Table of Contents INSTRUCTIONS FOR NAVIGATING IN ANNUAL BUDGET PDF FILES ¾ Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section. ¾ If a “+” sign is at the left of a bookmark, click on the “+” to bring up subheadings. ¾ All pages are linked to the Table of Contents. To jump to a specific page or subsection from the Table of Contents, put the pointer finger on the title or page number within and click the mouse. ¾ Click the “Table of Contents” text located in the top right hand corner of any page or click the Table of contents bookmark on the left. Table of Contents INTRODUCTORY SECTION Budget Message....................................... i Guide to the Budget Document ............. 1 Property Tax Rates ............................... 65 Personnel Summary ............................. 66 GENERAL FUND Distinguished Budget Award ................. 4 General Fund Summary ....................... 67 Key Officials and Staff ............................ 5 Management and Policy ......................... 69 Organization Charts ................................ 6 Mayor and Council ................................ 71 Corporate Vision, Mission, Values ........ 8 Town Manager ....................................... 73 Strategic Goals ........................................ 9 Town Clerk............................................. 75 General Plan Vision .............................. 11 General Counsel ................................... 77 Continuous Quality Improvement Model .................................................... 12 Support Services .................................... 79 Community with Character .................. 13 Finance .................................................. 83 Gilbert Facts .......................................... 14 Technology Services ............................ 85 Fund Structure ...................................... 17 Human Resources ................................ 87 Budget Process ..................................... 19 Legal and Court ...................................... 89 Budget Calendar ................................... 21 Prosecutor ............................................. 91 Financial Policies .................................. 23 Municipal Court ..................................... 93 FINANCIAL OVERVIEW Source and Use of Funds ..................... 25 Facilities Maintenance .......................... 81 Development Services ........................... 95 Fund Balances....................................... 26 Administration and Customer Service ................................................. 97 Budget Summary .................................. 28 Permit and Plan Review Services........ 99 Five Year Forecast General Information .......................................... 29 Inspection and Compliance Services ............................................. 101 General Fund Five Year Forecast ........ 30 Planning and Development ................ 103 Water Five Year Forecast ..................... 32 Business Development ...................... 105 Wastewater Five Year Forecast ........... 33 Police Department ................................ 107 Residential Solid Waste Five Year Forecast ............................................... 34 Professional Standards ...................... 109 Commercial Solid Waste Five Year Forecast ............................................... 35 Support Services ................................ 113 Street Fund Five Year Forecast ........... 36 Revenue Summary ................................ 37 Revenue Detail ...................................... 38 Expense Summary ................................ 45 Expense Detail....................................... 46 Revenue Sources .................................. 57 Patrol Services .................................... 111 Counseling Services........................... 115 Investigations ...................................... 117 Tactical Operations............................. 119 Contracted Services ........................... 121 Fire Department .................................... 123 Fire Operations ................................... 125 Table of Contents Fire Prevention .................................... 127 STREET FUND Community Services ............................ 129 Street Fund Summary......................... 191 Parks and Open Space ....................... 131 Street Maintenance ............................. 193 Aquatics ............................................... 133 Traffic Control ..................................... 195 Recreation Centers ............................. 135 Right of Way Maintenance ................. 197 Recreation Programs .......................... 137 Hazard Response ................................ 199 Non Departmental ................................. 139 Non-Departmental ............................... 201 PUBLIC WORKS FUND INTERNAL SERVICE FUNDS Public Works Fund Summary ............ 143 Internal Service Funds Summary ...... 203 Utility Customer Service..................... 145 Fleet Maintenance ............................... 205 Public Works Administration ............. 147 Copy Services ..................................... 207 Utility Locates...................................... 149 Health Self Insurance ......................... 209 ENTERPRISE FUNDS Enterprise Funds Summary ............... 151 Dental Self Insurance ......................... 211 SUB FUNDS Water ...................................................... 153 Sub Funds Summary .......................... 213 Water Conservation ............................ 155 General Replacement Fund ............... 215 Water Production ................................ 157 Water Replacement Fund ................... 217 Water Distribution ............................... 159 Wastewater Replacement Fund ......... 219 Water Metering .................................... 161 Riparian Program ................................ 221 Non-Departmental ............................... 163 Residential Solid Waste Replacement...................................... 223 Wastewater ............................................ 165 Wastewater Collection ........................ 167 Commercial Solid Waste Replacement...................................... 225 Wastewater Plant Operations ............ 169 Street Replacement Fund................... 227 Wastewater Reclaimed ....................... 171 Fleet Replacement Fund .................... 229 Wastewater Quality ............................. 173 SPECIAL REVENUE Non-Departmental ............................... 175 Special Revenue Funds Summary .... 231 Residential Solid Waste ....................... 177 CDBG/HOME........................................ 233 Residential Collections....................... 179 System Development Fees ................ 235 Non-Departmental ............................... 181 Grants .................................................. 237 Commercial Solid Waste ...................... 183 Special Districts .................................. 239 Commercial Collections ..................... 185 Police Impound ................................... 241 Non-Departmental ............................... 187 Other Agency ...................................... 243 Irrigation ................................................ 189 Table of Contents CAPITAL IMPROVEMENTS Capital Improvements Summary ....... 245 Capital Improvement Maintenance Costs .................................................. 246 Capital Improvement Detail ................ 247 Capital Improvement Financial .......... 257 DEBT SERVICE Debt Service Summary ....................... 259 Debt Service Detail.............................. 260 Debt Service Financial ........................ 264 APPENDIX Capital Outlay ...................................... 265 Personnel Detail .................................. 267 Glossary/Acronyms ............................ 290 Table of Contents 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 19, 2010 Honorable Mayor, Council Members and the Gilbert Community: This message transmits the Town of Gilbert budget for the July 1, 2010 to June 30, 2011 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 $594.8 million, which includes $242.6 million (40.8%) for operating budgets and $192.4 million (32.3%) for capital budgets. The FY 2011 budget reflects a net decrease of 25.5 full time equivalents from the FY 2010 Adopted Budget. ECONOMIC ENVIRONMENT AND ASSUMPTIONS This year’s budget preparation was particularly challenging. The economic slowdown which began in 2008 continues to affect Gilbert. The FY2011 budget assumes the current downturn in both the regional and national economies will continue for the foreseeable future. While Gilbert had experienced rapid growth in residential development over the last decade, the FY2011 budget is based upon an average of 75 new single family residential homes per month – significantly lower than the historical monthly averages of 250-350. Given the current instability in the housing sector of the economy it is anticipated that the local population will only grow slightly as the housing sector stabilizes. In addition, while some non-residential development still remains active, the timing and build out of most of Gilbert’s commercial centers has been delayed too as a result of the lagging regional and national economy. The development of our major retail centers continue to follow the opening of the Santan Loop 202 Freeway in June 2006, albeit at a significantly slower pace than previously anticipated. Two Vestar Power Centers showcasing over 1.4 million square feet in combined retail space at the eastern and western freeway gateways have been open for nearly five years. 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. 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, SanTan Hyundai and Carmax in the spring of 2008, and the much anticipated Santan Volkswagen which is expected to open in the spring of 2011. More critically, in the foreseeable future, we anticipate the development and opening of millions of additional square feet of non-residential uses including office, industrial and employment centers. Increased commercial development is a new and growing 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. With this widening retail base, local sales tax is anticipated to support approximately 43% of General Fund expenditures in the coming year. In fact, 54% of local sales tax is generated from retail. Construction sales tax, which previously had been as high as 35%, now accounts for only 6% of local sales tax collections. 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 over the next 15-20 years. -i- Table of Contents Budget Message The current economic downturn and resulting deterioration of the state economy has also impacted Gilbert’s receipts of State shared sales, income, gasoline, and vehicle license tax. The State shared sales and income tax represent a significant portion of General Fund revenues – approximately 31%. Because this is an erosion of base revenues, it not only affects current operations, but also the ability to maintain existing services and programs from the General Fund into the future. Population growth continues to be a major factor in planning for services. Because State shared revenues are based upon Gilbert’s population as it relates to the State’s population as a whole, it is essential that population estimates are as up to date as possible. The most recent update to Gilbert’s population was the result of the 2005 Special Census, which identified Gilbert’s population at just over 173,000. Gilbert is anticipating the final results of the 2010 Census, at which time our population is estimated to be 221,000. BUDGET PROCESS The Code of Gilbert requires the Manager to develop and present an annual balanced budget to the Council. The budget has been historically developed using a shared leadership 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. This year, that process was expanded to include operational review and input from seven citizen budget committees: Administration and Support, Capital and Development Fees, Community Services, Development Services, Fire Services, Police Services, and Public Works. The purpose and mission of the committees were to become educated about all Town of Gilbert processes, services, and funding; to investigate cost reductions, cost recovery, efficiencies, and best practices; and to make recommendations to the Council. In addition, input was also solicited from employees as to potential cost savings and or budget reduction measures. 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 forecasted resources. While budgets are adopted on an annual basis, the consequences of funding additional personnel or capital projects are also incorporated and evaluated in the long term planning model. This annual financial plan strives to maintain the service standards historically established by the Council for Police, Fire, and Parks and Recreation: • • • Maintenance of a minimum staffing for 1.1 police sworn personnel per thousand population; Maintenance of a 4.0 minute response time for the Fire Department; and, Continued implementation of Parks and Recreation service standards which transition from a 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’s leisure needs in partner-focused relationships. The following major items were all considered as part of the FY 2011 budget: ¾ No change to the local sales tax rate (1.5%); ¾ No change in property tax for debt service repayment ($1.15 per $100); - ii - Table of Contents Budget Message 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 Employee salary/compensation remains unchanged; ¾ Health plan benefits and current premium contributions remain unchanged; ¾ Maintenance of an undesignated General Fund balance of at least 10% of operating expenditures; ¾ Equipment Replacement Funds for the General and Streets Funds only include a contingency balance for unforeseen and/or unanticipated replacements and funding only for current year replacements; and ¾ Equipment Replacement Funds for the Water, Wastewater, and Solid Waste Funds remain fully funded. REVENUES The sources of funds included in the budget totals $453.2 million, with the major components reflected in the table below: Actual FY 2009 GENERAL FUND $ PUBLIC WORKS FUND ENTERPRISE OPERATIONS Budget FY 2010 113,526,377 $ Projected FY 2010 109,955,820 $ Budget FY 2011 108,998,665 $ 99,697,640 - - - 2,971,830 72,042,812 75,869,900 77,372,964 76,211,340 STREET FUND 18,193,579 17,078,830 16,494,040 16,717,300 INTERNAL SERVICE 19,791,225 20,334,980 19,803,981 19,588,980 SUB FUNDS 13,112,245 13,385,590 13,177,630 13,599,420 SPECIAL REVENUE FUNDS 28,682,032 33,968,630 45,282,820 42,881,530 CAPITAL IMPROVEMENTS 338,724,122 152,160,700 37,290,120 109,226,690 DEBT SERVICE 147,825,715 111,106,920 68,523,970 72,341,570 796 1,000 100 100 TRUST ACCOUNTS GRAND TOTAL REVENUE $ 751,898,903 $ 533,862,370 $ 386,944,290 $ 453,236,400 CARRY OVER FUNDS $ 330,390,665 TOTAL SOURCES $ 783,627,065 The Financial Overview section provides additional detailed information on planned revenues. - iii - Table of Contents Budget Message EXPENDITURES Adopted budget expenditures total $594.8 million. The budget includes $242.6 million to support daily operations and services, with the remaining $352.2 million for debt, capital projects, maintenance districts, grants, and trust accounts. The following table shows expenses by fund: Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 GENERAL FUND PUBLIC WORKS FUND ENTERPRISE OPERATIONS STREETS FUND INTERNAL SERVICE SUB FUNDS SPECIAL REVENUE FUNDS CAPITAL IMPROVEMENTS DEBT SERVICE TRUST ACCOUNTS $ 114,042,014 66,424,861 20,072,508 18,427,606 2,625,003 41,178,236 185,034,017 171,862,339 2,500 $ 112,271,750 77,433,450 17,068,410 19,222,200 17,149,630 66,453,680 320,206,740 99,992,420 2,500 $ 108,747,463 68,638,603 15,648,315 18,628,320 8,987,554 56,288,250 101,515,340 65,402,040 2,500 $ 102,255,960 2,971,830 73,869,040 16,300,700 19,848,170 27,352,530 75,251,580 192,461,610 84,494,630 2,500 GRAND TOTAL EXPENSES $ 619,669,084 $ 729,800,780 $ 443,858,385 $ 594,808,550 The Financial Overview section provides additional information and detail on expenditures. PERSONNEL As Gilbert is a service organization, personnel services represent a significant portion of the total operating budget. As indicated above, this budget does not include any compensation increases – the last time adjustments were made was in July of 2008. Gilbert has striven to provide services as efficiently and effectively as possible. To that end, Gilbert has been recognized as a community that has been able to maintain a low staff to population ratio, while at the same time providing quality services. The following chart shows the ratio of employees per 1,000 residents in Gilbert compared other cities within the Phoenix Metropolitan area: Staffing Ratio Per 1,000 Residents 12.0 9.9 10.0 8.0 6.0 6.5 7.1 7.8 7.9 Mesa Glendale 10.4 10.5 Tempe Scottsdale 5.4 4.0 2.0 0.0 Gilbert Chandler Peoria - iv - Phoenix Table of Contents Budget Message FUNDING CHALLENGES The challenge continues to responsibly apply one time revenues generated by growth to the ongoing service demands created by growth. Retail sales tax revenue supports a significant portion of the budget, making diversification and expansion of this revenue source a critical component of Gilbert’s future. Sales tax, however, continues to be a highly volatile revenue source to pay for ongoing expenditures as has been demonstrated in this most recent economic downturn. This will improve over time, but it demonstrates the risk of reliance on local and state shared sales tax to fund ongoing operating and maintenance requirements. The Council has been proactive in establishing System Development Fees to pay for infrastructure related to growth of the community. These fees only pay for capital construction, not for ongoing operation, maintenance, or replacement costs, and have been less than consistent following the same trend lines as sales tax revenues. LOOKING AHEAD Four 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 retail power centers, auto-mall, and office/employment 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. The organization remains committed to efficiently and effectively meeting the reasonable service expectations of our customers, and continues to deploy the principles of Continuous Quality Improvement (CQI) to do so. 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 has significantly contributed to staff’s ability 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. With an eye to the future, the Town Council, staff, and community members will undertake a comprehensive strategic planning process this fiscal year. The community vision and strategic initiatives that derive from this process will serve both to preserve the Town’s heritage and as a catalyst to a sustainable future. ACKNOWLEDGEMENT I would like to thank the Town Council for their active participation in identifying, developing, and confirming goals and objectives, as well as understanding the complex and competing requirements of this rapidly changing organization. The additional meetings required to identify funding and program priorities required more time and effort this year than previous budgets. Special appreciation also goes out to the citizens involved in the Citizen Budget Committee process for the time and effort they invested in identifying specific opportunities for efficiencies that have been -v- Table of Contents Table of Contents Guide to the Budget Document WHAT IS THE BUDGET? The budget sets forth a strategic resource allocation plan that is aligned with community goals, preferences and needs. The budget is a policy document, financial plan, operations guide, and communication device. Through the budget, Gilbert demonstrates its accountability to its residents and customers. To provide the maximum accountability this section provides the reader with some basic understanding of the components of the budget document and what is included in each of these components. ORGANIZATION OF THE BUDGET DOCUMENT The budget document includes seven major areas: 1. The introduction which provides the Manager’s budget message along with overview information about Gilbert including the organization, vision, mission and values, strategic goals, Gilbert facts, fund structure, budget process and policy statements. 2. The financial overview illustrates the total financial picture of Gilbert, including projected fund balances, five year fund forecasts, the sources and uses of funds, and property tax information. 3. The operating fund tabs – General, Enterprise, Streets - include information on all Business Units within that Fund. Each Operating Fund section is organized in the same manner with a Business Unit page and a page for each Department within the Business Unit. 4. The non-operating fund tabs – Internal Service, Special Revenue and Debt – 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 Sub Funds Sub Funds are funds that are related to an operating fund however, are kept separate for accounting purposes. Examples of sub funds include Replacement Funds and the Riparian Fund. The sole financing source of the sub funds are the operating funds. Each sub fund has a separate fund number in order to identify the fund balance for these activities. In the Comprehensive Annual Financial Report (CAFR), the sub funds roll up to and are reported as part of the operating fund. 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 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. 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. 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, 2009. 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, two executive staff, and approximately 1,171 employees. MAYOR AND COUNCIL Mayor ---------------------------------------------------------------- John W. Lewis Vice-Mayor ----------------------------------------------------------- Les Presmyk Councilmember ----------------------------------------------------- Linda Abbott Councilmember ----------------------------------------------- David W. Crozier Councilmember ----------------------------------------------------- Jenn Daniels Councilmember ------------------------------------------------------- John Sentz Councilmember -------------------------------------------------------- Steve Urie MANAGEMENT TEAM Town Manager ------------------------------------------------------ Collin DeWitt Assistant Town Manager ---------------------------------- Marc A. Skocypec Assistant Town Manager -------------------------------------------- Tami Ryall Community Services Director ------------------------------------ Jim Norman Town Prosecutor ----------------------------------------------------- Lynn Arouh Police Chief --------------------------------------------------------------- Tim Dorn Fire Chief ------------------------------------------------------------- Jim JoBusch 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 Health Insurance Trust Industrial Development Authority Design Review Board Mayor’s Youth Advisory Committee Economic Development Advisory Board Parks, Recreation, and Library Services Advisory Board Fire Public Safety Retirement Pension Board Planning Commission Gilbert Educational Access Governing Board Police Public Safety Retirement Pension Board Water Resources Municipal Property Corporation Public Facilities Municipal Property Corporation Redevelopment Commission -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 Human Resources 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 Engineering Services -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 cannot 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 ss onsi e Resp orthin w t s u Tr Civic Groups NonProfits Police Businesses ect Resp Media We see our H.O.A.s and neighbors supporting each other and demonstrating the same character traits in all they do. The effect is people helping people to make our neighborhoods safe places to raise our families. Faith Communities ss rne Fai ship izen t i C ing Car We see businesses demonstrating and rewarding their employees and customers for the use of the same good character traits in their decisions. The effect is increased morale, increased productivity and increased revenue. We see families discussing and reinforcing the same character traits they learned at work and school in their home. The effect is a more supportive, encouraging and happy home. We see the media providing generous press coverage to highlight the character trait of the month and provide a spotlight on those people in our community as well as from history who are/have been exemplary role models of good character traits. The effect is a clearer picture and greater conscious awareness of what it looks like to be a person of good character. Together as citizens of Gilbert we unite and stand for the strong moral character that has made, and will continue to make, this nation great. We choose to be a Community With Character and embrace the “Six Pillars of Character” from SM CHARACTER COUNTS! - 13 - Table of Contents Gilbert Facts Gilbert 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 (2008): Median age: Average Age: 96.3 30.65 31.37 Number of Households (2008): 75,816 Transaction Privlege Tax Rate: 7.80% Highway Distances from Gilbert: Albuquerque, NM Dallas, TX Denver, CO Las Vegas, NV Los Angeles, CA Phoenix, AZ Salt Lake City, UT San Diego, CA San Francisco, CA Tucson, AZ 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 12 Miles 708 Miles 381 Miles 813 Miles 104 Miles Table of Contents Gilbert Facts Demographics: Median Household Income: Average Household Size: Average Family Size: Gilbert Greater Phoenix ƒ $ 80,705 3.20 3.64 $ 56,555 2.85 3.50 Over one-third of the population is under the age of 18 ƒ 11% of residents are age 65 and above ƒ Median age of Gilbert residents is 30.65 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% 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 in 1970 was 1,971 Population Growth 221,000 250,000 217,521 172,836 200,000 109,697 150,000 ƒ ƒ The anticipated population at build out is in excess of 330,000 Population increased 276% in the decade of the 1990’s and continues to climb 100,000 59,338 29,188 50,000 1,971 5,717 0 1970 1980 1990 Gilbert Ethnic Make-up 1995 2000 2005 2009 2010 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% 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 – 2006-2008 American Community Survey Source: U.S. Census Bureau – 2006-2008 American Community Survey - 15 - 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 5,038 1,485 1,394 1,184 1,010 870 710 661 617 616 Source: Maricopa Association of Governments 2008 Housing Starts 6,000 5,000 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 4,000 3,000 2,000 1,000 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 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. GOVERNMENTAL FUNDS 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. 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, Human Resources, 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 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. Special Revenue Funds – These funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose. 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 Street Fund (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. 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 and maintain affordable housing within the Town. Special Assessment Funds – Special levies are collected against property that benefits from a capital improvement district improvement. There are presently three districts. 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. - 17 - Table of Contents Fund Structure The account structure hierarchy is: PROPRIETARY FUNDS Æ Fund Æ Cost Center Æ Object Code 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. 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. 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. Expense object codes are segregated by the following categories: Æ Æ Æ Æ Æ 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. FIDUCIARY FUNDS This segregation provides the ability to summarize expenditure information by major category. 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. The chart of accounts structure provides distinguishing characteristics for each portion of the account. For example, the Street Fund, Street Cleaning, Salary and Wages would be account: ACCOUNT STRUCTURE 120100.41060202.5001 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. Streets Full Time Salary Street Maintenance, Street Cleaning - 18 - Table of Contents Budget Process sets the limits unless otherwise approved by the voters. The Town of Gilbert received voter approval to increase this limit because of the population growth rate. Gilbert must budget at or below this limit. 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 be funded based on accumulated depreciation 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 2011 is $326,296,351. 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 2010 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 Residential Solid Waste Commercial Solid Waste 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 - 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 September 2009 Citizen Budget Committees Selection Process October 2009 Citizen Budget Committee Weekly Meetings October 8, 2009 Citizen Budget Steering Committee Meeting October 22, 2009 Citizen Budget Steering Committee Meeting November 2009 1st Quarter Expenditure Projections Due from Departments November 5, 2009 Citizen Budget Steering Committee Meeting November 12, 2009 Citizen Budget Steering Committee Meeting November 18, 2009 Citizen Budget Steering Committee Meeting November 30, 2009 Citizen Budget Steering Committee Meeting December 7, 2009 Citizen Budget Steering Committee Meeting December 22, 2009 Council - Review of Citizen Budget Steering Committee Final Report, discussion of Council recommendations; direction on next steps January 2010 Enterprise and Street funds complete five year plans January 5, 2010 Council Review of Citizen Budget Steering Committee Final Report January 26, 2010 January 26, 2010 February 2010 February 9, 2010 March 23, 2010 March 27, 2010 Council – discussion/direction on vacancies; evaluation of employee budget reduction submittals; discussion/direction regarding Department Director recommendations for budget reductions in preparing for the 2010-11 budget Council – adopt resolution calling for Election on May 18, 2010 regarding privilege license tax increases 2nd Quarter Expenditure Projections Due from Departments Council – discussion/direction regarding Outside Agency funding, filling of vacant positions, and Department Director recommendations for budget reductions in preparing for the 2010-11 budget Council – discussion related to timelines, revenues, and expenses; review and evaluation of budget reductions, employee suggestions and Citizen Budget Committee recommendations in preparing the 2010-11 budget Council– discussion related to timelines, revenues, and expenses; review and evaluation of budget reductions, employee suggestions and Citizen Budget Committee recommendations and associated policy direction in preparing the 2010-11 budget - 21 - Table of Contents Budget Calendar Date Action April 2010 Final Expenditure Projections Due from Departments April 6, 2010 Council – discussion related to timelines, revenues, and expenses; review and evaluation of budget reductions, employee suggestions and Citizen Budget Committee recommendations in preparing the 2010-11 budget April 6, 2010 Public Hearing considering the Capital Improvement Plan 2010-2015 April 20, 2010 Council– discussion related to timelines, revenues, and expenses; review and evaluation of budget reductions, employee suggestions and Citizen Budget Committee recommendations and associated policy direction in preparing the 2010-11 budget May 1, 2010 Special Council Meeting May 4, 2010 Council - presentation, discussion, and policy direction regarding preparation of the 2010-11 budget May 18, 2010 Election results in no changes to privilege license taxes May 22, 2010 Special Council Meeting to determine direction in light of election results May 25, 2010 Council consideration and adoption of the FY 2010 - 2015 Capital Improvement Program and Plan May 25, 2010 Council - presentation, discussion, and policy direction regarding preparation of the 2010-11 budget June 8, 2010 Council - presentation, discussion, and policy direction regarding preparation of the 2010-11 budget June 22, 2010 Adopt Preliminary FY 2011 Budget June 8, 2010 Public hearing and adoption of Secondary Property Tax July 22 and 29, 2010 Publish FY2010-2011 Preliminary Budget in Arizona Republic August 19, 2010 Adopt Final FY 2011 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 1% of the budget expenditures for General Fund and 5% 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. Bonds are issued to finance capital project construction. Bonds are not issued to fund operating expenditures. Reserve Gilbert maintains a General Fund “rainy day” reserve with a goal of 10% of total General Fund expenditures. Allowance for Unexpended Appropriations Gilbert annually reviews the status of outstanding and future potential debt in relation to capacity to defease, call or refund outstanding debt. 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 sub funds exist for fleet replacement. Each cost center in the General, Street, Residential Solid Waste, Commercial 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 Residential Solid Waste Commercial Solid Waste 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 22% Capital Improvements 27% Street Fund 3% Debt Service 16% Enterprise Funds 25% Special Revenue 7% The total source of funds for FY 2011 is approximately $783,627,000. 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. General Fund 19% Capital Improvements 33.5% Street Fund 3% Enterprise Funds 16% Debt Service 15% Special Revenue 13% The total use of funds for FY 2011 is approximately $594,809,000. 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 Total Sources Total Uses 99,697,640 $ 153,823,457 $ 102,255,960 - 2,971,830 2,971,830 2,971,830 - ENTERPRISE FUNDS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation 7,337,326 8,919,800 5,965,503 274,962 - 37,234,000 22,114,510 14,442,500 2,388,100 32,230 44,571,326 31,034,310 20,408,003 2,663,062 32,230 35,866,580 22,426,300 13,360,940 2,182,990 32,230 8,704,746 8,608,010 7,047,063 480,072 - STREET FUND 4,220,559 16,717,300 20,937,859 16,300,700 4,637,159 INTERNAL SERVICE FUNDS Fleet Maintenance Copier and Printing Self-Insurance 482,167 512,840 4,689,345 7,110,880 368,600 12,109,500 7,593,047 881,440 16,798,845 6,479,320 553,130 12,815,720 1,113,727 328,310 3,983,125 8,109,139 35,812,326 31,912,102 5,455,814 478,609 4,155,949 197,028 1,026,410 5,376,920 5,808,960 1,214,380 145,300 10,400 17,050 9,135,549 41,189,246 37,721,062 6,670,194 623,909 4,166,349 214,078 6,094,780 8,108,000 9,080,750 2,896,000 438,000 716,000 19,000 3,040,769 33,081,246 28,640,312 3,774,194 185,909 3,450,349 195,078 $ 172,649,286 $ 228,786,510 $ 401,435,796 $ 242,598,230 $ 158,837,566 GENERAL FUND $ PUBLIC WORKS FUND SUB FUNDS General Water Wastewater Residential Solid Waste Commercial Solid Waste Street Fleet TOTAL OPERATING FUNDS 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 Police Impound Street Light Improvement Parkway Improvement Other Special Revenue CAPITAL IMPROVEMENT FUNDS CIP Administration Improvement Districts Streets and Transportation Revenue 54,125,817 $ Ending Balance $ 51,567,497 398,095 1,048,954 14,348 1,041,132 1,695,896 (18,587,654) (2,298,636) 8,843,920 21,430,040 19,198,447 (37,535,373) 9,688,046 488,423 (68,415) 71,516 2,380,669 1,357,130 61,200 689,000 680,000 1,139,000 745,000 4,092,000 11,335,000 1,626,000 11,507,340 5,000,000 320,000 1,692,300 1,340,780 1,296,780 398,095 2,406,084 75,548 1,730,132 2,375,896 (17,448,654) (1,553,636) 12,935,920 32,765,040 20,824,447 (26,028,033) 14,688,046 808,423 1,623,885 1,412,296 3,677,449 1,847,130 60,000 820,000 2,748,710 1,452,610 2,363,580 9,866,990 16,355,140 16,449,000 10,472,860 7,697,000 353,320 1,755,860 1,479,450 1,529,930 398,095 558,954 15,548 910,132 (372,814) (18,901,264) (3,917,216) 3,068,930 16,409,900 4,375,447 (36,500,893) 6,991,046 455,103 (131,975) (67,154) 2,147,519 2,654 92,285,038 808,800 50,059,590 12,276,080 808,800 50,062,244 104,561,118 808,800 50,059,590 92,244,080 2,654 12,317,038 - 26 - Table of Contents Fund Balances Starting Balance Revenue Total Sources Total Uses Ending Balance Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Open Space (632,963) 3,298,351 16,624 7,270,097 (2,731,363) (91,611) 880,864 1,791,000 8,236,000 5,746,220 22,871,000 1,242,000 6,196,000 1,158,037 11,534,351 5,762,844 30,141,097 (1,489,363) (91,611) 7,076,864 1,570,000 8,236,000 5,312,140 25,973,000 1,242,000 7,016,000 (411,963) 3,298,351 450,704 4,168,097 (2,731,363) (91,611) 60,864 DEBT SERVICE FUNDS General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater 6,975,014 227,429 8,042,717 23,021,552 11,263,131 29,734,140 677,250 17,435,180 15,089,140 9,405,860 36,709,154 904,679 25,477,897 38,110,692 20,668,991 29,577,380 678,450 26,374,800 18,458,140 9,405,860 104,437 100 104,537 2,500 7,131,774 226,229 (896,903) 19,652,552 11,263,131 102,037 $ 330,390,665 $ 453,236,400 $ 783,627,065 $ 594,808,550 TRUST AND AGENCY FUNDS TOTAL ALL FUNDS $ 188,818,515 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 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 Wastewater 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 Street Light Improvement District Fund accesses a levy on homeowner’s property tax bill for the street light usage in their subdivision. The amount accessed each year is calculated on projected expenditures and number of lots in the subdivision. The amount levied cannot exceed a certain percentage of the assessed value of the property. As the property values rise, the amount that is levied can increase accordingly. - 27 - Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 General Fund Public Works Fund Enterprise Funds Street Fund Internal Service Funds Sub Funds Special Revenue Capital Improvements Debt Service Trust Accounts 951.90 0.00 184.80 55.30 26.00 3.76 5.00 0.00 0.00 0.00 918.72 0.00 195.70 55.30 26.00 3.68 8.50 0.00 0.00 0.00 903.52 0.00 199.70 55.30 26.00 3.68 21.10 0.00 0.00 0.00 897.52 0.00 199.70 49.30 26.00 3.68 10.60 0.00 0.00 0.00 856.06 31.00 203.25 49.30 26.00 3.68 10.10 4.40 0.00 0.00 1,226.76 1,207.90 1,209.30 1,186.80 1,183.79 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Total Personnel EXPENSES BY ACTIVITY General Fund Public Works Fund Enterprise Funds Street Fund Internal Service Funds Sub 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 2010 Budget FY 2011 121,144,655 70,138,091 21,824,301 19,891,931 3,746,873 65,699,308 217,815,638 146,063,224 2,500 114,042,014 66,424,861 20,072,508 18,427,606 2,625,003 41,178,236 185,034,017 171,862,339 2,500 112,271,750 77,433,450 17,068,410 19,222,200 17,149,630 66,453,680 320,206,740 99,992,420 2,500 108,747,463 68,638,603 15,648,315 18,628,320 8,987,554 56,288,250 101,515,340 65,402,040 2,500 102,255,960 2,971,830 73,869,040 16,300,700 19,848,170 27,352,530 75,251,580 192,461,610 84,494,630 2,500 $ 666,326,520 $ 619,669,084 $ 729,800,780 $ 443,858,385 $ 594,808,550 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 94,289,112 156,900,673 226,260,454 188,876,282 94,768,134 158,383,871 194,561,077 171,956,002 95,973,940 192,631,190 333,517,390 107,678,260 93,055,750 153,767,543 106,667,002 90,368,090 92,997,160 169,950,750 206,322,870 125,537,770 $ 666,326,520 $ 619,669,084 $ 729,800,780 $ 443,858,385 $ 594,808,550 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 572,401,853 666,326,520 751,898,903 619,669,084 $ (93,924,668) $ 132,229,819 - 28 - 533,862,370 729,800,780 386,944,290 443,858,385 453,236,400 594,808,550 $(195,938,410) $ (56,914,095) $(141,572,150) 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 2011. In addition, no compensation increases are anticipated for FY 2012. 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 Adopted FY 2011 Projected FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 54,126,000 51,568,000 38,948,000 25,771,000 10,053,000 (33,018,000) (29,052,000) (25,340,000) (21,636,000) (22,403,000) Available Fund Balance 21,108,000 22,516,000 13,608,000 4,135,000 (12,350,000) Total Revenue 99,698,000 95,261,000 97,019,000 101,122,000 105,596,000 102,002,000 102,002,000 102,002,000 102,002,000 102,002,000 (1,587,000) 2,779,000 7,161,000 11,010,000 Beginning Balance Committed Fund Balance Base Expenditures Base Expenditure - Change (3,143,000) Sub-Total Base Expenditures 98,859,000 100,415,000 104,781,000 109,163,000 113,012,000 One Time Expenditures 2,297,000 4,157,000 4,018,000 4,689,000 4,398,000 Capital Project Expenditures 1,100,000 3,309,000 1,397,000 2,988,000 10,496,000 102,256,000 107,881,000 110,196,000 116,840,000 127,906,000 18,550,000 9,896,000 431,000 (11,583,000) (34,660,000) (2,558,000) (12,620,000) (13,177,000) (15,718,000) (22,310,000) 0.0% 0.0% 0.0% 3% 1,106,000 22,818,000 10,200,000 0.0% 8.0% 3.0% 10.0% 2,070,000 18,252,000 10,800,000 8.0% 10.0% 3.0% 10.0% (2,225,620) 2,206,000 14,340,000 11,000,000 8.0% 10.0% 3.0% 10.0% (4,927,049) 2,352,000 9,936,000 11,700,000 8.0% 10.0% 3.0% 10.0% (8,156,925) 2,498,000 9,603,000 12,800,000 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -15.0% 3.0% 3.0% 0.0% 3.0% 3.0% 3.0% 3.0% -5.0% 3.0% 3.0% 3.0% 3.0% 5.0% 5.0% 5.0% 0.0% 5.0% 3.0% 5.0% 3.0% 5.0% 8.0% 5.0% 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 1% 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 to experience two more years of economic downturn with a slow recovery starting in FY 2013. 9 Construction Sales Tax is anticipated to be lower than FY 2010 and will begin to recover in FY 2013 as a part of a general economic recovery. 9 The committed fund balance includes an allowance 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 2011 Beginning Balance Projected FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 7,337,000 8,705,000 9,892,000 12,805,000 17,422,000 37,234,000 38,077,000 39,471,000 40,956,000 42,443,000 30,841,000 31,296,000 32,553,000 33,820,000 33,459,000 - 496,000 1,046,000 1,236,000 1,446,000 30,841,000 31,792,000 33,599,000 35,056,000 34,905,000 One Time Expenditures 2,391,000 1,281,000 959,000 978,000 995,000 Capital Project Expenditures 2,635,000 3,818,000 1,999,000 305,000 10,060,000 Total Expenditures 35,867,000 36,891,000 36,557,000 36,339,000 45,960,000 Total Fund Balance 8,704,000 9,891,000 12,806,000 17,422,000 13,905,000 Operating Result 1,367,000 1,186,000 2,914,000 4,617,000 (3,517,000) 0% 0% 0% 3% (551,000) 1,378,000 0% 10% 3% 10% (567,000) 1,418,000 8% 10% 3% 10% (603,000) 1,508,000 8% 10% 3% 10% (633,000) 1,581,000 8% 10% 3% 10% (664,000) 1,659,000 0% 2% 0% 2% 0% 4% 0% 4% 0% 4% Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base 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 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 Rates are reviewed annually to ensure that revenues meet operating needs The Water Fund rate structure is currently projected to be sufficient to finance operations without a rate increase in current or future planning years. - 32 - Table of Contents Wastewater Fund Five Year Forecast Adopted FY 2011 Beginning Balance Projected FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 8,920,000 8,608,000 9,102,000 8,566,000 8,780,000 22,115,000 22,573,000 23,401,000 24,228,000 25,055,000 20,399,000 20,728,000 21,402,000 22,114,000 22,854,000 - 296,000 482,000 697,000 957,000 20,399,000 21,024,000 21,884,000 22,811,000 23,811,000 1,111,000 1,056,000 1,547,000 1,202,000 1,320,000 917,000 - 505,000 - 1,173,000 Total Expenditures 22,427,000 22,080,000 23,936,000 24,013,000 26,304,000 Total Fund Balance 8,608,000 9,101,000 8,567,000 8,781,000 7,531,000 (312,000) 493,000 (535,000) 215,000 (1,249,000) 0% 0% 0% 3% (407,000) 1,018,000 0% 10% 3% 10% (407,000) 1,018,000 8% 10% 3% 10% (424,000) 1,061,000 8% 10% 3% 10% (443,000) 1,107,000 8% 10% 3% 10% (463,000) 1,157,000 0% 2% 0% 2% 0% 4% 0% 4% 0% 4% 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 (Growth) 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 Total Expenditures. 9 Rates are reviewed annually to ensure that revenues meet operating needs. The Wastewater Fund rate structure is currently projected to be sufficient to finance operations without a rate increase in current or future planning years. - 33 - Table of Contents Residential Solid Waste Five Year Forecast Adopted FY 2011 Beginning Balance Projected FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 5,966,000 7,048,000 7,779,000 7,546,000 6,733,000 14,443,000 14,555,000 14,904,000 15,320,000 15,734,000 12,666,000 12,905,000 13,578,000 14,298,000 15,069,000 - 259,000 603,000 1,105,000 1,307,000 12,666,000 13,164,000 14,181,000 15,403,000 16,376,000 695,000 660,000 956,000 729,000 492,000 - - - - - Total Expenditures 13,361,000 13,824,000 15,137,000 16,132,000 16,868,000 Total Fund Balance 7,048,000 7,779,000 7,546,000 6,734,000 5,599,000 Operating Result 1,082,000 731,000 (233,000) (812,000) (1,134,000) 0% 10% 3% 10% (263,000) 658,000 8% 10% 3% 10% (284,000) 709,000 8% 10% 3% 10% (308,000) 770,000 8% 10% 3% 10% (328,000) 819,000 0% 0% 0% based on reduced growth numbers 0% 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 0% 0% 0% 3% (258,000) 645,000 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 Total Expenditures. 9 Rates are reviewed annually to ensure that revenues meet operating needs The Residential Solid Waste Fund rate structure is currently projected to be sufficient to finance operations without a rate increase in current or future planning years. - 34 - Table of Contents Commercial Solid Waste Five Year Forecast Adopted FY 2011 Beginning Balance Projected FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 275,000 480,000 630,000 695,000 622,000 2,388,000 2,365,000 2,377,000 2,389,000 2,401,000 2,102,000 2,151,000 2,243,000 2,341,000 2,445,000 - - 1,000 49,000 60,000 2,102,000 2,151,000 2,244,000 2,390,000 2,505,000 81,000 64,000 67,000 72,000 101,000 - - - - - Total Expenditures 2,183,000 2,215,000 2,311,000 2,462,000 2,606,000 Total Fund Balance 480,000 630,000 696,000 622,000 417,000 Operating Result 205,000 150,000 66,000 (73,000) (205,000) 0% 0% 0% 3% (43,000) 107,000 0% 10% 3% 10% (43,000) 107,000 8% 10% 3% 10% (45,000) 112,000 8% 10% 3% 10% (47,000) 119,000 8% 10% 3% 10% (49,000) 125,000 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 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 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 Total Expenditures. 