 70,122 $ (935,650) $ 749,232 COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2007 FY 2008 - 168 - FY 2009 FY 2010 $ 177,920 Table of Contents Solid Waste Commercial PURPOSE STATEMENT OBJECTIVES FY 2010 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 2009 BUDGET NOTES ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continued to standardize equipment Grew customer base Promoted commercial recycling Commercial containers bid award and contract with UST Reduced staffing to ensure profitable operations, and match workload Provided option for customers with commercial and industrial businesses within the Town Increased revenue PERFORMANCE/ACTIVITY MEASURES Number of commercial customers Total roll-off tonnage disposed Remain profitable while keeping rates stable Grow customer base using mailing and following up with former customers Put hoist from 407 on newer cab and chassis Ensure customer satisfaction with superior customer service Have more that 50% accident-free drivers Reduce truck maintenance with aggressive preventative maintenance program Promote commercial services through the Chamber of Commerce There were no personnel salary increases for FY 2010. Personnel reductions were based on the elimination of 1.88 FTE due to the slowdown in commercial collections. Some of the reduced FTE were reallocated to the Residential Operations. No other significant changes were made to the FY 2010 adopted budget. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 548 619 642 655 12,064 12,069 9,400 10,000 - 169 - Table of Contents Solid Waste Commercial PERSONNEL BY ACTIVITY Actual FY 2007 Actual FY 2008 Budget FY 2009 1.54 5.15 1.75 1.76 5.15 1.75 1.76 5.15 1.75 0.76 4.55 1.75 0.48 5.30 1.00 8.44 8.66 8.66 7.06 6.78 Actual FY 2007 Actual FY 2008 Budget FY 2009 Commercial Administration Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental Contingency Total Expenses Projected FY 2009 Budget FY 2010 127,976 1,609,009 628,831 - 127,300 1,589,860 620,160 8,000 118,000 125,598 1,614,860 597,465 - $ 1,956,296 $ 2,365,816 $ 2,463,320 $ 2,337,923 $ 2,237,730 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 36,300 1,584,540 551,890 (42,000) 107,000 532,233 1,245,361 32,652 146,050 644,084 1,478,468 243,263 601,440 1,460,850 401,030 579,900 1,346,423 15,700 395,900 476,460 1,465,740 295,530 $ 1,956,296 $ 2,365,816 $ 2,463,320 $ 2,337,923 $ 2,237,730 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses 2,071,871 1,956,296 Net Operating Result Budget FY 2010 112,767 1,247,517 596,012 - EXPENSES BY CATEGORY Total Expenses Projected FY 2009 $ 115,575 2,467,780 2,365,816 $ 101,964 2,700,900 2,463,320 $ 237,580 2,483,590 2,337,923 $ 145,667 COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2007 FY 2008 - 170 - FY 2009 FY 2010 2,414,100 2,237,730 $ 176,370 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 2010 ♦ To provide uninterrupted irrigation service ♦ To coordinate with Salt River Project schedulers to assure proper scheduling in order to provide consistent service ♦ Develop phase-out plan to ease customer transition off Town irrigation since irrigation will no longer be offered by the Town effective January 2011 ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater - 171 - Irrigation Table of Contents Irrigation PERSONNEL BY DIVISION Irrigation Total Personnel EXPENSES BY DIVISION Irrigation Total Expenses $ Budget FY 2009 0.50 0.70 0.70 0.70 0.70 0.50 0.70 0.70 0.70 0.70 Actual FY 2007 Actual FY 2008 Budget FY 2009 29,956 66,238 $ Actual FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out 66,238 $ 29,956 Actual FY 2007 Total Revenues Total Expenses 66,238 - 67,020 67,020 $ 388 $ - $ $ 164,320 52,080 14,430 $ Projected FY 2009 - 66,510 Budget FY 2010 164,320 164,320 $ 66,510 Budget FY 2010 55,610 108,710 - 67,020 67,020 $ 164,320 66,510 Projected FY 2009 Budget FY 2009 66,626 66,238 Budget FY 2010 164,320 52,590 14,430 $ Budget FY 2010 Projected FY 2009 Budget FY 2009 Actual FY 2008 29,956 29,956 $ $ 54,558 11,680 $ Projected FY 2009 67,020 Actual FY 2008 27,048 2,908 - OPERATING RESULTS Net Operating Result Actual FY 2008 29,956 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 66,510 66,510 $ - Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Cost per house irrigated $309 $384 $1,189 $396 Cost recovery % 59% 28% 10% 26% % of residences missed on schedule 0% 0% 0% 0% PERFORMANCE/ACTIVITY MEASURES - 172 - 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 2010 ♦ To maintain a safe and efficient roadway system at a pavement condition index of at least 80 ♦ Minimize inconveniences to customers by performing maintenance and repair operations in an organized and timely manner ♦ Protect the large investment of the roadway system by continuously assessing its condition and acting appropriately to maintain and extend its useful life ♦ Use available funds to improve efficiency and productivity of operations by implementing appropriate standards ORGANIZATIONAL CHART PUBLIC WORKS Streets Maintenance Traffic Control Right of Way Maintenance Streets Maintenance Traffic Signal Maintenance ROW Maintenance Asphalt Patching Street Signs Landscape Maintenance Street Cleaning Street Lighting Shoulder Maintenance Preventive Maintenance Street Marking Concrete Repair Crack Sealing Debt Fog Sealing Hazard Response - 173 - 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 Budget FY 2009 Projected FY 2009 Budget FY 2010 1.00 0.00 23.42 23.00 4.83 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 1.00 0.00 22.42 25.00 4.63 2.25 0.00 0.00 1.00 0.00 22.42 25.00 4.63 2.25 0.00 0.00 54.50 55.30 55.30 55.30 55.30 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 696,629 3,272,637 6,989,455 4,586,044 2,630,645 218,143 3,430,748 - 794,850 3,302,000 7,279,120 4,650,270 2,597,700 219,730 5,610,250 761,000 744,249 3,302,000 5,071,940 4,421,662 1,805,300 182,383 6,143,000 - 770,500 3,324,600 5,119,300 4,420,790 2,185,240 172,730 434,250 641,000 $ 22,138,856 $ 21,824,301 $ 25,214,920 $ 21,670,534 $ 17,068,410 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,122,897 4,900,055 3,598,291 10,517,613 3,588,036 5,786,990 3,897,751 8,551,524 3,820,020 6,497,590 3,541,300 11,356,010 3,672,040 5,285,775 2,692,869 10,019,850 3,804,820 6,055,300 2,568,860 4,639,430 $ 22,138,856 $ 21,824,301 $ 25,214,920 $ 21,670,534 $ 17,068,410 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 22,355,152 22,138,856 20,883,726 21,824,301 21,086,870 25,214,920 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 604,250 3,282,774 7,254,421 3,853,357 2,240,911 238,190 4,664,953 - EXPENSES BY CATEGORY Total Expenses Actual FY 2007 $ 216,296 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 $ 17,503,630 21,670,534 17,078,830 17,068,410 (940,575) $ (4,128,050) $ (4,166,904) $ 10,420 Actual FY 2007 1,910 Actual FY 2008 1,910 Projected FY 2009 1,912 Anticipated FY 2010 1,915 32.3% 36.7% 28.6% 35.0% 86.1% 78.9% 86.8% 90.0% 67.1% 69.4% 76.6% 78.0% 91.2% 93.4% 93.5% 94.0% - 174 - Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2010 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 4 days after street maintenance is complete ♦ Sweep all residential subdivisions no less than 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 ♦ Crack seal 100% of subdivisions and arterials prior to scheduled maintenance ♦ Ensure that 33% of Gilbert is being visually rated per year ♦ Sweep a minimum of five broom hours daily per driver ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Patched 80% of the pot holes within 3 hours of notification Cracked sealed 100% of the subdivisions scheduled for maintenance Conducted all of visual street ratings in house Current with total lane miles captured in pavement maintenance system vs. actual miles in the field Improved our PCI by following our Pavement Life Cycle to the best of our ability 100% of all arterial and residential roadway maintained were cleaned no less than twice per month Completed Utility Adjustments four or less days after road improvements were completed BUDGET NOTES There were no personnel salary increases for FY 2010. One vacant FTE position was eliminated from the Asphalt section. Preventative Maintenance contract was reduced by $1,000,000 in response to the reduction in intergovernmental revenues. 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 2007 1,910 Actual FY 2008 1,910 Projected FY 2009 1,912 Anticipated FY 2010 1,915 100% 100% 100% 100% 100% 100% 100% 100% 90 91 91 92 5.18 5.17 5.18 5.50 17% 22% 22% 33% 80% 80% 100% 100% 4 4 4 4 100% 100% 100% 100% - 175 - 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 2008 Budget FY 2009 Projected FY 2009 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 3.25 7.34 2.33 4.25 5.25 3.25 7.34 2.33 4.25 5.25 23.42 23.42 23.42 22.42 22.42 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 905,425 1,861,725 3,698,188 395,912 393,171 631,643 1,577,010 3,899,889 370,341 510,572 722,280 1,476,740 3,880,880 567,030 632,190 273,277 858,011 3,004,312 385,940 550,400 351,330 895,840 2,875,260 394,120 602,750 $ 7,254,421 $ 6,989,455 $ 7,279,120 $ 5,071,940 $ 5,119,300 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2007 1,169,222 1,154,717 3,277,612 1,652,870 1,350,651 1,217,991 3,681,563 739,250 1,494,070 1,168,600 3,541,300 1,075,150 1,323,160 1,057,480 2,691,300 - 1,385,530 1,164,910 2,568,860 - $ 7,254,421 $ 6,989,455 $ 7,279,120 $ 5,071,940 $ 5,119,300 COST PER LANE MILE $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2007 FY 2008 - 176 - FY 2009 FY 2010 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2010 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. ♦ Provide initial street light knockdown response within one hour of notification and replace within five business days ♦ 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 three 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 3% of signal intersections annually ♦ Recalibrate 50% of the Fire safety Preemption heads on signal mast arms ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented the GBA work order software using to track the Traffic Signals work orders and the in house pilot program Streetlight Maintenance 90% of Traffic Signal flashes repaired within the four hour goal 95% of initial reported Streetlight knockdowns responded to. Five day install data not available, GBA report not written to date Relocated the Vaughn Yard storage facility all Streetlight and Signal poles stock located in one location 100% of the Signal MMU recalibration completed Bi-annual subdivision inspections 50% Initiated one day a week for ISNS repairs throughout the town BUDGET NOTES There were no personnel salary increases for FY 2010. Personnel increased with the addition of an Associate Engineer in the Traffic Signals division. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 154 157 169 173 335.94 412.13 424.24 814.36 % of long lines striped 39% 49% 53% 100% % of short lines inspected 30% 33% 33% 33% Total number of High Pressure Sodium lamps replaced 796 1,537 1,537 1,800 Total number of Traffic Signals energized 156 157 169 173 % of signs replaced this year 20% 20% 20% 20% % of street lighting work orders completed within three business days N/A 95% 95% 95% % of traffic signals painted this year 10% 3% 3% 0% PERFORMANCE/ACTIVITY MEASURES Total MMU monitor testing Total miles of long line striping painted - 177 - 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 2008 Budget FY 2009 Projected FY 2009 6.50 4.50 3.50 8.50 6.50 4.50 3.50 9.50 6.50 4.50 3.50 9.50 6.50 4.50 3.50 10.50 6.50 4.50 3.50 10.50 23.00 24.00 24.00 25.00 25.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 646,481 611,048 1,230,066 1,365,762 1,046,746 622,735 1,462,442 1,454,121 1,221,930 559,910 1,301,850 1,566,580 1,007,636 584,749 1,269,461 1,559,816 1,067,770 567,270 1,243,380 1,542,370 $ 3,853,357 $ 4,586,044 $ 4,650,270 $ 4,421,662 $ 4,420,790 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2007 1,361,459 1,935,305 267,593 289,000 1,654,051 2,576,854 79,268 275,871 1,732,010 2,607,240 311,020 1,768,530 2,653,132 - 1,862,350 2,558,440 - $ 3,853,357 $ 4,586,044 $ 4,650,270 $ 4,421,662 $ 4,420,790 COST PER LANE MILE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2007 FY 2008 - 178 - FY 2009 FY 2010 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2010 To maintain aesthetics and drainage within right of way, control dust, and prevent spread of noxious weeds. ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Complied with all PM10 dust regulations on our shoulders, dirt roads and vacant lots. Graded and applied bio-degradable dust control chemicals to all our shoulders and dirt roads. In addition to the chemical dust control we put millings on our dirt roads where possible Tested and evaluated 3 different dust control chemicals and found that the most sustainable, bio-degradable and cost effective product can be purchased in Gilbert Completed the tree inventory Started a tree trimming program to ensure a healthy environment for our trees Located and Mapped all landscaped all irrigation controllers Upgraded 75% of all irrigation systems to properly functioning status Reconstructed 100% of shoulders after storm/traffic damage Inspected and cleaned all dry wells Cleaned all storm sewer and storm drains to maintain a safe environment for driving PERFORMANCE/ACTIVITY MEASURES ROW miles maintained by contractor ♦ ♦ ♦ ♦ ♦ Maintain all shoulders and dirt roads for safety, storm water drainage and dust abatement in compliance with all PM10 dust regulations Continue to test new dust abatement products and upgrade our program Complete a water audit on all of our landscaped areas and upgrade the irrigation systems to continue to be a water wise user Upgrade the landscaped areas in the GIS system to identify all newly added areas Reconstruct 100% of our shoulders and dirt roads to maintain safety after storm/driving events Inspect and clean as needed all dry wells annually Continue to develop a tree trimming program consistent with the current program and upgrade the program as needed Identify and put a program together to upgrade our landscaped areas and irrigation systems on a continual basis BUDGET NOTES There were no personnel salary increases for FY 2010. Concrete budget was reduced by $300,000. Actual FY 2007 53.0 Actual FY 2008 55.0 Projected FY 2009 57.0 Anticipated FY 2010 58.5 14 5 0 0 # of deductions to contractor % of landscape firms irrigation control logs reviewed weekly Total storm drains cleaned 5 100 100 100 475 560 600 600 % of shoulders inspected 3 times per year 100 100 100 100 Number of completed work orders % of shoulder reconstructions completed within five working days 176 643 5,000 5,500 100 100 100 100 - 179 - 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 2008 Budget FY 2009 Projected FY 2009 2.00 2.50 0.33 1.80 2.50 0.33 1.80 2.50 0.33 1.80 2.50 0.33 1.80 2.50 0.33 4.83 4.63 4.63 4.63 4.63 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 925,418 306,308 1,009,185 1,113,872 648,646 868,127 1,247,290 367,380 983,030 1,068,164 291,309 445,827 1,219,840 283,150 682,250 $ 2,240,911 $ 2,630,645 $ 2,597,700 $ 1,805,300 $ 2,185,240 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2007 338,942 1,757,542 20,127 124,300 324,119 1,880,166 136,920 289,440 334,840 2,099,570 163,290 339,930 1,464,746 624 - 329,280 1,855,960 - $ 2,240,911 $ 2,630,645 $ 2,597,700 $ 1,805,300 $ 2,185,240 COST PER LANE MILE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2007 FY 2008 - 180 - FY 2009 FY 2010 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2010 To keep right of way clear of driving hazards and unsightly graffiti within expected times. ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ ♦ Removed 100% of the dead animals from the rite 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 There were no personnel salary increases for FY 2010. No other significant changes were anticipated for FY 2010. PERFORMANCE/ACTIVITY MEASURES Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 % of dead animals removed from right of way within one hour of call N/A 100% 100% 100% % of graffiti removed within 48 hours of notification from Police Department N/A 90% 90% 100% % of barricades delivered on scheduled date N/A 100% 100% 100% - 181 - Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Actual FY 2008 Budget FY 2009 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 Actual FY 2007 Actual FY 2008 Budget FY 2009 238,190 Total Expenses $ 238,190 218,143 $ 218,143 Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2007 $ $ 238,190 219,730 $ 218,143 $ 219,730 182,383 $ 182,383 $125.00 $100.00 $75.00 $50.00 $25.00 $0.00 FY 2008 - 182 - FY 2009 $ FY 2010 172,730 Budget FY 2010 141,080 41,303 - COST PER LANE MILE FY 2007 172,730 Projected FY 2009 158,290 44,450 16,990 $ Budget FY 2010 182,383 Budget FY 2009 160,027 43,986 14,130 Budget FY 2010 Projected FY 2009 219,730 Actual FY 2008 143,336 29,015 32,959 32,880 Projected FY 2009 128,210 44,520 $ 172,730 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 $79 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 17%. Fuel has a mark up of 6 cents per gallon to cover the cost of maintaining and replacing the fueling system. The fee for the truck wash at the South Area Service Center is $5 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 - 183 - Table of Contents Internal Service Funds Actual FY 2007 Actual FY 2008 Budget FY 2009 24.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 24.00 26.00 26.00 26.00 26.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 6,226,923 430,574 9,921,142 7,655,573 304,821 11,931,537 7,368,680 353,130 12,598,100 6,925,820 306,860 11,294,380 7,119,250 353,130 11,749,820 $ 16,578,639 $ 19,891,931 $ 20,319,910 $ 18,527,060 $ 19,222,200 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,388,084 15,048,615 120,760 21,180 1,637,130 18,127,844 56,647 70,310 1,911,000 18,254,200 86,000 68,710 1,730,580 16,695,340 32,430 68,710 1,808,640 17,367,710 30,000 15,850 $ 16,578,639 $ 19,891,931 $ 20,319,910 $ 18,527,060 $ 19,222,200 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 16,987,712 16,578,639 20,656,368 19,891,931 20,825,680 20,319,910 20,350,923 18,527,060 20,334,980 19,222,200 505,770 $ 1,823,863 $ 1,112,780 PERSONNEL BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Personnel EXPENSES BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 409,073 $ 764,437 - 184 - $ Projected FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 Table of Contents Fleet Maintenance ♦ PURPOSE STATEMENT ♦ 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 2009 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ State required emissions testing is now performed in-house at North Area Service Center (NASC) Increase Fleet Maintenance input into vehicle replacement specifications Vendor configuration of new fleet equipment is now a “Turn Key Operation” Reduced parts inventory 25% ($623,762 to $465,992) at NASC and South Area Service Center (SASC) Reviewed and improved on shop safety policies and procedures (HAZCOM) Automotive exhaust evacuation system installed on the north bays of NASC 2 mechanics received specialized BMW motorcycle diagnostic and repair certification Selective retrofit evaluation of customer fleet base per user vehicle requirements Upgraded diesel and unleaded dispensers at NASC fuel island Implemented 4 day 10 hour schedule at NASC Increased in-house work ratio at SASC Warranty Repair Status via Rush Truck (Peterbilt) Fabrication of refuse truck innovations at SASC Upgrade Fleet Maintenance Service Trucks Capital improvement on shop lifts OBJECTIVES FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Quality Control / Quality Assurance Mechanic ASE certification Tire surveillance at Solid Waste GPS fault code OBD at Solid Waste GBA task standardization VMRS Select refurb / retrofit capital shift 95% Fleet Uptime Ratio BUDGET NOTES There were no merit or market adjustment increases given in FY 2010. No major changes took place in the Fleet Maintenance cost centers from FY 2009 to FY 2010. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Mechanic productivity ratio N/A 71.6% 73.6% 75.0% Number of outsourced work orders 602 1,988 1,625 1,775 Average emergency response time (minutes) 30 30 30 30 Total number of work orders 8,452 9,146 9,755 10,750 Total preventive maintenance work orders 1,848 2,452 3,049 3,350 Total unscheduled work orders 6,604 6,694 6,706 7,400 719 700 700 700 PERFORMANCE/ACTIVITY MEASURES Total number of vehicles/equipment in fleet - 185 - 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 2009 Projected FY 2009 Budget FY 2010 3.00 21.00 0.00 3.00 23.00 0.00 3.00 23.00 0.00 3.00 23.00 0.00 3.00 23.00 0.00 24.00 26.00 26.00 26.00 26.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 214,437 7,441,136 - 263,840 7,099,840 5,000 188,100 6,737,720 - 239,580 6,874,670 5,000 $ 6,226,923 $ 7,655,573 $ 7,368,680 $ 6,925,820 $ 7,119,250 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,388,084 4,817,659 21,180 1,637,130 5,891,486 56,647 70,310 1,911,000 5,332,970 56,000 68,710 1,730,580 5,094,100 32,430 68,710 1,808,640 5,294,760 15,850 $ 6,226,923 $ 7,655,573 $ 7,368,680 $ 6,925,820 $ 7,119,250 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 237,332 5,989,591 - EXPENSES BY CATEGORY Total Expenses Actual FY 2007 6,226,893 6,226,923 $ 7,698,855 7,655,573 (30) $ 43,282 7,368,680 7,368,680 $ - 7,368,680 6,925,820 $ 442,860 COST PER VEHICLE/EQUIPMENT IN FLEET $12,000.00 $9,000.00 $6,000.00 $3,000.00 $0.00 FY 2007 FY 2008 - 186 - FY 2009 FY 2010 7,117,980 7,119,250 $ (1,270) Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2010 Copy Services provide copier maintenance, copier purchases and purchase of stationary supplies. ♦ ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ Continued monthly meetings between Support Services Management staff and IKON representatives Completed requests for service on time and to customers satisfaction 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 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 $0.062 $0.061 $0.065 $0.067 4,966,632 4,960,000 4,730,120 4,800,000 - 187 - Table of Contents Copy Services Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 430,574 Total Expenses $ 430,574 304,821 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 430,574 Total Revenues Total Expenses $ $ 304,821 (57,309) $ $ 353,130 387,011 304,821 28,870 $ 306,860 $0.10 $0.08 $0.06 $0.04 $0.02 $0.00 FY 2008 FY 2009 - 188 - 323,130 30,000 $ FY 2010 67,150 353,130 Budget FY 2010 374,010 306,860 $ 353,130 Budget FY 2010 Projected FY 2009 COST PER COPY FY 2007 $ 306,860 - 382,000 353,130 $ 353,130 Projected FY 2009 Budget FY 2009 82,190 306,860 323,130 30,000 $ Budget FY 2010 306,860 Budget FY 2009 Actual FY 2008 373,265 430,574 Net Operating Result 353,130 304,821 - Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 353,130 Actual FY 2008 309,814 120,760 - Total Expenses 304,821 Projected FY 2009 377,000 353,130 $ 23,870 Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2010 This fund provides financing for health insurance coverage provided through an Exclusive Provider Organization (EPO) network. ♦ ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ Plan reserves increased in plan year 2009 Plan is fully funded and the reserve at the end of plan year 2009 meets targeted reserve goals set by the Board of Trustees Plan performance allowed for no premium increase and no change in cost sharing for 2010 Maintain a reserve equivalent to a minimum of 3 months of medical claims in excess of claims incurred but not reported Implement a new physician network that is anticipated to control/reduce the cost of claims through stronger provider discounts BUDGET NOTES The contribution rate for medical premiums is shared between Gilbert and employees. 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. Employees pay 20% of the premium contribution. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Average total plan cost per Full Time employee, per month $842 $896 $925 $950 Average actual premium per employee per month $878 $950 $1,000 $1,010 Health Plan Participants 2,795 3,085 3,096 3,130 $2,023,549 $2,710,547 $3,710,000 $4,800,000 PERFORMANCE/ACTIVITY MEASURES Reserve in excess of estimated Incurred But Not Reported (IBNR) claims - 189 - Table of Contents Health Self Insurance Actual FY 2007 Actual 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 2007 Actual FY 2008 Budget FY 2009 9,921,142 11,931,537 12,598,100 11,294,380 11,749,820 $ 9,921,142 $ 11,931,537 $ 12,598,100 $ 11,294,380 $ 11,749,820 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 9,921,142 - 11,931,537 - 12,598,100 - 11,294,380 - 11,749,820 - $ 9,921,142 $ 11,931,537 $ 12,598,100 $ 11,294,380 $ 11,749,820 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 10,387,554 9,921,142 12,570,502 11,931,537 13,075,000 12,598,100 12,608,233 11,294,380 12,840,000 11,749,820 476,900 $ 1,313,853 $ 1,090,180 PERSONNEL BY ACTIVITY Health Self Insurance Total Personnel EXPENSES BY ACTIVITY Health Self Insurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 466,412 $ 638,965 $ Projected FY 2009 Projected FY 2009 YEARLY COST FAMILY COVERAGE $16,000.00 $12,000.00 $8,000.00 $4,000.00 $0.00 FY 2007 FY 2008 - 190 - FY 2009 FY 2010 Budget FY 2010 Budget FY 2010 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. - 191 - 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 2007 Actual FY 2008 Budget FY 2009 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 2.00 1.00 0.00 0.00 1.50 0.00 1.00 3.68 0.00 2.00 2.00 0.00 0.00 1.50 0.00 1.00 3.68 0.00 4.00 2.00 0.00 0.00 1.50 0.00 10.00 3.68 2.60 4.00 3.00 0.00 5.15 8.76 10.18 12.18 24.78 Actual FY 2007 Actual FY 2008 Budget FY 2009 2,703,649 1,484,506 65,034,789 849,666 380,026 1,869,441 1,662,297 - 171,165 708,038 60,439,123 310,589 343,437 1,879,350 79,262 2,111,780 - 156,730 958,620 70,035,470 2,103,660 333,110 2,504,850 127,790 1,583,070 - 98,000 832,600 42,253,500 1,518,020 341,700 2,672,920 195,380 2,593,180 - 158,110 1,614,030 52,679,530 6,259,450 333,630 3,027,460 242,620 2,472,480 - $ 73,984,374 $ 66,042,745 $ 77,803,300 $ 50,505,300 $ 66,787,310 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,254,200 3,282,057 503,822 68,944,295 1,347,079 3,989,449 15,457 60,690,759 1,647,420 6,020,410 70,135,470 1,703,230 5,566,850 876,090 42,359,130 2,529,560 10,270,870 494,350 53,492,530 $ 73,984,374 $ 66,042,745 $ 77,803,300 $ 50,505,300 $ 66,787,310 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 86,590,484 73,984,374 49,840,777 66,042,745 25,530,100 77,803,300 $ 12,606,110 Projected FY 2009 Projected FY 2009 30,447,488 50,505,300 Budget FY 2010 Budget FY 2010 34,302,120 66,787,310 $ (16,201,967) $ (52,273,200) $ (20,057,812) $ (32,485,190) - 192 - Table of Contents Redevelopment PURPOSE STATEMENT OBJECTIVES FY 2010 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. ♦ Revise Heritage District Redevelopment Plan ♦ Develop master plan for area west of Gilbert Road and south of the Western Canal ♦ Complete Heritage District Pedestrian improvements ♦ Complete design guidelines ♦ Complete construction of Veterans Park BUDGET NOTES The budget for this section is to cover miscellaneous issues related to property management of the Heritage District. A listing of the capital projects in the Heritage District can be found in the Capital Improvement section of the budget. ACCOMPLISHMENTS FY 2009 ♦ ♦ Completed construction of Water Tower Plaza Completed construction of Western Powerline Trail Park The following map shows the boundaries of the Heritage District: - 193 - Table of Contents Redevelopment PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Redevelopment Commission Property Management Boys & Girls Club Non-Departmental 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 2007 Actual 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 2007 Actual FY 2008 Budget FY 2009 146,708 5,584 2,551,357 $ 2,703,649 170 81,944 87,160 1,891 $ $ 152,292 2,551,357 Actual FY 2007 171,165 Actual FY 2008 255,572 2,703,649 186,410 171,165 $ (2,448,077) $ 15,245 - 194 - $ 156,730 $ 98,000 158,110 $ 46,950 98,000 $ 158,110 Budget FY 2010 Projected FY 2009 220,000 156,730 63,270 $ 98,000 - Budget FY 2009 $ 98,000 158,110 - Projected FY 2009 156,730 $ Budget FY 2010 98,000 - Budget FY 2009 169,274 1,891 $ 156,730 Budget FY 2010 Projected FY 2009 153,310 3,420 - Actual FY 2008 Actual FY 2007 $ 2,703,649 171,165 Projected FY 2009 (51,050) $ 158,110 Budget FY 2010 158,000 158,110 (110) Table of Contents CDBG/HOME ♦ PURPOSE STATEMENT 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. OBJECTIVES FY 2010 ♦ ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ Allocated $179,986 in Block Grant Recovery funds to the Sonora Town project in late 2008-09. These funds allowed the project to expand to include replacing water lines, street improvements to reduce localized flooding, and possibly new street lights ♦ Expended $341,000 in Block Grant funds to assist 528 individuals and families with meals, homebuyer education, and emergency home repairs Partnered with nonprofits, neighboring cities, the State of Arizona, and lending institutions to hold 3 foreclosure prevention events in Gilbert and neighboring cities that assisted 400 homeowners at risk of foreclosure Completed a preliminary assessment and began design work for the Sonora Town Sewer project ♦ ♦ Improve lives for lower income Gilbert residents through funding for social services Provide information and referral for social services, affordable housing, and foreclosure prevention Provide funding for emergency home repair or housing rehab assistance for 25 Gilbert homeowners Complete the Sonora Town Wastewater, Water, and Street project that will bring new sewer lines, replacement water lines, and street improvements to the Sonora Town neighborhood BUDGET NOTES This fund receives revenue from Federal grants. The Council approves specific projects annually based on needs and funding availability. Oversight of these projects is provided by CDBG staff. Programs and activities funded for FY 2009-10 include the following: Agency Program Amount CDBG Town of Gilbert Sonora Town Water and Wastewater Improvements Community Services of Arizona Emergency Repair Community Services of Arizona Senior Center Town of Gilbert Affordable Housing Town of Gilbert Sonora Town Septic to Sewer Town of Gilbert Program Administration HOME Community Housing Resources of AZ Downpayment Assistance Community Housing Resources of AZ American Dream Downpayment Total FY10 Activities PERFORMANCE/ACTIVITY MEASURES # of persons receiving social services # of households receiving repair and rehab # of households receiving homebuyer counseling or gap financing $ 708,000 191,230 105,440 5,000 276,290 139,550 . 