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Table of Contents Table of Contents INTRODUCTORY SECTION Budget Message....................................... i Guide to the Budget Document ............. 1 Distinguished Budget Award ................. 4 Key Officials and Staff ............................ 5 Organization Charts ................................ 7 Expense Detail ...................................... 54 Revenue Sources .................................. 65 Property Tax Rates ............................... 70 Personnel Summary ............................. 71 GENERAL FUND General Fund Summary ....................... 73 Vision, Mission, Values .......................... 9 Strategic Initiatives ............................... 11 Management and Policy ......................... 75 General Plan Vision .............................. 13 Mayor and Council ................................ 77 Continuous Quality Improvement ....... 15 Town Manager ....................................... 79 Community with Character .................. 16 Town Clerk............................................. 81 Gilbert Facts .......................................... 17 General Counsel ................................... 83 Fund Structure ...................................... 20 Support Services .................................... 85 Budget Process ..................................... 22 Facilities Maintenance .......................... 87 Budget Calendar ................................... 24 Technology Services ............................ 89 Financial Policies .................................. 25 Human Resources ................................ 91 Finance .................................................... 93 FINANCIAL OVERVIEW Accounting Services ............................ 95 Source and Use of Funds ..................... 31 Purchasing ............................................ 97 Fund Balances....................................... 32 Tax Compliance .................................... 99 Budget Summary .................................. 34 Budget.................................................. 101 Five Year Forecast General Information .......................................... 35 Legal and Court .................................... 103 General Fund Five Year Forecast ........ 36 Water Five Year Forecast ..................... 38 Wastewater Five Year Forecast ........... 39 Residential Solid Waste Five Year Forecast ............................................... 40 Commercial Solid Waste Five Year Forecast ............................................... 41 Streets Fund Five Year Forecast ......... 42 Revenue Summary by Fund ................. 43 Revenue Summary by Fund by Type .. 44 Revenue Detail ...................................... 46 Expense Summary ................................ 53 Prosecutor ........................................... 105 Municipal Court ................................... 107 Development Services ......................... 109 Administration and Customer Service ............................................... 111 Permit and Plan Review Services...... 113 Inspection and Compliance Services ............................................. 115 Planning and Development ................ 117 Business Development ...................... 119 Engineering Services ......................... 121 Table of Contents Police Department ................................ 123 Wastewater Plant Operations ............ 185 Professional Standards ...................... 125 Wastewater Reclaimed ....................... 187 Patrol Services .................................... 127 Wastewater Quality ............................. 189 Support Services................................. 129 Riparian Program ................................ 191 Counseling Services ........................... 131 Non-Departmental ............................... 193 Investigations ...................................... 133 Residential Solid Waste ....................... 195 Tactical Operations Unit ..................... 135 Residential Collections ...................... 197 Contracted Services ........................... 137 Non-Departmental ............................... 199 Fire Department .................................... 139 Commercial Solid Waste ...................... 201 Fire Operations.................................... 141 Commercial Collections ..................... 203 Fire Prevention .................................... 143 Non-Departmental ............................... 205 Community Services ............................ 145 STREETS FUND Parks and Open Space ....................... 147 Aquatics ............................................... 149 Streets Fund Summary....................... 207 Recreation Centers ............................. 151 Streets Maintenance ........................... 209 Recreation Programs .......................... 153 Traffic Control ..................................... 211 Non Departmental ................................. 155 Right of Way Maintenance ................. 213 Hazard Response ................................ 215 UTILITY ADMINISTRATION FUND Utility Administration Fund Summary ............................................. 159 Non-Departmental ............................... 217 INTERNAL SERVICE FUNDS Utility Customer Service..................... 161 Internal Service Funds Summary ...... 219 Public Works Administration ............. 163 Fleet Maintenance ............................... 221 Utility Locates...................................... 165 Copy Services ..................................... 223 ENTERPRISE FUNDS Health Self Insurance ......................... 225 Dental Self Insurance ......................... 227 Enterprise Funds Summary ............... 167 REPLACEMENT FUNDS Water ...................................................... 169 Water Conservation ............................ 171 Replacement Funds Summary .......... 229 Water Production ................................ 173 Replacement Funds Detail ................. 231 Water Distribution ............................... 175 Water Metering .................................... 177 Non-Departmental ............................... 179 Wastewater ............................................ 181 Wastewater Collection ........................ 183 SPECIAL REVENUE Special Revenue Funds Summary .... 233 CDBG/HOME........................................ 235 System Development Fees ................ 237 Table of Contents Grants................................................... 239 Special Districts .................................. 241 Police Impound ................................... 243 Other Special Revenue ....................... 245 CAPITAL IMPROVEMENTS Capital Projects Administration ......... 247 Capital Improvements Overview ........ 249 Capital Improvement Maintenance Costs .................................................. 250 Capital Improvement Detail ................ 251 DEBT SERVICE Debt Service Summary ....................... 265 Debt Service Detail.............................. 266 Debt Service Financial ........................ 270 APPENDIX Capital Outlay ...................................... 271 Personnel Detail .................................. 274 Glossary/Acronyms ............................ 297 Acknowledgements ............................ 305 Table of Contents Table of Contents Introductory Section __________________________________________ Budget Message Guide to the Budget Document Distinguished Budget Award Key Officials and Staff Organizational Charts Vision, Mission, Values Strategic Initiatives General Plan Vision Continuous Quality Improvement Community with Character Gilbert Facts Fund Structure Budget Process Budget Calendar Financial Policies Table of Contents Budget Message June 9, 2011 Honorable Mayor, Council Members, and the Gilbert Community: The continuing effects of recession are far-reaching. Unemployment, underemployment, and foreclosures continue to plague our nation and impact our community. Government, and particularly local government, is called upon to serve those in need while simultaneously, and paradoxically, reducing expenses. At the same time, Gilbert has continued growing. Development activity in Gilbert was a full 30% of the total permits issued in Maricopa County in 2011, exceeding even the City of Phoenix by 45%. Even so, the Town maintains one of the lowest vacancy rates in the state. The expectations of exceptional service delivery have not declined, yet the revenue stream is not matching the growth. We continue to find ourselves in a position of having to find ways to do more with less. Easing out from the bottom of this recession, we find ourselves redefining the way that we do business, even capitalizing on the growth opportunities that arise from such challenges. To do so requires clearly defined priorities, steadfast attention to excellent service delivery, and commitment to those who provide those services. CHANGES IN PRIORITIES The central theme in last year’s budget involved managing a continued decline in available resources. During the course of Fiscal Year (FY) 2011, many of those resources began to stabilize, although economic pressures continue to present significant challenges in the near term. Our longterm emphasis is on adapting our financial structure to one of a built-out mature city, and continuing to provide exceptional service to our community. This budget addresses the immediate situation while beginning to move forward with the Council’s long-term strategic initiatives: 5-year Rolling Balanced Financial Plan, Technology Leader, Proactively Address Infrastructure Needs, BioMedical Economic Development, and Community Livability. More about these initiatives is included in the Town’s Strategic Plan and throughout this document. As we planned for the upcoming year, a few key challenges rose to the forefront:  How do we address the short-term challenges in a manner that moves us forward with our long-term strategies?  How do we begin to address significant compensation concerns given limited available resources?  How do we maintain the work force and not find ourselves in a position where we are unable to provide essential public services?  How do we continue to narrow the focus to effectively implement our strategic initiatives?  How do we strategically and effectively grow out of the current situation? ECONOMIC ENVIRONMENT AND ASSUMPTIONS While many of the Town’s revenue sources are cyclical, it is unusual for multiple areas to be impacted simultaneously as they are now. Consecutive years of double digit decline in real property values have resulted in a net reduction in property tax revenue of nearly -33% since FY 2009. Unemployment and underemployment have impacted not only the collection of urban revenue (state-shared income tax) but also discretionary spending, and therefore state-shared and local sales tax. -i- Table of Contents Budget Message A year ago, the FY 2011 budget assumed that the downturn in both the regional and national economies would continue for the foreseeable future. During the course of the year, however, sales tax revenues began to slowly improve. Development activity also began to show signs of life, although still below what are expected to be more sustainable levels. Gone, though, are the days of exponential growth, when Gilbert was ranked the fastest growing city over 100,000 in the United States. The Town is approaching a new era as a mature community. While active construction is not the force it once was, the resulting development has been a tremendous boon to our community. 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 over 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 Santan Volkswagen in 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, and particularly bio-medical facilities. Gilbert has phenomenal, award-winning hospitals already in place, and is excited for the grand opening of the Banner MD Anderson Cancer Center this fall. 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 the widening retail base, local sales tax is expected 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 5-Year Financial Plan anticipates that sales tax generated from the retail sector will continue to grow and provide significant support to provide General Fund services, replacing construction sales tax revenue as we approach build-out over the next 15-20 years. Population growth continues to be a major factor in planning for services. State-shared revenues are based upon Gilbert’s population as it relates to the State’s population as a whole. The 2010 Census revealed a total population of 208,453, and a higher corresponding ratio of state-shared revenue as a result. This higher percentage served to offset the reduction to the overall levels of state-shared revenue distributed by the State. The economy continues to slowly improve, but it is the underlying structure that drives the impending changes to the nature of the Town’s budget. Ongoing revenues and expenditures are no longer driven by construction and growth. The Capital Improvement Program (CIP), while still substantial, is beginning to shift from a purely expansion-driven program to one incorporating major repair and replacement, recognizing that our fairly young infrastructure is beginning to age. As Gilbert approaches build-out, the focus shifts from building the Town to maintaining a Clean, Safe, Vibrant community. This budget was developed with that transition in mind. - ii - Table of Contents Budget Message BUDGET PROCESS The Code of Gilbert requires the Manager to develop and present an annual balanced budget to the Council. The Town Manager’s Office, Budget staff and Department Directors review 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. A citizen think tank was also formed this year to exchange ideas and provide interactive conversation regarding the budget priorities. Employees throughout the town also provided input regarding ways in which we can more efficiently and effectively provide excellent levels of service. 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. The following major items were all considered as part of the FY 2012 budget:  No change to the local sales tax rate (1.5%)  No change in property tax for debt service repayment ($1.15 per $100)  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  Employee salary/compensation remains unchanged  Health plan benefits and current premium contributions remain unchanged  Maintenance of an undesignated General Fund balance of at least 10% of operating expenditures  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 PERSONNEL As Gilbert is a service organization, personnel services represent a significant portion of the total operating budget. This budget does not include any compensation increases; the last time adjustments were made was in July of 2008. Gilbert strives to provide the best possible 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 to other cities within the Phoenix Metropolitan area: - iii - 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. 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 provides the Manager’s budget message along with 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 and the long and shortterm goals that the budget addresses. 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, major changes to the budget from prior years, and challenges facing the organization. Financial Overview The financial overview begins with images of the Town’s available revenues (sources) and the intended uses. The fund balance pages provide a look at the level of starting balances, anticipated revenues and expenditures, and projected ending fund balance. Every year the budget must be balanced, ensuring that expenditures will never exceed the total available resources. Revenue and expenditure summaries provide a high level overview of the history and projections for each category. Each is then broken down into further detail in subsequent pages. The revenue source section illustrates the major funding sources by type, including assumptions and anticipated future growth. The property tax page includes all the property tax rates for each taxing jurisdiction within Gilbert. Gilbert includes three school districts, and taxes are shown for each. -1- Table of Contents Guide to the Budget Document 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 fund’s purpose and a summary financial outlook for the funds included. Next are business units with a description of each functional area, the goals, an organization chart, performance measures, and summary personnel and financial information. Organization Charts Throughout the document are charts that depict the organizational structure. Shading in a given functional area indicates that the area is funded by an alternate funding source. Department summaries include the following components: Purpose Statement: Explains why the Department exists and provides a list of services provided. Accomplishments: Highlights success and describes what improvements and actions were completed during the prior fiscal year. Objectives: Communicate what is going to be accomplished during the budget year with the resources available, and align with the Business Unit goals and with the Strategic Goals of the entire organization. Budget Notes: Explain any noteworthy changes. Performance/Activity Measures: Identify desired outcomes and measure results to better define whether we are doing the right things at the right cost. Personnel by Activity: Depicts total staffing by Division within the Department for the prior three fiscal years and for the budget year. Expenses by Division: Reflect total expenses by Division within the Department for the prior three fiscal years and the budget year, including transfers out to cover a division’s share of expenses that were incurred elsewhere in the Town’s budget. Expenses by Category: Break out expenses 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: Some functional areas charge user fees when a specific service provided has a direct benefit to a specific user. Other services provide general public benefit, such as public safety, streets, or parks, and are primarily paid by general revenues, such as sales tax or state-shared revenues. The operating results show the net of direct revenues less expenditures. 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 (full-time equivalent positions), the total FTE for Gilbert is used unless stated otherwise. -2- Table of Contents Guide to the Budget Document Replacement Funds Replacement funds relate directly to an operating fund, but are tracked separately to ensure that aging equipment and/or infrastructure can be replaced or reconstructed. The sole financing source is the respective operating fund. Each replacement fund has a separate fund number in order to identify the fund balance for these activities. In the Comprehensive Annual Financial Report (CAFR), these funds roll up to and are reported as part of the operating fund. Capital Improvements The Capital Improvement Plan and Program (CIP) is an integral part of the budget process, and is updated each year. This document describes all known capital projects with a dollar value greater than $100,000. The first five years, considered the Capital Improvement Program, are fully funded within the Town’s anticipated revenue collections. The Plan itself extends out beyond the program in an effort to identify and plan for future infrastructure needs and anticipated costs. Each project must be approved by Council before the actual work commences. The first year of the CIP is included in the adopted budget each year. Both the initial capital investment and the subsequent impacts to the operating budget need to be integrated into the Town’s long-range revenue and expenditure forecasts. 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. Any questions regarding the document can be directed to 480-503-6757 or 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, 2010. 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, and serves as the chairperson of the Council. The Town Manager is appointed by the Council to administer through nine department directors, two executive staff, and approximately 1,176 additional employees. MAYOR AND COUNCIL TOP ROW(L—R)Councilmembers David W. Crozier, John Sentz, Ben Cooper, Vice-Mayor Les Presmyk, BOTTOM ROW(L—R)Councilmember Jenn Daniels, Mayor John W. Lewis, Councilmember Linda Abbott -5- Table of Contents Key Officials and Staff MANAGEMENT TEAM Town Manager ----------------------------------------------------- Collin DeWitt Assistant Town Manager ------------------------------------- Marc Skocypec Assistant Town Manager ------------------------------------------- Tami Ryall Finance Director ---------------------------------------------- Cindi Mattheisen 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 Templeton -6- 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 Environmental and Energy Conservation 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 -7- Table of Contents Organizational Report Chart TOWN MANAGER Assistant Town Manager Assistant Town Manager Public Works Support Services Administration Facilities Maintenance Fleet Maintenance Water Human Resources Wastewater Technology Services Solid Waste Streets Finance Development Services Accounting Budget Customer Service Tax Compliance Permit and Plan Review Purchasing Inspection and Compliance Utility Customer Service Planning and Development Business Development Legal Engineering Services Prosecutor Public Safety Community Services Police Parks and Open Space Fire Recreation Program Support -8- Table of Contents Vision, Mission, Values OUR ORGANIZATIONAL VISION Our vision is for Gilbert employees to be recognized by all we serve and work with for being honest, caring individuals:       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 ORGANIZATIONAL 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 ORGANIZATIONAL VALUES Service Excellence We are committed to providing affordable, high quality municipal services which meet the reasonable needs of our customers. Protection We are committed to protect Gilbert’s quality of life and the individual rights of our residents. Fairness We will treat all people courteously and equitably. We will listen and ask questions until we understand. Our actions will be consistent with approved rules and policies, yet flexible and responsive to individuals whose reasonable needs can not otherwise be met. Trust We are committed to respond to the needs of our citizens in an honest, credible, and timely manner. Innovation We are committed to meeting and exceeding community needs by fostering a spirit of creativity, resourcefulness, and open-mindedness. Communication We will strive to ensure that all communications are dealt with honestly and fairly with a commitment to accuracy and timeliness. -9- Table of Contents Vision, Mission, Values ORGANIZATIONAL EXCELLENCE In addition to exhibiting the values and implementing the mission and vision of Gilbert, we are committed to organizational excellence by following these KEY PRACTICES: Organizational Alignment Organizational alignment means ensuring that the organization’s resources are focused on achieving customer-focused improvements which are aligned with the departmental and organizational goals. Accountability Accountability is a promise and an obligation, both to yourself and to the people around you, to deliver specific, defined results. It requires each of us to know, clearly and specifically, what results we are promising to achieve. It includes taking personal responsibility and being accountable for our actions. Simply defined, accountability is the awareness and acceptance of the positive and negative impact of everything we do. Stakeholder Involvement Ensuring stakeholder involvement means getting input from individuals, work groups, and or customers who have a direct interest in the effectiveness of the improvement outcome. This should be accomplished prior to implementation of an improved or new process. Shared Leadership Shared Leadership is keeping others informed! It is the facilitation of ownership and removal of barriers to ownership. Shared Leadership recognizes that we all have valuable ideas by promoting an atmosphere of mutual trust and respect, and concern for both people and results. It also includes being resourceful to each other. When leadership is shared, the result is that everyone supports each other in taking action to continuously improve the quality of our products and services for our customers. - 10 - Table of Contents Strategic Initiatives In Fiscal Year 2011, the Gilbert Town Council adopted a new Strategic Plan for 2011-2016. This Plan is centered around the Community Vision, which guides the development of the strategic initiatives of the plan. From these initiatives, strategic action plans are implemented, and results are eventually produced and measured. COMMUNITY VISION Gilbert, a safe, healthy, clean, attractive community that embraces our Town’s heritage yet recognizes the opportunities of the