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 2011 Beginning Balance Projected FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 4,221,000 4,637,000 5,716,000 4,837,000 3,485,000 16,717,000 18,374,000 18,792,000 19,960,000 20,476,000 15,690,000 16,575,000 17,967,000 19,567,000 20,433,000 - 76,000 460,000 460,000 460,000 15,690,000 16,651,000 18,427,000 20,027,000 20,893,000 One Time Expenditures 380,000 444,300 500,800 477,000 502,000 Capital Project Expenditures 231,000 200,000 743,000 807,000 - Total Expenditures 16,301,000 17,295,300 19,670,800 21,311,000 21,395,000 Total Fund Balance 4,637,000 5,715,700 4,837,200 3,486,000 2,566,000 416,000 1,078,700 Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures Operating Result (878,800) (1,351,000) (919,000) 8% 10% 3% 10% (302,000) 732,000 8% 10% 3% 10% (333,000) 810,000 8% 10% 3% 10% (350,000) 852,000 Expenditure Assumptions: Compensation Benefit Increases Inflationary Index Insurance Market Adjustment Allowance for Unexpended Operating Contingency 0% 0% 0% 3% (254,000) 634,000 0% 10% 3% 10% (266,000) 662,000 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 Actual Actual Budget Projected Budget 2007-08 2008-09 2009-10 2009-10 2010-11 GENERAL FUND: Non-Allocated Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Non-Departmental TOTAL GENERAL FUND 103,395,670 2,444,505 3,689,951 312,168 7,426,571 3,714,187 1,361,926 1,166,751 2,497,377 12,739 $ 126,021,845 93,424,486 2,328,781 3,648,818 253,785 3,774,846 3,883,316 2,111,389 1,172,550 2,830,582 97,824 $ 113,526,377 89,772,610 2,404,170 4,211,760 217,800 3,759,540 4,054,000 1,342,000 1,316,370 2,877,570 $ 109,955,820 89,991,605 2,176,110 3,796,530 207,650 3,589,600 3,943,010 1,287,230 1,218,230 2,788,700 $ 108,998,665 $ 79,156,290 2,000 522,330 96,000 2,892,300 3,957,050 1,350,000 3,415,530 8,306,140 99,697,640 PUBLIC WORKS $ - $ - $ - $ - $ 2,971,830 ENTERPRISE OPERATIONS: Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation TOTAL ENTERPRISE $ 32,768,881 19,155,592 13,462,880 2,467,780 66,626 67,921,760 $ 34,194,008 20,722,158 14,490,554 2,478,328 157,764 72,042,812 $ 37,123,530 21,926,260 14,339,500 2,414,100 66,510 75,869,900 $ 35,743,484 21,956,170 16,373,990 3,232,810 66,510 77,372,964 $ 37,234,000 22,114,510 14,442,500 2,388,100 32,230 76,211,340 STREETS $ 20,883,726 $ 18,193,579 $ 17,078,830 $ 16,494,040 $ 16,717,300 INTERNAL SERVICES $ 20,656,368 $ 19,791,225 $ 20,334,980 $ 19,803,981 $ 19,588,980 $ 530,493 4,164,085 4,332,846 1,277,055 162,530 2,234,514 76,984 12,778,507 $ 207,994 4,401,932 6,032,529 1,930,785 389,925 77,628 71,452 13,112,245 $ 90,000 5,102,440 6,106,490 1,775,070 259,540 35,000 17,050 13,385,590 $ 70,730 4,928,540 5,992,920 1,884,120 254,080 30,190 17,050 13,177,630 $ 1,026,410 5,376,920 5,808,960 1,214,380 145,300 10,400 17,050 13,599,420 SUB FUNDS: General Water Wastewater Residential Solid Waste Commercial Solid Waste Streets Fleet TOTAL SUB FUNDS SUB TOTAL OPERATING FUNDS $ 248,262,206 $ 236,666,238 $ 236,625,120 $ 235,847,280 $ 228,786,510 SPECIAL REVENUE $ $ $ 33,968,630 $ 45,282,820 $ CAPITAL IMPROVEMENTS $ 208,533,478 $ 338,724,122 $ 152,160,700 $ 37,290,120 $ 109,226,690 DEBT SERVICE $ 66,029,392 $ 147,825,715 $ 111,106,920 $ 68,523,970 $ 72,341,570 TRUST ACCOUNTS $ 3,792 $ $ $ 100 $ 100 GRAND TOTAL REVENUE $ 572,401,852 49,572,984 28,682,032 796 $ 751,898,903 1,000 $ 533,862,370 $ 386,944,290 42,881,530 $ 453,236,400 CARRY OVER FUNDS $ 330,390,665 TOTAL RESOURCES $ 783,627,065 - 37 - Table of Contents Revenue Detail 2007-08 Actual GENERAL FUND Non-Allocated: Privilege License 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 Town Manager Financial Planning Capital Project Coordination Town Clerk Total Management and Policy Support Services: Administration Facilities Maintenance Public Safety Center Heritage Annex Accounting Sales Tax Audit & Collection Utility Customer Service Technology Services Administration Communication Services Application Operations GIS Application and Support Human Resources Training and Development Risk Management Total Support Services Legal and Court: Town Prosecutor Municipal Court Total Legal and Court Development Services: Administration and Customer Svc Permit and Plan Review - Building Permit and Plan Review - Fire Permit and Plan Review - Engineer Inspection and Compliance - Bldg 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 $ 165,100 770,050 495,170 1,005,881 8,305 2,444,505 $ 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 $ 10,391 301,778 312,168 2008-09 Actual 2009-10 Budget $ 48,643,086 1,700,476 357,265 485,947 14,125,962 26,434,943 948,510 260,758 467,539 93,424,486 $ 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 $ 168,730 656,190 334,400 1,161,640 6,061 2,328,781 $ 220,070 814,530 331,180 1,035,390 3,000 2,404,170 $ 48,290 1,773 117,453 28,284 505,315 1,659,980 59,830 154,480 209,290 557,333 195,760 49,900 60,130 3,648,818 $ 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 $ 8,364 245,421 253,785 $ 7,300 210,500 217,800 269,733 3,937,366 616,293 1,544,322 10,495 239,673 2,100,671 251,740 499,682 226 - 38 - 234,000 1,946,500 330,800 505,970 - 2009-10 Projected $ 46,590,000 1,563,260 366,490 514,840 13,050,000 22,922,110 1,327,755 36,000 3,621,150 89,991,605 $ 154,130 649,010 331,180 1,035,390 6,400 2,176,110 $ 47,160 201,340 16,300 494,400 1,667,240 58,620 194,200 245,020 567,570 199,150 45,810 59,720 3,796,530 $ 4,500 203,150 207,650 219,000 2,255,740 149,500 280,980 370 2010-11 Budget $ 44,236,000 1,563,500 366,500 515,000 13,320,000 17,283,340 1,327,800 200,000 344,150 79,156,290 $ 2,000 2,000 $ 200,000 16,300 5,000 300,830 200 522,330 $ 4,500 91,500 96,000 360,750 1,625,000 144,500 326,100 - Table of Contents Revenue Detail 2007-08 Actual Inspection and Compliance - Fire Inspection and Compliance - Eng Inspection and Compliance - Code Inspection and Compliance - Backflow Planning and Development Business Development Administration Total Development Services Police Department: Animal Control Incarceration Patrol Canine Traffic Court Support School Programs Records Property Alarm Management Counseling Property Crimes Total Police Department Fire Department: Administration Training Operations Prevention 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 Elliot District Park Gilbert Pool Mesquite Pool 2008-09 Actual $ 68,516 27,158 425 205,702 746,460 101 7,426,571 $ 34,152 13,577 360 203,354 431,395 16 3,774,846 $ 2,640 1,001,223 534,239 5,500 1,913,703 202,191 51,765 48,448 (452,715) 89,690 317,130 374 3,714,187 $ 865 1,014,787 472,367 1,693,064 178,788 36,956 174,532 311,839 3,883,316 $ 10,933 32,314 1,312,919 5,201 558 1,361,926 $ 10,254 30,192 2,070,016 105 822 2,111,389 $ 717,170 449,581 1,166,751 $ 736,740 435,810 1,172,550 112 28,688 43,040 52,087 38,287 17,207 23,528 1,992 61,095 76,638 25,846 38,440 59,248 39,684 14,012 28,010 874 5,922 88,941 - 39 - 2009-10 Budget $ 39,970 16,000 209,540 476,760 3,759,540 $ 3,000 960,000 435,000 1,968,000 191,450 46,560 132,860 317,130 4,054,000 $ 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 2009-10 Projected $ 38,780 8,800 380 220,440 409,580 6,030 3,589,600 $ 100 1,319,220 446,300 1,532,360 157,750 32,150 138,000 317,130 3,943,010 $ 10,040 15,000 1,261,840 350 1,287,230 $ 757,110 461,120 1,218,230 19,280 45,130 40,290 41,120 8,690 15,840 1,440 40 114,050 2010-11 Budget $ 39,000 8,950 388,000 2,892,300 $ 1,319,220 436,130 1,557,000 157,700 32,000 138,000 317,000 3,957,050 $ 10,000 20,000 1,120,000 200,000 1,350,000 $ - 218,080 45,130 40,290 41,120 8,690 15,840 1,440 131,910 122,650 Table of Contents Revenue Detail 2007-08 Actual Greenfield Pool Perry Pool Wililams Field Pool Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Teen Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs 4th of July Activities Gilbert Days Constitution Week Total Community Services $ 2008-09 Actual 107,398 53,501 62,212 95,522 316,478 43,132 823,264 75,704 89,081 7,228 56,744 235,571 149,453 13,197 26,217 2,497,377 2009-10 Budget 110,938 95,413 91,550 92,405 229,818 22,610 823,204 347,378 229,509 13,400 51,608 257,739 129,153 13,605 21,275 2,830,582 $ $ 2009-10 Projected 119,350 117,610 122,320 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 $ 2010-11 Budget 119,370 110,970 105,140 93,630 215,310 25,410 844,290 370,200 100,120 1,390 51,610 286,000 140,780 15,840 22,760 2,788,700 $ 137,060 127,000 121,950 104,750 220,800 75,770 949,210 461,510 100,120 51,610 286,000 85,000 15,840 22,760 10,000 20,000 1,000 3,415,530 Non-Departmental: Transportation 12,739 97,824 - - - Transfers In: Overhead Court Police Security Police Impound Riparian Other Total Non-Departmental $ 12,739 97,824 - - $ 2,808,220 100,000 120,000 55,920 25,000 5,197,000 8,306,140 TOTAL GENERAL FUND $ 126,021,845 $ 113,526,377 $ 109,955,820 $ 108,998,665 $ 99,697,640 - - - - PUBLIC WORKS Utility Customer Service Public Works Administration Utility Locates TOTAL PUBLIC WORKS FUND ENTERPRISE OPERATIONS WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency/Late Fee $ - 29,462,052 532,473 640,759 276,732 1,157,940 $ $ - 31,181,577 189,579 368,566 284,719 1,249,476 - 40 - $ $ - 33,480,000 171,000 404,000 276,000 1,234,000 $ $ - 32,493,490 215,920 250,930 284,720 1,156,150 1,672,450 821,420 477,960 $ 2,971,830 34,145,000 226,000 256,000 290,000 1,177,000 Table of Contents Revenue Detail 2007-08 Actual 2008-09 Actual 2009-10 Budget 59,772 33,543 32,163,271 21,889 309,407 33,605,213 35,565,000 20,830 161,994 34,584,034 36,094,000 Production North Water Plant Production Santan Vista Water Treatment Plant Total Production 336,475 336,475 277,230 285,232 562,462 258,530 1,300,000 1,558,530 339,530 819,920 1,159,450 240,000 900,000 1,140,000 Distribution Metering 231,442 37,693 11,554 14,779 - - - Investment Income Other Non-Allocated Total Non-Allocated TOTAL WATER $ WASTEWATER Non-Allocated: Reuse/Recharge Water Use Charge Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated Total Non-Allocated Administration Collection Reclaimed: Effluent Recharge Total Reclaimed Quality TOTAL WASTEWATER $ RESIDENTIAL SOLID WASTE Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated Total Non-Allocated Administration Collections Uncontained Recycling Environmental Programs TOTAL RESIDENTIAL SOLID WASTE $ 32,768,881 $ 34,194,008 $ 2009-10 Projected 37,123,530 $ 2010-11 Budget 35,743,484 $ 37,234,000 833,375 1,651,509 15,800,402 253,921 461,414 19,000,619 778,241 1,848,141 16,993,845 16,966 981,549 20,618,742 853,000 1,874,000 18,261,000 69,000 792,050 21,849,050 666,250 1,942,230 18,120,960 1,600 978,070 21,709,110 670,000 1,971,500 18,515,800 920,000 22,077,300 80,963 1,220 8,525 - 169,850 - - 498 498 - - - 74,010 92,798 77,210 77,210 37,210 19,155,592 $ 20,722,158 $ 21,926,260 $ 21,956,170 $ 22,114,510 12,317,652 36,580 1,842 12,356,074 13,352,207 5,990 43,331 13,401,528 13,480,000 12,000 13,492,000 13,353,150 3,000 2,166,250 15,522,400 13,825,000 2,500 13,827,500 172,010 27,899 906,428 470 165,681 42,266 877,984 3,095 25,000 25,000 797,500 - 82,870 28,800 737,050 2,870 55,000 25,000 535,000 - 13,462,880 $ 14,490,554 - 41 - $ 14,339,500 $ 16,373,990 $ 14,442,500 Table of Contents Revenue Detail 2007-08 Actual COMMERCIAL SOLID WASTE Non-Allocated: Other Non-Allocated Total Non-Allocated Administration Collections Rolloffs 2008-09 Actual 2009-10 Budget 2009-10 Projected 2010-11 Budget 3,662 3,662 11,302 11,302 - 899,000 899,000 - 60,000 1,660,863 743,254 63,000 1,804,192 599,834 30,000 1,767,000 617,100 30,000 1,732,470 571,340 25,000 1,780,300 582,800 TOTAL COMMERCIAL SOLID WASTE $ 2,467,780 $ 2,478,328 $ 2,414,100 $ 3,232,810 $ 2,388,100 IRRIGATION $ 66,626 $ 157,764 $ 66,510 $ 66,510 $ 32,230 TOTAL ENTERPRISE $ 67,921,760 $ 72,042,812 $ 75,869,900 $ 77,372,964 $ 76,211,340 STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated 12,333,576 849,374 7,205,753 177,360 (5,435) 20,560,628 10,651,366 861,189 6,450,644 25,226 42,126 18,030,551 10,000,000 937,070 6,000,000 21,760 25,000 16,983,830 9,800,000 518,740 6,062,420 7,580 2,500 16,391,240 10,448,320 6,168,980 5,000 16,622,300 Street Maintenance: Asphalt Patching Street Cleaning Total Street Maintenance 50,000 158,936 208,936 51,183 51,183 50,000 50,000 50,590 50,590 50,000 50,000 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Total Traffic Control 6,059 4,572 43,326 51,977 105,934 6,262 52,643 39,508 98,413 25,000 20,000 45,000 1,030 45,660 4,500 51,190 45,000 45,000 1,019 7,209 8,228 11,525 1,907 13,432 - 390 630 1,020 - Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance TOTAL STREETS INTERNAL SERVICE Fleet Maintenance: Fleet Maintenance Fleet Maintenance Copy Services $ 20,883,726 $ 18,193,579 $ 17,078,830 $ 16,494,040 $ 16,717,300 7,698,855 7,698,855 6,795,223 6,795,223 7,117,980 7,117,980 6,954,220 6,954,220 7,110,880 7,110,880 387,011 406,661 377,000 362,150 368,600 - 42 - Table of Contents Revenue Detail Health Self-Insurance Dental Self-Insurance TOTAL INTERNAL SERVICES $ SUB-FUNDS General: Replacement Other Total General Sub-Funds 2007-08 Actual 2008-09 Actual 2009-10 Budget 12,570,502 - 12,589,341 - 12,840,000 - 20,656,368 $ 19,791,225 $ 20,334,980 2009-10 Projected 2010-11 Budget 12,487,611 $ 19,803,981 10,977,000 1,132,500 $ 19,588,980 530,493 530,493 207,994 207,994 90,000 90,000 70,730 70,730 1,026,410 1,026,410 Water Replacement 4,164,085 4,401,932 5,102,440 4,928,540 5,376,920 Wastewater: Replacement Riparian Total Wastewater Sub-Funds 4,056,683 276,163 4,332,846 5,667,221 365,308 6,032,529 5,773,000 333,490 6,106,490 5,613,810 379,110 5,992,920 5,781,460 27,500 5,808,960 Residential SW Replacement Commercial SW Replacement Streets Replacement Fleet Replacement 1,277,055 162,530 2,234,514 76,984 1,930,785 389,925 77,628 71,452 1,775,070 259,540 35,000 17,050 1,884,120 254,080 30,190 17,050 1,214,380 145,300 10,400 17,050 TOTAL SUB-FUNDS $ TOTAL OPERATING FUNDS $ 248,262,205 $ 236,666,238 $ 236,625,120 $ 235,847,280 $ 228,786,510 186,410 714,624 189,420 2,570,889 2,114,072 3,037,001 2,277,634 6,223,698 12,145,354 4,165,883 10,086,363 1,034,224 280,030 1,246,886 724,929 2,575,568 49,572,984 33,100 479,030 96,338 1,222,914 1,041,187 1,731,628 1,151,146 5,030,602 6,647,698 2,016,865 1,605,815 2,239,576 407,437 1,432,039 862,323 2,684,334 28,682,032 158,000 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 6,993,450 360,000 1,706,610 1,302,340 2,074,080 33,968,630 150,400 1,582,950 108,250 901,000 1,059,000 1,828,000 1,172,000 6,411,000 8,244,000 2,499,000 8,653,420 6,855,850 316,100 1,706,610 1,302,340 2,492,900 45,282,820 1,357,130 61,200 689,000 680,000 1,139,000 745,000 4,092,000 11,335,000 1,626,000 11,507,340 5,000,000 320,000 1,692,300 1,340,780 1,296,780 42,881,530 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 Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS $ 12,778,507 $ $ 13,112,245 - 43 - $ $ 13,385,590 $ $ 13,177,630 $ $ 13,599,420 Table of Contents Revenue Detail 2007-08 Actual CAPITAL IMPROVEMENTS Capital Project Management Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Open Space TOTAL CAPITAL IMPROVEMENTS 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 DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater TOTAL DEBT SERVICE $ 30,083,528 2,121,161 10,338,918 15,291,509 8,194,277 66,029,392 TRUST ACCOUNTS $ 3,792 GRAND TOTAL REVENUE $ 572,401,851 2008-09 Actual 2009-10 Budget 8,711,608 100,000,000 184,156,433 10,059,000 2,471,378 1,003,000 4,572,928 9,369,000 16,073,143 1,052,700 57,059,795 24,659,000 (3,017,049) 1,324,000 25,661 68,670,225 4,694,000 $ 338,724,122 $ 152,160,700 2009-10 Projected $ 55,100 9,371,000 161,000 2,121,000 261,000 14,681,020 9,611,000 103,000 926,000 37,290,120 808,800 50,059,590 12,276,080 1,791,000 8,236,000 5,746,220 22,871,000 1,242,000 6,196,000 $ 109,226,690 $ 29,734,140 677,250 17,435,180 15,089,140 9,405,860 72,341,570 $ 100 34,178,449 421,894 92,361,283 10,730,597 10,133,492 $ 147,825,715 34,063,600 234,370 16,718,000 9,971,000 50,119,950 $ 111,106,920 $ 33,781,190 889,620 17,003,210 9,971,000 6,878,950 68,523,970 $ $ $ 100 796 $ 751,898,903 - 44 - 1,000 $ 533,862,370 2010-11 Budget $ 386,944,290 $ 453,236,400 Table of Contents Expense Summary Actual Actual Budget Projected Budget 2007-08 2008-09 2009-10 2009-10 2010-11 GENERAL FUND: Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Non-Departmental TOTAL GENERAL FUND 5,740,034 12,394,177 4,499,441 12,690,647 35,765,900 20,493,123 1,278,668 11,219,303 17,063,362 $ 121,144,655 5,654,759 12,060,765 4,442,275 10,127,883 36,462,813 20,521,178 1,172,560 11,003,102 12,596,679 $ 114,042,014 5,720,140 12,753,390 4,497,000 7,959,960 37,763,430 20,993,790 1,316,390 11,198,520 10,069,130 $ 112,271,750 5,277,525 12,230,886 4,405,878 8,006,324 37,068,147 20,364,615 1,218,245 10,860,243 9,315,600 $ 108,747,463 4,011,470 10,804,180 4,476,260 6,392,590 36,676,870 20,926,650 11,076,330 7,891,610 $ 102,255,960 PUBLIC WORKS $ - $ - $ - $ - $ 2,971,830 ENTERPRISE OPERATIONS: Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation TOTAL ENTERPRISE $ 30,852,092 23,461,187 13,392,759 2,365,816 66,238 70,138,091 $ 28,696,144 22,034,033 13,248,731 2,288,189 157,764 66,424,861 $ 37,240,630 23,727,000 14,161,580 2,237,730 66,510 77,433,450 $ 31,383,588 21,986,548 13,145,636 2,056,321 66,510 68,638,603 $ 35,866,580 22,426,300 13,360,940 2,182,990 32,230 73,869,040 STREETS $ 21,824,301 $ 20,072,508 $ 17,068,410 $ 15,648,315 $ 16,300,700 INTERNAL SERVICES $ 19,891,931 $ 18,427,606 $ 19,222,200 $ 18,628,320 $ 19,848,170 SUB FUNDS: General Water Wastewater Residential Solid Waste Commercial Solid Waste Streets Fleet TOTAL SUB FUNDS $ 1,114,281 105,707 366,898 1,136,220 201,197 822,570 3,746,873 $ 1,770,593 42,331 371,014 194,912 220,719 25,434 2,625,003 $ 7,500,000 3,600,000 3,683,630 1,520,000 364,000 460,000 22,000 17,149,630 $ 3,766,600 505,890 3,133,433 1,130,111 429,520 22,000 8,987,554 $ 6,094,780 8,108,000 9,080,750 2,896,000 438,000 716,000 19,000 27,352,530 TOTAL OPERATING FUNDS $ 236,745,851 $ 221,591,992 $ 243,145,440 $ 220,650,255 $ 242,598,230 SPECIAL REVENUE FUNDS $ $ $ $ $ CAPITAL IMPROVEMENTS $ 217,815,638 $ 185,034,017 $ 320,206,740 $ 101,515,340 $ 192,461,610 DEBT SERVICE $ 146,063,224 $ 171,862,339 $ 99,992,420 $ 65,402,040 $ 84,494,630 TRUST ACCOUNTS $ $ $ 2,500 $ 2,500 $ 2,500 GRAND TOTAL EXPENSES $ 666,326,520 65,699,308 2,500 41,178,236 2,500 $ 619,669,084 - 45 - 66,453,680 $ 729,800,780 56,288,250 $ 443,858,385 75,251,580 $ 594,808,550 Table of Contents Expense Detail 2007-08 Actual 2008-09 Actual 2009-10 Budget 2009-10 Projected 2010-11 Budget GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions 546,305 38,204 555,658 26,288 681,890 29,900 514,443 23,595 625,070 29,800 Manager: Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Manager 919,423 289,911 659,229 690,329 1,005,926 363,287 3,928,106 662,167 224,998 634,969 639,767 1,161,638 333,403 3,656,942 643,680 236,400 693,570 920,850 1,036,650 371,320 3,902,470 647,876 183,812 653,887 657,933 1,036,650 357,003 3,537,161 511,020 183,630 457,140 271,210 359,240 1,782,240 692,380 535,039 876,336 539,535 590,860 515,020 677,326 525,000 1,059,340 515,020 Town Clerk General Counsel TOTAL MANAGEMENT AND POLICY SUPPORT SERVICES Support Services Administration $ 5,740,034 $ 5,654,759 $ 5,720,140 $ 5,277,525 $ 4,011,470 168,958 159,028 160,520 157,440 152,210 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 833,601 376,042 173,325 147,204 898,112 186,104 150,811 37,626 2,802,824 776,253 387,574 172,929 159,230 894,594 176,344 24,232 26,260 2,617,416 812,690 361,620 179,110 194,620 952,060 222,510 39,710 44,460 2,806,780 761,347 382,408 182,410 177,025 965,890 223,135 39,710 38,960 2,770,885 802,160 340,510 156,970 169,240 852,550 203,570 39,010 43,600 2,607,610 Financial Services: Accounting Purchasing Utility Customer Service Tax Auditing Total Financal Services 703,013 305,869 1,549,355 2,558,236 775,542 324,712 1,659,971 2,760,225 786,950 324,900 1,653,770 2,765,620 780,770 303,580 1,667,255 2,751,605 727,750 251,070 300,820 1,279,640 Technology Services: Technology Services Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Technology Services 319,219 1,464,568 2,471,219 735,781 4,990,787 314,562 1,519,963 2,303,843 696,034 4,834,402 313,010 1,829,470 2,416,540 676,710 83,250 5,318,980 304,105 1,417,665 2,351,990 657,250 150,820 4,881,830 294,050 1,671,040 2,324,910 664,260 161,610 5,115,870 - 46 - Table of Contents Expense Detail 2007-08 Actual Human Resources: HR Administration Training and Development Risk Management Payroll Total Human Resources TOTAL SUPPORT SERVICES 1,043,962 238,730 321,292 269,389 1,873,372 $ LEGAL AND COURT Prosecutor Municipal Court TOTAL LEGAL AND COURT 2008-09 Actual 12,394,177 941,167 240,104 289,325 219,098 1,689,694 $ 12,060,765 1,649,612 2,849,830 $ DEVELOPMENT SERVICES Administration and Customer Svc 4,499,441 2009-10 Budget 950,810 221,080 300,490 229,110 1,701,490 $ 1,582,887 2,859,388 $ 4,442,275 2009-10 Projected 12,753,390 942,708 217,194 283,114 226,110 1,669,126 $ 1,600,330 2,896,670 $ 4,497,000 2010-11 Budget 12,230,886 916,690 246,200 295,740 190,220 1,648,850 $ 1,576,006 2,829,872 $ 4,405,878 10,804,180 1,608,690 2,867,570 $ 4,476,260 794,243 678,642 673,800 671,440 653,520 Permitting and Plan Review Services: Building Fire Engineering Planning Total Permit and Plan Review Svc 1,402,514 199,348 1,335,316 363,981 3,301,159 685,016 152,489 1,196,320 337,288 2,371,113 450,500 151,700 1,084,040 261,270 1,947,510 412,850 151,440 1,195,850 264,880 2,025,020 425,910 151,360 1,049,140 259,180 1,885,590 Inspection and Compliance Services: Building Fire Engineering Planning Code Compliance Backflow Total Inspection and Compliance Svc 1,873,244 346,721 851,053 113,664 593,802 205,602 3,984,086 1,232,439 159,770 617,162 102,132 618,981 203,352 2,933,836 842,710 107,560 568,150 60,930 575,530 209,540 2,364,420 865,507 106,831 564,074 63,199 570,186 220,436 2,390,233 820,370 106,760 564,180 60,410 583,500 2,135,220 Planning and Development 1,896,403 1,595,797 1,163,470 1,125,775 1,154,310 Business Development: Business Development Admin Shop Gilbert Total Business Development 2,714,756 2,714,756 2,548,495 2,548,495 1,810,760 1,810,760 1,783,856 10,000 1,793,856 553,950 10,000 563,950 TOTAL DEVELOPMENT SERVICES POLICE DEPARTMENT Administration Animal Control Incarceration $ 12,690,647 $ 10,127,883 962,006 120,741 1,879,496 871,543 127,133 2,040,129 - 47 - $ 7,959,960 902,300 133,120 2,100,000 $ 8,006,324 830,400 133,117 2,350,000 $ 6,392,590 821,790 139,780 2,400,000 Table of Contents Expense Detail 2007-08 Actual Office of Professional Standards: OPS - Internal Affairs OPS - Hiring/Accreditation Total Office of Professional Standards Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support School Programs Total Patrol Services Support Services: Administration Records Communication Property Alarm Management Training & Program Coordination Planning and Research Crime Prevention Total Support Services Counseling Services Investigations: General Investigations Special Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Total Investigations Special Operations: Emergency Response Unit Total Special Operations TOTAL POLICE DEPARTMENT FIRE DEPARTMENT Fire Administration Operations: Fire Training Fire Operations Total Operations $ 2008-09 Actual 2009-10 Budget 2009-10 Projected 2010-11 Budget 517,362 438,386 955,748 494,252 311,831 806,083 498,390 327,570 825,960 484,550 301,255 785,805 486,190 314,180 800,370 16,769,415 369,700 2,047,591 787,361 407,960 1,210,176 21,592,203 16,830,041 396,618 2,080,887 922,735 370,336 1,274,370 21,874,987 17,387,110 410,230 2,151,610 881,250 391,830 1,281,900 22,503,930 16,796,453 396,680 2,046,905 871,162 363,640 1,280,894 21,755,734 16,559,580 405,900 2,156,740 835,870 373,630 1,273,560 21,605,280 935,646 2,745,871 565,700 71,026 329,572 157,885 319,267 5,124,966 920,156 2,671,595 543,403 70,965 319,954 157,886 326,131 5,010,090 976,800 3,212,480 576,890 69,440 327,400 159,110 331,260 5,653,380 913,652 3,361,570 551,140 72,030 240,295 157,610 249,762 5,546,059 159,620 955,070 2,760,730 551,580 68,700 193,440 158,970 301,510 5,149,620 773,228 769,586 754,550 747,152 741,090 296,965 788,827 1,773,270 1,366,362 4,225,424 293,299 902,686 2,089,005 1,508,865 4,793,855 304,680 913,190 2,010,820 1,508,570 4,737,260 297,915 888,270 2,088,360 1,512,155 4,786,700 423,730 684,510 1,146,300 831,660 1,202,940 585,730 4,874,870 132,087 132,087 169,407 169,407 152,930 152,930 133,180 133,180 144,070 144,070 35,765,900 $ 36,462,813 $ 37,763,430 $ 37,068,147 $ 36,676,870 810,966 658,690 696,130 590,420 702,440 1,048,613 17,821,915 18,870,527 632,080 18,332,147 18,964,227 741,660 18,624,840 19,366,500 679,130 18,208,380 18,887,510 728,490 18,610,020 19,338,510 - 48 - Table of Contents Expense Detail 2007-08 Actual 2008-09 Actual 2009-10 Budget 2009-10 Projected 2010-11 Budget Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention 433,854 109,449 15,530 558,833 526,610 96,325 5,262 628,197 516,350 108,870 17,070 642,290 509,060 91,120 9,450 609,630 517,080 107,910 15,690 640,680 Emergency Operations Center 252,797 270,064 288,870 277,055 245,020 TOTAL FIRE DEPARTMENT $ PUBLIC WORKS Public Works Administration Mosquito and Midge Fly Control Utility Locates TOTAL PUBLIC WORKS COMMUNITY SERVICES Community Services Admin Parks: Parks and Open Space Parks Administration Freestone Park Crossroads Park McQueen Park Hetchler Park Nichols Park Elliot District Park Rittenhouse Basin 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 Sonoqui Wash Trail System Other Parks Queen Creek Wash Heritage District 20,493,123 $ 20,521,178 775,480 53,607 449,581 $ 1,278,668 $ 736,741 435,819 $ 1,172,560 20,993,790 $ 837,480 478,910 $ 1,316,390 20,364,615 $ 757,109 461,136 $ 1,218,245 20,926,650 $ - 884,756 785,267 943,630 687,400 663,750 4,028,604 - 3,719,304 1,258 366 208 35 202 313 688 - 1,880,860 326,570 231,060 216,830 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 - 1,454,960 494,690 313,864 275,685 84,035 64,905 13,410 330 10,375 8,620 29,020 26,595 24,760 14,910 8,750 24,655 10,800 16,760 266,497 129,700 50,845 53,590 11,420 49,835 16,890 80,665 76,030 500 - 1,871,800 324,240 239,600 196,440 89,960 61,980 5,740 500 10,310 8,480 28,540 23,690 25,930 15,300 7,570 24,000 10,250 16,310 210,710 94,980 52,800 43,830 26,790 43,510 5,600 54,280 40,900 10,000 92,700 - 49 - Table of Contents Expense Detail 2007-08 Actual 2008-09 Actual 2009-10 Budget 2009-10 Projected 2010-11 Budget PKID Maintenance Total Parks 194,991 4,223,595 168,029 3,890,403 3,672,260 3,613,096 3,636,740 Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Aquatics 200,692 262,602 211,427 95,628 86,847 857,196 68,169 294,063 205,083 190,109 178,601 936,025 47,160 273,450 225,840 208,060 216,570 971,080 27,565 270,420 240,010 206,120 221,310 965,425 28,970 238,210 206,810 190,720 196,270 860,980 360,223 557,602 57,980 957,359 1,577,247 914,559 4,424,969 378,124 467,814 47,635 1,017,607 1,691,286 968,103 4,570,569 356,270 516,730 30,330 984,250 1,978,860 958,470 4,824,910 377,826 507,230 48,310 1,031,089 1,935,936 958,470 4,858,861 348,940 508,400 28,570 975,170 2,317,200 957,600 5,135,880 36,510 186,856 243,507 288,459 34,197 39,256 828,787 41,249 171,480 230,332 314,970 31,067 31,740 820,838 123,030 209,940 376,060 41,480 36,130 786,640 2,270 99,171 217,270 340,835 40,830 35,085 735,461 122,100 208,740 339,650 41,350 36,080 747,920 - - - - 10,000 20,050 1,010 31,060 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 Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Total Recreation Programs Other Events 4th of July Activities Gilbert Days Constitution Week Total Other Events TOTAL COMMUNITY SERVICES NON-DEPARTMENTAL Transportation: Transit Phoenix Mesa Gateway Airport Total Transportation Outside Agencies: Youth Special Programs Senior Programs Social Services Museum Support Culture and Arts Total Outside Agencies $ 11,219,303 $ 11,003,102 $ 11,198,520 $ 10,860,243 $ 11,076,330 1,205,945 350,000 1,555,945 1,290,278 350,000 1,640,278 1,291,690 350,000 1,641,690 803,890 350,000 1,153,890 944,400 350,000 1,294,400 125,000 52,080 259,139 51,403 101,068 588,690 125,000 27,557 295,435 51,467 16,647 516,106 125,000 33,200 276,440 51,490 14,000 500,130 125,000 33,200 276,440 51,490 14,000 500,130 123,690 19,510 202,810 51,490 8,000 405,500 - 50 - Table of Contents Expense Detail Transfers Out: Debt Service Capital Projects Miscellaneous Total Transfers Budget Savings Miscellaneous Contingency 2007-08 Actual 2008-09 Actual 2,871,079 10,701,201 1,328,231 14,900,511 3,431,800 3,800,942 3,207,553 10,440,295 18,216 - - 2009-10 Projected 5,774,000 978,700 1,466,200 8,218,900 2010-11 Budget 5,894,430 470,000 1,297,150 7,661,580 (3,272,000) 253,410 2,727,000 5,891,700 1,100,000 1,856,720 8,848,420 - (3,143,000) (619,710) 1,106,000 TOTAL NON-DEPARTMENTAL $ TOTAL GENERAL FUND OPERATING $ 121,144,655 $ 114,042,014 $ 112,271,750 $ 108,747,463 $ 102,255,960 - - - - 1,676,490 817,390 477,950 PUBLIC WORKS FUND Utility Customer Service Public Works Administration Utility Locates TOTAL PUBLIC WORKS FUND $ WATER Administration Water Conservation Production: North Water Treatment Plant Santan Vista Water Treatment Plant Water Well Production Water Quality Assurance Backflow Prevention Total Production Water Distribution Water Metering Non-Departmental: Debt Contingency Budget Savings Other Transfers: Capital Projects Overhead Equipment Replacement Miscellaneous Total Non-Departmental TOTAL WATER OPERATING $ 17,063,362 2009-10 Budget - $ 12,596,679 $ - $ $ 10,069,130 - $ $ 9,315,600 - $ $ 7,891,610 2,971,830 585,667 304,067 526,309 293,391 488,800 315,630 583,670 283,185 839,570 313,200 8,524,775 8,892 2,909,594 490,981 11,934,242 9,020,692 616,833 2,279,641 692,407 12,609,573 9,147,110 2,475,050 3,193,530 556,310 15,372,000 6,818,585 2,560,525 2,873,990 551,470 12,804,570 4,899,400 4,814,320 3,260,140 555,540 205,680 13,735,080 1,606,294 2,972,378 1,219,554 2,751,620 1,140,070 2,930,810 1,231,103 3,015,000 2,116,460 3,186,830 3,415,947 15,824 3,153,852 11,097 3,418,410 1,467,000 (542,000) - 3,418,410 - 3,433,860 1,378,000 (551,000) 191,410 4,308,146 2,191,536 3,467,990 50,000 13,449,443 886,862 2,281,390 4,252,796 709,700 11,295,697 30,852,092 $ 28,696,144 - 51 - 4,432,000 2,530,470 4,902,440 785,000 16,993,320 $ 37,240,630 1,909,000 2,369,140 4,902,440 867,070 13,466,060 $ 31,383,588 2,634,600 2,296,650 5,286,920 1,005,000 15,675,440 $ 35,866,580 Table of Contents Expense Detail 2007-08 Actual 2008-09 Actual 2009-10 Budget 2009-10 Projected 2010-11 Budget WASTEWATER Wastewater Administration Wastewater Collection 151,495 2,512,164 163,753 2,778,097 157,850 3,023,660 162,621 2,804,321 505,350 3,021,630 Wastewater Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Wastewater Plant Operations 4,004,661 2,715,701 6,720,362 4,171,059 2,582,513 6,753,572 4,338,280 3,029,260 7,367,540 4,120,730 2,841,980 6,962,710 4,248,130 3,114,260 7,362,390 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 727,706 548,347 1,276,053 922,161 511,477 1,433,638 969,820 589,930 1,559,750 901,233 517,689 1,418,922 917,020 537,440 1,454,460 513,726 536,343 559,570 532,214 557,920 671,278 - 659,810 - 668,770 1,001,000 (395,000) - 668,770 - 656,550 1,018,000 (407,000) 54,560 6,387,469 1,467,955 3,522,970 237,715 12,287,387 2,340,000 1,488,240 5,543,764 336,816 10,368,630 Wastewater Quality Non-Departmental: Debt Contingency Budget Savings Other Transfers: Capital Projects Overhead Equipment Replacement Miscellaneous Total Non-Departmental TOTAL WASTEWATER OPERATING $ RESIDENTIAL SOLID WASTE Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs Non-Departmental: Contingency Budget Savings Other Transfers: Capital Projects Overhead Equipment Replacement Total Non-Departmental TOTAL RESIDENTIAL SOLID WASTE $ 23,461,187 $ 22,034,033 323,566 6,028,658 2,566,740 1,923,583 292,208 333,309 5,509,884 2,283,104 1,750,476 309,316 - 6,000 1,142,684 1,115,320 2,258,004 7,794 1,160,560 1,888,288 3,062,642 13,392,759 $ 13,248,731 - 52 - 2,292,000 1,591,620 5,598,000 302,240 11,058,630 $ 23,727,000 2,026,000 1,510,750 5,598,000 302,240 10,105,760 $ 340,040 6,102,530 2,199,860 1,823,900 320,570 645,000 (258,000) 48,440 1,158,030 1,735,070 2,893,100 $ 13,145,636 22,426,300 336,750 5,829,750 2,212,840 1,813,710 337,900 - 18,000 1,211,610 1,735,070 3,374,680 14,161,580 $ 320,265 5,714,115 2,047,623 1,832,325 338,208 658,000 (248,000) - $ 21,986,548 916,540 1,584,030 5,701,870 9,524,550 1,199,170 1,195,380 2,829,990 $ 13,360,940 Table of Contents Expense Detail 2007-08 Actual COMMERCICAL SOLID WASTE Commercial Administration Commercial Collections Commercial Rolloffs Non-Departmental: Contingency Budget Savings Other Transfers: Overhead Equipment Replacement Total Non-Departmental 2008-09 Actual 2009-10 Budget 127,976 1,373,136 621,441 107,960 1,298,635 492,564 - - 117,513 125,750 243,263 110,450 278,580 389,030 2009-10 Projected 36,300 1,307,010 533,890 2010-11 Budget 27,250 1,259,490 484,631 107,000 (42,000) - 36,250 1,298,660 531,870 - 114,990 180,540 360,530 107,000 (43,000) 7,200 104,410 180,540 284,950 102,710 142,300 316,210 TOTAL COMMERCIAL SOLID WASTE $ 2,365,816 $ 2,288,189 $ 2,237,730 $ 2,056,321 $ 2,182,990 IRRIGATION $ 66,238 $ 157,764 $ 66,510 $ 66,510 $ 32,230 TOTAL ENTERPRISE OPERATIONS $ 70,138,091 $ 66,424,861 $ 77,433,450 $ 68,638,603 $ 73,869,040 STREETS Administration 167,181 164,364 145,670 123,783 142,100 Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 411,783 1,135,000 3,892,569 331,161 479,692 6,250,205 271,670 892,496 2,972,468 386,629 526,711 5,049,974 351,330 895,840 2,875,260 394,120 602,750 5,119,300 336,495 916,501 2,878,492 384,654 654,270 5,170,412 375,000 883,600 2,902,100 394,090 618,100 5,172,890 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Street Traffic Control 980,906 605,695 1,405,051 1,318,521 4,310,173 966,941 588,140 1,285,255 1,591,461 4,431,797 1,067,770 567,270 1,243,380 1,542,370 4,420,790 701,946 485,038 1,320,257 1,605,703 4,112,944 578,280 564,460 1,379,280 1,012,760 517,390 4,052,170 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 1,080,382 392,696 868,127 2,341,205 1,102,675 257,612 466,086 1,826,373 1,219,840 283,150 682,250 2,185,240 1,126,474 283,783 687,672 2,097,929 1,234,150 279,510 680,910 2,194,570 204,013 157,799 172,730 168,237 171,070 Hazard Response - 53 - Table of Contents Expense Detail 2007-08 Actual Non-Departmental: Contingency Budget Savings Other Transfers: Debt Capital Projects Overhead Equipment Replacement Miscellaneous Total Non-Departmental TOTAL STREETS FUND $ INTERNAL SERVICE Fleet Maintenance: Fleet Administration Fleet Maintenance Shop Parts Fuel Commercial Non-Departmental Total Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance TOTAL INTERNAL SERVICE $ SUB-FUNDS General: Replacement Other Total General Sub-Funds 2008-09 Actual 2009-10 Budget - - 3,272,637 3,382,967 572,459 1,317,430 6,031 8,551,524 3,301,387 4,586,694 554,120 8,442,201 21,824,301 $ 20,072,508 2009-10 Projected 641,000 (255,750) - - 3,324,600 690,000 624,830 5,024,680 $ 17,068,410 2010-11 Budget 3,324,600 62,000 588,410 3,975,010 $ 15,648,315 214,437 7,441,136 7,441,136 155,544 6,273,691 6,273,691 239,580 6,874,670 5,000 6,879,670 221,650 6,727,570 5,000 6,732,570 304,821 11,931,537 - 299,317 11,699,054 - 353,130 11,749,820 - 275,000 11,399,100 - 19,891,931 $ 18,427,606 $ 19,222,200 634,000 (254,000) 43,400 $ 18,628,320 3,316,010 231,000 597,490 4,567,900 $ 16,300,700 1,739,920 1,500,040 2,631,920 608,220 (780) 6,479,320 553,130 11,688,120 1,127,600 $ 19,848,170 1,114,281 1,114,281 1,770,593 1,770,593 7,500,000 7,500,000 3,766,600 3,766,600 5,337,780 757,000 6,094,780 Water Replacement 105,707 42,331 3,600,000 - 8,108,000 Wastewater: Replacement Riparian Total Wastewater Sub-Funds 23,461 343,437 366,898 371,014 371,014 3,350,000 333,630 3,683,630 160,000 345,890 505,890 8,679,000 401,750 9,080,750 1,136,220 201,197 822,570 - 194,912 220,719 25,434 1,520,000 364,000 460,000 22,000 3,133,433 1,130,111 429,520 22,000 2,896,000 438,000 716,000 19,000 Residential SW Replacement Commercial SW Replacement Streets Replacement Fleet Replacement TOTAL SUB FUNDS $ 3,746,873 $ - 54 - 2,625,003 $ 17,149,630 $ 8,987,554 $ 27,352,530 Table of Contents Expense Detail 2007-08 Actual 2008-09 Actual 2009-10 Budget 2009-10 Projected 2010-11 Budget TOTAL OPERATING FUNDS $ 236,745,851 $ 221,591,992 $ 243,145,440 $ 220,650,255 $ 242,598,230 SPECIAL REVENUE FUNDS Redevelopment 171,165 79,103 158,110 100,000 - CDBG/HOME: Administration Projects Total CDBG/HOME 105,210 602,828 708,038 157,412 372,612 530,024 852,550 761,480 1,614,030 208,850 337,730 546,580 105,260 1,741,870 1,847,130 332,316 4,269,282 2,804,731 6,962,832 4,705,191 11,701,476 17,292,768 151,935 12,218,594 60,439,123 268,233 1,829,588 2,718,626 639,318 2,565,203 3,841,051 11,743,747 5,114,234 4,937,124 33,657,124 60,000 270,000 2,743,000 776,000 2,362,000 7,590,000 12,254,000 19,688,530 6,936,000 52,679,530 124,920 106,000 2,745,210 822,920 2,362,000 5,697,850 11,226,000 9,729,510 15,527,950 48,342,360 60,000 820,000 2,748,710 1,452,610 2,363,580 9,866,990 16,355,140 16,449,000 10,472,860 60,588,890 310,589 1,586,999 6,259,450 2,453,740 7,697,000 79,262 195,981 242,620 239,900 353,320 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,256,035 623,315 1,879,350 1,443,604 1,106,509 2,550,113 1,665,680 1,361,780 3,027,460 1,665,680 1,381,780 3,047,460 1,755,860 1,479,450 3,235,310 Other Special Revenue 2,111,780 2,578,892 2,472,480 1,558,210 1,529,930 Development Fees: Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Total Development Fees Grants Police Impound TOTAL SPECIAL REVENUE FUNDS $ 65,699,308 CAPITAL IMPROVEMENTS CIP Management Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space TOTAL CAPITAL IMPROVEMENT 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 $ 41,178,236 $ 66,453,680 1,972,580 107,213,040 51,686,658 147,568,000 2,406,487 1,003,000 2,308,685 10,400,000 3,662,061 1,052,700 56,752,968 36,059,000 (1,384,440) 10,439,000 718 83,000 67,628,300 6,389,000 $ 185,034,017 $ 320,206,740 - 55 - $ 56,288,250 7,311,260 65,671,000 888,000 2,128,000 261,000 14,499,980 8,730,100 103,000 1,923,000 $ 101,515,340 $ 75,251,580 808,800 50,059,590 92,244,080 1,570,000 8,236,000 5,312,140 25,973,000 1,242,000 7,016,000 $ 192,461,610 Table of Contents Expense Detail 2007-08 Actual 2008-09 Actual DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL DEBT SERVICE 36,918,081 2,122,856 18,736,616 71,994,750 16,290,921 $ 146,063,224 34,798,440 400,281 84,983,942 40,738,876 10,940,800 $ 171,862,339 TRUST ACCOUNTS Fire Pension TOTAL TRUST ACCOUNTS $ 2,500 2,500 GRAND TOTAL EXPENSES $ 666,326,520 2,500 2,500 $ $ 619,669,084 - 56 - 2009-10 Budget $ 33,461,680 235,570 24,314,130 11,138,390 30,842,650 99,992,420 $ 2,500 2,500 $ 729,800,780 2009-10 Projected 2010-11 Budget $ 33,461,680 235,570 17,048,130 9,956,660 4,700,000 65,402,040 $ 29,577,380 678,450 26,374,800 18,458,140 9,405,860 84,494,630 $ 2,500 2,500 $ 2,500 2,500 $ 443,858,385 $ 594,808,550 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 2011 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 2011 is $453,236,400; of which $125,537,770 is transfer of resources from one fund to another and $327,698,630 is new revenue. This is a 23% decrease from FY 2010 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 2008 Taxes and Fees License and Permits Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Bond Proceeds Total Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 131,578,553 4,868,173 129,188,100 93,281,391 4,563,842 11,896,410 3,103,787 3,759,800 107,625,627 2,614,840 91,505,707 94,803,427 4,223,455 3,070,582 2,265,068 273,834,195 100,682,950 2,424,370 74,862,880 98,655,860 4,072,470 1,216,410 1,028,170 143,241,000 114,530,580 2,526,310 72,872,085 97,005,444 4,278,240 1,277,407 4,086,134 - 97,838,630 2,080,410 73,520,630 99,220,340 4,143,940 423,090 412,000 50,059,590 $ 382,240,056 $ 579,942,901 $ 426,184,110 $ 296,576,200 $ 327,698,630 FY 2011 Revenue Sources All Funds By Type Investment Income 0% Charges for Service 30% Bond Proceeds 15% Other NonOperating 0% Fines and Forfeits 1% Intergovernmental 22% Taxes and Fees 31% License and Permits 1% - 57 - Table of Contents Revenue Sources TAXES AND FEES Local Sales Tax Gilbert levies a one and one-half percent sales tax on sales collected within Gilbert’s boundary. Gilbert increased the rate from one percent to one and one-half cent in FY 2001. The State collects this sales tax revenue and remits the amount collected weekly. Gilbert has continued to experience a decline in sales tax collections. Receipts anticipated for FY 2011 are estimated to be approximately 5% below the FY 2010 projected receipts. The FY2010 receipts performed 6% better than budgeted mainly attributable to the better than anticipated performance of construction sales tax. The table below shows that retail is anticipated to grow by a total of 13% over the next five years. The retail sales tax base is expected to remain unchanged through the end of FY 2012. Included in the retail sales tax estimate is a growth assumption of 3% in FY 2013, and 5% in the last two years. Construction sales tax is anticipated to decline by 50% in FY 2011 based on the slow down in growth and remain level for FY 2012. Growth of 3% is planned in FY 2013, 5% in FY 2014 and 8% in FY 2015. The projections are based on the following assumptions: new retail development has been removed from the forecast construction is planned to decline through FY 2011 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 ƒ ƒ ƒ ƒ ƒ Year 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Retail Construction 19,585,230 21,380,366 23,540,565 22,867,125 23,769,000 23,770,000 23,770,000 24,483,000 25,707,000 26,992,000 15,128,212 19,319,379 14,823,685 7,894,537 5,005,000 2,500,000 2,500,000 2,575,000 2,704,000 2,920,000 Other 14,155,072 16,429,631 18,169,219 17,881,425 17,816,000 17,966,000 17,816,000 18,350,000 19,268,000 20,231,000 Total $ $ $ $ $ $ $ $ $ $ 48,868,514 57,129,376 56,533,469 48,643,087 46,590,000 44,236,000 44,086,000 45,408,000 47,679,000 50,143,000 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 09-10 10-11 11-12 Retail 12-13 Construction - 58 - Other 13-14 14-15 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 $50,059,590 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 the continued slow down experienced in construction, the budget anticipates that growth will remain about 75 single family homes per month for FY 2011. Slight recovery is anticipated beginning in FY 2012, with a projection of 100 single family homes per month, followed by 200 per month in FY 2013 and 250 per month for the last two years. The projection also includes allowances in future years for additional non-residential 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 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 The projection for system development fees includes a 5% rate increases for future years. In FY 2010 there was an average of 119 single family home permits issued monthly. - 59 - 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 2009 is distributed to the Cities in FY 2011. 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. These distributions were suspended during FY 2010 and have been removed from all forecasts. 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 05-06 06-07 07-08 08-09 09-10 10-11 - 60 - 11-12 12-13 13-14 14-15 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 60% planned for in FY 2011. The following table compares the charges based on use. General Services Year 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 6,605,842 6,944,518 6,892,241 5,772,923 5,455,780 7,035,060 7,246,110 7,463,490 7,687,390 7,918,010 Internal Services 13,609,042 16,841,987 20,065,498 19,312,418 19,332,594 18,065,880 19,872,470 21,859,720 24,045,690 26,450,260 Water, Irrigation 24,105,500 28,489,049 32,330,652 33,593,860 34,801,320 36,244,000 36,910,000 38,366,000 39,822,000 41,279,000 Wastewater 14,123,000 16,144,510 18,285,285 19,628,751 20,895,170 21,157,300 21,653,210 22,480,610 23,308,010 24,135,210 Solid Waste 11,239,000 13,947,222 14,904,660 16,495,474 15,917,100 16,718,100 16,857,300 17,216,700 17,642,800 18,069,200 Total $ $ $ $ $ $ $ $ $ $ 69,682,384 82,367,286 92,478,336 94,803,426 96,401,964 99,220,340 102,539,090 107,386,520 112,505,890 117,851,680 Total Charges for Service $150,000 (in thousands) $125,000 $100,000 $75,000 $50,000 $25,000 $0 05-06 06-07 07-08 08-09 09-10 - 61 - 10-11 11-12 12-13 13-14 14-15 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. There was no rate increase necessary for FY 2011. The graph below shows the anticipated growth in revenue resulting only from increases in customer base. 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 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 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 only from increases in customer base. Wastewater Charges for Service $30,000 (in thousands) $25,000 $20,000 $15,000 $10,000 $5,000 $0 05-06 06-07 07-08 08-09 09-10 - 62 - 10-11 11-12 12-13 13-14 14-15 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 only from increases in customer base. There are no projected rates increases in the estimates. Solid Waste Charges for Service $20,000 $18,000 (in thousands) $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 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 05-06 06-07 07-08 08-09 09-10 - 63 - 10-11 11-12 12-13 13-14 14-15 Table of Contents Revenue Sources INVESTMENT INCOME Gilbert invests all idle cash with the State of Arizona Local Government Investment Pool (LGIP). The State has recently made available investment pool options with higher interest rates for longer investment terms. Gilbert is utilizing some of those pools in an effort to maximize investment income. 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 does not anticipate selling any bond issue in FY 2011. There is a reserve for Improvement District Debt in the amount of $50,059,590 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 64 - 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 2009/10 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. Special Districts 7% Gilbert 13% County 13% Community College/EVT 10% Gilbert School District 57% Gilbert School District Chandler School District Higley School District Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School District Total Primary $0.0000 0.9909 0.7246 0.3306 0.0000 0.0000 3.0226 $5.0687 $0.0000 0.9909 0.7246 0.3306 0.0000 0.0000 3.1776 $5.2237 $0.0000 0.9909 0.7246 0.3306 0.0000 0.0000 3.1262 $5.1723 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 0.1598 0.0057 0.1367 0.0353 0.1000 0.0914 1.1500 0.0500 2.0179 $3.7468 $0.0000 0.1598 0.0057 0.1367 0.0353 0.1000 0.0914 1.1500 0.0500 1.3064 $3.0353 $0.0000 0.1598 0.0057 0.1367 0.0353 0.1000 0.0914 1.1500 0.0500 1.7419 $3.4708 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 0.9909 0.8844 0.3306 0.0057 0.1367 0.0353 0.1000 0.0914 1.1500 0.0500 5.0405 $8.8155 $0.0000 0.9909 0.8844 0.3306 0.0057 0.1367 0.0353 0.1000 0.0914 1.1500 0.0500 4.4840 $8.2590 $0.0000 0.9909 0.8844 0.3306 0.0057 0.1367 0.0353 0.1000 0.0914 1.1500 0.0500 4.8681 $8.6431 - 65 - Table of Contents Personnel Summary GENERAL FUND Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services TOTAL GENERAL FUND Actual Actual Budget Revised Budget FY 2008 FY 2009 FY 2010 FY 2010 FY 2011 32.00 92.75 52.25 97.63 350.00 193.00 18.00 116.27 951.90 32.16 91.25 50.25 69.00 342.00 199.50 17.50 117.06 918.72 31.16 89.25 49.92 69.00 342.00 199.50 17.50 105.19 903.52 29.16 88.25 50.42 69.00 342.00 197.00 17.50 104.19 897.52 23.76 77.00 50.42 66.75 342.00 197.00 0.00 99.13 856.06 0.00 0.00 0.00 0.00 31.00 72.00 38.76 68.44 8.66 0.70 188.56 79.00 40.68 71.94 7.06 0.70 199.38 83.00 40.68 72.22 6.78 0.70 203.38 83.00 40.68 72.22 6.78 0.70 203.38 87.25 40.68 72.22 6.78 0.00 206.93 STREETS FUND 55.30 55.30 55.30 49.30 49.30 INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE 5.00 8.50 21.10 10.60 10.10 CAPITAL PROJECTS 0.00 0.00 0.00 0.00 4.40 1,226.76 1,207.90 1,209.30 1,186.80 1,183.79 PUBLIC WORKS FUNDS ENTERPRISE FUNDS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation ENTERPRISE FUNDS TOTAL TOWN POSITIONS Personnel By Fund Enterprise Funds 17.5% Street Fund 4.2% Internal Service Funds 2.2% General Fund 72.3% Other Funds 3.8% - 66 - Table of Contents General Fund _____________________________________ General Fund Summary Management and Policy Support Services Legal and Court Development Services Police Department Fire Department Community Services Non-Departmental 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 2010-11 Appropriation FY 2010-11 Revenue FY 2010-11 Subsidy FY 2010-11 % Subsidized Management and Policy Support Services Legal and Court Development Services Police Fire Community Services Non-Departmental $ 4,011,470 10,804,180 4,476,260 6,392,590 36,676,870 20,926,650 11,076,330 7,891,610 $ 2,000 522,330 96,000 2,892,300 3,957,050 1,350,000 3,415,530 8,306,140 $ 4,009,470 10,281,850 4,380,260 3,500,290 32,719,820 19,576,650 7,660,800 (414,530) 100% 95% 98% 55% 89% 94% 69% -5% Total General Fund $ 102,255,960 $ 20,541,350 $ 81,714,610 80% 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, Residential Solid Waste, Commercial Solid Waste, and Streets. The total General Fund Revenue budget is $99,697,640. The non-allocated revenue of $79,156,290 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. - 67 - Table of Contents General Fund Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 32.00 92.75 52.25 97.63 350.00 193.00 18.00 115.27 1.00 32.16 91.25 50.25 69.00 342.00 199.50 17.50 117.06 0.00 31.16 89.25 49.92 69.00 342.00 199.50 17.50 105.19 0.00 29.16 88.25 50.42 69.00 342.00 197.00 17.50 104.19 0.00 23.76 77.00 50.42 66.75 342.00 197.00 0.00 99.13 0.00 951.90 918.72 903.52 897.52 856.06 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 5,740,034 12,394,177 4,499,441 12,690,647 35,765,900 20,493,123 1,278,668 11,219,303 17,063,362 5,654,759 12,060,765 4,442,275 10,127,883 36,462,813 20,521,178 1,172,560 11,003,102 12,596,679 5,720,140 12,753,390 4,497,000 7,959,960 37,763,430 20,993,790 1,316,390 11,198,520 10,069,130 5,277,525 12,230,886 4,405,878 8,006,324 37,068,147 20,364,615 1,218,245 10,860,243 9,315,600 4,011,470 10,804,180 4,476,260 6,392,590 36,676,870 20,926,650 11,076,330 7,891,610 $121,144,655 $114,042,014 $112,271,750 $108,747,463 $102,255,960 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 75,550,813 29,709,621 983,710 14,900,511 74,916,816 28,584,114 100,789 10,440,295 74,295,470 29,498,330 259,050 8,218,900 72,829,100 28,167,625 89,158 7,661,580 70,080,720 23,326,820 8,848,420 $121,144,655 $114,042,014 $112,271,750 $108,747,463 $102,255,960 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 109,955,820 112,271,750 108,998,665 108,747,463 99,697,640 102,255,960 PERSONNEL BY ACTIVITY Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services Non-Departmental Total Personnel EXPENSES BY ACTIVITY Management and Policy Support Services Legal and Court Development Services Police Fire Public Works Community Services 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 126,021,846 121,144,655 $ 4,877,191 113,526,377 114,042,014 $ (515,637) $ (2,315,930) $ - 68 - 251,202 $ (2,558,320) Table of Contents Management and Policy _________________________________ Management and Policy Summary Mayor and Council Town Manager Town Clerk General Counsel 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, Town Clerk, and General Counsel. 