186,350 2,170 $ 1,614,030 Actual FY 2007 862 Actual FY 2008 427 Projected FY 2009 488 Anticipated FY 2010 370 14 24 27 28 20 12 13 10 - 195 - Table of Contents CDBG/HOME Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 1,484,506 $ 1,484,506 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 1,484,506 $ 1,469,188 1,484,506 $ $ (15,318) $ 708,038 $ 958,620 $ - 832,600 1,614,030 832,600 $ 1,614,030 Budget FY 2010 104,270 728,330 - 129,690 771,340 713,000 832,600 $ 1,614,030 Projected FY 2009 958,620 958,620 $ Budget FY 2010 Projected FY 2009 Budget FY 2009 714,624 708,038 - 196 - $ 131,430 827,190 - Actual FY 2008 6,587 958,620 Budget FY 2009 103,890 604,148 - Actual FY 2007 Total Revenues Total Expenses 708,038 Budget FY 2010 Projected FY 2009 958,620 Actual FY 2008 115,555 328,416 1,040,535 OPERATING RESULTS Net Operating Result $ Actual FY 2007 EXPENSES BY CATEGORY Total Expenses 708,038 Projected FY 2009 Budget FY 2010 913,250 832,600 $ 80,650 1,582,950 1,614,030 $ (31,080) Table of Contents System Development Fees PURPOSE STATEMENT Fire Department The primary purpose of a system development fee (SDF) is to ensure that the cost of providing infrastructure to new development is paid for by new development and not by the existing community. SDF fee structure design reflects only those costs associated with facility or infrastructure expansion related to new growth. Traffic Signals Following are descriptions and fees effective July 27, 2009 for a typical single-family residential permit: Parks and Recreation $5,042 General Government $1,355 $5,866 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 $708 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 $4,547 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 $423 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 $1,100 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. $643 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. - 197 - 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 2007 Actual 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 2007 Actual FY 2008 Budget FY 2009 452,058 4,178,340 2,798,620 5,638,135 6,305,262 15,946,838 5,828,293 151,935 23,735,308 332,316 4,269,282 2,804,731 6,962,832 4,705,191 11,701,476 17,292,768 151,935 12,218,594 60,000 2,175,000 2,936,550 3,060,670 2,439,690 2,513,310 23,411,310 30,252,940 3,186,000 176,710 2,518,000 2,698,050 670,420 2,502,690 3,946,000 14,361,000 3,775,230 11,605,400 60,000 270,000 2,743,000 776,000 2,362,000 7,590,000 12,254,000 19,688,530 6,936,000 $ 65,034,789 $ 60,439,123 $ 70,035,470 $ 42,253,500 $ 52,679,530 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 65,034,789 60,439,123 70,035,470 42,253,500 52,679,530 $ 65,034,789 $ 60,439,123 $ 70,035,470 $ 42,253,500 $ 52,679,530 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 78,824,953 65,034,789 42,810,314 60,439,123 17,344,000 70,035,470 $ 13,790,164 Projected FY 2009 Projected FY 2009 22,438,794 42,253,500 Budget FY 2010 19,791,200 52,679,530 $(17,628,810) $ (52,691,470) $ (19,814,706) $ (32,888,330) SDF PER SINGLE FAMILY RESIDENTIAL UNIT $25,000 $20,000 $15,000 $10,000 $5,000 $0 FY 2007 Budget FY 2010 FY 2008 - 198 - FY 2009 FY 2010 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2010 The Grant fund is required to segregate the costs associated with grant awards from the federal or state government. Grant Funds require meticulous reporting of actual costs for reimbursement requests. ♦ BUDGET NOTES The grant fund includes a contingency for unknown grants at the time of adoption. Departments apply for grants as opportunities arise. ACCOMPLISHMENTS FY 2009 ♦ Completion of Single audit Report with no findings Council approved grant applications prior to submittal Budgeted Expenditures by Grant Expense Amount Grant Description Miscellaneous Public Safety Grants Contingency $ Total Grant Expenditures $ 6,259,450 - 199 - 1,259,450 5,000,000 Table of Contents Grants PERSONNEL BY ACTIVITY Public Safety Grants Other Grants Total Personnel EXPENSES BY ACTIVITY Public Safety Grants Other Grants Total Expenses $ Total Revenues Total Expenses Net Operating Result Budget FY 2009 0.00 0.00 0.50 0.00 1.00 0.00 1.00 0.00 10.00 0.00 0.00 0.50 1.00 1.00 10.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 849,666 $ 98,646 370,319 259,670 121,031 $ 849,666 $ Actual FY 2007 $ 1,089,673 Projected FY 2009 Budget FY 2010 1,518,020 1,259,450 5,000,000 310,589 $ 2,103,660 $ 1,518,020 $ 6,259,450 Budget FY 2009 Projected FY 2009 Budget FY 2010 92,184 218,405 - 100,340 2,003,320 - 71,170 601,510 845,340 - 765,100 5,000,000 494,350 - 310,589 $ 2,103,660 $ 1,518,020 $ 6,259,450 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,034,224 310,589 $ Budget FY 2010 103,660 2,000,000 Actual FY 2008 1,939,339 849,666 Projected FY 2009 293,780 16,809 Actual FY 2008 Actual FY 2007 Personnel Supplies & Contractual Capital Outlay Transfers Out OPERATING RESULTS Actual FY 2008 728,635 121,031 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 723,635 - 200 - 2,564,000 2,103,660 $ 460,340 1,516,970 1,518,020 $ (1,050) $ 6,993,450 6,259,450 734,000 Table of Contents Riparian Program PURPOSE STATEMENT OBJECTIVES FY 2010 The Institute provides education and recreation experiences at the three Riparian Preserve sites to enhance public appreciation for nature which assists us to 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 interpretive programs, and maintains a wildlife habitat and recreation amenities. ♦ ♦ ♦ ♦ Increase tourism visits by 15% over FY 2009 visits Develop a visitor station at Water Ranch, staffed by volunteers, with information and sales capability Increase outreach programs by 25% over FY 2009 levels Complete biological survey with report and recommendations by staff Update Interpretive Plan for the preserves Update strategic plan for the Institute Keep revenues and expenditures for class ACCOMPLISHMENTS FY 2009 ♦ ♦ ♦ ♦ BUDGET NOTES ♦ ♦ ♦ ♦ ♦ The number of tourism visits (visits from outside the metro area) increased from approximately 14,000 to 15,500 Total visits to the preserves increased 6% during the year A demonstration garden, serving also as a habitat for pollinating wildlife, was created Outreach programs were offered to approximately 1,000 students Began a comprehensive biological survey of the flora and fauna in the preserves Completed a mammoth exhibit in the Southeast Regional Library There were no personnel increases for the FY 2010 budget. No major changes occurred in the Riparian Program expenditures. Operating donations have decreased over FY 2007 levels. Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Amount of capital donations raised $15,120 $6,381 $6,537 $8,000 Amount of operating donations received $10,884 $3,142 $681 $1,000 500 765 986 1,250 10,000 14,000 15,500 17,825 Number of native reptiles on site end of first quarter 2 2 3 4 Number of research hours completed yearly 120 150 150 200 0 0 0 1 1/$47,036 1/$31,138 2/$21,782 2/$28,000 N/A 3 4 4 PERFORMANCE/ACTIVITY MEASURES Number of outreach students participating yearly Number of tourism visits Number of programs developed with Queen Creek Parks Number of educational facilities and revenue generated Number of viable habitat zones - 201 - Table of Contents Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Actual FY 2007 Actual FY 2008 Budget FY 2009 3.65 3.76 3.68 3.68 3.68 3.65 3.76 3.68 3.68 3.68 Actual FY 2007 Actual FY 2008 Budget FY 2009 380,026 Total Expenses $ 380,026 343,437 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 380,026 Total Revenues Total Expenses Net Operating Result $ 333,110 $ 343,437 $ 341,700 Actual FY 2008 333,110 276,163 343,437 (139,338) $ (67,274) $ $ 341,700 COST PER TOURISM VISIT $50.00 $40.00 $30.00 $20.00 $10.00 $0.00 FY 2007 FY 2008 FY 2009 - 202 - 275,890 57,740 $ FY 2010 - 333,630 Budget FY 2010 341,700 341,700 $ 333,630 Budget FY 2010 Projected FY 2009 333,110 333,110 - $ 284,040 57,660 - Budget FY 2009 240,688 380,026 333,630 Projected FY 2009 275,370 57,740 $ Budget FY 2010 341,700 Budget FY 2009 264,746 73,377 5,314 - Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 333,110 Actual FY 2008 256,080 99,271 24,675 - Total Expenses 343,437 Projected FY 2009 333,490 333,630 $ (140) 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. 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 $1,302,333. The anticipated expenditures are $1,361,780. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted a budget of $1,665,680 and a levy of $1,706,614. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. - 203 - Table of Contents Special Districts PERSONNEL BY ACTIVITY Parkway Improvement Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Budget FY 2009 Projected FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 2.60 0.00 0.00 0.00 0.00 2.60 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 1,256,035 623,315 1,413,420 1,091,430 1,449,510 1,223,410 1,665,680 1,361,780 $ 1,869,441 $ 1,879,350 $ 2,504,850 $ 2,672,920 $ 3,027,460 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,854,191 15,250 1,879,350 - 2,504,850 - 2,672,920 - 161,490 2,865,970 - $ 1,869,441 $ 1,879,350 $ 2,504,850 $ 2,672,920 $ 3,027,460 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 1,416,029 453,412 EXPENSES BY CATEGORY Total Expenses Actual FY 2007 2,042,738 1,869,441 $ 173,297 1,971,814 1,879,350 $ 92,464 - 204 - 2,316,890 2,504,850 $ (187,960) $ 2,306,520 2,672,920 (366,400) $ 3,008,950 3,027,460 (18,510) Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2010 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 A Tow Program Supervisor and an Office Assistant were added to the FTE during FY 2009. Even with this increase in staffing, the revenues generated exceed the expenditures. 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 2009 ♦ ♦ ♦ Conducted over 2,700 tow hearings Increased staff to include two Tow Hearing Specialists, one Tow Program Supervisor, and one Office Assistant Received the distinguished team citation award Actual FY 2007 Actual FY 2008 Projected FY 2009 Anticipated FY 2010 Number of Tow Hearings Conducted 856 2,749 3,024 3,326 Number of Proper Tows 845 2,743 3,017 3,319 Number of Vehicles Eligible for Early Release 681 1,808 1,988 2,188 PERFORMANCE/ACTIVITY MEASURES - 205 - Table of Contents Police Impound Actual FY 2007 Actual FY 2008 Budget FY 2009 Police Impound 0.00 2.00 2.00 4.00 4.00 Total Personnel 0.00 2.00 2.00 4.00 4.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound - Total Expenses $ - 79,262 $ Actual FY 2007 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ - Total Revenues Total Expenses $ $ - 79,262 127,790 200,768 195,380 232,210 $ 195,380 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2008 FY 2009 - 206 - 219,900 22,720 $ FY 2010 164,620 242,620 Budget FY 2010 360,000 195,380 $ 242,620 Budget FY 2010 Projected FY 2009 COST PER TOW HEARING FY 2007 $ 166,000 29,380 - 360,000 127,790 $ 242,620 Projected FY 2009 Budget FY 2009 280,030 79,262 $ $ 112,390 15,400 $ Budget FY 2010 195,380 Budget FY 2009 Actual FY 2008 - Net Operating Result 127,790 47,871 31,391 - Actual FY 2007 OPERATING RESULTS $ Budget FY 2010 Projected FY 2009 127,790 Actual FY 2008 - Total Expenses 79,262 Projected FY 2009 360,000 242,620 $ 117,380 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. - 207 - Table of Contents Other Agency PERSONNEL BY ACTIVITY Court Enhancement Court JCEF Fill the Gap 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 Tax Rebates Cable TV Gilbert's Promise to Youth United Way Santan Mitigation MAG - Special Census Water Safety Contingency Total Expenses Budget FY 2009 Projected FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 2.00 3.00 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 28,144 1,500 717,294 19,018 3,183 425,110 177,907 10,007 648,854 1,096 29,449 49,884 334 - 11,630 20,000 861,510 2,000 5,000 293,130 262,780 10,000 1,000 1,000 65,020 50,000 - 15,960 234,820 940,000 16,920 1,320 315,770 169,600 2,000 842,000 4,910 49,880 - 20,040 100,000 812,930 15,600 5,000 335,950 264,160 10,000 777,800 1,000 30,000 50,000 50,000 - $ 1,662,297 $ 2,111,780 $ 1,583,070 $ 2,593,180 $ 2,472,480 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 783,919 477,568 219,477 181,333 838,388 1,013,504 10,143 249,744 1,027,890 455,180 100,000 1,077,750 1,379,050 30,750 105,630 977,490 1,394,990 100,000 $ 1,662,297 $ 2,111,780 $ 1,583,070 $ 2,593,180 $ 2,472,480 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 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 - EXPENSES BY CATEGORY Total Expenses Actual FY 2007 1,818,006 1,662,297 $ 155,709 2,567,198 2,111,780 $ 455,418 - 208 - 1,433,480 1,583,070 $ (149,590) $ 2,523,304 2,593,180 (69,876) $ 2,074,080 2,472,480 (398,400) 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, FY 2009, and 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. Due to budget constraints for FY 2009, it was determined not to fund the Street Fund Equipment Replacement for FY 2009 and FY 2010. 