future without sacrificing the resources of today. Community Vision Strategic Initiatives Strategic Action Plans Results Produced Gilbert continues to work toward organizational alignment from strategic initiatives all the way to individual performance standards. The Fiscal Year 2012 budget was crafted with the Council Strategic Initiatives as a key factor in the decision-making related to funding. The goals and objectives included in the department information are the intermediate steps and tie directly to the Strategic Initiatives. The Council reviews and updates the Strategic Initiatives during their annual retreat. Management staff and departmental personnel utilize the Strategic Initiatives to guide daily operations. An administrative interpretation of each initiative is included as a starting point from which department Strategic Action Plans follow. STRATEGIC INITIATIVES Community Livability The Town of Gilbert takes pride in being a community with a family focus, special welcoming feel, outstanding service delivery, and firm commitment to retain its defining characteristics while it continues to grow. This strategic initiative provides direction to include livability considerations in all decisionmaking and service delivery. Our motto is: “Gilbert: Clean, Safe, Vibrant”. Administrative interpretation: This is a reflection of the motto, “Clean, Safe and Vibrant” which requires every facet of the organization to continually seek opportunities to creatively serve within and outside of the normal activities of their respective work assignments. Every worker is bound by the core values, their pride of achievement, and the belief in continuous improvement. Be a Technology Leader Gilbert leaders place a high value on the potential for applied technology to improve service efficiency. While technology has a cost, it can be used to reduce other expenses while expanding service to a - 11 - Table of Contents Strategic Initiatives growing population. This initiative directs the organization to seek technology improvement that can provide the greatest benefit for the investment. If all segments of service delivery embrace the intention to be a technology leader, we will continually improve systems and results. Administrative interpretation: With a lean workforce and the expectation to do more with less, technology wisely employed will leverage the human resource in service to the community. Rolling Five-Year Balanced Financial Plan Financial information is critical to successful strategic planning. It is imperative to ensure that projected financial capacity will provide sufficient resources to achieve the plan. A five-year balanced plan will allow for thoughtful examination of plans in parallel with revenues, and with assumptions clearly stated it will provide for balanced considerations of revenue enhancers and/or expenditure reductions. It is important for the public to have access to current financial data. Administrative interpretation: Every department is dedicated to service quality at the best price. This Strategic Initiative calls us to thoughtfully project future needs and resources while seeking efficiencies in the present. Proactively Address Infrastructure Needs Gilbert will have a strong and effective infrastructure management system. A growing community must pay attention to infrastructure needs by planning for both the future expansion and the deterioration of existing infrastructure. This serves the residents, businesses, and future economic development and contributes to community livability. We will create an infrastructure plan and management system that will support policy decision-making and inform administrative processes. Administrative interpretation: Infrastructure includes the basic physical and organizational structures needed for the operation of a successful community. Future growth and sustainability rely on the infrastructure. We must plan for all elements of infrastructure with sensitivity to timing, efficiency, upkeep, and consideration of best practices. Economic Development with Primary Emphasis on Bio-Med/Life Sciences Gilbert is a community with significant opportunities for business development, special events, and a variety of mixed-use development ideas. The Town Council wants to be well prepared for the recovering economy and encourage creative ideas that contribute to the community vision. It is important to develop a sound economic development plan identifying clusters of preferred development characteristics, and to set the policies and procedures to be business friendly in support of the Vision and Strategic Initiatives. Administrative interpretation: Relatively recent additions to the Gilbert portfolio of significant health and curative resources has prompted a focused effort to find, attract, locate, and retain those related and supporting industries. All employees play a role, directly or indirectly, in the economic development effort. We recognize that reality and will include that important role in the formation of our organizational culture. - 12 - Table of Contents General Plan Vision The updated Town of Gilbert General Plan was approved by voters on May 17, 2011. The Town of Gilbert’s General Plan is the Community’s vision and guide for future physical, economic and social development and is a long-range policy document covering a period of ten (10) to twenty (20) years. The General Plan contains visions, goals, policies and implementation strategies that guide decisions such as how the Town grows and looks in the future, areas appropriate for residential, employment and commercial uses, areas to reserve for parks and open space, the location of new roads and energy and resource conservation and sustainability. The General Plan seeks to assure that decisions are consistent with the Community’s Vision. PROCESS The Town’s previous General Plan was approved by voters in 2001. According to State Law, the Plan must be updated every ten years. Since the Town’s General Plan is a reflection of the Vision and Goals of the Community, a transparent process was established to obtain as much public input as possible during the drafting of the updated document. Work began in August 2008 and by January 2009, a General Plan Steering Committee was formed, consisting of Town Council members, Planning Commissioners, a Design Review Board member, a Redevelopment Commission member, an Economic Development Advisory Board member and a member-at-large. The purpose of the Steering Committee was to oversee the process of the update and ensure consistency within the document. After identifying and grouping the Chapters of this General Plan into four categories, the Town solicited applications from Gilbert residents willing to serve on Sub-Committees dedicated to drafting the Chapters. A total of fifty-six (56) volunteers were chosen for the Sub-Committees. Chairs were selected to lead the Sub-Committees and the four (4) chairs also sat on the Steering Committee. Each member of the Steering Committee was also appointed as a liaison to a Sub-Committee. Planning Division Staff provided support for the Steering Committee and Sub-Committees. The General Plan Steering Committee and all four Sub-Committees held a kick-off meeting in May 2009. A total of fifteen (15) Steering Committee and fifty-one (51) Sub-Committee meetings were held between May 2009 and June 2010. During this time, each group heard from experts in the fields, reviewed the existing General Plan, reviewed other General Plans and created the new Chapters. All minutes and draft documents were placed on the Town’s website after each meeting. Once drafted and approved by the Steering Committee, the Chapters were put on the Town’s web page as one of several methods of soliciting public input. In January 2010, the Steering Committee began holding open houses at various locations and attended events throughout the Town. The goal was to present the draft Chapters to the citizens in order to gather public input. A total of ten (10) events and open houses were held. Handouts at the events included survey sheets that could be filled out and sent to Staff for inclusion in the update. The Town was also very active in providing information to the public via local newspapers, cable television, Nixle and Twitter. These social media networks were utilized to advertise open houses and public events to solicit public input on the creation of the plan. Additionally, the Town’s web site had an interactive survey that could be filled out and submitted directly to Staff. The result of this effort is a citizen-driven public document that reflects the Vision and Goals of the Community. This document will be the guide and direction for the development of the Town for the next two decades. - 13 - Table of Contents General Plan Vision GENERAL PLAN ELEMENTS AND VISION STATEMENTS Land Use and Growth Areas Deliver a mix of synergistic land uses that are appropriately located to promote employment opportunities while enhancing Gilbert’s quality of life. Circulation Provide a safe, efficient, and aesthetically pleasing circulation network that considers all modes of vehicular and non-vehicular movement and does so in a manner that is sensitive to the environment. Parks, Open Space, Trails, Recreation, Arts and Culture Gilbert encourages the health and well-being of its residents through diverse recreational opportunities. The Town offers safe, well maintained facilities, parks and open spaces including locally and regionally connected multi-use trails, equestrian paths and bicycle lanes. Our community also fosters arts and cultural experiences. 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. Community Design Provide the citizens of Gilbert and the development community with guidelines and assistance to continue to develop Gilbert emphasizing its heritage, yet open to innovative design opportunities that result in projects that are diverse and complementary, promoting stewardship of community resources. Environmental Planning Gilbert recognizes its environmental stewardship and is committed to being in the forefront as it plans, manages and conserves resources. Housing and Conservation The Town is committed to maintaining its housing quality and will continue offering in its land use mix a variety of residential developments for all family types and income levels. This will provide housing opportunities by creating new neighborhoods and rehabilitating existing ones while creating a balanced maturing community. Economic Development Gilbert is “open to business” and attracts, retains and grows innovative, entrepreneurial businesses of all sizes that provide high-wage job opportunities for Gilbert residents and enhance Gilbert’s outstanding quality of life. Character Areas Gilbert desires to create and protect unique areas of Town by identifying and providing guidance through the use of Character Areas and guidelines. Energy Gilbert is committed to being at the forefront of energy efficiency, reducing energy demand and furthering the use of alternative and renewable energy sources. Neighborhood Preservation and Revitalization Preserve, reinforce and, where appropriate, revitalize the core characteristics and stability that define all of the Town’s neighborhoods, commercial and residential. - 14 - Table of Contents Continuous Quality Improvement Continuous Quality Improvement ……It’s The Way We Do Business Our approach to Continuous Quality Improvement (CQI) includes both a principle and a body of knowledge. The principle, 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 using data. It also includes practices that support planned change, either by individuals or stakeholder teams. Through CQI we strive to make certain that we do things right by focusing on customers’ needs and expectations; customers help us define what the “right” things are. Our values and key practices help us drive our ability to meet our customers’ needs and expectations. This is our Model for Excellence internally known as the CQI Model: the focus is on customer satisfaction, the foundation is the principle, and the cornerstones are our key practices and our values. Gilbert celebrates over 15 years of its commitment to CQI and conducts a bi-annual employee survey to assess the level of integration of CQI into our work unit culture. The results from the most recent assessment in FY 2011 include: ♦ 98% return rate with overall very positive results that indicate a consistent integration of CQI into the work unit culture; here are a few highlights: ♦ More than four out of five employees (87%) favorably indicate application of the Town’s values and key practices ♦ More than three out of four (76%) use the Plan, Do, Check, and Act methodology when improving operational processes or procedures ♦ Employees listed over 150 improvements in their work units during the last 12 months ♦ 83% of the employees indicate that there are not any barriers which prevent them from suggesting or acting on improvements - 15 - Table of Contents Community with Character Our Purpose The purpose of Gilbert’s Community with Character initiative is to advance the highest standard of citizenship necessary for creating a safer, more caring community in conjunction with our community partners by adhering to the six pillars of character: trustworthiness, respect, responsibility, fairness, caring, and citizenship. Our Vision as a Community with Character We see Gilbert, Arizona as 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 Schools NonProfits Town Staff Civic Groups Police Businesses Media We see our HOAs 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 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! - 16 - 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 More information and statistics can be found at: www.gilbertaz.gov/busdev/profile Cost-of-living Index (2011): 94.0 Median age: 31.5 Number of Households (2010): 66,521 Transaction Privlege Tax Rate: State/County Gilbert 8.80% 7.30% 1.50% 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 477 Miles 1,028 Miles 841 Miles 315 Miles 415 Miles 12 Miles 708 Miles 381 Miles 813 Miles 104 Miles - 17 - Table of Contents Gilbert Facts Demographics: Median Household Income: Average Household Income: Average Household Size: Average Family Size: Gilbert Greater Phoenix $ 87,965 $ 98,554 3.16 3.50 $ 60,724 $ 76,810 2.76 3.33 High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 19% 26% 11% 25% 12% 25% 24% 8% 18% 10% High School Graduate or Greater: 93% 85%   4.7% of residents are age 65 and above  Median age of Gilbert residents is 31.5 years while the median age for Greater Phoenix is 33.3  In August 2010, Money Magazine honored Gilbert as the nation’s 36th best place to live  5th Safest City in U.S. by BusinessInsider.com Approximately one-third of the population is under the age of 18 Source: U.S. Census Bureau 2010; ESRI  Named the Fastest Growing Community of 100,000 or greater in 2002 by the U.S. Census Bureau Population Growth 250,000  Population in 1970 was 1,971 200,000  The anticipated population at build out is in excess of 330,000 150,000  Population increased 91% from 2000 to 2010 and continues to climb 209,048 172,836 109,697 100,000 50,000 59,338 1,971 5,717 29,188 0 1970 1980 1990 1995 Gilbert Ethnic Make-up American Indian/Alaska Native 0.90% White Other Native Hawaiian/Pacific Islander 0.20% African American 3.30% Asian Two or More Races White 78.50% African American Two or More Races 3.90% American Indian/Alaska Native Asian 4.10% Native Hawaiian/Pacific Islander Other 9.10% Source: U.S. Census Bureau 2010; ESRI - 18 - 2000 2005 2010 Age Distribution Gilbert: Under 18 19-24 25-44 45-64 65 and Over 33% 7% 33% 22% 5% Greater Phoenix: Under 18 19-24 25-44 45-64 65 and Over 26% 9% 28% 23% 13% Table of Contents Gilbert Facts Economic Information:  The median household income is $87,965 – the highest among Phoenix cities with a population above 100,000 and 72% above the national average of approximately $51,000  There are more than 63,300 jobs in Gilbert; Approximately 26,600 of those are held by Gilbert residents  Gilbert’s three hospitals have all opened within the past five years: Gilbert Emergency Hospital, Catholic HealthCare West, and Banner Health  MD Anderson Banner Cancer Center will open in Fall of 2011 Housing Starts 6,000 5,000 Major Employers Gilbert Unified School District Town of Gilbert Banner Health Care Fry's Food Store Mercy Gilbert Medical Center GoDaddy Software, Inc. Wal-Mart, Inc. Target Stores, Inc. Costco Wholesale Orbital Science The median value of owner occupied housing units is $340,300  In FY 2008, an average of 125 building permits were issued per month; for FY 2009, 85 permits were issued per month; for FY 2010, 119 permits were issued per month; and for FY 2011, 94 permits were issued per month  Of total housing units, 94.1% are occupied and 5.9% are vacant 3,000 2,000 1,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010  Approximately 8 million square feet of new retail space was added between 2005 and 2010  For 2005 through 2010, development trends called for an additional 2.9 million square feet of new industrial development and 3.5 million square feet of new office development  4,173 1,312 1,160 824 762 600 594 455 418 400  4,000 0 Employees 2010 Gilbert Civilian Labor Force = 118,139 94.9% 5.1% In 2007, Gilbert welcomed the SanTan Village Regional Shopping Center, the retail portion of a mix-use urban village that ultimately will encompass 3 million square feet and 500 acres of entertainment, retail, restaurant, and office uses Employed 112,107 Unemployed 6,032 Source: U.S. Census Bureau 2010; ESRI; AZ Dept Econ Security For more on population figures and community resources, visit www.gilbertaz.gov/busdev/profile. - 19 - 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  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. 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, and 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.  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.  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.  Street Fund (Highway User Revenue Fund) Street operating costs eligible for state highway revenues are included in this fund. Revenues are primarily derived from stateshared fuel tax and vehicle license tax. 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.  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.  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 – Property owners requiring specific capital improvements, from which benefit is primarily restricted to those specific property owners, may form a district. Special levies are collected from those property owners to cover those costs. There are presently three districts.  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. - 20 - Table of Contents Fund Structure PROPRIETARY FUNDS The cost center is further divided into separate object codes to identify the particular revenue or expenditures type. For example, within Police Patrol - Canine there is an object code for fuel that accumulates the costs paid for fuel during that fiscal year. Enterprise Funds – These are funds in which the services provided are financed and operated similarly to those of a private business. User fees are established and revised as needed to ensure that revenues are adequate to meet all necessary expenditures. Gilbert has enterprise funds for water, wastewater, and solid waste operations. The account structure hierarchy is:  Fund  Cost Center  Object Code Internal Service Funds – Gilbert has three Internal Service Funds: fleet maintenance, printing service, and 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 given public service, because more of the total costs are included in the respective cost center. Expense object codes are segregated by the following categories:      FIDUCIARY FUNDS Personnel Services Contractual and Other Capital Outlay Debt and Depreciation Transfers Revenue object codes are also categorized based on the first two numbers in the code. 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. This segregation provides the ability to summarize expenditure and revenue information by major category. The chart of accounts structure provides distinguishing characteristics for each portion of the account. For example, the salary of an employee working in the Street Fund performing Street Cleaning would be paid from account: ACCOUNT STRUCTURE A number of accounts are found within each fund. A fund is divided first into cost centers that include Business Units, Departments, Divisions and activities that relate to a functional area such as Police Patrol – Canine. Within each cost center are object codes that define a particular transaction. 120100.41060202.5001 Streets Full Time Salary Street Maintenance, Street Cleaning - 21 - Table of Contents Budget Process BUDGET DEVELOPMENT STATE EXPENDITURE LIMIT The budget process begins with revenue projections. Gilbert uses a resource constrained budget development process. The Council determines the priorities for the year and staff develops the best possible budget that incorporates Council priorities and fits within the resources available. The State of Arizona sets a limit on the expenditures of local jurisdictions. State Statute sets the limits unless otherwise approved by the voters. The Town of Gilbert received voter approval to increase this limit because of the population growth rate. Gilbert must budget at or below this limit. Council set the following boundaries for budget preparation: 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 2012 is $316,086,967. 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.  No change in local sales tax rate (1.5%)  No change in property tax for debt service repayment ($1.15 per $100)  No salary adjustments for market range or for merit pay  Maintain a minimum undesignated fund balance of 10% for General Fund operating expenditures  Base budgets were to be prepared through the use of a resource constrained model  Equipment Replacement Funds for the Water, Wastewater, and Solid Waste Funds are to be funded based on accumulated depreciation  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  Health plan benefits and current premium contributions remain unchanged 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:       The major steps in preparation of the budget were:  Update FY 2011 projections and five-year projections for operating funds  Council input on boundaries and priorities  Citizen “think tanks” to inform the community and gain public input  Preparation of budget with input from staff  Present draft to Council  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 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. - 22 - 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, 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. - 23 -  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.  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.  New capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR.  Depreciation expense is not included in the budget, but is an expense in the CAFR.  Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of longterm debt liability in the CAFR.  Debt issue, discounts and premiums are considered expensed or earned in the year paid or received, not over the life of the bonds.  