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 $594.8 million and represents a workforce of 1,183 full-time 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. General Counsel is a contract service that contributes to legal compliance within Gilbert. GOALS FY 2011 ♦ 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 General Counsel Mayor and Council Town Manager Town Manager Neighborhood Services Communication Financial Planning Intergovernmental - 69 - Town Clerk Table of Contents Management and Policy PERSONNEL BY DIVISION Actual FY 2008 Actual FY 2009 Budget FY 2010 Mayor and Council Boards and Commissions Town Manager Town Clerk General Counsel 1.00 0.00 23.00 8.00 0.00 1.00 0.00 23.00 8.16 0.00 1.00 0.00 22.00 8.16 0.00 1.00 0.00 21.00 7.16 0.00 1.00 0.00 15.60 7.16 0.00 32.00 32.16 31.16 29.16 23.76 Actual FY 2008 Actual FY 2009 Budget FY 2010 Total Personnel EXPENSES BY DIVISION Mayor and Council Boards and Commissions Town Manager Town Clerk General Counsel 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 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 546,305 38,204 3,928,106 692,380 535,039 555,658 26,288 3,656,942 876,336 539,535 681,890 29,900 3,902,470 590,860 515,020 514,443 23,595 3,537,161 677,326 525,000 625,070 29,800 1,782,240 1,059,340 515,020 $ 5,740,034 $ 5,654,759 $ 5,720,140 $ 5,277,525 $ 4,011,470 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 3,095,075 2,644,959 - 2,931,797 2,717,312 5,650 - 3,011,790 2,708,350 - 2,946,810 2,330,715 - 2,370,120 1,641,350 - $ 5,740,034 $ 5,654,759 $ 5,720,140 $ 5,277,525 $ 4,011,470 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,444,506 5,740,034 2,328,781 5,654,759 2,404,170 5,720,140 2,176,110 5,277,525 2,000 4,011,470 $ (3,295,528) $ (3,325,978) $ (3,315,970) $ (3,101,415) $ (4,009,470) - 70 - Table of Contents Mayor and Council PURPOSE STATEMENT OBJECTIVES FY 2011 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. ♦ Continue to monitor General Plan update process in anticipation of a May 2011 election ♦ Identify new long term service standards and service levels ♦ Completion of the Strategic Plan ♦ Implementation of the Strategic Plan ♦ Implementation of Administrative reorganization 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 There were no personnel salary increases for FY 2011. Mileage reimbursement was reduced by $28,560 and replaced with mileage reimbursement of $4,500. An employee recommendation to reduce the number of paper agenda packets was implemented reducing the Mayor and Council budget by $5,500. The budget was also reduced by $5,190 for Memberships and Dues as recommended by the Citizen Budget Committee. Transfer of $10,000 for the Mayor’s Youth Task Force was removed from the Mayor and Council budget and placed into a separate cost center in the General Fund. ACCOMPLISHMENTS FY 2010 ♦ Received and analyzed Citizen Budget Committee recommendations Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 % of Citizen satisfied or very satisfied with policy decisions 78.9% 72.7% 71.8% 72.0% % of Citizens who are very satisfied living in Gilbert 66.9% 70.7% 68.8% 70.0% % of Citizens who believe Gilbert officials encourage citizen participation 53.5% 52.8% 54.8% 60.0% Bond Rating – General Obligation – Moody’s Aa2 Aa2 Aa1 Aa1 Bond Rating – General Obligation – Standard and Poor’s AA AA AA AA PERFORMANCE/ACTIVITY MEASURES - 71 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2008 Actual FY 2009 Budget FY 2010 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 546,305 Total Expenses $ 546,305 555,658 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 355,277 191,028 - Total Expenses $ 546,305 Total Revenues Total Expenses $ 165,100 546,305 Net Operating Result $ 681,890 (381,205) $ 555,658 $ 514,443 Actual FY 2009 681,890 (386,928) $ $ 514,443 220,070 681,890 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2010 - 72 - $ (360,313) $ $5.00 FY 2009 313,510 311,560 - 154,130 514,443 (461,820) $ FY 2011 625,070 Budget FY 2011 Projected FY 2010 COST PER CAPITA FY 2008 $ 351,480 162,963 - Budget FY 2010 168,730 555,658 625,070 Projected FY 2010 369,660 312,230 $ Budget FY 2011 514,443 Budget FY 2010 373,827 181,831 - Actual FY 2008 OPERATING RESULTS $ Budget FY 2011 Projected FY 2010 681,890 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY 555,658 Projected FY 2010 625,070 Budget FY 2011 625,070 (625,070) Table of Contents Town Manager 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. ♦ 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 ♦ Coordinate special projects that promote the goals and objectives of the organization as well as present a positive image of Gilbert to the citizens ♦ Completion of the Strategic Plan ♦ Implementation of the Strategic Plan ♦ Implementation of Administrative reorganization ACCOMPLISHMENTS FY 2010 BUDGET NOTES ♦ Received the Distinguished Budget Presentation Award for the 11th consecutive year from the Government Finance Officers Association (GFOA) ♦ 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 Safest community in Arizona by CQ Press based on FBI statistics th ƒ 17 safest community in America by CQ Press ƒ One of the Best Places to Live in America by Money Magazine ƒ Among the “Best places to live and learn” by GreatSchools.org There were no personnel salary increases for FY 2011. Personnel reductions include elimination of 1.0 FTE Financial and Performance Management Coordinator and 1.0 FTE Chief Technology Officer. In addition, the Capital Project Administration function of Budget and Financial Planning was moved to the CIP Administration Fund. This included moving 4.4 FTE and all operational expenses to the new fund. The contractual expense for CIP Program Management Coordination was also moved to the CIP Administration Fund. Vehicle allowance totaling $31,800 was removed from the FY 2011 budget and replaced with mileage reimbursement of $7,450. Budget was reduced by $21,400 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. In addition, the Citizen Budget Committee recommended discontinuing the hard copy version of Your Town and converting to an electronic format to save on printing and postage expenditures. This recommendation reduced the Communication budget by $221,000. 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. OBJECTIVES FY 2011 ♦ Garner organizational and public trust through fiscal responsibility PERFORMANCE/ACTIVITY MEASURES % of survey respondents satisfied with treatment when calling Gilbert % of population satisfied with value received from tax dollar Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 85.2% 89.7% 88.8% 90.0% 86.7% 89.3% 85.8% 90.0% - 73 - Table of Contents Town Manager PERSONNEL BY ACTIVITY Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Personnel EXPENSES BY ACTIVITY Town Manager Neighborhood Services Communication Financial Planning Capital Project Coordination Intergovernmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 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 3.55 2.25 5.25 6.70 0.00 3.25 3.55 1.25 5.25 2.30 0.00 3.25 23.00 23.00 22.00 21.00 15.60 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 919,423 289,911 659,229 690,329 1,005,926 363,287 662,167 224,998 634,969 639,767 1,161,638 333,403 643,680 236,400 693,570 920,850 1,036,650 371,320 647,876 183,812 653,887 657,933 1,036,650 357,003 511,020 183,630 457,140 271,210 359,240 $ 3,928,106 $ 3,656,942 $ 3,902,470 $ 3,537,161 $ 1,782,240 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,216,885 1,711,221 - 2,055,518 1,601,424 - 2,114,650 1,787,820 - 2,072,000 1,465,161 - 1,533,790 248,450 - $ 3,928,106 $ 3,656,942 $ 3,902,470 $ 3,537,161 $ 1,782,240 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,271,101 3,928,106 Net Operating Result Projected FY 2010 2,153,990 3,656,942 2,181,100 3,902,470 2,015,580 3,537,161 1,782,240 $ (1,657,005) $ (1,502,952) $ (1,721,370) $ (1,521,581) $ (1,782,240) COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2008 FY 2009 FY 2010 - 74 - FY 2011 Table of Contents Town Clerk PURPOSE STATEMENT ♦ To serve citizens in a courteous, impartial manner that promotes confidence and trust; to provide all customers with quality service in an efficient and timely manner and to work in harmony with Elected Officials. Prepare Council agendas and related documents; record legislative actions; attest official actions of the Council; and maintain, protect, and preserve official records of the Town. Conduct fair and impartial Town elections in accordance with federal, state, and local laws. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Planned and administered Special Election on May 18, 2010 Responded to approximately 300 public records requests Continued to provide leadership in Records Management in the organization Continued to work in partnership with Technology Services and OnBase Administrator on continued implementation of electronic document management system Developed and piloted OnBase user training Eliminated printing of most Council agenda packets. A majority of Councilmembers and Staff receive the agenda via a thumb drive or through OnBase or the Web ♦ ♦ ♦ BUDGET NOTES Spring 2011 Election costs of $482,000 are included in the Supplies and Contractual budget for FY 2011. Vehicle allowance totaling $6,000 was removed from the FY 2011 personnel budget and replaced with mileage reimbursement of $500. Budget was reduced by $6,980 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. Insurance budgets were moved from individual cost center to the nondepartmental cost center in the General Fund. OBJECTIVES FY 2011 ♦ Respond to 65% of all public records requests within 24 hours of receipt, excluding Saturdays, Sundays, and holidays PERFORMANCE/ACTIVITY MEASURES % of records requests responded to within 24 hours % of subpoena records responded to within timeframe established by law % of agendas and public notices posted at 24 hour minimum prior to meeting in conformance with Open Meeting law % 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 Respond to 100% of all subpoenas within timeframe established by law Post agendas and public notices at four official posting locations at least 24 hours prior to meeting or event Post agendas and meeting notices to the website at least 24 hours prior to a meeting Post draft minutes containing legal actions taken by the Council and Boards and Commissions to the Gilbert website within three (3) working days of a meeting Post approved minutes of Council and Boards and Commissions to the website within two (2) working days of approval Monitor departments that serve as Liaisons to Boards and Commissions to assure compliance with posting requirements Plan and administer regular and special local elections in compliance with Federal, State, and Local laws Continue focus on Records Management activities and programs in the organization Implement OnBase training program Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 76% 68% 69% 65% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% - 75 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2008 Actual FY 2009 Budget FY 2010 8.00 8.16 8.16 7.16 7.16 8.00 8.16 8.16 7.16 7.16 Actual FY 2008 Actual FY 2009 Budget FY 2010 692,380 Total Expenses $ 692,380 876,336 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 522,913 169,468 - Total Expenses $ 692,380 Actual FY 2008 OPERATING RESULTS Total Revenues Total Expenses 8,305 692,380 Net Operating Result $ $ (684,075) $ 590,860 $ Budget FY 2010 502,452 368,234 5,650 $ Projected FY 2010 590,860 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY 876,336 Projected FY 2010 876,336 $ Actual FY 2009 590,860 $ Budget FY 2010 6,061 876,336 (870,275) $ (587,860) $ COST PER CAPITA $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2008 FY 2009 FY 2010 - 76 - 1,059,340 677,326 $ 1,059,340 FY 2011 Budget FY 2011 523,330 153,996 - 522,820 536,520 - 677,326 $ 1,059,340 Projected FY 2010 3,000 590,860 Budget FY 2011 677,326 Projected FY 2010 527,480 63,380 - Budget FY 2011 6,400 677,326 Budget FY 2011 2,000 1,059,340 (670,926) $ (1,057,340) 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided regular litigation status reports to the Council Completed negotiations for settlement of the White Mountain Apache Tribe water rights claims Brought successful conclusion to Palomino Acres Lot 12 lot split litigation and settlement of the Pierson Construction sewer line litigation Represented Gilbert before the Arizona Corporation Commission on a multi-day hearing on the SRP Abel-Moody Line Siting application Worked with staff to create Improvement District No. 20 Worked with staff to address problems caused by developers who fail to comply with development requirements due to economic circumstances Prepared and implemented procedures for bankruptcy petitions and trustee sales and foreclosure notices received by Gilbert Implemented sales tax collection procedures and worked with staff to pursue delinquent sales tax collections Assisted staff in obtaining contract price reductions without reduction in scope of work Prepared personally identifiable information standards Negotiated several telecommunications site leases Prepared and/or worked with staff to prepare numerous ordinances Processed rezoning ordinances with Planning staff and prepared standard forms PERFORMANCE/ACTIVITY MEASURES ♦ ♦ Prepared numerous legal opinions for Council and staff Worked with General Plan Steering Committee on the adoption of an updated General Plan Worked with CIP staff to complete documents for numerous projects and update of standard CIP contracts Processed numerous rights-of-way, well-site and other property acquisitions Prepared numerous intergovernmental agreements with public bodies and contracts with private entities Administered Public Defender procurement and contracts for Court Conducted open meeting law and conflict of interest training for boards and commissions Provided regular updates in developments in the law OBJECTIVES FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Work with staff to implement the requirements of HB2008 regarding public benefits and immigration status Update all CIP contract documents to conform to new legislation Assist Gilbert to identify and implement cost saving measures Update utility code and procedures to improve collection of delinquent accounts Work with sales tax auditor and staff to increase sales tax collections Work with Gilbert staff to develop right-ofway use policy for Salt River Project Continue public defender contract management for Court Provide litigation status reports 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. Actual FY 2008 Actual FY 2009 No Performance Measures - 77 - Projected FY 2010 Anticipated FY 2011 Table of Contents General Counsel Actual FY 2008 Actual FY 2009 Budget FY 2010 General Counsel 0.00 0.00 0.00 0.00 0.00 Total Personnel 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel 535,039 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 535,039 $ 535,039 Total Revenues Total Expenses $ 535,039 Net Operating Result $ $ 515,020 (535,039) $ 539,535 $ 525,000 Actual FY 2009 515,020 (539,535) $ $ 525,000 515,020 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2010 - 78 - $ (525,000) $ $5.00 FY 2009 515,020 - 525,000 (515,020) $ FY 2011 515,020 Budget FY 2011 Projected FY 2010 COST PER CAPITA FY 2008 $ 525,000 - Budget FY 2010 539,535 515,020 Projected FY 2010 515,020 $ Budget FY 2011 525,000 Budget FY 2010 539,535 - Actual FY 2008 OPERATING RESULTS 539,535 Budget FY 2011 Projected FY 2010 515,020 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY Total Expenses 535,039 539,535 Projected FY 2010 515,020 Budget FY 2011 515,020 (515,020) Table of Contents Support Services _________________________________ Support Services Summary Facilities Maintenance Finance Technology Services Human Resources 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 Human Resources. 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 vendors, and the provision of meaningful and timely financial reports and information. Technology Services supports and maintains all of the information systems. Human Resources provides support for the Town’s human resource, training, health insurance administration, employee payroll, and risk management needs. Detail regarding Fleet Maintenance is found under the Internal Service Fund tab. GOALS FY 2011 ♦ To provide internal customers an acceptable level of service at the least cost ♦ To implement proven new technology with the end user at the forefront ♦ Reduce the cost of accidents, including insurance premiums, through effective safety programs and practices ♦ Provide oversight of financial procedures, preserve financial integrity, and present accurate financial reports ♦ Enable departments to fill positions in the most economic and expeditious manner ♦ Provide an up-to-date training program that meets the ever changing needs of Gilbert employees ♦ Classify positions systematically based upon objective criteria and adequate job evaluation ♦ Maintain all Gilbert facilities at an average facility condition index of 5% ORGANIZATIONAL CHART SUPPORT SERVICES Technology Services Fleet Maintenance Administration Administration Communication Services Fleet Maintenance Application Operations Facilities Maintenance GIS Imaging Support Municipal Center Public Works Facility Human Resources HR Administration Finance Municipal Office II Public Safety Center Training and Development Accounting Heritage Annex Risk Management Purchasing South Area Service Center Payroll Utility Customer Service Traffic Center/Radio Facility - 79 - Table of Contents Support Services PERSONNEL BY DIVISION Support Services Admin Facilities Maintenance Finance Technology Services Human Resources Total Personnel EXPENSES BY DIVISION Support Services Admin Facilities Maintenance Finance Technology Services Human Resources 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 1.00 11.00 24.75 38.50 17.50 1.00 11.00 24.75 37.00 17.50 1.00 11.00 24.75 35.00 17.50 1.00 11.00 24.75 34.00 17.50 1.00 11.00 14.00 34.00 17.00 92.75 91.25 89.25 88.25 77.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 168,958 2,802,824 2,558,236 4,990,787 1,873,372 159,028 2,617,416 2,760,225 4,834,402 1,689,694 160,520 2,806,780 2,765,620 5,318,980 1,701,490 157,440 2,770,885 2,751,605 4,881,830 1,669,126 152,210 2,607,610 1,279,640 5,115,870 1,648,850 $ 12,394,177 $ 12,060,765 $ 12,753,390 $ 12,230,886 $ 10,804,180 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 6,949,137 5,413,832 31,208 - 6,923,063 5,122,192 15,510 - 6,954,620 5,798,770 - 6,749,570 5,481,316 - 6,379,910 4,424,270 - $ 12,394,177 $ 12,060,765 $ 12,753,390 $ 12,230,886 $ 10,804,180 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 3,689,951 12,394,177 3,648,818 12,060,765 4,211,760 12,753,390 3,796,530 12,230,886 522,330 10,804,180 $ (8,704,226) $ (8,411,947) $ (8,541,630) $ (8,434,356) $(10,281,850) - 80 - Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ Coordinated the warranty request for Fire Station 2 and 3 Coordinated with the Fire Department and Parks and Recreation Department on their facilities and installed systems and equipment ♦ ♦ ♦ Hire the most cost effective sub contractor for the work we are unable to perform due to manpower or expertise by obtaining three quotes or hiring lowest qualifying bidder Ensure appropriate and sufficient types and amounts of equipment, furnishings and ensure 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 Upgrade the chillers at Public Safety, and install new chillers at the Municipal Center BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Based on Employee suggestions, the budget for water coolers and the maintenance of live plants were eliminated for FY 2011. The elimination of these items resulted in a budget savings of $31,700. In addition, the Citizen Budget Committee recommendation of renegotiating current contracts resulted in a budget savings of $99,420 in janitorial maintenance. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 117 80 67 88 1.55 hours 1.80 hours 2.15 hours 2.15 hours $7.52 $7.75 $7.65 $6.81 $5.25 $5.24 $5.53 $4.76 Cost per square foot – Municipal Center II (51,500 square feet) $2.86 $3.09 $3.44 $3.29 Cost per square foot – Public Safety Center (178,000 square feet) $5.05 $5.03 $5.43 $4.79 Cost per square foot – South Area Service Center (86,000 square feet) $2.16 $2.05 $2.59 $2.37 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) - 81 - Table of Contents Facilities Maintenance PERSONNEL BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Temporary Facilities Heritage Annex 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 Budget FY 2010 Projected FY 2010 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 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 11.00 11.00 11.00 11.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 776,253 387,574 172,929 159,230 894,594 176,344 24,232 26,260 812,690 361,620 179,110 194,620 952,060 222,510 39,710 44,460 761,347 382,408 182,410 177,025 965,890 223,135 39,710 38,960 802,160 340,510 156,970 169,240 852,550 203,570 39,010 43,600 $ 2,802,824 $ 2,617,416 $ 2,806,780 $ 2,770,885 $ 2,607,610 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 746,510 2,025,106 31,208 - 725,530 1,876,376 15,510 - 749,630 2,057,150 - 703,200 2,067,685 - 749,660 1,857,950 - $ 2,802,824 $ 2,617,416 $ 2,806,780 $ 2,770,885 $ 2,607,610 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 833,601 376,042 173,325 147,204 898,112 186,104 150,811 37,626 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 16,489 2,802,824 148,510 2,617,416 55,250 2,806,780 217,640 2,770,885 216,300 2,607,610 $ (2,786,335) $ (2,468,906) $ (2,751,530) $ (2,553,245) $ (2,391,310) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2008 FY 2009 FY 2010 - 82 - FY 2011 Table of Contents Finance PURPOSE STATEMENT OBJECTIVES FY 2011 To ensure accurate financial reporting on the results of operations and process financial transactions in an accurate and timely manner. Finance division responsibilities include the general ledger, accounts payable, accounts receivable, purchasing, special assessments, fixed assets, cash and debt management, grant accounting, sales tax auditing, and utility billing and customer service. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received Certificate of Achievement for Excellence in Financial Reporting for the 18th consecutive year from the Government Finance Officers Association (GFOA) Met all required processing and reporting deadlines for responsible areas Revised the Town’s Investment Policy and enhanced returns through longer-term investment options Evaluated the cost/benefit of hiring in-house sales tax auditors and obtained Council approval to start an in-house audit program Completed a Purchasing CQI study and issued a report of recommendations ♦ ♦ ♦ 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 Utilize the services of an Investment Advisor to enhance investment returns Hire Tax Auditor(s) and develop in-house tax audit program Implement recommendations from the Purchasing CQI study that was completed in June 2010 Consolidate all utility resource materials in SharePoint Increase efforts to identify all rental properties in Gilbert to ensure compliance with the Tax Code Ordinance that makes all rental properties taxable BUDGET NOTES Beginning FY 2011, Utility Customer Service was moved into the Public Works Fund due to the fact the Water, Wastewater, and Solid Waste are the sources of revenue for this function. Reporting responsibility will remain the same. Vehicle allowance totaling $6,000 was removed from the FY 2011 personnel budget and replaced with $750 in Mileage Reimbursement. Based on an Employee Suggestion, a new Tax Compliance division was created to generate additional revenue from sales tax audits. Revenue and expenditure estimates for FY 2011 were determined by collecting data from other Phoenix Metro cities that have in-house tax auditors. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. PERFORMANCE/ACTIVITY MEASURES # of material weaknesses in internal controls reported by the auditors % of time processes and reports are completed by required deadlines % of revenue collected from tax audits over the cost of the audits Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 0 0 0 0 100% 100% 100% 100% N/A N/A N/A 0% - 83 - Table of Contents Finance PERSONNEL BY ACTIVITY Accounting Purchasing Utility Customer Service Tax Auditing Total Personnel EXPENSES BY ACTIVITY Accounting Purchasing Utility Customer Service Tax Auditing Total Expenses Budget FY 2010 Projected FY 2010 Budget FY 2011 6.65 4.60 13.50 0.00 6.65 4.60 13.50 0.00 6.65 4.60 13.50 0.00 6.65 4.60 13.50 0.00 7.00 4.00 0.00 3.00 24.75 24.75 24.75 24.75 14.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 775,542 324,712 1,659,971 - 786,950 324,900 1,653,770 - 780,770 303,580 1,667,255 - 727,750 251,070 300,820 $ 2,558,236 $ 2,760,225 $ 2,765,620 $ 2,751,605 $ 1,279,640 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,486,434 1,071,802 - 1,565,067 1,195,158 - 1,580,870 1,184,750 - 1,522,450 1,229,155 - 1,060,250 219,390 - $ 2,558,236 $ 2,760,225 $ 2,765,620 $ 2,751,605 $ 1,279,640 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 703,013 305,869 1,549,355 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 2,407,472 2,558,236 $ 2,165,295 2,760,225 (150,764) $ 2,728,600 2,765,620 (594,930) $ (37,020) $ 2,161,640 2,751,605 (589,965) $ COST PER CAPITA $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2008 FY 2009 - 84 - FY 2010 FY 2011 305,830 1,279,640 (973,810) 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed the 2010 U.S. Census project Completed all maps for the 2011 General Plan update Met with various departments on a monthly basis and implemented projects on a priority basis Implemented GBA work management system for Public Works Police network re-design completed Police and Fire Radio reconfiguration due to splitting of Mesa and Phoenix systems Email, Website and domain change to gilbertaz.gov Upgraded all PCs to Office 2007 Upgrade Email Server to Exchange 2007 Replaced/upgraded A/V system in Council Chambers Implemented new Bill Print Upgraded voice mail system Replaced police call logger systems Software license Compliance, evaluation and remediation completed for all Technology Services managed software ♦ ♦ ♦ ♦ BUDGET NOTES There were no personnel salary increases for FY 2011. Vehicle allowance totaling $6,000 was removed from the FY 2011 personnel budget and replaced with $2,500 of Mileage Reimbursement. One vacant Assistant Technology Services Manager was removed from the FY 2011 budget. Personnel changes in benefit elections resulted in an overall increase to the personnel category. Supplies and Contractual budget was reduced by $39,440 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. The revenues shown in the Operating Results section for FY 2011 are reflective of the direct revenue received by the Department. All overhead and indirect revenues are reported in the non-departmental cost center in the General Fund. OBJECTIVES FY 2011 ♦ Maintain the GIS infrastructure asset information to satisfy Gilbert’s Governmental Accounting Standards Board (GASB) obligation Establish accessible user training program for all GIS applications. Automate PDD/Courts citation data entry and exchange Upgrade Eden to 5.1 Implement case management system for Prosecutor Office Implement Phase 1 of the Disaster Recovery/Continuity of Operations in SASC Be Payment Card Industry (PCI) compliant and meet Protection of Personal Information (PPI) Implement Onbase for accounts payable Implement domain separation in Police Complete Active Directory (AD) assessment and implement best practices Evaluate online payment of business registrations and licenses Eliminate duplication of Geographic Information System (GIS) addresses in recently annexed areas Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 63% 71% 88% 90% 62.3% 69.0% 78.0% 80.0% 0.25% 0.25% 0.10% 0.20% 2% 1% 2% 2% Unplanned down time for network systems 0.5% 0.5% 0.5% 0.5% Update public map data every 30 days 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES % 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 Unplanned down time for web systems - 85 - 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 2010 Projected FY 2010 3.50 8.00 19.00 8.00 0.00 3.00 8.00 18.00 8.00 0.00 3.00 8.00 17.00 7.00 0.00 3.00 7.00 16.00 7.00 1.00 3.00 7.00 16.00 7.00 1.00 38.50 37.00 35.00 34.00 34.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 314,562 1,519,963 2,303,843 696,034 - 313,010 1,829,470 2,416,540 676,710 83,250 304,105 1,417,665 2,351,990 657,250 150,820 294,050 1,671,040 2,324,910 664,260 161,610 $ 4,990,787 $ 4,834,402 $ 5,318,980 $ 4,881,830 $ 5,115,870 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,121,036 1,869,750 - 3,023,291 1,811,111 - 3,016,050 2,302,930 - 2,920,490 1,961,340 - 3,024,590 2,091,280 - $ 4,990,787 $ 4,834,402 $ 5,318,980 $ 4,881,830 $ 5,115,870 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 319,219 1,464,568 2,471,219 735,781 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 943,838 4,990,787 980,933 4,834,402 1,065,510 5,318,980 1,065,410 4,881,830 5,115,870 $ (4,046,949) $ (3,853,469) $ (4,253,470) $ (3,816,420) $ (5,115,870) COST PER FTE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2008 FY 2009 - 86 - FY 2010 FY 2011 Table of Contents Human Resources ♦ PURPOSE STATEMENT 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. OBJECTIVES FY 2011 ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ Renegotiated contracts to increase savings to Gilbert for workers’ compensation, property and liability insurance, and other insurance benefits Developed an Employee Self Serve module for the employee web site which allows employees to view their personnel records and conduct personnel transactions from their desk or from home Improved tracking, access to online resources, and communication with employees and supervisors regarding rights and responsibilities for FMLA, ADA, Military Leave, Injury Leave, and work-related illness or injury Completed audit of EDP equipment to ensure adequate insurance coverage Completed environmental hazardous materials compliance analysis and report and storm water compliance analysis and report PERFORMANCE/ACTIVITY MEASURES Turnover rate for regular employees Number of recruitments per year Developed a revised New Employee Orientation program which includes both preboarding and on-boarding components Develop improved departmental and organizational reporting to help maintain low frequency and severity rates for workplace illnesses and injuries Continue to develop technologically advanced approaches to training, communication and service delivery Provide coordination and support for the organizational strategic planning initiative Update the CQI program with assistance from the Arizona Quality Alliance BUDGET NOTES There were no personnel salary increases for FY 2011. Vehicle allowance totaling $6,000 was removed from the FY 2011 personnel budget and replaced with $750 of Mileage Reimbursement. Supplies and Contractual budget was reduced by $10,750 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. The revenues shown in the Operating Results section for FY 2011 are reflective of the direct revenue received by the Department. All overhead and indirect revenues are reported in the non-departmental cost center in the General Fund. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Actual FY 2008 9.2% Actual FY 2009 9.4% Projected FY 2010 9.0% Anticipated FY 2011 7.0% 107 87 90 70 Percentage of minority applicants 27% 31% 27% 30% On-site training participants Disciplinary reviews and investigations of potential violations of employment law, personnel rules, or procedures Workers compensation & exposure cases 1,934 1,353 1,150 1,200 201 110 184 110 154 164 166 165 208 330 276 412 1,328 898 678 788 $2,240 $1,113 $1,109 $1,200 47% 35% 40% 40% Leave management cases Personnel action requests processed Average value of public entity insurance claims Percentage of positions reviewed for classification and compensation equity - 87 - Table of Contents Human Resources PERSONNEL BY ACTIVITY HR Administration Training and Development Risk Management Payroll Total Personnel EXPENSES BY ACTIVITY HR Administration Training and Development Risk Management Payroll Total Expenses Budget FY 2010 Projected FY 2010 10.00 2.00 3.00 2.50 10.00 2.00 3.00 2.50 10.00 2.00 3.00 2.50 10.00 2.00 3.00 2.50 9.75 2.00 3.00 2.25 17.50 17.50 17.50 17.50 17.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 941,167 240,104 289,325 219,098 950,810 221,080 300,490 229,110 942,708 217,194 283,114 226,110 916,690 246,200 295,740 190,220 $ 1,873,372 $ 1,689,694 $ 1,701,490 $ 1,669,126 $ 1,648,850 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,439,797 433,575 - 1,453,887 235,807 - 1,451,670 249,820 - 1,449,560 219,566 - 1,395,290 253,560 - $ 1,873,372 $ 1,689,694 $ 1,701,490 $ 1,669,126 $ 1,648,850 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 1,043,962 238,730 321,292 269,389 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 322,152 1,873,372 305,790 1,689,694 310,590 1,701,490 304,680 1,669,126 200 1,648,850 $ (1,551,220) $ (1,383,904) $ (1,390,900) $ (1,364,446) $ (1,648,650) COST PER FTE $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2008 FY 2009 - 88 - FY 2010 FY 2011 Table of Contents Legal and Court _________________________________ Legal and Court Summary Prosecutor Municipal Court Table of Contents Legal and Court BUSINESS UNIT DESCRIPTION The Legal and Court Department includes 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 2011 ♦ 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 Town Prosecutor Municipal Court - 89 - Table of Contents Legal and Court Actual FY 2008 Actual FY 2009 Budget FY 2010 Town Prosecutor Municipal Court 19.00 33.25 19.00 31.25 19.00 30.92 19.00 31.42 19.00 31.42 Total Personnel 52.25 50.25 49.92 50.42 50.42 Actual FY 2008 Actual FY 2009 Budget FY 2010 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 Town Prosecutor Municipal Court 1,649,612 2,849,830 1,582,887 2,859,388 1,600,330 2,896,670 1,576,006 2,829,872 1,608,690 2,867,570 Total Expenses $ 4,499,441 $ 4,442,275 $ 4,497,000 $ 4,405,878 $ 4,476,260 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS 3,871,719 627,722 - 3,787,659 654,616 - 3,822,270 674,730 - 3,767,290 638,588 - 3,853,490 622,770 - $ 4,499,441 $ 4,442,275 $ 4,497,000 $ 4,405,878 $ 4,476,260 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Total Revenues Total Expenses Net Operating Result 312,168 4,499,441 253,785 4,442,275 217,800 4,497,000 207,650 4,405,878 96,000 4,476,260 $ (4,187,273) $ (4,188,490) $ (4,279,200) $ (4,198,228) $ (4,380,260) Actual FY 2008 19,253 Actual FY 2009 18,605 Projected FY 2010 20,000 Anticipated FY 2011 21,000 193 208 279 200 # of Guilty Pleas 4,884 4,617 4,244 4,040 # of Dismissals 4,638 4,987 4,629 4,328 PERFORMANCE/ACTIVITY MEASURES # of Court Appearances – Prosecutor # of Trials (Jury and Bench Trials Only) - 90 - Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Worked closely with Technology Services to uncover potential software vendors so that a new Case Management System could be found to replace the current obsolete system Assisted Technology Services in the RFP process and attended several software demos in the search for a new Case Management System Purchased an industrial document shredder so that purging of case files could be less expensive and immediate Worked with the Gilbert Municipal Court to streamline the calendaring process by using electronic reports instead of receiving paper notifications for each pending case Utilized law school interns during the course of the year to review cases and make various court appearances which alleviated some of the work responsibilities for the attorneys Restructured the process of setting defense interviews by utilizing Outlook and the ability to see officers’ schedules; notifications to officers have been simplified by sending them electronically and therefore, cutting office supply costs ♦ Implement a new Case Management System with emphasis on workflow management and system integration with GPD and the Gilbert Municipal Court Implement document management through OnBase, streamlining work processes with the Gilbert Municipal Court Arrange and/or conduct training for staff when the new Case Management System has been implemented Prevent case continuances as much as possible by setting defense interviews and sending discovery documents in a timely manner BUDGET NOTES There were no personnel salary increases for FY 2011. Vehicle allowance totaling $6,000 was removed from the FY 2011 personnel budget and replaced with mileage reimbursement of $500. Budget was reduced by $4,800 for Education, Training, Travel, and Memberships as recommended by the Citizen Budget Committee. Insurance budgets were moved from individual cost centers to the nondepartmental cost center in the General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Percentage of cases charged after review 61% 61% 61% 61% Percentage of DUI cases resolved within six months of filing 72% 63% 66% 70% Number of Criminal Cases Tracked 7,014 6,821 6,400 6,400 Number of Domestic Violence Offenders Referred to Counseling Programs 691 814 900 850 Volunteer hours served 149 132 290 300 PERFORMANCE/ACTIVITY MEASURES - 91 - Table of Contents Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 1,649,612 1,582,887 1,600,330 1,576,006 1,608,690 $ 1,649,612 $ 1,582,887 $ 1,600,330 $ 1,576,006 $ 1,608,690 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,562,703 86,909 - 1,503,607 79,280 - 1,523,100 77,230 - 1,480,330 95,676 - 1,540,560 68,130 - $ 1,649,612 $ 1,582,887 $ 1,600,330 $ 1,576,006 $ 1,608,690 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 10,391 1,649,612 Net Operating Result Projected FY 2010 8,364 1,582,887 7,300 1,600,330 4,500 1,576,006 4,500 1,608,690 $ (1,639,221) $ (1,574,523) $ (1,593,030) $ (1,571,506) $ (1,604,190) COST PER CASE $300.00 $225.00 $150.00 $75.00 $0.00 FY 2008 FY 2009 FY 2010 - 92 - FY 2011 Table of Contents Municipal Court ♦ PURPOSE STATEMENT The purpose of the Gilbert Municipal Court is to provide a just resolution to cases filed in the Court by local law enforcement agencies and local citizens in a timely fashion as mandated under the Arizona and United States Constitution, the laws of the State of Arizona and the local ordinances. ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ Office supplies and paper consumption/expenses were reduced by more than 25%. This was accomplished through our process improvements, controlling inventory and our switching to a less expensive criminal case folder Secured $21,788.00 in grant funding necessary to change a part time office assistant position to a full time position. This resulted in our ability to pull the daily case docket without the assistance of clerks, timely data entry and progress in the destruction of records Aggressively promoted process improvements and the Continuous Quality Improvement process (CQI). In fiscal year 2010 the court submitted nine (9) process improvements that saved time and materials ♦ ♦ BUDGET NOTES There were no personnel salary increases for FY 2011. Vehicle allowance totaling $6,000 was removed from the FY 2011 personnel budget and replaced with mileage reimbursement of $500. Budget was reduced by $30,000 for credit card processing fee recovery as recommended by the Citizen Budget Committee. In addition, a reduction of hours for the Spanish Interpreter reduced the budget by $3,840. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. OBJECTIVES FY 2011 ♦ Further reduce the consumption of office supplies by an additional 10% minimum, by transitioning to electronic methods for reporting data Utilizing grant funding, upgrade our case management system and enhance our ability to complete our daily business processes using electronic methods Enhance and centralize statistical reporting from every division of the court in order to identify trends, track performance and forecast the resources necessary to operate the court Maintain average customer wait time of 10 minutes Work to dispose 85% of DUI cases within 120 days and 93% of DUI cases within 180 days, pursuant to Supreme Court Administrative Order 2007-94 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 FY 2011 Actual FY 2008 37,821 Actual FY 2009 36,890 Projected FY 2010 40,000 Anticipated FY 2011 44,000 % of DUI Cases Over 180 Days N/A 15.9% 15.5% 15.0% # of Jury Trials 55 50 55 60 # of Civil Traffic Hearings 449 568 620 680 10 minutes 10 minutes 10 minutes 10 minutes 10 5 5 5 N/A 2,859 3,200 3,500 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) - 93 - Table of Contents Municipal Court Actual FY 2008 Actual FY 2009 Budget FY 2010 Municipal Court 33.25 31.25 30.92 31.42 31.42 Total Personnel 33.25 31.25 30.92 31.42 31.42 Actual FY 2008 Actual FY 2009 Budget FY 2010 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 2010 Budget FY 2011 Budget FY 2011 2,849,830 2,859,388 2,896,670 2,829,872 2,867,570 $ 2,849,830 $ 2,859,388 $ 2,896,670 $ 2,829,872 $ 2,867,570 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,309,016 540,813 - 2,284,052 575,336 - 2,299,170 597,500 - 2,286,960 542,912 - 2,312,930 554,640 - $ 2,849,830 $ 2,859,388 $ 2,896,670 $ 2,829,872 $ 2,867,570 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 301,778 2,849,830 Net Operating Result Projected FY 2010 245,421 2,859,388 210,500 2,896,670 203,150 2,829,872 91,500 2,867,570 $ (2,548,052) $ (2,613,967) $ (2,686,170) $ (2,626,722) $ (2,776,070) COST PER CASE $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2008 FY 2009 FY 2010 - 94 - FY 2011 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 Administrative and Customer Service, Permitting and Plan Review Services, Inspection and Compliance Services, Planning and Development, and Business Development. Business Development focuses on recruiting new business to Gilbert. Administrative and Customer Service answers customer questions and processes permit applications. Planning and Development sets the development guidelines through the General Plan and Town Ordinances. Permitting and Plan Review ensures the guidelines are enforced in the drawing of plans. 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 2011 ♦ 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 & Development Business Development Inspection & Compliance Redevelopment Building Fire Permitting & Plan Review Building Admin & Customer Service Engineering Fire Planning Engineering Code Planning Backflow - 95 - Table of Contents Development Services PERSONNEL BY DIVISION Actual FY 2008 Actual FY 2009 Budget FY 2010 9.50 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 8.00 18.50 27.50 10.00 5.00 8.00 18.50 25.25 10.00 5.00 97.63 69.00 69.00 69.00 66.75 Actual FY 2008 Actual FY 2009 Budget FY 2010 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 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 794,243 3,301,159 3,984,086 1,896,403 2,714,756 678,642 2,371,113 2,933,836 1,595,797 2,548,495 673,800 1,947,510 2,364,420 1,163,470 1,810,760 671,440 2,025,020 2,390,233 1,125,775 1,793,856 653,520 1,885,590 2,135,220 1,154,310 563,950 $ 12,690,647 $ 10,127,883 $ 7,959,960 $ 8,006,324 $ 6,392,590 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 8,736,799 3,953,848 - 7,226,716 2,900,102 1,065 - 5,927,600 2,032,360 - 5,985,520 2,020,804 - 5,676,760 715,830 - $ 12,690,647 $ 10,127,883 $ 7,959,960 $ 8,006,324 $ 6,392,590 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 7,426,571 12,690,647 3,774,846 10,127,883 3,759,540 7,959,960 3,589,600 8,006,324 2,892,300 6,392,590 $ (5,264,076) $ (6,353,037) $ (4,200,420) $ (4,416,724) $ (3,500,290) Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Number of single family permits issued 1,530 1,034 1,427 950 Acres of land approved for development through re-zoning 1,576 1,250 309 375 689 89 58 40 PERFORMANCE/ACTIVITY MEASURES Acres annexed - 96 - Table of Contents Administration and Customer Service PURPOSE STATEMENT OBJECTIVES FY 2011 The mission of the Administrative and Customer Service division of Development Services is to assist our customers through the development services process in a capable, concise and courteous manner ensuring customer satisfaction as the final goal. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ Simplify related licensing and permit processes through Unified Permitting Increase level of customer service through training and procedure to ensure that customers have a positive interaction with Gilbert Establish an electronic submittal process for engineering construction and as-built plans BUDGET NOTES Transitioned multiple licensing and permitting processes from paper to electronic processing Modified division web pages to be more customer friendly and informative Updated permit and license applications and related procedures to more fully meet the customer’s needs Participated in department-wide improvements to the certificate of occupancy permitting/inspection process for small business owners There were no personnel salary increases for FY 2011. Vehicle allowance totaling $12,000 was removed for the FY 2011 personnel budget and replaced with mileage reimbursement of $3,500. Budget was reduced by $8,470 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. A portion of business registration revenues were moved from Wastewater to the General Fund based on the workflow of registrations. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 10,099 5,301 7,000 6,500 Number of business registrations issued 979 1,152 1,200 1,350 Number of liquor licenses issued 25 56 60 70 Number of special events permits issued 42 51 45 40 PERFORMANCE/ACTIVITY MEASURES Number of permits issued - 97 - Table of Contents Administration and Customer Service . PERSONNEL BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 Admin and Customer Svc 9.50 8.00 8.00 8.00 8.00 9.50 8.00 8.00 8.00 8.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Total Personnel EXPENSES BY ACTIVITY Admin and Customer Svc Total Expenses 794,243 $ 794,243 678,642 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 720,541 73,702 - Total Expenses $ 794,243 Total Revenues Total Expenses $ 269,733 794,243 Net Operating Result $ 673,800 (524,510) $ 678,642 $ Actual FY 2009 673,800 (438,969) $ $ 671,440 234,000 673,800 $120.00 $90.00 $60.00 $30.00 $0.00 FY 2010 - 98 - $ (452,440) $ $150.00 FY 2009 615,130 38,390 - 219,000 671,440 (439,800) $ FY 2011 653,520 Budget FY 2011 Projected FY 2010 COST PER PERMIT FY 2008 $ 620,590 50,850 - Budget FY 2010 239,673 678,642 671,440 653,520 Projected FY 2010 626,390 47,410 $ Budget FY 2011 671,440 Budget FY 2010 608,092 70,550 - Actual FY 2008 OPERATING RESULTS $ Budget FY 2011 Projected FY 2010 673,800 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY 678,642 Projected FY 2010 653,520 Budget FY 2011 360,750 653,520 (292,770) Table of Contents Permitting and Plan Review Services PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Processed 333 commercial permits valuing $95,944,914, of which 23 were large commercial projects Processed 695 sign permits Processed 1,427 single family permits of which 11 were custom homes Processed 146 standard homes Town-wide signal timing optimization plan and implementation on schedule for completion (9-30-2010) Completed an in-depth review of the applications used by small businesses the most. Reviewed for clarity, ease of use and intent. Resulted in changes in wording, format, addition of information and web links – applications were made easier to complete and provide a better understanding of the process involved in an effort to reduce office review questions and field inspection issues ♦ Continue to respond to customer survey comments and other input as to suggested improvements to our processes and procedures Adhere to the published plan review goal times Investigate electronic plan review possibilities and implement if viable/sustainable Continue efforts with rest of Development Services to simplify and streamline the certificate of occupancy permitting and inspection process for small business owners BUDGET NOTES There were no personnel salary increases for FY 2011. Budget was reduced by $4,230 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. Budget was reduced by $15,000 for Pool Fence Incentives as part of the Employee Budget Savings Recommendations. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 9,874 6,272 6,034 6,100 Number of P.E.R.T. (Partners Experiencing Results Together) projects submitted for review 12 7 6 6 Percentage of P.E.R.T. reviews that met the agreed upon schedule 100% 100% 100% 100% N/A N/A 16.67 18.50 N/A N/A 14.86 15.00 PERFORMANCE/ACTIVITY MEASURES Total permit applications processed Average # of working days to complete 1st review of large commercial projects – goal is 20 working days Average # of working days to complete 1st review of custom and standard homes – goal is 15 working days - 99 - Table of Contents Permit and Plan Review Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning Total Expenses Budget FY 2010 Projected FY 2010 Budget FY 2011 6.40 1.60 12.60 4.40 4.40 1.60 9.60 2.90 4.40 1.60 9.60 2.90 4.40 1.60 9.60 2.90 4.40 1.60 9.60 2.90 25.00 18.50 18.50 18.50 18.50 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 685,016 152,489 1,196,320 337,288 450,500 151,700 1,084,040 261,270 412,850 151,440 1,195,850 264,880 425,910 151,360 1,049,140 259,180 $ 3,301,159 $ 2,371,113 $ 1,947,510 $ 2,025,020 $ 1,885,590 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,514,891 786,268 - 2,105,056 266,057 - 1,756,270 191,240 - 1,748,390 276,630 - 1,722,430 163,160 - $ 3,301,159 $ 2,371,113 $ 1,947,510 $ 2,025,020 $ 1,885,590 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 1,402,514 199,348 1,335,316 363,981 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 6,097,982 3,301,159 $ 2,796,823 2,852,093 2,371,113 $ 480,980 2,783,270 1,947,510 $ 835,760 2,686,220 2,025,020 $ 661,200 COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2008 FY 2009 - 100 - FY 2010 FY 2011 2,095,600 1,885,590 $ 210,010 Table of Contents Inspection and Compliance Services PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspections performed by all work groups were completed within established timelines Processed and reviewed 100% of business registration requests within established guidelines Responded to 99% of all complaints within 2 days of receipt Worked with Permitting and Plan Review Division to streamline engineering permits for commercial projects by incorporating multiple permits into one single permit Partnered with SRP to provide construction power at residential building sites eliminating the need for use of gas powered equipment thus helping to reduce noise and air pollution Complete all requested inspections within established guidelines Respond to 98% 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 BUDGET NOTES There were no personnel salary increases for FY 2011. Vehicle allowance totaling $3,000 was removed for the FY 2011 personnel budget and replaced with mileage reimbursement of $2,000. Budget was reduced by $600 for Education and Training as recommended by the Citizen Budget Committee. Insurance budgets were moved from individual cost centers to the nondepartmental cost center in the General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two working days 99% 99% 99% 98% % of fire inspections requests completed within 48 hours 100% 100% 100% 100% % of business registration reviews completed within established guidelines 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES - 101 - Table of Contents Inspection and Compliance Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Code Backflow Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning Code Backflow Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 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 8.65 1.30 6.65 0.80 7.85 2.25 8.65 1.30 6.65 0.80 7.85 0.00 38.63 27.50 27.50 27.50 25.25 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 1,873,244 346,721 851,053 113,664 593,802 205,602 1,232,439 159,770 617,162 102,132 618,981 203,352 842,710 107,560 568,150 60,930 575,530 209,540 865,507 106,831 564,074 63,199 570,186 220,436 820,370 106,760 564,180 60,410 583,500 - $ 3,984,086 $ 2,933,836 $ 2,364,420 $ 2,390,233 $ 2,135,220 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 3,513,354 470,732 - 2,722,406 210,365 1,065 - 2,175,540 188,880 - 2,242,700 147,533 - 1,979,890 155,330 - $ 3,984,086 $ 2,933,836 $ 2,364,420 $ 2,390,233 $ 2,135,220 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 312,296 3,984,086 Net Operating Result Projected FY 2010 251,669 2,933,836 265,510 2,364,420 268,770 2,390,233 47,950 2,135,220 $ (3,671,790) $ (2,682,167) $ (2,098,910) $ (2,121,463) $ (2,087,270) COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2008 FY 2009 - 102 - FY 2010 FY 2011 Table of Contents Planning and Development PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Draft General Plan for 2011 Update completed and distributed for required 60day review Completion and adoption of the Heritage District Design Guidelines Streamlined Banner/MD Anderson Cancer Center approvals Completed Volkswagen approval per PERT (Partners Experiencing Results Together) schedule Completed LDS Temple rezoning and Design Review Board approvals EchoStar PERT schedule met Received Continuous Quality Improvement (CQI) Award for Group Home process Converted Masterlog database to GIS layer Three (3) Employee of the Year recipients Paperless Pre-Application process piloted Land Development Code Text Amendments for: Sexually Oriented Businesses, Administrative Use Permit process, Temporary Signage, Administrative Signage, Vehicle Rentals, DRB/Redevelopment Duties and Places of Worship Mixed Use Design Guideline project in cooperation with ASU students Completed fiscal year within allocated budget Customer Satisfaction Survey Results high ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Approval of updated General Plan by Town Council Land Development Code (LDC) Text Amendments for Manufacturing and Assembly definitions, Chapter 1 revisions, Administrative Use Permit for Parking in the Heritage District, Property Maintenance Ordinance, Graphics for LDC Mixed Use Design Guidelines Assume responsibility for Staffing Redevelopment Commission Complete fiscal year within allocated budget Continue to receive high Customer Satisfaction Survey Results Provide superior planning services for external and internal customers Continue to utilize and improve on usage of GIS technology Update Web page continually Continue to provide Staff training to identify and implement best practices BUDGET NOTES There were no personnel salary increases for FY 2011. Vehicle allowance totaling $6,000 was removed for the FY 2011 personnel budget and replaced with mileage reimbursement of $3,000. Budget was reduced by $4,700 for Education, Training and Memberships as recommended by the Citizen Budget Committee. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 # of cases received (applications, administrative applications, pre-applications, misc.) 628 396 400 410 % of items continued due to ad errors 2% 1% 1% 1% 100% 100% 100% 100% 100% 100% 100% 100% 95% 95% 98% 98% 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 - 103 - Table of Contents Planning and Development PERSONNEL BY ACTIVITY Planning and Development Total Personnel EXPENSES BY ACTIVITY Planning and Development Total Expenses Budget FY 2010 Projected FY 2010 Budget FY 2011 19.50 10.00 10.00 10.00 10.00 19.50 10.00 10.00 10.00 10.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,595,797 1,163,470 1,125,775 1,154,310 $ 1,896,403 $ 1,595,797 $ 1,163,470 $ 1,125,775 $ 1,154,310 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,583,245 313,158 - 1,365,039 230,758 - 944,290 219,180 - 950,830 174,945 - 939,760 214,550 - $ 1,896,403 $ 1,595,797 $ 1,163,470 $ 1,125,775 $ 1,154,310 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 1,896,403 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 746,460 1,896,403 431,395 1,595,797 476,760 1,163,470 $ (1,149,943) $ (1,164,402) $ 409,580 1,125,775 (686,710) $ (716,195) $ COST PER CASE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2008 FY 2009 - 104 - FY 2010 FY 2011 388,000 1,154,310 (766,310) Table of Contents Business Development PURPOSE STATEMENT OBJECTIVES FY 2011 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 and open to business. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented S.T.E.M. (Science, Technology, Engineering, and Math) branding campaign Completed and disseminated the 2010 Gilbert Community Profile Produced and disseminated 12 Circle of Influence marketing placements in FY 2010 Media placements in Square Foot Magazine, AZ Business Magazine, Western Real Estate Business and BizAZ Cultivated a pipeline of activity that exceeded $600,000,000 in capital investment Realized 15 locates/staff assisted projects Created 500 new jobs Realized $123,000,000 in capital investment Implemented Economic Development 2.0,a new economic development model thereby replacing the Gilbert Economic Development Advisory Board (GEDAB) Fulfilled the FY 2010 Business Development Action Plan 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) ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Fulfill the same level of Business Development goals as FY 2010 Create 200 new jobs in the community Generate $105,000,000 in capital investment Locate 10 new companies to Gilbert Conduct 35 business retention and expansion appointments Assist six projects through the Partner Experiencing Results Together (P.E.R.T.) program/process Host community tours with developers, real estate brokers and community partners (i.e., ADOC, GPEC, Phoenix-Mesa Gateway, etc) Through Gilbert’s communication objectives generate an increased awareness of Gilbert as a business location and its abilities to meet site selector and end user goals Market and promote Gilbert’s competitive advantages such that each touch point will educate, inform and demonstrate a viable commercial investment Disseminate 12 Circle of Influence e-mail placements Host the Mayor’s 2010 Economic Summit Conduct 3 industry sector roundtables in Q2, Q3, Q4 of FY 2011 If appropriate convene strike team to resolve issues that derive from roundtable discussions Provide quarterly reporting to Council Capitalize on the Gilbert Industrial Development Authority vehicle BUDGET NOTES There were no personnel salary increases for FY 2011. Budget was reduced by $22,020 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. Actual FY 2008 1:3.18 1,239 $46,230 $124,579,750 6 Actual FY 2009 1:3.18 812 $47,616 $105,300,000 11 Projected FY 2010 1:2.99 502 $48,102 $123,000,000 15 Anticipated FY 2011 1:2.99 200 $48,102 $105,000,000 10 6 6 9 6 21 35 35 35 - 105 - Table of Contents Business Development PERSONNEL BY ACTIVITY Business Development Admini Business Development Redevelopment Total Personnel EXPENSES BY ACTIVITY Business Development Admini Redevelopment Shop Gilbert Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 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 2008 Actual FY 2009 Budget FY 2010 2,548,495 - 1,810,760 - 1,783,856 10,000 $ 2,714,756 $ 2,548,495 $ 1,810,760 $ 1,793,856 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 404,768 2,309,988 - 426,123 2,122,372 - 425,110 1,385,650 - 423,010 1,370,846 - $ 2,714,756 $ 2,548,495 $ 1,810,760 $ 1,793,856 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 16 2,548,495 1,810,760 Budget FY 2011 Projected FY 2010 2,714,756 - 101 2,714,756 Net Operating Result Projected FY 2010 Budget FY 2011 553,950 10,000 $ Budget FY 2011 419,550 144,400 $ 6,030 1,793,856 $ (2,714,655) $ (2,548,479) $ (1,810,760) $ (1,787,826) $ RETAIL SALES TAX PER CAPITA $125.00 $100.00 $75.00 $50.00 $25.00 $0.00 FY 2008 FY 2009 - 106 - FY 2010 FY 2011 563,950 563,950 Budget FY 2011 563,950 (563,950) Table of Contents Police Department _________________________________ Police Department Summary Professional Standards Patrol Services Support Services Counseling Services Investigations Tactical Operations Contracted Services 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 2011 ♦ Maintain 1.1 officer per 1,000 population ratio and support staff ratios as approved by Council ♦ Maintain the following average response times (dispatch to arrival) • Emergency 5 minutes 30 seconds • Urgent 6 minutes 30 seconds • High 15 minutes • Low 45 minutes • Report Only 60 minutes ♦ Attain a 90% success rate on meeting response time goals ♦ Maintain current rating as safest community with a population of more than 100,000 based on UCR data comparisons of offenses per thousand residents ♦ Based on the annual citizen survey: • Maintain rating of 90% or greater on overall satisfaction with police services • Maintain rating of 90% or greater on citizens feeling safe from violent crime • Maintain rating of 90% or greater on citizens feeling safe from property crime ORGANIZATIONAL CHART POLICE DEPARTMENT Professional Standards Counseling Services Internal Affairs Tactical Operations Hiring/Accreditation Support Services Records Communication Property Alarm Management Training Coordination Planning and Research Crime Prevention Contracted Services Investigations Patrol Services General Investigations Patrol Special Investigations Canine Persons Crimes - CSCU Traffic Property Crimes Special Assignment Unit Intel and Analysis Unit Court Support Person Crimes - VCU School Programs - 107 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Administration Professional Standards Patrol Services Support Services Counseling Services Investigations Total Sworn Total Civilian 5.50 10.00 206.00 78.00 9.50 41.00 226.00 124.00 5.50 8.00 206.00 72.00 9.50 41.00 226.00 116.00 5.50 8.00 206.00 72.00 9.50 41.00 226.00 116.00 5.50 8.00 206.00 72.00 9.50 41.00 226.00 116.00 4.50 8.00 204.00 73.00 9.50 43.00 226.00 116.00 350.00 342.00 342.00 342.00 342.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 962,006 955,748 21,592,203 5,124,966 773,228 4,225,424 132,087 2,000,237 871,543 806,083 21,874,987 5,010,090 769,586 4,793,855 169,407 2,167,262 902,300 825,960 22,503,930 5,653,380 754,550 4,737,260 152,930 2,233,120 830,400 785,805 21,755,734 5,546,059 747,152 4,786,700 133,180 2,483,117 821,790 800,370 21,605,280 5,149,620 741,090 4,874,870 144,070 2,539,780 $ 35,765,900 $ 36,462,813 $ 37,763,430 $ 37,068,147 $ 36,676,870 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 28,961,707 6,234,373 569,820 - 30,079,738 6,304,511 78,564 - 30,552,330 6,952,050 259,050 - 30,016,350 6,985,639 66,158 - 30,487,080 6,189,790 - $ 35,765,900 $ 36,462,813 $ 37,763,430 $ 37,068,147 $ 36,676,870 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 3,714,187 35,765,900 3,883,316 36,462,813 4,054,000 37,763,430 3,943,010 37,068,147 3,957,050 36,676,870 Total Personnel EXPENSES BY DIVISION Administration Professional Standards Patrol Services Support Services Counseling Services Investigations Tactical Operations Contracted Services Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(32,051,712) $(32,579,497) $(33,709,430) $(33,125,137) $(32,719,820) 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 2008 1.10 Actual FY 2009 1.04 Projected FY 2010 1.03 Anticipated FY 2011 1.00 92.81% 91.30% 91.50% 92.00% 96.3% 96.3% 97.0% 96.5% 94.3% 94.3% 95.0% 95.5% 25.42 23.34 26.10 25.28 - 108 - Table of Contents Professional Standards PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ Maintain all allotted officer and civilian positions approved by Council by June 30th 2011 Complete 65% of total internal investigations within 30 days Complete and route 95% of total internal investigations within 60 days BUDGET NOTES Quarterly Risk Management Program monitored measurements of accountability and statistics for the entire Police Department Property and Evidence Audits were carried out to examine and verify accounts and records Ensured that Property and Evidence audit satisfied the continuity of the custody of property and evidence. Auditing on an ongoing basis enhanced the safekeeping of property and evidence Quarterly examination and verification of accounts and records of all monies, drugs, and firearms were conducted to verify their correctness. Quarterly audits for 2010 were conducted with 100% compliance Monthly claims audit was performed to ensure that collisions, property damage, property losses and police actions which give rise to a claim have been properly reported and documented There were no personnel salary increases for FY 2011. Budget was reduced by $8,940 for Education, Training, Travel, and Memberships as recommended by the Citizen Budget Committee and an Employee Recommendation. Insurance budgets were moved from individual cost centers to the non-departmental cost center in General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 % of total investigations completed within 30 days 47.5% 56.0% 65.0% 70.0% % of total investigations completed and routed within 60 days (including those completed within 30 days) 91.8% 74.0% 95.0% 95.0% 25 16 20 10 100% 100% 100% 100% PERFORMANCE/ACTIVITY MEASURES Actual number of officers and civilians hired including over-hires % of authorized positions filled - 109 - Table of Contents Professional Standards PERSONNEL BY ACTIVITY 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 2010 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 4.00 4.00 4.00 4.00 10.00 8.00 8.00 8.00 8.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 955,748 494,252 311,831 $ 806,083 810,653 116,725 28,370 $ 955,748 Total Revenues Total Expenses $ 825,960 (955,748) $ $ (806,083) $ 785,805 $ 785,805 825,960 $1,800.00 $1,200.00 $600.00 $0.00 - 110 - $ (785,805) $ $2,400.00 FY 2010 737,640 62,730 - 785,805 (825,960) $ FY 2011 800,370 Budget FY 2011 Projected FY 2010 $3,000.00 FY 2009 $ 717,950 67,855 - COST PER POLICE FTE FY 2008 486,190 314,180 Projected FY 2010 Budget FY 2010 806,083 Budget FY 2011 484,550 301,255 740,880 85,080 - Actual FY 2009 955,748 $ 825,960 Budget FY 2011 Projected FY 2010 Budget FY 2010 806,083 Actual FY 2008 OPERATING RESULTS $ 727,328 78,755 $ Projected FY 2010 498,390 327,570 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2009 517,362 438,386 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 800,370 Budget FY 2011 800,370 (800,370) Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Officer initiated calls for service increased by more than 29% compared to the previous year Felony arrests increased 2% over the previous year Emergency response time goals were met. Gilbert maintained its rating as the safest city of cities with population more than 100,000 Maintained a satisfaction rating above 90% per the Head of Household survey Maintain rating of 90% or greater on citizens feeling safe from violent crime based on annual citizen survey ♦ ♦ Maintain staffing of 6 patrol beats in Central and 5 beats in San Tan Division with one CSO in each patrol team Maintain specified time allocation standards for Patrol officers Maintain staffing of SRO in all High Schools and Junior High Schools located within Gilbert Maintain or reduce collision rates based on collisions per thousand residents Maintain or reduce alcohol related collision rates based on alcohol collisions per thousand residents Maintain or increase the number of DUI arrests Maintain or increase the number of traffic contacts made by officers BUDGET NOTES Based on minimal growth and budget constraints, no additional officers are included in the FY 2011 General Fund budget. There were no personnel salary increases for FY 2011. The budget was reduced by $7,460 for Education, Training, Travel, and Memberships as recommended by the Citizen Budget Committee. Insurance budgets were moved from individual cost centers to the non-departmental cost center in General Fund. Actual FY 2008 25.42 Actual FY 2009 23.34 Projected FY 2010 26.00 Anticipated FY 2011 25.28 Number of felony arrests 2,284 2,650 2,365 2,433 Number of Misdemeanor Arrests 8,244 9,837 9,009 9,030 Number of DUI Arrests Alcohol Related Collisions / Thousand Residents Traffic Contacts 1,929 2,219 2,213 2,500 .58 .56 .48 .48 45,303 55,490 56,170 57,500 1.23 1.08 0.99 0.99 Dispatched Calls for Service 68,604 65,541 61,411 63,500 Officer initiated Calls for Service 90,383 115,964 121,788 109,378 Emergency Response Time 4 min 33 sec 4 min 32 sec 4 min 27 sec 4 min 30 sec Non-Emergency Response Time 21 min 06 sec 22 min 44 sec 17 min 53 sec 21 min 00 sec PERFORMANCE/ACTIVITY MEASURES Crimes committed per 1,000 population Collisions Per Thousand Resident - 111 - Table of Contents Patrol Services PERSONNEL BY ACTIVITY Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support School Programs Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support School Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 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 21.00 159.00 3.00 18.00 7.00 5.00 12.00 183.00 21.00 206.00 206.00 206.00 206.00 204.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 16,769,415 369,700 2,047,591 787,361 407,960 1,210,176 16,830,041 396,618 2,080,887 922,735 370,336 1,274,370 17,387,110 410,230 2,151,610 881,250 391,830 1,281,900 16,796,453 396,680 2,046,905 871,162 363,640 1,280,894 16,559,580 405,900 2,156,740 835,870 373,630 1,273,560 $ 21,592,203 $ 21,874,987 $ 22,503,930 $ 21,755,734 $ 21,605,280 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 18,827,388 2,483,553 281,262 - 19,424,694 2,371,729 78,564 - 19,566,050 2,678,830 259,050 - 19,430,770 2,323,764 1,200 - 19,338,850 2,266,430 - $ 21,592,203 $ 21,874,987 $ 22,503,930 $ 21,755,734 $ 21,605,280 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,707,397 21,592,203 2,344,219 21,874,987 2,594,450 22,503,930 2,136,410 21,755,734 2,150,830 21,605,280 $(18,884,805) $(19,530,768) $(19,909,480) $(19,619,324) $(19,454,450) PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2008 FY 2009 FY 2010 - 112 - FY 2011 Table of Contents Police Support Services ♦ ♦ PURPOSE STATEMENT 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. ♦ OBJECTIVES FY 2011 ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Communications handled 242,406 calls, including 54,950 9-1-1 calls 100% of telecommunicator positions staffed New Positron Viper phone system designed to handle the increased call volume was installed with the coordination of Maricopa Region 9-1-1 and was purchased using State funding received through the 9-1-1 tax New Voice Print International audio logger that records radio and phones in the Communications center was installed that Information received/processed by Records in 2009 – requests for records information 26,392; departmental incident and accident reports 22,628; reports imaged 4,241; citations 21,303 Upon final approval of an accident report, submit edited reports to Docview (internet based website allowing the purchase of our traffic reports), making them available for purchase within a 24 hour time period Expedite the editing process of victim’s and other protected information PII (personal identifying information), from records that have a cleared case status within 24 hour time period Crime Prevention provided access and outreach to Seniors in Gilbert by volunteering through lunch services at the Senior center at least once a month PERFORMANCE/ACTIVITY MEASURES Time between emergency call received to dispatching an officer Time to process requests for reports in Records % 911 calls answered within 10 seconds % Non Emergency calls answered within 30 seconds Public contacts by Crime Prevention Unit Provided tours for more than 600 citizens Began new Child ID program and completed over 100 child ID kits Provided Christmas Police Toy drive to more than 60 needy Gilbert families ♦ ♦ ♦ ♦ ♦ Fill a Civilian Support Services Manager position Fill all vacant Communications 9-1-1 operator positions by 10/31/10 and train all new hires by 05/31/11 Dispatch all emergency and urgent calls for service within 90 seconds of the time the call is received to the time the call is dispatched Maintain a 90% or greater success rate in answering 9-1-1 lines within 10 seconds Maintain a 90% or greater success rate in answering non emergency phone lines within 30 seconds Maintain staffing levels to operate sufficient patrol primary channels, an emergency channel and an information channel at all times Crime Prevention to conduct CPTED (Crime Prevention Through Environmental Design) reviews on all applicable building permits, multi-housing developments and residential community projects Implement new ways to involve the community in prevention through the implementation of new distribution methods BUDGET NOTES Due to budget constraints, no merit or market adjustments were given in FY 2011. One sworn Commander position in Administration was reclassified to a civilian Support Services Manager. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 41 seconds 34 seconds 34 seconds 30 seconds 48 hours 48 hours 48 hours 48 hours N/A 89.0% 83.0% 90.0% N/A 99.6% 99.6% 99.6% 8,897,109 4,122,674 4,328,808 4,545,248 - 113 - Table of Contents Police Support Services PERSONNEL BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 0.00 16.00 44.00 7.00 1.00 4.00 2.00 4.00 0.00 16.00 38.00 7.00 1.00 4.00 2.00 4.00 0.00 16.00 38.00 7.00 1.00 4.00 2.00 4.00 0.00 16.00 38.00 7.00 1.00 4.00 2.00 4.00 2.00 16.00 38.00 7.00 1.00 3.00 2.00 4.00 78.00 72.00 72.00 72.00 73.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Administration Records Communication Property Alarm Management Training Coordination Planning and Research Crime Prevention Total Personnel EXPENSES BY ACTIVITY Administration Records Communication Property Alarm Management Training Coordination Planning and Research Crime Prevention Total Expenses EXPENSES BY CATEGORY OPERATING RESULTS Budget FY 2011 920,156 2,671,595 543,403 70,965 319,954 157,886 326,131 976,800 3,212,480 576,890 69,440 327,400 159,110 331,260 913,652 3,361,570 551,140 72,030 240,295 157,610 249,762 159,620 955,070 2,760,730 551,580 68,700 193,440 158,970 301,510 $ 5,124,966 $ 5,010,090 $ 5,653,380 $ 5,546,059 $ 5,149,620 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 4,364,653 760,314 - 4,185,220 824,870 - 4,564,760 1,088,620 - 4,250,850 1,230,361 64,848 - 4,604,200 545,420 - $ 5,124,966 $ 5,010,090 $ 5,653,380 $ 5,546,059 $ 5,149,620 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Total Revenues Total Expenses (314,577) 5,124,966 Net Operating Result Projected FY 2010 Budget FY 2011 935,646 2,745,871 565,700 71,026 329,572 157,885 319,267 Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Projected FY 2010 211,488 5,010,090 179,420 5,653,380 170,150 5,546,059 170,000 5,149,620 $ (5,439,543) $ (4,798,602) $ (5,473,960) $ (5,375,909) $ (4,979,620) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2008 FY 2009 - 114 - FY 2010 FY 2011 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2011 Gilbert Youth and Adult Resources provides a comprehensive counseling program to Gilbert residents referred by the Gilbert Police Department, Gilbert Municipal Court, or Gilbert Fire Department in order to improve quality of life, assist victims of crime, and reduce offender recidivism. Services provided include crisis intervention, victim assistance, domestic violence counseling, substance abuse assessment and referral, and youth and adult diversion programming. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ Over 4,800 clients were provided with services 89 crisis calls were handled by staff Over 1,400 victims were offered services Provided 16 community youth diversion classes, 15 adolescent life fundamentals classes, and 12 adolescent drug and alcohol classes ♦ ♦ Provide a minimum of 24,000 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 4,900 citizens Offer services to a minimum of 1,450 victims Respond to all crisis calls within 30 minutes of request by Police and Fire Maintain a recidivism rate of less than 5% on domestic violence offenses Maintain a recidivism rate of less than 10% on juvenile status offenses (alcohol, tobacco and curfew) for juvenile offenders who complete the Gilbert diversion program Maintain or reduce the number of juvenile criminal offenses per thousand residents. Conduct all court ordered counseling services within 30 days of court appearance/order BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. In addition, Counseling’s budget was reduced by $1,750 for Education and Travel as recommended by the Citizen Budget Committee and $500 in Office Supplies as a result of an Employee Recommendation. PERFORMANCE/ACTIVITY MEASURES Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Counseling Units of Service – Individual and Group 24,252 23,858 24,799 24,000 Cost per counseling unit $31.88 $32.26 $30.13 $30.88 Victims Offered Services 1,512 1,492 1,460 1,450 Number of crisis calls handled 105 95 89 90 Average callout response time 23.5 minutes 26.0 minutes 26.5 minutes 26.0 minutes % of youth violence referrals completing the program successfully 95% 95% 95% 95% Total Clients Served 5,135 5,194 4,826 4,900 - 115 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2008 Actual FY 2009 Budget FY 2010 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Actual FY 2008 Actual FY 2009 Budget FY 2010 773,228 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 708,403 64,825 $ 773,228 Total Revenues Total Expenses $ 317,130 773,228 Net Operating Result $ $ 754,550 (456,099) $ 769,586 $ 747,152 Actual FY 2009 754,550 (457,747) $ $ 747,152 317,130 754,550 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2010 - 116 - $ (430,022) $ $5.00 FY 2009 700,160 40,930 - 317,130 747,152 (437,420) $ FY 2011 741,090 Budget FY 2011 Projected FY 2010 COST PER CAPITA FY 2008 $ 698,970 48,182 - Budget FY 2010 311,839 769,586 741,090 Projected FY 2010 702,680 51,870 $ Budget FY 2011 747,152 Budget FY 2010 716,775 52,811 - Actual FY 2008 OPERATING RESULTS 769,586 Budget FY 2011 Projected FY 2010 754,550 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY Total Expenses 773,228 769,586 Projected FY 2010 741,090 Budget FY 2011 317,000 741,090 (424,090) 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. OBJECTIVES FY 2011 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ Exceeded the national average composite clearance rate of 16.8% for index property crimes for cities within the same population range ♦ Solved numerous armed robberies, aggravated assaults, sexual assaults, and homicide cases Worked jointly with other agencies and specialty units to apprehend violent offenders involved in shootings, stabbings and kidnap cases Staffed an Intelligence Detective at the multi-agency East Valley Gang and Criminal Information Fusion Center Proactively worked to investigate internet based crimes against children via the ICAC program Provided information and data to other units with the Police Department via Compstat to enhance proactive enforcement and crime prevention Exceeded the national average composite clearance rate of 42.5% for index violent crimes within the population range ♦ Maintain or exceed a clearance rate which is higher than the national average for crimes of violence Maintain or exceed a clearance rate which is higher than the national average for property crimes Maintain or exceed a clearance rates on crimes of violence compared to previous year Maintain or exceed a clearance rates on property offenses compared to previous year Verify address information on all registered sex offenders registered in Gilbert within time limits established by policy and law based on classification BUDGET NOTES There were no personnel salary increases for FY 2011. Two new units; Intel and Analysis and Persons Crimes VCU, were created for FY 2011. These cost centers pulled FTE and budgets from other cost centers in the Police Department. The budget was reduced a total of $21,080 for Education, Training, Travel, and Memberships as recommended by the Citizen Budget Committee. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Clearance rate – Violent Crimes 62.0% 68.0% 68.2% 69.0% Clearance rate – Property Crimes 21.00% 21.00% 21.06% 22.00% 1,549 1,193 1,030 1,015 Total number of arrests/complaints 460 270 279 300 Total number of cases inactivated 548 368 276 260 Percentage of cases inactivated 35% 31% 27% 25% Total number of search warrants 140 145 150 150 Total Special Investigations Team cases 145 149 150 155 PERFORMANCE/ACTIVITY MEASURES Total number of cases - 117 - Table of Contents Investigations PERSONNEL BY ACTIVITY General Investigations Special Investigations Persons Crimes - CSCU Property Crimes Intel and Analysis Unit Persons Crimes - VCU Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY General Investigations Special Investigations Persons Crimes - CSCU Property Crimes Intel and Analysis Unit Persons Crimes - VCU Total Expenses Budget FY 2010 Projected FY 2010 2.00 8.00 17.00 14.00 0.00 0.00 34.00 7.00 2.00 8.00 17.00 14.00 0.00 0.00 34.00 7.00 2.00 8.00 17.00 14.00 0.00 0.00 34.00 7.00 2.00 8.00 17.00 14.00 0.00 0.00 34.00 7.00 3.00 6.00 10.00 10.00 6.00 8.00 36.00 7.00 41.00 41.00 41.00 41.00 43.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 293,299 902,686 2,089,005 1,508,865 - 304,680 913,190 2,010,820 1,508,570 - 297,915 888,270 2,088,360 1,512,155 - 423,730 684,510 1,146,300 1,202,940 585,730 831,660 $ 4,225,424 $ 4,793,855 $ 4,737,260 $ 4,786,700 $ 4,874,870 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,590,126 493,098 142,201 - 4,340,522 453,333 - 4,282,260 455,000 - 4,323,180 463,520 - 4,494,070 380,800 - $ 4,225,424 $ 4,793,855 $ 4,737,260 $ 4,786,700 $ 4,874,870 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 296,965 788,827 1,773,270 1,366,362 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 374 4,225,424 118 4,793,855 4,737,260 4,786,700 4,874,870 $ (4,225,050) $ (4,793,737) $ (4,737,260) $ (4,786,700) $ (4,874,870) COST PER CASE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2008 FY 2009 - 118 - FY 2010 FY 2011 Table of Contents Tactical Operations PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ Using federal grant funds, an Andros Robot was purchased and received. The robot is used to gather video intelligence, deploy less lethal munitions and numerous other methods of increasing the safety of TOU team members Using federal grant funds, a large equipment truck was received and put into service. The truck houses nearly all equipment used by TOU and transports the equipment to the target site Using federal grant funds, several camera systems were purchased and received. They are used in tactical operations to assist in making decisions on accurate information 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 ♦ ♦ Provide one Unit Training Day per month for Entry Team, Precision Rifle Operators, TNT, and TEO’s 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 of camera systems on TOU barricaded suspect and/or hostage operations BUDGET NOTES The Personnel costs associated with Tactical Operations is strictly Callout Pay. No police officers are assigned strictly to this cost center. The budget was reduced by $9,600 for Education and Travel expenditures as recommended by the Citizen Budget Committee. In addition, Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 100% 100% 100% 100% Number of special operations members completing the course of instruction 27 27 30 30 Number of tactical operations 15 15 17 17 Training Hours 220 212 220 220 PERFORMANCE/ACTIVITY MEASURES % of special operations members trained in knowledge, skills and abilities - 119 - Table of Contents Tactical Operations PERSONNEL BY ACTIVITY Emergency Response Unit Total Personnel EXPENSES BY ACTIVITY Emergency Response Unit Total Expenses $ Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 132,087 169,407 $ 169,407 61,193 70,894 $ 132,087 Total Revenues Total Expenses 169,407 132,087 $ 152,930 152,930 (132,087) $ $ (169,407) $ 133,180 $ 133,180 152,930 $6,000.00 $3,000.00 $0.00 - 120 - $ (133,180) $ $9,000.00 FY 2010 54,910 89,160 - 133,180 (152,930) $ FY 2011 144,070 Budget FY 2011 Projected FY 2010 $12,000.00 FY 2009 $ 24,180 108,890 110 - COST PER ERU ACTIVATION FY 2008 144,070 Projected FY 2010 Budget FY 2010 169,407 Budget FY 2011 133,180 54,730 98,200 $ Budget FY 2011 Projected FY 2010 Budget FY 2010 Actual FY 2009 Actual FY 2008 OPERATING RESULTS $ 51,150 118,257 $ Projected FY 2010 152,930 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2009 132,087 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 144,070 Budget FY 2011 144,070 (144,070) Table of Contents Contracted Services PURPOSE STATEMENT OBJECTIVES FY 2011 Gilbert has two separate intergovernmental agreements with Maricopa County for Animal Control and Incarceration. Animal Control promotes and protects health, safety and welfare of pets and people. Incarceration is provided as a punishment for crimes committed and a deterrent to future crime. ♦ BUDGET NOTES Incarceration booking fees are decreasing from $192.26 per inmate to $188.48 per inmate for FY 2011. The housing rate is increasing from $71.66 per day to $73.54 per day. The contract for Animal Control increased 5% over FY 2010 budget. Gilbert is continuing to pursue an IGA with Maricopa County for incarceration services. ACCOMPLISHMENTS FY 2010 ♦ Obtain IGA with Maricopa County for incarceration services Maintained positive working relationships with Maricopa County to assure best services for Gilbert residents Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Calls for Animal Control service 2,150 1,668 1,712 2,000 Cost per Call – Animal Control $56.16 $76.22 $77.76 $69.89 Daily Inmate Housing Rates $72.33 $73.46 $71.66 $73.54 Cost Per Capita – Animal Control $0.56 $0.58 $0.60 $0.63 Cost Per Capita - Incarceration $8.75 $9.38 $10.63 $10.81 PERFORMANCE/ACTIVITY MEASURES - 121 - Table of Contents Contracted Services Actual FY 2008 Actual FY 2009 Budget FY 2010 Animal Control Incarceration 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 2008 Actual FY 2009 Budget FY 2010 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Projected FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 Animal Control Incarceration 120,741 1,879,496 127,133 2,040,129 133,120 2,100,000 133,117 2,350,000 139,780 2,400,000 Total Expenses $ 2,000,237 $ 2,167,262 $ 2,233,120 $ 2,483,117 $ 2,539,780 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 2,000,237 - 2,167,262 - 2,233,120 - 2,483,117 - 2,539,780 - $ 2,000,237 $ 2,167,262 $ 2,233,120 $ 2,483,117 $ 2,539,780 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses 1,003,863 2,000,237 Net Operating Result $ 1,015,652 2,167,262 963,000 2,233,120 1,319,320 2,483,117 (996,374) $ (1,151,610) $ (1,270,120) $ (1,163,797) $ (1,220,560) COST PER CAPITA - CONTRACTED SERVICES $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2008 1,319,220 2,539,780 FY 2009 FY 2010 - 122 - FY 2011 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 2011 ♦ Continue the development of assets and response capability for catastrophic emergency management ♦ Maintain skill and competency levels of Fire personnel ♦ Maintain 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 ♦ Continue to facilitate the training and credentialing of GFD volunteers to directly provide disaster and daily operation’s support ♦ Participate in an Emergency Operations Center functional exercise deploying 25% of developed Emergency Support Functions ♦ Develop a departmental strategic plan ♦ Refine the fire department’s record management system for improved reporting ORGANIZATIONAL CHART FIRE DEPARTMENT Operations EOC Fire Prevention Operations Fire Prevention Training Fire Public Education Investigations - 123 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Administration Operations Prevention Emergency Operations 6.50 177.50 6.50 2.50 6.50 184.00 6.50 2.50 6.50 184.00 6.50 2.50 6.00 182.00 6.50 2.50 6.00 182.00 6.50 2.50 193.00 199.50 199.50 197.00 197.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 810,966 18,870,527 558,833 252,797 658,690 18,964,227 628,197 270,064 696,130 19,366,500 642,290 288,870 590,420 18,887,510 609,630 277,055 702,440 19,338,510 640,680 245,020 $ 20,493,123 $ 20,521,178 $ 20,993,790 $ 20,364,615 $ 20,926,650 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 17,641,773 2,849,588 1,762 - 18,012,481 2,508,697 - 17,945,970 3,047,820 - 17,609,290 2,732,325 23,000 - 18,530,040 2,396,610 - $ 20,493,123 $ 20,521,178 $ 20,993,790 $ 20,364,615 $ 20,926,650 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,361,926 20,493,123 2,111,389 20,521,178 1,342,000 20,993,790 1,287,230 20,364,615 1,350,000 20,926,650 Total Personnel EXPENSES BY DIVISION Administration Operations Prevention Emergency Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(19,131,197) $(18,409,789) $(19,651,790) $(19,077,385) $(19,576,650) Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 9 10 2 0 13,259 12,972 13,566 13,900 Average response time from apparatus enroute to on scene 4 minutes 18 seconds 4 minutes 11 seconds 4 minutes 4 seconds 3 minutes 55 seconds Turnout time average 53 seconds 55 seconds 58 seconds 55 seconds PERFORMANCE/ACTIVITY MEASURES Child drowning/near drowning events Number of emergency calls - 124 - Table of Contents Fire Operations ♦ PURPOSE STATEMENT 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 2010 ♦ ♦ ♦ ♦ ♦ Completed Emergency Operations Plan revision with development of Emergency Support Functions organization Volunteer program logged 19,702.75 volunteer hours with an estimated value of $398,980.00 for calendar year 2009 Established a departmental average travel time to emergency calls of less than four minutes. Travel time starts when a fire truck begins driving to an incident and stops when they arrive at the scene Continued efforts towards completing fire pre-planning for all schools, businesses, and apartment complexes in Gilbert BUDGET NOTES There were no personnel salary increases for FY 2011. A portion of the overtime that was reduced in FY 2010 was restored for FY 2011. This allows an ARU (Additional Response Unit) to be in service rather than covering for vacation, sick and training hours. The budget was reduced by $23,000 for Education, Training, and Memberships as recommended by the Citizen Budget Committee. Other recommendations from the Citizen Budget Committee include a $200,000 reduction in FLSA Overtime, a $70,000 reduction in Automotive Parts, a $100,000 reduction in Fuel, $180,000 in Automotive R&M, and $2,040 in Janitorial Supplies. These recommendations were based on historical usage. In addition, $4,790 was removed from the Food and Consumables budget as recommended by an Employee Suggestion. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. OBJECTIVES FY 2011 ♦ ♦ Update the Firehouse occupancy data base to identify commercial occupancy by a low or high risk matrix Implement Fire crew inspections into the annual commercial occupancy inspections Continue an all hazards approach to Public Education and reach over 15,000 citizens Continue to implement processes which maintain high service levels while facing budget challenges Continue efforts in increasing job knowledge and ability through training and pre-emergency planning efforts in the community Complete Emergency Operations Center (EOC) training to prepare for 2011 EOC Functional exercise utilizing Emergency Support Functions Continue to pursue Homeland Security grant funding for sustainment of fire and police Chemical, Biological, Radiological, Nuclear and Explosive device response; Terrorism Liaison Officer; and Citizen Corps training Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 54.00% 55.17% 58.20% 60.00% Response time average from time of station alert to on-scene 5 minutes 8 seconds 5 minutes 6 seconds 5 minutes 2 seconds 4 minutes 56 seconds Number of training hours for all department personnel 70,000 52,000 46,000 52,000 Number of CERT volunteers trained 90 102 120 135 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) - 125 - 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 6.00 171.50 6.00 178.00 6.00 178.00 6.00 176.00 6.00 176.00 177.50 184.00 184.00 182.00 182.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,048,613 17,821,915 632,080 18,332,147 741,660 18,624,840 679,130 18,208,380 728,490 18,610,020 $ 18,870,527 $ 18,964,227 $ 19,366,500 $ 18,887,510 $ 19,338,510 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 16,269,647 2,599,118 1,762 - 16,652,187 2,312,040 - 16,558,490 2,808,010 - 16,310,860 2,553,650 23,000 - 17,125,210 2,213,300 - $ 18,870,527 $ 18,964,227 $ 19,366,500 $ 18,887,510 $ 19,338,510 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,345,233 18,870,527 2,100,208 18,964,227 1,300,000 19,366,500 1,276,840 18,887,510 1,140,000 19,338,510 $(17,525,294) $(16,864,019) $(18,066,500) $(17,610,670) $(18,198,510) COST PER SINGLE FAMILY RESIDENCE $400.00 $300.00 $200.00 $100.00 $0.00 FY 2008 FY 2009 - 126 - FY 2010 FY 2011 Table of Contents Fire Prevention PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ Public Education utilized an all hazard approach to educate the community making direct contact with over 13,000 citizens for the fiscal year Fire Inspections where completed for every commercial occupancy within the Town of Gilbert’s jurisdiction Fire Investigations added its second sworn Police Officer after sending and completing the AZPOST Certification Update the Firehouse occupancy data base to identify commercial occupancy by a low or high risk matrix Implement Fire crew inspections into the annual commercial occupancy inspections Continue an all hazards approach to Public Education and reach over 15,000 citizens Transition the Terrorism Liaison Officer Program supervision to the Prevention Division and have the Fire Investigators function in this role BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. The budget was reduced by $1,000 for Education and Training as recommended by the Citizen Budget Committee. PERFORMANCE/ACTIVITY MEASURES Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Number of children (Grade 1 Only) receiving educational program 2,800 1,950 2,000 2,200 Number of car seat checks annually 431 832 377 400 Cause and origin investigations 84 70 61 55 Juvenile fire setting interventions 13 7 4 5 $4,980,060 $3,698,800 $1,432,850 $1,100,000 Dollar losses related to fire investigations - 127 - 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 2008 Actual FY 2009 Budget FY 2010 5.50 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 6.50 6.50 6.50 6.50 6.50 Actual FY 2008 Actual FY 2009 Budget FY 2010 433,854 109,449 15,530 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 467,609 91,224 $ 558,833 Total Revenues Total Expenses $ 5,201 558,833 Net Operating Result $ $ 642,290 (553,632) $ 628,197 $ 609,630 Actual FY 2009 642,290 (628,092) $ $ 609,630 2,000 642,290 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2010 - 128 - $ (609,280) $ $5.00 FY 2009 562,090 78,590 - 350 609,630 (640,290) $ FY 2011 640,680 Budget FY 2011 Projected FY 2010 COST PER CAPITA FY 2008 $ 553,930 55,700 - Budget FY 2010 105 628,197 517,080 107,910 15,690 Projected FY 2010 557,230 85,060 $ Budget FY 2011 509,060 91,120 9,450 Budget FY 2010 542,414 85,783 - Actual FY 2008 OPERATING RESULTS 628,197 Budget FY 2011 Projected FY 2010 516,350 108,870 17,070 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY Total Expenses 558,833 526,610 96,325 5,262 Projected FY 2010 640,680 Budget FY 2011 200,000 640,680 (440,680) 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 2011 ♦ 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 the community ORGANIZATIONAL CHART COMMUNITY SERVICES Riparian Programs Parks and Open Space Parks Maintenance Library Services Aquatics PKID Maintenance Recreation Programs Recreation Centers Gilbert Pool Special Events Freestone Recreation Center Mesquite Pool Youth Sports McQueen Activity Center Greenfield Pool Adult Sports Community Center Perry Pool 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 Other Events Total Personnel EXPENSES BY DIVISION Administration Parks and Open Space Aquatics Recreation Centers Recreation Programs Other Events 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 8.55 36.96 25.29 36.04 8.43 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 9.55 29.36 23.44 35.27 6.57 0.00 7.55 29.36 20.38 35.27 6.57 0.00 115.27 117.06 105.19 104.19 99.13 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 884,756 4,223,595 857,196 4,424,969 828,787 - 785,267 3,890,403 936,025 4,570,569 820,838 - 943,630 3,672,260 971,080 4,824,910 786,640 - 687,400 3,613,096 965,425 4,858,861 735,461 - 663,750 3,636,740 860,980 5,135,880 747,920 31,060 $ 11,219,303 $ 11,003,102 $ 11,198,520 $ 10,860,243 $ 11,076,330 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 5,103,043 5,735,340 380,920 - 4,880,771 6,122,331 - 4,853,270 6,345,250 - 4,685,970 6,174,273 - 4,582,520 6,493,810 - $ 11,219,303 $ 11,003,102 $ 11,198,520 $ 10,860,243 $ 11,076,330 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,497,377 11,219,303 2,830,582 11,003,102 2,877,570 11,198,520 2,788,700 10,860,243 3,415,530 11,076,330 $ (8,721,926) $ (8,172,520) $ (8,320,950) $ (8,071,543) $ (7,660,800) 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 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 18,691 19,222 15,722 17,000 66% 66% 63% 65% 95% 95% 91% 95% 24% 24% 19% 20% 3.5 million 3.8 million 3.8 million 4.0 million - 130 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2011 Provide safe, well-maintained and desirable park, open space and municipal area resources for the residents of Gilbert and visiting patrons. ♦ Complete extensive fertilization, aeration and hydro-seeding programs for sports fields ♦ Increase the utilization of scientific soil testing for sports fields and open space areas ♦ Maintain dust control measures for open space and unimproved park areas ♦ Perform an operational/condition assessment of existing park and municipal area resources and the parks division organizational structure ♦ Oversee Parkway Improvement District renovation projects ♦ Upgrade field lighting controls to enable Gilbert Sports Coalition groups to program light schedules for games and practices ♦ Upgrade the current irrigation system remote radio controllers to a dedicated UHF radio controlled repeater system ♦ Provide additional lighted sports field for use by the community ♦ Increase the use of volunteer organizations to assist with park and trail upkeep ACCOMPLISHMENTS FY 2010 ♦ Discovery Park irrigation system was converted to an effluent (reclaimed) water source from the former well-water source ♦ Park Ranger staff began park citation responsibilities ♦ Maintained the administration of Parkway Improvement Districts and coordinated 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, 12K’s of Christmas event, Gilbert Days 5K and 1 Mile Run, and Gilbert Days Softball Tournament ♦ Maintained sports fields for approximately 12,000 participants playing in Gilbert Sports Coalition organizations ♦ Completed a comprehensive Parks Handbook which includes standards, task frequencies, and maintenance schedules ♦ Implemented improved budget tracking capabilities by tracking expenses by individual park site 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 Estimated resident total usage of Freestone District Park annually BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Beginning in FY 2011, the Governmental Standards Governmental Accounting Standards Board (GASB) issued a pronouncement that stated that in order to be classified as a Special Revenue Fund, a majority of the revenue must be from external sources. As a result, the expenses for the landscape maintenance of the Heritage District in downtown Gilbert had to be placed in the General Fund which was the source of their revenue. This added $92,700 to the Parks and Open Space budget for FY 2011. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 676 676 690 690 $6,248 $5,755 $5,236 $5,270 1.4 million 1.5 million 1.5 million 1.6 million - 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 2010 Projected FY 2010 33.96 3.00 33.96 3.00 30.36 0.00 29.36 0.00 29.36 0.00 36.96 36.96 30.36 29.36 29.36 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 3,722,374 168,029 3,672,260 - 3,613,096 - 3,636,740 - $ 4,223,595 $ 3,890,403 $ 3,672,260 $ 3,613,096 $ 3,636,740 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,985,844 2,151,239 86,512 - 1,840,849 2,049,554 - 1,667,550 2,004,710 - 1,618,010 1,995,086 - 1,607,380 2,029,360 - $ 4,223,595 $ 3,890,403 $ 3,672,260 $ 3,613,096 $ 3,636,740 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 4,028,604 194,991 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 204,830 4,223,595 206,114 3,890,403 178,090 3,672,260 171,790 3,613,096 502,500 3,636,740 $ (4,018,765) $ (3,684,289) $ (3,494,170) $ (3,441,306) $ (3,134,240) COST PER ACRE MAINTAINED $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2008 FY 2009 - 132 - FY 2010 FY 2011 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2011 To promote water safety in the community through instructional programs, and to provide a full-range of aquatics-based recreational activities for participants of all ages. Programs and activities include swim lessons, swim teams, diving team, and public swimming opportunities. ♦ Increase attendance at public swimming sessions by 25% ♦ Repair pool plaster and decking at Mesquite Aquatic Center ♦ Increase overall aquatics cost recovery by 15% ♦ Partner with private aquatics provider to offer programs at Gilbert Pool during non-summer months ♦ Continue the successful partnerships with Gilbert Public Schools, Higley School District, and Chandler School District in sharing pool expenses and sharing pool program time ♦ Provide continued logistical support for high school swim team programs for the fall competitive season ACCOMPLISHMENTS FY 2010 ♦ Established an on-line registration system for Special Needs participants ♦ No serious injuries reported at pool sites ♦ Increased the use of web-based programming information ♦ Utilized contracted services to assist with pool maintenance and the upkeep of pool chemical systems ♦ Over 1,500 participants enrolled in the summer swim team and dive team programs ♦ Offered group pool rental opportunities at Mesquite Aquatic Center ♦ Offered “Guardstart” junior lifeguard program at both Mesquite Aquatic Center and Greenfield Pool ♦ Received $5,000 scholarship sponsor check from Southwest Ambulance to provide swim lessons for income-qualifying participants BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. One time appropriations for pool drain modifications in FY 2010 were removed from the FY 2011 budget. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Annual total participation for aquatics 59,596 64,346 65,000 65,000 Number of swim lesson participants 8,079 8,106 7,500 8,000 Cost recovery aquatics (direct costs only) 42% 42% 47% 59% 15% 15% 14% 15% 16% 15% 14% 15% 1,435 1,561 1,532 1,550 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 2008 Actual FY 2009 Budget FY 2010 5.77 7.19 5.77 3.18 3.38 2.25 7.10 5.61 5.76 6.12 0.05 7.05 5.56 5.21 5.57 0.05 7.05 5.56 5.21 5.57 0.05 5.95 4.92 4.60 4.86 25.29 26.84 23.44 23.44 20.38 Actual FY 2008 Actual FY 2009 Budget FY 2010 200,692 262,602 211,427 95,628 86,847 Total Expenses $ 857,196 68,169 294,063 205,083 190,109 178,601 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 635,378 221,819 - Total Expenses $ 857,196 Total Revenues Total Expenses $ 360,843 857,196 Net Operating Result $ 971,080 (496,353) $ 936,025 $ 965,425 Actual FY 2009 971,080 (543,261) $ $ 965,425 445,930 971,080 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2010 - 134 - $ (515,855) $ $20.00 FY 2009 654,070 206,910 - 449,570 965,425 (525,150) $ FY 2011 860,980 Budget FY 2011 Projected FY 2010 COST PER PARTICIPANT FY 2008 $ 754,720 210,705 - Budget FY 2010 392,764 936,025 28,970 238,210 206,810 190,720 196,270 Projected FY 2010 737,350 233,730 $ Budget FY 2011 27,565 270,420 240,010 206,120 221,310 Budget FY 2010 674,377 261,648 - Actual FY 2008 OPERATING RESULTS $ Budget FY 2011 Projected FY 2010 47,160 273,450 225,840 208,060 216,570 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY 936,025 Projected FY 2010 860,980 Budget FY 2011 508,660 860,980 (352,320) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ Opened a new “cycle studio” in the Freestone Recreation Center offering 15 cycles ♦ Installed supplemental exercise equipment at the Freestone Recreation Center ♦ Installed a traverse climbing wall at the McQueen Park Activity Center ♦ Renovated the lower level of Page Park Center to include new paint, flooring, and lighting ♦ Expanded summer camp offerings to include Science Camp, Music Camp, Lego Camp, and Cheerleading Camp ♦ Installed multiple TV’s to enhance program marketing ♦ Conducted a successful Health and Fitness Fair at 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) ♦ ♦ Explore the possibility of introducing a “passport” fee system to enable participants to utilize centers, pools, and events Introduce a “Featured Business Program” at Freestone Recreation Center to enable various Gilbert businesses to promote their services for two-week periods Introduce new marketing strategies to compensate for the elimination of the printed program brochure Increase membership pass sales at the centers by 10% Conduct customer satisfaction surveys to ensure participants’ needs and expectations are being met Increase communication and coordination with Community Services of Arizona (CSA) in the delivery of senior services and programs at the Gilbert Community Center BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. Budget was reduced by $3,870 for Education, Training, Travel, and Memberships as recommended by the Citizen Budget Committee. An Employee suggestion to remove the water coolers reduced the budget by $1,530. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 248,178 243,410 207,189 225,000 3,968 3,371 2,933 3,100 151,494 112,070 92,292 105,000 10% 10% 8% 9% 24% 25% 20% 22% $21.77 $22.85 $22.83 $21.08 $20.81 $17.46 $18.93 $18.97 $6.53 $5.36 $5.44 $3.22 $19.74 $20.98 $21.26 $20.11 - 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 2008 Actual FY 2009 Budget FY 2010 6.18 9.49 1.72 17.46 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 5.30 9.02 1.38 18.04 1.53 0.00 5.30 9.02 1.38 18.04 1.53 0.00 36.04 36.40 35.27 35.27 35.27 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 360,223 557,602 57,980 957,359 1,577,247 914,559 378,124 467,814 47,635 1,017,607 1,691,286 968,103 356,270 516,730 30,330 984,250 1,978,860 958,470 377,826 507,230 48,310 1,031,089 1,935,936 958,470 348,940 508,400 28,570 975,170 2,317,200 957,600 $ 4,424,969 $ 4,570,569 $ 4,824,910 $ 4,858,861 $ 5,135,880 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,313,997 2,816,564 294,408 - 1,303,021 3,267,548 - 1,338,290 3,486,620 - 1,380,970 3,477,891 - 1,342,580 3,793,300 - $ 4,424,969 $ 4,570,569 $ 4,824,910 $ 4,858,861 $ 5,135,880 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,443,182 4,424,969 Net Operating Result Projected FY 2010 1,744,924 4,570,569 1,687,430 4,824,910 1,648,960 4,858,861 1,912,160 5,135,880 $ (2,981,787) $ (2,825,645) $ (3,137,480) $ (3,209,901) $ (3,223,720) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $8.00 $6.00 $4.00 $2.00 $0.00 FY 2008 FY 2009 FY 2010 - 136 - FY 2011 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2011 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 marketing opportunities for special events through increased utilization of social media, web links, Gilbert website exposure, and new marketing methods such as billboards and mall kiosks ♦ Increase partnership opportunities with new sponsors and vendors for Community Services produced events ♦ Continue to partner with Gilbert Public Schools to offer collaborative wrestling programs for the community ♦ Continue to partner with Gilbert Public Schools for facility use for adult basketball and adult volleyball programs ACCOMPLISHMENTS FY 2010 ♦ Record attendance of 8,000 at the Gilbert Family Halloween Carnival ♦ Obtained a “Presenting Sponsor” for the department’s five major events bringing in an additional $30,000 in revenue ♦ Exceeded 100% cost recovery for adult sports programs ♦ Softball leagues achieved 100% participation capacity st ♦ Introduced the 1 Annual Mascot Race as part th of the 25 Annual Gilbert Days 5K and 1 Mile Run event ♦ Obtained full sponsorship for the skating rink introduced at the Gilbert Nights of Lights event held in December BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center in the General Fund. The So Long to Summer Fest was removed from the FY 2011 budget as a result of a Citizen Budget Committee recommendation. The elimination of this event reduced the Recreation Program budget by $35,000. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 54,815 48,892 50,909 50,000 Number of softball teams 347 362 375 375 Adult sports cost recovery 97% 112% 132% 137% Recreation programs cost recovery 59% 59% 70% 62% % of adult softball participation compared to the overall population of adults in Gilbert 4% 4% 4% 4% Number of Town/School District sites offering collaborative programs annually 28 27 3 3 PERFORMANCE/ACTIVITY MEASURES Number of participants for Recreation Programs - 137 - Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Teen Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Total Personnel EXPENSES BY ACTIVITY Teen Programs Youth Sports Adult Sports Special Events Special Needs Outdoor Programs Actual FY 2008 Actual FY 2009 Budget FY 2010 0.26 2.48 2.26 2.59 0.65 0.19 0.26 2.01 2.21 2.99 0.65 0.19 0.00 1.38 1.71 2.59 0.70 0.19 0.00 1.38 1.71 2.59 0.70 0.19 0.00 1.38 1.71 2.59 0.70 0.19 8.43 8.31 6.57 6.57 6.57 Actual FY 2008 Actual FY 2009 Budget FY 2010 36,510 186,856 243,507 288,459 34,197 39,256 Total Expenses $ 828,787 41,249 171,480 230,332 314,970 31,067 31,740 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 472,343 356,444 - Total Expenses $ 828,787 Total Revenues Total Expenses $ 488,410 828,787 Net Operating Result $ 786,640 (340,377) $ 820,838 $ 735,461 Actual FY 2009 786,640 (334,058) $ $ 735,461 566,120 786,640 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2010 - 138 - $ (217,081) $ $20.00 FY 2009 407,510 340,410 - 518,380 735,461 (220,520) $ FY 2011 747,920 Budget FY 2011 Projected FY 2010 COST PER PARTICIPANT FY 2008 $ 398,230 337,231 - Budget FY 2010 486,780 820,838 122,100 208,740 339,650 41,350 36,080 Projected FY 2010 407,100 379,540 $ Budget FY 2011 2,270 99,171 217,270 340,835 40,830 35,085 Budget FY 2010 443,663 377,175 - Actual FY 2008 OPERATING RESULTS $ Budget FY 2011 Projected FY 2010 123,030 209,940 376,060 41,480 36,130 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY 820,838 Projected FY 2010 747,920 Budget FY 2011 461,210 747,920 (286,710) Table of Contents Non-Departmental _________________________________ Non-Departmental Summary Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Transfers Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2011, $8,848,420 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below. Transportation 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. Debt Service Gilbert issues debt to finance capital project construction. The General Fund transfers funds to the Debt Service Fund to cover the portion of the debt that is related to activities originating in the General Fund. Examples of capital projects that were financed using debt and require debt service transfers from the General Fund include: Police Property Facility, Public Safety Center, Vaughn Avenue Parking Structure, Public Safety Training Facility Land, and Elliot Road District Park. Outside Agencies The purpose of Outside Agencies is to augment funding for various social service agencies that provide service in Gilbert. Using the funding process established in FY 2008, staff reviewed and ranked the eligible applications and then used a multi-step process to develop funding recommendations to Council. The funding allocations for FY 2011 are as follows: Boys/Girls Club Contribution Senior Center Support Museum Support Central AZ Shelter Services Save The Family AZ Adopt and Foster Family Resource Center Cap Contribution East Valley RSVP United Food Bank PREHAB of AZ EVMC PREHAB of AZ La Mesita Advocates for Disabled Alzheimer's Association AA Cottages Big Brothers Big Sisters Junior Achievement of Arizona Gilbert Fine Arts Association Gilbert Visual Artists' League 123,690 19,510 51,490 4,980 11,150 2,490 18,790 123,170 2,210 4,310 12,670 5,350 3,160 2,340 6,980 1,880 3,330 6,000 2,000 Total Social Services 405,500 Capital Projects The budget for Capital Project is determined by the 2010-2015 Capital Improvement Plan that was adopted by Council on May 25, 2010. The following projects require General Fund funding for the 2010-11 fiscal year. Prosecutor Software Fire Hydrants Fire Station Land 190,000 310,000 600,000 Topaz Radio This is an intergovernmental agreement between the City of Mesa, Town of Gilbert, Apache Junction Fire District, City of Apache Junction, and the Town of Queen Creek for a regional wireless cooperative communication system. City of Mesa has provided all subscribers an anticipated budget per agency through FY2015-16. This budget varies depending upon capital and operational needs in the given fiscal year. For budgeting purposes, Gilbert averaged the anticipated budgets from FY2009-10 to FY2015-16. This average is budgeted to smooth out the budget impact from year to year. Any amounts in excess of the amount due in a fiscal year is placed in a separate fund for future payments. - 139 - Table of Contents Non-Departmental PKID Allocation Benefit Savings Based on negotiations at the time of budget adoption, a onetime General Fund budget was included in the FY 2011 budget for participation in demolition and rebuilding of a common wall in a Parkway Improvement District (PKID) neighborhood. Once bids are received, the agreement will be placed on the Council agenda for consideration. The FY2010-11 budget includes a planned reduction in the Health Trust fund balance as a result of positive claims experience and the establishment of adequate reserve levels. The planned reduction will be implemented through the reduction in General Fund contributions to the Health Trust over the course of FY 2011. Other Other Transfers Other miscellaneous expenditures in NonDepartmental include Economic Development Incentives, savings due to Worker’s Compensation changing carriers, and an appropriation for unanticipated events. This appropriation is offset by a like revenue amount. Other transfers include transfers to Economic Development Incentives, transfers to Special Revenue for Court related functions, and a transfer to the Irrigation Fund. Budget Savings Contingency The adopted budget includes a 3% allowance for “budget savings”. This allowance is based on historical spending patterns and provides a more accurate picture of what the actual expenditures will be. Salary savings due to vacant positions is the largest contributor of savings in the General Fund. Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. The amount of the contingency is equal to 1% of the budgeted operating expenditures in the General Fund. All requests for use of contingency must be approved by Council. Miscellaneous Insurance This is the General Fund portion of the Public Entity Insurance package. Policies include Police Liability, Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Tuition Reimbursement Based on historical usage, $180,000 is budgeted to reimburse employees of the General Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Pre-authorization is required for all classes. - 140 - Table of Contents Non-Departmental PERSONNEL Outside Agencies Total Personnel EXPENSES Transportation Outside Agencies Transfers Budget Savings Miscellaneous 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 1,555,945 588,690 14,900,511 18,216 - 1,640,278 516,106 10,440,295 - 1,641,690 500,130 8,218,900 (3,272,000) 253,410 2,727,000 $ 17,063,362 $ 12,596,679 $ 10,069,130 $ 9,315,600 $ 7,891,610 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 87,784 2,075,067 14,900,511 2,647 2,153,737 10,440,295 73,410 1,776,820 8,218,900 1,654,020 7,661,580 $ 17,063,362 $ 12,596,679 $ 10,069,130 $ 9,315,600 $ 7,891,610 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 12,739 17,063,362 97,824 12,596,679 10,069,130 Projected FY 2010 Budget FY 2011 1,153,890 500,130 7,661,580 - 1,294,400 405,500 8,848,420 (3,143,000) (619,710) 1,106,000 (1,799,200) 842,390 8,848,420 9,315,600 $(17,050,623) $(12,498,855) $(10,069,130) $ (9,315,600) $ - 141 - 8,306,140 7,891,610 414,530 Table of Contents − 142 − Table of Contents Public Works Funds __________________________________________ Public Works Funds Summary Utility Customer Service Public Works Administration Utility Locates Table of Contents Public Works Fund FUND DESCRIPTION The Public Works Fund was created to isolate the costs associated with the administration of the external customer support components associated with Enterprise operations (Water, Wastewater, Solid Waste) and Streets. These costs were previously reported in the General Fund and 100% recovered with transfers to the General Fund. In an effort to more accurately reflect expenses that are pure General Fund, this fund was created so that expenses 100% covered by another source could be removed from the General Fund. The goal of this fund is to charge 100% of the costs of external customer support to the Enterprise and Streets Funds. GOALS FY 2011 ♦ Continue call center integration between Public Works Admin and Utility Billing to increase customer handling efficiency ♦ Successfully handle an average of 4,300 total customer contacts per month ♦ Successfully administer a total of fifty plus contracts (services, purchases) ♦ Begin a repair/replacement planning assessment for water, wastewater, and streets infrastructure ♦ Work with Fleet Services to develop and standardize vehicle/equipment replacement criteria ♦ Continue to provide great service to meet the reasonable expectations of customers ♦ Determine the best option to re-bid or continue/extend the solid waste recycling contract that expires in December ♦ Complete the Water/Wastewater/Reclaimed Water Master Plan update ORGANIZATIONAL CHART PUBLIC WORKS FUND Public Works Administration Utility Customer Service - 143 - Utility Locates Table of Contents Public Works Fund PERSONNEL BY DIVISION Utility Customer Service Public Works Admin Utility Locates Total Personnel Utility Customer Service Public Works Admin Utility Locates Budget FY 2010 Projected FY 2010 13.50 0.00 13.00 0.00 5.00 0.00 13.50 0.00 12.50 0.00 5.00 0.00 13.50 0.00 12.50 0.00 5.00 0.00 13.50 0.00 12.50 0.00 5.00 0.00 13.50 12.50 5.00 0.00 31.00 Personnel Supplies & Contractual Capital Outlay Transfers Out Actual FY 2009 Budget FY 2010 Projected FY 2010 1,549,355 775,480 449,581 1,659,971 763,741 435,819 1,653,770 837,480 478,910 1,667,255 757,109 461,136 1,676,490 817,390 477,950 - $ 2,971,830 - Included in -General $ $ Fund Totals $ Budget FY 2011 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 1,849,357 925,059 - 1,801,345 1,031,186 - 1,889,180 1,080,980 - 1,775,540 1,109,960 - - - - 1,909,580 1,035,630 26,620 - $ 2,971,830 $ OPERATING RESULTS - Included in -General $ $ Fund Totals $ Actual FY 2008 Actual FY 2009 Budget FY 2010 - - - Total Revenues Total Expenses Net Operating Result Included in General Fund Totals 0.00 0.00 Budget FY 2011 Actual FY 2008 $ EXPENSES BY CATEGORY Total Expenses Actual FY 2009 0.00 EXPENSES BY DIVISION Total Expenses Actual FY 2008 $ - Budget FY 2011 Projected FY 2010 Budget FY 2011 - Included in -General $ $ Fund Totals $ - 2,971,830 2,971,830 $ - Budget data totals for prior years are included in the totals for General Fund. Detail amounts shown are for comparison purposes only. Actual FY 2008 Actual FY 2009 Actual FY 2010 Anticipated FY 2011 44,900 45,500 39,000 39,000 131,700 126,458 126,632 126,900 Total wastewater influent (MG) 4,504 4,515 4,712 4,950 Total water produced (MG) 16,063 15,323 15,318 15,600 PERFORMANCE/ACTIVITY MEASURES Number of customer contacts resulting in service request Total municipal solid waste (tons) - 144 - Table of Contents Utility Customer Service PURPOSE STATEMENT OBJECTIVES FY 2011 To ensure accurate and timely billing of utility customers and to process billing transactions and receipts in an accurate and timely manner. Provide accurate and quality customer service to residents and the general public that contact the customer service department. ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ Combined and cross-trained Utility and Public Works customer service reps to improve customer service and efficiency Redesigned utility bills to add consumption chart and provide more information on fees and adjustments to make the statements more user-friendly Converted utility bill print for XML file which reduced processing time from 2 hours to 30 minutes per file Evaluate the Municipal Code for Utilities and propose amendments and policy changes to Council in an effort to reduce losses Implement a formal quality program to ensure a high level of customer service is being provided at all points of contact; phone, in person and written correspondence Store all training and reference materials online for easy access by staff and other employees BUDGET NOTES There were no personnel salary increases for FY 2011. Personnel changes in benefit elections resulted in an increase of $22,720 to the personnel category. Budget was reduced by $2,600 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 % of utility customers participating in autopay 10% 12% 12% 12% % of utility customers signed up to view their utility billing statements online 4% 8% 13% 15% % of utility customer service calls answered within 60 seconds 80% 73% 43% 70% PERFORMANCE/ACTIVITY MEASURES - 145 - Table of Contents Utility Customer Service PERSONNEL BY ACTIVITY Utility Customer Service Total Personnel Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 13.50 0.00 13.50 0.00 13.50 0.00 13.50 0.00 13.50 0.00 13.50 0.00 Included in General Fund Totals 0.00 0.00 Budget FY 2011 EXPENSES BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Utility Customer Service 1,549,355 1,659,971 1,653,770 1,667,255 1,676,490 - $ 1,676,490 Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ - Included in-General $ $ Fund Totals $ Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 745,581803,774- 729,401930,570- 734,970918,800- 707,240960,015- - - - - 761,380 915,110 - - $ 1,676,490 - Included in -General $ $ Fund Totals $ Actual FY 2008 Actual FY 2009 Budget FY 2010 - - - - $ - $ - $ - $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 - 146 - FY 2010 Budget FY 2011 - COST PER UTILITY ACCOUNT FY 2009 Budget FY 2011 Projected FY 2010 Budget data totals for prior years are included in the totals for General Fund. Detail amounts shown are for comparison purposes only. FY 2008 Budget FY 2011 FY 2011 1,672,450 1,676,490 $ (4,040) Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2011 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 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Fifty contracts (purchasing and services) were successfully administered Parker-Davis Power contract administered and an Integrated Resource Plan accepted by Western Area Power Administration 100,000 acre-feet of CAP water was recharged to help assure the Town’s longterm water supplies Public Works Customer Service staff integrated with Utility Billing staff to create Customer Care Center Incorporation of timely information “on hold” phone messages inserted into autoattendant to divert unnecessary call traffic whenever possible Public Works web pages revamped and citizen request forms incorporated into web for customer convenience and to assist with call load to center South Area Service Center staffing eliminated allowing for better overall service to customers by the more efficient use of existing staff to one centralized and only one satellite location PERFORMANCE/ACTIVITY MEASURES % of contacts where Work Orders created Ratio of administration staff to total department ♦ ♦ Secure a 100-year assured water supply designation through the Arizona Department of Water Resources Coordinate an update of the Water, Wastewater and Reclaimed Water Master Plan Complete the integration of the customer service staff with Utility Billing Secure additional long-term surface water rights Begin planning for long-term handling of Neely Wastewater Reclamation Plant sludge Scanning of PW invoices, manuals and other documents into OnBase Establishment of new metrics for Public Works Admin staff Integrate e-tutorials into Customer Care Center training BUDGET NOTES There were no personnel salary increases for FY 2011. Vehicle allowance totaling $62,000 was removed for the FY 2011 personnel budget and replaced with mileage reimbursement of $1,650. Budget was reduced by $12,150 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. Actual FY 2008 Actual FY 2009 Actual FY 2010 Anticipated FY 2011 51% 51% 50% 50% 1:19.1 1:20.8 1:20.6 1:20.9 - 147 - Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Public Works Admin Total Personnel Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 13.00 0.00 12.50 0.00 12.50 0.00 12.50 0.00 12.50 0.00 12.50 0.00 Included0.00 in General Fund0.00 Totals EXPENSES BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Public Works Admin 775,480- 763,471- 837,480- 757,109- Total Expenses $ - Included in General $ $ Fund Totals $ - EXPENSES BY CATEGORY Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 726,42049,060- 692,53144,210- 769,66067,820- 686,08071,029- Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ - Included in -General $ $ Fund Totals $ Actual FY 2008 Actual FY 2009 Budget FY 2010 - - - - $ - $ - - $ $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 - 148 - FY 2010 817,390 $ - FY 2011 817,390 Budget FY 2011 762,270 28,500 26,620 $ 817,390 Budget FY 2011 - COST PER PUBLIC WORKS EMPLOYEE FY 2009 Budget FY 2011 Projected FY 2010 Budget data totals for prior years are included in the totals for General Fund. Detail amounts shown are for comparison purposes only. FY 2008 Budget FY 2011 821,420 817,390 $ 4,030 Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2011 ♦ To protect Gilbert owned underground utilities from damage and disruption of customer services. To facilitate the location of any Town underground utility upon request from Arizona Blue Stake. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully responded to nearly 63,000 (12,481 x 5 utilities) Utility Locate requests received from Arizona Blue Stake Inc. in parameters defined by State Law with no additional staff Received NO fines from the Arizona Corporation Commission (ACC) Standardized field marks placed in the field by staff (not required by law) Acquired a new line tracer to replace ten year old unit Tracked Utility Locator production by incorporating daily GBA ms software for accurate daily workloads Staff worked with internal departments to assist with special projects ( Building Maintenance, Technology Services, Waste Water) ♦ ♦ Accurately mark Town owned utilities within parameters set forth by Arizona Revised Statutes, responding to all emergencies and unknowns within specific timelines as required Receive NO fines from 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 Town 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 Town owned Fiber Optic network and create as-built drawings in Power Point BUDGET NOTES There were no personnel salary increases for FY 2011. There were no new budget requests for FY 2011. Budget was reduced by $2,330 for Education, Training, Travel and Memberships as recommended by the Citizen Budget Committee. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 # of utility locates 16,451 12,000 12,481 12,000 % Field Located 67% 55% 80% 85% % of emergency tickets 1.9% 3.0% 3.0% 3.0% PERFORMANCE/ACTIVITY MEASURES - 149 - Table of Contents Utility Locates PERSONNEL BY ACTIVITY Utility Locates Total Personnel Actual FY 2008 Actual FY 2009 Budget FY 2010 0.00 5.00 0.00 5.00 0.00 5.00 0.00 EXPENSES BY ACTIVITY Utility Locates Total Expenses $ Projected FY 2010 0.00 5.00 5.00 0.00 5.00 0.00 0.00 Included in General Fund Totals Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 449,581- 435,819- 478,910- 461,136- - Included in General $ $ Fund Totals - $ - EXPENSES BY CATEGORY Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out 377,35672,225- 379,41356,406- 384,55094,360- 382,22078,916- Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ - Included in General $ $ Fund Totals - Actual FY 2008 Actual FY 2009 Budget FY 2010 - - - - $ - $ - $ - $ $50.00 $40.00 $30.00 $20.00 $10.00 $0.00 FY 2010 - 150 - 477,950 $ - FY 2011 477,950 Budget FY 2011 385,930 92,020 - $ 477,950 Budget FY 2011 - COST PER LOCATE FY 2009 Budget FY 2011 Projected FY 2010 Budget data totals for prior years are included in the totals for General Fund. Detail amounts shown are for comparison purposes only. FY 2008 Budget FY 2011 477,960 477,950 $ 10 Table of Contents Enterprise Funds __________________________________________ Enterprise Funds Summary Water Wastewater Residential Solid Waste Commercial 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 and Public Works Administration Fund. Included in the Enterprise Fund type are: Water: Ensure a safe, dependable water supply Wastewater: Provide a safe, dependable wastewater collection and treatment system Residential Solid Waste: Manage the integrated solid waste operation to provide environmentally sound collection and disposal of solid waste for residential customers Commercial Solid Waste: Manage the integrated solid waste operation to provide environmentally sound collection and disposal of solid waste for commercial customers 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 2011. Total Operating Revenues Water Wastewater Residential Solid Waste Commercial Solid Waste $ 37,144,000 $ 21,194,510 $ 14,380,000 $ Total Operating Expenses (24,643,410) Operating Income (Loss) $ 12,500,590 Non-Operating Revenues (Expenses) Income (Loss) Before Transfers (14,223,860) $ 6,970,650 $ 12,500,590 Operating Transfers In $ 6,970,650 $ 1,367,420 $ (311,790) 3,416,110 $ 1,081,560 PUBLIC WORKS Enterprise Funds Water Residential Solid Waste Wastewater Commercial Solid Waste - 151 - 450,120 $ 450,120 $ $ (20,230) 20,230 (245,010) 205,110 (20,230) - - $ 12,000 (32,230) - (2,394,550) ORGANIZATIONAL CHART Irrigation $ 60,000 (8,202,440) $ 3,413,610 $ (1,937,980) 2,500 920,000 (11,223,170) Net Income $ - 90,000 Operating Transfers Out (10,966,390) 2,388,100 Irrigation $ - Table of Contents Enterprise Funds PERSONNEL BY DIVISION Actual FY 2008 Actual FY 2009 Budget FY 2010 Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation 72.00 35.00 68.44 8.66 0.70 79.00 37.00 71.94 7.06 0.70 83.00 37.00 72.22 6.78 0.70 83.00 37.00 72.22 6.78 0.70 87.25 37.00 72.22 6.78 0.00 184.80 195.70 199.70 199.70 203.25 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 30,852,092 23,461,187 13,392,759 2,365,816 66,238 28,696,144 22,034,033 13,248,731 2,288,189 157,764 37,240,630 23,727,000 14,161,580 2,237,730 66,510 31,383,588 21,986,548 13,145,636 2,056,321 66,510 35,866,580 22,426,300 13,360,940 2,182,990 32,230 $ 70,138,091 $ 66,424,861 $ 77,433,450 $ 68,638,603 $ 73,869,040 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 12,166,053 32,702,348 1,134,642 24,135,048 12,871,939 31,353,439 908,243 21,291,240 13,535,450 37,964,020 240,000 25,693,980 13,128,690 32,550,223 297,000 22,662,690 13,764,500 38,039,370 22,065,170 $ 70,138,091 $ 66,424,861 $ 77,433,450 $ 68,638,603 $ 73,869,040 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 67,921,760 70,138,091 72,042,812 66,424,861 75,869,900 77,433,450 77,372,964 68,638,603 76,211,340 73,869,040 $ (1,563,550) $ 8,734,361 $ 2,342,300 Total Personnel EXPENSES BY DIVISION Water Wastewater Residential Solid Waste Commercial 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 $ (2,216,331) $ 5,617,951 - 152 - Projected FY 2010 Budget FY 2011 Table of Contents Water _________________________________ Water Summary Water Conservation Water Production Water Distribution Water Metering Non-Departmental 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 2011 ♦ To provide a long term (100 year) supply of quality water to meet demands while complying with State mandated water supply regulations ♦ Implement Water Production/Distribution Master Plan to insure a continued safe and dependable water supply ♦ Ensure compliance with all federal, state, and local regulations ♦ Minimize ground water withdrawal ♦ Assist in the Capital Improvement Plan Program to ensure meeting future water production and infrastructure needs ♦ No Notices of Violation issued against the Town and no Public Notifications due to failure to meet Drinking Water Standards ♦ Minimize inconveniences to customers by immediately handling interruptions in service ♦ Protect the large investment in the infrastructure by continuously assessing its condition and acting appropriately to maintain and extend its useful life ♦ Educate the public to enhance public understanding and appreciation for the importance of water, and related sustainability issues ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Conservation Water Wastewater Production Distribution Plant Production Well Production Quality Assurance - 153 - Irrigation Metering Table of Contents Water PERSONNEL BY DIVISION Administration Conservation Production Distribution Metering Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Conservation Production Distribution Metering 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 2008 Actual FY 2009 Budget FY 2010 2.00 3.00 28.00 13.00 26.00 0.00 2.00 3.00 35.00 13.00 26.00 0.00 2.00 3.00 39.00 13.00 26.00 0.00 2.00 3.00 39.00 13.00 26.00 0.00 2.00 3.00 43.25 13.00 26.00 0.00 72.00 79.00 83.00 83.00 87.25 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 585,667 304,067 11,934,242 1,606,294 2,972,378 13,449,443 526,309 293,391 12,609,573 1,219,554 2,751,620 11,295,697 488,800 315,630 15,372,000 1,140,070 2,930,810 16,993,320 583,670 283,185 12,804,570 1,231,103 3,015,000 13,466,060 839,570 313,200 13,735,080 2,116,460 3,186,830 15,675,440 $ 30,852,092 $ 28,696,144 $ 37,240,630 $ 31,383,588 $ 35,866,580 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 4,735,338 15,922,924 176,158 10,017,672 5,190,117 15,199,303 175,976 8,130,748 5,652,690 18,938,030 12,649,910 5,446,010 15,889,928 10,047,650 5,938,190 18,705,220 11,223,170 $ 30,852,092 $ 28,696,144 $ 37,240,630 $ 31,383,588 $ 35,866,580 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 32,768,881 30,852,092 34,194,008 28,696,144 37,123,530 37,240,630 35,743,484 31,383,588 37,234,000 35,866,580 $ 1,916,789 $ 5,497,864 (117,100) $ 4,359,896 $ 1,367,420 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 2008 62 42 90.0% 7.8% 0.0% 931 - 154 - $ Actual FY 2009 64 44 88.9% 0.0% 26.7% 952 Projected FY 2010 Projected FY 2010 66 42 90.0% 0.0% 0.0% 971 Budget FY 2011 Anticipated FY 2011 66 42 90.0% 3.5% 0.0% 980 Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed GIS mapping and consumption tracking for excluded parcels in Salt River Project lands Integrated consumption data into Salt River Project spreadsheet Completed the Water Conservation portion of the General Plan Participated in Town events to promote water conservation Participated in regional events to promote water conservation Served on Governor’s Conservation Panel for statewide planning Developed WaterSense at Home videos that teach residents how to perform various water conservation/leak detection practices Completed the Non Per Capita Conservation Program commercial audit inventory ♦ ♦ ♦ ♦ Continue to comply with the Department of Water Resources Non Per Capita Program to ensure water use efficiency Integrate the Non Per Capita Program with Best Management Practices that will comply with the Fourth Management Plan not yet developed by the State Department of Water Resources Continue to work with Arizona Municipal Water Users Association in regional conservation efforts including the Smartscape Program and developing additional water conservation literature Continue to partner with the Environmental Protection Agency WaterSense Program Continue to find effective ways to reduce the water demand in gallons per capita per day for residential, commercial, and institutional use Develop a school curriculum for higher grades utilizing the Arizona Department of Education curriculum guidelines Continue to monitor monthly data for consumption of each segment of our usage, identifying trends and analyzing data for demand projections BUDGET NOTES There were no personnel salary increases for FY 2011 Insurance budgets were moved from individual cost centers to the non-departmental cost center. No other items were requested for the FY 2011 budget. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Water Consumption of Gallons per capita per day 194.6 199.0 199.0 198.0 % of elementary school participation 43% 50% 55% 60% Residential audits 354 391 410 425 Commercial audits 37 14 20 25 PERFORMANCE/ACTIVITY MEASURES - 155 - Table of Contents Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2008 Actual FY 2009 Budget FY 2010 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 304,067 Total Expenses $ $ Actual FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 304,067 293,391 304,067 $ 315,630 $ 293,391 $ 283,185 315,630 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2009 FY 2010 - 156 - $ FY 2011 283,185 313,200 Budget FY 2011 247,340 35,845 - COST PER CAPITA FY 2008 313,200 Projected FY 2010 248,570 67,060 $ Budget FY 2011 283,185 Budget FY 2010 248,745 44,646 - Budget FY 2011 Projected FY 2010 315,630 Actual FY 2009 247,782 56,285 $ 293,391 Projected FY 2010 249,000 64,200 $ 313,200 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully installed well system chlorine analyzers throughout the well distribution system to monitor residuals for “Groundwater Rule.”; doing so internally resulted in savings of more than $100,000 Maximized the beneficial use of Site #5 and Well #14 Arsenic facilities that were put in service in 2006 resulting in twice the life expectancy of the media thereby saving over $100,000 Maximized 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 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 ♦ ♦ ♦ ♦ Participate in the development of Gilbert’s Water Master Plan 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 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 Based on legislative changes, the Water Fund is no longer responsible for the RWCD Assessments on individual properties, which removed 1.5 million from the budget. Actual FY 2008 16,016 Actual FY 2009 15,309 Projected FY 2010 16,400 Anticipated FY 2011 16,400 Peak day demand (MG) 62 64 66 66 Daily average water production (MG) 42 44 42 42 % surface water of total water produced 68 75 75 75 Chemical cost per million gallons treated # of exceeded Maximum Contaminant Levels of water quality parameters # of system pressure drops that constitute a system outage # of scheduled maintenance work order 78 65 68 68 0 0 0 0 1 1 0 0 1,250 1,300 1,300 1,300 PERFORMANCE/ACTIVITY MEASURES Total water produced (MG) - 157 - Table of Contents Water Production PERSONNEL BY ACTIVITY North Plant Production Santan Vista WTP Well Production Quality Assurance Backflow Total Personnel EXPENSES BY ACTIVITY North Plant Production Santan Vista WTP Well Production Quality Assurance Backflow Total Expenses Actual FY 2009 Budget FY 2010 Projected FY 2010 15.00 0.00 7.00 6.00 0.00 15.00 7.00 7.00 6.00 0.00 15.00 11.00 7.00 6.00 0.00 15.00 11.00 7.00 6.00 0.00 17.00 11.00 7.00 6.00 2.25 28.00 35.00 39.00 39.00 43.25 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 8,524,775 8,892 2,909,594 490,981 - 9,020,692 616,833 2,279,641 692,407 - 9,147,110 2,475,050 3,193,530 556,310 - 6,818,585 2,560,525 2,873,990 551,470 - 4,899,400 4,814,320 3,260,140 555,540 205,680 $ 11,934,242 $ 12,609,573 $ 15,372,000 $ 12,804,570 $ 13,735,080 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,868,648 10,065,594 - 2,248,774 10,184,823 175,976 - 2,744,340 12,627,660 - 2,508,120 10,296,450 - 3,048,970 10,686,110 - $ 11,934,242 $ 12,609,573 $ 15,372,000 $ 12,804,570 $ 13,735,080 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 COST PER MILLION GALLONS PRODUCED $1,000.00 $800.00 $600.00 $400.00 $200.00 $0.00 FY 2008 FY 2009 - 158 - FY 2010 FY 2011 Table of Contents Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2011 To ensure the integrity of the Gilbert’s water infrastructure by maintaining the Water Distribution system. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ In cooperation with Gilbert Fire, continued fire hydrant exercising program whereby each fire hydrant is exercised twice a year. There are presently 10,000+ fire hydrants in the Gilbert’s water service area Continued GBA Supplies audit of the maintenance inventory in Water Distribution Shops with minimal discrepancies Completed 2,085 GBA work orders Exercised 2,085 valves Acquired plate tamper and compaction wheel to increase quality of field work Responded to all emergency situations within 1 hour ♦ ♦ ♦ ♦ Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage, while reducing the possibility of system contamination Maintain and enter data on work orders in GBA Master Series for accurate reporting Maintain parts inventory Keep GIS current by providing info related to field changes to appropriate departments Work with contractors so that they can make timely additions and improvements to the water system with minimal system disruption Implement Asset Management by installing valves and replacing hydrants though CIP projects BUDGET NOTES There were no personnel salary increases for FY 2011. A onetime budget of $700,000 was included in FY 2011 for main line gate valve replacements along Gilbert Road and a onetime budget of $300,000 was included for replacing 140 fire hydrants. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 # of fire hydrant rebuild/replacements 440 344 350 350 # of valves exercised 109 1,254 2,085 1,900 % of fire hydrants exercised 100 100 100 100 # of events that cause a system outage 29 73 125 150 # of valve actuations for contractors 110 58 188 150 # of safety related injuries 0 0 0 0 Total miles of water main 931 952 971 980 PERFORMANCE/ACTIVITY MEASURES - 159 - Table of Contents Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2009 Budget FY 2010 Projected FY 2010 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 1,606,294 1,219,554 1,140,070 1,231,103 2,116,460 $ 1,606,294 $ 1,219,554 $ 1,140,070 $ 1,231,103 $ 2,116,460 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 846,561 648,388 111,345 - 863,054 356,500 - 841,250 298,820 - 831,940 399,163 - 837,310 1,279,150 - $ 1,606,294 $ 1,219,554 $ 1,140,070 $ 1,231,103 $ 2,116,460 COST PER MILE OF WATER MAIN $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2008 FY 2009 - 160 - FY 2010 FY 2011 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ The life cycle small meter maintenance program produced a drop of 2.1% in unaccounted for water bringing an increase in revenue and ensuring compliance with Arizona Department of Water Resources guidelines Implemented new meter reading equipment and software without any service interruption to the Utility Billing Adjusted the zero consumption process to remove meters that have stopped registering in a more timely manner ♦ ♦ ♦ Continue the small meter life cycle maintenance program based on consumption not meter age Implement a large meter testing program to ensure large meters are registering accurately Pilot a consumption based meter life cycle program for 1 ½” and 2” water meters Install meters in a timely manner to ensure the accountability of water used Read every meter in Gilbert’s water service area once a month Repair or replace all meters that stop registering water flow Continue research on radio reading water meters to increase efficiency and increase data for water conservation purposes BUDGET NOTES There were no personnel salary increases for FY 2011.Budget was increased by $350,000 to continue the meter life cycle/change out program. A onetime budget of $14,100 was included in FY 2011 for large meter testing. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 # of lock-offs for delinquent payment 9,418 8,061 8,500 8,500 # of work orders per year 22,951 24,607 25,000 25,000 % of unaccounted for water (12 month average) 12.1 10.4 10.0 10.0 Average meters read per cycle per reader 1,005 343 435 527 821,365 847,555 848,755 850,000 1,100 1,529 1,200 1,200 PERFORMANCE/ACTIVITY MEASURES # of meter reads for the year # of new meters installed - 161 - Table of Contents Water Metering PERSONNEL BY ACTIVITY Metering Total Personnel EXPENSES BY ACTIVITY Metering Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,972,378 2,751,620 2,930,810 3,015,000 3,186,830 $ 2,972,378 $ 2,751,620 $ 2,930,810 $ 3,015,000 $ 3,186,830 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,537,814 1,369,751 64,813 - 1,592,318 1,159,302 - 1,581,950 1,348,860 - 1,577,020 1,437,980 - 1,591,970 1,594,860 - $ 2,972,378 $ 2,751,620 $ 2,930,810 $ 3,015,000 $ 3,186,830 COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2008 Budget FY 2011 FY 2009 FY 2010 - 162 - FY 2011 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Repair/Replacement Debt Capital Projects Debt is issued to finance construction of water facilities and is repaid through user fees. More information on this can be found in the Debt Section of this budget document. $2,634,600 The FY 2010-2015 Capital Improvement Plan includes the following projects to be funded with transfers from the Water Fund: Street Improvements $1,637,600 Hobson Water Line Replacement $ 727,000 Well 18 Acquisition $ 270,000 Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. The amount of the contingency is equal to 5% of the budgeted operating expenditures in the Water Fund. In FY 2011 $1,378,000 is budgeted for contingency. All requests for use of contingency must be approved by Council. Wastewater $820,000 Water transfers funds to wastewater to offset the costs of recharging wastewater for the benefit of the water system. Streets $50,000 An annual transfer from Water to Streets occurs to offset the cost of asphalt for repaving for any water main work that occurs during the year. Budget Savings The adopted budget includes a 2% allowance for “budget savings”. This allowance is based on historical spending patterns and provides a more accurate picture of what the actual expenditures will be. Salary savings due to vacant positions is the largest contributor of savings in the Wastewater Fund. Other Miscellaneous Insurance $197,290 This is the Water Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Transfers Tuition Reimbursement $26,000 Based on historical usage, $5,000 is budgeted to reimburse employees of the Water Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2011 $11,223,170 is budgeted to be transferred to other funds to support various activities. The following details transfers by category: Overhead $5,286,920 Water transfers funds to finance future replacement of rolling stock and infrastructure. More information can be found in the Water Sub Funds section of this budget document Benefit Savings ($31,880) Benefit savings due to Worker’s Compensation changing carriers. $2,431,650 Water transfers funds to the General Fund and Public Works Admin Fund in support of the services provided to the Water Division and its customers by the Mayor and Council, Town Manager, Finance, Human Resources, Utility Locates, Public Works Administration, and Utility Customer Service. - 163 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Debt Contingency Budget Savings Other Transfers Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 3,418,410 1,467,000 (542,000) 12,649,910 3,418,410 10,047,650 3,433,860 1,378,000 (551,000) 191,410 11,223,170 3,415,947 15,824 10,017,672 3,153,852 11,097 8,130,748 $ 13,449,443 $ 11,295,697 $ 16,993,320 $ 13,466,060 $ 15,675,440 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 (31,880) 4,484,150 11,223,170 3,431,771 10,017,672 3,164,949 8,130,748 4,343,410 12,649,910 3,418,410 10,047,650 $ 13,449,443 $ 11,295,697 $ 16,993,320 $ 13,466,060 - 164 - $ 15,675,440 Table of Contents Wastewater _________________________________ Wastewater Summary Wastewater Collection Wastewater Plant Operations Wastewater Reclaimed Wastewater Quality Non-Departmental 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 Division 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 mosquito control operations 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 Division 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 2011 ♦ 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 ♦ Initiate the scheduled Wastewater and Reclaimed Water System Master Plan Update ♦ Educate customers regarding services and programs provided ♦ Ensure workers have the proper training and resources to perform work safely ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Collection Water Wastewater Plant Operations Reclaimed Neely Facility Effluent Re-use Greenfield Facility Effluent Recharge - 165 - Irrigation Quality Table of Contents Wastewater PERSONNEL BY DIVISION Administration Collection Plant Operations Reclaimed Quality Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Collection Plant Operations Reclaimed Quality 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1.00 16.60 0.00 11.40 6.00 0.00 1.00 17.60 0.00 12.40 6.00 0.00 1.00 17.60 0.00 12.40 6.00 0.00 1.00 17.60 0.00 12.40 6.00 0.00 1.00 17.60 0.00 12.40 6.00 0.00 35.00 37.00 37.00 37.00 37.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 151,495 2,512,164 6,720,362 1,276,053 513,726 12,287,387 163,753 2,778,097 6,753,572 1,433,638 536,343 10,368,630 157,850 3,023,660 7,367,540 1,559,750 559,570 11,058,630 162,621 2,804,321 6,962,710 1,418,922 532,214 10,105,760 505,350 3,021,630 7,362,390 1,454,460 557,920 9,524,550 $ 23,461,187 $ 22,034,033 $ 23,727,000 $ 21,986,548 $ 22,426,300 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 2,391,892 9,402,693 50,493 11,616,109 2,645,495 9,420,546 259,172 9,708,820 2,732,360 11,210,780 9,783,860 2,665,290 9,833,488 50,780 9,436,990 2,737,930 11,485,930 8,202,440 $ 23,461,187 $ 22,034,033 $ 23,727,000 $ 21,986,548 $ 22,426,300 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 19,155,592 23,461,187 20,722,158 22,034,033 21,926,260 23,727,000 21,956,170 21,986,548 22,114,510 22,426,300 $ (4,305,595) $ (1,311,875) $ (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 2008 4,498 12.32 4,174 1,731 90% 54 100% - 166 - Actual FY 2009 4,515 12.37 4,160 1,803 100% 41 100% (30,378) $ Projected FY 2010 4,712 12.91 4,420 1,790 100% 79 100% (311,790) Anticipated FY 2011 4,800 13.15 4,440 1,800 100% 75 100% Table of Contents Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ A complete refurbishment was performed on the Town’s older combination sewer cleaning truck in lieu of purchasing a new truck. The refurbishment project saved the Town approximately $150,000 Identified and rehabilitated sanitary sewer manholes that were impacted by corrosion Treated 5,316 manholes for roach control Completed a Wastewater Collection System Inspection Report initiated by the Environmental Protection Agency Performed daily inspections and routine maintenance at all lift station sites Installed an odor control polishing unit at the Crossroads lift station site to reduce odors Performed odor control activities throughout the wastewater collection system Cleaned 15% of the sewer system to prevent sewer line blockages, overflows, and odors Inspected 7% of the sewer system using television inspection (CCTV) equipment to identify problem areas that can lead to sewer line blockages, overflows, and deterioration Provided safety training to all Wastewater Collection Personnel ♦ ♦ ♦ ♦ Clean 20% of the sanitary sewer system to prevent sewer line blockages, overflows, and odors Inspect 20% 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 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 Complete a new parallel gravity sewer pipeline project near Gilbert and Warner Roads to address sewer capacity issues Complete a new diversion force main pipeline for the Gilbert Commons lift station 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 2011. A onetime amount of $65,000 was included for lift station pump replacements. Insurance budgets were moved from individual cost centers to the non-departmental cost center. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Percent of sewer system cleaned 25% 20% 15% 20% Percent of sewer system inspected 19% 18% 7% 20% Number of sewer odor complaints 267 211 224 220 Number of sewer line blockage complaints 54 41 79 75 30 31 33 33 1,731 1,803 1,790 1,800 100% 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 - 167 - 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 16.60 17.60 17.60 17.60 17.60 16.60 17.60 17.60 17.60 17.60 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,512,164 2,778,097 3,023,660 2,804,321 3,021,630 $ 2,512,164 $ 2,778,097 $ 3,023,660 $ 2,804,321 $ 3,021,630 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,050,200 1,431,037 30,927 - 1,170,212 1,471,532 136,353 - 1,191,570 1,832,090 - 1,169,970 1,634,351 - 1,219,850 1,801,780 - $ 2,512,164 $ 2,778,097 $ 3,023,660 $ 2,804,321 $ 3,021,630 COST PER MILLION GALLONS INFLUENT $750 $500 $250 $0 FY 2008 Budget FY 2011 FY 2009 FY 2010 - 168 - FY 2011 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 2010 ♦ ♦ ♦ ♦ 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 One time repair and maintenance items for $85,000 have been included in the FY 2011 budget. No other significant changes were anticipated. OBJECTIVES FY 2011 ♦ 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 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) Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 $1,398.76 $1,503.03 $1,485.64 $1,411.34 $1,660.16 $1,484.12 $1,465.84 $1,739.81 2,863.0 2,775.1 2,773.7 3,010.0 1,635.8 1,740.1 1,938.8 1,790.0 71% 69% 69% 75% 56% 60% 66% 61% 2,671.4 2,559.4 2,606.0 2,830.0 1,502.60 1,601.05 1,813.98 1,610.00 7.84 7.60 7.60 8.25 4.48 4.77 5.31 4.74 - 169 - 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 0.00 0.00 0.00 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 4,004,661 2,715,701 4,171,059 2,582,513 4,338,280 3,029,260 4,120,730 2,841,980 4,248,130 3,114,260 $ 6,720,362 $ 6,753,572 $ 7,367,540 $ 6,962,710 $ 7,362,390 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 6,720,362 - 6,655,131 98,441 - 7,367,540 - 6,911,930 50,780 - 7,362,390 - $ 6,720,362 $ 6,753,572 $ 7,367,540 $ 6,962,710 $ 7,362,390 COST PER MILLION GALLONS TREATED $2,000 $1,600 $1,200 $800 $400 $0 FY 2008 Budget FY 2011 FY 2009 FY 2010 - 170 - FY 2011 Table of Contents Wastewater Reclaimed ♦ Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule PURPOSE STATEMENT The Effluent Reuse and Recharge Section is 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 Section 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. OBJECTIVES FY 2011 ♦ 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 2010 ♦ Performed daily reclaimed water monitoring and delivery operations for all user sites and met customer water demands ♦ Operated and maintained the reclaimed water distribution system ♦ Operated and maintained all 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 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 2011. Base budgets for FY 2011 were analyzed and reduced where necessary to bring budget more in line with historical experience to keep customer rates level. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 0 0 0 0 2 0 1 0 4,174 4,160 4,420 4,440 30% 32% 38% 35% 70% 68% 62% 65% 100% 100% 100% 100% - 171 - 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 6.90 4.50 7.40 5.00 7.40 5.00 7.40 5.00 7.40 5.00 11.40 12.40 12.40 12.40 12.40 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 727,706 548,347 922,161 511,477 969,820 589,930 901,233 517,689 917,020 537,440 $ 1,276,053 $ 1,433,638 $ 1,559,750 $ 1,418,922 $ 1,454,460 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 795,446 480,607 - 877,702 531,558 24,378 - 941,590 618,160 - 904,890 514,032 - 931,330 523,130 - $ 1,276,053 $ 1,433,638 $ 1,559,750 $ 1,418,922 $ 1,454,460 COST PER MILLION GALLONS PRODUCED/REUSED $500 $400 $300 $200 $100 $0 FY 2008 Budget FY 2011 FY 2009 FY 2010 - 172 - FY 2011 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2011 The Wastewater Quality Section is dedicated to providing safe, reliable, and cost effective pollution control activities relating to the wastewater discharge of commercial and industrial businesses. Wastewater Quality Section operations strive to maintain pollutant levels in the wastewater stream below those levels mandated by regulations and oversight agency agreements. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspected all commercial businesses of concern for compliance with Wastewater and Storm Water code requirements 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 Performed 13 sewer flow monitoring studies in specific areas to track pipeline capacities Provided the necessary safety training to all Wastewater Quality Personnel 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 Continue to monitor industrial wastewater discharge permitting activity and review and process new permits when required Continue to perform sewer flow monitoring studies in specific areas to track pipeline capacities 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 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center. No other requests were submitted for FY2011. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 1,106 1,307 1,245 1,300 90% 100% 100% 100% 14 17 19 21 100% 100% 100% 100% 73 54 23 25 33 38 17 20 1,094 1,004 961 1,000 - 173 - Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2008 Actual FY 2009 Budget FY 2010 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 513,726 Total Expenses $ $ Actual FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 513,726 536,343 513,726 $ 536,343 $ 532,214 559,570 $ $150 $120 $90 $60 $30 $0 FY 2009 FY 2010 - 174 - $ FY 2011 532,214 557,920 Budget FY 2011 463,540 68,674 - COST PER MILLION GALLONS TREATED FY 2008 557,920 Projected FY 2010 470,830 88,740 $ Budget FY 2011 532,214 Budget FY 2010 469,317 67,026 $ 559,570 Budget FY 2011 Projected FY 2010 559,570 Actual FY 2009 419,429 74,731 19,566 $ 536,343 Projected FY 2010 472,610 85,310 $ 557,920 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Overhead $1,584,030 Wastewater transfers funds to the General Fund and Public Works Admin Fund in support of the services provided to the Wastewater Division and its customers by the Mayor and Council, Town Manager, Finance, Human Resources, Utility Locates, Public Works Administration, and Utility Customer Service. Debt Debt is issued to finance construction of wastewater facilities and is repaid through user fees. More information on this can be found in the Debt Section of this budget document. Repair/Replacement $5,701,870 Wastewater transfers funds to finance future replacement of rolling stock and infrastructure. More information can be found in the Wastewater Sub Funds section of this budget document Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. The amount of the contingency is equal to 5% of the budgeted operating expenditures in the Wastewater Fund. In FY 2011 $1,018,000 is budgeted for contingency. All requests for use of contingency must be approved by Council. Capital Projects $916,540 The FY 2010-2015 Capital Improvement Plan includes the following projects to be funded with transfers from the Wastewater Fund: Streets Improvements Santan Lift Station Odor Control Budget Savings $ 641,540 $ 275,000 Other Miscellaneous The adopted budget includes a 2% allowance for “budget savings”. This allowance is based on historical spending patterns and provides a more accurate picture of what the actual expenditures will be. Salary savings due to vacant positions is the largest contributor of savings in the Wastewater Fund. Insurance $64,120 This is the Wastewater Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Transfers Tuition Reimbursement $5,000 Based on historical usage, $5,000 is budgeted to reimburse employees of the Wastewater Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2011 $8,202,440 is budgeted to be transferred to other funds to support various activities. The following details transfers by category: Benefit Savings ($14,560) Benefit savings due to Worker’s Compensation changing carriers. - 175 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Debt Contingency Budget Savings Other Transfers Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 668,770 1,001,000 (395,000) 9,783,860 Projected FY 2010 Projected FY 2010 668,770 9,436,990 Budget FY 2011 Budget FY 2011 671,278 11,616,109 659,810 9,708,820 $ 12,287,387 $ 10,368,630 $ 11,058,630 $ 10,105,760 $ 9,524,550 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 671,278 11,616,109 659,810 9,708,820 1,274,770 9,783,860 668,770 9,436,990 $ 12,287,387 $ 10,368,630 $ 11,058,630 $ 10,105,760 - 176 - 656,550 1,018,000 (407,000) 54,560 8,202,440 (14,560) 1,336,670 8,202,440 $ 9,524,550 Table of Contents Residential Solid Waste _________________________________ Residential Solid Waste Summary Residential Solid Waste Collections Non-Departmental Table of Contents Residential 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. 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 residential customers 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, educating members of the general public 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 2011 ♦ ♦ ♦ ♦ ♦ 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 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 - 177 - Irrigation Table of Contents Residential Solid Waste PERSONNEL BY DIVISION Administration Residential Collections Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Residential Collections Non-Departmental Total Expenses Budget FY 2010 Projected FY 2010 Budget FY 2011 3.24 65.20 0.00 3.24 68.70 0.00 3.52 68.70 0.00 3.52 68.70 0.00 3.52 68.70 0.00 68.44 71.94 72.22 72.22 72.22 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 333,309 9,852,780 3,062,642 340,040 10,446,860 3,374,680 320,265 9,932,271 2,893,100 336,750 10,194,200 2,829,990 $ 13,392,759 $ 13,248,731 $ 14,161,580 $ 13,145,636 $ 13,360,940 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 4,340,181 5,886,583 907,991 2,258,004 4,430,857 5,322,650 432,582 3,062,642 4,621,860 6,335,040 240,000 2,964,680 4,524,620 5,486,106 241,810 2,893,100 4,616,710 6,349,680 2,394,550 $ 13,392,759 $ 13,248,731 $ 14,161,580 $ 13,145,636 $ 13,360,940 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 13,462,880 13,392,759 14,490,554 13,248,731 14,339,500 14,161,580 16,373,990 13,145,636 14,442,500 13,360,940 70,122 $ 1,241,823 177,920 $ 3,228,354 $ 1,081,560 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 323,566 10,811,189 2,258,004 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 $ $ Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Total solid waste tonnage (not including recycling) 80,110 79,754 79,364 81,100 Total recycle tonnage 19,055 18,810 18,631 18,400 Residential cost per ton $112 $103 $105 $110 Average tons per customer (black can) 1.12 1.07 1.03 1.02 19.2% 19.3% 19.7% 22.0% PERFORMANCE/ACTIVITY MEASURES Recycling diversion rate - residential - 178 - Table of Contents Residential Collections ♦ PURPOSE STATEMENT 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully closed the alleys in the Rawhide Subdivision Recycled paint donations to local businesses and schools Conducted hazmat response training with several municipalities at the Household Hazardous Waste Collection Facility Provided technical assistance to Fire/Hazmat crews on chemical identification Conducted satellite Household Hazardous Waste collection in partnership with the Gilbert Chamber of Commerce and Sam’s Club OBJECTIVES FY 2011 Department #1 in customer satisfaction Solid Waste went from a 6 day collection to a 5 day collection Acquired 8 new ASL to update Solid Waste fleet and reduce maintenance cost Employee of the year 1st place state S.W.A.N.A Road-eo E.I.A Driver the of the year in the public sector 33 out of 33 residential drivers remained accident free while servicing Gilbert customers Continued development of our outreach education program Implemented a clean up fee for all Christmas tree and pumpkin lots Mandated that all scrap and junk haulers be licensed with Gilbert Completed an intense bulk trash audit 15 out of 16 bulk drivers remained accident free ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Promote accident-free driving to 100% Continue to reduce truck maintenance through equipment standardization Maintain customer satisfaction by prompt and timely service Promote and increase recycle participation Increase Recycle Outreach Program in GPS, HOAs, Congress of Neighborhoods and special events Sign new contract for recyclable materials processing Attend training for professional growth Divert green waste from landfill Close additional alleys BUDGET NOTES There were no personnel salary increases in FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center. An additional $6,500 was budgeted for increased electric utilities at the HHW facility. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Total recycling tonnage 19,055 18,737 18,081 21,000 Total residential solid waste tonnage (not including recycling) 80,110 77,250 76,841 82,000 Number of residential customers 61,196 64,251 64,951 66,161 Total liability loss $26,462 $29,874 $29,000 $35,000 Days of work related injury loss time 0 0 41 0 Number of work related injuries 4 0 5 4 2,782 3,744 4,711 5,000 Tons of HHW collected 109 574 723 800 Average weekly recycling participation rate by single family homes 55% 54% 54% 57% PERFORMANCE/ACTIVITY MEASURES Households served by HHW events - 179 - Table of Contents Residential Collections PERSONNEL BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 Residential Collections Uncontained Collections Recycling Environmental Programs 31.50 17.00 13.70 3.00 32.00 20.00 13.70 3.00 32.00 20.00 13.70 3.00 32.00 20.00 13.70 3.00 32.00 20.00 13.70 3.00 65.20 68.70 68.70 68.70 68.70 Actual FY 2008 Actual FY 2009 Budget FY 2010 Total Personnel EXPENSES BY ACTIVITY Residential Collections Uncontained Collections Recycling Environmental Programs Total Expenses Projected FY 2010 Budget FY 2011 Budget FY 2011 6,028,658 2,566,740 1,923,583 292,208 5,509,884 2,283,104 1,750,476 309,316 6,102,530 2,199,860 1,823,900 320,570 5,714,115 2,047,623 1,832,325 338,208 5,829,750 2,212,840 1,813,710 337,900 $ 10,811,189 $ 9,852,780 $ 10,446,860 $ 9,932,271 $ 10,194,200 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Projected FY 2010 4,087,406 5,815,792 907,991 - 4,190,062 5,230,136 432,582 - 4,346,560 5,860,300 240,000 - 4,282,070 5,408,391 241,810 - 4,373,890 5,820,310 - $ 10,811,189 $ 9,852,780 $ 10,446,860 $ 9,932,271 $ 10,194,200 COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2008 FY 2009 - 180 - FY 2010 FY 2011 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Miscellaneous Insurance $66,530 This is the Residential Solid Waste Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Budget Savings The adopted budget includes a 2% allowance for “budget savings”. This allowance is based on historical spending patterns and provides a more accurate picture of what the actual expenditures will be. Salary savings due to vacant positions is the largest contributor of savings in the Residential Solid Waste Fund. Tuition Reimbursement $15,000 Based on historical usage, $15,000 is budgeted to reimburse employees of the Residential Solid Waste Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Transfers Benefit Savings Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY2011 $2,394,550 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below. Benefit savings due to Worker’s Compensation changing carriers. Overhead Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. The amount of the contingency is equal to 5% of the budgeted operating expenditures in the Residential Solid Waste Fund. In FY 2011 $645,000 is budgeted for contingency. All requests for use of contingency must be approved by Council. $1,199,170 The Solid Waste Residential Fund transfers funds to the General Fund in support of the services provided by the Mayor and Council, Town Manager’s Department, Finance, Human Resources and Public Works Administration. Equipment Replacement ($33,090) $1,195,380 Solid Waste transfers funds to finance future replacement of rolling stock. More information can be found in the Solid Waste Sub Funds section of this budget document. - 181 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Budget Savings Other Transfers Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 Actual FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 658,000 (248,000) 2,964,680 Projected FY 2010 Projected FY 2010 2,893,100 Budget FY 2011 Budget FY 2011 2,258,004 6,000 3,056,642 $ 2,258,004 $ 3,062,642 $ 3,374,680 $ 2,893,100 $ 2,829,990 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 2,258,004 3,062,642 410,000 2,964,680 2,893,100 $ 2,258,004 $ 3,062,642 $ 3,374,680 $ 2,893,100 - 182 - 645,000 (258,000) 48,440 2,394,550 (33,090) 468,530 2,394,550 $ 2,829,990 Table of Contents Commercial Solid Waste _________________________________ Commercial Solid Waste Summary Commercial Solid Waste Collections Non-Departmental Table of Contents Commercial Solid Waste FUND DESCRIPTION Gilbert’s operations and services are directed toward ensuring the public health and welfare through the disposal of commercial solid waste from commercial/industrial sources. Gilbert promotes the diversion of these wastes with comprehensive recycling programs. The Solid Waste Commercial Collections mission is to provide the Gilbert business community a viable option for their trash and recycle collection. Customers can choose from 3, 4, 6, or 8 cubic yard front end load containers as well as 10, 20 and 40 cubic yard roll-off boxes. All customers are provided the opportunity to recycle. Commercial Solid Waste operates as an enterprise fund that must be self supporting. We must compete against the private sector for accounts. Our goal is to charge a price that is fair to our customers and provide excellent customer service. Collection service operates seven days a week. 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 commercial customers are financed through user charges. GOALS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Increase the diversion rate of commercial collection by promoting and providing comingle and cardboard recycling to our front end load commercial customers as well as recycling tires and green waste with roll-off service Obtain a competitive edge by providing excellent customer service Ensure that all haulers in the Town of Gilbert are licensed Continue to grow customer base Reduce maintenance costs through fleet standardization Reduce accident claims through continued promotion of Safety First Make sure all new commercial properties meet Gilbert’s standards by reviewing plans and site inspections ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater Residential Commercial - 183 - Irrigation Table of Contents Commercial Solid Waste PERSONNEL BY DIVISION Administration Commercial Collections Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Commercial Collections Non-Departmental Total Expenses Budget FY 2010 Projected FY 2010 Budget FY 2011 1.76 6.90 0.00 0.76 6.30 0.00 0.48 6.30 0.00 0.48 6.30 0.00 0.48 6.30 0.00 8.66 7.06 6.78 6.78 6.78 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 107,960 1,791,199 389,030 36,300 1,840,900 360,530 27,250 1,744,121 284,950 36,250 1,830,530 316,210 $ 2,365,816 $ 2,288,189 $ 2,237,730 $ 2,056,321 $ 2,182,990 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 644,084 1,478,468 243,263 550,265 1,308,381 40,513 389,030 476,460 1,465,740 295,530 463,500 1,303,461 4,410 284,950 471,670 1,466,310 245,010 $ 2,365,816 $ 2,288,189 $ 2,237,730 $ 2,056,321 $ 2,182,990 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 127,976 1,994,577 243,263 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 2,467,780 2,365,816 $ 101,964 PERFORMANCE/ACTIVITY MEASURES Total Commercial tonnage Commercial cost per ton Recycling diversion rate - commercial 2,478,328 2,288,189 $ 190,139 2,414,100 2,237,730 3,232,810 2,056,321 176,370 $ 1,176,489 $ 2,388,100 2,182,990 $ 205,110 Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 34,031 30,724 31,394 31,929 $62 $62 $56 $61 1.7% 1.6% 1.7% 1.8% - 184 - Table of Contents Commercial Collections PURPOSE STATEMENT OBJECTIVES FY 2011 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Added 66 new customers Did not increase rates Promoted recycling to new and current customers Increased profit margin Provided businesses in Gilbert a viable option for their waste Department #1 in customer satisfaction 4 of 6 drivers accident-free driving Placed 2 roll-off containers out for overflow recycling material drop-off Attended Waste Expo 2010 PERFORMANCE/ACTIVITY MEASURES Number of commercial customers Total roll-off tonnage disposed Remain profitable and maintain customer base while keeping rates stable Promote commercial recycling Continue to promote 100% accident-free driving Hoist swap from truck #407 onto newer cab and chassis Grow customer base Replace truck #86 Provide excellent customer service with quick responses Continue to reduce truck maintenance through equipment standardization There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center. No rate increase was necessary for FY 2011. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 619 640 670 710 12,069 9,745 10,687 10,800 - 185 - Table of Contents Commercial Collections PERSONNEL BY ACTIVITY Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Collections Commercial Rolloffs Total Expenses Actual FY 2009 Budget FY 2010 Projected FY 2010 5.15 1.75 4.55 1.75 5.30 1.00 5.30 1.00 5.30 1.00 6.90 6.30 6.30 6.30 6.30 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 1,373,136 621,441 1,298,635 492,564 1,307,010 533,890 1,259,490 484,631 1,298,660 531,870 $ 1,994,577 $ 1,791,199 $ 1,840,900 $ 1,744,121 $ 1,830,530 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 517,931 1,476,646 - 446,170 1,304,516 40,513 - 441,010 1,399,890 - 438,130 1,301,581 4,410 - 439,670 1,390,860 - $ 1,994,577 $ 1,791,199 $ 1,840,900 $ 1,744,121 $ 1,830,530 COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2008 FY 2009 - 186 - FY 2010 FY 2011 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Miscellaneous Insurance Budget Savings The adopted budget includes a 2% allowance for “budget savings”. This allowance is based on historical spending patterns and provides a more accurate picture of what the actual expenditures will be. Tuition Reimbursement Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2011 $245,010 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below. Benefit Savings ($3,520) Benefit savings due to Worker’s Compensation changing carriers. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. The amount of the contingency is equal to 5% of the budgeted operating expenditures in the Commercial Solid Waste Fund. In FY 2011 $107,000 is budgeted for contingency. All requests for use of contingency must be approved by Council. $102,710 The Commercial Solid Waste Fund transfers funds to the General Fund in support of the services provided by the Mayor and Council, Town Manager’s Department, Finance, Human Resources and Public Works Administration. Equipment Replacement $1,000 Based on historical usage, $1,000 is budgeted to reimburse employees of the Commercial Solid Waste Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Transfers Overhead $9,720 This is the Commercial Solid Waste Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. $142,300 Commercial Solid Waste transfers funds to finance future replacement of rolling stock. More information can be found in the Solid Waste Sub Funds section of this budget document. - 187 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Budget Savings Other Transfers Total Expenses Actual FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 243,263 $ 243,263 389,030 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 243,263 $ 243,263 389,030 $ 389,030 - 188 - 360,530 360,530 Budget FY 2011 284,950 $ 284,950 107,000 (43,000) 7,200 245,010 $ Projected FY 2010 65,000 295,530 $ Budget FY 2011 Projected FY 2010 Budget FY 2010 389,030 $ Projected FY 2010 107,000 (42,000) 295,530 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 Budget FY 2011 284,950 $ 284,950 316,210 (3,520) 74,720 245,010 $ 316,210 Table of Contents Irrigation _________________________________ Irrigation Summary Table of Contents Irrigation FUND DESCRIPTION Flood Irrigation provides irrigation water to about 100 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 2011 ♦ To provide uninterrupted irrigation service ♦ To coordinate with Salt River Project schedulers to assure proper scheduling in order to provide consistent service ♦ Irrigation is no longer planned to be offered by the Town effective January 2011 ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Wastewater - 189 - Irrigation Table of Contents Irrigation PERSONNEL BY DIVISION Irrigation Total Personnel EXPENSES BY DIVISION Irrigation Total Expenses $ Budget FY 2010 0.70 0.70 0.70 0.70 0.00 0.70 0.70 0.70 0.70 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 66,238 157,764 $ 157,764 54,558 11,680 $ 66,238 Total Revenues Total Expenses 157,764 66,626 66,238 $ 388 66,510 66,510 $ - $ 66,510 - $ $ 66,510 32,230 $ Projected FY 2010 - 32,230 Budget FY 2011 66,510 66,510 $ 32,230 Budget FY 2011 29,270 37,240 - 66,510 66,510 $ 32,230 Projected FY 2010 Budget FY 2010 157,764 157,764 Budget FY 2011 66,510 52,080 14,430 $ Budget FY 2011 Projected FY 2010 Budget FY 2010 Actual FY 2009 Actual FY 2008 OPERATING RESULTS $ 55,205 102,559 $ Projected FY 2010 66,510 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2009 66,238 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 32,230 32,230 $ - Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Cost per house irrigated $530 $1,532 $646 $336 Cost recovery % 28% 12% 37% 37% % of residences missed on schedule 0% 0% 0% N/A PERFORMANCE/ACTIVITY MEASURES - 190 - Table of Contents Streets Fund _____________________________________ Streets Fund Summary Street Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental 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 2011 ♦ 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 - 191 - Storm Drainage Table of Contents Streets Fund PERSONNEL BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental Total Expenses Budget FY 2010 Projected FY 2010 Budget FY 2011 1.00 23.42 24.00 4.63 2.25 0.00 1.00 22.42 25.00 4.63 2.25 0.00 1.00 22.42 25.00 4.63 2.25 0.00 1.00 22.42 19.00 4.63 2.25 0.00 1.00 22.42 19.00 4.63 2.25 0.00 55.30 55.30 55.30 49.30 49.30 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 164,364 5,049,974 4,431,797 1,826,373 157,799 8,442,201 145,670 5,119,300 4,420,790 2,185,240 172,730 5,024,680 123,783 5,170,412 4,112,944 2,097,929 168,237 3,975,010 142,100 5,172,890 4,052,170 2,194,570 171,070 4,567,900 $ 21,824,301 $ 20,072,508 $ 17,068,410 $ 15,648,315 $ 16,300,700 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,588,036 5,786,990 3,897,751 8,551,524 3,619,590 5,314,476 2,696,241 8,442,201 3,804,820 6,055,300 2,568,860 4,639,430 3,449,760 5,654,685 2,568,860 3,975,010 3,414,800 6,139,040 2,602,360 4,144,500 $ 21,824,301 $ 20,072,508 $ 17,068,410 $ 15,648,315 $ 16,300,700 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 20,883,726 21,824,301 18,193,579 20,072,508 17,078,830 17,068,410 16,494,040 15,648,315 16,717,300 16,300,700 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 167,181 6,250,205 4,310,173 2,341,205 204,013 8,551,524 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 $ (940,575) $ (1,878,929) $ 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 10,420 $ 845,725 $ 416,600 Actual FY 2008 1,910 Actual FY 2009 1,903 Projected FY 2010 1,915 Anticipated FY 2011 1,925 36.7% 24.2% 40.0% 42.0% 78.9% 86.0% 87.0% 88.0% 69.4% 80.5% 82.0% 83.0% 93.4% 95.5% 96.0% 97.0% - 192 - Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2011 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. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained the Pavement Condition Index (PCI) by following our Pavement Life Cycle to the best of our ability Received federal funding for pavement preservation projects, completed over twelve miles of thin overlays throughout Gilbert which helped maintain the PCI at its current level and reduced backlog 100% of all arterial and residential roadway maintained was cleaned no less than twice per month Updated lane miles captured in pavement maintenance system versus actual miles in the field Conducted all of visual street ratings inhouse Increased average sweeping hours per day Patched 80% of pot holes within 3 hours of notification Cracked sealed 100% of the subdivisions scheduled for maintenance 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 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Preserve the condition of paved streets with a minimum desired level of 85 PCI and a minimum acceptable level of 80 PCI Ensure that 33% of Gilbert is being visually rated per year Sweep all residential subdivisions no less than twice per month Sweep all arterial streets no less than twice a month Sweep a minimum of five broom hours daily per driver Resolve all trip hazards within the same day Complete all utility adjustments within 4 days after street maintenance is complete 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 BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center. An additional $33,500 was added to the Capital Outlay budget for preventative maintenance on newly completed streets projects. Actual FY 2008 1,910 Actual FY 2009 1,903 Projected FY 2010 1,915 Anticipated FY 2011 1,925 100% 100% 100% 100% 100% 100% 100% 100% 91 91 91 90 5.17 5.25 5.25 5.25 22% 11% 33% 33% 80% 80% 100% 100% 4 4 4 4 100% 100% 100% 100% - 193 - 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 2009 Budget FY 2010 Projected FY 2010 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 3.25 7.34 2.33 4.25 5.25 3.25 7.34 2.33 4.25 5.25 23.42 22.42 22.42 22.42 22.42 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 411,783 1,135,000 3,892,569 331,161 479,692 271,670 892,496 2,972,468 386,629 526,711 351,330 895,840 2,875,260 394,120 602,750 336,495 916,501 2,878,492 384,654 654,270 375,000 883,600 2,902,100 394,090 618,100 $ 6,250,205 $ 5,049,974 $ 5,119,300 $ 5,170,412 $ 5,172,890 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 1,350,651 1,217,991 3,681,563 - 1,304,681 1,050,617 2,694,676 - 1,385,530 1,164,910 2,568,860 - 1,342,320 1,259,232 2,568,860 - 1,434,000 1,136,530 2,602,360 - $ 6,250,205 $ 5,049,974 $ 5,119,300 $ 5,170,412 $ 5,172,890 COST PER LANE MILE $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2008 FY 2009 - 194 - FY 2010 FY 2011 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2011 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. ♦ Manage all work orders generated for signs within three business days ♦ Replace damaged stop signs within three hours of notification ♦ Complete Zone # 2 which is 1/3 of all short line markings ♦ Inspect and re-stripe all arterial roadways ♦ Prioritize knockdowns or damaged signal infrastructure with the damage matrix and make needed repairs within 24 hours ♦ Perform arterial night inspections of street lighting ♦ Perform bi-annual subdivision night inspections of street lighting ♦ Test all traffic signal conflict monitors once per year ♦ Paint 1% of traffic signal intersections annually ♦ Replace 50% of the Fire safety Pre-emption heads on signal mast arms for safety vehicles advancement ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed all Long line Striping at night Completed all Main Arterials Long line Striping Completed Zone #1 (1/3 of all Short line markings) Completed all Long and Short line Markings in less than 15 weeks Provided initial street light knockdown response within one hour of notification and replaced within ten business days Repaired signals in flash or dark in all directions – other than power outage – within five hours Repaired emergency vehicle pre-emption detection calls within 5 days Managed all work orders generated for signs within three business days Completed all street lighting work orders within five business days Initiated a 4-10 schedule reducing OT for Illuminated Street name Sign inspections PERFORMANCE/ACTIVITY MEASURES Total MMU monitor testing Total miles of long line striping painted BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center. An additional $15,400 was added for utility and maintenance costs associated with new completed streets projects. Operations for Street Marking were contracted out starting midyear FY 2010 which resulted in a reduction of 6.0 FTE. Contracted expenses for Street Marking resulted in a total base budget reduction of $489,490. Actual FY 2008 157 Actual FY 2009 172 Projected FY 2010 172 Anticipated FY 2011 174 412.13 541.31 600.00 600.00 % of long lines striped 49% 100% 100% 100% % of short lines inspected Total number of High Pressure Sodium lamps replaced Total number of Traffic Signals energized 33% 33% 33% 33% 1,537 2,537 2,600 2,700 157 172 172 174 20% 20% 20% 20% 95% 90% 90% 90% 3% 1% 1% 1% % of signs replaced this year % of street lighting work orders completed within three business days % of traffic signals painted this year - 195 - Table of Contents Traffic Control PERSONNEL BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Personnel EXPENSES BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Expenses Actual FY 2009 Budget FY 2010 Projected FY 2010 6.50 4.50 3.50 9.50 0.00 6.50 4.50 3.50 10.50 0.00 6.50 4.50 3.50 10.50 0.00 0.50 4.50 3.50 10.50 0.00 0.50 4.50 3.50 6.50 4.00 24.00 25.00 25.00 19.00 19.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 980,906 605,695 1,405,051 1,318,521 - 966,941 588,140 1,285,255 1,591,461 - 1,067,770 567,270 1,243,380 1,542,370 - 701,946 485,038 1,320,257 1,605,703 - 578,280 564,460 1,379,280 1,012,760 517,390 $ 4,310,173 $ 4,431,797 $ 4,420,790 $ 4,112,944 $ 4,052,170 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 1,654,051 2,576,854 79,268 - 1,753,736 2,678,061 - 1,862,350 2,558,440 - 1,554,450 2,558,494 - 1,477,870 2,574,300 - $ 4,310,173 $ 4,431,797 $ 4,420,790 $ 4,112,944 $ 4,052,170 COST PER LANE MILE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2008 FY 2009 - 196 - FY 2010 FY 2011 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2011 To maintain aesthetics and drainage within right of way, control dust, and prevent spread of noxious weeds. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Complied with all PM10 dust regulations on shoulders, dirt roads and vacant lots. Graded and applied bio-degradable dust control chemicals to all our shoulders and dirt roads; applied millings on dirt roads where possible Tested and evaluated two different dust control chemicals and found that the most sustainable, bio-degradable and cost effective product can be purchased in Gilbert Completed maintenance guidelines Began implementation of new maintenance program Continued tree trimming program to ensure a healthy environment for our trees Upgraded to 100% of all irrigation systems to properly functioning status Reconstructed 100% of shoulders after storm/traffic damage Inspected and cleaned all dry wells Cleaned 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 Gilbert’s program Complete a water audit on all of Gilbert’s 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 Gilbert’s landscaped areas and irrigation systems on a continual basis BUDGET NOTES There were no personnel salary increases for FY 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center. An additional $35,100 was added for maintenance costs associated with newly completed streets projects. Actual FY 2008 55 Actual FY 2009 61 Projected FY 2010 63 Anticipated FY 2011 65 # of deductions to contractor % of landscape firms irrigation control logs reviewed weekly Total storm drains cleaned 5 0 0 0 100 25 25 25 560 699 800 1,000 % of shoulders inspected 3 times per year 100 100 100 100 Number of completed work orders % of shoulder reconstructions completed within five working days 643 764 1,000 1,000 100 100 100 100 - 197 - 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 2009 Budget FY 2010 Projected FY 2010 1.80 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 4.63 4.63 4.63 4.63 4.63 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 1,080,382 392,696 868,127 1,102,675 257,612 466,086 1,219,840 283,150 682,250 1,126,474 283,783 687,672 1,234,150 279,510 680,910 $ 2,341,205 $ 1,826,373 $ 2,185,240 $ 2,097,929 $ 2,194,570 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 324,119 1,880,166 136,920 - 332,412 1,493,341 620 - 329,280 1,855,960 - 324,970 1,772,959 - 312,890 1,881,680 - $ 2,341,205 $ 1,826,373 $ 2,185,240 $ 2,097,929 $ 2,194,570 COST PER LANE MILE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2008 FY 2009 - 198 - FY 2010 FY 2011 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2011 To keep right of way clear of driving hazards and unsightly graffiti within expected times. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ 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 2011. Insurance budgets were moved from individual cost centers to the non-departmental cost center. No other significant changes were anticipated for FY 2011. PERFORMANCE/ACTIVITY MEASURES Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 % of dead animals removed from right of way within one hour of call 100% 100% 100% 100% % of graffiti removed within 48 hours of notification from Police Department 90% 90% 90% 100% % of barricades delivered on scheduled date 100% 100% 100% 100% - 199 - Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Actual FY 2009 Budget FY 2010 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 Actual FY 2008 Actual FY 2009 Budget FY 2010 204,013 Total Expenses $ 204,013 157,799 $ 157,799 Actual FY 2008 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2008 $ $ 204,013 172,730 $ 157,799 $ 172,730 168,237 $ 168,237 $110.00 $100.00 $90.00 $80.00 $70.00 FY 2009 - 200 - FY 2010 $ FY 2011 171,070 Budget FY 2011 128,980 39,257 - COST PER LANE MILE FY 2008 171,070 Projected FY 2010 128,210 44,520 $ Budget FY 2011 168,237 Budget FY 2010 128,979 28,820 - Budget FY 2011 Projected FY 2010 172,730 Actual FY 2009 160,027 43,986 - Projected FY 2010 127,850 43,220 $ 171,070 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Overhead Budget Savings The adopted budget includes a 2% allowance for “budget savings”. This allowance is based on historical spending patterns and provides a more accurate picture of what the actual expenditures will be. Salary savings due to vacant positions is the largest contributor of savings in the Streets Fund. Miscellaneous Transfers Tuition Reimbursement Insurance Benefit Savings ($37,530) Benefit savings due to Worker’s Compensation changing carriers. $3,316,010 Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. The amount of the contingency is equal to 5% of the budgeted operating expenditures in the Streets Fund. In FY 2011, $634,000 is budgeted for contingency. All requests for use of contingency must be approved by Council. $231,000 The FY 2010-2015 Capital Improvement Plan includes the following projects to be funded with transfers from the Streets Fund: Traffic Communications Upgrades PM10 Paving Mesquite Sidewalk Improvements $250 Based on historical usage, $250 is budgeted to reimburse employees of the Streets Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Pre-authorization is required for all classes. Gilbert issues debt to finance capital project construction. Streets transfers funds to the Debt Service Fund to cover the portion of the debt that is related to activities originating in the Streets Fund to repaid with HURF revenues. Capital Projects $80,680 This is the Streets Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2011 $4,144,500 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below. Debt Service $597,490 The Streets Fund transfers funds to the General Fund in support of the services provided by the Mayor and Council, Town Manager’s Department, Finance, Human Resources and Public Works Administration. $ 42,000 $168,000 $ 21,000 - 201 - Table of Contents Non-Departmental PERSONNEL No Personnel Allocation Total Personnel EXPENSES Transfers Budget Savings Miscellaneous 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 2008 Actual FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 4,639,430 (255,750) 641,000 Projected FY 2010 Projected FY 2010 3,975,010 - Budget FY 2011 Budget FY 2011 8,551,524 - 8,442,201 - 4,144,500 (254,000) 43,400 634,000 $ 8,551,524 $ 8,442,201 $ 5,024,680 $ 3,975,010 $ 4,567,900 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 8,551,524 8,442,201 385,250 4,639,430 3,975,010 $ 8,551,524 $ 8,442,201 $ 5,024,680 $ 3,975,010 $ 4,567,900 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 20,883,726 8,551,524 18,193,579 8,442,201 17,078,830 5,024,680 16,494,040 3,975,010 16,717,300 4,567,900 $ 12,332,203 $ 9,751,378 $ 12,054,150 $ 12,519,030 $ 12,149,400 - 202 - (37,530) 460,930 4,144,500 Table of Contents Internal Service Funds __________________________________________ Internal Service Funds Summary Fleet Maintenance Copy Services Health Self Insurance Dental 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. ♦ Dental Self Insurance – Accounting for self insurance for dental coverage. 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 $75.50 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 15%. Fuel has a mark up of 6 cents per gallon to cover the cost of maintaining and replacing the fueling system. Copy Services replaces copiers as needed and pays for letterhead and envelopes 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). Dental Self Insurance accounts for costs of dental insurance. All contributions are deposited in this fund. The Dental Self Insurance Fund was created July 1, 2010. The plan is self funded and administered by Delta Dental. ORGANIZATIONAL CHART INTERNAL SERVICE FUNDS Support Services Town Council Fleet Maintenance Health Self Insurance Copy Services Dental Self Insurance - 203 - Table of Contents Internal Service Funds Actual FY 2008 Actual FY 2009 Budget FY 2010 26.00 0.00 0.00 0.00 26.00 0.00 0.00 0.00 26.00 0.00 0.00 0.00 26.00 0.00 0.00 0.00 26.00 0.00 0.00 0.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 7,655,573 304,821 11,931,537 - 6,429,235 299,317 11,699,054 - 7,119,250 353,130 11,749,820 - 6,954,220 275,000 11,399,100 - 6,479,320 553,130 11,688,120 1,127,600 $ 19,891,931 $ 18,427,606 $ 19,222,200 $ 18,628,320 $ 19,848,170 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,637,130 18,127,844 56,647 70,310 1,618,777 16,707,690 32,427 68,712 1,808,640 17,367,710 30,000 15,850 1,643,610 16,968,860 15,850 1,728,990 17,873,330 30,000 215,850 $ 19,891,931 $ 18,427,606 $ 19,222,200 $ 18,628,320 $ 19,848,170 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 20,656,368 19,891,931 19,791,225 18,427,606 20,334,980 19,222,200 19,803,981 18,628,320 19,588,980 19,848,170 764,437 $ 1,363,619 $ 1,112,780 $ 1,175,661 PERSONNEL BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance Total Personnel EXPENSES BY DIVISION Fleet Maintenance Copy Services Health Self Insurance Dental 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 $ - 204 - Projected FY 2010 Budget FY 2011 $ (259,190) 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 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Refurbished one Sewer Vacon to extend the life cycle which had a cost savings of $200,000 Street sweepers are now serviced in-house. The Police Department motorcycles are now being serviced in-house Fleet currently has seven mechanics that have obtained their Automotive Service Excellence (ASE) Certifications Fleet currently has 7 certified emissions inspectors Both the North and the South Facilities are certified to perform emissions testing Implemented quality assurance/quality control inspections upon completion of every vehicle repair and/or service Time standards were established for preventative maintenance on vehicles up to 1 ton Fleet is now writing specifications for all new vehicle purchases Fleet changed police vehicle configuration companies, saving approximately $5,000 per vehicle Changed fueling vendor which provided a cost savings on diesel of $12,324.13 Received an award for 2008 CQI Survey for Outstanding Improvement over 2006 results Entered into an Intergovernmental Agreement for Support Services with The Town of Queen Creek to include maintenance and repair services of seven fire apparatus Entered into an Intergovernmental Agreement with The City of Chandler to provide Chandler police vehicle access to the SASC fueling stations OBJECTIVES FY 2011 ♦ ♦ ♦ ♦ ♦ Monitor obsolete parts in Fleet inventory Parts bar-coding/scanning capability Implement scanning of all invoices for billing All mechanics to become certified emissions inspectors ASE Blue Seal both the North and South Area Service Centers BUDGET NOTES There were no personnel salary increases for FY 2011. New cost centers were created to better track expenditures by expense type. Reductions in expenditures include $170,000 in fuel, and $290,000 in parts. These reductions more accurately reflect past usage. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Mechanic productivity ratio 71.6% 73.6% 74.2% 75% Number of outsourced work orders 1,988 1,625 1,130 1,000 Average emergency response time (minutes) 9,146 9,755 10,384 10,500 Total number of work orders 2,452 3,049 6,636 6,700 Total preventive maintenance work orders 6,694 6,706 3,748 3,800 Total unscheduled work orders 700 700 709 709 Total number of vehicles/equipment in fleet 719 700 700 700 PERFORMANCE/ACTIVITY MEASURES - 205 - Table of Contents Fleet Maintenance PERSONNEL BY ACTIVITY Administration Fleet Maintenance Shop Parts Fuel Commercial Non-Departmental Total Personnel EXPENSES BY ACTIVITY Administration Fleet Maintenance Shop Parts Fuel Commercial Non-Departmental Total Expenses Budget FY 2010 Projected FY 2010 Budget FY 2011 3.00 23.00 0.00 0.00 0.00 0.00 0.00 3.00 23.00 0.00 0.00 0.00 0.00 0.00 3.00 23.00 0.00 0.00 0.00 0.00 0.00 3.00 23.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.60 3.90 0.25 0.25 0.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 155,544 6,273,691 - 239,580 6,874,670 5,000 221,650 6,727,570 5,000 $ 7,655,573 $ 6,429,235 $ 7,119,250 $ 6,954,220 $ 6,479,320 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,739,920 1,500,040 2,631,920 608,220 (780) 1,637,130 5,891,486 56,647 70,310 1,618,777 4,709,319 32,427 68,712 1,808,640 5,294,760 15,850 1,643,610 5,294,760 15,850 1,728,990 4,734,480 15,850 $ 7,655,573 $ 6,429,235 $ 7,119,250 $ 6,954,220 $ 6,479,320 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 214,437 7,441,136 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 7,698,855 7,655,573 $ 43,282 6,795,223 6,429,235 $ 365,988 7,117,980 7,119,250 $ 6,954,220 6,954,220 (1,270) $ COST PER VEHICLE/EQUIPMENT IN FLEET $12,000.00 $9,000.00 $6,000.00 $3,000.00 $0.00 FY 2008 FY 2009 - 206 - FY 2010 FY 2011 - 7,110,880 6,479,320 $ 631,560 Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2011 Provide support for document imaging and reproduction to encompass any printing, copying, scanning, and retention of images regardless of medium. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ Continued monthly meetings between Support Services Management staff and IKON representatives Completed requests for service on time and to customers satisfaction Review all equipment and make recommendations for replacements or upgrades Explore equipment needs to complement new document imaging system Implement software to gather data on document reproduction volumes Map printing, copying, faxing and scanning devices in all Gilbert facilities BUDGET NOTES A transfer to the General Fund in the amount of $200,000 is budgeted for FY 2011. This amount was identified by the Management group as excess fund balance in the Copy Services fund. Included in Capital Outlay is $30,000 for unanticipated copier replacements. PERFORMANCE/ACTIVITY MEASURES Cost per Copy (contractual / # of Copies) Number of Copies Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 $0.061 $0.063 $0.074 $0.094 4,960,000 4,730,120 3,735,516 3,433,900 - 207 - Table of Contents Copy Services Actual FY 2008 Actual FY 2009 Budget FY 2010 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 2008 Actual FY 2009 Budget FY 2010 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 304,821 Total Expenses $ $ Personnel Supplies & Contractual Capital Outlay Transfers Out 304,821 $ Total Revenues Total Expenses 304,821 $ $ 82,190 353,130 299,317 353,130 107,344 275,000 23,870 $ 275,000 $0.10 $0.08 $0.06 $0.04 $0.02 $0.00 FY 2009 FY 2010 - 208 - 323,130 30,000 200,000 $ FY 2011 87,150 553,130 Budget FY 2011 362,150 275,000 $ 553,130 Budget FY 2011 Projected FY 2010 COST PER COPY FY 2008 $ 275,000 - 377,000 353,130 $ 553,130 Projected FY 2010 Budget FY 2010 406,661 299,317 $ $ 323,130 30,000 $ Budget FY 2011 275,000 Budget FY 2010 Actual FY 2009 387,011 304,821 Net Operating Result $ 299,317 - Actual FY 2008 OPERATING RESULTS 299,317 Budget FY 2011 Projected FY 2010 353,130 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY Total Expenses 304,821 299,317 Projected FY 2010 368,600 553,130 $ (184,530) Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2011 This fund provides financing for health insurance coverage provided through an Exclusive Provider Organization (EPO) network. ♦ ACCOMPLISHMENTS FY 2010 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 changed to a flat 80% contribution of total premium (both single and family coverage). Employees pay 20% of the premium contribution. For FY 2011, there was no increase in premiums passed on to the employees. In addition, plan performance and the corresponding increase in reserve allowed the Board of Trustees to advise the Council that the reserve could be reduced by $1,500,000 and the remaining reserve would still be sufficient and appropriate. As a result, the Council approved a reduction in the Town of Gilbert General Fund contribution to premiums by $1,500,000 for FY 2011. ♦ ♦ ♦ Plan reserves increased by $1,735,054 in plan year 2010 Changed the Plan’s contracted provider network which provided substantial claims savings through better network discounts, directly resulting in the increase in reserves Plan is fully funded and the reserve at the end of plan year 2010 meets targeted reserve goals set by the Board of Trustees Plan performance allowed for no premium increase and no change in cost sharing for 2011 Maintain a reserve equivalent to a minimum of 3 months of medical claims in excess of claims incurred but not reported Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Average total plan cost per Full Time employee, per month $896 $950 $875 $965 Average actual premium per employee per month* $950 $1,000 $1,010 $895 Health Plan Participants 3,085 3,094 3,088 3,040 $2,710,547 $3,600,834 $5,335,888 $4,624,768 PERFORMANCE/ACTIVITY MEASURES Reserve in excess of estimated Incurred But Not Reported (IBNR) claims *For FY 2011, the amount shown takes into consideration the $1,500,000 in reduced General Fund contributions. - 209 - Table of Contents Health Self Insurance Actual FY 2008 Actual FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 11,931,537 11,699,054 11,749,820 11,399,100 11,688,120 $ 11,931,537 $ 11,699,054 $ 11,749,820 $ 11,399,100 $ 11,688,120 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 11,931,537 - 11,699,054 - 11,749,820 - 11,399,100 - 11,688,120 - $ 11,931,537 $ 11,699,054 $ 11,749,820 $ 11,399,100 $ 11,688,120 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 12,570,502 11,931,537 12,589,341 11,699,054 12,840,000 11,749,820 12,487,611 11,399,100 10,977,000 11,688,120 890,287 $ 1,090,180 $ 1,088,511 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 $ 638,965 $ Projected FY 2010 YEARLY BASE TOTAL PREMIUM FAMILY COVERAGE $16,000.00 $12,000.00 $8,000.00 $4,000.00 $0.00 FY 2008 FY 2009 - 210 - FY 2010 FY 2011 Budget FY 2011 $ (711,120) Table of Contents Dental Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2011 This fund provides financing for dental insurance coverage. ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ Sufficient premiums to pay Plan expenses Premium savings compared to fully insured alternative BUDGET NOTES None – Dental Self Insurance fund was established effective July 1, 2010 The contribution rate for medical premiums is shared between Gilbert and employees. The Town of Gilbert contribution rate for dental premiums is 80% of total premium (both single and family coverage). Employees pay 20% of the premium contribution. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Average total plan cost per Full Time employee, per month N/A N/A N/A $90 Average actual premium per employee per month N/A N/A N/A $90 Dental Plan Participants N/A N/A N/A 3,138 Reserve in excess of estimated Incurred But Not Reported (IBNR) claims N/A N/A N/A $4,900 PERFORMANCE/ACTIVITY MEASURES - 211 - Table of Contents Dental Self Insurance PERSONNEL BY ACTIVITY Dental Self Insurance Total Personnel EXPENSES BY ACTIVITY Dental Self Insurance Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Actual FY 2008 Actual FY 2009 Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 - - - - $ - $ - Actual FY 2008 Actual FY 2009 Budget FY 2010 - - - - $ - $ - Actual FY 2008 Actual FY 2009 Budget FY 2010 - - - - $ - - 212 - $ - Projected FY 2010 Budget FY 2011 Projected FY 2010 $ Budget FY 2011 - 1,127,600 - $ 1,127,600 Projected FY 2010 $ Budget FY 2011 - 1,127,600 - - $ 1,127,600 Projected FY 2010 Budget FY 2011 $ - 1,132,500 1,127,600 $ 4,900 Table of Contents Sub Funds _________________________________ Sub Funds Summary General Replacement Fund Water Replacement Fund Wastewater Replacement Fund Riparian Programs Residential Solid Waste Replacement Fund Commercial Solid Waste Replacement Fund Street Replacement Fund Fleet Replacement Fund Table of Contents Sub Funds FUND DESCRIPTION Sub Funds are funds that are related to an operating fund however, are kept separate for accounting purposes. Examples of sub funds include Replacement Funds and the Riparian Fund. The sole financing source of the sub funds are the respective operating funds. Each sub fund has a separate fund number in order to identify the fund balance for these activities. In the Comprehensive Annual Financial Report (CAFR), the sub funds roll up to and are reported as part of the operating fund. The following Sub Funds are detailed in this section: General Fund General Replacement Fund Gilbert Citizen Action Network Economic Development Incentives Water Fund Water Repair and Replacement Fund Wastewater Fund Wastewater Repair and Replacement Fund Riparian Programs Residential Solid Waste Residential Replacement Fund Commercial Solid Waste Commercial Replacement Fund Street Fund Street Replacement Fund Fleet Fund Fleet Replacement Fund - 213 - Table of Contents Sub Funds PERSONNEL BY ACTIVITY General Replacement Fund Other General Sub Funds Water Replacement Fund Wastewater Replacement Riparian Program Residential Replacement Commercial Replacement Street Replacement Fund Fleet Replacement Fund Total Personnel EXPENSES BY ACTIVITY General Replacement Fund Other General Sub Funds Water Replacement Fund Wastewater Replacement Riparian Program Residential Replacement Commercial Replacement Street Replacement Fund Fleet Replacement Fund Total Expenses $ Budget FY 2010 0.00 0.00 0.00 0.00 3.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.68 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.68 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.68 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.68 0.00 0.00 0.00 0.00 3.76 3.68 3.68 3.68 3.68 Actual FY 2008 Actual FY 2009 Budget FY 2010 3,746,873 $ 264,746 73,377 3,338,872 69,878 $ OPERATING RESULTS Total Revenues Total Expenses $ 3,746,873 1,770,593 42,331 371,014 194,912 220,719 25,434 7,500,000 3,600,000 3,350,000 333,630 1,520,000 364,000 460,000 22,000 2,625,003 $ 17,149,630 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2009 1,114,281 105,707 23,461 343,437 1,136,220 201,197 822,570 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 $ Projected FY 2010 Projected FY 2010 $ Budget FY 2010 285,554 110,894 2,228,555 - 275,890 57,740 11,316,000 5,500,000 2,625,003 $ 17,149,630 5,337,780 757,000 8,108,000 8,679,000 401,750 2,896,000 438,000 716,000 19,000 8,987,554 $ 27,352,530 Budget FY 2011 275,890 70,000 1,882,064 6,759,600 269,900 863,850 13,143,780 13,075,000 8,987,554 $ 27,352,530 Actual FY 2008 Actual FY 2009 Budget FY 2010 12,778,507 3,746,873 13,112,245 2,625,003 13,385,590 17,149,630 13,177,630 8,987,554 9,031,633 $ 10,487,242 $ (3,764,040) $ 4,190,076 - 214 - Budget FY 2011 3,766,600 160,000 345,890 3,133,433 1,130,111 429,520 22,000 Projected FY 2010 $ Budget FY 2011 Projected FY 2010 Budget FY 2011 13,599,420 27,352,530 $ (13,753,110) Table of Contents General Sub Funds FUND INFORMATION General Equipment Replacement 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. The General Fund cost centers make contributions to the General 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 Equipment Replacement fund in FY 2002. Due to budget constraints, it was determined not to fund the General Equipment Replacement for FY 2008, FY 2009, FY 2010, and FY 2011. For FY 2011, Council has authorized a reallocation of funds in the amount of $2,065,000 that was previously deposited to the General Equipment Replacement Fund to the General Fund. Should the need to replace General Fund vehicles exceed the balance in the fund, additional funds will need to be identified. The percentage of fund balance to future replacement value is listed below. Anticipated Fund Balance July 1, 2011 $ 2,771,359 Estimated Future Replacement Value $ 29,014,970 Percentage Funded 9.55% Other Sub Funds Other sub funds of the General Fund include Gilbert Citizens Action Network and Economic Development Incentives. Gilbert Citizens Action Network (CAN) is a group of community representatives striving to make Gilbert a safer place for youth. Economic Development Incentives are a refunding of local transaction tax as specific by current development agreements. - 215 - Table of Contents General Sub Funds PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY General Replacement Fund Other Sub Funds Total Expenses Budget FY 2010 Projected FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 1,770,593 - 7,500,000 - 3,766,600 - 5,337,780 757,000 $ 1,114,281 $ 1,770,593 $ 7,500,000 $ 3,766,600 $ 6,094,780 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,044,403 69,878 1,770,593 - 2,000,000 5,500,000 100,000 3,666,600 757,000 3,272,780 2,065,000 $ 1,114,281 $ 1,770,593 $ 7,500,000 $ 3,766,600 $ 6,094,780 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 1,114,281 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 530,493 1,114,281 $ 207,994 1,770,593 90,000 7,500,000 70,730 3,766,600 1,026,410 6,094,780 (583,789) $ (1,562,599) $ (7,410,000) $ (3,695,870) $ (5,068,370) - 216 - Table of Contents Water Repair and Replacement Fund 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. FUND INFORMATION Water Repair and Replacement – Gilbert established a Water Repair and Replacement Fund in FY 2004 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replace infrastructure that benefits the community as a whole such as wells, larger diameters water mains, reservoirs and treatment facilities. The Water Repair and Replacement Fund includes a fleet replacement component. The percentage of fund balance to future replacement value is listed below. Anticipated Fund Balance July 1, 2011 $ 33,081,246 Estimated Future Replacement Value $ 282,250,517 Percentage Funded 11.72% - 217 - Table of Contents Water Repair and Replacement Fund PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Water Repair/Replacement Total Expenses $ Total Revenues Total Expenses Net Operating Result Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 105,707 $ 105,707 $ 105,707 Actual FY 2008 42,331 3,600,000 42,331 $ 3,600,000 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out OPERATING RESULTS Actual FY 2009 105,707 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 $ Projected FY 2010 $ Budget FY 2010 42,331 - 3,600,000 - 42,331 $ 3,600,000 Actual FY 2009 Projected FY 2010 Budget FY 2010 8,108,000 - $ 8,108,000 Budget FY 2011 - 2,823,000 5,285,000 - $ 8,108,000 Projected FY 2010 4,164,085 105,707 4,401,932 42,331 5,102,440 3,600,000 4,928,540 - $ 4,058,378 $ 4,359,601 $ 1,502,440 $ 4,928,540 - 218 - Budget FY 2011 - Projected FY 2010 $ Budget FY 2011 Budget FY 2011 5,376,920 8,108,000 $ (2,731,080) Table of Contents Wastewater Repair and Replacement Fund 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. FUND INFORMATION Wastewater Repair and Replacement – Gilbert established a Wastewater Repair and Replacement Fund in FY 2004 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replacement infrastructure that benefits the community as a whole such as lift stations, larger diameters wastewater mains, reclaimed water reservoirs and wastewater treatment facilities. The percentage of fund balance to future replacement value is listed below. Anticipated Fund Balance July 1, 2011 $ 28,945,627 Estimated Future Replacement Value $ 297,939,226 Percentage Funded 9.72% - 219 - Table of Contents Wastewater Repair and Replacement Fund PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Wastewater Repair/Replace Total Expenses $ Total Revenues Total Expenses Net Operating Result Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 23,461 $ 23,461 $ 23,461 Actual FY 2008 - 3,350,000 - $ 3,350,000 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out OPERATING RESULTS Actual FY 2009 23,461 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 $ Projected FY 2010 $ Budget FY 2010 - 3,350,000 - - $ 3,350,000 Actual FY 2009 Projected FY 2010 Budget FY 2010 8,679,000 160,000 $ 8,679,000 Budget FY 2011 130,000 30,000 2,979,000 5,700,000 160,000 $ 8,679,000 Projected FY 2010 4,056,683 23,461 5,667,221 - 5,773,000 3,350,000 5,613,810 160,000 $ 4,033,222 $ 5,667,221 $ 2,423,000 $ 5,453,810 - 220 - Budget FY 2011 160,000 Projected FY 2010 $ Budget FY 2011 Budget FY 2011 5,781,460 8,679,000 $ (2,897,540) Table of Contents Riparian Programs PURPOSE STATEMENT OBJECTIVES FY 2011 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. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Tourism visits increased by 27% Increased outreach participation by 23% Developed preliminary 5 year plan for cost recovery Increased revenue generated by 23% Total visits hit the one million mark Upgraded telescope software to offer better service to the public Developed additional exhibits for education programs Upgrade telescope to 20 inch Complete investigation of creating a mitigation bank to sell wetland credits Develop a sponsor program consistent with town policy Secure program specific grants totaling at least $5,000 Update Interpretive plan Update Strategic plan to be consistent with 5 year plan for cost recovery Develop at least one new wildlife habitat zone for bats BUDGET NOTES Since the Riparian has been 100% subsidized by the Wastewater Fund, for FY 2011 it was decided to move it into the Wastewater Fund family and eliminate the subsidy. Any negative operating results will offset the Wastewater Operating Fund balance. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 $3,142 $681 $0 $1,000 200 200 260 400 14,000 15,515 21,185 22,500 Number of native reptiles on site end of first quarter 2 4 5 6 Number of research hours completed yearly 150 165 165 175 0 0 0 2 1/$27,257 1/$20,909 1/$29,352 2/$26,500 3 3 3 4 PERFORMANCE/ACTIVITY MEASURES Amount of operating donations received 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 - 221 - Table of Contents Riparian Programs PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Actual FY 2008 Actual FY 2009 Budget FY 2010 3.76 3.68 3.68 3.68 3.68 3.76 3.68 3.68 3.68 3.68 Actual FY 2008 Actual FY 2009 Budget FY 2010 343,437 Total Expenses $ 343,437 371,014 $ Personnel Supplies & Contractual Capital Outlay Transfers Out 264,746 73,377 5,314 - Total Expenses $ 343,437 Total Revenues Total Expenses $ 276,163 343,437 Net Operating Result $ 333,630 (67,274) $ 371,014 $ 345,890 Actual FY 2009 333,630 (5,706) $ $ 345,890 333,490 333,630 $30.00 $24.00 $18.00 $12.00 $6.00 $0.00 FY 2009 FY 2010 - 222 - 269,900 106,850 25,000 $ FY 2011 33,220 401,750 Budget FY 2011 379,110 345,890 (140) $ 401,750 Budget FY 2011 Projected FY 2010 COST PER TOURISM VISIT FY 2008 $ 275,890 70,000 - Budget FY 2010 365,308 371,014 401,750 Projected FY 2010 275,890 57,740 $ Budget FY 2011 345,890 Budget FY 2010 285,554 85,460 - Actual FY 2008 OPERATING RESULTS $ Budget FY 2011 Projected FY 2010 333,630 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY 371,014 Projected FY 2010 27,500 401,750 $ (374,250) Table of Contents Residential Replacement Fund 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. FUND INFORMATION Residential Solid Waste Replacement Fund – As solid waste equipment depreciates 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. The percentage of fund balance to future replacement value is listed below. Anticipated Fund Balance July 1, 2011 $ 3,774,194 Estimated Future Replacement Value $ 9,763,000 Percentage Funded 38.66% - 223 - Table of Contents Residential Replacement Fund PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Residential Replacement Total Expenses Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 $ 1,136,220 $ 1,136,220 $ 1,136,220 Actual FY 2008 OPERATING RESULTS Total Revenues Total Expenses $ $ Projected FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 194,912 1,520,000 3,133,433 2,896,000 194,912 $ 1,520,000 $ 3,133,433 $ 2,896,000 Budget FY 2010 Projected FY 2010 Budget FY 2011 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2009 1,136,220 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 194,912 - 1,520,000 - 969,433 2,164,000 2,896,000 - 194,912 $ 1,520,000 $ 3,133,433 $ 2,896,000 Budget FY 2010 Projected FY 2010 Budget FY 2011 Actual FY 2009 1,277,055 1,136,220 1,930,785 194,912 140,835 $ 1,735,873 - 224 - 1,775,070 1,520,000 $ 255,070 1,884,120 3,133,433 1,214,380 2,896,000 $ (1,249,313) $ (1,681,620) Table of Contents Commercial Replacement Fund 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. FUND INFORMATION Commercial Solid Waste Replacement Fund – As solid waste equipment depreciates 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. The percentage of fund balance to future replacement value is listed below. Anticipated Fund Balance July 1, 2011 $ 185,909 Estimated Future Replacement Value $ 1,579,000 Percentage Funded 11.77% - 225 - Table of Contents Commercial Replacement Fund PERSONNEL BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 Commercial Replacement 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Total Personnel EXPENSES BY ACTIVITY Commercial Replacement Total Expenses 201,197 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 201,197 $ $ $ 220,719 $ Actual FY 2009 162,530 201,197 389,925 220,719 (38,667) $ 169,206 - 226 - 364,000 1,130,111 364,000 $ 1,130,111 Budget FY 2011 438,000 $ Projected FY 2010 364,000 - 231,111 899,000 364,000 $ 1,130,111 Budget FY 2010 259,540 364,000 $ Budget FY 2011 Projected FY 2010 Budget FY 2010 220,719 - Actual FY 2008 Total Revenues Total Expenses 220,719 Actual FY 2009 201,197 - OPERATING RESULTS Net Operating Result $ Actual FY 2008 EXPENSES BY CATEGORY Total Expenses 201,197 220,719 Projected FY 2010 (104,460) $ 438,000 Budget FY 2011 438,000 - $ Projected FY 2010 254,080 1,130,111 (876,031) $ 438,000 Budget FY 2011 145,300 438,000 (292,700) Table of Contents Street Replacement Fund 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, debt may need to be issued which increases the cost of replacement by the cost of interest and related debt issuance costs. FUND INFORMATION Street Replacement Fund – Gilbert established the Street Replacement fund in FY 2002. The Street Fund cost centers have historically made 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. Due to budget constraints for FY 2009, it was determined not to fund equipment replacement for FY 2009, FY 2010 and FY 2011. The percentage of fund balance to future replacement value is listed below. Anticipated Fund Balance July 1, 2011 $ 3,450,349 Estimated Future Replacement Value $ 7,159,500 Percentage Funded 48.19% - 227 - Table of Contents Street Replacement Fund PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Street Replacement Total Expenses $ Total Revenues Total Expenses Net Operating Result Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 822,570 $ - 822,570 $ 822,570 - 2,234,514 822,570 $ 77,628 - 228 - 460,000 $ 429,520 716,000 $ Projected FY 2010 $ 35,000 460,000 (425,000) $ 429,520 716,000 Budget FY 2011 429,520 - Budget FY 2010 $ Budget FY 2011 429,520 460,000 - 77,628 $ 460,000 Budget FY 2011 Projected FY 2010 Budget FY 2010 Actual FY 2009 Actual FY 2008 $ 1,411,944 $ $ Projected FY 2010 460,000 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out OPERATING RESULTS Actual FY 2009 822,570 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 716,000 $ Projected FY 2010 30,190 429,520 (399,330) $ 716,000 Budget FY 2011 10,400 716,000 (705,600) Table of Contents Fleet Replacement Fund 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 Fleet Replacement Fund – 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 Replacement Fund for future replacement of the fuel and oil systems. The percentage of fund balance to future replacement value is listed below. Anticipated Fund Balance July 1, 2011 $ 195,078 Estimated Future Replacement Value $ 195,000 Percentage Funded 100.04% - 229 - Table of Contents Fleet Replacement Fund PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Fleet Replacement Total Expenses $ Budget FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 - 25,434 $ $ - Total Revenues Total Expenses $ 76,984 25,434 $ 46,018 - 230 - 22,000 $ 22,000 19,000 $ Projected FY 2010 $ 22,000 19,000 Budget FY 2011 22,000 - Budget FY 2010 $ Budget FY 2011 22,000 22,000 - 71,452 25,434 $ 22,000 Budget FY 2011 Projected FY 2010 Budget FY 2010 Actual FY 2009 76,984 $ $ 25,434 - Actual FY 2008 OPERATING RESULTS 25,434 Projected FY 2010 22,000 Actual FY 2009 Actual FY 2008 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2009 - EXPENSES BY CATEGORY Total Expenses Actual FY 2008 19,000 $ Projected FY 2010 19,000 Budget FY 2011 17,050 22,000 17,050 22,000 17,050 19,000 (4,950) $ (4,950) $ (1,950) Table of Contents Special Revenue __________________________________________ Special Revenue Summary CDBG/HOME System Development Fees Grants 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 System Development Fees 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 – The original intent of the Redevelopment Fund was to accomplish the vision of a Downtown Heritage District as a unique retail destination reflecting Gilbert’s agricultural history. This fund included Commission and property management expenses. The source of revenue for this activity was the General Fund. However, for FY 2011, the Governmental Accounting Standards Board (GASB) issued a pronouncement that stated that in order to be classified as a Special Revenue Fund, a majority of the revenue must be from external sources. As a result, these expenses had to be moved to the General Fund for FY 2011. Expenditures for FY 2008 – FY 2010 are still included in this section. 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. Special Districts – These districts are established under Arizona Statute to pay for street lights and parkway improvements in various areas of Gilbert. Police Impound – The Police Impound Fund was established as a result of Arizona Law A.R.S. 28-3511. This law requires a mandatory tow and 30 day impound of vehicles when the driver commits specific civil traffic and criminal traffic offenses. Other Agency – This category of funds includes a wide array of unique activities each required to be accounted for separately. - 231 - Table of Contents Special Revenue Funds PERSONNEL BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Special Districts Police Impound Other Agency Total Personnel EXPENSES BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Special Districts Police Impound Other Agency 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 0.00 1.50 0.00 0.50 0.00 2.00 1.00 0.00 1.50 0.00 1.00 0.00 4.00 2.00 0.00 1.50 0.00 10.00 2.60 4.00 3.00 0.00 1.50 0.00 0.00 2.60 4.00 2.50 0.00 1.00 0.00 0.00 2.60 4.00 2.50 5.00 8.50 21.10 10.60 10.10 Actual FY 2008 Actual FY 2009 Budget FY 2010 171,165 708,038 60,439,123 310,589 1,879,350 79,262 2,111,780 79,103 530,024 33,657,124 1,586,999 2,550,113 195,981 2,578,892 158,110 1,614,030 52,679,530 6,259,450 3,027,460 242,620 2,472,480 100,000 546,580 48,342,360 2,453,740 3,047,460 239,900 1,558,210 1,847,130 60,588,890 7,697,000 3,235,310 353,320 1,529,930 $ 65,699,308 $ 41,178,236 $ 66,453,680 $ 56,288,250 $ 75,251,580 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,082,333 3,916,072 10,143 60,690,759 1,455,458 5,105,205 720,113 33,897,460 2,253,670 10,213,130 494,350 53,492,530 1,728,700 4,824,350 766,840 48,968,360 1,447,340 9,719,430 33,000 64,051,810 $ 65,699,308 $ 41,178,236 $ 66,453,680 $ 56,288,250 $ 75,251,580 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 49,572,984 65,699,308 28,682,032 41,178,236 33,968,630 66,453,680 Projected FY 2010 45,282,820 56,288,250 Budget FY 2011 Budget FY 2011 42,881,530 75,251,580 $ (16,126,323) $ (12,496,204) $ (32,485,050) $ (11,005,430) $ (32,370,050) - 232 - Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2011 Housing Programs administer federally funded Community Development Block Grant, HOME Investment Partnership and American Dream Down Payment Initiative programs to provide affordable housing, fair housing, social services, and redevelopment activities for low and moderate income individuals and households. ♦ ACCOMPLISHMENTS FY 2010 ♦ ♦ ♦ ♦ ♦ ♦ Expended $307,000 in Block Grant funds to assist 409 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 2 foreclosure prevention events in the Valley that assisted 200 homeowners at risk of foreclosure Completed design work for the Sonora Town Sewer Project that will bring sewer services to the Sonora Town neighborhood 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 28 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 2010-11 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 Small Business and Entrepreneur Job Creation Town of Gilbert Sonora Town Septic to Sewer Town of Gilbert Program Administration HOME Community Housing Resources of AZ Downpayment Assistance Total FY11 Activities PERFORMANCE/ACTIVITY MEASURES # of persons receiving social services # of households receiving repair and rehab # of households receiving homebuyer counseling or gap financing $ 150,000 250,000 116,530 135,340 490,000 105,260 . 600,000 $ 1,847,130 Actual FY 2008 427 Actual FY 2009 571 Projected FY 2010 375 Anticipated FY 2011 368 24 26 28 40 12 13 6 0 - 233 - Table of Contents CDBG/HOME Actual FY 2008 Actual FY 2009 Budget FY 2010 CDBG/HOME 1.50 1.50 1.50 1.50 1.00 Total Personnel 1.50 1.50 1.50 1.50 1.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 708,038 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 708,038 $ 714,624 708,038 $ 6,587 530,024 $ 1,614,030 104,742 373,891 51,391 129,690 771,340 713,000 530,024 $ 1,614,030 479,030 530,024 $ (50,994) $ - 234 - Budget FY 2010 1,582,950 1,614,030 Budget FY 2011 Projected FY 2010 $ Budget FY 2010 Actual FY 2009 Actual FY 2008 Total Revenues Total Expenses 1,614,030 Actual FY 2009 103,890 604,148 - OPERATING RESULTS Net Operating Result $ Actual FY 2008 EXPENSES BY CATEGORY Total Expenses 708,038 530,024 Projected FY 2010 Budget FY 2011 546,580 1,847,130 546,580 $ 1,847,130 Projected FY 2010 $ Budget FY 2011 104,850 341,730 100,000 96,790 1,260,340 490,000 546,580 $ 1,847,130 Projected FY 2010 Budget FY 2011 1,582,950 546,580 (31,080) $ 1,036,370 1,357,130 1,847,130 $ (490,000) Table of Contents System Development Fees Fire Department PURPOSE STATEMENT The primary purpose of a system development fee (SDF) is to ensure that the cost of providing infrastructure to new development is paid for by new development and not by the existing community. SDF fee structure design reflects only those costs associated with facility or infrastructure expansion related to new growth. Traffic Signals Following are descriptions and fees effective July 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. - 235 - 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 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 332,316 4,269,282 2,804,731 6,962,832 4,705,191 11,701,476 17,292,768 151,935 12,218,594 268,233 1,829,588 2,718,626 639,318 2,565,203 3,841,051 11,743,747 5,114,234 4,937,124 60,000 270,000 2,743,000 776,000 2,362,000 7,590,000 12,254,000 19,688,530 6,936,000 124,920 106,000 2,745,210 822,920 2,362,000 5,697,850 11,226,000 9,729,510 15,527,950 60,000 820,000 2,748,710 1,452,610 2,363,580 9,866,990 16,355,140 16,449,000 10,472,860 $ 60,439,123 $ 33,657,124 $ 52,679,530 $ 48,342,360 $ 60,588,890 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 60,439,123 33,657,124 52,679,530 48,342,360 60,588,890 $ 60,439,123 $ 33,657,124 $ 52,679,530 $ 48,342,360 $ 60,588,890 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 42,810,314 60,439,123 20,544,193 33,657,124 19,791,200 52,679,530 Projected FY 2010 30,875,670 48,342,360 Budget FY 2011 Budget FY 2011 31,874,540 60,588,890 $(17,628,810) $(13,112,931) $ (32,888,330) $ (17,466,690) $ (28,714,350) SDF PER SINGLE FAMILY RESIDENTIAL UNIT $25,000 $20,000 $15,000 $10,000 $5,000 $0 FY 2008 FY 2009 - 236 - FY 2010 FY 2011 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2011 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 Included in the FY 2011 budget is a transfer of $2,697,000 from the LTAF II funds to the General Fund. This represents the local match from the General Fund that was transferred at the time of receiving the grant funds. If any projects are identified that can be constructed using LTAF II funds, the local match will need to be transferred back to the Grant Fund. The grant fund also includes a contingency of $5,000,000 for unknown grants at the time of budget adoption. A like amount is also budgeted for revenue. Departments apply for grants as opportunities arise. All requests for grants must be presented to Council prior to submitting an application. ACCOMPLISHMENTS FY 2010 ♦ Completion of Single audit Report with no findings Received $1,560,064 in grant funds Budgeted Expenditures by Grant Expense Amount Grant Description LTAF II Match to General Fund Contingency $ Total Grant Expenditures $ 7,697,000 - 237 - 2,697,000 5,000,000 Table of Contents Grants PERSONNEL BY ACTIVITY Grants Total Personnel EXPENSES BY ACTIVITY Grants Total Expenses $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ Budget FY 2010 0.50 1.00 10.00 0.00 0.00 0.50 1.00 10.00 0.00 0.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 Total Revenues Total Expenses Projected FY 2010 Budget FY 2011 Budget FY 2011 1,586,999 6,259,450 2,453,740 7,697,000 310,589 $ 1,586,999 $ 6,259,450 $ 2,453,740 $ 7,697,000 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 92,184 218,405 - 109,308 714,040 720,113 43,538 765,100 5,000,000 494,350 - 150,700 1,110,200 766,840 426,000 5,000,000 2,697,000 310,589 $ 1,586,999 $ 6,259,450 $ 2,453,740 $ 7,697,000 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 1,034,224 310,589 $ Projected FY 2010 310,589 Actual FY 2008 OPERATING RESULTS Net Operating Result Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY Total Expenses Actual FY 2008 723,635 2,239,576 1,586,999 $ 652,577 - 238 - $ 6,993,450 6,259,450 6,855,850 2,453,740 734,000 $ 4,402,110 5,000,000 7,697,000 $ (2,697,000) 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 and street light improvement districts. The revenue for these districts is a levy amount on the annual property tax bill of the homeowners within the district. The costs of each PKID are recovered through special assessments which are levied on a per lot basis each year. FUND DESCRIPTIONS Street Light Improvement Districts Gilbert has historically provided the levels of service sought by the neighborhoods. Recent improvements include: landscape renovations, play structure replacement, irrigation improvements and common wall renovations. 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 $1,340,780. The anticipated expenditures are $1,479,450. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted a budget of $1,755,860 and a levy of $1,692,300. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. - 239 - Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 Street Light Improvement Parkway Improvement 0.00 0.00 0.00 0.00 0.00 2.60 0.00 2.60 0.00 2.60 0.00 0.00 2.60 2.60 2.60 Actual FY 2008 Actual FY 2009 Budget FY 2010 Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Projected FY 2010 Budget FY 2011 1,443,604 1,106,509 1,665,680 1,361,780 1,665,680 1,381,780 1,755,860 1,479,450 $ 1,879,350 $ 2,550,113 $ 3,027,460 $ 3,047,460 $ 3,235,310 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,879,350 - 2,550,113 - 161,490 2,865,970 - 161,490 2,885,970 - 163,220 3,072,090 - $ 1,879,350 $ 2,550,113 $ 3,027,460 $ 3,047,460 $ 3,235,310 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2011 1,256,035 623,315 EXPENSES BY CATEGORY Total Expenses Projected FY 2010 1,971,814 1,879,350 $ 92,464 2,294,362 2,550,113 $ (255,751) $ - 240 - 3,008,950 3,027,460 (18,510) $ 3,008,950 3,047,460 (38,510) $ 3,033,080 3,235,310 (202,230) Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2011 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 Transfers of $55,920 to the General Fund were included in the FY 2011 budget. The transfers compensate the General Fund for the time spent by officers when making the initial traffic stop when a vehicle must be impounded. In addition, a onetime expenditure of $33,000 was budgeted for a vehicle. There were no personnel salary increases budgeted for FY 2011. 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 2010 ♦ ♦ Conducted over 2,800 tow hearings Started issuing citations for violators of ARS-3512J. Actual FY 2008 Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Number of Tow Hearings Conducted 2,749 2,571 2,828 3,111 Number of Proper Tows 2,743 2,986 3,285 3,614 Number of Vehicles Eligible for Early Release 1,808 1,805 1,986 2,185 PERFORMANCE/ACTIVITY MEASURES - 241 - Table of Contents Police Impound Actual FY 2008 Actual FY 2009 Budget FY 2010 Police Impound 2.00 4.00 4.00 4.00 4.00 Total Personnel 2.00 4.00 4.00 4.00 4.00 Actual FY 2008 Actual FY 2009 Budget FY 2010 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound 79,262 Total Expenses $ 79,262 195,981 $ 195,981 Personnel Supplies & Contractual Capital Outlay Transfers Out 47,871 31,391 - Total Expenses $ 79,262 Total Revenues Total Expenses $ $ 200,768 Actual FY 2009 242,620 211,456 239,900 117,380 $ 239,900 $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2009 - 242 - FY 2010 232,460 31,940 33,000 55,920 $ FY 2011 76,200 353,320 Budget FY 2011 316,100 239,900 $ 353,320 Budget FY 2011 Projected FY 2010 COST PER TOW HEARING FY 2008 $ 219,900 20,000 - 360,000 242,620 $ 353,320 Projected FY 2010 Budget FY 2010 407,437 195,981 $ $ 219,900 22,720 $ Budget FY 2011 239,900 Budget FY 2010 195,981 280,030 79,262 Net Operating Result 242,620 166,736 29,245 - Actual FY 2008 OPERATING RESULTS $ Budget FY 2011 Projected FY 2010 242,620 Actual FY 2009 Actual FY 2008 EXPENSES BY CATEGORY Projected FY 2010 320,000 353,320 $ (33,320) Table of Contents Other Agency Cable TV PURPOSE STATEMENT Contribution for purchase of cable equipment. These funds provide distinct accounting for specific activities. All activities in the Special Revenue Funds have specific sources of revenue identified. A majority of the revenue must be from outside sources in order to qualify as a Special Revenue Fund. Santan Mitigation Contribution from SRP to offset homeowners associations landscaping costs on subdivisions that are next to the Santan Generating Plant. Water Safety FUND DETAIL Coalition to promote water safety through public awareness of child safety issues. Public Safety Funds Contributions to support awards and expenses for special activities such as victim assistance. Confiscated Funds Dollars provided through confiscation of property by the Police Department. Public Safety Security Companies contract for security and pay a flat hourly rate. Security is provided during construction and at special events. Court Funds Court collects a percentage of fines to be only used for technology or security in the Court. Community Support Community celebrations. - 243 - Table of Contents Other Agency PERSONNEL BY ACTIVITY Court Enhancement Court JCEF Fill the Gap Total Personnel EXPENSES BY ACTIVITY Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 1.00 0.50 1.00 2.00 3.00 2.50 2.50 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 Special Revenue 2,111,780 2,578,892 2,472,480 1,558,210 1,529,930 Total Expenses $ 2,111,780 $ 2,578,892 $ 2,472,480 $ 1,558,210 $ 1,529,930 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 838,388 1,013,504 10,143 249,744 1,074,672 1,358,469 145,751 977,490 1,394,990 100,000 1,091,760 366,450 100,000 954,870 355,060 220,000 $ 2,111,780 $ 2,578,892 $ 2,472,480 $ 1,558,210 $ 1,529,930 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 2,575,568 2,111,780 $ 463,788 2,684,334 2,578,892 $ 105,442 - 244 - 2,074,080 2,472,480 $ (398,400) $ 2,492,900 1,558,210 934,690 1,296,780 1,529,930 $ (233,150) 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 2010. 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. CIP Administration Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Parks and Recreation 808,800 50,059,590 92,244,080 1,570,000 8,236,000 5,312,140 25,973,000 1,242,000 7,016,000 Total Capital Projects $ 192,461,610 The following graph shows the project breakdown by category and percentage of total capital improvements scheduled for FY 2011. Improvement Districts 26.0% Municipal Facilities 2.7% Redevelopment 4.3% Traffic Control 0.8% Water 13.5% CIP Administration 0.4% Wastewater 0.7% Parks and Recreation 3.7% Streets 47.9% - 245 - 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 2010-11 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Total Operating Costs 2011-12 78,000 13,000 2,000 76,000 7,000 $ 176,000 $ 2012-13 2013-14 2014-15 Total 536,000 15,000 63,000 2,000 79,000 10,000 9,000 765,000 15,000 63,000 2,000 147,000 10,000 9,000 955,000 15,000 63,000 1,103,000 148,000 10,000 9,000 955,000 15,000 63,000 1,265,000 148,000 10,000 9,000 714,000 $ 1,011,000 $ 2,303,000 $ 2,465,000 $ $ 3,289,000 $ 60,000 $ 265,000 $ 2,374,000 $ 598,000 $ 47,000 $ $ 36,000 $ 6,669,000 For FY 2011, there is $176,000 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 - 70,000 10,000 10,250 5,000 - Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Operating Costs $ - $ 95,250 Supplies Utilities 1,000 12,250 2,000 $ 15,250 Insurance 8,000 3,000 1,000 52,500 $ 64,500 $ Total 1,000 - $ $ $ $ $ $ $ $ $ 78,000 13,000 2,000 76,000 7,000 - 1,000 $ 176,000 For FY 2011, there is no anticipated revenue for projects which are currently under construction. Category 2010-11 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Operating Revenue 2011-12 - $ - 2012-13 - $ - 2013-14 - $ - 2014-15 - $ - $ The following pages detail the Capital Improvement Projects for FY 2011 by category. - 246 - Total - $ $ $ $ $ $ $ $ $ - - $ - Table of Contents Capital Improvement Detail Improvement Districts Improvement Districts Allowance of $50,059,590 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. 2010-11 Expenditures 2010-11 Funding Special Assessment Bonds Total Project Cost $50,059,590 Annual Maintenance No maintenance costs associated with this project. $50,059,590 $50,059,590 Streets Williams Field – Gilbert to Eastern Canal Complete Williams Field improvements from Gilbert to the Eastern Canal to major arterial standards, including six lanes with a raised landscape median, bike lanes, sidewalks and street lights. The bridge over the Eastern Canal will be widened. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $2,991,000 $0 $3,325,000 Annual Maintenance Contractual Services Utilities $50,000 $5,000 Greenfield Road – Pecos to Germann Widen Greenfield from Pecos to Germann to a minor arterial standard, which includes four lanes and a striped two way left turn median, bike lanes, sidewalk, and street lights. Project also includes Greenfield from Germann to the north entrance into the Gilbert Youth Soccer Complex, and a 16-inch waterline in Germann from 156th Street to 164th Street. 2010-11 Expenditures 2010-11 Funding Sources Water Fund Wastewater Fund Total Project Cost $9,491,000 $612,000 $97,000 $12,212,000 Annual Maintenance Contractual Services Utilities $50,000 $5,000 Higley and Williams Field Improvements Improvements on Higley from Williams Field north to the Union Pacific Railroad (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 the major arterial standard and will include six lanes with a raised landscaped median, bike lanes, street lights and sidewalks. 2010-11 Expenditures 2010-11 Funding Sources Wastewater Fund Total Project Cost $16,200,000 $270,000 $26,004,000 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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $5,565,000 $0 $20,690,000 Annual Maintenance Contractual Services Utilities - 247 - $75,000 $8,000 Table of Contents Capital Improvement Detail Queen Creek Road – Val Vista to East Maricopa Floodway Design and construction of improvements to Queen Creek from Val Vista Drive to the RWCD Canal and East Maricopa Floodway (EMF). Improvements are to minor arterial standards including 4 lanes, striped two way left turn median lane, bike lanes, sidewalks and street lights. Includes deck replacement and widening of the EMF bridge and replacement of the RWCD crossing. 2010-11 Expenditures 2010-11 Funding Sources Water Fund MAG RTP Arterial Fund Total Project Cost $9,639,000 $95,000 $943,000 $16,057,000 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 Union Pacific Railroad (UPRR) railroad. Improvements will widen this intersection to major arterial roadway standards including six lanes, raised landscaped median, bike lanes, sidewalk and street lights. Includes a traffic signal at Power and Pecos. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $105,000 $0 $7,574,000 Annual Maintenance Contractual Services Utilities $7,000 $1,000 Cooper and Guadalupe Intersection Improvements being made to reduce congestion include widening to accommodate dual left-turn lanes in all four directions, additional through and right turn lanes, and related drainage improvements. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $1,600,000 $0 $7,005,000 Annual Maintenance Contractual Services Utilities $13,000 $1,000 Williams Field Road – UPRR to Power Complete Williams Field Road improvements from Union Pacific Railroad (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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $17,660,000 $0 $45,160,000 Annual Maintenance Contractual Services Utilities $81,000 $8,000 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 landscaped median, bike lanes, sidewalks, landscaping and streetlights, transitioning to the existing two lane roadway on Hunt Highway. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $1,177,000 $0 $9,478,000 Annual Maintenance Contractual Services Utilities - 248 - $40,000 $4,000 Table of Contents Capital Improvement Detail Riggs Road – Val Vista to Recker Complete Riggs Road improvements from Val Vista to Recker to major arterial standards consisting of six lanes, raised landscaped median, bike lanes, sidewalks, and streetlights. 2010-11 Expenditures 2010-11 Funding Sources Water Fund Wastewater Fund Total Project Cost $8,942,000 $400,000 $140,000 $19,744,000 Annual Maintenance Contractual Services Utilities $100,000 $10,000 Greenfield Road – Queen Creek to Chandler Heights Complete Greenfield improvements from Queen Creek to Chandler Heights to minor arterial standards with four traffic lanes and a striped two way left turn median lane, 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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $3,552,000 $0 $12,727,000 Annual Maintenance Contractual Services Utilities $60,000 $6,000 Power Road – Santan Freeway to Pecos Complete Power Road improvements from the Santan Freeway to Pecos to major arterial standards with six lanes with a raised landscaped median, bike lanes, sidewalks, streetlights. 2010-11 Expenditures 2010-11 Funding Sources Maricopa County MAG RTP Arterial Fund City of Mesa Water Fund Total Project Cost $9,493,000 $2,354,000 $1,232,000 $2,579,000 $450,000 $22,895,000 Annual Maintenance Contractual Services Utilities $175,000 $15,000 Bus Stop Passenger Improvements Improvements to existing bus stops and construction of new bus stops at various locations throughout Gilbert. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $1,029,000 Annual Maintenance Contractual Services $5,000 $0 $1,400,000 PM10 Paving This project consists of paving various unpaved streets within Gilbert for compliance with air quality requirements. The streets included in this project are to be identified by the Public Works Department. 2010-11 Expenditures 2010-11 Funding: Federal Grant Street Fund Total Project Cost $331,000 $163,000 $168,000 $1,296,000 Annual Maintenance Maintenance costs included in Streets operating budget. - 249 - Table of Contents Capital Improvement Detail Val Vista Drive – Germann to Queen Creek Design and construction of approximately one mile of Val Vista Drive from Germann to Queen Creek to major arterial standards, with six lanes, raised landscaped median, bike lanes, curb and gutter, and street lights. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $45,000 $0 $9,553,000 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. Improvements include three lanes, bike lane, raised median, landscaping, sidewalk and street lights. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $720,000 $0 $1,800,000 Annual Maintenance Contractual Services Utilities $25,000 $3,000 Mesquite Sidewalk Improvements Install sidewalk at locations where it is missing along Mesquite Street leading to Mesquite Junior High School. 2010-11 Expenditures 2010-11 Funding Sources Street Fund Total Project Cost $235,000 Annual Maintenance Contractual Services $1,000 $21,000 $265,000 Higley and Baseline Intersection Complete the south and east legs of the Higley and Baseline intersection to full improvements for major arterial roadways. Improvements include six lane sections with raised, landscaped median, bike lanes, sidewalks and street lights. 2010-11 Expenditures 2010-11 Funding: City of Mesa Water Fund Wastewater Fund Total Project Cost $3,469,080 $912,000 $81,000 $135,000 $3,570,000 Annual Maintenance Contractual Services Utilities $60,000 $6,000 Traffic Control Greenfield and Chandler Heights Design and installation of a major arterial traffic signal at the intersection of Greenfield and Chandler Heights. 2010-11 Expenditures 2010-11 Funding Sources Signal SDF Total Project Cost $239,000 $239,000 $322,000 Annual Maintenance Supplies Utilities $2,000 $2,000 Recker and Williams Field Design and installation of a major arterial traffic signal at the intersection of Recker and Williams Field. 2010-11 Expenditures 2010-11 Funding Sources Signal SDF Total Project Cost $254,000 $254,000 $310,000 Annual Maintenance Supplies Utilities - 250 - $2,000 $2,000 Table of Contents Capital Improvement Detail Gilbert – Mesa Center to Center Communication Design and install conduit and fiber optic cable between the Town of Gilbert Traffic Operations Center and the City of Mesa Traffic Management Center to provide inter-city communication and signal coordination. 2010-11 Expenditures 2010-11 Funding Sources Federal Grant City of Mesa Street Fund Total Project Cost $471,000 Annual Maintenance Contractual Services $3,000 $401,000 $28,000 $42,000 $471,000 Greenfield and Germann Design and installation of a major arterial traffic signal at the intersection of Greenfield and Germann. 2010-11 Expenditures 2010-11 Funding Sources Signal SDF Total Project Cost $327,000 $327,000 $328,000 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 development and implementation of signalized intersection timing plans. 2010-11 Expenditures 2010-11 Funding Sources Federal Grant Total Project Cost $279,000 Annual Maintenance No maintenance costs associated with this project $500,000 $531,000 Redevelopment 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. 2010-11 Expenditures 2010-11 Funding Sources Developer Contribution Total Project Cost $7,340,000 Annual Maintenance Contractual Services $50,000 $349,000 $7,940,000 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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $896,000 $0 $1,081,000 Annual Maintenance Contractual Services Utilities - 251 - $10,000 $3,000 Table of Contents Capital Improvement Detail Municipal Facilities Fire Station Emergency Signals Construction of traffic control signals at Fire Station #10. A station merits installation of a signal when traffic volume or speed increases and prohibits safe entry by emergency vehicles onto the arterial roadway. 2010-11 Expenditures 2010-11 Funding Sources Fire SDF Total Project Cost $218,000 $218,000 $218,000 Annual Maintenance Supplies Utilities $1,000 $1,000 Fire Station 10 Construction of a new 10,500 square foot, four bay fire station on a three acre site near McQueen and Guadalupe Roads. Land for the site was acquired in 2002 at the east end of the Fiesta Tech Commerce Park. 2010-11 Expenditures 2010-11 Funding Sources Federal Grant Fire SDF Total Project Cost $3,438,000 $2,977,000 $461,000 $5,808,000 Annual Maintenance Personnel Contractual Services Supplies Utilities Insurance $1,078,000 $15,000 $140,000 $22,000 $8,000 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. 2010-11 Expenditures 2010-11 Funding Sources General Fund Total Project Cost $190,000 $190,000 $190,000 Annual Maintenance Maintenance costs included in Prosecutor’s operating budget. 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. 2010-11 Expenditures 2010-11 Funding Sources General Fund Total Project Cost $310,000 Annual Maintenance No maintenance costs associated with this project. $310,000 $3,254,000 Fire Station 7 – Warner Road Fire Station 7 is currently located at Cooper and the Western Canal. This location has been found to be inadequate to provide four minute response times to the southwest portion of the response area. A new two story , three bay fire station located near the Cooper and Warner Roads intersection will provide better coverage and assure a more timely response to this area. Budget for FY2010-11 allows for the purchase of land for the new station. 2010-11 Expenditures 2010-11 Funding Sources General Fund Total Project Cost $600,000 $600,000 $5,530,000 Annual Maintenance Contractual Services Utilities Insurance - 252 - $1,000 $14,000 $2,000 Table of Contents Capital Improvement Detail Topaz Radios An intergovernmental agreement between the City of Mesa, Town of Gilbert, Apache Junction Fire District, City of Apache Junction, and the Town of Queen Creek for a regional wireless cooperative communication system. 2010-11 Expenditures 2010-11 Funding Sources General Fund Utility Fund Total Project Cost $556,140 $542,820 $13,320 $556,140 Annual Maintenance Maintenance costs are included in the respective departmental budgets. Water Direct System Well 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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $30,000 $0 $4,085,000 Annual Maintenance Contractual Services Supplies Utilities Insurance $3,250 $12,250 $52,500 $1,000 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. 2010-11 Expenditures 2010-11 Funding Sources City of Chandler WRMPC-2007 Bonds Total Project Cost $780,000 Annual Maintenance Contractual Services $7,000 $390,000 $390,000 $41,946,000 Water Rights Acquisition of water rights (lease) for 20,000 acre-feet of surface water. 2010-11 Expenditures 2010-11 Funding Sources Water Resource SDF Total Project Cost $16,359,000 Annual Maintenance No maintenance costs associated with this project. $16,359,000 $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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $3,072,000 $0 $13,595,000 Annual Maintenance Contractual Services Supplies Utilities - 253 - $13,000 $15,000 $40,000 Table of Contents Capital Improvement Detail Zone 2 to Zone 4 Interconnect Installation of valves and piping to tie back-feed into Turner Ranch Reservoir into Zone 2 of the water distribution system. This will allow Zone 4 to utilize CAP water which is off-project. 