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. - 209 - 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 2010 for each replacement fund is listed below. Fund $ General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet Total Fund Balance Fund Balance 3,911,307 4,138,201 32,443,586 28,858,599 5,995,095 1,147,224 197,270 $ 76,691,282 The estimated future replacement value of all replacement assets is: Fund General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet Total Future Replacement Value Future Replacement Values $ 29,086,370 7,183,500 262,136,715 290,948,152 10,923,000 1,840,000 197,270 $ 602,315,007 The percentage of fund balance to future replacement value is listed below. Fund % Funded 13.45% 57.61% 12.38% 9.92% 54.89% 62.35% 100.00% General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet - 210 - Table of Contents Replacement Funds GENERAL FUND OPERATING RESULTS Actual FY 2007 Total Revenue Total Expenses Net Operating Result 3,047,711 3,539,550 $ STREET FUND OPERATING RESULTS $ 1,411,944 $ 1,179,060 Actual FY 2007 Actual FY 2008 Budget FY 2009 90,000 7,500,000 Projected FY 2009 Budget FY 2010 85,550 $ 85,550 35,000 460,000 $ Projected FY 2009 (425,000) Budget FY 2010 4,511,736 36,714 4,164,085 105,707 4,779,790 397,000 4,459,290 42,330 5,102,440 3,600,000 $ 4,475,022 $ 4,058,378 $ 4,382,790 $ 4,416,960 $ 1,502,440 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 4,924,091 - 4,056,683 23,461 5,958,460 310,000 5,710,930 - 5,773,000 3,350,000 $ 4,924,091 $ 4,033,222 $ 5,648,460 $ 5,710,930 $ 2,423,000 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 RESIDENTIAL SW FUND OPERATING RESULTS Total Revenues Total Expenses 1,361,540 437,001 $ COMMERCIAL SW FUND OPERATING RESULTS 924,539 $ Actual FY 2007 Total Revenues Total Expenses $ 96,615 $ 33,804 140,835 $ 1,549,280 (38,667) $ 76,984 - 211 - $ 34,580 $ $ 66,250 259,540 364,000 $ Projected FY 2009 73,710 85,000 71,690 25,430 (11,290) $ 46,260 255,070 Budget FY 2010 286,970 220,720 Budget FY 2009 $ 770,770 1,775,070 1,520,000 Projected FY 2009 301,580 267,000 76,984 $ 1,926,930 1,156,160 Budget FY 2009 Actual FY 2008 33,804 $ 1,979,280 430,000 162,530 201,197 Actual FY 2007 Total Revenues Total Expenses 1,277,055 1,136,220 Actual FY 2008 96,615 - FLEET FUND OPERATING RESULTS Net Operating Result 218,050 2,264,350 Budget FY 2009 $ 1,815,965 Total Revenues Total Expenses Net Operating Result Actual FY 2008 1,658,060 479,000 WASTEWATER FUND OPERATING RESULTS Net Operating Result Budget FY 2010 (583,789) $ (3,294,400) $ (2,046,300) $ (7,410,000) 2,234,514 822,570 Total Revenue Total Expenses Net Operating Result (491,839) $ Projected FY 2009 243,600 3,538,000 2,229,521 413,556 WATER FUND OPERATING RESULTS Net Operating Result Budget FY 2009 530,493 1,114,281 Actual FY 2007 Total Revenue Total Expenses Net Operating Result Actual FY 2008 (104,460) Budget FY 2010 17,050 22,000 $ (4,950) Table of Contents − 212 − Table of Contents Capital Improvements __________________________________________ Capital Improvements Summary Capital Improvement Maintenance Costs Capital Improvement Detail Capital Improvement Financial Table of Contents Capital Improvements Overview Capital Improvement projects are reviewed on an annual basis before budget preparation begins. Before each project is allowed to move forward, it must be demonstrated that the capital funding is assured and that the ongoing maintenance and operating requirements can be sustained within forecast operating resources. The Council adopted the Capital Improvement Plan and Five Year Program in May 2009. 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 Total Capital Projects 107,213,040 147,568,000 1,003,000 10,400,000 1,052,700 36,059,000 10,439,000 83,000 6,389,000 $ 320,206,740 The following graph shows the project breakdown by category and percentage of total capital improvements. Storm Water 0.0% Redevelopment 3.2% Improvement Districts 33.6% Parks and Recreation 2.0% Municipal Facilities 0.3% Streets 46.0% Traffic Control 0.3% Wastewater 3.3% - 213 - Water 11.2% Table of Contents 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 2009-10 2010-11 2011-12 2012-13 2013-14 99,000 16,000 2,750,000 3,000 10,000 1,000 487,000 4,000 26,000 63,000 2,753,000 26,000 10,000 10,000 828,000 8,000 26,000 63,000 2,754,000 26,000 10,000 10,000 1,127,000 8,000 26,000 63,000 2,754,000 26,000 10,000 10,000 1,127,000 8,000 26,000 63,000 2,754,000 26,000 10,000 10,000 $ $ 3,668,000 $ 28,000 $ 120,000 $ 252,000 $ 13,765,000 $ 107,000 $ 50,000 $ 41,000 $ 2,879,000 $ 3,379,000 $ 3,725,000 $ 4,024,000 $ 4,024,000 $ 18,031,000 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Total Operating Costs Total For FY 2010, there is $2,879,000 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 787,000 - 90,000 13,000 308,500 3,000 10,000 - 608,500 1,000 9,000 3,000 965,000 - 787,000 $ 424,500 $ 609,500 $ 977,000 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Total Operating Costs $ Supplies Utilities Insurance $ Total 81,000 - $ $ 99,000 $ $ 16,000 $ $ 2,750,000 $ 3,000 $ 10,000 $ 1,000 81,000 $ 2,879,000 For FY 2010, there is $1,300,000 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 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 2013-14 1,300,000 - 1,300,000 - 1,300,000 - 1,300,000 - 1,300,000 - $ $ $ $ $ $ 6,500,000 $ $ $ - $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 6,500,000 The following pages detail the Capital Improvement Projects for FY 2010 by category. - 214 - Total Table of Contents Capital Improvement Detail Improvement Districts Improvement 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 $7,213,040 for Improvement District No. 20 infrastructure improvements to the 160 acres located at the northeast corner of Germann and Val Vista. 2009-10 Expenditures 2009-10 Funding Special Assessment Bonds Total Project Cost $107,213,040 Annual Maintenance Contractual Services $13,000 $100,000,000 $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. Includes a traffic signal at Higley and Frye. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $2,900,000 $0 $14,995,000 Annual Maintenance Contractual Services Utilities $75,000 $8,000 Williams Field – Gilbert to Eastern Canal Complete Williams Field improvements from Gilbert to the Eastern Canal to a six lane major arterial with a raised median. The bridges over Williams Field and the Eastern Canal will be widened. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $2,000 $0 $3,161,000 Annual Maintenance Contractual Services Utilities $50,000 $5,000 Ocotillo Road – Greenfield to Higley Construction of Ocotillo Road from approximately ¼ mile east of Greenfield Road to Higley Road to minor arterial standards. Includes crossings over the Queen Creek Wash, East Maricopa Floodway, Roosevelt Water Conservation District Canal and Chandler Heights Basin. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $43,000 Annual Maintenance No maintenance costs associated with this project. $0 $25,355,000 Greenfield Road – Pecos to Germann Construct Greenfield from Pecos to Germann to a minor arterial standard, which includes four lanes and a striped median, bike lanes, curb and gutter, sidewalk, landscaping and street lighting. Project also includes Greenfield from Germann to the north entrance into the Gilbert Soccer Complex, and a 16-inch waterline in Germann from 156th Street to 164th Street. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $2,362,000 $0 $15,614,000 Annual Maintenance Contractual Services Utilities - 215 - $50,000 $5,000 Table of Contents Capital Improvement Detail Higley and Williams Field Improvements Improvements on Higley from Williams Field north to the Union Pacific Railroad (UPRR) and south of Williams Field for 660 feet (west half). Also includes improvements on Williams Field from 1,300 feet west of Higley to the UPRR. Improvements will be to a major arterial standard and will include six lanes with a raised landscaped median, bike lanes, street lighting and sidewalks. 2009-10 Expenditures 2009-10 Funding Sources Wastewater Fund Total Project Cost $19,850,000 $300,000 $23,725,000 Annual Maintenance Contractual Services Utilities $45,000 $5,000 Chandler Heights Road – Val Vista to Greenfield Complete roadway to full width improvements for a minor arterial from Val Vista to Rockwell. Improvements include a four lane section with paved two way left turn lane median, landscaping, bike lanes, sidewalks and street lights. Includes widening the bridge over the EMF and replacement of the RWCD crossing. Also includes one mile of 16-inch waterline and ¾ mile of 8-inch sewer between Val Vista and Greenfield. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $9,202,000 $0 $18,115,000 Annual Maintenance Contractual Services Utilities $75,000 $8,000 Queen Creek Road Improvements Design and construction of improvements to Queen Creek from Val Vista Drive to the RWCD Canal and East Maricopa Floodway to minor arterial standards including 4 lanes, striped median, bike lanes, sidewalks, landscaping and street lights. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $9,335,000 $0 $17,233,000 Annual Maintenance Contractual Services Utilities $59,000 $6,000 Power and Pecos – UPRR Crossing Construction of street and railroad crossing improvements at the intersection of Power, Pecos and the UPRR railroad. Improvements will widen this intersection to a major arterial roadway. Includes a traffic signal at Power and Pecos. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $65,000 Annual Maintenance Contractual Services $3,000 $0 $7,436,000 Proposition 400 Intersection Phase I Intersection improvements at Cooper and Warner, to accommodate dual left-turn lanes in all four directions. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $4,532,000 $0 $6,767,000 Annual Maintenance Contractual Services Utilities $13,000 $1,000 Proposition 400 Improvements – Cooper and Guadalupe Intersection Intersection improvements at Cooper and Guadalupe to accommodate dual left-turn lanes in all four directions. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $523,000 $0 $6,543,000 Annual Maintenance Contractual Services Utilities - 216 - $13,000 $1,000 Table of Contents Capital Improvement Detail Williams Field Road – UPRR to Power Complete Williams Field Road improvements from Union Pacific Railroad (UPRR) to Power, and Recker Road improvements from Vest Road to the UPRR, to major arterial standards; including six lanes with a raised landscaped median, bike lanes, landscaping, street lights and sidewalks. 2009-10 Expenditures 2009-10 Funding Sources Bonds Water Fund Wastewater Fund Total Project Cost $49,198,000 $1,160,000 $1,900,000 $500,000 $54,947,000 Annual Maintenance Contractual Services Utilities $81,000 $8,000 Higley Road – EMF to 1,370’ North Complete Higley Road improvements from the bridge over the East Maricopa Floodway and Roosevelt Water Conservation District (RWCD) canal to 1,370’ north. Higley is a six lane major arterial with a raised median, bike lanes, sidewalks, landscaping and streetlights. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $1,600,000 $0 $9,540,000 Annual Maintenance Contractual Services Utilities $12,000 $1,000 Higley Road – Riggs to Hunt Highway Complete Higley Road improvements from ¼ mile south of Riggs Road to South of Stacey Road. Higley is a six lane major arterial with a raised median, bike lanes, sidewalks, landscaping and streetlights, transitioning to the existing two lane roadway on Hunt Highway. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $2,567,000 $0 $9,419,000 Annual Maintenance Contractual Services Utilities $40,000 $4,000 Riggs Road – Val Vista to Recker Complete Riggs Road improvements from Val Vista to Recker to major arterial standards consisting of six lanes, raised median, bike lanes, sidewalks, landscaping and streetlights. 2009-10 Expenditures 2009-10 Funding Sources Water Fund Wastewater Fund Total Project Cost $20,004,000 $250,000 $150,000 $23,204,000 Annual Maintenance Contractual Services Utilities $100,000 $10,000 Greenfield Road – Queen Creek to Lonesome Lane Complete Greenfield improvements from Queen Creek to Chandler Heights to minor arterial standards with four traffic lanes and a striped median, bike lanes, landscaping, sidewalk and street lights. From Lonesome Lane to Chandler Heights, the improvements are on a new alignment slightly west of the existing road. 2009-10 Expenditures 2009-10 Funding Sources Water Fund Total Project Cost $9,650,000 $175,000 $17,887,000 Annual Maintenance Contractual Services Utilities - 217 - $60,000 $6,000 Table of Contents Capital Improvement Detail Proposition 400 Road Improvements Phase I Complete Power Road improvements from Galveston to Pecos to major arterial standards with six lanes and a raised median, bike lanes, sidewalks, landscaping and streetlights. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $4,814,000 $0 $25,749,000 Annual Maintenance Contractual Services Utilities $175,000 $15,000 Val Vista Drive – Ocotillo to Riggs Complete roadway to full width improvements for a major arterial. Improvements include a six lane section with raised median, landscaping, bike lanes, sidewalks and street lighting from Ocotillo to Riggs. Also includes a 16inch waterline in Val Vista from Ocotillo to Brooks Farm Road. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $1,840,000 $0 $23,643,000 Annual Maintenance Contractual Services Utilities $60,000 $7,000 Val Vista Drive – Appleby to Ocotillo Complete roadway to full width improvements for a major arterial. Improvements include a six lane section with raised median, landscaping, bike lanes, sidewalks and street lighting. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $1,300,000 $0 $8,730,000 Annual Maintenance Contractual Services Utilities $25,000 $3,000 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. 2009-10 Expenditures 2009-10 Funding: Street Fund Total Project Cost $324,000 $324,000 $1,296,000 Annual Maintenance Maintenance costs included in Streets operating budget. Val Vista Drive – Germann to Queen Creek Design and construction of approximately one half mile of Higley Road to major arterial standards, with six lanes, raised median, bike lanes, curb and gutter, sidewalks, and street lights. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $1,607,000 $0 $9,436,000 Annual Maintenance Contractual Services Utilities $63,000 $7,000 Higley Road – Pecos to Frye Complete roadway adjacent to existing county island residential area to full width major arterial standards on the west side of Higley Road. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $550,000 $0 $2,750,000 Annual Maintenance Contractual Services Utilities - 218 - $25,000 $3,000 Table of Contents Capital Improvement Detail Stimulus Improvements Mill and overlay improvements on roadways determined by Public Works. 