Encumbrances are treated as expenses in the year the purchase is made for budget purposes. Table of Contents Budget Calendar Date Action November 19, 2010 First Capital Improvement Plan stakeholder meeting December 4, 2010 Citizen Think Tank: Forum for Citizen Input on FY 2012 Budget February 4, 2011 Second Capital Improvement Plan stakeholder meeting February 10, 2011 Council Budget Presentation: Discuss “The Number” February 15, 2011 Council Quarterly Planning Meeting March 2, 2011 Citizen Think Tank: Forum for Citizen Input on FY 2012 Budget March 9, 2011 Citizen Think Tank: Forum for Citizen Input on FY 2012 Budget March 10, 2011 Council Budget Presentation: Budget Strategies April 7, 2011 Council Budget Presentation: Budget Approach and Strategy May 5, 2011 Final Council consideration of Memorandums of Understanding with labor groups May 5, 2011 Public hearing considering the Capital Improvement Plan 2011-2016 May 13, 2011 Third Capital Improvement Plan stakeholder meeting May 19, 2011 Public hearing and adoption of FY 2012 Preliminary Budget May 19, 2011 Public hearing on the Draft FY 2012 Capital Improvement Plan and Infrastructure Improvement Plan May 28, 2011 First publication and legal notice of Preliminary Budget June 4, 2011 Second publication and legal notice of Preliminary Budget June 9, 2011 Adopt final FY 2012 Budget June 9, 2011 Adopt final FY 2012 Capital Improvement Plan and Infrastructure Improvement Plan June 9, 2011 Public hearing and adoption of Secondary Property Tax levy - 24 - Table of Contents Financial Policies Introduction Gilbert is in the process of updating the policies that guide the Town’s financial operations. These policies are collectively known as the Policies of Responsible Financial Management and are currently under review by the Town Council for implementation in FY 2012. These policies establish the framework for overall fiscal planning and management by setting forth guidelines for current activities and long range planning. The purposes of the financial policies are to enhance the transparency of fiscal management practices, provide for a balanced budget, promote fiscal conservatism, provide flexibility and responsiveness, and ensure adherence to the highest accounting and management practices. These Policies of Responsible Financial Management are intended to foster and support the continued financial strength and stability of the Town of Gilbert. Accounting, Auditing, and Financial Procedures Gilbert produces a Comprehensive Annual Financial Report in accordance with Generally Accepted Accounting Principles as outlined by the Government Accounting Standards Board. An independent audit is performed annually, and a request for proposals is prepared every five years to procure services for the annual audit. Budget Administration The council adopts the budget at the fund level as a total amount of expenditures. Financial control is administered by fund, with budgetary control for operating performance regulated at the departmental level. Grants and restricted appropriations are administered on a line item basis by department. The Manager is authorized to administer a budget adjustment process within a fund. Council must be notified of any adjustments in excess of twenty percent of the authorized departmental budget. Council action is required to approve any interfund adjustments. The Council may transfer these appropriations as necessary through the budget amendment process. All annual appropriations lapse at year-end and are considered for inclusion in the subsequent year’s budget. Investments Gilbert keeps all idle funds fully invested as authorized by State statute. State Debt Limit 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. 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. 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. Gilbert annually reviews the status of outstanding and future potential debt in relation to capacity to defease, call, or refund outstanding debt. Long-Range Planning The Budget Administrator shall annually develop, with the assistance of Town departments, a five year revenue and expenditure forecast for General Fund and Enterprise fund plans. These forecasts will - 25 - Table of Contents Financial Policies identify changes in revenue and expenditures due to projected new development in the Town, program changes, collective bargaining agreements, and capital projects coming online. These 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 appropriate service levels. Replacement Funding Separate funds exist for fleet replacement. Each cost center in the General, Streets, Residential Solid Waste, Commercial Solid Waste and Fleet Maintenance Funds contributes for future replacement of vehicles. The contribution is based on the projected replacement cost/anticipated useful life of the fleet. When a vehicle is replaced, it must be disposed of to avoid adding to the fleet inventory and to avoid unnecessary maintenance and operation costs. Replacement funds in Water and Wastewater provide for future replacement of infrastructure and fleet. Maintenance and replacement funding will be prioritized each year to ensure that capital facilities and equipment are sufficiently maintained to avoid service disruptions. Contingency Gilbert provides legal expenditure authority in the major operating funds—General, Water, Wastewater, Street, and Solid Waste Funds for emergency and unknown events. The Contingency is calculated excluding non-operating items such as capital project transfers and debt service payments. Funds shall be allocated each year in the budget process to replace any used funds from the previous period. Allowance for Unexpended Appropriations The General, Water, Wastewater, Residential Solid Waste, and Commercial Solid Waste operating fund budgets include allowances for unexpended appropriations. Revenue Diversification Gilbert values a diversified mix of revenue sources to mitigate the risk of volatility. The Town's goal is a diversified General Fund revenue base which includes sales taxes, state shared revenues, and other revenue sources. Gilbert has a secondary property tax which cannot be used for operating expenditures. The major source of revenue for the General Fund is sales tax. Since sales tax is a direct function of economic cycles and inflation, it is important to make every effort to improve the diversity of the Town’s revenue sources. The Town will strive to maintain a diversified and stable revenue base to shelter it from economic changes or short-term fluctuations by doing the following: • Periodically conducting a cost of service study to determine if all allowable fees are being properly calculated and set at an appropriate level. • Establishing new charges and fees as appropriate and as permitted by law. • Pursuing legislative change, when necessary, to permit changes or establishment of user charges and fees. • Aggressively collecting all revenues, related interest, and late penalties as authorized by the Arizona Revised Statutes. Use of Revenue Gilbert avoids dependence on temporary revenue sources to fund recurring government services. One-time revenues should be used only for one-time expenditures and not for ongoing expenditures. By definition, one-time revenues cannot be relied on in future budget years. Examples of one-time revenues are unexpected audit collections for sales tax, sales of Town assets, or one time payments to the Town. - 26 - Table of Contents Financial Policies Sales tax revenue is a volatile source of revenue since it is a direct function of economic cycles. Sales tax revenues that exceed the normal growth rate should be used for one-time expenditures or to increase reserves for the inevitable economic downturns. When sales tax revenue growth is less than the normal growth rate, it may be necessary to use reserves until appropriate expenditure reductions or other measures can be implemented. Interest income is also volatile. Any interest earnings that exceed the average annual earnings over the last ten years should be used for one-time expenditures or to increase reserves. The best use of one-time revenues is to invest in projects that will result in long term operating cost savings. Appropriate uses of one-time revenues include strategic investments such as early debt retirement, capital expenditures that will reduce operating costs, information technology projects that will improve efficiency, and special projects that will not incur ongoing operating costs. If projects are deemed appropriate strategic investments and do include increased ongoing operating costs, these costs should be acknowledged and planned for in long-range planning efforts prior to approval. Fees and Charges User fees and charges are payments for purchased, publicly provided services that benefit specific individuals. The Town relies on user fees and charges to supplement other revenue sources in order to provide public services. • Indirect cost charges will be assessed to reflect the full cost of identified services. • The Town may establish user fees and charges for certain services provided to users receiving a specific benefit. • On a regular basis, the Town will conduct a cost of service study to identify the full cost of providing a service for which fees are charged. The calculation of full cost will include all reasonable and justifiable direct and indirect cost components. • User fees shall be reviewed on a regular basis to calculate their full cost recovery levels, to compare them to the current fee structure, and to recommend adjustments where necessary. • The Town shall establish cost allocation models to determine the administrative service charges due to the appropriate operating fund for overhead and staff support provided to another fund. • 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. The general policy of the Town of Gilbert regarding fees and charges is based upon the following considerations: • Tax dollars should support essential Town services that benefit and are available to everyone in the community (such as parks, police, and fire protection). • For services that largely or solely benefit individuals, the Town should recover full or partial costs of service delivery through user fees. The full cost of providing a service includes the following: • Direct costs associated with providing the service, including:  The cost of the time all employees spend on the service, including benefits  Other direct costs, such as supplies and materials, contractual services, or internal service fund charges associated with the service • Department, division supervision, or clerical support • Departmental indirect costs • Townwide indirect costs - 27 - Table of Contents Financial Policies Purchasing The Town shall require adequate financial controls to be included in the Town’s standard contract terms so as to provide assurance of minimum risk and access to review compliance with contract terms and conditions. Among these controls are the right to audit all provisions of contracts, the right to require appropriate levels of insurance, and the right to require complete financial reports if appropriate for the solicitation. All Purchasing transactions in the Town shall adhere to the adopted Purchasing Code. Capital Improvement Plan Gilbert adopts a Capital Improvement Plan and Program that provides for all improvements needed. The Capital Improvement Plan is a public document that communicates timing and costs associated with constructing, staffing, maintaining, and operating publicly financed facilities and improvements with a total cost over $100,000. The Capital Improvement Program includes the first five years of the Capital Improvement Plan. The combination of the Capital Improvement Plan and Capital Improvement Program represents Gilbert’s Infrastructure Improvement Plan. This Plan serves as the basis for Gilbert’s System Development Fee calculations. Projects included within the five-year program must have sound cost estimates, an identified site, and verified financing sources, as well as confirmation it can be operationally staffed and maintained within the budget resources. The first five years of projected 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’s budget. The purpose of the Capital Improvement Program is to systematically identify, plan, schedule, finance, track, and monitor capital projects to ensure cost-effectiveness as well as conformance to established policies. • The Town Manager will annually submit a financially balanced, multi-year Capital Improvement Program for review by the Town Council pursuant to the timeline established in the annual budget preparation schedule. Submission of the Capital Improvement Program shall be consistent with the requirements of Title 42, Chapter 17, Article 3 of the Arizona Revised Statutes. The Capital Improvement Program will incorporate a methodology to determine a general sense of project priority according to developed criteria. • The Capital Improvement Program shall provide:  A statement of the objectives of the Capital Improvement Program, including the relationship with the Town’s General Plan, department master plans, necessary service levels, and expected facility needs.  An implementation program for each of the capital improvements that provides for the coordination and timing of project construction among various Town departments.  An estimate of each project’s costs, anticipated sources of revenue for financing the project, and an estimate of the impact of each project on Town revenues and operating budgets. No capital project shall be funded unless operating impacts have been assessed and the necessary funds can be reasonably anticipated to be available when needed. When considering funding of projects, growth should pay for growth.  For the systematic improvement, maintenance, and replacement of the Town’s capital infrastructure as needed.  A summary of proposed debt requirements. • The Town will match programs and activities identified in the Capital Improvement Program with associated funding sources. Reimbursements shall be applied to like projects and activities. - 28 - Table of Contents Financial Policies • The performance and continued use of capital infrastructure is essential to delivering public services. Deferring essential maintenance and/or asset replacement can negatively impact service delivery and increase long term costs. As such, the Town will periodically assess the condition of assets and infrastructure and appropriately plan for required major maintenance and replacement needs. Efforts will be made to allocate sufficient funds in the multi-year capital plan and operating budgets for condition assessment, preventative and major maintenance, and repair and replacement of critical infrastructure assets. Fund Balance Classifications The Governmental Accounting Standards Board (GASB) Statement No. 54 establishes accounting and financial reporting standards for all governments that report governmental funds. Governmental funds are defined as funds generally used to account for activities supported by taxes, grants, and similar resources and include the general fund, special revenue funds, debt service funds, and capital projects funds. GASB 54 does not apply to proprietary or fiduciary funds which include the enterprise, internal service, trust and agency funds. Definitions of Fund Balance Classifications Nonspendable: Amounts that cannot be spent because they are either (a) not in spendable form such as inventory or (b) legally or contractually required to be maintained intact. Restricted: Amounts that can only be used for specific purposes pursuant to constraints imposed externally by creditors, grantors, contributors, or laws or regulations of other governments; or imposed by law through constitutional provisions or enabling legislation. Committed: Amounts that can only be used for specific purposes pursuant to constraints imposed internally by formal action of the governing body. Assigned: Amounts that are constrained by the government’s intent to be used for specific purposes, but are neither restricted nor committed. Unassigned: This residual classification is specific for the general fund and represents fund balance that has not been assigned to other funds; and that has not been restricted, committed, or assigned to specific purposes within the general fund. For purposes of this policy and in accordance with GASB No. 54, unrestricted fund balance shall consist of the “committed”, “assigned”, and “unassigned” portions of fund balance. • • • • When an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is available, as a general rule, the Town would consider the restricted amount to have been spent first. When an expenditure is incurred for purposes for which committed, assigned and unassigned fund balances are available, as a general rule, the Town would first reduce the committed amounts, followed by assigned amounts, and then unassigned. For committed fund balance: formal action by Council through resolution is required to establish, modify, or rescind committed fund balance. Such Council resolution must occur before the end of the reporting period. For assigned fund balance: The Council authorizes the Finance Director to assign fund balance amounts to a specific purpose. Minimum Unrestricted Fund Balance for the General Fund Governmental Accounting Standards Board Statement No. 54 requires entities to create a formal policy that establishes a minimum level at which unrestricted general fund balance is to be maintained. - 29 - Table of Contents Financial Policies Fund balance is an important indicator of Gilbert’s financial position. Maintaining reserves is considered a prudent management practice. Adequate fund balances are maintained to allow Gilbert to continue providing services to the community in case of unexpected emergencies or requirements and/or economic downturns. To establish a minimum unrestricted fund balance policy ensuring the continuance of sound financial management of public resources when faced with unanticipated events that could adversely affect the financial condition of Gilbert and jeopardize the continuation of public services. This policy will ensure Gilbert maintains adequate unrestricted fund balance in the general fund to provide the capacity to: • provide funds for unforeseen expenditures related to emergencies, • mitigate significant economic downturns or revenue shortfalls, • stabilize the volatility of primary revenue streams, • allow for responsiveness to legislative changes, • secure and maintain investment grade bond ratings, • provide for long-term stability of the Town’s financial status. Appropriation from the minimum unrestricted fund balance shall require the approval of Council. The Council may authorize use of the minimum unrestricted fund balance for unanticipated events threatening the public health, safety or welfare. Use of minimum unrestricted fund balance should be utilized only after all budget sources have been examined for available funds. Any use of the minimum unrestricted fund balance must include a repayment plan based on a multiyear financial projection that plans to restore the fund balance to the minimum adopted level within the three fiscal years following the fiscal year in which the event occurred. Compliance with the provisions of this policy shall be reviewed as part of the annual budget adoption process. - 30 - 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 Streets Fund Five Year Forecast Revenue Summary by Fund Revenue Summary by Fund by Type Revenue Detail Expense Summary Expense Detail Revenue Sources Property Tax Rates Personnel Summary Table of Contents Source and Use of Funds General Fund 19.4% Capital Improvements 35.0% Streets Fund 2.6% Enterprise Funds 13.6% Debt Service 13.3% Special Revenue 3.4% Replacement Funds 12.3% Utility Administration 0.4% The total available source of funds for FY 2012 is approximately $844,999,000. 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 17.7% Capital Improvements 36.8% Streets Fund 2.7% Enterprise Funds 13.1% Replacement Funds 4.3% Debt Service 13.4% Special Revenue 11.5% Utility Administration 0.5% The total use of funds for FY 2012 is approximately $613,292,000. 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. - 31 - Table of Contents Fund Balances Starting Balance Revenue Total Sources Total Uses 53,344,375 $ 104,847,720 $ 158,192,095 $ 104,774,470 2,080 3,033,170 3,035,250 3,033,200 2,050 14,235,158 10,067,236 9,084,581 870,667 2,980 37,234,000 22,142,010 14,800,000 2,492,100 - 51,469,158 32,209,246 23,884,581 3,362,767 2,980 37,976,750 23,557,650 13,828,880 2,243,900 - 13,492,408 8,651,596 10,055,701 1,118,867 2,980 STREETS 4,787,214 16,764,710 21,551,924 16,094,910 5,457,014 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance 1,452,133 414,644 5,248,729 7,931,060 368,600 12,716,400 9,383,193 783,244 17,965,129 7,558,960 579,130 14,233,720 1,824,233 204,114 3,731,409 10,489,338 4,538,130 36,008,360 31,910,243 4,740,266 284,220 235,688 65,000 10,400 5,376,920 5,781,460 1,265,160 189,210 17,050 10,554,338 4,548,530 41,385,280 37,691,703 6,005,426 473,430 252,738 5,945,180 948,000 8,212,000 8,706,000 1,571,000 160,000 - 4,609,158 3,600,530 33,173,280 28,985,703 4,434,426 313,430 252,738 SUB TOTAL OPERATING FUNDS $ 187,716,042 $ 235,034,970 $ 422,751,012 $ 249,423,750 $ 173,327,262 GENERAL FUND UTILITY ADMINISTRATION ENTERPRISE OPERATIONS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation REPLACEMENT FUNDS General Streets Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet Maintenance $ Ending Balance $ 53,417,625 SPECIAL REVENUE FUNDS 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 429,944 1,212 1,290,174 (301,262) (18,361,970) (3,858,751) 6,470,065 19,801,187 12,408,221 (39,734,873) 5,504,182 398,139 309,454 145,418 723,338 1,357,130 156,200 689,000 680,000 1,139,000 745,000 4,092,000 11,335,000 1,626,000 11,507,340 5,000,000 320,000 1,431,360 1,107,490 1,491,780 1,787,074 157,412 1,979,174 378,738 (17,222,970) (3,113,751) 10,562,065 31,136,187 14,034,221 (28,227,533) 10,504,182 718,139 1,740,814 1,252,908 2,215,118 1,778,450 155,000 574,000 2,756,430 1,629,580 2,377,140 8,676,400 18,419,190 10,702,000 8,427,000 7,697,000 343,200 1,636,240 1,191,270 1,649,580 8,624 2,412 1,405,174 (2,377,692) (18,852,550) (5,490,891) 1,885,665 12,716,997 3,332,221 (36,654,533) 2,807,182 374,939 104,574 61,638 565,538 CAPITAL IMPROVEMENT Capital Projects Administration Improvement Districts Streets and Transportation Traffic Control Municipal Facilities Storm Water Parks, Recreation & Open Space Redevelopment 3,570 1,491,869 111,882,886 142,817 1,060,021 245,732 862,010 3,565,472 872,820 100,000,000 15,184,000 1,114,000 6,906,000 4,696,000 7,411,000 876,390 101,491,869 127,066,886 1,256,817 7,966,021 245,732 5,558,010 10,976,472 869,420 95,745,430 76,950,000 1,207,000 6,434,000 4,934,000 7,411,000 6,970 5,746,439 50,116,886 49,817 1,532,021 245,732 624,010 3,565,472 - 32 - Table of Contents Fund Balances Starting Balance Water Wastewater DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater Miscellaneous Revenue Total Sources Total Uses Ending Balance 7,034,716 832,942 22,109,000 343,000 29,143,716 1,175,942 23,154,000 343,000 5,989,716 832,942 18,537,838 337,863 (4,522,530) 17,973,744 9,614,989 274,410 35,752,180 1,167,660 5,768,180 14,963,190 8,330,000 288,420 54,290,018 1,505,523 1,245,650 32,936,934 17,944,989 562,830 26,306,860 975,410 23,785,850 19,024,190 8,712,690 - 27,983,158 530,113 (22,540,200) 13,912,744 9,232,299 562,830 TRUST ACCOUNTS 102,037 100 102,137 2,500 99,637 TOTAL ALL FUNDS $ 342,380,906 $ 502,617,820 $ 844,998,726 $ 613,291,580 $ 231,707,146 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% budgeted revenue collection and 100% budgeted funds expended. Some of the funds indicate a planned deficit position during this fiscal year. Following is an explanation of the variance: • The Police 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 MPC – Public Facilities Debt Service Fund has a zero balance because the transfers in from the revenue sources (SDF and General Fund) equal the anticipated expenditures. • The Street Light Improvement District Fund assesses a levy on a homeowner’s property tax bill for the street light usage in their subdivision. The amount assessed 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. - 33 - Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2009 Actual FY 2010 Budget FY 2011 General Fund Utility Administration Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 918.67 0.00 195.70 55.30 26.00 0.00 12.18 0.00 0.00 0.00 897.52 0.00 199.70 49.30 26.00 0.00 14.28 0.00 0.00 0.00 855.81 31.00 206.93 49.30 26.00 0.00 10.10 4.40 0.00 0.00 856.71 30.75 206.93 49.30 26.00 0.00 10.10 4.75 0.00 0.00 858.02 31.75 208.43 49.30 26.00 0.00 10.10 4.75 0.00 0.00 1,207.85 1,186.80 1,183.54 1,184.54 1,188.35 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Total Personnel EXPENSES BY ACTIVITY General Fund Utility Administration Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2011 Budget FY 2012 114,042,014 66,424,861 20,072,508 18,427,606 2,253,989 41,549,250 185,034,017 171,862,339 2,500 107,416,117 65,855,126 15,413,329 17,092,050 5,747,406 57,194,769 74,624,527 72,923,452 2,500 103,012,960 2,971,830 74,270,790 16,300,700 19,848,170 26,193,780 75,251,580 192,461,610 84,494,630 2,500 99,964,260 2,969,750 69,345,210 15,616,040 19,193,730 13,808,790 58,953,870 53,746,600 74,251,220 2,500 104,774,470 3,033,200 77,607,180 16,094,910 22,371,810 25,542,180 68,012,480 217,047,850 78,805,000 2,500 $ 619,669,084 $ 416,269,276 $ 594,808,550 $ 407,851,970 $ 613,291,580 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 94,768,134 158,383,871 194,561,077 171,956,002 92,632,926 147,753,640 83,832,270 92,050,440 93,030,250 169,917,660 206,322,870 125,537,770 89,966,840 166,253,990 57,397,380 94,233,760 94,118,220 169,472,620 230,711,570 118,989,170 $ 619,669,084 $ 416,269,276 $ 594,808,550 $ 407,851,970 $ 613,291,580 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 751,898,903 619,669,084 $ 132,229,819 389,177,283 416,269,276 453,236,400 594,808,550 391,132,420 407,851,970 502,617,820 613,291,580 $ (27,091,993) $(141,572,150) $ (16,719,550) $(110,673,760) - 34 - Table of Contents Five Year Forecast General Information A five-year financial forecast is prepared annually for the following funds:       General Fund Streets 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 fiveyear 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 Streets 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 ongoing requested changes to the budget 5. One-Time Expenditures – specific expenses that are not ongoing 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 – the anticipate amount available at fiscal year end The following expenditure assumptions are consistent among all six forecasts:  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.  