2010-11 Expenditures 2010-11 Funding Sources Water SDF Total Project Cost $738,000 Annual Maintenance Contractual Services $1,000 $738,000 $738,000 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. The preferred location is in the southwest portion of Gilbert. FY11 funding is for land only. 2010-11 Expenditures 2010-11 Funding Sources Water SDF Total Project Cost $263,000 $263,000 $5,551,000 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 and from Higley to the western edge of the Union Pacific Railroad to connect to the water main. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $967,000 Annual Maintenance Contractual Services $1,000 $0 $1,092,000 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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $2,012,000 Annual Maintenance Contractual Services $1,000 $0 $2,358,000 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 Monde and 800 linear feet of 12-inch waterline in Baseline Road east of Hobson Street. This section of waterline experiences a higher than normal rate of breaks. 2010-11 Expenditures 2010-11 Funding Sources Water Fund Total Project Cost $727,000 $727,000 $855,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. 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 FY11 is for land purchase only. 2010-11 Expenditures 2010-11 Funding Sources Water SDF Total Project Cost $265,000 Annual Maintenance No maintenance costs associated with this project. $265,000 $5,551,000 - 254 - Table of Contents Capital Improvement Detail 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. 2010-11 Expenditures 2010-11 Funding Sources CDBG Total Project Cost $490,000 Annual Maintenance Contractual Services $1,000 $490,000 $585,000 Well 18 Acquisition Existing Well 18 is owned by Salt River Project and is in the City of Mesa’s service area. This project allows the acquisition of the well from Salt River Project and annexing the site from the City of Mesa. 2010-11 Expenditures 2010-11 Funding Sources Water Fund Total Project Cost $270,000 Annual Maintenance No maintenance costs associated with this project. $270,000 $270,000 Wastewater Reclaimed Water Valve Stations Design and construction of two pressure reducing valve stations to establish two pressure zones in the reclaimed water system. 2010-11 Expenditures 2010-11 Funding Sources Wastewater SDF Total Project Cost $810,000 $810,000 $8,458,000 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. 2010-11 Expenditures 2010-11 Funding Sources Wastewater SDF Total Project Cost $65,000 $65,000 $865,000 Annual Maintenance Contractual Services Supplies $5,000 $2,000 Candlewood Lift Station and Force Main Replacement 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 at the existing lift station. 2010-11 Expenditures 2010-11 Funding Sources Wastewater SDF Total Project Cost $92,000 $92,000 $6,170,000 Annual Maintenance No additional maintenance costs associated with this phase of the project. East Maricopa Floodway Manhole Replacement Remove a manhole connected to a 33-inch sewer line from the bottom of the East Maricopa Floodway channel and replace it with two manholes, one on each bank outside the floodway. 2010-11 Expenditures 2010-11 Funding Sources Wastewater Fund Total Project Cost $275,000 $275,000 $350,000 Annual Maintenance Maintenance costs included in Wastewater Fund operating budget. - 255 - Table of Contents Capital Improvement Detail 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. 2010-11 Expenditures 2010-11 Funding Sources None Total Project Cost $820,000 $0 $1,922,000 Annual Maintenance Maintenance costs associated with this project are the responsibility of respective school district. 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. 2010-11 Expenditures 2010-11 Funding Sources Federal Grant Parks SDF Total Project Cost $4,739,000 $1,661,000 $3,078,000 $5,124,000 Annual Maintenance Contractual Services Utilities Insurance $5,000 $1,000 $3,000 Hetchler Park Development of the 55 acres surrounding the Greenfield Water Reclamation Plant and South Area Service Center. Improvements to Queen Creek Road are budgeted in FY11. Project is anticipated to be completed in FY15. 2010-11 Expenditures 2010-11 Funding Sources Park SDF Total Project Cost $880,000 $880,000 $19,294,000 Annual Maintenance No maintenance costs associated with this phase of the project. Southwest Activity Center/Field Complex Design and construction of an activity center similar to the McQueen Park facility. Improvements to Chandler Heights are budgeted in FY11. Project is anticipated to be completed by build-out in FY27. 2010-11 Expenditures 2010-11 Funding Sources Park SDF Total Project Cost $577,000 $577,000 $50,020,000 Annual Maintenance No maintenance costs associated with this phase of the project. - 256 - Table of Contents Capital Improvements Actual FY 2008 Actual FY 2009 Budget FY 2010 CIP Management 0.00 0.00 0.00 0.00 4.40 Total Personnel 0.00 0.00 0.00 0.00 4.40 Actual FY 2008 Actual FY 2009 Budget FY 2010 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CIP Management 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 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 1,972,580 51,686,658 2,406,487 2,308,685 3,662,061 56,752,968 (1,384,440) 718 67,628,300 Projected FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 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 7,311,260 65,671,000 888,000 2,128,000 261,000 14,499,980 8,730,100 103,000 1,923,000 808,800 50,059,590 92,244,080 1,570,000 8,236,000 5,312,140 25,973,000 1,242,000 7,016,000 $217,815,638 $185,034,017 $ 320,206,740 $101,515,340 $ 192,461,610 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 266,309 216,838,690 710,640 828,349 187,874,709 (3,669,041) 231,040 318,609,130 1,366,570 452,260 101,063,080 - 381,330 761,150 190,513,730 805,400 $217,815,638 $185,034,017 $ 320,206,740 $101,515,340 $ 192,461,610 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 208,533,478 217,815,638 338,724,122 185,034,017 $ (9,282,160) $153,690,105 - 257 - 152,160,700 320,206,740 37,290,120 101,515,340 109,226,690 192,461,610 $(168,046,040) $ (64,225,220) $ (83,234,920) Table of Contents − 258 − 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, 2010. 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 $ 195,320,000 25,150,000 18,150,000 144,335,000 161,045,000 11,505,000 Total Bonds Outstanding $ 555,505,000 Improvement District 2% Water Resources Municipal Property Corporation 29% General Obligation 35% Street and Highway User Revenue 5% Public Facility Municipal Property Corporation 26% Water and Wastewater Revenue 3% - 259 - 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 2010/2011 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 2,297,228,317 11.8% 20.9% 16.1% 19.0% 17.2% 61.6% 16.8% -3.4% -14.1% 8,620,180 10,423,000 12,101,700 14,395,300 16,868,678 27,257,550 31,836,500 30,739,000 26,418,130 The average annual valuation growth of 16.5% 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 14.1% decrease in FY 2011 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 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 - 260 - 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, 2010. Debt Capacity with Bond Premiums Included 6% Limitation FY 2011 Secondary Assessed Valuation $2,297,228,317 Allowable 6% Debt 137,833,699 Less: 6% Debt Outstanding 0 Unused 6% Debt Capacity $137,833,699 20% Limitation FY 2011 Secondary Assessed Valuation $2,297,228,317 Allowable 20% Debt 459,445,663 Less: 20% Debt Outstanding (195,320,000) Unused 20% Debt Capacity $264,125,663 The following table provides the detail for the FY 2011 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 - 261 - Debt Outstanding $8,250,000 0 9,355,000 0 13,715,000 164,000,000 $195,320,000 Tax Supported Debt Payments $8,606,830 0 1,429,540 0 1,654,450 14,570,550 $26,261,370 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 2011 FY 2012 FY 2013 FY 2014 FY 2015 HURF Revenue 10,448,320 11,493,150 11,702,120 12,021,840 12,351,150 Debt Service 3,314,810 3,326,060 3,331,060 3,361,380 3,387,000 % coverage 33% 33% 29% 28% 27% 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 $11,505,000. - 262 - Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt. YR 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 25/26 26-32 General Obligation 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 2,275,000 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 1,355,000 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 $195,320,000 $25,150,000 $18,150,000 MPC Public Facilities 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 6575000 22,190,000 $161,045,000 MPC Water Resources 3,550,000 3,700,000 3,875,000 4,075,000 4,275,000 4,500,000 4,750,000 21,660,000 5,225,000 5,500,000 5,775,000 6,075,000 6,350,000 6,650,000 7,000,000 51,375,000 $144,335,000 Improvement District 90,000 400,000 435,000 470,000 475,000 500,000 540,000 575,000 590,000 620,000 665,000 695,000 725,000 765,000 805,000 875,000 2,280,000 $11,505,000 The following table indicates the total interest payments per year by type of debt. YR 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 25/26 26-32 General Obligation 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 1,039,810 926,060 806,060 711,380 612,000 501,000 385,000 263,000 135,000 Water and Wastewater 763,860 723,210 681,660 610,160 535,160 455,910 372,910 307,480 252,280 194,880 133,000 69,060 $59,451,010 $5,379,310 $5,099,570 Information obtained from Wedbush Morgan Securities. - 263 - MPC Public Facilities 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 1,582,080 1,836,450 $75,457,880 MPC Water Resources 3,919,380 6,945,750 6,791,690 6,616,190 6,420,440 6,208,690 5,989,320 5,757,070 5,514,940 4,442,380 4,174,250 3,892,380 3,611,310 3,323,810 3,015,060 2,682,130 7,992,330 $87,297,120 Improvement District 587,250 574,660 553,260 530,070 505,850 480,860 454,210 425,630 395,760 364,740 331,790 296,920 260,510 222,310 182,050 138,970 164,090 $6,468,930 Table of Contents Debt Service Actual FY 2008 Actual FY 2009 Budget FY 2010 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 2008 Actual FY 2009 Budget FY 2010 2,122,856 36,918,081 18,736,616 71,994,750 16,290,921 400,281 34,798,440 84,983,942 40,738,876 10,940,800 235,570 33,461,680 24,314,130 11,138,390 30,842,650 235,570 33,461,680 17,048,130 9,956,660 4,700,000 678,450 29,577,380 26,374,800 18,458,140 9,405,860 $146,063,224 $171,862,339 $ 99,992,420 $ 65,402,040 $ 84,494,630 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Improvement Districts 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 Projected FY 2010 Projected FY 2010 Budget FY 2011 Budget FY 2011 66,315,611 79,747,612 70,377,204 101,485,135 91,241,420 8,751,000 65,077,040 325,000 72,189,630 12,305,000 $146,063,224 $171,862,339 $ 99,992,420 $ 65,402,040 $ 84,494,630 Actual FY 2008 Actual FY 2009 Budget FY 2010 Projected FY 2010 Budget FY 2011 66,029,392 146,063,224 147,825,715 171,862,339 111,106,920 99,992,420 $ (80,033,831) $ (24,036,624) $ 11,114,500 - 264 - 68,523,970 65,402,040 $ 3,121,930 72,341,570 84,494,630 $ (12,153,060) Table of Contents Appendix __________________________________________ Capital Outlay Personnel Detail Glossary/Acronyms Table of Contents Capital Outlay Department Description Amount GENERAL FUND Total General Fund $ - $ - $ $ 45,490 52,000 52,000 52,000 45,490 40,800 42,000 42,000 2,901,000 $ 3,272,780 $ 2,602,360 $ 2,602,360 $ 716,000 $ 716,000 $ - $ - $ 2,823,000 $ 2,823,000 $ - $ - $ 2,979,000 $ 2,979,000 $ - $ - GENERAL REPLACEMENT FUND 1226 1251 1259 1267 1294 1332 1222 1286 Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Traffic Police Traffic Non-Departmental Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Motorcycle Motorcycle Capital Allowance Total General Replacement Fund STREET FUND Preventative Maintenance Streets Maintenance Total Street Fund STREET REPLACEMENT FUND Non-Departmental Capital Allowance Total Street Replacement Fund WATER FUND Total Water Fund WATER REPLACEMENT FUND Non-Departmental Capital Allowance Total Water Replacement Fund WASTEWATER FUND Total Wastewater Fund WASTEWATER REPLACEMENT FUND Non-Departmental Capital Allowance Total Wastewater Replacement Fund SOLID WASTE - RESIDENTIAL Total Solid Waste Residential - 265 - Table of Contents Capital Outlay Department Description Amount SOLID WASTE - RESIDENTIAL REPLACEMENT 0724 0725 0731 0760 0667 0730 0732 0733 Residential Collections Residential Collections Residential Collections Residential Collections Recycling Recycling Recycling Recycling Non-Departmental Sideload Truck Sideload Truck Sideload Truck Sideload Truck Sideload Truck Sideload Truck Sideload Truck Sideload Truck Capital Allowance Total Solid Waste Residential Replacement $ 240,000 240,000 240,000 240,000 240,000 240,000 240,000 240,000 976,000 $ 2,896,000 $ - $ - $ 40,000 240,000 158,000 $ 438,000 $ - $ - $ 19,000 $ 19,000 $ 33,000 $ 33,000 $ 30,000 $ 30,000 SOLID WASTE - COMMERCIAL Total Solid Waste Commercial SOLID WASTE - COMMERCIAL REPLACEMENT 0407 0086 Commercial Collections Commercial Collections Non-Departmental Front Loader - Convert Front Loader Capital Allowance Total Solid Waste Commercial Replacement FLEET Total Fleet FLEET REPLACEMENT Non-Departmental Capital Allowance Total Fleet Replacement SPECIAL REVENUE Police Impound Sedan Total Special Revenue COPY SERVICES Non-Departmental Capital Allowance Total Copy Services CAPITAL PROJECT CAPITAL OUTLAY $190,513,730 TOTAL CAPITAL OUTLAY $206,322,870 - 266 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 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 Administrative Assistant Total Manager 1.00 0.75 1.00 1.00 3.75 1.00 0.75 1.00 1.00 3.75 1.00 0.55 1.00 1.00 3.55 1.00 0.55 1.00 1.00 3.55 1.00 0.55 0.00 2.00 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 1.00 1.00 2.25 0.25 1.00 1.00 2.25 0.25 1.00 0.00 1.25 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 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 0.70 1.00 1.00 0.00 2.00 2.00 6.70 0.30 0.00 0.00 0.00 2.00 0.00 2.30 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 23.00 23.00 22.00 21.00 15.60 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 1.00 2.00 0.00 3.00 1.00 0.00 0.16 7.16 1.00 2.00 0.00 3.00 1.00 0.00 0.16 7.16 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 - 267 - Table of Contents Personnel Detail Actual FY 2008 TOTAL MANAGEMENT AND POLICY Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 32.00 32.16 31.16 29.16 23.76 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 3.00 2.00 4.00 11.00 1.00 0.00 1.00 3.00 2.00 4.00 11.00 1.00 0.00 1.00 3.00 2.00 4.00 11.00 1.00 0.00 1.00 3.00 2.00 4.00 11.00 0.00 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 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 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 7.00 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 0.00 0.00 0.00 1.00 3.00 4.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 1.00 3.00 SUPPORT SERVICES Support Services Administration Support Services Director Total Support Services Administration Facilities Management Facilities Maintenance Superintendent Facilities Maintenance Manager Security Systems Technician Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Facilities Management 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 Tax Auditing Tax Specialist Tax Auditor Senior Tax Auditor Total Tax Auditing - 268 - Table of Contents Personnel Detail Actual FY 2008 Total Financial Services Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 24.75 24.75 24.75 24.75 14.00 Technology Services: Technology Services Administration Technology Services Manager Administrative Supervisor Administrative Assistant Office Assistant Total Technology Services Administration 1.00 1.00 1.00 3.00 0.00 1.00 1.00 1.00 3.00 0.00 1.00 1.00 1.00 3.00 0.00 1.00 1.00 1.00 3.00 0.00 1.00 1.00 1.00 3.00 0.00 Communication Services Assistant Technology Services Manager Data Network Administrator Telecom Administrator Infrastructure Administrator Telecom Technician Radio Communications Administrator Communication Specialist Total Communication Services 1.00 2.00 2.00 0.00 1.00 1.00 1.00 8.00 1.00 2.00 2.00 0.00 1.00 1.00 1.00 8.00 1.00 2.00 2.00 0.00 1.00 1.00 1.00 8.00 0.00 2.00 2.00 0.00 1.00 1.00 1.00 7.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 7.00 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 5.00 0.00 4.00 4.00 0.00 1.00 19.00 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 3.00 4.00 6.00 0.00 0.00 1.00 0.00 16.00 1.00 1.00 3.00 4.00 6.00 0.00 0.00 1.00 0.00 16.00 GIS Operations and Support GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Technician Total GIS Operations and Support 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 1.00 1.00 2.00 2.00 1.00 7.00 1.00 1.00 2.00 2.00 1.00 7.00 Imaging Support Systems Analyst Total Imaging Support 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 35.00 34.00 32.00 31.00 31.00 1.00 0.00 4.00 0.00 0.00 1.00 1.00 0.00 4.00 0.00 0.00 1.00 1.00 0.00 4.00 0.00 0.00 1.00 1.00 0.00 4.00 0.00 0.00 1.00 0.00 1.00 0.00 3.00 0.75 0.00 Total Technology Services Human Resources: Personnel Administration Personnel and Training Manager Human Resourses Manager Personnel Analyst Human Resources Analyst Compensation Administrator Personnel Services Coordinator - 269 - Table of Contents Personnel Detail Actual FY 2008 Human Resources Coordinator Personnel Specialist Human Resources Specialist Employee Relations Administrator Administrative Assistant Office Assistant Total Personnel Administration Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 0.00 1.00 0.00 1.00 1.00 1.00 10.00 0.00 1.00 0.00 1.00 1.00 1.00 10.00 0.00 1.00 0.00 1.00 1.00 1.00 10.00 0.00 1.00 0.00 1.00 1.00 1.00 10.00 1.00 0.00 1.00 1.00 1.00 1.00 9.75 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 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 1.00 1.00 1.00 3.00 Payroll Financial Services Manager Accounting Administrator Accounting System Analyst Compensation Administrator Accountant I Senior Accounting Technician Total Payroll 0.25 0.15 0.10 0.00 1.00 1.00 2.50 0.25 0.15 0.10 0.00 1.00 1.00 2.50 0.25 0.15 0.10 0.00 1.00 1.00 2.50 0.25 0.15 0.10 0.00 1.00 1.00 2.50 0.00 0.00 0.00 0.25 1.00 1.00 2.25 Total Human Resources 17.50 17.50 17.50 17.50 17.00 TOTAL SUPPORT SERVICES 89.25 88.25 86.25 85.25 74.00 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 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 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 1.00 3.00 1.00 1.00 1.00 5.00 13.00 1.00 3.00 1.00 1.00 1.00 5.00 12.00 1.00 3.00 1.00 1.00 1.00 5.00 12.00 1.00 3.00 1.00 1.00 1.00 5.00 12.00 1.00 3.00 1.00 1.00 1.00 5.00 12.00 - 270 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Sanctions Coordinator Police Officer Security Officer Office Assistant Office Assistant Court Interpreter Pro Tem Judge Total Municipal Court 1.00 1.00 4.00 1.00 0.50 0.75 0.00 33.25 1.00 0.00 4.00 1.00 0.50 0.75 0.00 31.25 1.00 0.00 4.00 1.00 0.00 0.75 0.17 30.92 1.00 0.00 4.00 1.50 0.00 0.75 0.17 31.42 1.00 0.00 4.00 1.50 0.00 0.75 0.17 31.42 TOTAL LEGAL AND COURT 52.25 50.25 49.92 50.42 50.42 DEVELOPMENT SERVICES Administration and Customer Service Development Services Director Administration and Customer Services Manager Development Services Representative Development Services Records Coordinator Engineering Technician Cooperative Education Student Total Administration and Customer Service 1.00 1.00 6.00 0.00 1.00 0.50 9.50 1.00 1.00 5.00 1.00 0.00 0.00 8.00 1.00 1.00 5.00 1.00 0.00 0.00 8.00 1.00 1.00 5.00 1.00 0.00 0.00 8.00 1.00 1.00 5.00 1.00 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 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 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 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 0.20 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 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 0.30 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 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 - 271 - Table of Contents Personnel Detail Actual FY 2008 Permitting and Plan Review - Planning Permit and Plan Review Services Manager Administrative Assistant Landscape Technician Plans Examiner Senior Plans Examiner Total Permitting and Plan Review - Planning Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 0.20 0.20 2.00 1.00 1.00 4.40 0.20 0.20 0.50 1.00 1.00 2.90 0.20 0.20 0.50 1.00 1.00 2.90 0.20 0.20 0.50 1.00 1.00 2.90 0.20 0.20 0.50 1.00 1.00 2.90 Total Permitting and Plan Review Services 25.00 18.50 18.50 18.50 18.50 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance Services Manager Building Inspection Administrator Administrative Assistant Senior Inspector Inspector II Inspector I Office Assistant Total Inspection and Compliance - Building 0.50 0.75 0.40 3.00 6.00 4.00 0.63 15.28 0.50 0.75 0.40 2.00 3.00 2.00 0.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 0.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 0.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 0.00 8.65 Inspection and Compliance - Fire Inspection and Compliance Services Manager Building Inspection Administrator Inspector II Administrative Assistant Total Inspection and Compliance - Fire 0.05 0.25 2.00 1.00 3.30 0.05 0.25 1.00 0.00 1.30 0.05 0.25 1.00 0.00 1.30 0.05 0.25 1.00 0.00 1.30 0.05 0.25 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 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 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 0.00 0.20 0.50 0.05 0.80 0.05 0.00 0.20 0.50 0.05 0.80 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 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 0.05 0.80 1.00 4.00 1.00 1.00 7.85 - 272 - Table of Contents Personnel Detail Actual FY 2008 Inspection and Compliance - Backflow Code Compliance Administrator Inspection and Compliance Services Manager Inspector II Total Inspection and Compliance - Backflow Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 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 0.00 0.00 0.00 0.00 Total Inspection and Compliance Services 38.63 27.50 27.50 27.50 25.25 Planning and Development Planning and Development Manager Principal Planner Senior Planner Planner II Planner I Planning Technician Administrative Supervisor Administrative Assistant Administrative Assistant Total Planning and Development 1.00 2.00 4.00 3.00 3.00 3.00 1.00 2.00 0.50 19.50 1.00 1.00 3.00 2.00 0.00 2.00 1.00 0.00 0.00 10.00 1.00 1.00 3.00 2.00 0.00 2.00 1.00 0.00 0.00 10.00 1.00 1.00 3.00 2.00 0.00 2.00 1.00 0.00 0.00 10.00 1.00 1.00 3.00 2.00 0.00 2.00 1.00 0.00 0.00 10.00 Business Development Business Development Manager Business Development Specialist Administrative Assistant Research Analyst Total Business Development 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 TOTAL DEVELOPMENT SERVICES 97.63 69.00 69.00 69.00 66.75 POLICE DEPARTMENT Police Administration Police Chief Police Commander Police Lieutenant Legal Advisor Administrative Assistant Administrative Supervisor Office Assistant Total Police Administration 1.00 1.00 0.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 0.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 0.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 0.00 1.00 1.00 1.00 0.50 5.50 1.00 0.00 1.00 1.00 0.00 1.00 0.50 4.50 Office of Professional Standards: Office of Professional Standards - Internal Affairs Police Sergeant Police Officer Total OPS - Internal Affairs 1.00 3.00 4.00 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 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 1.00 1.00 2.00 4.00 10.00 8.00 8.00 8.00 8.00 Total Office of Professional Standards - 273 - Table of Contents Personnel Detail Actual FY 2008 Patrol Services: Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Armorer/Rangemaster Civilian Patrol Assistant Service Aide Total Uniform Patrol Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 2.00 6.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 161.00 2.00 6.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 161.00 2.00 6.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 161.00 2.00 6.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 161.00 2.00 4.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 159.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.50 2.00 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 1.00 2.00 15.00 18.00 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 0.00 6.00 7.00 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 12.00 206.00 206.00 206.00 206.00 204.00 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 Communication 1.00 5.00 23.00 15.00 44.00 1.00 5.00 18.50 13.50 38.00 1.00 5.00 18.50 13.50 38.00 1.00 5.00 18.50 13.50 38.00 1.00 5.00 18.50 13.50 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 - 274 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Property Police Property Supervisor Police Property & Evidence Technician Office Assistant Total Property 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 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 0.00 3.00 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 Support Administration Police Support Services Manager Administrative Assistant Total Support Administration 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 2.00 Crime Prevention Crime Prevention Specialist Total Crime Prevention 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Police Support Services 78.00 72.00 72.00 72.00 73.00 Counseling Services Counseling Administrator Youth/Family Counselor Volunteer Coordinator Administrative Assistant Office Assistant Total Counseling Services 1.00 6.00 1.00 1.00 0.50 9.50 1.00 6.00 1.00 1.00 0.50 9.50 1.00 6.00 1.00 1.00 0.50 9.50 1.00 6.00 1.00 1.00 0.50 9.50 1.00 6.00 1.00 1.00 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 2.00 1.00 3.00 Special Investigations Police Sergeant Police Officer Total Special Investigations 1.00 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 5.00 6.00 - 275 - Table of Contents Personnel Detail Actual FY 2008 Crime Prevention Crime Prevention Specialist Total Crime Prevention Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Person Crimes - CSCU Police Sergeant Police Officer Civilian Investigator Total Person Crimes - CSCU 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 1.00 6.00 3.00 10.00 Property Crimes Police Sergeant Police Officer Crime Analyst Civilian Investigator Total Property Crimes 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 1.00 9.00 0.00 0.00 10.00 Intel and Analysis Unit Police Sergeant Police Officer Crime Analyst Civilian Investigator Total Intel and Analysis Unit 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 2.00 1.00 6.00 Persons Crimes - VCU Police Sergeant Police Officer Total Persons Crimes - VCU 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 7.00 8.00 41.00 41.00 41.00 41.00 43.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 350.00 342.00 342.00 342.00 342.00 FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Administrative Supervisor Administrative Assistant Office Assistant Cooperative Education Student Total Fire Administration 1.00 1.00 1.00 1.00 1.00 1.00 0.50 6.50 1.00 1.00 1.00 1.00 1.00 1.00 0.50 6.50 1.00 1.00 1.00 1.00 1.00 1.00 0.50 6.50 1.00 1.00 1.00 1.00 1.00 1.00 0.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 6.00 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 Total Investigations Emergency Response Unit Police Officer (Overtime only) Total Emergency Response Unit TOTAL POLICE DEPARTMENT - 276 - Table of Contents Personnel Detail Actual FY 2008 Fire Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Equipment Technician Administrative Assistant Service Aide Total Fire Operations Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 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 45.00 39.00 81.00 1.00 2.00 2.00 178.00 1.00 7.00 45.00 39.00 81.00 1.00 1.00 1.00 176.00 1.00 7.00 45.00 39.00 81.00 1.00 1.00 1.00 176.00 Fire Prevention and Education: Fire Prevention Fire Marshal Fire Investigator Administrative Assistant Senior Fire Inspector Total Fire Prevention 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 1.00 2.00 0.50 2.00 5.50 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 6.50 6.50 6.50 6.50 6.50 Emergency Operations Center Emergency Management Coordinator Volunteer Coordinator Administrative Assistant Total Emergency Operations Center 1.00 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 1.00 1.00 0.50 2.50 193.00 199.50 199.50 197.00 197.00 1.00 5.00 1.00 1.00 4.50 0.00 0.50 13.00 1.00 5.00 1.00 1.00 4.50 0.00 0.00 12.50 1.00 5.00 1.00 1.00 4.50 0.00 0.00 12.50 1.00 5.00 1.00 1.00 0.00 4.50 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 0.00 0.00 0.00 18.00 17.50 17.50 17.50 0.00 TOTAL FIRE DEPARTMENT PUBLIC WORKS Public Works Administration Public Works Director Administrative Assistant Office Administrator Inventory Services Specialist Customer Service Representative Utility Service Representative Cooperative Education Student Total Public Works Administration Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates TOTAL PUBLIC WORKS - 277 - Table of Contents Personnel Detail Actual FY 2008 COMMUNITY SERVICES Community Services Administration Community Services Director Parks Superintendent Recreation Superintendent Recreation Manager Office Administrator Administrative Assistant Customer Service Representative Total Community Services Administration Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 1.00 1.00 1.00 0.00 1.00 2.00 2.55 8.55 1.00 1.00 1.00 0.00 1.00 2.00 2.55 8.55 1.00 1.00 1.00 0.00 1.00 3.00 2.55 9.55 1.00 1.00 1.00 0.00 1.00 3.00 2.55 9.55 1.00 0.00 0.00 1.00 1.00 2.00 2.55 7.55 Parks and Open Space: Parks and Open Space Parks Operations Supervisor Field Supervisor Senior Parks Ranger Senior Grounds Maintenance Worker Parks Mechanic Spray Technician Building Maintenance Worker Grounds Maintenance Worker Administrative Assistant Park Attendant Parks Ranger Total Parks and Open Space 1.00 3.00 1.00 7.00 1.00 1.00 2.00 9.96 1.00 0.00 7.00 33.96 1.00 3.00 1.00 7.00 1.00 1.00 2.00 9.96 1.00 4.00 3.00 33.96 1.00 2.40 1.00 7.00 1.00 1.00 2.00 9.96 1.00 2.00 2.00 30.36 1.00 2.40 1.00 5.00 1.00 1.00 2.00 10.96 1.00 2.00 2.00 29.36 1.00 2.40 1.00 5.00 1.00 1.00 2.00 10.96 1.00 2.00 2.00 29.36 PKIDs Senior Grounds Maintenance Worker Grounds Maintenance Worker Total PKIDs 1.00 2.00 3.00 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Parks and Open Space 36.96 36.96 30.36 29.36 29.36 Aquatics: Gilbert Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Senior Recreation Leader Assistant Pool Manager Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Gilbert Pool 0.25 0.33 0.05 0.00 0.29 0.38 0.58 0.86 2.60 0.43 5.77 0.00 0.00 0.00 0.00 0.12 0.16 0.25 0.37 1.11 0.19 2.20 0.00 0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.00 0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.00 0.05 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 Pool Manager Assistant Pool Manager Head Coach 0.25 0.34 0.05 0.38 0.67 0.19 0.20 0.30 0.05 0.38 0.67 0.19 0.20 0.30 0.00 0.38 0.67 0.19 0.20 0.30 0.00 0.38 0.67 0.19 0.20 0.30 0.00 0.38 0.67 0.19 - 278 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Assistant Coach Lifeguard/Instructor Lifeguard Senior Recreation Aide Total Mesquite Pool 0.53 2.45 2.09 0.24 7.19 0.53 2.45 2.09 0.24 7.10 0.53 2.45 2.09 0.24 7.05 0.53 2.45 2.09 0.24 7.05 0.53 1.35 2.09 0.24 5.95 Greenfield Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Greenfield Pool 0.25 0.33 0.05 0.38 0.29 0.38 1.06 2.60 0.43 5.77 0.20 0.22 0.05 0.38 0.29 0.38 1.06 2.60 0.43 5.61 0.20 0.22 0.00 0.38 0.29 0.38 1.06 2.60 0.43 5.56 0.20 0.22 0.00 0.38 0.29 0.38 1.06 2.60 0.43 5.56 0.20 0.22 0.00 0.38 0.29 0.38 1.06 1.96 0.43 4.92 Perry Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Perry Pool 0.00 0.30 0.00 0.23 0.17 0.29 0.58 1.38 0.23 3.18 0.20 0.71 0.05 0.38 0.29 0.48 0.96 2.31 0.38 5.76 0.20 0.21 0.00 0.38 0.29 0.48 0.96 2.31 0.38 5.21 0.20 0.21 0.00 0.38 0.29 0.48 0.96 2.31 0.38 5.21 0.20 0.21 0.00 0.38 0.29 0.48 0.96 1.70 0.38 4.60 Williams Field Pool Recreation Supervisor Aquatic Facility Technician Administrative Assistant Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Williams Field Pool 0.00 0.30 0.00 0.23 0.17 0.30 0.57 1.55 0.26 3.38 0.20 0.72 0.05 0.39 0.29 0.48 0.96 2.60 0.43 6.12 0.20 0.22 0.00 0.39 0.29 0.48 0.96 2.60 0.43 5.57 0.20 0.22 0.00 0.39 0.29 0.48 0.96 2.60 0.43 5.57 0.20 0.22 0.00 0.39 0.29 0.48 0.96 1.89 0.43 4.86 25.29 26.79 23.44 23.44 20.38 0.20 1.00 0.75 1.30 0.03 1.94 0.00 0.20 1.00 0.75 1.30 0.05 1.31 0.50 0.20 0.30 0.95 1.00 0.00 1.31 0.50 0.20 0.30 0.95 1.00 0.00 1.31 0.50 0.20 0.30 0.95 1.00 0.00 1.31 0.50 Total Aquatics Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Administrative Assistant Recreation Leader Senior Recreation Leader - 279 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Recreation Instructor Total Community Center 0.96 6.18 1.04 6.15 1.04 5.30 1.04 5.30 1.04 5.30 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Custodial Supervisor Administrative Assistant Recreation Leader Recreation Instructor Senior Recreation Leader Total McQueen Activity Center 0.20 2.00 1.57 0.00 0.07 3.25 2.40 0.00 9.49 0.20 2.00 1.57 0.00 0.07 2.62 2.40 0.50 9.36 0.20 1.00 2.00 0.30 0.00 2.62 2.40 0.50 9.02 0.20 1.00 2.00 0.30 0.00 2.62 2.40 0.50 9.02 0.20 1.00 2.00 0.30 0.00 2.62 2.40 0.50 9.02 Page Park Center Recreation Supervisor Recreation Coordinator Custodian Recreation Leader Recreation Instructor Total Page Park Center 0.03 0.14 0.25 0.09 1.21 1.72 0.03 0.14 0.25 0.09 1.21 1.72 0.03 0.00 0.05 0.09 1.21 1.38 0.03 0.00 0.05 0.09 1.21 1.38 0.03 0.00 0.05 0.09 1.21 1.38 0.19 1.00 1.00 0.00 2.00 1.34 9.62 2.31 17.46 0.19 1.00 1.00 0.00 2.00 1.34 9.62 2.49 17.64 0.19 1.00 1.00 0.40 2.00 1.34 9.62 2.49 18.04 0.19 1.00 1.00 0.40 2.00 1.34 9.62 2.49 18.04 0.19 1.00 1.00 0.40 2.00 1.34 9.62 2.49 18.04 0.19 0.00 0.00 1.00 1.19 0.19 0.35 0.42 0.57 1.53 0.19 0.35 0.42 0.57 1.53 0.19 0.35 0.42 0.57 1.53 0.19 0.35 0.42 0.57 1.53 36.04 36.40 35.27 35.27 35.27 0.10 0.10 0.06 0.26 0.10 0.10 0.06 0.26 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Freestone Recreation Center Recreation Supervisor Senior Recreation Coordinator Recreation Coordinator Custodial Supervisor Custodian Senior Recreation Leader Recreation Leader Recreation Instructor Total Freestone Recreation Center Southeast Regional Library Recreation Supervisor Senior Recreation Leader Recreation Instructor Recreation Leader Total Southeast Regional Library Total Recreation Centers Recreation Programs: Teen Programs Recreation Supervisor Recreation Coordinator Senior Recreation Leader Total Teen Programs - 280 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Youth Sports Recreation Coordinator Recreation Supervisor Administrative Assistant Senior Recreation Leader Total Youth Sports 0.90 0.90 0.10 0.58 2.48 0.90 0.40 0.13 0.58 2.01 0.50 0.30 0.00 0.58 1.38 0.50 0.30 0.00 0.58 1.38 0.50 0.30 0.00 0.58 1.38 Adult Sports Recreation Coordinator Recreation Supervisor Senior Recreation Leader Total Adult Sports 1.00 0.25 1.01 2.26 1.00 0.20 1.01 2.21 0.50 0.20 1.01 1.71 0.50 0.20 1.01 1.71 0.50 0.20 1.01 1.71 Special Events Recreation Coordinator Recreation Supervisor Administrative Assistant Recreation Leader Total Special Events 1.90 0.00 0.60 0.09 2.59 1.90 0.50 0.50 0.09 2.99 1.80 0.70 0.00 0.09 2.59 1.80 0.70 0.00 0.09 2.59 1.80 0.70 0.00 0.09 2.59 Special Needs Program Recreation Coordinator Administrative Assistant Recreation Instructors Total Special Needs Program 0.10 0.05 0.50 0.65 0.10 0.05 0.50 0.65 0.20 0.00 0.50 0.70 0.20 0.00 0.50 0.70 0.20 0.00 0.50 0.70 Outdoor Programs Recreation Supervisor Total Outdoor Programs 0.19 0.19 0.19 0.19 0.19 0.19 0.19 0.19 0.19 0.19 Total Recreation Programs 8.43 8.31 6.57 6.57 6.57 Culture and Arts Cultural Arts Coordinator Total Culture and Arts 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL COMMUNITY SERVICES 116.27 117.01 105.19 104.19 99.13 TOTAL GENERAL FUND 948.40 915.67 900.52 894.52 853.06 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 1.00 1.00 8.00 1.00 1.00 1.25 13.50 PUBLIC WORKS FUND Utility Customer Service Financial Services Manager Utilities Billing Administrator Accountant I Utility Service Representative Computer Operations Technician Senior Utility Service Representative Customer Services Representative Total Utility Customer Service - 281 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Public Works Administration Public Works Director Administrative Assistant Office Administrator Inventory Services Specialist Utility Service Representative Total Public Works Administration 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 5.00 1.00 1.00 4.50 12.50 Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 5.00 TOTAL PUBLIC WORKS FUND 0.00 0.00 0.00 0.00 31.00 Water Water Administration Water Superintendent Water Manager Water Resources Administrator Total Water Administration 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 0.00 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 10.00 1.00 17.00 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 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 1.00 1.00 1.00 6.00 1.00 1.00 11.00 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 - 282 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Water Quality Assurance Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance 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 3.00 1.00 2.00 6.00 Backflow Prevention Code Compliance Administrator Inspection and Compliance Services Manager Inspector II Total Backflow Prevention 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.05 2.00 2.25 Total Water Production 28.00 35.00 39.00 39.00 43.25 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 Field Supervisor Senior Utility Worker Computer Operations Technician Meter Technician Total Water Metering 2.00 2.00 0.00 4.00 1.00 17.00 26.00 2.00 2.00 0.00 4.00 1.00 17.00 26.00 2.00 2.00 0.00 4.00 1.00 17.00 26.00 2.00 0.00 2.00 4.00 1.00 17.00 26.00 2.00 0.00 2.00 4.00 1.00 17.00 26.00 Total Water 72.00 79.00 83.00 83.00 87.25 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 Wastewater Collection Utility Field Supervisor Senior Utility Worker Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection 1.00 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 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 0.40 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 2.00 2.00 0.40 2.00 1.00 7.40 Wastewater Wastewater Administration Wastewater Superintendent Wastewater Manager Total Wastewater Administration - 283 - Table of Contents Personnel Detail Actual FY 2008 Effluent Recharge Utility Worker Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 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 1.00 1.00 2.00 1.00 5.00 11.40 12.40 12.40 12.40 12.40 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Total Wastewater Quality 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 1.00 1.00 4.00 6.00 Riparian Programs Riparian Program Administrator Recreation Instructors Graduate Intern Community Education Coordinator Naturalist Park Ranger Total Riparian Program 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 1.00 0.00 3.68 1.00 0.68 0.00 1.00 1.00 0.00 3.68 1.00 0.68 0.00 1.00 1.00 0.00 3.68 38.76 40.68 40.68 40.68 40.68 Solid Waste Residential Residential Administration Solid Waste Superintendent Solid Waste Manager Solid Waste Specialist Service Specialist Customer Service Representative Total Residential Administration 0.86 0.00 0.90 0.70 0.78 3.24 0.86 0.00 0.90 0.70 0.78 3.24 0.86 0.00 1.00 0.88 0.78 3.52 0.86 0.00 1.00 0.88 0.78 3.52 0.00 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 0.50 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 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 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 1.00 1.00 1.00 17.00 20.00 Total Wastewater Reclaimed Total Wastewater - 284 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Recycling Field Supervisor Solid Waste Inspector Solid Waste Crew Leader Heavy Equipment Operator Total Recycling 0.70 5.00 1.00 7.00 13.70 0.70 5.00 1.00 7.00 13.70 0.70 5.00 1.00 7.00 13.70 0.70 5.00 1.00 7.00 13.70 0.70 5.00 1.00 7.00 13.70 Environmental Programs HHW Supervisor HHW Technician Administrative Assistant Total Environmental Programs 1.00 1.50 0.50 3.00 1.00 1.50 0.50 3.00 1.00 1.50 0.50 3.00 1.00 1.50 0.50 3.00 1.00 1.50 0.50 3.00 Total Solid Waste Residential 68.44 71.94 72.22 72.22 72.22 Solid Waste Commercial Commercial Administration Solid Waste Superintendent Solid Waste Manager Solid Waste Specialist Service Specialist Customer Service Representative Commercial Solid Waste Specialist Total Commercial Administration 0.14 0.00 0.10 0.30 0.22 1.00 1.76 0.14 0.00 0.10 0.30 0.22 0.00 0.76 0.14 0.00 0.00 0.12 0.22 0.00 0.48 0.14 0.00 0.00 0.12 0.22 0.00 0.48 0.00 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 4.25 4.55 0.30 5.00 5.30 0.30 5.00 5.30 0.30 5.00 5.30 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 1.75 1.75 1.75 1.75 1.00 1.00 1.00 1.00 1.00 1.00 Total Solid Waste Commercial 8.66 7.06 6.78 6.78 6.78 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.70 0.70 0.70 0.70 0.70 0.70 0.70 0.70 0.00 0.00 188.56 199.38 203.38 203.38 206.93 STREETS Streets Administration Streets Superintendent Streets Manager Total Streets Administration 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 Streets Maintenance: Asphalt Patching Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 0.25 1.00 3.00 4.25 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 TOTAL ENTERPRISE OPERATIONS - 285 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 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 Fog Sealing Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Fog Sealing 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 0.25 2.00 3.00 5.25 23.42 22.42 22.42 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 0.00 0.00 0.00 0.50 0.50 0.00 0.00 0.00 0.50 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 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 0.50 1.00 2.00 1.00 6.00 10.50 0.50 0.00 0.00 0.00 6.00 6.50 Total Streets Maintenance - 286 - Table of Contents Personnel Detail Actual FY 2008 Traffic Operations Center Associate Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Total Traffic Operations Center Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 4.00 24.00 25.00 25.00 19.00 19.00 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 0.30 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 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 Right of Way Maintenance 4.63 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 55.30 55.30 55.30 49.30 49.30 1.00 0.00 2.00 3.00 1.00 0.00 2.00 3.00 1.00 0.00 2.00 3.00 1.00 0.00 2.00 3.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.85 0.75 Total Street Traffic Control TOTAL STREETS INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Superintendent Fleet Services Manager Administrative Assistant Total Fleet Maintenance Administration Fleet Maintenance Fleet Services Supervisor Senior Mechanic Parts Acquisition Technician Welder/Mechanic Mechanic Service Aide Total Fleet Maintenance Shop Operations Fleet Services Manager Administrative Assistant - 287 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Fleet Services Supervisor Senior Mechanic Welder/Mechanic Mechanic Service Aide Total Shop Operations 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 14.00 1.00 21.60 Parts Acquisition Fleet Services Manager Administrative Assistant Parts Acquisition Technician Total Parts Acquisition 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.15 0.75 3.00 3.90 Administrative Assistant Total Fuel 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.25 Commercial Operations Administrative Assistant Total Commercial Operations 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.25 26.00 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 0.00 1.00 Police Impound Fund Towing/Hearing Specialist Tow Program Supervisor Office Assistant Total Police Impound Fund 2.00 0.00 0.00 2.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 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 1.00 1.00 0.60 2.60 1.00 1.00 0.60 2.60 1.00 1.00 0.60 2.60 Grants: Police Grant Police Officer Total Police Grant 0.50 0.50 1.00 1.00 10.00 10.00 0.00 0.00 0.00 0.00 Total Grants 0.50 1.00 10.00 0.00 0.00 Court Enhancement Fund Court Services Clerk Total Court Enhancement Fund 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fuel TOTAL INTERNAL SERVICE - 288 - Table of Contents Personnel Detail Actual FY 2008 Actual FY 2009 Budget FY 2010 Revised FY 2010 Budget FY 2011 Judicial Collection Enhancement Systems Analyst Total Judicial Collection Enhancement 1.00 1.00 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 1.00 1.00 0.50 0.50 0.50 0.50 TOTAL SPECIAL REVENUE 5.00 8.50 21.10 10.60 10.10 Capital Project Administration Assistant Manager Capital Project Administrator Inspector II Administrative Assistant Total Capital Project Administration 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.40 1.00 1.00 2.00 4.40 TOTAL CAPITAL PROJECTS 0.00 0.00 0.00 0.00 4.40 1,223.26 1,204.85 1,206.30 1,183.80 1,180.79 CAPITAL PROJECTS GRAND TOTAL POSITIONS - 289 - Table of Contents Glossary/Acronyms Accrual An accounting process that matches revenue to the period earned and the expenditures to the period incurred. Actuals Refers to the actual expenditures paid by and revenues paid to Gilbert. Adoption A formal action taken by the Town Council that sets the spending limits for the fiscal year. Annex To incorporate land into Gilbert. Appropriation A legal authorization granted by Council which permits Gilbert to make expenditures of resources and to incur obligations for specific purposes. 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 Each fund in the budget must be in balance; total anticipated revenues plus beginning undersigned fund balance must equal total expenditure appropriations for the upcoming fiscal year. 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. Budget A financial plan proposed for raising and spending money for specified programs, functions, or activities during the fiscal year. A detailed annual operating plan expressed in terms of estimated revenues and expenses for conducting programs and related services. 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 - 290 - Table of Contents Glossary/Acronyms 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. 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. The Council must approve all contingency transfers. 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. Depreciation Expiration in the service life of capital assets attributed to wear and tear, deterioration, inadequacy, or obsolescence. 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 Represents the net difference between total financial resources and total appropriated uses. GBA Master Series Focuses exclusively on the design, development and implementation of - 291 - Table of Contents Glossary/Acronyms commercial off-the-shelf software applications for the management of Public Works and Utilities infrastructure systems. General Fund Activities that provide support to direct service areas. Examples include Personnel, Technology Services Administration, Prosecution, and Planning and Development. Generally Accepted Accounting Principles (GAAP) The uniform minimum standards and guidelines for financial accounting and reporting which govern the form and content of the basic financial statements of an entity. These principals encompass the conventions, rules, and procedures that define the accepted accounting practices at a particular time. General Obligation Bonds Debt that requires voter approval and is backed by full faith and credit of Gilbert. This debt is limited by State statue. General Plan A planning and legal document that outlines the community vision in terms of land use. Geographic Information System (GIS) A computer system that places layers of geographic information in a useful order to provide answers to questions regarding land. Goal Desired end result statement that provides a framework for what will be accomplished. Grants State and Federal subsidies received in response to a specific need. Heritage District Historic Downtown Gilbert. Highway Users Revenue Fund (HURF) Highway User Revenue Fund is a separate funding source dedicated to provide support for street improvements and maintenance. Homeowners Association (HOA) An organization of all owners of land in the development that is governed by a board. The HOA collects fines and assessments from the homeowners, maintains the common areas of the development, and enforce the association’s governing documents; including rules regarding construction and maintenance of individual homes. Improvement District Formed when a group of property owners desire property improvements. Bonds are issued to finance these improvements that are repaid by assessments on affected property owners. 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 - 292 - Table of Contents Glossary/Acronyms 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. Objective Targets for accomplishing goals that are specific, measurable, attainable, results-oriented and time bound. OnBase Gilbert’s digital records management system. Operating Budget This budget, associated with providing ongoing services to citizens, includes general expenditures such as personnel services, professional services, maintenance costs, and supplies. 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 - 293 - Table of Contents Glossary/Acronyms generating activities are regulated by Maricopa County. It is a major component of the “brown cloud” in the metropolitan Phoenix area. 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. Revenue Receipts from items such as taxes, intergovernmental sources and user fees or resources from voter-authorized bonds, system development fees, and grants. 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. Special Revenue Special Revenue Funds are a type of fund required to be established to account for a specific activity. 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. Movement of cash from one fund to another to reimburse costs or provide financial support. Unified Land Development A compilation of Town Codes that govern subdivision and development of lands. Code (ULDC) Transfers 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. - 294 -