2009-10 Expenditures 2009-10 Funding Sources Federal Grant Total Project Cost $5,300,000 $5,300,000 $5,300,000 Annual Maintenance Maintenance costs included in Streets operating budget. Traffic Control Val Vista and Warner Signal Improvements Convert left turn lanes in all four directions of travel to dual left turn lanes. Work includes modifications 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. 2009-10 Expenditures 2009-10 Funding Sources Street Fund Total Project Cost $113,000 Annual Maintenance No maintenance costs associated with this project. $113,000 $136,000 Val Vista and Baseline Signal Improvements Convert northbound and southbound left turn lanes to dual left turn lanes. Work includes modifications 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. 2009-10 Expenditures 2009-10 Funding Sources Street Fund Total Project Cost $222,000 Annual Maintenance No maintenance costs associated with this project. $222,000 $262,000 Recker and Williams Field Design and installation of a major arterial traffic signal at the intersection of Recker and Williams Field. 2009-10 Expenditures 2009-10 Funding Sources Signal SDF Total Project Cost $239,000 $239,000 $292,000 Annual Maintenance Supplies Utilities $2,000 $2,000 Greenfield and Germann Design and installation of a major arterial traffic signal at the intersection of Greenfield and Germann. 2009-10 Expenditures 2009-10 Funding Sources Signal SDF Total Project Cost $31,000 $31,000 $321,000 Annual Maintenance Supplies Utilities $2,000 $2,000 Town-Wide Traffic Signal Timing Study This project allows for collection of field data, development and implementation of a Synchro model and signalized intersection timing plans. 2009-10 Expenditures 2009-10 Funding Sources Federal Grant Street Fund Total Project Cost $398,000 Annual Maintenance No maintenance costs associated with this project $367,000 $31,000 $531,000 - 219 - Table of Contents Capital Improvement Detail Redevelopment Heritage District Pedestrian Improvements Improvements to sidewalks within the Heritage District business corridor. 2009-10 Expenditures 2009-10 Funding Sources Federal Grant Total Project Cost $1,429,000 Annual Maintenance Contractual Services $2,000 $1,429,000 $1,591,000 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. 2009-10 Expenditures 2009-10 Funding Sources Developer Contribution Total Project Cost $7,650,000 Annual Maintenance Contractual Services $50,000 $349,000 $7,940,000 Park and Ride Restroom Addition of restroom facilities to the Park and Ride located in downtown Gilbert. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $317,000 Annual Maintenance Contractual Services $3,000 $0 $367,000 Veterans Park Conversion of Poco Verde Park at Gilbert Road and Park Avenue to Veterans Memorial Park. Includes parking, hardscape and landscaping in association with an American Legion facility. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $1,004,000 $0 $1,547,000 Annual Maintenance Contractual Services Utilities $10,000 $3,000 Municipal Facilities Telecommunications Upgrade Improvements include an upgrade to a consolidated phone switch and service expansion to the new Public Safety Complex on the Municipal Center Campus. 2009-10 Expenditures 2009-10 Funding Sources General Fund Total Project Cost $26,700 Annual Maintenance Contractual Services $10,000 $0 $748,000 Imaging Technology Phase II This project continues implementation of imaging technology throughout the organization for records retention. 2009-10 Expenditures 2009-10 Funding Sources General Fund Total Project Cost $359,000 $359,000 $750,000 Annual Maintenance Contractual Services Supplies - 220 - $50,000 $12,500 Table of Contents Capital Improvement Detail Utility Billing Replacement Update the current utility billing software system to meet the demands of an increased customer base. 2009-10 Expenditures 2009-10 Funding Sources Solid Waste Fund Water Fund Wastewater Fund Total Project Cost $55,000 $18,000 $19,000 $18,000 $125,000 Annual Maintenance Maintenance costs included in Utilities operating budget. Prosecutor’s Office Software Replacement Replace outdated and no longer supported application software used to manage case information by the Prosecutor’s Office with new and more functional application software. 2009-10 Expenditures 2009-10 Funding Sources General Fund Total Project Cost $190,000 $190,000 $190,000 Annual Maintenance Maintenance costs included in Prosecutor’s operating budget. Fire Station 5 and 6 Improvements Installation of fuel management systems at Fire Stations 5 and 6, as well as Warner Road and 172nd Street roadway improvements at Fire Station 6. 2009-10 Expenditures 2009-10 Funding Sources Fire SDF Total Project Cost $22,000 Annual Maintenance No maintenance costs associated with this project. $22,000 $212,000 Fire Hydrant Installations Installation of fire hydrants and minor water system improvements to subdivisions currently served by Gilbert’s water distribution system and annexing into Gilbert. 2009-10 Expenditures 2009-10 Funding Sources General Fund Total Project Cost $400,000 Annual Maintenance No maintenance costs associated with this project. $400,000 $3,497,000 Water Direct System Wells Drilling of three 2.0 MGD direct system wells. Wells will be located in the system where required by demand. Includes equipping of one well and 2,800 feet of 16” water line to connect well to the distribution system. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $2,050,000 $0 $4,900,000 Annual Maintenance Contractual Services Supplies Utilities Insurance - 221 - $3,250 $12,250 $52,500 $1,000 Table of Contents Capital Improvement Detail CAP Pipeline Design and construction of 13 miles of 48” pipeline from the CAP Canal to the Santan Vista Water Treatment Plant along the Queen Creek Road and Ocotillo Road alignments. 2009-10 Expenditures 2009-10 Funding Sources City of Chandler Total Project Cost $1,000,000 $1,000,000 $44,496,000 Annual Maintenance Contractual Services Insurance $7,000 $3,000 Santan Vista Water Treatment Plant (SVWTP) Phase I The 40 acre site for the SVWTP 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. 2009-10 Expenditures 2009-10 Funding Sources City of Chandler Total Project Cost $4,803,000 $4,803,000 $114,099,000 Annual Maintenance Personnel Contractual Services Supplies Utilities Insurance Annual Operating Revenue City of Chandler $787,000 $292,000 $584,000 $860,000 $76,000 $1,300,000 Ocotillo Road Water Mains – Gilbert to Higley 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 Santan Vista Water Treatment Plant to Chandler’s water distribution system. 2009-10 Expenditures 2009-10 Funding Sources City of Chandler Total Project Cost $200,000 Annual Maintenance Contractual Services $3,000 $200,000 $15,617,000 Water Rights Acquisition of water rights (lease) for 20,000 acre-feet of surface water. 2009-10 Expenditures 2009-10 Funding Sources Water Resource SDF Total Project Cost $19,580,000 Annual Maintenance No maintenance costs associated with this project. $19,580,000 $70,000,000 Well, Reservoir and Pump Station – Ray and Recker Design and construct a 2.0 MGD well, 2 million gallon in ground reservoir, and pump station. The purchase of an existing irrigation well at Recker and Warner, funded directly through Water SDFs, was completed in prior years. 2009-10 Expenditures 2009-10 Funding Sources Water SDF Total Project Cost $500,000 $500,000 $13,472,000 Annual Maintenance Contractual Services Supplies Utilities - 222 - $13,000 $15,000 $40,000 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 East Maricopa Floodway right-of-way and south to Guadalupe. Requires two crossings of the RWCD Canal. 2009-10 Expenditures 2009-10 Funding Sources Water Fund Total Project Cost $1,272,000 Annual Maintenance Contractual Services $1,000 $1,272,000 $1,503,000 Higley Road 16” Water Main – Guadalupe to Inverness Design and construction of a 16” water main in Higley from Guadalupe to Inverness. 2009-10 Expenditures 2009-10 Funding Sources Water SDF Total Project Cost $1,003,000 Annual Maintenance Contractual Services $1,000 $1,003,000 $1,663,000 Direct System Well Design and construction of one 2.0 MGD direct system well. Well will be located in the system where required by demand. Funding for FY10 is for land purchase only. 2009-10 Expenditures 2009-10 Funding Sources Water SDF Total Project Cost $280,000 $280,000 $5,421,000 Annual Maintenance No maintenance costs associated with this phase of the project. Williams Field Road Water Main – Greenfield to Higley 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. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $864,000 Annual Maintenance Contractual Services $1,000 $0 $1,071,000 Western Canal Water Main –Cooper to McQueen 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. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $2,283,000 Annual Maintenance Contractual Services $1,000 $0 $2,283,000 Hobson 12” Waterline Replacement Replace approximately 3,200 linear feet of 12-inch waterline on Hobson Street between Baseline Road and the east boundary of the East Valley Commerce Center, which is just east of Mondel. This section of waterline experiences a higher than normal rate of breaks. 2009-10 Expenditures 2009-10 Funding Sources Water Fund Total Project Cost $676,000 $676,000 $676,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. - 223 - Table of Contents Capital Improvement Detail 2.0 MGD Well – Germann and Val Vista Design and drilling of a 2.0 MGD well. Project includes approximately 200 feet of 12-inch waterline across Val Vista for future connection to a reservoir. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $200,000 $0 $1,032,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $3,250 $12,250 $52,500 $1,000 Direct System Well – Layton Lakes 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 FY10 is for land purchase only. 2009-10 Expenditures 2009-10 Funding Sources Water SDF Total Project Cost $220,000 Annual Maintenance No maintenance costs associated with this project. $220,000 $5,421,000 Direct System Well Design and construction of one 2.0 MGD direct system well. Well will be located in the system where required by demand. Funding for FY10 is for land purchase only. 2009-10 Expenditures 2009-10 Funding Sources Water SDF Total Project Cost $280,000 Annual Maintenance No maintenance costs associated with this project. $280,000 $5,421,000 Sonora Town Water and Wastewater Improvements Project will replace aging water infrastructure and install an 8” sanitary sewer in the Sonora Town development located at the southwest corner of Warner and Gilbert Roads. 2009-10 Expenditures 2009-10 Funding Sources CDBG Total Project Cost $708,000 Annual Maintenance No maintenance costs associated with this project. $708,000 $708,000 Ocotillo Road 12” Water Main Design and construction of approximately 1,300 feet of 12” water main in Ocotillo from Lindsay to the east. 2009-10 Expenditures 2009-10 Funding Sources Water Fund Total Project Cost $140,000 Annual Maintenance No maintenance costs associated with this project. $140,000 $150,000 Wastewater Reclaimed Water Valve Stations Design and construction of two pressure reducing valve stations to establish two pressure zones in the reclaimed water system. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $483,000 $0 $573,000 Annual Maintenance Contractual Services Supplies - 224 - $2,000 $2,000 Table of Contents Capital Improvement Detail Gilbert Road Force Main and Sewer – Boston to Hackamore Approximately 13,000 feet of 12" sewer force main from the Gilbert Commons Lift Station to north of Warner Road and approximately 5,000 feet of 24” gravity sewer from the end of force main to Hackamore and west to the existing 42” sewer line to equalize flows between the Greenfield Water Reclamation Plant and the Neely Water Reclamation Plant. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $6,660,000 $0 $7,440,000 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. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $1,087,000 $0 $1,307,000 Annual Maintenance Contractual Services Supplies $5,000 $2,000 Baseline 10” Sewer – Claiborne to Greenfield Installation of a 10” sewer in Baseline from Claiborne to Greenfield and 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. 2009-10 Expenditures 2009-10 Funding Sources Wastewater Fund Total Project Cost $1,217,000 $1,217,000 $1,774,000 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. 2009-10 Expenditures 2009-10 Funding Sources Wastewater Fund Total Project Cost $77,000 Annual Maintenance Contractual Services $3,000 $77,000 $1,125,000 Candlewood Lift Station and Force Main Expansion of the Candlewood Lift Station to accommodate future flows per the Water Resources Master Plan. Phase 1 includes pre-design study, site acquisition, and replacement pumps. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $140,000 Annual Maintenance No maintenance costs associated with this project. $0 $140,000 Reclaimed Water Recovery Well – Elliot District Park Design and construction of a 750 gallon per minute reclaimed water recovery well. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $745,000 $0 $1,200,000 Annual Maintenance Contractual Services Utilities - 225 - $6,000 $3,000 Table of Contents Capital Improvement Detail Crossroads Lift Station Odor Scrubber Evaluate odor scrubber at Crossroads Lift Station to determine full scope of improvements from reconstruction to complete replacement. Design and construct recommended improvements. Costs for FY10 are for a study to determine the full scope of the improvements required. 2009-10 Expenditures 2009-10 Funding Sources Wastewater Fund Total Project Cost $30,000 $30,000 $2,480,000 Annual Maintenance No maintenance costs associated with this phase of the project. Storm Water Queen Creek Wash – Recker to Higley Channel improvements to Queen Creek Wash from Recker Road to Higley Road to carry a 100 year flood event from Recker Road through Higley Road to the East Maricopa Floodway. 2009-10 Expenditures 2009-10 Funding Sources General Fund Total Project Cost $83,000 Annual Maintenance Contractual Services $10,000 $83,000 $2,191,000 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. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $825,000 Annual Maintenance No maintenance costs associated with this project. $0 $3,676,000 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. 2009-10 Expenditures 2009-10 Funding Sources Federal Grant Parks SDF Total Project Cost $4,660,000 $1,661,000 $2,299,000 $5,026,000 Annual Maintenance Contractual Services Utilities Insurance $5,000 $1,000 $3,000 Canal Crossings – Phase 1 Provide five canal bridge crossings along the Eastern Canal and Roosevelt Water District canal. Two bridges will cross the Eastern Canal and three will cross the Roosevelt Water District canal. 