The cost of Health Insurance did not increase in FY 2011 or FY 2012. Benefit increases in future years are estimated at 8% based on information provided by the Health Insurance Trust. Impact to each fund will differ depending on employee benefit elections.  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.  The insurance market adjustment provides an escalator based on estimates from Risk Management. - 35 - Table of Contents General Fund Five-Year Forecast Adopted FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 Projected FY 2016 53,345,000 53,419,000 46,418,000 37,964,000 22,847,000 (36,160,000) (35,800,000) (34,008,000) (32,206,000) (30,800,000) 17,185,000 17,619,000 12,410,000 5,758,000 (7,953,000) 104,848,000 103,553,000 106,660,000 109,860,000 113,155,000 Base Expenditures 94,941,000 94,730,000 94,514,000 94,281,000 94,030,000 Base Expenditure - Change (1,202,000) 4,282,000 9,746,000 15,338,000 24,264,000 Sub-Total Base Expenditures 93,739,000 99,012,000 104,260,000 109,619,000 118,294,000 One Time Expenditures 2,897,000 1,420,000 1,154,000 1,598,000 1,172,000 Debt Service 5,891,000 5,885,000 5,899,000 7,161,000 6,728,000 Capital Project Expenditures 2,247,000 4,237,000 3,801,000 6,599,000 1,623,000 104,774,000 110,554,000 115,114,000 124,977,000 127,817,000 17,259,000 10,618,000 3,956,000 (9,359,000) (22,615,000) (7,001,000) (8,454,000) (15,117,000) (14,662,000) Beginning Balance Committed Fund Balance Available Fund Balance Total Revenue Total Expenditures Unreserved Fund Balance Operating Result 74,000 - 36 - Table of Contents General Fund Five-Year Forecast The following items highlight contributing factors that affect the General Fund:  Operating contingency is 2% of budgeted base expenditures at a given point in the budget process.  Allowance for unexpended is set 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.  Revenue assumptions are presented more fully in the Revenue section of the summary. Gilbert began to see slow recovery in FY 2011. Current market and consumer data indicates that recovery will continue to be slow.  Construction Sales Tax collections are 25% of the levels seen in peak years. While this may increase slightly as the economy recovers, as Gilbert approaches build-out, construction revenues will become structurally less sustainable.  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. - 37 - Table of Contents Water Fund Five-Year Forecast Adopted FY 2012 Projected FY 2013 Projected FY 2014 Beginning Balance 14,236,000 13,493,000 12,860,000 8,425,000 4,400,000 Total Revenue 37,234,000 38,693,000 40,054,000 41,505,000 43,011,000 27,016,000 28,474,000 30,013,000 31,998,000 33,673,000 - 645,000 710,000 710,000 710,000 27,016,000 29,119,000 30,723,000 32,708,000 34,383,000 One Time Expenditures 3,046,000 877,000 300,000 300,000 - Debt Service 3,415,000 3,430,000 3,429,000 1,724,000 1,459,000 Capital Project Expenditures 4,500,000 5,900,000 10,037,000 10,798,000 1,255,000 Total Expenditures 37,977,000 39,326,000 44,489,000 45,530,000 37,097,000 Total Fund Balance 13,493,000 12,860,000 8,425,000 4,400,000 10,314,000 (4,435,000) (4,025,000) 5,914,000 Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures Operating Result (743,000) (633,000) Projected FY 2015 Projected FY 2016 The following items highlight contributing factors that affect the Water Fund:  Allowance for unexpended assumes 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.  Operating contingency is 5% of budgeted base expenditures at a given point in the budget process.  Operating result is Total Revenue less Base Expenditures less capital maintenance costs which are included in the Capital Project Expenditure line item.  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. - 38 - Table of Contents Wastewater Fund Five-Year Forecast Adopted FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 Projected FY 2016 Beginning Balance 10,067,000 8,651,000 8,367,000 8,355,000 5,124,000 Total Revenue 22,142,000 23,097,000 23,901,000 24,752,000 25,509,000 20,589,000 21,150,000 22,151,000 23,207,000 24,316,000 - 527,000 795,000 1,101,000 1,814,000 20,589,000 21,677,000 22,946,000 24,308,000 26,130,000 1,297,000 1,038,000 297,000 392,000 836,000 660,000 666,000 670,000 658,000 659,000 1,012,000 - - 2,625,000 156,000 Total Expenditures 23,558,000 23,381,000 23,913,000 27,983,000 27,781,000 Total Fund Balance 8,651,000 8,367,000 8,355,000 5,124,000 2,852,000 Operating Result (1,416,000) (3,231,000) (2,272,000) Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Debt Service Capital Project Expenditures (284,000) (12,000) The following items highlight contributing factors that affect the Wastewater Fund:  Allowance for unexpended assumes 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.  Operating contingency is 5% of budgeted base expenditures at a given point in the budget process.  Operating result is Total Revenue less Total Expenditures.  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. - 39 - Table of Contents Residential Solid Waste Five-Year Forecast Adopted FY 2012 Projected FY 2013 Projected FY 2014 Projected FY 2015 Projected FY 2016 9,085,000 10,056,000 11,641,000 12,933,000 12,742,000 14,800,000 15,146,000 15,530,000 16,039,000 16,449,000 12,818,000 13,509,000 14,186,000 14,900,000 15,670,000 - 52,000 52,000 540,000 663,000 12,818,000 13,561,000 14,238,000 15,440,000 16,333,000 1,011,000 - - 790,000 - Debt Service - - - - - Capital Project Expenditures - - - - - Total Expenditures 13,829,000 13,561,000 14,238,000 16,230,000 16,333,000 Total Fund Balance 10,056,000 11,641,000 12,933,000 12,742,000 12,858,000 971,000 1,585,000 1,292,000 Beginning Balance Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Operating Result (191,000) 116,000 The following items highlight contributing factors that affect the Residential Solid Waste Fund:  Allowance for unexpended assumes 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.  Operating contingency is 5% of budgeted base expenditures at a given point in the budget process.  Operating result is Total Revenue less Total Expenditures.  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. - 40 - Table of Contents Commercial Solid Waste Five-Year Forecast Adopted FY 2012 Beginning Balance Projected FY 2013 Projected FY 2014 Projected FY 2015 Projected FY 2016 871,000 1,119,000 1,406,000 1,621,000 1,698,000 2,492,000 2,529,000 2,549,000 2,578,000 2,595,000 2,149,000 2,242,000 2,334,000 2,432,000 2,536,000 - - - 68,000 73,000 2,149,000 2,242,000 2,334,000 2,500,000 2,609,000 95,000 - - 1,000 20,000 Debt Service - - - - - Capital Project Expenditures - - - - - Total Expenditures 2,244,000 2,242,000 2,334,000 2,501,000 2,629,000 Total Fund Balance 1,119,000 1,406,000 1,621,000 1,698,000 1,664,000 248,000 287,000 215,000 77,000 Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Operating Result (34,000) The following items highlight contributing factors that affect the Commercial Solid Waste Fund:  Allowance for unexpended assumes that there will be a percentage of budgeted expenditures the budgeted base expenditures at a given point in the budget process.  Operating contingency is 5% of budgeted base expenditures at a given point in the budget process.  Operating result is Total Revenue less Total Expenditures.  Future base changes reflect anticipated increases to landfill costs and vehicle maintenance charges. - 41 - Table of Contents Streets Fund Five-Year Forecast Adopted FY 2012 Beginning Balance Projected FY 2013 Projected FY 2014 Projected FY 2015 Projected FY 2016 4,787,000 5,457,000 5,742,000 4,060,000 2,136,000 16,765,000 17,260,000 17,884,000 18,392,000 18,882,000 12,217,000 12,993,000 14,218,000 15,851,000 16,603,000 - - 380,000 380,000 380,000 12,217,000 12,993,000 14,598,000 16,231,000 16,983,000 367,000 - 69,800 - - 3,326,000 3,363,000 3,388,000 3,402,000 3,436,000 185,000 619,000 1,510,000 683,000 - Total Expenditures 16,095,000 16,975,000 19,565,800 20,316,000 20,419,000 Total Fund Balance 5,457,000 5,742,000 4,060,200 2,136,000 599,000 670,000 285,000 (1,681,800) (1,924,000) Total Revenue Base Expenditures Base Expenditure - Change Sub-Total Base Expenditures One Time Expenditures Debt Service Capital Project Expenditures Operating Result (1,537,000) The following items highlight contributing factors that affect the Street Fund:  Allowance for unexpended assumes 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.  Operating contingency is 5% of budgeted base expenditures at a given point in the budget process.  Operating result is Total Revenue less Base Expenditures less capital maintenance costs which are included in the Capital Project Expenditure line item.  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.  The base expenditure change is reflective of increasing costs for street maintenance due to growth in infrastructure. - 42 - Table of Contents Revenue Summary By Fund Actual FY 2009 Actual FY 2010 Budget FY 2011 93,252,830 7,821 150,213 104,665 108,289 3,774,846 3,883,316 1,937,432 2,830,582 8,313,224 86,897,495 15,643 243,325 127,328 103,089 4,027,639 4,180,255 1,241,853 2,751,371 8,943,137 79,156,290 2,000 216,500 305,830 96,000 2,892,300 3,957,050 1,350,000 3,415,530 9,058,140 TOTAL GENERAL FUND $ 114,363,218 $ 108,531,135 $ 100,449,640 UTILITY ADMINISTRATION $ - $ - $ 2,971,830 ENTERPRISE OPERATIONS: Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation TOTAL ENTERPRISE $ 34,194,008 20,722,158 14,490,554 2,478,328 157,764 72,042,812 $ 36,248,151 22,044,539 16,450,643 3,297,822 54,180 78,095,335 STREETS $ 18,193,579 $ INTERNAL SERVICES $ 19,791,225 $ 207,994 77,628 4,401,932 5,667,221 1,930,785 389,925 71,452 12,746,937 GENERAL FUND: Non-Allocated Management and Policy Support Services Finance Legal and Court Development Services Police Fire Community Services Non Departmental REPLACEMENT FUNDS: General Street Water Wastewater Residential Solid Waste Commercial Solid Waste Fleet TOTAL REPLACEMENT FUNDS Projected FY 2011 Budget FY 2012 83,089,820 2,620 216,500 658,000 103,500 2,930,900 4,063,400 1,196,000 3,215,130 3,544,140 84,065,740 12,000 216,500 735,700 101,600 3,039,420 4,168,500 1,185,000 3,284,680 8,038,580 $ 99,020,010 $ 104,847,720 $ 2,971,830 $ 37,234,000 22,142,010 14,442,500 2,388,100 32,230 76,238,840 16,691,751 $ $ 19,101,605 $ 109,755 403,041 5,032,653 5,620,061 1,906,191 186,391 16,661 13,274,753 $ 3,033,170 $ 37,740,000 22,313,800 14,892,500 2,462,000 12,000 77,420,300 $ 37,234,000 22,142,010 14,800,000 2,492,100 76,668,110 16,717,300 $ 15,750,000 $ 16,764,710 $ 19,588,980 $ 19,790,990 $ 21,016,060 $ 10,400 5,376,920 5,781,460 1,214,380 145,300 17,050 12,545,510 $ 65,000 10,400 5,376,920 5,781,460 1,214,380 145,300 17,050 12,610,510 $ 65,000 10,400 5,376,920 5,781,460 1,265,160 189,210 17,050 12,705,200 SUB TOTAL OPERATING FUNDS $ 237,137,771 $ 235,694,579 $ 228,512,100 $ 227,563,640 $ 235,034,970 SPECIAL REVENUE $ 28,210,499 $ 39,967,009 $ 42,881,530 $ 42,876,530 $ CAPITAL IMPROVEMENTS $ 338,724,122 $ 48,862,292 $ 109,226,690 $ 47,776,170 $ 158,635,820 DEBT SERVICE $ 147,825,715 $ 64,653,303 $ 72,615,980 $ 72,915,980 $ 66,269,630 TRUST ACCOUNTS $ $ 100 $ 100 $ 100 $ 100 TOTAL CURRENT REVENUE $ 751,898,903 796 $ 389,177,283 $ 453,236,400 $ 391,132,420 42,677,300 $ 502,617,820 FUND BALANCE $ 342,380,906 TOTAL RESOURCES $ 844,998,726 - 43 - Table of Contents Revenue Summary By Fund By Type GENERAL FUND Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Interfund Transfers TOTAL GENERAL FUND Actual FY 2009 Actual FY 2010 Budget FY 2011 51,279,973 2,459,042 43,870,618 4,059,664 3,738,910 260,758 275,505 8,418,748 $ 114,363,218 49,321,253 2,614,273 38,857,007 4,211,260 3,961,355 158,239 276,980 9,130,768 $ 108,531,135 46,981,830 2,018,200 33,531,260 4,536,160 3,843,050 200,000 281,000 9,058,140 $ 100,449,640 $ 51,270,000 2,101,000 33,659,940 4,238,410 3,945,400 210,000 51,120 3,544,140 99,020,010 $ 2,971,830 2,971,830 $ 2,971,830 2,971,830 $ 62,210 900,000 74,157,900 2,500 26,000 1,090,230 76,238,840 $ 58,000 900,000 74,848,000 190,900 258,400 1,165,000 77,420,300 $ 16,617,300 5,000 45,000 50,000 16,717,300 $ 15,650,000 5,000 45,000 50,000 15,750,000 $ 350,000 19,197,880 11,100 30,000 19,588,980 $ 350,000 19,335,880 21,800 83,310 19,790,990 $ 203,190 12,342,320 12,545,510 $ 268,190 12,342,320 12,610,510 UTILITY ADMINISTRATION Interfund Transfers TOTAL UTILITY ADMINISTRATION $ - ENTERPRISE OPERATIONS License and Permit Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Interfund Transfers TOTAL ENTERPRISE OPERATIONS $ 155,798 285,232 69,718,085 600 18,266 335,980 1,528,851 72,042,812 STREETS FUND Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Interfund Transfers TOTAL STREETS FUND $ 17,963,199 16,682 5,419 25,226 133,052 50,001 18,193,579 $ 356,159 19,312,418 24,185 98,463 19,791,225 $ 53,592 704 393,274 267,228 12,032,139 12,746,937 INTERNAL SERVICES Intergovernmental Charges for Service Investment Income Other Non-Operating TOTAL INTERNAL SERVICES REPLACEMENT FUNDS Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Interfund Transfers TOTAL REPLACEMENT FUNDS $ - $ 127,458 1,203,092 72,242,153 3,626 75,702 89,159 4,354,145 78,095,335 $ 16,566,014 4,888 1,728 15,087 54,034 50,000 16,691,751 $ 394,880 18,511,112 14,039 181,574 19,101,605 $ 360,492 148,134 1,059 229,974 103,194 12,431,900 13,274,753 - 44 - Projected FY 2011 Budget FY 2012 51,853,910 2,122,320 34,028,800 4,465,010 4,056,100 252,000 31,000 8,038,580 $ 104,847,720 $ 3,033,170 3,033,170 $ 72,210 900,000 74,434,900 60,000 36,000 1,165,000 76,668,110 $ 16,664,710 5,000 45,000 50,000 16,764,710 $ 350,000 20,576,060 25,000 65,000 21,016,060 $ 268,190 12,437,010 12,705,200 Table of Contents Revenue Summary By Fund By Type Actual FY 2009 Actual FY 2010 Budget FY 2011 25,087,592 2,320,779 1,642,984 477,822 371,703 112,868 (1,803,249) 28,210,499 $ 34,423,022 2,067,041 1,741,976 480,379 260,347 118,345 875,899 39,967,009 $ 23,761,420 6,357,130 1,325,000 300,890 1,200 30,000 11,105,890 42,881,530 $ 15,831,319 442,702 1,385,383 31,202,888 48,862,292 15,764,940 3,400 50,059,590 43,398,760 $ 109,226,690 SPECIAL REVENUE FUNDS Taxes and Fees Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating Interfund Transfers TOTAL SPECIAL REVENUE $ CAPITAL IMPROVEMENTS Intergovernmental Charges for Service Investment Income Other Non-Operating Bond Proceeds Interfund Transfers TOTAL CAPITAL IMPROVEMENT 26,709,722 1,375,805 1,068,555 193,022,024 116,548,016 $ 338,724,122 DEBT SERVICE Taxes and Fees Investment Income Bond Proceeds Interfund Transfers TOTAL DEBT SERVICE 30,836,167 573,987 81,234,065 35,181,496 $ 147,825,715 $ 30,116,880 94,094 437,493 34,004,836 64,653,303 TRUST ACCOUNTS Investment Income TOTAL TRUST ACCOUNTS $ 796 796 $ 100 100 GRAND TOTAL REVENUE $ 751,898,903 $ 389,177,283 - 45 - Projected FY 2011 Budget FY 2012 $ 23,761,420 6,357,130 1,325,000 300,890 1,200 25,000 11,105,890 42,876,530 $ $ 1,282,500 3,400 6,000 (129,000) 28,736,000 17,877,270 47,776,170 17,319,000 3,400 1,349,000 100,000,000 39,964,420 $ 158,635,820 $ 26,418,130 677,250 45,520,600 72,615,980 $ 26,418,130 977,250 45,520,600 72,915,980 $ 21,400,000 75,000 1,167,660 43,626,970 66,269,630 $ 100 100 $ 100 100 $ 100 100 $ 453,236,400 $ 391,132,420 23,367,190 6,357,130 1,420,000 300,890 1,200 225,000 11,005,890 42,677,300 $ 502,617,820 Table of Contents Revenue Detail GENERAL FUND Operating 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 Clerk Total Management and Policy $ $ 46,762,352 1,565,882 367,789 514,843 13,029,141 22,922,794 1,327,755 158,209 248,730 93,252,830 $ 86,897,495 7,821 150,213 $ 104,665 $ 108,289 15,643 $ 243,325 $ 127,328 $ - 46 - 103,089 $ 2,000 $ 216,500 $ 305,830 $ 96,000 2,620 216,500 $ 658,000 $ 103,500 12,000 200,000 16,300 200 $ 216,500 8,000 727,700 $ 4,500 99,000 $ 84,065,740 10,000 2,000 8,000 650,000 - 4,500 91,500 $ $ 200,000 16,300 200 - 5,000 300,830 $ 83,089,820 48,682,000 1,579,140 370,170 494,900 13,554,200 17,595,000 1,351,480 252,000 186,850 2,620 200,000 16,300 200 - 5,468 97,621 $ 79,156,290 2011-12 Adopted 48,200,000 1,563,500 366,500 490,000 13,420,000 17,283,340 1,351,480 210,000 205,000 2,000 14,436 110,387 1,630 875 $ 2010-11 Projected 44,236,000 1,563,500 366,500 515,000 13,320,000 17,283,340 1,327,800 200,000 344,150 201,348 22,284 18,177 500 307 107 602 8,364 99,925 $ 2010-11 Adopted 10,951 4,692 11,467 93,198 - Legal and Court: Town Prosecutor Municipal Court Total Legal and Court 48,643,086 1,700,476 357,265 485,947 14,125,962 26,434,943 948,510 260,758 295,883 1,773 1,000 117,453 28,284 1,000 503 200 - Finance: Accounting Services Tax Compliance Utility Customer Service Budget Total Finance 2009-10 Actual 7,821 Support Services: Facilities Maintenance Municipal Center Public Safety Center Heritage Annex Application Operations GIS Application and Support Personnel Risk Management Payroll Total Support Services 2008-09 Actual 735,700 4,500 97,100 $ 101,600 Table of Contents Revenue Detail 2008-09 Actual Development Services: Administration & Customer Service Permit & Plan Review Building Permit & Plan Review Fire Permit & Plan Review Engineer Inspection & Compliance Building Inspection & Compliance Fire Inspection & Compliance Engineer Inspection & Compliance Code Inspection & Compliance Backflow Planning & Development Business Development Total Development Services 239,673 2,100,671 251,740 499,682 226 34,152 13,577 360 203,354 431,395 16 $ Police Department: Animal Control Incarceration Patrol Traffic Court Support Records Property Alarm Management Counseling Persons Crimes Total Police Department Community Services: Parks and Open Space Freestone Park Crossroads Park McQueen Park Hetchler Park Discovery Park Cosmo Park Elliot District Park Gilbert Pool 3,774,846 $ 3,883,316 $ 1,937,432 4,027,639 $ 4,180,255 $ 1,241,853 25,846 38,440 59,248 39,684 14,012 28,010 874 5,922 16,427 43,273 43,805 40,991 8,266 16,212 1,892 72 - 47 - 2,892,300 $ 3,957,050 $ 1,350,000 218,080 45,130 40,290 41,120 8,690 15,840 1,440 131,910 - 2,930,900 229,820 1,738,000 151,500 484,780 39,000 25,250 371,070 $ 1,200,000 425,000 1,700,000 185,400 40,000 138,000 375,000 $ 10,000 20,000 1,120,000 200,000 $ 2011-12 Adopted 229,300 1,700,000 150,000 478,500 20,000 25,000 328,100 - 1,319,220 436,130 1,557,000 157,700 32,000 138,000 317,000 - 8,888 12,030 1,218,233 2,696 6 $ 2010-11 Projected 360,750 1,625,000 144,500 326,100 39,000 8,950 388,000 - 252 1,225,872 493,141 1,704,973 187,604 33,370 44,077 138,137 352,829 - 10,254 30,192 1,896,059 105 822 $ 2010-11 Adopted 224,229 2,496,366 185,979 355,646 372 36,129 9,998 445 218,751 499,699 25 865 1,014,787 472,367 1,693,064 178,788 36,956 174,532 311,839 118 Fire Department: Administration Training Operations Prevention Education Emergency Operations Center Total Fire Department 2009-10 Actual 4,063,400 1,300,000 425,500 1,704,000 187,250 35,000 138,000 378,750 $ 10,000 15,000 1,150,000 21,000 $ 1,196,000 16,810 46,000 40,290 41,120 8,690 15,840 1,440 131,910 - 3,039,420 4,168,500 10,000 12,000 1,069,000 94,000 $ 1,185,000 18,080 59,580 40,290 41,120 8,690 15,840 1,440 131,910 - Table of Contents Revenue Detail 2008-09 Actual Mesquite Pool 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 2009-10 Actual 88,941 110,938 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 - 2010-11 Adopted 78,488 124,193 102,696 100,449 104,318 241,017 25,933 847,941 273,297 172,896 1,391 50,786 282,790 129,239 18,193 26,806 - 2010-11 Projected 122,650 137,060 127,000 121,950 104,750 220,800 75,770 949,210 461,510 100,120 51,610 286,000 85,000 15,840 22,760 10,000 20,000 1,000 2011-12 Adopted 122,650 137,060 127,000 121,950 104,750 220,800 75,770 949,210 461,510 100,120 51,610 286,000 85,000 15,840 22,760 10,000 20,000 1,000 122,650 137,060 127,000 121,950 107,250 234,000 75,770 992,210 461,510 100,120 51,610 286,000 85,000 15,840 28,760 20,000 1,000 Total Community Services $ 2,830,582 $ 2,751,371 $ 3,415,530 $ 3,215,130 $ 3,284,680 Non Departmental: Transportation $ 97,824 $ 31,128 $ - $ - $ - Transfers In: Overhead Court Police Security Police Impound Riparian Other Total Transfers $ 6,887,450 145,496 1,182,454 8,215,400 $ 6,693,002 145,695 63,008 2,010,304 8,912,009 $ 2,808,220 100,000 120,000 55,920 25,000 5,949,000 9,058,140 $ 2,808,220 100,000 120,000 55,920 25,000 435,000 3,544,140 $ 2,850,740 100,000 30,000 55,920 25,000 4,976,920 8,038,580 Total Non Departmental $ 8,313,224 $ 8,943,137 $ 9,058,140 $ 3,544,140 $ 8,038,580 TOTAL GENERAL FUND $ 114,363,218 $ 108,531,135 $ 100,449,640 $ 99,020,010 UTILITY ADMINISTRATION Utility Customer Service Public Works Administration Utility Locates $ $ $ - $ $ $ - $ $ $ 1,672,450 821,420 477,960 $ $ $ 1,672,450 821,420 477,960 $ $ $ 1,860,860 701,180 471,130 TOTAL UTILITY ADMINISTRATION $ - $ - $ 2,971,830 $ 2,971,830 $ 3,033,170 - 48 - $ 104,847,720 Table of Contents Revenue Detail 2008-09 Actual 2009-10 Actual 2010-11 Adopted 2010-11 Projected 2011-12 Adopted Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency/Late Fee Investment Income Other Non-Allocated 31,181,577 189,579 368,566 284,719 1,249,476 21,889 309,407 32,500,662 206,759 262,928 301,803 1,166,862 66,713 177,411 34,145,000 226,000 256,000 290,000 1,177,000 - 33,000,000 125,000 215,000 280,000 1,145,000 145,000 154,000 34,145,000 226,000 256,000 290,000 1,177,000 - Total Non-Allocated 33,605,213 34,683,138 36,094,000 35,064,000 36,094,000 Production North Plant Production Santan Vista Treatment Plant 277,230 285,232 339,525 1,203,092 240,000 900,000 1,590,000 900,000 240,000 900,000 Total Production 562,462 1,542,617 1,140,000 2,490,000 1,140,000 Distribution 11,554 19,187 - 186,000 - Metering 14,779 3,209 - - - ENTERPRISE OPERATIONS WATER TOTAL WATER $ 34,194,008 $ 36,248,151 $ 37,234,000 $ 37,740,000 $ 37,234,000 WASTEWATER Non-Allocated: Reuse/Recharge Water Use Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated 778,241 1,848,141 16,993,845 16,966 981,549 692,974 1,942,230 18,120,960 6,588 1,010,179 670,000 1,971,500 18,515,800 920,000 735,000 1,900,000 18,700,000 6,900 920,000 670,000 1,971,500 18,515,800 920,000 Total Non-Allocated 20,618,742 21,772,931 22,077,300 22,261,900 22,077,300 Administration 1,220 - - - - Collection 8,525 180,150 - - - Reclaimed: Effluent Recharge 498 - - 1,400 - Total Reclaimed 498 - - 1,400 - 92,798 91,458 37,210 18,000 37,210 Quality Riparian $ - $ - 49 - - $ 27,500 $ 27,500 $ 27,500 Table of Contents Revenue Detail 2008-09 Actual TOTAL WASTEWATER $ 20,722,158 2009-10 Actual $ 22,044,539 2010-11 Adopted $ 2010-11 Projected 22,142,010 $ 2011-12 Adopted 22,313,800 $ 22,142,010 RESIDENTIAL SOLID WASTE Non-Allocated: Solid Waste Collection Investment Income Other Non-Allocated 13,352,207 5,990 43,331 13,353,150 13,955 2,166,632 13,825,000 2,500 - 13,900,000 60,000 - 13,825,000 60,000 - Total Non-Allocated 13,401,528 15,533,737 13,827,500 13,960,000 13,885,000 165,681 105,580 55,000 55,000 55,000 42,266 33,449 25,000 25,000 25,000 877,984 774,100 535,000 852,500 835,000 3,095 3,777 - - - Collections Uncontained Recycling Environmental Programs TOTAL RESIDENTIAL SOLID WASTE $ 14,490,554 $ 16,450,643 $ 14,442,500 $ 14,892,500 $ 14,800,000 COMMERCIAL SOLID WASTE Non-Allocated: Other Non-Allocated 11,302 901,372 - 3,000 - Total Non-Allocated 11,302 901,372 - 3,000 - Administration 63,000 36,000 25,000 40,000 35,000 1,804,192 1,739,574 1,780,300 1,807,000 1,802,300 599,834 620,876 582,800 612,000 654,800 Collections Rolloffs TOTAL COMMERCIAL SOLID WATE $ 2,478,328 $ 3,297,822 $ 2,388,100 $ 2,462,000 $ 2,492,100 IRRIGATION $ 157,764 $ 54,180 $ 32,230 $ 12,000 $ - TOTAL ENTERPRISE $ 72,042,812 $ 78,095,335 $ 76,238,840 $ 77,420,300 $ 76,668,110 STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated 10,651,366 861,189 6,450,644 25,226 42,126 10,090,894 518,737 5,956,383 15,087 4,665 10,448,320 6,168,980 5,000 - 10,200,000 5,450,000 5,000 - 10,495,730 6,168,980 5,000 - Total Non-Allocated 18,030,551 16,585,766 16,622,300 15,655,000 16,669,710 - 50 - Table of Contents Revenue Detail 2008-09 Actual 2009-10 Actual 2010-11 Adopted 2010-11 Projected 2011-12 Adopted Street Maintenance: Asphalt Patching 51,183 50,594 50,000 50,000 50,000 Total Street Maintenance 51,183 50,594 50,000 50,000 50,000 Traffic Control: Street Signs Street Lighting Traffic Signal Maintenance 6,262 52,643 39,508 1,266 46,209 4,695 45,000 - 45,000 - 45,000 - Total Traffic Control 98,413 52,170 45,000 45,000 45,000 Right of Way Maintenance: Landscape Maintenance Concrete Repair 11,525 1,907 2,593 628 - - - Total Right of Way Maintenance 13,432 3,221 - - - TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance: Fleet Maintenance 18,193,579 $ 6,795,223 16,691,751 $ 6,176,017 16,717,300 $ 7,110,880 15,750,000 $ 7,110,880 16,764,710 7,931,060 Total Fleet Maintenance $ 6,795,223 $ 6,176,017 $ 7,110,880 $ 7,110,880 $ 7,931,060 Copy Services $ 406,661 $ 360,464 $ 368,600 $ 368,600 $ 368,600 Health Self-Insurance $ 12,589,341 $ 12,565,124 $ 10,977,000 $ 11,185,310 $ 11,645,000 Dental Self-Insurance $ - $ - $ 1,132,500 $ 1,126,200 $ 1,071,400 TOTAL INTERNAL SERVICES $ 19,791,225 $ 19,101,605 $ 19,588,980 $ 19,790,990 $ 21,016,060 REPLACEMENT FUNDS: General Water Wastewater Residential Solid Waste Commercial Solid Waste Streets Fleet 207,994 4,401,932 5,667,221 1,930,785 