2009-10 Expenditures 2009-10 Funding Sources Federal Grant General Fund Park SDF Total Project Cost $634,000 Annual Maintenance Supplies $625,000 $3,000 $6,000 $692,000 - 226 - $1,000 Table of Contents Capital Improvement Detail Special Events Center Design and construction of a special events center located on 63 acres at the southwest corner of Germann and Greenfield. Current phase is acquisition of land. 2009-10 Expenditures 2009-10 Funding Sources None Total Project Cost $140,000 $0 $28,028,000 Annual Maintenance No maintenance costs associated with this phase of the project. 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. 2009-10 Expenditures 2009-10 Funding Sources General Fund Total Project Cost $30,000 Annual Maintenance No maintenance costs associated with this project. $30,000 $200,000 Discovery Park Reclaimed Water System Connection Design and construct a connection to the reclaimed water system on the east side of Discovery Park to convert the park irrigation system from well to reclaimed water. 2009-10 Expenditures 2009-10 Funding Sources Park SDF Total Project Cost $100,000 Annual Maintenance No maintenance costs associated with this project. $100,000 $100,000 - 227 - Table of Contents Capital Improvements Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2007 Actual FY 2008 Budget FY 2009 2,293 18,963,513 3,300,487 710,531 36,203,546 48,953,553 22,983,929 6,575,693 42,343,027 512,321 15,071,735 4,322,737 2,342,278 26,600,125 126,817,722 12,908,344 182,139 29,058,238 111,863,000 89,896,000 2,139,000 10,622,000 4,754,000 142,291,000 9,711,000 1,047,000 46,457,000 649,000 61,801,280 2,867,950 2,845,000 4,256,000 55,935,000 3,667,660 1,656,000 69,004,920 107,213,040 147,568,000 1,003,000 10,400,000 1,052,700 36,059,000 10,439,000 83,000 6,389,000 $180,036,572 $ 217,815,638 $418,780,000 $202,682,810 $ 320,206,740 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 488 2,697,941 167,252,864 10,085,279 266,309 216,838,690 710,640 62,601,000 354,499,520 1,679,480 201,164,830 1,517,980 231,040 318,609,130 1,366,570 $180,036,572 $ 217,815,638 $418,780,000 $202,682,810 $ 320,206,740 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 178,491,299 180,036,572 208,533,478 217,815,638 545,074,300 418,780,000 383,346,970 202,682,810 152,160,700 320,206,740 $ (1,545,273) $ (9,282,160) $126,294,300 $180,664,160 $(168,046,040) PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY 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 - 228 - Projected FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 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 1, 2009. 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 $ 217,730,000 27,325,000 19,465,000 169,750,000 167,125,000 11,590,000 Total Bonds Outstanding $ 612,985,000 Improvement District 2% Water Resources Municipal Property Corporation 27% General Obligation 36% Street and Highway User Revenue 4% Water and Wastewater Revenue 3% Public Facility Municipal Property Corporation 28% - 229 - 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 593,732,571 Year 2000/2001 Percent Change 22.5% Property Tax 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 2009/2010 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 2,672,949,852 11.8% 20.9% 16.1% 19.0% 17.2% 61.6% 16.8% -3.4% 8,620,180 10,423,000 12,101,700 14,395,300 16,868,678 27,257,550 31,836,500 30,739,000 The average annual valuation growth of 19.6% 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 3.4% decrease in FY 2010 is reflective of property value declines due to economic conditions relative to the real estate market. 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 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 - 230 - 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 85,000,000 102,990,000 Remaining 20% $ $ $ $ 11,759,000 71,010,000 The information below shows the legal bonding limit for General Obligation bonds as of July 1, 2009. Debt Capacity with Bond Premiums Included 6% Limitation FY 2010 Secondary Assessed Valuation $2,672,949,852 Allowable 6% Debt 160,376,991 Less: 6% Debt Outstanding 0 Unused 6% Debt Capacity $160,376,991 20% Limitation FY 2010 Secondary Assessed Valuation $2,672,949,852 Allowable 20% Debt 534,589,970 Less: 20% Debt Outstanding (217,730,000) Unused 20% Debt Capacity $316,859,970 The following table provides the detail for the FY 2010 general obligation debt budget. Revenue is provided from the $1.15/$100 secondary property tax levy. Issue Name 2002 – Series A 2005 – Series D GO Refunding Series 2002 1998 – Refunding GO Refunding Series 2005 2008 Total General Obligation Debt Issued $38,975,000 15,695,000 20,960,000 8,780,000 14,115,000 187,990,000 $286,515,000 - 231 - Debt Outstanding $12,025,000 8,600,000 12,140,000 0 13,765,000 171,200,000 $217,730,000 Tax Supported Debt Payments $4,292,960 8,901,000 1,425,200 0 705,000 14,806,750 $30,130,910 Table of Contents Debt Service The last General Obligation Bond Sale occurred in July 2008. That issue received a Moody’s rating of Aa2, which was an upgrade from the previous Aa3 rating. 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 2010 FY 2011 FY 2012 FY 2013 FY 2014 HURF Revenue 10,000,000 10,000,000 10,200,000 11,556,600 11,903,300 Debt Service 3,323,560 3,314,810 3,326,060 3,331,060 3,361,380 % coverage 33% 33% 33% 29% 28% 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 two Improvement District bond issues outstanding totaling $11,590,000. - 232 - Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt. YR 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25-32 General Obligation 22,410,000 15,160,000 16,825,000 13,660,000 14,365,000 12,595,000 17,465,000 13,200,000 14,000,000 14,250,000 14,800,000 15,500,000 16,500,000 17,000,000 Street and Highway 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 1,315,000 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 $217,730,000 $27,325,000 $19,465,000 MPC Public Facilities 8,705,000 9,030,000 9,335,000 9,680,000 10,085,000 7,560,000 8,030,000 9,040,000 10,580,000 12,210,000 12,855,000 11,925,000 5,000,000 2,850,000 5,075,000 9,025,000 28,765,000 $169,750,000 MPC Water Resources 3,300,000 3,400,000 3,550,000 3,700,000 3,875,000 4,075,000 4,275,000 15,140,000 4,750,000 21,825,000 5,225,000 5,500,000 5,775,000 6,075,000 6,350,000 6,650,000 63,660,000 $167,125,000 Improvement District 85,000 90,000 400,000 435,000 470,000 475,000 500,000 540,000 575,000 590,000 620,000 665,000 695,000 725,000 765,000 805,000 3,155,000 $11,590,000 The following table indicates the total interest payments per year by type of debt. YR 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25-32 General Obligation 9,687,780 8,820,520 8,195,790 7,399,530 6,713,330 5,981,090 5,349,500 4,476,250 3,816,250 3,116,250 2,403,750 1,663,750 1,005,000 510,000 Street and Highway 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 803,310 763,860 723,210 681,660 610,160 535,160 455,910 372,910 307,480 252,280 194,880 133,000 69,060 $69,138,790 $6,527,870 $5,902,890 Information obtained from Wedbush Morgan Securities. - 233 - MPC Public Facilities 8,014,530 7,705,190 7,384,190 7,050,180 6,611,900 6,152,850 5,789,850 5,402,230 4,969,180 4,458,060 3,863,060 3,223,090 2,679,580 2,429,580 2,287,080 2,033,330 3,418,530 $83,472,410 MPC Water Resources 8,014,310 7,880,310 7,736,880 7,582,810 7,407,310 7,208,560 6,999,810 6,780,440 6,017,190 5,774,060 4,693,410 4,425,290 4,143,410 3,862,350 3,574,850 3,266,100 12,557,220 $107,924,310 Improvement District 601,630 587,250 574,660 553,260 530,070 505,850 480,860 454,210 425,630 395,760 364,740 331,790 296,920 260,510 222,310 182,050 303,060 $7,070,560 Table of Contents Debt Service Actual FY 2007 Actual FY 2008 Budget FY 2009 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 2007 Actual FY 2008 Budget FY 2009 1,075,598 19,567,049 61,835,365 35,928,331 17,584,984 2,122,856 36,918,081 18,736,616 71,994,750 16,290,921 353,690 24,978,740 67,008,000 74,435,810 18,522,700 401,200 34,957,220 84,395,860 44,982,310 23,136,120 235,570 33,461,680 24,314,130 11,138,390 30,842,650 $135,991,327 $146,063,224 $185,298,940 $187,872,710 $ 99,992,420 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 44,644,628 91,346,699 66,315,611 79,747,612 47,850,640 137,448,300 67,284,240 120,588,470 91,241,420 8,751,000 $135,991,327 $146,063,224 $185,298,940 $187,872,710 $ 99,992,420 Actual FY 2007 Actual FY 2008 Budget FY 2009 Projected FY 2009 Budget FY 2010 202,685,533 135,991,327 66,029,392 146,063,224 169,840,030 185,298,940 151,069,300 187,872,710 111,106,920 99,992,420 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 $ 66,694,206 Projected FY 2009 Projected FY 2009 Budget FY 2010 Budget FY 2010 $ (80,033,831) $ (15,458,910) $ (36,803,410) $ 11,114,500 - 234 - Table of Contents Appendix __________________________________________ Personnel Detail Capital Outlay Glossary/Acronyms Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 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 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 1.00 0.75 1.00 0.00 1.00 3.75 1.00 0.55 1.00 0.00 1.00 3.55 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 1.00 1.00 2.25 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 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 0.50 1.00 1.00 1.00 2.00 2.00 7.50 0.70 1.00 1.00 1.00 2.00 2.00 7.70 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 22.75 23.00 23.00 23.00 22.00 1.00 2.00 0.00 1.00 1.00 2.00 0.00 7.00 1.00 2.00 1.00 1.00 1.00 2.00 0.00 8.00 1.00 2.00 1.00 1.00 1.00 2.00 0.00 8.00 1.00 2.00 0.00 3.00 1.00 1.00 0.16 8.16 1.00 2.00 0.00 3.00 1.00 1.00 0.16 8.16 Total Town Manager Town Clerk Town Clerk Deputy Town Clerk Records Administrator Administrative Assistant Office Assistant Records Clerk Early Elections Voting Clerk Total Town Clerk - 235 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 SUPPORT SERVICES Support Services Administration Support Services Director Total Support Services Administration 1.00 1.00 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 3.50 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 1.00 3.00 2.00 4.00 11.00 Financial Services: Accounting Financial Services Manager Accounting Administrator Accounting System Analyst Accountant II Accountant I Tax Specialist Administrative Assistant Senior Accounting Technician Total Accounting 0.25 0.70 0.70 1.00 2.00 1.00 1.00 1.00 7.65 0.25 0.70 0.70 1.00 1.00 1.00 1.00 1.00 6.65 0.25 0.70 0.70 1.00 1.00 1.00 1.00 1.00 6.65 0.25 0.70 0.70 1.00 1.00 1.00 1.00 1.00 6.65 0.25 0.70 0.70 1.00 1.00 1.00 1.00 1.00 6.65 Purchasing Financial Services Manager Accounting Administrator Accounting System Analyst Purchasing Specialist Accounting Technician Total Purchasing 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 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 0.25 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 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 Senior Utility Service Representative Total Regular Positions Customer Services Representative Total Utility Customer Service 0.25 1.00 0.00 8.00 1.00 1.00 11.25 1.25 12.50 0.25 1.00 1.00 8.00 1.00 1.00 12.25 1.25 13.50 0.25 1.00 1.00 8.00 1.00 1.00 12.25 1.25 13.50 0.25 1.00 1.00 8.00 1.00 1.00 12.25 1.25 13.50 0.25 1.00 1.00 8.00 1.00 1.00 12.25 1.25 13.50 Total Financial Services 27.25 27.25 27.25 27.25 27.25 - 236 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Technology Services: Technology Services Administration Technology Services Manager Administrative Supervisor Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Technology Services Admin 1.00 1.00 1.00 3.00 0.50 0.50 3.50 1.00 1.00 1.00 3.00 0.50 0.50 3.50 1.00 1.00 1.00 3.00 0.00 0.00 3.00 1.00 1.00 1.00 3.00 0.00 0.00 3.00 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 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 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 PC Technician II PC Technician I Help Desk Technician Web Development Administrator Total Application Operations and Support 1.00 1.00 3.00 5.75 0.00 4.00 4.00 0.00 1.00 19.75 1.00 1.00 3.00 5.00 0.00 4.00 4.00 0.00 1.00 19.00 1.00 1.00 2.00 5.00 0.00 4.00 4.00 0.00 1.00 18.00 1.00 1.00 3.00 5.00 7.00 0.00 0.00 1.00 0.00 18.00 1.00 1.00 3.00 5.00 6.00 0.00 0.00 1.00 0.00 17.00 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 1.00 7.00 Total Technology Services 39.25 38.50 37.00 37.00 35.00 Personnel: Personnel Administration Personnel and Training Manager Personnel Analyst Personnel Services Coordinator Personnel Specialist Employee Relations Administrator Administrative Assistant Office Assistant Total Personnel Administration 1.00 4.00 1.00 1.00 1.00 1.00 1.00 10.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 10.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 10.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 10.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 10.00 GIS Operations and Support GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Total GIS Operations and Support - 237 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Training and Development Employee and OD Administrator Administrative Assistant Total Training and Development 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Risk Management Risk and Safety Manager Claims Examiner Environmental & Safety Compliance Coordinator Total Risk Management 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Total Personnel 14.00 15.00 15.00 15.00 15.00 TOTAL SUPPORT SERVICES 91.00 92.75 91.25 91.25 89.25 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 Prosecutor 1.00 6.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 6.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 6.00 1.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 7.00 0.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 7.00 0.00 3.00 1.00 3.00 1.00 3.00 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 Pro Tem Judge Total Part Time Positions Total Municipal Court 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 0.00 1.25 32.25 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 0.00 1.25 33.25 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 0.00 1.25 31.25 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 0.00 1.25 31.25 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 0.00 0.75 0.17 0.92 30.92 TOTAL LEGAL AND COURT 51.25 52.25 50.25 50.25 49.92 - 238 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 DEVELOPMENT SERVICES Administration and Customer Service Development Services Director Administration and Customer Services Manager Development Services Representative Development Services Records Coordinator Engineering Technician Administrative Assistant Cooperative Education Student Total Administration and Customer Service 1.00 1.00 7.25 0.00 1.00 1.00 0.50 11.75 1.00 1.00 6.00 0.00 1.00 0.00 0.50 9.50 1.00 1.00 6.00 0.00 1.00 0.00 0.00 9.