389,925 77,628 71,452 TOTAL REPLACEMENT FUNDS $ 12,746,937 SUB TOTAL OPERATING FUNDS $ 237,137,771 109,755 5,032,653 5,620,061 1,906,191 186,391 403,041 16,661 $ 13,274,753 $ 235,694,579 - 51 - 5,376,920 5,781,460 1,214,380 145,300 10,400 17,050 $ 12,545,510 $ 228,512,100 65,000 5,376,920 5,781,460 1,214,380 145,300 10,400 17,050 $ 12,610,510 $ 227,563,640 65,000 5,376,920 5,781,460 1,265,160 189,210 10,400 17,050 $ 12,705,200 $ 235,034,970 Table of Contents Revenue Detail SPECIAL REVENUE FUNDS Redevelopment CDBG/HOME Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Grants Riparian Capital Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Capital Projects Administration Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Open Space TOTAL CAPITAL IMPROVEMENTS 2008-09 Actual 2009-10 Actual 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 2,239,576 365,308 407,437 1,432,039 862,323 1,847,493 28,210,499 5,370 511,707 111,174 964,544 1,132,934 1,936,049 1,240,527 6,445,225 8,639,506 2,727,155 8,731,854 1,892,261 401,148 317,882 1,652,450 1,303,953 1,953,270 39,967,009 $ 8,711,608 184,156,433 2,471,378 4,572,928 16,073,143 57,059,795 (3,017,049) 25,661 68,670,225 $ 338,724,122 DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater Miscellaneous $ 42,207,864 421,894 84,331,868 10,730,597 10,133,492 - 2010-11 Adopted $ 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 58,157 17,805,832 159,018 1,683,450 808,620 14,821,119 12,250,151 417,620 858,325 808,800 50,059,590 12,276,080 1,791,000 8,236,000 5,746,220 22,871,000 1,242,000 6,196,000 48,862,292 $ 109,226,690 44,467,363 437,619 5,782,724 8,497,395 5,185,481 282,721 41,394,630 677,250 5,774,690 15,089,140 9,405,860 274,410 2010-11 Projected $ $ 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 1,291,780 42,876,530 2011-12 Adopted $ 1,357,130 156,200 689,000 680,000 1,139,000 745,000 4,092,000 11,335,000 1,626,000 11,507,340 5,000,000 320,000 1,431,360 1,107,490 1,491,780 42,677,300 935,170 30,506,000 971,000 224,000 1,361,000 10,468,000 2,078,000 1,233,000 872,820 100,000,000 15,184,000 1,114,000 7,411,000 6,906,000 22,109,000 343,000 4,696,000 47,776,170 $ 158,635,820 41,394,630 977,250 5,774,690 15,089,140 9,405,860 274,410 35,752,180 1,167,660 5,768,180 14,963,190 8,330,000 288,420 TOTAL DEBT SERVICE $ 147,825,715 $ 64,653,303 $ 72,615,980 $ 72,915,980 $ 66,269,630 TRUST ACCOUNTS $ $ 100 $ 100 $ 100 $ 100 TOTAL CURRENT REVENUE $ 751,898,903 796 $ 389,177,283 - 52 - $ 453,236,400 $ 391,132,420 $ 502,617,820 Table of Contents Expense Summary Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 GENERAL FUND: Management and Policy 5,014,992 4,702,556 3,740,260 3,674,750 3,523,080 Support Services 9,300,540 9,112,861 9,524,540 9,203,340 9,434,750 Finance 3,399,992 3,373,340 1,550,850 1,404,340 1,821,060 Legal and Court 4,442,275 4,450,320 4,476,260 4,269,340 4,275,920 Development Services 10,127,883 8,037,397 6,392,590 6,006,840 6,508,600 Police 36,462,813 36,301,855 36,676,870 34,501,670 36,344,550 Fire 20,521,178 19,988,210 20,926,650 19,882,150 20,891,490 1,172,560 1,180,301 - - - Community Services 11,003,102 10,356,602 11,076,330 11,243,040 11,122,460 Non-Departmental 12,596,679 9,912,675 8,648,610 9,778,790 10,852,560 TOTAL GENERAL FUND $ 114,042,014 $ 107,416,117 $ 103,012,960 $ 99,964,260 $ 104,774,470 UTILITY ADMINISTRATION $ $ $ $ 2,969,750 Public Works - - 2,971,830 $ 3,033,200 ENTERPRISE OPERATIONS: Water 28,696,144 29,616,140 35,866,580 33,242,560 37,976,750 Wastewater 22,034,033 21,587,467 22,828,050 21,689,630 23,557,650 Residential Solid Waste 13,248,731 12,548,892 13,360,940 12,464,820 13,828,880 Commercial Solid Waste 2,288,189 2,048,447 2,182,990 1,939,180 2,243,900 Irrigation 157,764 54,180 32,230 9,020 - TOTAL ENTERPRISE $ 66,424,861 $ 65,855,126 $ 74,270,790 $ 69,345,210 $ 77,607,180 STREETS $ 20,072,508 $ 15,413,329 $ 16,300,700 $ 15,616,040 $ 16,094,910 INTERNAL SERVICES $ 18,427,606 $ 17,092,050 $ 19,848,170 $ 19,193,730 $ 22,371,810 REPLACEMENT FUNDS: General 1,770,593 895,427 5,337,780 595,000 5,945,180 - 430,590 716,000 - 948,000 42,331 - 8,108,000 5,285,000 8,212,000 - 157,845 8,679,000 5,722,790 8,706,000 Residential Solid Waste 194,912 3,133,433 2,896,000 1,934,000 1,571,000 Commercial Solid Waste 220,719 1,130,111 438,000 272,000 160,000 25,434 - 19,000 - - Streets Water Wastewater Fleet TOTAL REPLACEMENT FUNDS $ 2,253,989 $ 5,747,406 $ 26,193,780 $ 13,808,790 $ 25,542,180 SUBTOTAL OPERATING FUNDS $ 221,220,978 $ 211,524,028 $ 242,598,230 $ 220,897,780 $ 249,423,750 SPECIAL REVENUE FUNDS $ 41,549,250 $ 57,194,769 $ 75,251,580 $ 58,953,870 $ CAPITAL IMPROVEMENTS $ 185,034,017 $ 74,624,527 $ 192,461,610 $ 53,746,600 $ 217,047,850 DEBT SERVICE $ 171,862,339 $ 72,923,452 $ 84,494,630 $ 74,251,220 $ 78,805,000 TRUST ACCOUNTS $ $ 2,500 $ 2,500 $ 2,500 $ 2,500 TOTAL EXPENDITURES $ 619,669,084 2,500 $ 416,269,276 - 53 - $ 594,808,550 $ 407,851,970 68,012,480 $ 613,291,580 Table of Contents Expense Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions 555,658 26,288 501,295 32,222 625,070 29,800 509,260 20,880 679,020 30,800 Manager: Town Manager Communication Capital Project Coordination Intergovernmental Total Manager 662,167 634,969 1,161,638 333,403 2,792,177 743,074 641,105 1,012,220 348,301 2,744,700 511,020 457,140 359,240 1,327,400 767,530 387,900 252,460 1,407,890 846,860 537,070 231,140 1,615,070 Town Clerk General Counsel 1,101,334 539,535 851,099 573,240 1,242,970 515,020 1,176,220 560,500 683,170 515,020 TOTAL MANAGEMENT AND POLICY $ SUPPORT SERVICES Support Services Administration 5,014,992 $ 4,702,556 $ 3,740,260 $ 3,674,750 $ 3,523,080 159,028 158,093 152,210 205,200 152,380 Facilities Management: Facilities Maintenance Municipal Office I Public Works Facility Municipal Office II Public Safety Center South Area Service Center Heritage Annex Traffic Center/Radio Facility Total Facilities Management 776,253 387,574 172,929 159,230 894,594 176,344 24,232 26,260 2,617,416 744,560 361,480 156,547 156,666 838,792 184,153 33,010 21,481 2,496,689 802,160 340,510 156,970 169,240 852,550 203,570 39,010 43,600 2,607,610 724,710 353,520 155,750 158,640 858,260 197,070 36,040 42,600 2,526,590 782,520 366,360 152,970 158,080 869,260 199,470 38,610 33,600 2,600,870 Technology Services: Technology Services Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Technology Services 314,562 1,519,963 2,303,843 696,034 4,834,402 304,715 1,393,800 2,291,537 655,100 148,497 4,793,649 294,050 1,671,040 2,324,910 664,260 161,610 5,115,870 284,130 1,385,010 2,302,730 645,810 264,920 4,882,600 294,440 1,563,800 2,382,500 662,200 171,730 5,074,670 Human Resources: Personnel Training and Development Risk Management Payroll Total Human Resources 941,167 240,104 289,325 219,098 1,689,694 946,524 214,422 277,076 226,408 1,664,430 916,690 246,200 295,740 190,220 1,648,850 811,080 241,560 295,090 241,220 1,588,950 833,730 219,190 298,020 255,890 1,606,830 TOTAL SUPPORT SERVICES $ 9,300,540 $ 9,112,861 - 54 - $ 9,524,540 $ 9,203,340 $ 9,434,750 Table of Contents Expense Detail Actual FY 2009 FINANCE: Finance Administration Accounting Services Purchasing Tax Compliance Utilities Budget TOTAL FINANCE 775,542 324,712 1,659,971 639,767 $ LEGAL AND COURT Prosecutor Municipal Court TOTAL LEGAL AND COURT Actual FY 2010 3,399,992 779,722 304,236 1,633,502 655,880 $ 1,582,887 2,859,388 $ DEVELOPMENT SERVICES Administration and Customer Svc 4,442,275 Budget FY 2011 3,373,340 727,750 251,070 300,820 271,210 $ 1,581,965 2,868,355 $ 4,450,320 Projected FY 2011 1,550,850 98,420 585,500 194,350 221,670 304,400 $ 1,608,690 2,867,570 $ 4,476,260 Budget FY 2012 1,404,340 146,340 730,010 238,380 321,710 384,620 $ 1,548,340 2,721,000 $ 4,269,340 1,821,060 1,602,660 2,673,260 $ 4,275,920 678,642 665,810 653,520 642,750 753,290 Permitting and Plan Review : Building Fire Engineering Planning Total Permit and Plan Review 685,016 152,489 1,196,320 337,288 2,371,113 414,852 152,017 1,168,814 266,247 2,001,930 425,910 151,360 1,049,140 259,180 1,885,590 388,310 144,940 560,310 248,950 1,342,510 432,200 151,360 451,770 261,360 1,296,690 Inspection and Compliance: Building Fire Engineering Planning Code Backflow Total Inspection and Compliance 1,232,439 159,770 617,162 102,132 618,981 203,352 2,933,836 854,928 105,410 561,914 63,686 569,723 218,751 2,374,412 820,370 106,760 564,180 60,410 583,500 2,135,220 772,640 100,570 547,090 58,650 557,740 2,036,690 816,220 105,120 562,800 60,720 585,800 2,130,660 Planning and Development 1,595,797 1,131,306 1,154,310 1,043,490 1,096,510 Business Development: Business Development Admin Shop Gilbert Total Business Development 2,548,495 2,548,495 1,861,317 2,622 1,863,939 553,950 10,000 563,950 541,290 10,000 551,290 659,090 10,000 669,090 Engineering Services: Engineering Administration Engineering Development Engineering Traffic - - - 133,590 54,930 201,590 189,990 97,120 275,250 Total Engineering Services - - - 390,110 562,360 TOTAL DEVELOPMENT SERVICES $ 10,127,883 $ 8,037,397 - 55 - $ 6,392,590 $ 6,006,840 $ 6,508,600 Table of Contents Expense Detail Actual FY 2009 POLICE DEPARTMENT Administration Animal Control Incarceration Office of Professional Standards: OPS - Internal Affairs OPS - Hiring/Accreditation Total Office of Prof 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 $ Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 871,543 127,133 2,040,129 825,854 133,117 2,320,547 821,790 139,780 2,400,000 782,560 139,780 2,400,000 804,090 139,780 2,400,000 494,252 311,831 806,083 481,315 298,350 779,665 486,190 314,180 800,370 450,440 296,000 746,440 449,550 308,930 758,480 16,830,041 396,618 2,080,887 922,735 370,336 1,274,370 21,874,987 16,705,576 386,921 1,971,136 860,179 358,998 1,263,708 21,546,518 16,559,580 405,900 2,156,740 835,870 373,630 1,273,560 21,605,280 15,825,460 397,280 1,885,100 736,240 347,220 1,013,410 20,204,710 16,560,980 403,430 2,112,470 814,780 354,710 1,088,950 21,335,320 920,156 2,671,595 543,403 70,965 319,954 157,886 326,131 5,010,090 923,138 2,878,559 543,000 71,725 241,868 157,680 248,719 5,064,689 159,620 955,070 2,760,730 551,580 68,700 193,440 158,970 301,510 5,149,620 128,020 888,520 2,578,590 541,120 74,030 136,870 151,910 232,680 4,731,740 164,470 920,640 2,738,100 550,760 76,150 161,190 158,350 301,550 5,071,210 769,586 754,513 741,090 696,720 756,710 293,299 902,686 2,089,005 1,508,865 4,793,855 291,830 881,630 2,070,071 1,500,350 4,743,881 423,730 684,510 1,146,300 831,660 1,202,940 585,730 4,874,870 432,740 602,380 1,040,810 881,180 1,089,540 621,680 4,668,330 456,460 652,670 1,041,610 1,002,790 1,151,770 642,450 4,947,750 169,407 169,407 133,071 133,071 144,070 144,070 131,390 131,390 131,210 131,210 36,462,813 $ 36,301,855 658,690 588,874 - 56 - $ 36,676,870 702,440 $ 34,501,670 609,780 $ 36,344,550 693,590 Table of Contents Expense Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 632,080 18,332,147 18,964,227 646,604 17,884,040 18,530,644 728,490 18,610,020 19,338,510 720,110 17,663,850 18,383,960 830,990 18,463,380 19,294,370 Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention 526,610 96,325 5,262 628,197 506,437 90,221 7,832 604,490 517,080 107,910 15,690 640,680 485,370 101,070 19,190 605,630 508,610 108,540 15,710 632,860 Emergency Operations Center 270,064 264,202 245,020 282,780 270,670 Operations: Fire Training Fire Operations Total Operations TOTAL FIRE DEPARTMENT $ PUBLIC WORKS Public Works Administration Irrigation Fund Subsidy Utility Locates TOTAL PUBLIC WORKS COMMUNITY SERVICES Community Services Admin Parks: 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 20,521,178 $ 19,988,210 736,741 435,819 $ 1,172,560 $ 743,272 437,029 $ 1,180,301 Projected FY 2011 20,926,650 $ $ - Budget FY 2012 19,882,150 $ $ - 20,891,490 $ - 785,267 664,026 663,750 632,330 665,260 3,719,304 1,258 366 208 35 202 313 688 - 1,299,629 482,931 313,902 294,068 84,560 70,761 21,098 378 9,519 8,294 37,186 25,188 25,419 14,023 6,585 28,523 10,909 16,713 276,857 134,327 48,689 41,417 24,088 51,123 22,194 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 1,837,070 331,540 277,280 211,040 96,350 76,230 13,990 13,970 11,280 49,840 25,690 30,520 16,180 7,920 26,650 10,660 17,010 215,660 106,530 69,560 50,390 28,810 49,260 - 1,823,340 324,240 239,680 196,440 89,610 57,420 5,740 500 10,310 8,480 29,600 25,090 25,930 15,300 7,570 25,700 10,550 16,310 210,710 94,980 52,800 43,880 26,790 43,480 5,600 - 57 - Table of Contents Expense Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Trail System Other Parks Queen Creek Wash Heritage District PKID Maintenance Total Parks 168,029 3,890,403 89,090 75,412 3,512,883 54,280 40,900 10,000 92,700 3,636,740 105,400 3,678,830 54,280 40,900 10,000 112,700 3,607,930 Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Aquatics 68,169 294,063 205,083 190,109 178,601 936,025 23,098 220,455 188,038 152,189 164,297 748,077 28,970 238,210 206,810 190,720 196,270 860,980 17,020 420,120 216,560 178,900 182,050 1,014,650 18,570 234,860 206,310 191,240 194,770 845,750 378,124 467,814 47,635 1,017,607 1,691,286 968,103 4,570,569 346,164 459,188 45,132 1,032,312 1,928,111 909,142 4,720,049 348,940 508,400 28,570 975,170 2,317,200 957,600 5,135,880 346,310 494,230 29,740 1,029,950 2,295,110 958,470 5,153,810 353,500 556,870 28,520 1,025,400 2,277,820 957,600 5,199,710 41,249 171,480 230,332 314,970 31,067 31,740 820,838 2,249 90,244 223,331 327,392 33,158 35,193 711,567 122,100 208,740 339,650 41,350 36,080 747,920 115,480 213,950 324,650 42,220 40,760 737,060 115,920 229,460 345,550 42,280 42,110 775,320 - - 10,000 20,050 1,010 31,060 3,820 19,940 2,600 26,360 7,500 19,990 1,000 28,490 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 $ 11,003,102 $ 10,356,602 $ 11,076,330 $ 11,243,040 $ 11,122,460 NON-DEPARTMENTAL Transportation: Transit Phoenix Mesa Gateway Airport Total Transportation 1,290,278 350,000 1,640,278 804,759 350,000 1,154,759 - 58 - 944,400 350,000 1,294,400 932,400 350,000 1,282,400 844,100 350,000 1,194,100 Table of Contents Expense Detail Actual FY 2009 Outside Agencies: Youth Special Programs Senior Programs Social Services Museum Support Culture and Arts Total Outside Agencies Contingency Budget Savings Other Transfers Out: Debt Service Capital Projects Other Total Transfers Actual FY 2010 125,000 27,557 295,435 51,467 16,647 516,106 125,000 33,200 272,692 51,459 14,000 496,351 - 4,514 3,431,800 3,800,942 3,207,553 10,440,295 5,896,407 1,026,506 1,334,138 8,257,051 TOTAL NON-DEPARTMENTAL $ TOTAL GENERAL FUND $ 114,042,014 - UTILITY ADMINISTRATION Utility Customer Service Public Works Administration Utility Locates TOTAL UTILITY ADMINISTRATION ENTERPRISE OPERATIONS WATER Administration Water Conservation $ Budget FY 2011 12,596,679 - Projected FY 2011 123,690 19,510 207,810 51,490 8,000 410,500 123,690 19,510 202,810 51,490 8,000 405,500 123,690 19,510 205,420 51,490 8,000 408,110 1,106,000 (3,143,000) (619,710) 1,069,300 1,927,000 (2,888,000) 2,087,290 5,891,700 1,100,000 2,608,720 9,600,420 5,891,700 1,014,000 115,890 7,021,590 5,891,170 2,212,000 20,890 8,124,060 $ 10,852,560 8,648,610 $ 9,778,790 $ 107,416,117 $ 103,012,960 $ 99,964,260 $ 104,774,470 - 1,676,490 817,390 477,950 1,739,510 770,090 460,150 1,860,870 701,190 471,140 $ 9,912,675 $ - $ Budget FY 2012 $ 2,971,830 $ 2,969,750 $ 3,033,200 526,309 293,391 560,608 270,229 839,570 313,200 837,650 302,550 749,910 311,270 9,020,692 616,833 2,279,641 692,407 12,609,573 6,396,646 2,492,930 2,215,314 521,204 11,626,094 4,899,400 4,814,320 3,260,140 555,540 205,680 13,735,080 4,804,970 4,805,790 3,232,600 527,850 201,970 13,573,180 5,334,680 5,002,140 3,526,330 539,760 204,750 14,607,660 Water Distribution Water Metering 1,219,554 2,751,620 1,224,890 3,015,331 2,116,460 3,186,830 2,110,730 2,822,730 1,693,430 3,148,740 Non-Departmental: Debt Service Contingency Budget Savings Other 3,153,852 11,097 3,418,156 26,694 3,433,860 1,378,000 (551,000) 191,410 3,433,860 197,290 3,415,080 1,346,000 (538,000) 161,390 Production: North Treatment Plant Santan Vista Treatment Plant Water Well Production Water Quality Assurance Backflow Prevention Total Production - 59 - Table of Contents Expense Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Transfers: Capital Projects Overhead Equipment Replacement Miscellaneous Total Transfers 886,862 2,281,390 4,252,796 709,700 8,130,748 1,502,663 2,195,541 4,902,440 873,494 9,474,138 2,634,600 2,296,650 5,286,920 1,005,000 11,223,170 1,376,000 2,431,650 5,286,920 870,000 9,964,570 4,500,000 2,309,430 5,286,920 984,920 13,081,270 Total Non-Departmental 11,295,697 12,918,988 15,675,440 13,595,720 17,465,740 TOTAL WATER FUND $ 28,696,144 $ 29,616,140 $ 35,866,580 $ 33,242,560 $ 37,976,750 WASTEWATER Wastewater Administration Wastewater Collection 163,753 2,778,097 161,892 2,706,770 505,350 3,021,630 501,400 3,203,180 413,210 3,393,820 Wastewater Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Wastewater Plant Operations 4,171,059 2,582,513 6,753,572 4,078,720 2,741,073 6,819,793 4,248,130 3,114,260 7,362,390 3,984,300 3,092,580 7,076,880 4,336,130 3,209,260 7,545,390 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 922,161 511,477 1,433,638 863,233 501,199 1,364,432 917,020 537,440 1,454,460 931,000 569,130 1,500,130 979,640 584,120 1,563,760 Wastewater Quality Riparian 536,343 - 512,198 - 557,920 376,750 541,160 399,110 561,410 375,050 Non-Departmental: Debt Contingency Budget Savings Other 659,810 - 668,272 - 656,550 1,018,000 (407,000) 54,560 656,550 64,320 659,760 1,036,000 (393,000) 38,920 2,340,000 1,488,240 5,543,764 336,816 9,708,820 1,882,897 1,503,294 5,598,000 369,919 9,354,110 916,540 1,584,030 5,701,870 25,000 8,227,440 461,000 1,584,030 5,701,870 7,746,900 1,012,000 1,649,460 5,701,870 8,363,330 10,368,630 10,022,382 9,549,550 8,467,770 9,705,010 Transfers: Capital Projects Overhead Equipment Replacement Miscellaneous Total Transfers Total Non-Departmental TOTAL WASTEWATER RESIDENTIAL SOLID WASTE FUND Residential Administration Residential Collections Uncontained Collections Recycling Environmental Programs $ 22,034,033 333,309 5,509,884 2,283,104 1,750,476 309,316 $ 21,587,467 304,789 5,439,839 1,864,077 1,716,949 323,108 - 60 - $ 22,828,050 336,750 5,829,750 2,212,840 1,813,710 337,900 $ 21,689,630 324,550 5,530,240 2,107,970 1,701,810 339,170 $ 23,557,650 682,010 5,708,910 2,151,920 2,017,460 352,220 Table of Contents Expense Detail Actual FY 2009 Non-Departmental: Contingency Budget Savings Other Actual FY 2010 Budget FY 2011 Projected FY 2011 6,000 - Transfers: Capital Projects Overhead Equipment Replacement 7,794 1,160,560 1,888,288 1,165,060 1,735,070 1,199,170 1,195,380 1,199,170 1,195,380 1,248,970 1,246,160 Total Transfers 3,056,642 2,900,130 2,394,550 2,394,550 2,495,130 3,062,642 2,900,130 2,829,990 2,461,080 2,916,360 Total Non-Departmental TOTAL RESIDENTIAL SOLID WASTE $ COMMERCIAL SOLID WASTE FUND Commercial Administration Commercial Collections Commercial Rolloffs 13,248,731 $ 12,548,892 645,000 (258,000) 48,440 Budget FY 2012 $ 13,360,940 66,530 $ $ 25,792 1,265,198 466,887 - - Transfers: Overhead Equipment Replacement 110,450 278,580 110,030 180,540 102,710 142,300 102,710 142,300 103,670 186,210 Total Transfers 389,030 290,570 245,010 245,010 289,880 389,030 290,570 316,210 254,730 353,100 Total Non-Departmental 30,140 1,208,780 445,530 13,828,880 107,960 1,298,635 492,564 Non-Departmental: Contingency Budget Savings Other 36,250 1,298,660 531,870 12,464,820 659,000 (264,000) 26,230 107,000 (43,000) 7,200 36,240 1,340,570 513,990 9,720 95,000 (37,000) 5,220 TOTAL COMMERCIAL SOLID WASTE $ 2,288,189 $ 2,048,447 $ 2,182,990 $ 1,939,180 $ 2,243,900 IRRIGATION $ 157,764 $ 54,180 $ 32,230 $ 9,020 $ - TOTAL ENTERPRISE OPERATIONS $ 66,424,861 $ 65,855,126 $ 74,270,790 $ 69,345,210 $ 77,607,180 STREETS Administration Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 164,364 146,595 142,100 133,980 149,750 271,670 892,496 2,972,468 386,629 526,711 5,049,974 325,997 942,928 2,872,281 403,303 587,426 5,131,935 375,000 883,600 2,902,100 394,090 618,100 5,172,890 369,070 879,700 2,925,390 381,300 581,880 5,137,340 371,650 877,200 2,955,380 424,060 626,510 5,254,800 - 61 - Table of Contents Expense Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Street Traffic Control 966,941 588,140 1,285,255 1,591,461 4,431,797 616,517 498,898 1,386,075 1,486,841 3,988,331 578,280 564,460 1,379,280 1,012,760 517,390 4,052,170 578,640 427,310 1,392,130 1,095,380 494,530 3,987,990 573,510 492,480 1,357,700 1,058,350 525,930 4,007,970 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 1,102,675 257,612 466,086 1,826,373 973,557 278,259 558,404 1,810,220 1,234,150 279,510 680,910 2,194,570 1,122,230 282,930 686,570 2,091,730 1,069,620 265,810 681,330 2,016,760 157,799 156,943 171,070 160,820 157,810 - - 634,000 (254,000) 43,400 90,680 611,000 (244,000) 57,380 Transfers: Debt Capital Projects Overhead Equipment Replacement Miscellaneous 3,301,387 4,586,694 554,120 - 3,323,563 264,302 591,440 - 3,316,010 231,000 597,490 - 3,316,010 100,000 597,490 - 3,326,060 185,000 572,380 - Total Transfers 8,442,201 4,179,305 4,144,500 4,013,500 4,083,440 8,442,201 4,179,305 4,567,900 4,104,180 4,507,820 Hazard Response Non-Departmental: Contingency Budget Savings Other Total Non-Departmental TOTAL STREETS FUND $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance TOTAL INTERNAL SERVICE $ 6,429,235 299,317 11,699,054 $ REPLACEMENT FUNDS: General Water Wastewater Residential Solid Waste Commercial Solid Waste Streets Fleet TOTAL REPLACEMENT FUNDS 20,072,508 18,427,606 2,253,989 $ 6,001,870 260,110 10,830,070 $ 1,770,593 42,331 194,912 220,719 25,434 $ 15,413,329 17,092,050 5,747,406 - 62 - $ 6,479,320 553,130 11,688,120 1,127,600 $ 895,427 157,845 3,133,433 1,130,111 430,590 $ 16,300,700 19,848,170 26,193,780 $ 6,315,060 480,000 11,394,470 1,004,200 $ 5,337,780 8,108,000 8,679,000 2,896,000 438,000 716,000 19,000 $ 15,616,040 19,193,730 7,558,960 579,130 13,248,920 984,800 $ 595,000 5,285,000 5,722,790 1,934,000 272,000 $ 13,808,790 16,094,910 22,371,810 5,945,180 8,212,000 8,706,000 1,571,000 160,000 948,000 $ 25,542,180 Table of Contents Expense Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 SUB-TOTAL OPERATING FUNDS $ 221,220,978 $ 211,524,028 $ 242,598,230 $ 220,897,780 $ 249,423,750 SPECIAL REVENUE FUNDS Redevelopment $ $ $ $ $ CDBG/HOME: Administration Projects Total CDBG/HOME 79,103 67,902 - - - 157,412 372,612 530,024 101,794 405,184 506,978 105,260 1,741,870 1,847,130 74,500 870,000 944,500 88,580 1,689,870 1,778,450 268,233 1,829,588 2,718,626 639,318 2,565,203 3,841,051 11,743,747 5,114,234 4,937,124 33,657,124 142,180 110,502 2,747,592 769,675 2,372,062 5,632,940 9,452,218 10,520,891 17,284,364 49,032,424 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 60,000 499,000 2,748,710 1,074,610 2,363,580 6,564,990 15,133,140 7,853,000 12,028,860 48,325,890 155,000 574,000 2,756,430 1,629,580 2,377,140 8,676,400 18,419,190 10,702,000 8,427,000 53,716,740 1,586,999 1,674,018 7,697,000 5,000,000 7,697,000 Riparian 371,014 401,046 - - - Police Impound 195,981 298,646 353,320 353,320 343,200 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,443,604 1,106,509 2,550,113 1,447,121 1,328,871 2,775,992 1,755,860 1,479,450 3,235,310 1,478,830 1,321,400 2,800,230 1,636,240 1,191,270 2,827,510 Other Special Revenue 2,578,892 2,437,763 1,529,930 1,529,930 1,649,580 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 TOTAL SPECIAL REVENUE FUNDS CAPITAL IMPROVEMENTS Capital Projects Administration Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space TOTAL CAPITAL IMPROVEMENT $ 41,549,250 $ 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 $ 185,034,017 $ 57,194,769 $ 75,251,580 48,046,985 458,239 1,590,493 219,223 14,650,184 7,799,946 80,277 1,779,180 808,800 50,059,590 92,244,080 1,570,000 8,236,000 5,312,140 25,973,000 1,242,000 7,016,000 74,624,527 $ 192,461,610 - 63 - $ $ 58,953,870 $ 68,012,480 931,600 36,967,000 623,000 342,000 907,000 10,565,000 2,083,000 1,328,000 869,420 95,745,430 76,950,000 1,207,000 7,411,000 6,434,000 23,154,000 343,000 4,934,000 53,746,600 $ 217,047,850 Table of Contents Expense Detail DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL DEBT SERVICE Actual FY 2009 Actual FY 2010 Budget FY 2011 34,798,440 400,281 84,983,942 40,738,876 10,940,800 33,456,952 5,797,036 17,116,927 11,897,864 4,654,673 29,577,380 678,450 26,374,800 18,458,140 9,405,860 $ 171,862,339 TRUST ACCOUNTS Fire Pension $ 72,923,452 2,500 TOTAL TRUST ACCOUNTS $ 2,500 TOTAL EXPENDITURES $ 619,669,084 $ 2,500 $ 2,500 $ 416,269,276 - 64 - 84,494,630 Projected FY 2011 29,577,380 678,450 18,067,390 16,522,140 9,405,860 $ 2,500 $ 2,500 $ 594,808,550 Budget FY 2012 74,251,220 26,306,860 975,410 23,785,850 19,024,190 8,712,690 $ 2,500 $ 2,500 $ 407,851,970 78,805,000 2,500 $ 2,500 $ 613,291,580 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 2012 budget, and future projections. Information on bond proceeds, property tax, and special assessments is found in the debt section. The total new revenue anticipated for FY 2012 is $502,617,820. Of this amount, $383,296,780 is anticipated in new revenue collections, and $119,321,040 in transfers of resources from one fund to another to cover the cost of business expenses. Fund balance is also applied for one-time expenses. While the economy currently plays a significant role, large spikes in revenue in a given year can typically be attributed to the sale of bonds for capital projects. Intergovernmental revenues would have otherwise declined in FY 2012 due to further declines in income tax collections, however the 2010 census adjustment offset this decline for Gilbert. 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 and graph below: FY 2012 Revenue Sources All Funds By Type (Excludes Transfers) Actual FY 2009 Taxes and Fees License and Permits Intergovernmental Charges for Service Fine and Forfeits Investment Income Other Non-Operating Bond Proceeds Total Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 107,203,732 2,614,840 91,505,709 94,803,425 4,223,455 3,044,000 2,291,651 274,256,089 113,861,155 2,741,731 75,279,845 96,859,523 4,448,147 1,290,284 2,208,669 437,493 97,161,380 2,080,410 73,520,630 99,220,340 4,143,940 423,090 412,000 50,736,840 101,449,550 2,159,000 58,199,570 99,750,690 4,246,290 703,190 333,830 29,713,250 96,621,100 2,194,530 75,619,640 100,899,370 4,356,990 686,490 1,751,000 101,167,660 $ 579,942,901 $ 297,126,847 $ 327,698,630 $ 296,555,370 $ 383,296,780 Investment Income 0.2% Charges for Service 26.3% Other NonOperating 0.5% Fines and Forfeits 1.1% Intergovernmental 19.7% Bond Proceeds 26.4% Taxes and Fees 25.2% License and Permits 0.6% - 65 - 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. While cities and towns are permitted to be “self-collecting”, many opt in as “program cities”, allowing the state to collect sales tax on the Town’s behalf. The State collects sales tax revenue and remits the amount collected weekly. Gilbert is the largest program city in the state. During the recession, Gilbert experienced a decline in sales tax collections similar in nature to reductions seen around the state and nation. During the preparation of the FY 2011 budget, revenues were continuing to drop, however slow increases during FY 2011 have now brought Gilbert’s sales tax revenues back to the Town’s 2006 levels. The projections are based on the following assumptions:       Retail sales tax will remain somewhat stable in Gilbert, and slowly increase over time Any future spikes in construction sales tax will be considered one-time, not sustainable Permit activity will continue to improve slightly, but sustainable levels are significantly lower than the peak in prior years 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 Millions Sales Tax $30.0 $25.0 $20.0 Retail $15.0 Construction $10.0 $5.0 $0.0 2006 2007 2008 2009 - 66 - 2010 2011 Table of Contents Revenue Sources Property Tax The Town has only a secondary property tax rate, which can only be used to repay debt issued for voter approved bonds. General Obligation bonds are issued to pay for construction of streets, parks, facilities, and utility infrastructure. The rate is $1.15 per $100 in secondary assessed value, which equates to 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 that benefit specific users. The street light district revenue is based on the cost of electricity for the district area. The amount is revised and levied every year, and 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 $95,745,430 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, so that new growth is provided the same level of service as the existing community. 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 increasing water rights to accommodate new growth and guarantee our 100-year assured water supply. SDFs are reviewed annually and revised based on changes in the cost of construction and changes in the infrastructure requirements. The Town has budgeted for a full SDF study in FY 2012 to ensure that our fee structure is in line with the current environment, and compliant with recent legislative changes. 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 formerly local transportation assistance fund. The state shared revenue is distributed as follows: - 67 - Table of Contents Revenue Sources Sales Tax: Twenty-five percent of the distribution base 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. The distribution base does not include, among other things, the state’s temporary one-cent increase. 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 2010 is distributed to the Cities in FY 2012. 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. 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. Charges for service include user fees for recreation services, water consumption, wastewater, and solid waste disposal. The goal is for 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 2012. 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 2012. 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. Solid Waste Solid Waste includes collection of residential barrels, uncontained, and recycling. The operation also includes commercial and roll-off customers, and the household hazardous waste facility. 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. - 68 - Table of Contents Revenue Sources 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. INVESTMENT INCOME In order to maximize the Town’s available resources, Gilbert reviews upcoming expenditure needs, and works with a financial advisor to appropriately invest cash. Often this is done 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 2012. There is a reserve for Improvement District Debt in the amount of $95,745,430 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 69 - 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 2010/11 information is shown below for each district. The graph to the right shows the percentage allocation for the Gilbert School District. Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School District Total Primary County 12.7% Gilbert 11.8% Community College 12.4% Education Equalization 4.4% Fire District 0.1% Gilbert Schools 53.0% Flood Control 1.8% East Valley Institute 0.5% Gilbert School District Special Health Care District 1.5% County Central Library 0.5% Arizona Project 1.0% Chandler School District Higley School District $0.00 1.24 1.01 0.43 0.00 0.00 2.44 $5.12 $0.00 1.24 1.01 0.43 0.00 0.00 3.73 $6.41 $0.00 1.24 1.01 0.43 0.00 0.00 4.19 $6.87 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 $0.00 0.20 0.01 0.18 0.05 0.10 0.15 1.15 0.05 2.72 $4.61 $0.00 0.20 0.01 0.18 0.05 0.10 0.15 1.15 0.05 1.98 $3.87 $0.00 0.20 0.01 0.18 0.05 0.10 0.15 1.15 0.05 2.40 $4.29 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 $0.00 1.24 1.21 0.43 0.01 0.18 0.05 0.10 0.15 1.15 0.05 5.16 $9.73 $0.00 1.24 1.21 0.43 0.01 0.18 0.05 0.10 0.15 1.15 0.05 5.71 $10.28 $0.00 1.24 1.21 0.43 0.01 0.18 0.05 0.10 0.15 1.15 0.05 6.59 $11.16 - 70 - Table of Contents Personnel Summary GENERAL FUND Management and Policy Support Services Finance Legal and Court Development Services Police Fire Public Works Community Services TOTAL GENERAL FUND Actual Actual Budget Projected Budget FY 2009 FY 2010 FY 2011 FY 2011 FY 2012 25.16 66.00 32.25 50.25 69.00 342.00 199.50 17.50 117.01 918.67 23.16 63.00 31.25 50.42 69.00 342.00 197.00 17.50 104.19 897.52 21.76 63.00 15.75 50.42 66.75 342.00 197.00 0.00 99.13 855.81 21.16 62.00 18.25 50.42 66.75 342.00 197.00 0.00 99.13 856.71 22.16 62.00 19.25 49.42 66.75 342.00 197.00 0.00 99.44 858.02 0.00 0.00 31.00 30.75 31.75 79.00 37.00 71.94 7.06 0.70 195.70 83.00 37.00 72.22 6.78 0.70 199.70 87.25 40.68 72.22 6.78 0.00 206.93 87.25 40.68 72.22 6.78 0.00 206.93 88.25 41.68 71.22 7.28 0.00 208.43 STREETS FUND 55.30 49.30 49.30 49.30 49.30 INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE FUNDS 12.18 14.28 14.50 14.85 14.85 1,207.85 1,186.80 1,183.54 1,184.54 1,188.35 UTILITY ADMINISTRATION FUND ENTERPRISE FUNDS Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation ENTERPRISE FUNDS TOTAL TOWN POSITIONS FY 2012 Personnel By Fund Enterprise Funds 17.5% Streets Fund 4.2% General Fund 72.2% Internal Service Funds 2.2% Utility Administration 2.7% Special Revenue Funds 1.2% - 71 - Table of Contents − 72 − Table of Contents General Fund _____________________________________ General Fund Summary Management and Policy Support Services Finance 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. Much of the General Fund is supported by tax revenues, but services that benefit a specific user often recover all or part of the cost of service through a user fee. The following table indicates the subsidy provided for each major area: Program FY 2012 Appropriation FY 2012 Revenue Recovery FY 2012 Tax Supported FY 2012 % Subsidized Management and Policy Support Services Finance Legal and Court Development Services Police Fire Community Services Non-Departmental $ 3,523,080 9,434,750 1,821,060 4,275,920 6,508,600 36,344,550 20,891,490 11,122,460 10,852,560 $ 12,000 216,500 735,700 101,600 3,039,420 4,168,500 1,185,000 3,284,680 8,038,580 $ 3,511,080 9,218,250 1,085,360 4,174,320 3,469,180 32,176,050 19,706,490 7,837,780 2,813,980 100% 98% 60% 98% 53% 89% 94% 70% 26% Total General Fund $ 104,774,470 $ 20,781,980 $ 83,992,490 80% A portion of the recovery consists of specific 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 including fees and taxes is $104,847,720. Fees charged to recover the cost of service total $20,781,980. The tax supported (non-allocated) revenue of $84,065,740 is detailed in the summary section of this document. More detail on revenue and expenditures is included in the summary section and in the individual section for that activity. FUND NARRATIVE The single largest revenue source that supports the General Fund is local sales tax collected by current and new businesses locating in the community. After three consecutive years of decline in total revenues, local sales tax collection totals have stabilized and are back to FY2006 levels. The composition of these collections, however, has changed significantly. Construction sales tax had historically been a driving element of local sales tax. As the Town approaches build out, construction revenues will continue to lessen. The housing bubble “burst” and subsequent recession served to hasten this inevitability. Some of this result has been offset by additional retail sales tax opportunities that had come online just prior to the recession. 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. Development of the Five-Year Rolling Balanced Financial Plan must account for not only economic cycles, but the anticipated build-out structure of the Town’s revenues. - 73 - Table of Contents General Fund Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 25.16 66.00 32.25 50.25 69.00 342.00 199.50 17.50 117.01 0.00 23.16 63.00 31.25 50.42 69.00 342.00 197.00 17.50 104.19 0.00 21.76 63.00 15.75 50.42 66.75 342.00 197.00 0.00 99.13 0.00 21.16 62.00 18.25 50.42 66.75 342.00 197.00 0.00 99.13 0.00 22.16 62.00 19.25 49.42 66.75 342.00 197.00 0.00 99.44 0.00 918.67 897.52 855.81 856.71 858.02 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 5,014,992 9,300,540 3,399,992 4,442,275 10,127,883 36,462,813 20,521,178 1,172,560 11,003,102 12,596,679 4,702,556 9,112,861 3,373,340 4,450,320 8,037,397 36,301,855 19,988,210 1,180,301 10,356,602 9,912,675 3,740,260 9,524,540 1,550,850 4,476,260 6,392,590 36,676,870 20,926,650 11,076,330 8,648,610 3,674,750 9,203,340 1,404,340 4,269,340 6,006,840 34,501,670 19,882,150 11,243,040 9,778,790 3,523,080 9,434,750 1,821,060 4,275,920 6,508,600 36,344,550 20,891,490 11,122,460 10,852,560 $114,042,014 $107,416,117 $103,012,960 $ 99,964,260 $104,774,470 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 74,916,816 28,584,114 100,789 10,440,295 72,500,552 26,466,539 191,975 8,257,051 70,080,720 24,083,820 8,848,420 67,914,590 25,028,080 7,021,590 71,420,830 25,229,580 8,124,060 $114,042,014 $107,416,117 $103,012,960 $ 99,964,260 $104,774,470 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY Management and Policy Support Services Finance Legal and Court Development Services Police Fire Public Works Community Services Non-Departmental Total Personnel EXPENSES BY ACTIVITY Management and Policy Support Services Finance 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 114,363,218 114,042,014 $ 321,204 108,531,135 107,416,117 $ 1,115,018 - 74 - 100,449,640 103,012,960 $ (2,563,320) $ 99,020,010 99,964,260 104,847,720 104,774,470 (944,250) $ 73,250 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 establish policy for Gilbert. The Mayor and Council also approve the budget and capital improvement plans, determine and set the annual tax rates, and 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 and coordination of all municipal programs and services. 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 2012 ♦ ♦ ♦ ♦ Manage the Town’s growth in harmony with the community’s vision for the future Balance the present and future aspirations within available resources Optimize use of resources through organizational effectiveness Implement Strategic Initiatives ORGANIZATIONAL CHART MANAGEMENT AND POLICY General Counsel Mayor and Council Town Manager Boards and Commissions Town Manager Communication Intergovernmental - 75 - Town Clerk Neighborhood Services Table of Contents Management and Policy PERSONNEL BY DIVISION Actual FY 2009 Actual FY 2010 Budget FY 2011 Mayor and Council Boards and Commissions Town Manager Town Clerk General Counsel 1.00 0.00 12.75 11.41 0.00 1.00 0.00 12.75 9.41 0.00 1.00 0.00 12.35 8.41 0.00 1.00 0.00 12.00 8.16 0.00 1.00 0.00 13.00 8.16 0.00 25.16 23.16 21.76 21.16 22.16 Actual FY 2009 Actual FY 2010 Budget FY 2011 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 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 555,658 26,288 2,792,177 1,101,334 539,535 501,295 32,222 2,744,700 851,099 573,240 625,070 29,800 1,327,400 1,242,970 515,020 509,260 20,880 1,407,890 1,176,220 560,500 679,020 30,800 1,615,070 683,170 515,020 $ 5,014,992 $ 4,702,556 $ 3,740,260 $ 3,674,750 $ 3,523,080 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,329,449 2,679,893 5,650 - 2,418,170 2,284,386 - 2,117,160 1,623,100 - 2,133,580 1,541,170 - 2,370,730 1,152,350 - $ 5,014,992 $ 4,702,556 $ 3,740,260 $ 3,674,750 $ 3,523,080 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 7,821 5,014,992 15,643 4,702,556 2,000 3,740,260 2,620 3,674,750 12,000 3,523,080 $ (5,007,171) $ (4,686,913) $ (3,738,260) $ (3,672,130) $ (3,511,080) - 76 - Table of Contents Mayor and Council PURPOSE STATEMENT ACCOMPLISHMENTS 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. ♦ ♦ ♦ ♦ Completed Strategic Plan Implemented Administrative reorganization Successfully updated General Plan New Vice Mayor and four new Council members sworn in ♦ Appointed new Town Manager OBJECTIVES FY 2012 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. ♦ Identify new long term service standards and service levels ♦ Implement Strategic Initiatives BUDGET NOTES There were no personnel salary increases for FY 2012. Increase of approximately $65,000 due to modifications in benefits selections and additional pay period included in FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 % of Citizen satisfied or very satisfied with policy decisions 72.7% 71.8% 77.7% 78.0% % of Citizens who are very satisfied living in Gilbert 70.7% 68.8% 73.1% 74.0% % of Citizens who believe Gilbert officials encourage citizen participation 52.8% 54.8% 53.2% 54.0% G.O. Bond Rating – Moody’s Aa2 Aa1 Aa1 Aa1 G.O. Bond Rating – Standard and Poor’s AA AA AA AA PERFORMANCE MEASURES - 77 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2009 Actual FY 2010 Budget FY 2011 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 555,658 Total Expenses $ 555,658 501,295 $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 555,658 Total Revenues Total Expenses $ 555,658 Net Operating Result $ 625,070 (555,658) $ 501,295 $ 509,260 Actual FY 2010 625,070 (490,344) $ $ 509,260 625,070 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2011 - 78 - $ (509,260) $ $5.00 FY 2010 378,840 300,180 - 509,260 (625,070) $ FY 2012 679,020 Budget FY 2012 Projected FY 2011 ANNUAL COST PER CAPITA FY 2009 $ 313,810 195,450 - Budget FY 2011 10,951 501,295 679,020 Projected FY 2011 313,510 311,560 $ Budget FY 2012 509,260 Budget FY 2011 346,926 154,369 - Actual FY 2009 OPERATING RESULTS $ Budget FY 2012 Projected FY 2011 625,070 Actual FY 2010 373,827 181,831 - Total Expenses 501,295 Projected FY 2011 679,020 Budget FY 2012 10,000 679,020 (669,020) Table of Contents Town Manager PURPOSE STATEMENT American Crown Community Desert Peaks Award for Regional Partnership ♦ Created Strategic Plan ♦ Implemented Administrative reorganization   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 2012 ♦ Garner organizational and public trust through fiscal responsibility ♦ Perform community relations activities by producing publications and broadcasts, and participating in special events ♦ Foster relationships with the community, businesses, and other agencies, while furthering the goals and objectives of the organization by serving on various governmental and community boards ♦ Provide Council and management with recommendations based on qualified and quantified information ♦ Coordinate special projects that promote the goals and objectives of the organization as well as present a positive image of Gilbert to the citizens ♦ Implementation of the Strategic Plan ♦ Establish Communications Plan ♦ Develop plan for Department/Employee recognition ♦ Foster regional partnerships ♦ Create a high level succession plan The Town Manager’s Office directs and coordinates organizational activities; performs community relations; reviews the annual operating and capital budgets; reviews financial forecasts and management analyses; submits recommendations to the Town Council; coordinates special projects; performs budgetary control functions; and supervises and coordinates the daily activities of the Town government. ACCOMPLISHMENTS FY 2011 ♦ Received the Distinguished Budget th Presentation Award for the 11 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:  Secretary of Defense Employer Support Freedom Award  Playful City USA  Bike Friendly City  Tree City USA  Safest community in Arizona th  17 safest community in the nation th  36 Best Place to Live PERFORMANCE MEASURES % of survey respondents satisfied with treatment when calling Gilbert % of population satisfied with value received from tax dollar BUDGET NOTES There were no personnel salary increases for FY 2012. Budget changes include Strategic Investment of Communications Manager position and departmental reorganization. Budget increase also includes additional adjustment for increased membership fees to the League of Arizona Cities and Towns and the East Valley Aviation Alliance. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 89.7% 88.8% 90.0% 90.0% 89.3% 85.8% 89.6% 90.0% - 79 - Table of Contents Town Manager PERSONNEL BY ACTIVITY Town Manager Capital Project Coordination Communication Intergovernmental Total Personnel EXPENSES BY ACTIVITY Town Manager Capital Project Coordination Communication Intergovernmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2009 Actual FY 2010 Budget FY 2011 4.25 0.00 5.25 3.25 4.25 0.00 5.25 3.25 3.85 0.00 5.25 3.25 5.00 0.00 5.00 2.00 5.00 0.00 6.00 2.00 12.75 12.75 12.35 12.00 13.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 662,167 1,161,638 634,969 333,403 743,074 1,012,220 641,105 348,301 511,020 457,140 359,240 767,530 387,900 252,460 846,860 537,070 231,140 $ 2,792,177 $ 2,744,700 $ 1,327,400 $ 1,407,890 $ 1,615,070 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,275,433 1,516,744 - 1,406,197 1,338,503 - 1,150,870 176,530 - 1,231,520 176,370 - 1,385,540 229,530 - $ 2,792,177 $ 2,744,700 $ 1,327,400 $ 1,407,890 $ 1,615,070 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,792,177 Net Operating Result Projected FY 2011 2,744,700 1,327,400 1,407,890 1,615,070 $ (2,792,177) $ (2,744,700) $ (1,327,400) $ (1,407,890) $ (1,615,070) ANNUAL COST PER CAPITA $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2009 FY 2010 FY 2011 - 80 - FY 2012 Table of Contents Town Clerk PURPOSE STATEMENT ♦ The Town Clerk serves citizens in a courteous, impartial manner that promotes confidence and trust, provides all customers with quality service in an efficient and timely manner, and works in harmony with Elected Officials. The Clerk’s office prepares Council agendas and related documents; records legislative actions; attests official actions of the Council; and maintains, protects, preserves official records of the Town; and conducts fair and impartial Town elections in accordance with federal, state, and local laws. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Planned and administered 2011 Primary and General Election, including production and distribution of a Publicity Pamphlet for the General Election Responded to approximately 400 public records requests with 75% of responses in less than 24 hours Continued to work in partnership with Technology Services and OnBase Administrator on continued implementation of electronic document management Implemented hands-on user training for OnBase search and retrieval Coordinated Congress of Neighborhoods event and New Resident Socials th Provided support to Gilbert’s 90 Birthday celebration and State of the Town address ♦ ♦ BUDGET NOTES No election is scheduled resulting in a decrease in the contractual budget for FY 2012. Due to budget constraints, additional positions were not allocated and no personnel salary increases were given. Decrease in personnel costs are a result of .25 FTE being moved to the Town Manager budget due to the administrative reorganization that was implemented in FY 2011. OBJECTIVES FY 2012 ♦ Respond to 75% of all public records requests within 24 hours of receipt, excluding Fridays, Saturdays, Sundays, and holidays 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 Respond to 100% of all subpoenas within timeframe established by law PERFORMANCE 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 Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 68% 69% 77% 75% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% - 81 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Neighborhood Services Total Personnel EXPENSES BY ACTIVITY Town Clerk Neighborhood Services Total Expenses Actual FY 2009 Actual FY 2010 Budget FY 2011 8.16 3.25 7.16 2.25 7.16 1.25 7.16 1.00 7.16 1.00 11.41 9.41 8.41 8.16 8.16 Actual FY 2009 Actual FY 2010 Budget FY 2011 876,336 224,998 $ 1,101,334 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ Actual FY 2009 $ 1,101,334 $ Actual FY 2009 OPERATING RESULTS Total Revenues Total Expenses 7,821 1,101,334 Net Operating Result 1,059,340 183,630 1,072,560 103,660 851,099 $ 1,242,970 $ 1,176,220 Budget FY 2011 Projected FY 2011 $ (1,093,513) $ 664,480 186,619 - 652,780 590,190 - 588,250 587,970 - 851,099 $ 1,242,970 $ 1,176,220 Budget FY 2011 Projected FY 2011 Actual FY 2010 4,692 851,099 2,000 1,242,970 Budget FY 2012 574,620 108,550 $ $6.00 $4.00 $2.00 $0.00 FY 2010 FY 2011 - 82 - FY 2012 683,170 Budget FY 2012 606,350 76,820 - $ 2,620 1,176,220 (846,407) $ (1,240,970) $ (1,173,600) $ ANNUAL COST PER CAPITA FY 2009 Budget FY 2012 Projected FY 2011 667,117 183,982 Actual FY 2010 680,189 415,495 5,650 - Projected FY 2011 683,170 Budget FY 2012 2,000 683,170 (681,170) Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of General Counsel is to provide the highest quality legal services to elected and appointed officials and to staff in conducting Town business. Support is provided through the rendering of legal advice and opinions; preparation and review of contracts, ordinances, resolutions and other documents; preparation of standard procedures for staff; and attending regular meetings with Town staff. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Assisted with several complex water matters to increase Town water supply Assisted staff in the analysis and preparation of solar energy contracts Settled several litigation matters on terms beneficial to Town Worked with staff to collect delinquent assessments on Improvement District Number 11 Pursued collection of unpaid sales tax assessments and worked with staff to create standard procedures Negotiated several wireless telecommunications site leases for Town property and prepared model site lease form Prepared and/or worked with staff to prepare numerous code amendments, rezoning ordinances, and the General Plan Assisted CIP staff with resolving project problems, processed rights-of-way and wellsite acquisitions, and organized scalloped street assessments Worked with staff to efficiently address personnel issues as needed and administered Public Defender procurement for Court Prepared numerous legal opinions for Council and staff Conducted open meeting law and conflict of interest training for boards and commissions PERFORMANCE MEASURES ♦ ♦ ♦ ♦ Complete implementation of unified permitting process Work with staff to identify economic development incentives Assist staff with the implementation of the limited English Proficiency plan Assist staff with establishing standards for review and solicitation of alternative energy proposals for projects on Town property Assist Town to identify and implement cost saving measures Work with sales tax auditor and staff to increase sales tax collections Work with staff on addressing personnel issues and necessary amendments to the Personnel Rules and Personnel Procedures Continue public defender contract management for Court Continue to provide litigation status reports to the Council Continue to assist Town to comply with developments in the laws that affect Gilbert BUDGET NOTES General Counsel services are provided through a contract with Curtis, Goodwin, Sullivan, Udall & Schwab, P.L.C. The current contract is a one year contract commencing July 1, 2011 and ending on June 30, 2012. There is an option for a 1-year extension and termination with 180 days written notice. Council has expressed a desire to discuss a competitive process for the selection of a legal services provider or the potential of in-house counsel. Curtis, Goodwin, Sullivan, Udall & Schwab, P.L.C. have not increased their hourly rates for the past three years. Funds for the General Counsel can also be found in the Departmental line item budgets. Actual FY 2009 Actual FY 2010 No Performance Measures - 83 - Projected FY 2011 Anticipated FY 2012 Table of Contents General Counsel Actual FY 2009 Actual FY 2010 Budget FY 2011 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 2009 Actual FY 2010 Budget FY 2011 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel 539,535 Total Expenses $ $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 539,535 573,240 539,535 Total Revenues Total Expenses $ 539,535 Net Operating Result $ 515,020 (539,535) $ 573,240 $ 560,500 Actual FY 2010 515,020 (573,240) $ $ 560,500 515,020 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2011 - 84 - $ (560,500) $ $5.00 FY 2010 515,020 - 560,500 (515,020) $ FY 2012 515,020 Budget FY 2012 Projected FY 2011 ANNUAL COST PER CAPITA FY 2009 $ 560,500 - Budget FY 2011 573,240 515,020 Projected FY 2011 515,020 $ Budget FY 2012 560,500 Budget FY 2011 573,240 - Actual FY 2009 OPERATING RESULTS $ Budget FY 2012 Projected FY 2011 515,020 Actual FY 2010 539,535 $ 573,240 Projected FY 2011 515,020 Budget FY 2012 515,020 (515,020) Table of Contents Support Services _________________________________ Support Services Summary Facilities Maintenance Technology Services Human Resources Table of Contents Support Services BUSINESS UNIT DESCRIPTION Support Services Department represents the internal support functions of the Town, including: Facility Maintenance, Fleet Maintenance, Technology Services, and Human Resources. Facility Maintenance ensures staff and visitors have clean and safe buildings that are maintained according to specific standards. Technology Services supports and maintains all of the information systems. Human Resources provides support for the Town’s recruitment and selection, training, health insurance administration, and risk management needs. Detail regarding Fleet Maintenance is found under the Internal Service Fund tab. GOALS FY 2012 ♦ Provide internal customers an acceptable level of service at the least cost ♦ Implement proven new technology with the end user at the forefront, and enable maximum utilization of our technology investments for internal and external customers ♦ Reduce the cost of accidents, including insurance premiums, through effective safety programs and practices ♦ 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 Facilities Maintenance Administration Municipal Center Communication Services Public Works Facility Application Operations Municipal Office II GIS Public Safety Center Imaging Support Heritage Annex South Area Service Center Traffic Center/Radio Facility Human Resources Fleet Maintenance HR Administration Shop Training and Development Parts Risk Management Fuel Payroll Commercial - 85 - Table of Contents Support Services PERSONNEL BY DIVISION Support Services Admin Facilities Maintenance Technology Services Human Resources Total Personnel EXPENSES BY DIVISION Support Services Admin Facilities Maintenance 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 1.00 11.00 37.00 17.00 1.00 11.00 34.00 17.00 1.00 11.00 34.00 17.00 1.00 11.00 33.00 17.00 1.00 11.00 33.00 17.00 66.00 63.00 63.00 62.00 62.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 159,028 2,617,416 4,834,402 1,689,694 158,093 2,496,689 4,793,649 1,664,430 152,210 2,607,610 5,115,870 1,648,850 205,200 2,526,590 4,882,600 1,588,950 152,380 2,600,870 5,074,670 1,606,830 $ 9,300,540 $ 9,112,861 $ 9,524,540 $ 9,203,340 $ 9,434,750 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 5,357,996 3,927,034 15,510 - 5,243,448 3,869,413 - 5,319,660 4,204,880 - 5,047,210 4,156,130 - 5,306,370 4,128,380 - $ 9,300,540 $ 9,112,861 $ 9,524,540 $ 9,203,340 $ 9,434,750 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 150,213 9,300,540 243,325 9,112,861 216,500 9,524,540 216,500 9,203,340 216,500 9,434,750 $ (9,150,327) $ (8,869,536) $ (9,308,040) $ (8,986,840) $ (9,218,250) - 86 - Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2012 To maintain and repair assigned facilities and associated systems and equipment in proper working order for the safe and effective use of facilities and to respond to facility maintenance and repair needs of customers. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ Coordinated with the Fire Department and Parks and Recreation Department on their facilities, and installed systems and equipment Completed Municipal Center improvements: replaced carpet, installed lobby security walls, painted offices, and setup all modular furniture Upgraded the chillers at Public Safety and installed two new chillers at the Municipal Center ♦ Hire the most cost effective sub contractor for the work we are unable to perform due to manpower or expertise by obtaining three quotes or hiring lowest qualifying bidder Ensure appropriate and sufficient types and amounts of equipment, furnishings, and supplies are available to support the Facilities Maintenance section so we can cost effectively support our customers without costly or timely delays Replace the windows on the north side of Municipal Center BUDGET NOTES There were no personnel salary increases for FY 2012. Contractual line item budgets were reallocated among various cost centers depending on the need for FY 2012. PERFORMANCE MEASURES Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Number of emergency call outs 117 80 67 88 1.55 hours 1.80 hours 2.15 hours 2.15 hours $7.59 $7.08 $6.92 $7.18 $5.24 $4.74 $4.72 $4.64 $3.09 $3.04 $3.08 $3.07 $5.03 $4.71 $4.82 $4.88 $2.05 $2.14 $2.29 $2.32 $3.46 $2.83 $5.62 $4.43 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) Cost per square foot – Municipal Center II (51,500 square feet) Cost per square foot – Public Safety Center (178,000 square feet) Cost per square foot – South Area Service Center (86,000 square feet) Cost per square foot – Radio Maintenance Facility (7,580 square feet) - 87 - 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 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 Heritage Annex Radio Maintenance Facility Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2009 Actual FY 2010 Budget FY 2011 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 11.00 11.00 11.00 11.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 776,253 387,574 172,929 159,230 894,594 176,344 24,232 26,260 744,560 361,480 156,547 156,666 838,792 184,153 33,010 21,481 802,160 340,510 156,970 169,240 852,550 203,570 39,010 43,600 724,710 353,520 155,750 158,640 858,260 197,070 36,040 42,600 782,520 366,360 152,970 158,080 869,260 199,470 38,610 33,600 $ 2,617,416 $ 2,496,689 $ 2,607,610 $ 2,526,590 $ 2,600,870 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 725,530 1,876,376 15,510 - 695,059 1,801,630 - 749,660 1,857,950 - 683,350 1,843,240 - 738,920 1,861,950 - $ 2,617,416 $ 2,496,689 $ 2,607,610 $ 2,526,590 $ 2,600,870 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 148,510 2,617,416 Net Operating Result Projected FY 2011 223,632 2,496,689 216,300 2,607,610 216,300 2,526,590 216,300 2,600,870 $ (2,468,906) $ (2,273,057) $ (2,391,310) $ (2,310,290) $ (2,384,570) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2009 FY 2010 FY 2011 - 88 - FY 2012 Table of Contents Technology Services PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Eliminated duplication of Geographic Information System (GIS) addresses in annexed areas Implemented central storage solution for the Police Department Installed and implemented an OnBase Webserver in the Police Department Automated PD/Courts citation data entry and exchange Implemented the Full Court Enterprise software for courts Implemented case management system for Prosecutors Achieved Payment Card Industry (PCI) compliance and met the Protection of Personal Information (PPI) requirements Implemented Onbase for Accounts Payable Completed Active Directory (AD) assessment and implemented best practices Evaluated online payment of business registrations and licenses PERFORMANCE MEASURES % of problems resolved by Technology Services 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 Unplanned down time for network systems ♦ ♦ ♦ ♦ Implement Phase 1 of the Disaster Recovery/Continuity of Operations at the South Area Service Center Inter-agency collaboration for PD 9-1-1 dispatch failover to Mesa PD Consolidation and reduction of copier, printer, and multifunction devices Implementation of Remote Desktop Services in the Fire Stations Implementation of standardized model of Mobile Data Computers in police patrol cars Consolidation of physical servers in the data center to virtual hosts Enhancement to Eden to allow for electronic distribution of certificates and permits Assessment of storage strategy Deploy public facing GIS Internet Mapping Service Enhance GIS mapping interface to business systems BUDGET NOTES There were no personnel salary increases for FY 2012. A one-time expenditure $20,000 for web creation in FY 2011 is not included in the FY 2012 Contractual budget. Personnel was reduced by 1 FTE in September 2010 when Council authorized the elimination of a vacant Help Desk Technician position. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 71% 88% 90% 90% 69% 78% 80% 80% 0.25% 0.10% 0.10% 0.10% 1% 1% 2% 2% 0.50% 0.11% 0.25% 0.25% - 89 - 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 2011 Projected FY 2011 3.00 8.00 18.00 8.00 0.00 3.00 7.00 16.00 7.00 1.00 3.00 7.00 16.00 7.00 1.00 3.00 7.00 15.00 7.00 1.00 3.00 7.00 15.00 7.00 1.00 37.00 34.00 34.00 33.00 33.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 304,715 1,393,800 2,291,537 655,100 148,497 294,050 1,671,040 2,324,910 664,260 161,610 284,130 1,385,010 2,302,730 645,810 264,920 294,440 1,563,800 2,382,500 662,200 171,730 $ 4,834,402 $ 4,793,649 $ 5,115,870 $ 4,882,600 $ 5,074,670 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 3,023,291 1,811,111 - 2,935,678 1,857,971 - 3,024,590 2,091,280 - 2,791,980 2,090,620 - 3,003,390 2,071,280 - $ 4,834,402 $ 4,793,649 $ 5,115,870 $ 4,882,600 $ 5,074,670 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 314,562 1,519,963 2,303,843 696,034 - EXPENSES BY CATEGORY Total Expenses Actual FY 2009 1,503 4,834,402 18,677 4,793,649 5,115,870 4,882,600 5,074,670 $ (4,832,899) $ (4,774,972) $ (5,115,870) $ (4,882,600) $ (5,074,670) COST PER FTE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2009 FY 2010 - 90 - FY 2011 FY 2012 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. ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ OBJECTIVES FY 2012 ♦ Submitted award-winning application for Department of Defense Employer Support Freedom Award Conducted thorough I-9 Audit Developed Workers’ Compensation post injury management program Implemented On-Boarding program for new employees Provided staff support for development of the Strategic Plan and Think Tank for the Future community meetings Facilitated development of Environmental Task Force vision and mission Facilitated Gilbert Redevelopment Commission annual plan development Conducted new training for employees on “Skills for Effective Presentations to Council” Coordinated implementation of the Kaizen Lean Sigma event in Development Services Implemented CQI survey PERFORMANCE MEASURES Turnover rate for regular employees Developed CQI video for residents and new employees Conducted Town-wide comprehensive noise monitoring analysis Developed safety procedures for Hearing Conservation, Bloodborne Pathogens, Powered Industrial Trucks, Machine Guarding, Power Tools, Fall Protection and Cranes/Hoists/Slings Investigated 255 property casualty claims Coordinated litigation for 25 lawsuits ♦ ♦ ♦ Develop and implement technology solutions that provide for more efficient workflow processes for Human Resources Create a plan to optimize current technology and use cutting-edge technology to keep employees and supervisors informed Ensure all environmental permits are current and meet regulatory compliance standards Research and develop talent management strategies to strengthen quality employees Research and develop strategies for easy online access to virtual learning opportunities and training records BUDGET NOTES There were no personnel salary increases for FY 2012. Staffing levels have not changed since FY 2009. In FY 2011, the Contractual budget included a one-time appropriation of $27,500 for a Strategic Plan update. The Human Resource Contractual budget was additionally reduced by $32,000 for behavior health counseling services. This component of the employee benefit package was included in the Health Self Insurance fund for FY 2012. Actual FY 2009 8.11% Actual FY 2010 4.99% Projected FY 2011 6.60% Anticipated FY 2012 10.00% Percentage of successful placements * 86% 84% 85% Direct Learning Expenditure per Employee Benefits as a % of Total Compensation (including salary, benefits, and overtime) Experience Modification Rate Workers’ Compensation Premium Cost per Employee Average Value of Public Entity Insurance Claims Human Resources Staff to Employee Ratio * $202 $205 $185 * 36% 34% 34% * 0.95 0.87 0.95 * $1,334 $918 $898 $2,240 $2,096 $2,350 $2,350 1:71.06 1:69.83 1:69.69 1:69.92 *New measure; data not available - 91 - 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 2011 Projected FY 2011 10.00 2.00 3.00 2.00 10.00 2.00 3.00 2.00 9.75 2.00 3.00 2.25 9.00 2.00 3.00 3.00 9.00 2.00 3.00 3.00 17.00 17.00 17.00 17.00 17.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 946,524 214,422 277,076 226,408 916,690 246,200 295,740 190,220 811,080 241,560 295,090 241,220 833,730 219,190 298,020 255,890 $ 1,689,694 $ 1,664,430 $ 1,648,850 $ 1,588,950 $ 1,606,830 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,453,887 235,807 - 1,457,706 206,724 - 1,395,290 253,560 - 1,368,730 220,220 - 1,413,770 193,060 - $ 1,689,694 $ 1,664,430 $ 1,648,850 $ 1,588,950 $ 1,606,830 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 941,167 240,104 289,325 219,098 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 200 1,689,694 1,016 1,664,430 200 1,648,850 200 1,588,950 200 1,606,830 $ (1,689,494) $ (1,663,414) $ (1,648,650) $ (1,588,750) $ (1,606,630) COST PER FTE $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2009 FY 2010 - 92 - FY 2011 FY 2012 Table of Contents Finance _________________________________ Finance Summary Accounting Services Purchasing Tax Compliance Budget Table of Contents Finance BUSINESS UNIT DESCRIPTION This unit represents the financial functions of the Town, including: Accounting, Budget, Purchasing, Tax Compliance, and Utilities. Finance operations include the maintenance of accurate and complete financial records; payment of all vendors; management of Town-wide purchasing; planning, monitoring, and implementation of budget functions; responsibility for local tax compliance; management of billing and customer service operations for utilities; and the provision of meaningful and timely financial reports and information. GOALS FY 2012 ♦ ♦ ♦ ♦ ♦ Provide oversight of financial procedures Preserve financial integrity Present accurate financial reports Address Council strategic initiative of Rolling Five-Year Balanced Financial Plan Continue to develop in-house tax compliance program ORGANIZATIONAL CHART FINANCE Accounting Purchasing Tax Compliance Budget Utilities - 93 - Table of Contents Finance Actual FY 2009 Actual FY 2010 Budget FY 2011 Administration Accounting Purchasing Tax Compliance Budget Utilities 0.00 10.00 1.00 1.00 7.00 13.25 0.00 10.00 1.00 1.00 6.00 13.25 0.00 9.75 1.00 3.00 2.00 0.00 1.00 9.00 1.00 3.00 4.25 0.00 1.00 9.00 2.00 3.00 4.25 0.00 Total Personnel 32.25 31.25 15.75 18.25 19.25 Actual FY 2009 Actual FY 2010 Budget FY 2011 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 Administration Accounting Purchasing Tax Compliance Budget Utilities 775,542 324,712 639,767 1,659,971 779,722 304,236 655,880 1,633,502 727,750 251,070 300,820 271,210 - 98,420 585,500 194,350 221,670 304,400 - 146,340 730,010 238,380 321,710 384,620 - Total Expenses $ 3,399,992 $ 3,373,340 $ 1,550,850 $ 1,404,340 $ 1,821,060 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 2,167,415 1,232,577 - 2,152,434 1,220,906 - 1,313,210 237,640 - 1,174,000 230,340 - 1,554,560 266,500 - $ 3,399,992 $ 3,373,340 $ 1,550,850 $ 1,404,340 $ 1,821,060 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 104,665 3,399,992 127,328 3,373,340 305,830 1,550,850 $ (3,295,327) $ (3,246,012) $ (1,245,020) $ - 94 - 658,000 1,404,340 735,700 1,821,060 (746,340) $ (1,085,360) Table of Contents Accounting PURPOSE STATEMENT OBJECTIVES FY 2012 The Accounting Division ensures accurate financial reporting on the results of operations, and processes financial transactions in a timely manner. The Accounting Division responsibilities include the general ledger, accounts payable, accounts receivable, special assessments, fixed assets, cash and debt management, and grant accounting. ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received Certificate of Achievement for Excellence in Financial Reporting for the th 20 consecutive year from the Government Finance Officers Association (GFOA) Met all required processing and reporting deadlines for responsible areas Utilized the services of an investment advisor and enhanced returns through longer-term investment options Started the process of scanning accounts payable documents into OnBase resulting in approximately 50% of departments now operating more efficiently without paper processing Implemented e-payables for various accounts payable vendors which has increased the rebate amounts the Town receives Received the CQI High Performing Distinction for the 2011 CQI survey results 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 Complete the accounts payable paperless process with all remaining departments Adopt written financial policies that will establish guidelines for the Town’s overall fiscal planning and management BUDGET NOTES There were no personnel salary increases for FY 2012. There were no staffing changes for FY 2012. There was no substantial change to the Accounting Division budget in FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 # of material weaknesses in internal controls reported by the auditors 0 0 0 0 % of time processes and reports are completed by required deadlines 100% 100% 100% 100% PERFORMANCE MEASURES - 95 - Table of Contents Accounting PERSONNEL BY ACTIVITY Accounting Total Personnel EXPENSES BY ACTIVITY Accounting Total Expenses $ Budget FY 2011 10.00 10.00 9.75 9.00 9.00 10.00 10.00 9.75 9.00 9.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 775,542 779,722 $ Actual FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 775,542 $ 11,467 775,542 $ $ (764,075) $ 779,722 $ 14,436 779,722 (765,286) $ 727,750 Budget FY 2012 585,500 $ 585,500 730,010 $ Projected FY 2011 588,400 139,350 - Actual FY 2010 - 96 - 727,750 Budget FY 2012 Projected FY 2011 Budget FY 2011 533,400 246,322 - Actual FY 2009 Total Revenues Total Expenses 779,722 Projected FY 2011 727,750 Actual FY 2010 529,342 246,200 - OPERATING RESULTS Net Operating Result Actual FY 2010 775,542 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 Budget FY 2012 453,580 131,920 $ Budget FY 2011 5,000 727,750 (722,750) $ 585,500 730,010 583,810 146,200 $ Projected FY 2011 8,000 585,500 (577,500) $ 730,010 Budget FY 2012 8,000 730,010 (722,010) Table of Contents Purchasing PURPOSE STATEMENT OBJECTIVES FY 2012 The Purchasing Division works with departments to ensure that goods and services are procured in a timely and cost-effective manner that is compliant with Town ordinances and Federal and State statutes. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ Participated in a cooperative bid process to obtain a new purchasing card contract that earned an estimated rebate of $18,000 for FY 2011 Implemented a program called E-Payables through the purchasing card contract which will save check processing costs and increase the rebate by an estimated $54,000 per year Trained departments and coordinated the implementation of the contracts module in Eden, the Town’s financial management software Implemented a procedure that requires a purchase order for any purchase or contract greater than $10,000 PERFORMANCE MEASURES Fill the Purchasing Administrator position that is included in the FY 2012 budget Review current purchasing policies and procedures and implement improvements as identified Implement a procedure requiring a contract for all services Identify Performance Measures for Purchasing Division BUDGET NOTES There were no personnel salary increases for FY 2012. A Purchasing Administrator position was added to the Purchasing Division FY 2012 budget. Actual FY 2009 Actual FY 2010 Projected FY 2011 To be determined upon hiring of Purchasing Administrator - 97 - Anticipated FY 2012 Table of Contents Purchasing PERSONNEL BY ACTIVITY Purchasing Total Personnel EXPENSES BY ACTIVITY Purchasing Total Expenses $ Budget FY 2011 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 324,712 304,236 $ Actual FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 324,712 $ 324,712 $ $ (324,712) $ 304,236 $ 304,236 (304,236) $ 251,070 Budget FY 2012 194,350 $ 194,350 238,380 $ Projected FY 2011 238,350 12,720 - Actual FY 2010 - 98 - 251,070 Budget FY 2012 Projected FY 2011 Budget FY 2011 286,730 17,506 - Actual FY 2009 Total Revenues Total Expenses 304,236 Projected FY 2011 251,070 Actual FY 2010 306,324 18,388 - OPERATING RESULTS Net Operating Result Actual FY 2010 324,712 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 Budget FY 2012 179,090 15,260 $ Budget FY 2011 251,070 (251,070) $ 194,350 238,380 220,450 17,930 $ Projected FY 2011 194,350 (194,350) $ 238,380 Budget FY 2012 238,380 (238,380) Table of Contents Tax Compliance PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of Tax Compliance is to promote voluntary tax compliance through systematic and comprehensive tax compliance programs designed to educate the community in a fair, equitable, and cost-effective manner, while providing superior customer service to all of our customers. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ Since inception, October 2010: ♦ Developed comprehensive overall tax compliance plan ♦ Created uniform tax compliance procedures and forms ♦ Developed and implemented specific tax compliance programs for several major tax classifications ♦ Achieved in excess of 80% compliance rate from taxpayers contacted ♦ Fostered ongoing working relationships with internal and external customers to assist in their tax compliance needs ♦ Enhanced customer communications through Town website, brochures, correspondence, and presentations ♦ Initiated tax-related employee training program ♦ Established active Town participation in state-wide tax compliance uniformity group Increase overall tax compliance by achieving greater than 85% compliance rate from those taxpayers contacted Initiate two new specific compliance programs and continue existing specific compliance programs Enhance customer outreach and education through e-learning videos, presentations to business organizations, and continued enhancement of website Develop and initiate a quality assurance / customer feedback program BUDGET NOTES There were no personnel salary increases for FY 2012. A one-time expense of approximately $20,000 has been added to the supplies and contractual expenses for software and hardware for required services. The software/hardware expense was identified by Town Council as a Strategic Initiative. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 % of reviewed taxpayers brought into compliance * * 80% 85% % of customer satisfaction * * * 85% PERFORMANCE MEASURES * New Measure; data not available - 99 - Table of Contents Tax Compliance Actual FY 2009 Actual FY 2010 Budget FY 2011 Tax Compliance 1.00 1.00 3.00 3.00 3.00 Total Personnel 1.00 1.00 3.00 3.00 3.