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 8.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 8.00 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 0.30 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 0.30 0.80 1.00 1.00 1.00 0.30 4.40 0.30 0.80 1.00 1.00 1.00 0.30 4.40 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 0.20 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 0.20 0.20 0.20 0.00 1.00 1.60 0.20 0.20 0.20 0.00 1.00 1.60 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 0.30 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.30 9.60 0.30 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.30 9.60 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 0.50 0.00 1.00 1.00 2.90 0.20 0.20 0.50 0.00 1.00 1.00 2.90 30.00 25.00 25.00 18.50 18.50 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 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 Total Permitting and Plan Review Services - 239 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance Services Manager Building Inspection Administrator Administrative Assistant Senior Inspector Inspector II Inspector I Total Regular Positions Office Assistant Total Part Time Positions Total Inspection and Compliance - Building 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 0.50 0.75 0.40 2.00 3.00 2.00 8.65 0.00 0.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 8.65 0.00 0.00 8.65 Inspection and Compliance - Fire Inspection and Compliance Services Manager Building Inspection Administrator Senior Inspector Inspector II Administrative Assistant Total Inspection and Compliance - Fire 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 0.05 0.25 0.00 1.00 0.00 1.30 0.05 0.25 0.00 1.00 0.00 1.30 Inspection and Compliance - Engineering Inspection and Compliance Services Manager Engineering & Planning Inspection Administrator Inspector II Administrative Assistant Total Inspection and Compliance - Engineering 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 0.30 0.95 5.00 0.40 6.65 0.30 0.95 5.00 0.40 6.65 Inspection and Compliance - Planning Inspection and Compliance Services Manager Inspector I Administrative Assistant Landscape Technician Engineering & Planning Inspection Administrator Total Inspection and Compliance - Planning 0.05 1.00 0.20 0.00 0.05 1.30 0.05 1.00 0.20 0.00 0.05 1.30 0.05 1.00 0.20 0.00 0.05 1.30 0.05 0.00 0.20 0.50 0.05 0.80 0.05 0.00 0.20 0.50 0.05 0.80 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 0.05 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 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 0.20 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 0.20 0.05 2.00 2.25 47.88 38.63 38.63 27.50 27.50 Total Inspection and Compliance Services - 240 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 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 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 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 1.00 3.00 2.00 0.00 2.00 1.00 0.00 10.00 0.00 0.00 10.00 1.00 1.00 3.00 2.00 0.00 2.00 1.00 0.00 10.00 0.00 0.00 10.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 5.00 114.13 97.63 97.13 69.00 69.00 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 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 1.00 1.00 1.00 1.00 1.00 0.50 5.50 Office of Professional Standards: Office of Professional Standards - Internal Affairs Police Sergeant Police Officer Total OPS - Internal Affairs 1.00 2.00 3.00 1.00 3.00 4.00 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 1.00 0.00 5.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 1.00 1.00 2.00 4.00 Total Office of Professional Standards 9.00 10.00 8.00 8.00 8.00 1.00 5.00 14.00 122.00 2.00 6.00 15.00 122.00 2.00 6.00 15.00 122.00 2.00 6.00 15.00 122.00 2.00 6.00 15.00 122.00 Business Development Business Development Manager Business Development Specialist Administrative Assistant Research Analyst Total Business Development TOTAL DEVELOPMENT SERVICES Patrol Services: Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer - 241 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Teleserve Operators Administrative Assistant Armorer/Rangemaster Civilian Patrol Assistant Service Aide Total Uniform Patrol Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 7.00 2.00 1.00 0.00 1.00 153.00 9.00 2.00 1.00 2.00 2.00 161.00 9.00 2.00 1.00 2.00 2.00 161.00 9.00 2.00 1.00 2.00 2.00 161.00 9.00 2.00 1.00 2.00 2.00 161.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.50 2.00 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 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 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 196.00 206.00 206.00 206.00 206.00 Police Support Services: Records Police Records Administrator Records Shift Supervisor Police Records Clerk Total Records 1.00 3.00 12.00 16.00 1.00 3.00 12.00 16.00 1.00 3.00 12.00 16.00 1.00 3.00 12.00 16.00 1.00 3.00 12.00 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 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 18.00 13.00 37.00 0.00 1.00 1.00 38.00 1.00 5.00 18.00 13.00 37.00 0.50 0.50 1.00 38.00 1.00 5.00 18.00 13.00 37.00 0.50 0.50 1.00 38.00 Canine Unit Police Officer Total Canine Unit Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit School Programs Police Sergeant Police Officer Total School Programs Total Patrol Services - 242 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Property Police Property Supervisor Police Property Custodian Police Property & Evidence Technician Office Assistant Total Property 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 1.00 0.00 5.00 1.00 7.00 Alarm Management Alarm Specialist Total Alarm Management 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Training and Program Coordination Police Training Coordinator Administrative Assistant Records Clerk Police Sergeant Total Training & Program Coordination 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 1.00 1.00 1.00 1.00 4.00 Planning and Research Records Clerk Planning and Research Coordinator Total Planning and Research 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 73.00 74.00 68.00 68.00 68.00 Counseling Services Counseling Administrator Youth/Family Counselor Volunteer Coordinator Administrative Assistant Total Regular Positions Office Assistant Total Part Time Positions Total Counseling Services 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 1.00 6.00 1.00 1.00 9.00 0.50 0.50 9.50 Investigations: General Investigations Police Lieutenant Administrative Assistant Total General Investigations 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Special Investigations Police Sergeant Police Officer Total Special Investigations 1.00 6.00 7.00 1.00 7.00 8.00 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 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 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 2.00 12.00 3.00 17.00 Total Police Support Services Person Crimes Police Sergeant Police Officer Civilian Investigator Total Person Crimes - 243 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Property Crimes Police Sergeant Police Officer Crime Analyst Civilian Investigator Total Property Crimes 1.00 9.00 2.00 0.00 12.00 1.00 10.00 2.00 1.00 14.00 1.00 10.00 2.00 1.00 14.00 1.00 10.00 2.00 1.00 14.00 1.00 10.00 2.00 1.00 14.00 Total Investigations 37.00 45.00 45.00 45.00 45.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 330.00 350.00 342.00 342.00 342.00 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 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 42.00 39.00 84.00 1.00 2.00 2.00 178.00 1.00 7.00 42.00 39.00 84.00 1.00 2.00 2.00 178.00 1.00 7.00 45.00 39.00 81.00 1.00 2.00 2.00 178.00 1.00 2.00 0.50 0.00 3.50 1.00 2.00 0.50 2.00 5.50 1.00 2.00 0.50 2.00 5.50 1.00 2.00 0.50 2.00 5.50 1.00 2.00 0.50 2.00 5.50 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 Investigator Administrative Assistant Senior Fire Inspector Total Fire Prevention - 244 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Fire Public Education Community Education Coordinator Total Fire Public Education 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Fire Prevention and Education 4.50 6.50 6.50 6.50 6.50 Emergency Operations Center Emergency Management Coordinator Volunteer Coordinator Administrative Assistant Total Emergency Operations Center 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 1.00 1.00 0.50 2.50 173.75 193.00 199.50 199.50 199.50 1.00 5.00 1.00 1.00 3.25 11.25 0.50 0.50 1.00 12.25 1.00 5.00 1.00 1.00 4.00 12.00 0.50 0.50 1.00 13.00 1.00 5.00 1.00 1.00 4.00 12.00 0.50 0.50 1.00 13.00 1.00 5.00 1.00 1.00 4.00 12.00 0.50 0.00 0.50 12.50 1.00 5.00 1.00 1.00 4.00 12.00 0.50 0.00 0.50 12.50 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 17.25 18.00 18.00 17.50 17.50 COMMUNITY SERVICES Community Services Administration Community Services Director Parks Superintendent Recreation Superintendent Office Administrator Administrative Assistant Customer Service Representative Total Regular Positions Customer Service Representative Total Part Time Positions Total Community Services Administration 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.50 1.50 8.50 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.55 1.55 8.55 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.55 1.55 8.55 1.00 1.00 1.00 1.00 2.00 1.00 7.00 1.55 1.55 8.55 1.00 1.00 1.00 1.00 3.00 1.00 8.00 1.55 1.55 9.55 Parks and Open Space: Parks and Open Space Parks Operations Supervisor Field Supervisor Senior Parks Ranger Senior Grounds Maintenance Worker 1.00 3.00 1.00 7.00 1.00 3.00 1.00 7.00 1.00 3.00 1.00 7.00 1.00 3.00 1.00 7.00 1.00 2.40 1.00 7.00 TOTAL FIRE DEPARTMENT PUBLIC WORKS Public Works Administration Public Works Director 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 Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates TOTAL PUBLIC WORKS - 245 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Parks Mechanic Spray Technician Building Maintenance Worker Grounds Maintenance Worker Administrative Assistant Park Attendant Parks Ranger Total Regular Positions Grounds Maintenance Worker Total Part Time Positions Total Parks and Open Space Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 1.00 1.00 2.00 6.00 1.00 0.00 7.00 30.00 3.96 3.96 33.96 1.00 1.00 2.00 6.00 1.00 0.00 7.00 30.00 3.96 3.96 33.96 1.00 1.00 2.00 6.00 1.00 0.00 7.00 30.00 3.96 3.96 33.96 1.00 1.00 2.00 6.00 1.00 4.00 3.00 30.00 3.96 3.96 33.96 1.00 1.00 2.00 6.00 1.00 2.00 2.00 26.40 3.96 3.96 30.36 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 0.00 0.00 0.00 Total Parks and Open Space 36.96 36.96 36.96 36.96 30.36 Aquatics: Gilbert Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Senior Recreation Leader Assistant Pool Manager Recreation Specialist Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Part Time Positions Total Gilbert Pool 0.25 0.33 0.05 0.63 0.00 0.29 0.00 0.38 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 0.58 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 0.25 0.37 1.11 0.19 2.20 2.20 0.00 0.00 0.00 0.05 0.00 0.12 0.00 0.16 0.25 0.37 1.11 0.19 2.20 2.25 0.00 0.05 0.00 0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.05 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Total Regular Positions Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Senior Recreation Aide Total Part Time Positions Total Mesquite Pool 0.25 0.34 0.05 0.64 0.38 0.67 0.00 0.72 2.45 2.09 0.24 6.55 7.19 0.25 0.34 0.05 0.64 0.38 0.67 0.19 0.53 2.45 2.09 0.24 6.55 7.19 0.20 0.50 0.05 0.75 0.38 0.67 0.19 0.53 2.45 2.09 0.24 6.55 7.30 0.20 0.30 0.05 0.55 0.38 0.67 0.19 0.53 2.45 2.09 0.24 6.55 7.10 0.20 0.30 0.00 0.50 0.38 0.67 0.19 0.53 2.45 2.09 0.24 6.55 7.05 PKIDs Senior Grounds Maintenance Worker Grounds Maintenance Worker Total PKIDs - 246 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Greenfield 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 Greenfield Pool 0.25 0.33 0.05 0.63 0.38 0.29 0.00 1.44 2.60 0.43 5.14 5.77 0.25 0.33 0.05 0.63 0.38 0.29 0.38 1.06 2.60 0.43 5.14 5.77 0.20 0.50 0.05 0.75 0.38 0.29 0.38 1.06 2.60 0.43 5.14 5.89 0.20 0.22 0.05 0.47 0.38 0.29 0.38 1.06 2.60 0.43 5.14 5.61 0.20 0.22 0.00 0.42 0.38 0.29 0.38 1.06 2.60 0.43 5.14 5.56 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 0.30 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 0.20 0.71 0.05 0.96 0.38 0.29 0.48 0.96 2.31 0.38 4.80 5.76 0.20 0.21 0.00 0.41 0.38 0.29 0.48 0.96 2.31 0.38 4.80 5.21 Williams Field 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 Williams Field Pool 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.00 0.30 0.23 0.17 0.30 0.57 1.55 0.26 3.08 3.38 0.20 0.50 0.05 0.75 0.39 0.29 0.48 0.96 2.60 0.43 5.15 5.90 0.20 0.72 0.05 0.97 0.39 0.29 0.48 0.96 2.60 0.43 5.15 6.12 0.20 0.22 0.00 0.42 0.39 0.29 0.48 0.96 2.60 0.43 5.15 5.57 18.73 25.29 26.84 26.84 23.44 0.15 1.00 0.75 0.00 0.00 1.90 0.20 1.00 0.75 1.30 0.03 3.28 0.20 1.00 0.75 1.30 0.05 3.30 0.20 1.00 0.75 1.30 0.05 3.30 0.20 0.30 0.95 1.00 0.00 2.45 Total Aquatics Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Administrative Assistant Total Regular Positions - 247 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Recreation Leader Senior Recreation Leader Recreation Instructor Recreation Coordinator Total Part Time Positions Total Community Center 1.94 0.00 0.00 0.75 2.69 4.59 1.94 0.00 0.96 0.00 2.90 6.18 1.94 0.00 1.04 0.00 2.98 6.28 1.31 0.50 1.04 0.00 2.85 6.15 1.31 0.50 1.04 0.00 2.85 5.30 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Custodial Supervisor Administrative Assistant Total Regular Positions Recreation Leader Recreation Instructor Senior Recreation Leader Total Part Time Positions Total McQueen Activity Center 0.15 2.00 1.00 0.00 0.00 3.15 3.25 0.00 0.00 3.25 6.40 0.20 2.00 1.57 0.00 0.07 3.84 3.25 2.40 0.00 5.65 9.49 0.20 2.00 1.57 0.00 0.07 3.84 3.25 2.40 0.00 5.65 9.49 0.20 2.00 1.57 0.00 0.07 3.84 2.62 2.40 0.50 5.52 9.36 0.20 1.00 2.00 0.30 0.00 3.50 2.62 2.40 0.50 5.52 9.02 Page Park Center Recreation Supervisor Recreation Coordinator Custodian Total Regular Positions Recreation Leader Recreation Instructor Total Part Time Positions Total Page Park Center 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 0.03 0.00 0.05 0.08 0.09 1.21 1.30 1.38 0.10 1.00 1.00 0.00 2.00 4.10 1.34 9.63 0.87 11.84 15.94 0.19 1.00 1.00 0.00 2.00 4.19 1.34 9.62 2.31 13.27 17.46 0.19 1.00 1.00 0.00 2.00 4.19 1.34 9.62 2.49 13.45 17.64 0.19 1.00 1.00 0.00 2.00 4.19 1.34 9.62 2.49 13.45 17.64 0.19 1.00 1.00 0.40 2.00 4.59 1.34 9.62 2.49 13.45 18.04 0.20 0.20 0.00 0.00 1.00 1.00 1.20 0.19 0.19 0.00 0.00 1.00 1.00 1.19 0.19 0.19 0.00 0.00 1.00 1.00 1.19 0.19 0.19 0.35 0.42 0.57 1.34 1.53 0.19 0.19 0.35 0.42 0.57 1.34 1.53 Freestone Recreation Center Recreation Supervisor Senior Recreation Coordinator Recreation Coordinator Custodial Supervisor Custodian Total Regular Positions Senior Recreation Leader Recreation Leader Recreation Instructor Total Part Time Positions Total Freestone Recreation Center Southeast Regional Library Recreation Supervisor Total Regular Positions Senior Recreation Leader Recreation Instructor Recreation Leader Total Part Time Positions Total Southeast Regional Library - 248 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Total Recreation Centers Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 29.49 36.04 36.32 36.40 35.27 Recreation Programs: Teen Programs Recreation Supervisor Recreation Coordinator Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Teen Programs 0.10 0.10 0.20 0.06 0.06 0.26 0.10 0.10 0.20 0.06 0.06 0.26 0.10 0.10 0.20 0.06 0.06 0.26 0.10 0.10 0.20 0.06 0.06 0.26 0.00 0.00 0.00 0.00 0.00 0.00 Leisure Programs Recreation Coordinator Recreation Supervisor Administrative Assistant Total Regular Positions Recreation Instructor Total Part Time Positions Total Leisure Programs 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 0.00 0.00 0.00 0.00 Youth Sports Recreation Coordinator Recreation Supervisor Administrative Assistant Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Youth Sports 0.90 0.90 0.10 1.90 0.58 0.58 2.48 0.90 0.90 0.10 1.90 0.58 0.58 2.48 0.90 0.90 0.13 1.93 0.58 0.58 2.51 0.90 0.40 0.13 1.43 0.58 0.58 2.01 0.50 0.30 0.00 0.80 0.58 0.58 1.38 Adult Sports Recreation Coordinator Recreation Supervisor Total Regular Positions Senior Recreation Leader Total Part Time Positions Total Adult Sports 1.00 0.25 1.25 1.01 1.01 2.26 1.00 0.25 1.25 1.01 1.01 2.26 1.00 0.20 1.20 1.01 1.01 2.21 1.00 0.20 1.20 1.01 1.01 2.21 0.50 0.20 0.70 1.01 1.01 1.71 Special Events Recreation Coordinator Recreation Supervisor Administrative Assistant Total Regular Positions Recreation Leader Total Part Time Positions Total Special Events 1.00 0.80 0.60 2.40 0.09 0.09 2.49 1.90 0.00 0.60 2.50 0.09 0.09 2.59 1.90 0.00 0.50 2.40 0.09 0.09 2.49 1.90 0.50 0.50 2.90 0.09 0.09 2.99 1.80 0.70 0.00 2.50 0.09 0.09 2.59 Special Needs Program Recreation Supervisor Recreation Coordinator Administrative Assistant Total Regular Positions Recreation Instructors Total Part Time Positions Total Special Needs Program 0.10 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 0.00 0.20 0.00 0.20 0.50 0.50 0.70 - 249 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Outdoor Programs Recreation Supervisor Total Outdoor Programs Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 0.20 0.20 0.19 0.19 0.19 0.19 0.19 0.19 0.19 0.19 Total Recreation Programs 15.99 8.43 8.31 8.31 6.57 Culture and Arts Cultural Arts Coordinator Total Culture and Arts 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL COMMUNITY SERVICES 110.67 116.27 116.98 117.06 105.19 TOTAL GENERAL FUND 918.80 951.90 947.11 918.72 903.52 Water Water Administration Water Superintendent Water Resources Administrator Total Water Administration 1.00 1.00 2.00 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 Instrumentation Technician Water Treatment Plant Mechanic Water Treatment Plant Operator Administrative Assistant Total North Water Plant Production 1.00 1.00 2.00 2.00 8.00 1.00 15.00 1.00 1.00 2.00 2.00 8.00 1.00 15.00 1.00 1.00 2.00 2.00 8.00 1.00 15.00 1.00 1.00 2.00 2.00 8.00 1.00 15.00 1.00 1.00 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 1.00 0.75 0.75 3.75 0.50 0.25 7.00 1.00 0.75 0.75 3.75 0.50 0.25 7.00 1.00 1.00 1.00 6.00 1.00 1.00 11.00 Water Well Production Well Technician Utility Field Supervisor Senior Utility Worker Total Water Well Production 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 5.00 1.00 1.00 7.00 ENTERPRISE OPERATIONS - 250 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Water Quality Assurance Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 2.00 1.00 3.00 6.00 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 Total Water Production 28.00 28.00 35.00 35.00 39.00 Water Distribution Utility Field Supervisor Senior Utility Worker Utility Worker Total Water Distribution 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 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 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 2.00 2.00 4.00 1.00 17.00 26.00 Total Water 69.00 72.00 79.00 79.00 83.00 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 Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection 1.00 5.00 1.00 3.00 6.00 16.00 1.00 6.00 0.60 3.00 6.00 16.60 2.00 6.00 0.60 3.00 6.00 17.60 2.00 6.00 0.60 3.00 6.00 17.60 2.00 6.00 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 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 2.00 2.00 0.40 2.00 1.00 7.40 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 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 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 Wastewater Wastewater Administration Wastewater Superintendent Total Wastewater Administration - 251 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 11.00 11.40 12.40 12.40 12.40 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 1.00 1.00 4.00 6.00 33.00 35.00 37.00 37.00 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 0.70 1.00 3.46 0.86 0.90 0.70 0.78 3.24 0.86 0.90 0.70 0.78 3.24 0.86 0.90 0.70 0.78 3.24 0.86 1.00 0.88 0.78 3.52 Residential Collections Field Supervisor Administrative Assistant Heavy Equipment Operator Solid Waste Crew Leader Solid Waste Maintenance Worker Total Residential Collections 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 26.00 1.00 2.50 32.00 2.00 0.50 26.00 1.00 2.50 32.00 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 1.00 1.00 13.00 16.00 1.00 1.00 1.00 14.00 17.00 1.00 1.00 1.00 17.00 20.00 1.00 1.00 1.00 17.00 20.00 1.00 1.00 1.00 17.00 20.00 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 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 0.70 4.00 1.00 7.00 12.70 1.00 1.00 13.70 1.00 0.00 0.25 0.00 1.25 0.00 1.00 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 0.00 1.00 1.50 0.50 3.00 62.91 68.44 71.94 71.94 72.22 Total Wastewater Reclaimed Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Total Wastewater Quality Total Wastewater Environmental Programs Environmental Programs Technician HHW Supervisor HHW Technician Administrative Assistant Total Environmental Programs Total Solid Waste Residential - 252 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 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 0.30 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 0.14 0.10 0.30 0.22 0.00 0.76 0.14 0.00 0.12 0.22 0.00 0.48 Commercial Collections Field Supervisor Heavy Equipment Operator Total Commercial Collections 0.30 4.85 5.15 0.30 4.85 5.15 0.30 4.85 5.15 0.30 4.25 4.55 0.30 5.00 5.30 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 1.75 1.75 1.75 1.75 1.75 1.75 1.75 1.75 1.00 1.00 Total Solid Waste Commercial 8.44 8.66 8.66 7.06 6.78 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.50 0.50 0.70 0.70 0.70 0.70 0.70 0.70 0.70 0.70 173.85 184.80 197.30 195.70 199.70 STREETS Streets Administration Streets Superintendent Total Streets Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Streets Maintenance: Asphalt Patching Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 0.25 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 2.00 3.25 0.25 1.00 2.00 3.25 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 0.33 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 0.33 1.00 1.00 2.33 Crack Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Crack Sealing 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 0.25 1.00 3.00 4.25 TOTAL ENTERPRISE OPERATIONS - 253 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Fog Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Fog Sealing Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 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 0.25 2.00 3.00 5.25 23.42 23.42 23.42 22.42 22.42 Street Traffic Control: Street Marking Field Supervisor Streets Maintenance Worker Senior Streets Maintenance Worker Heavy Equipment Operator Total Street Marking 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 0.50 2.00 2.00 2.00 6.50 Street Signs Field Supervisor Sign Technician Streets Maintenance Worker Total Street Signs 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 0.50 1.00 3.00 4.50 Street Lighting Field Supervisor Street Light Technician Total Street Lighting 0.50 3.00 3.50 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 Associate Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Traffic Signal Technician Total Traffic Signal Maintenance 0.50 0.00 2.00 0.00 6.00 8.50 0.50 0.00 2.00 1.00 6.00 9.50 0.50 0.00 2.00 1.00 6.00 9.50 0.50 1.00 2.00 1.00 6.00 10.50 0.50 1.00 2.00 1.00 6.00 10.50 23.00 24.00 24.00 25.00 25.00 Right of Way Maintenance: Landscape Maintenance Field Supervisor Senior Grounds Maintenance Worker Grounds Maintenance Worker Senior Streets Maintenance Worker Total Landscape Maintenance 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 0.50 1.00 0.00 0.30 1.80 Shoulder Maintenance Field Supervisor Heavy Equipment Operator Total Shoulder Maintenance 0.50 2.00 2.50 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 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 Total Streets Maintenance Total Street Traffic Control - 254 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Total Right of Way Maintenance 4.83 4.63 4.63 4.63 4.63 Hazard Response Field Supervisor Senior Streets Maintenance Worker Total Hazard Response 0.25 2.00 2.25 0.25 2.00 2.25 0.25 2.00 2.25 0.25 2.00 2.25 0.25 2.00 2.25 54.50 55.30 55.30 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 Welder/Mechanic Mechanic Service Aide Total Fleet Maintenance 2.00 1.00 2.00 1.00 15.00 0.00 21.00 2.00 2.00 3.00 1.00 14.00 1.00 23.00 2.00 2.00 3.00 1.00 14.00 1.00 23.00 2.00 2.00 3.00 1.00 14.00 1.00 23.00 2.00 2.00 3.00 1.00 14.00 1.00 23.00 TOTAL INTERNAL SERVICE 24.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE CDBG/HOME Administration Community Development Specialist Community Development Assistant Total CDBG Administration 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 Riparian Programs Riparian Program Administrator Recreation Instructors Graduate Intern Community Education Coordinator Naturalist Park Ranger Total Riparian Program 1.00 0.19 0.46 1.00 0.00 1.00 3.65 1.00 0.68 0.08 1.00 0.00 1.00 3.76 1.00 0.68 0.00 1.00 0.00 1.00 3.68 1.00 0.68 0.00 1.00 0.00 1.00 3.68 1.00 0.68 0.00 1.00 1.00 0.00 3.68 Police Impound Fund Towing/Hearing Specialist Tow Program Supervisor Office Assistant Total Police Impound Fund 0.00 0.00 0.00 0.00 2.00 0.00 0.00 2.00 2.00 0.00 0.00 2.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 Parkway Maintenance Improvement District Senior Grounds Maintenance Worker Grounds Maintenance Worker Field Supervisor Total PKID 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.60 2.60 TOTAL STREETS INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Superintendent Administrative Assistant Total Fleet Maintenance Administration - 255 - Table of Contents Personnel Detail DETAIL BY FUND AND DEPARTMENT Actual FY 2007 Actual FY 2008 Budget FY 2009 Revised FY 2009 Budget FY 2010 Grants: Police Grant Police Officer Total Police Grant 0.00 0.00 0.50 0.50 1.00 1.00 1.00 1.00 10.00 10.00 Total Grants 0.00 0.50 1.00 1.00 10.00 Court Enhancement Fund Court Services Clerk Total Court Enhancement Fund 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 Judicial Collection Enhancement Systems Analyst Total Judicial Collection Enhancement 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fill the Gap Office Assistant Total Fill the Gap 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 TOTAL SPECIAL REVENUE 5.15 8.76 10.18 12.18 24.78 GRAND TOTAL POSITIONS 1,176.30 1,226.76 1,235.89 1,207.90 1,209.30 - 256 - Table of Contents Capital Outlay Department Description Amount GENERAL FUND Police Patrol Five Police Sedans Total General Fund Capital $ 259,050 $ 259,050 $ 2,000,000 $ 2,000,000 $ 2,568,860 $ 2,568,860 $ 460,000 $ 460,000 $ - $ - $ 3,600,000 $ 3,600,000 $ - $ - $ 130,000 3,220,000 $ 3,350,000 $ 240,000 $ 240,000 $ 240,000 240,000 240,000 240,000 560,000 $ 1,520,000 GENERAL REPLACEMENT FUND Non-Departmental Capital Allowance Total General Fund Capital STREET FUND Preventative Maintenance Streets Maintenance Total Street Fund Capital STREET REPLACEMENT FUND Non-Departmental Capital Allowance Total Street Replacement Fund WATER FUND Total Water Fund Capital WATER REPLACEMENT FUND Non-Departmental Capital Allowance Total Water Replacement Fund Capital WASTEWATER FUND Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND 0476 Wastewater Collection Non-Departmental Sewer Vactor Rebuild Capital Allowance Total Wastewater Replacement Fund Capital SOLID WASTE - RESIDENTIAL Residential Collections Automated Side Loader Total Solid Waste Residential Capital SOLID WASTE - RESIDENTIAL REPLACEMENT 0674 0675 0676 0677 Residential Collections Residential Collections Residential Collections Residential Collections Non-Departmental Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader Capital Allowance Total Solid Waste Residential Replacement Capital - 257 - Table of Contents Capital Outlay Department Description Amount SOLID WASTE - COMMERCIAL Total Solid Waste Commercial Capital $ - $ - $ 237,000 127,000 $ 364,000 $ - $ - $ 22,000 $ 22,000 $ 329,410 164,940 $ 494,350 $ 30,000 $ 30,000 SOLID WASTE - COMMERCIAL REPLACEMENT 0556 Commercial Collection Non-Departmental Front Loader Capital Allowance Total Solid Waste Commercial Replacement Capital FLEET Total Fleet FLEET REPLACEMENT Non-Departmental Capital Allowance Total Fleet Replacement Capital GRANTS Police Tactical Operations Police Tactical Operations CBRNE Response Vehicle Tactical Robot Total Solid Waste Commercial Replacement Capital COPY SERVICES Non-Departmental Capital Allowance Total Copy Services CAPITAL PROJECT CAPITAL OUTLAY $320,776,970 TOTAL CAPITAL OUTLAY $335,685,230 - 258 - 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. - 259 - 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. - 260 - 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. - 261 - 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. - 262 - 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. - 263 - Table of Contents − 264 −