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 - - PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Tax Compliance Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ $ Total Revenues Total Expenses Actual FY 2010 - - - $ 93,198 - $ 110,387 - 100 - $ 300,820 $ 221,670 238,290 83,420 $ 428,330 321,710 Budget FY 2012 650,000 221,670 $ 321,710 Budget FY 2012 Projected FY 2011 300,830 300,820 10 $ 156,870 64,800 - Budget FY 2011 $ 221,670 321,710 Projected FY 2011 233,500 67,320 $ Budget FY 2012 221,670 Budget FY 2011 110,387 $ 300,820 Budget FY 2012 Projected FY 2011 300,820 Actual FY 2010 93,198 $ - Actual FY 2009 Actual FY 2009 OPERATING RESULTS Net Operating Result - Projected FY 2011 727,700 321,710 $ 405,990 Table of Contents Budget PURPOSE STATEMENT OBJECTIVES FY 2012 The Budget Division assists in the management of the Town’s resources, including meeting legal requirements for financial management. The division reviews department budgets; ensures that management, legislative and financial proposals are consistent with relevant statutes and Council objectives; provides both short and long-range analysis and advice to government officials; and develops Town-wide policies. The Budget Division is responsible for developing, enacting, and implementing the Town’s budget. The Budget Division is committed to improving the effectiveness and efficiency of government programs and rules. ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received the Distinguished Budget th Presentation Award for the 12 consecutive year from the Government Finance Officers Association Improved cash flow management process in order to maximize returns on cash investments Established Policies of Responsible Financial Management Completed successful reorganization of Budget Division under the Finance Department and increased Division staff Implemented support program of assigned budget analysts for each Town department Improved collaboration with Municipal Property Corporations (MPC) Initiated Franklin Covey goal management program Broadened citizen participation program in budget process through Citizen Think Tank ♦ ♦ Receive the Distinguished Budget th Presentation Award for the 13 consecutive year from the Government Finance Officers Association Assist in the development and implementation of policies in accordance with the Council’s priorities Refinance 2001 Public Facility MPC Bonds to gain cost savings over life of bonds Increase Division staff’s knowledge of Town wide operations Successfully execute Franklin Covey goal management program Implement Rolling Five-Year Balanced Financial Plan (Council strategic initiative) Work with Human Resources to define a fair and equitable salary compensation program for inclusion in the financial plan Address structural deficit Establish rapport and trust with Town departments BUDGET NOTES There were no personnel salary increases for FY 2012. The Budget Division was established as a division within Finance during FY 2011, having previously been housed under the Town Manager’s Office as Financial Planning. Fluctuations in personnel and contractual costs are a result of departmental staffing changes and reallocating budgets among line items. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Aa2 Aa1 Aa1 Aa1 % reduction of structural deficit * * * 50% Internal satisfaction rating of satisfied or highly satisfied of Budget staff performance * * * 85% PERFORMANCE MEASURES Maintain high quality bond rating (Moody’s G.O. Bond Rating) *New measure; no data available - 101 - Table of Contents Budget PERSONNEL BY ACTIVITY Budget Total Personnel EXPENSES BY ACTIVITY Budget Total Expenses $ Budget FY 2011 7.00 6.00 2.00 4.25 4.25 7.00 6.00 2.00 4.25 4.25 Actual FY 2009 Actual FY 2010 Budget FY 2011 639,767 655,880 $ Actual FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 639,767 $ 639,767 $ $ (639,767) $ 655,880 $ 875 655,880 (655,005) $ 271,210 Budget FY 2012 304,400 $ 304,400 384,620 $ Projected FY 2011 252,960 18,250 - Actual FY 2010 - 102 - 271,210 Budget FY 2012 Projected FY 2011 Budget FY 2011 626,966 28,914 - Actual FY 2009 Total Revenues Total Expenses 655,880 Projected FY 2011 271,210 Actual FY 2010 602,348 37,419 - OPERATING RESULTS Net Operating Result Actual FY 2010 639,767 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 Budget FY 2012 287,850 16,550 $ Budget FY 2011 271,210 (271,210) $ 304,400 384,620 368,460 16,160 $ Projected FY 2011 304,400 (304,400) $ 384,620 Budget FY 2012 384,620 (384,620) 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 2012 ♦ 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 - 103 - Table of Contents Legal and Court Actual FY 2009 Actual FY 2010 Budget FY 2011 Town Prosecutor Municipal Court 19.00 31.25 19.00 31.42 19.00 31.42 19.00 31.42 19.00 30.42 Total Personnel 50.25 50.42 50.42 50.42 49.42 Actual FY 2009 Actual FY 2010 Budget FY 2011 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 Town Prosecutor Municipal Court 1,582,887 2,859,388 1,581,965 2,868,355 1,608,690 2,867,570 1,548,340 2,721,000 1,602,660 2,673,260 Total Expenses $ 4,442,275 $ 4,450,320 $ 4,476,260 $ 4,269,340 $ 4,275,920 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS 3,787,659 654,616 - 3,810,540 639,780 - 3,853,490 622,770 - 3,611,180 658,160 - 3,729,340 546,580 - $ 4,442,275 $ 4,450,320 $ 4,476,260 $ 4,269,340 $ 4,275,920 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Total Revenues Total Expenses Net Operating Result 108,289 4,442,275 96,000 4,476,260 103,500 4,269,340 101,600 4,275,920 $ (4,333,986) $ (4,347,231) $ (4,380,260) $ (4,165,840) $ (4,174,320) PERFORMANCE MEASURES # of Court Appearances – Prosecutor # of Criminal Trials (Jury and Bench Trials Only) # of Guilty Pleas # of Charges Dismissed 103,089 4,450,320 Actual FY 2009 18,605 Actual FY 2010 19,537 Projected FY 2011 20,000 Anticipated FY 2012 21,000 208 289 150 200 4,617 4,244 4,428 4,800 4,987 4,629 4,559 4,900 - 104 - Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Concluded implementation of new software system by fine tuning operational requirements Trained staff on use of new software system Began live operation of new software system, thereby taking the first step towards becoming a paperless office and increasing efficiency Continued volunteer project within the office to assist with victim rights notification and filing duties Utilized a legal intern from Phoenix School of Law to assist with attorney duties including drafting of motion responses Developed strategic initiatives and objectives Assist crime victims with receiving monetary reparation from the defendant when they are financially impacted by criminal activity Assist crime victims in obtaining counseling services to assist in rehabilitation Effectively prosecute crimes and hold defendants accountable for their actions Effectively use technology to increase office efficiencies to reduce demands on human resources in three departments while providing excellent service to both inside and outside customers BUDGET NOTES There were no personnel salary increases for FY 2012. Department continues to implement paperless initiatives and will examine for potential future cost savings. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Percentage of cases charged after review 61% 64% 65% 65% Number of Criminal Cases Tracked 6,821 6,402 6,400 6,600 % of Domestic Violence Offenders Referred to Counseling Programs 100% 100% 100% 100% Volunteer hours served 132.00 289.75 361.25 300.00 PERFORMANCE MEASURES - 105 - 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 2009 Actual FY 2010 Budget FY 2011 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 1,582,887 1,581,965 1,608,690 1,548,340 1,602,660 $ 1,582,887 $ 1,581,965 $ 1,608,690 $ 1,548,340 $ 1,602,660 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,503,607 79,280 - 1,492,904 89,061 - 1,540,560 68,130 - 1,433,590 114,750 - 1,534,530 68,130 - $ 1,582,887 $ 1,581,965 $ 1,608,690 $ 1,548,340 $ 1,602,660 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 8,364 1,582,887 Net Operating Result Projected FY 2011 5,468 1,581,965 4,500 1,608,690 4,500 1,548,340 4,500 1,602,660 $ (1,574,523) $ (1,576,497) $ (1,604,190) $ (1,543,840) $ (1,598,160) COST PER CASE $300.00 $225.00 $150.00 $75.00 $0.00 FY 2009 FY 2010 - 106 - FY 2011 FY 2012 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully transitioned to case management system driven calendaring system resulting in easily accessible and accurate web calendar Transitioned to new and improved case management system funded through local JCEF grant Successfully implemented home detention program Improved statistical reporting by defining events and standardizing event results Successfully implemented E-subpoena system, reducing paper consumption Successfully implemented electronic disposition reporting to MVD Created Limited English Proficiency Plan to remain compliance with Federal Law 25,000 charges filed 650 Civil Traffic Hearings 3,200 petition to revoke probation PERFORMANCE MEASURES Reduce telephone contacts by 5% from prior year due to implementation of online case management system* Reduce % of unresolved DUI Cases Over 180 days old to less than 15% Reduce manual public information requests by 5% each year due to implementation of online case management system* *New measure; data not available ♦ Aggressively promote web-based court scheduling system in order to improve customer service and preserve town resources Reduce number of DUI cases more than 180 days old; whenever possible, the court will schedule events on a next available basis in an effort to expedite case processing and ensure trial certainty Offer access to Court staff as well as outside agencies to satellite broadcasts and live training sessions as they become available, with an initial goal of at least two events each fiscal year at the Municipal Court Training Center Provide unprecedented public access to electronic case management system including access to court date information, forms, offense history, and disposition information BUDGET NOTES There were no personnel salary increases for FY 2012. Personnel numbers decreased due to a corresponding decrease in case filings. Public Defender budget reduced based on historical spending trends. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 37,821 81,612 77,500 73,625 15.9% 18.5% 18.0% 15.0% * 1,312 1,200 1,140 - 107 - Table of Contents Municipal Court Actual FY 2009 Actual FY 2010 Budget FY 2011 Municipal Court 31.25 31.42 31.42 31.42 30.42 Total Personnel 31.25 31.42 31.42 31.42 30.42 Actual FY 2009 Actual FY 2010 Budget FY 2011 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 Net Operating Result Projected FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 2,859,388 2,868,355 2,867,570 2,721,000 2,673,260 $ 2,859,388 $ 2,868,355 $ 2,867,570 $ 2,721,000 $ 2,673,260 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,284,052 575,336 - 2,317,636 550,719 - 2,312,930 554,640 - 2,177,590 543,410 - 2,194,810 478,450 - $ 2,859,388 $ 2,868,355 $ 2,867,570 $ 2,721,000 $ 2,673,260 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 99,925 2,859,388 97,621 2,868,355 91,500 2,867,570 99,000 2,721,000 97,100 2,673,260 $ (2,759,463) $ (2,770,734) $ (2,776,070) $ (2,622,000) $ (2,576,160) - 108 - 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 Engineering Services 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, Engineering Services, 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. Engineering Services oversees traffic operations and traffic engineering and manages the Capital Improvement Program. Planning and Development sets the development guidelines through the General Plan and Town Ordinances. Permitting and Plan Review ensures the codes and guidelines are complied with during review of construction documents. 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 2012 ♦ Actively recruit high value added businesses with an emphasis on Bio-Med/Life Sciences companies to Gilbert ♦ Proactively 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 ♦ Ensure that all structures built in Gilbert meet the adopted construction and land use codes to provide safe structures for all ♦ Provide a proactive, 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 Admin & Customer Service Inspection & Compliance Building Permitting & Plan Review Engineering Services Fire Building Capital Projects Engineering Fire Traffic Engineering Planning Engineering Traffic Operations Code Planning Development Backflow - 109 - Table of Contents Development Services PERSONNEL BY DIVISION Actual FY 2009 Actual FY 2010 Budget FY 2011 8.00 18.50 27.50 10.00 5.00 0.00 8.00 18.50 27.50 10.00 5.00 0.00 8.00 18.50 25.25 10.00 5.00 0.00 8.00 13.50 25.25 10.00 5.00 5.00 8.00 13.50 25.25 10.00 5.00 5.00 69.00 69.00 66.75 66.75 66.75 Actual FY 2009 Actual FY 2010 Budget FY 2011 Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business Development Engineering Services Total Personnel EXPENSES BY DIVISION Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Business Development Engineering Services 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 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 678,642 2,371,113 2,933,836 1,595,797 2,548,495 - 665,810 2,001,930 2,374,412 1,131,306 1,863,939 - 653,520 1,885,590 2,135,220 1,154,310 563,950 - 642,750 1,342,510 2,036,690 1,043,490 551,290 390,110 753,290 1,296,690 2,130,660 1,096,510 669,090 562,360 $ 10,127,883 $ 8,037,397 $ 6,392,590 $ 6,006,840 $ 6,508,600 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 7,226,716 2,900,102 1,065 - 6,022,957 2,014,440 - 5,676,760 715,830 - 5,462,310 544,530 - 5,622,690 885,910 - $ 10,127,883 $ 8,037,397 $ 6,392,590 $ 6,006,840 $ 6,508,600 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 3,774,846 10,127,883 4,027,639 8,037,397 2,892,300 6,392,590 2,930,900 6,006,840 3,039,420 6,508,600 $ (6,353,037) $ (4,009,758) $ (3,500,290) $ (3,075,940) $ (3,469,180) Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Number of single family permits issued 1,034 1,426 1,130 1,200 Acres of land approved for development through re-zoning 1,250 309 375 275 89 58 40 25 PERFORMANCE MEASURES Acres annexed - 110 - Table of Contents Administration and Customer Service PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ Simplified related licensing and permit processes through Unified Permitting by establishing yearly business registration and updating the registration form to include information regarding specialty licenses, certificates of occupancy and sign permits Obtained customer satisfaction survey results of which 100% of customers stated that they were treated fairly Completed electronic imaging of all business license files Transitioned all business license processing from hard copy to electronic review and approval Implement Unified Annual Business Licensing to include yearly fire inspection and burglar alarm fees Upgrade Eden software to provide autoemail capabilities for business licenses and automated imaging and indexing into OnBase Provide opportunities for credit card payments BUDGET NOTES There were no personnel salary increases for FY 2012. There is no change in FTE. The FY 2012 Budget includes a $95,000 increase in Supplies and Contractual for software upgrades as a major step in executing Gilbert’s Strategic Initiatives. The upgrades will provide web business licensing and payment options to customers. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Process business registration applications same day as received * 75% 90% 95% Issue business registrations within 5 working days * 80% 80% 90% Process permit applications same day as received * 80% 90% 95% Maintain customer satisfaction rating of 95% * 95% 100% 95% Assist counter customers within 4 minutes of arrival * 65% 90% 95% PERFORMANCE MEASURES *New measure; data not available - 111 - Table of Contents Administration and Customer Service PERSONNEL BY ACTIVITY Actual FY 2009 Actual FY 2010 Budget FY 2011 Admin and Customer Svc 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Total Personnel EXPENSES BY ACTIVITY Admin and Customer Svc Total Expenses 678,642 $ 678,642 665,810 $ 665,810 Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ 678,642 Total Revenues Total Expenses $ $ Actual FY 2010 653,520 (441,581) $ 642,750 $ 642,750 360,750 653,520 $90.00 $60.00 $30.00 $0.00 - 112 - $ (413,450) $ $120.00 FY 2011 610,830 142,460 - 229,300 642,750 (292,770) $ FY 2012 753,290 Budget FY 2012 Projected FY 2011 $150.00 FY 2010 $ 590,780 51,970 - COST PER PERMIT FY 2009 753,290 Projected FY 2011 Budget FY 2011 224,229 665,810 (438,969) $ $ 615,130 38,390 $ Budget FY 2012 642,750 Budget FY 2011 665,810 239,673 678,642 Net Operating Result 653,520 624,661 41,149 - Actual FY 2009 OPERATING RESULTS $ Budget FY 2012 Projected FY 2011 653,520 Actual FY 2010 608,092 70,550 - Projected FY 2011 753,290 Budget FY 2012 229,820 753,290 (523,470) Table of Contents Permit and Plan Review Services PURPOSE STATEMENT OBJECTIVES FY 2012 The purpose of Permitting and Plan Review Services is to assure a safe environment within Gilbert through the administration of adopted regulations relating to construction, zoning, backflow prevention and other Gilbert code requirements. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Processed 5,373 applications Processed 361 commercial permits valuing $42,116,078 – 18 were large commercial projects Processed 491 sign permits Processed 1,196 single family permits – 32 were custom homes Processed 126 standard homes Investigated electronic plan review possibilities, decided on software/hardware choices, and established implementation schedule Reviewed the 2009 International Codes and the 2008 National Electrical Code for significant changes PERFORMANCE MEASURES Percentage of P.E.R.T. (Partners Experiencing Results Together) reviews that met the agreed upon schedule st Average # of working days to complete 1 review of large commercial projects – goal is 20 working days st Average # of working days to complete 1 review of custom and standard homes – goal is 15 working days Continue to respond to customer survey comments and other input suggesting improvements to our processes and procedures Adhere to the published plan review goal times Implement electronic plan review Reduce project review turn-around times for tenant improvements and residential submittals BUDGET NOTES There were no personnel salary increases for FY 2012. Budget reflects the transfer of 5.0 FTE to a newly established Engineering Division. Personnel budget reflects this change with a reduction of $485,030 from FY 2011 to FY 2012 budgets. Supplies and Contractual expenses were also reduced by $103,870. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 100% 100% 100% 100% * 16.67 13.00 13.00 * 14.86 14.50 14.00 * New measure; data not available - 113 - 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 2011 Projected FY 2011 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 4.60 2.90 4.40 1.60 4.60 2.90 18.50 18.50 18.50 13.50 13.50 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 414,852 152,017 1,168,814 266,247 425,910 151,360 1,049,140 259,180 388,310 144,940 560,310 248,950 432,200 151,360 451,770 261,360 $ 2,371,113 $ 2,001,930 $ 1,885,590 $ 1,342,510 $ 1,296,690 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,105,056 266,057 - 1,758,661 243,269 - 1,722,430 163,160 - 1,328,860 13,650 - 1,237,400 59,290 - $ 2,371,113 $ 2,001,930 $ 1,885,590 $ 1,342,510 $ 1,296,690 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 685,016 152,489 1,196,320 337,288 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 $ 2,852,093 2,371,113 3,037,991 2,001,930 480,980 $ 1,036,061 2,095,600 1,885,590 $ 210,010 2,328,500 1,342,510 2,374,280 1,296,690 985,990 $ 1,077,590 $ AVERAGE PERMIT AND PLAN REVIEW COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2009 FY 2010 - 114 - FY 2011 FY 2012 Table of Contents Inspection and Compliance Services PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of Inspection and Compliance Services is to ensure 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 2011 ♦ ♦ ♦ ♦ 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 two days of receipt Coordinated efforts with rest of Development Services to simplify and streamline the certificate of occupancy permitting/inspection process for small business owners ♦ Complete all requested inspections within established guidelines Respond to 98% of complaints within two days of receipt Review all business registration requests within applicable established guidelines Equip Code Compliance Inspectors with laptop computers to improve efficiency by reducing the number of return trips and calls into the office by 70% Resolve 98% of total Code Compliance caseloads resolve without having to issue citations or file long form complaints BUDGET NOTES There were no personnel salary increases for FY 2012. There were no substantial budget changes from FY 2011 to FY 2012. Personnel costs decreased by $6,680 mostly from reduced workers compensation costs; while Supplies and Contractual expenses increased by $2,120. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 % 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 24 hours 100% 100% 100% 100% % of business registration reviews completed within established guidelines 100% 100% 100% 100% % of caseloads resolved without issuance of citation or filing of long form complaints * * 98% 98% PERFORMANCE MEASURES * New measure; data not available - 115 - 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 2009 Actual FY 2010 Budget FY 2011 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 8.65 1.30 6.65 0.80 7.85 0.00 8.65 1.30 6.65 0.80 7.85 0.00 27.50 27.50 25.25 25.25 25.25 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 1,232,439 159,770 617,162 102,132 618,981 203,352 854,928 105,410 561,914 63,686 569,723 218,751 820,370 106,760 564,180 60,410 583,500 - 772,640 100,570 547,090 58,650 557,740 - 816,220 105,120 562,800 60,720 585,800 - $ 2,933,836 $ 2,374,412 $ 2,135,220 $ 2,036,690 $ 2,130,660 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,722,406 210,365 1,065 - 2,252,749 121,663 - 1,979,890 155,330 - 1,912,700 123,990 - 1,973,210 157,450 - $ 2,933,836 $ 2,374,412 $ 2,135,220 $ 2,036,690 $ 2,130,660 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 251,669 2,933,836 Net Operating Result Projected FY 2011 265,695 2,374,412 47,950 2,135,220 45,000 2,036,690 64,250 2,130,660 $ (2,682,167) $ (2,108,717) $ (2,087,270) $ (1,991,690) $ (2,066,410) COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2009 FY 2010 FY 2011 - 116 - FY 2012 Table of Contents Planning and Development PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ General Plan 2011 Update approved by Town Council and 82% of voters Banner/MD Anderson Cancer Center streamlined approvals Gilbert LDS Temple approval by Design Review Board Implemented paperless Pre-Application process Land Development Code (LDC) Text Amendments for: Administrative Approval of Comprehensive Sign Plans, temporary signage, medical marijuana, fireworks, Manufacturing and Assembly definitions, Chapter 1 revisions, Administrative Use Permit, and Property Maintenance Ordinance Staffed Redevelopment Commission and implemented a Heritage District Web Page Coordinated Downtown Gilbert Farmers Market Incorporated Sign Permit approvals into Planning Division High customer satisfaction survey results PERFORMANCE MEASURES % of items continued due to ad errors % 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 % of planning projects completed within established schedule ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Prioritize and begin completion of implementation strategies in the General Plan Implement Land Development Code (LDC) Text Amendments for: sign code, zoning reversions, medical marijuana, and religious assemblies Move to Adopt Right-of-Way Encroachment Ordinance Analyze Mixed-Use Ordinance and Design Guidelines Amend Gateway Area right-of-way standards and streetscape designs guidelines Provide paperless packets for Boards and Commissions 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 2012. Supplies and Contractual expenses have been reduced by $50,500, with substantial reductions in legal and zoning ordinance advertising fees. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 2% 1% 0% 0% 100% 100% 100% 100% 100% 100% 100% 100% 95% 98% 98% 98% * * 98% 100% * New measure; data not available - 117 - Table of Contents Planning and Development PERSONNEL BY ACTIVITY Planning and Development Total Personnel EXPENSES BY ACTIVITY Planning and Development Total Expenses Budget FY 2011 Projected FY 2011 Budget FY 2012 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,131,306 1,154,310 1,043,490 1,096,510 $ 1,595,797 $ 1,131,306 $ 1,154,310 $ 1,043,490 $ 1,096,510 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,365,039 230,758 - 961,011 170,295 - 939,760 214,550 - 911,270 132,220 - 932,460 164,050 - $ 1,595,797 $ 1,131,306 $ 1,154,310 $ 1,043,490 $ 1,096,510 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 1,595,797 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 431,395 1,595,797 499,699 1,131,306 $ (1,164,402) $ 388,000 1,154,310 (631,607) $ 328,100 1,043,490 (766,310) $ (715,390) $ AVERAGE COST PER CASE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2009 FY 2010 - 118 - FY 2011 FY 2012 371,070 1,096,510 (725,440) Table of Contents Business Development PURPOSE STATEMENT OBJECTIVES FY 2012 The purpose of the Gilbert Business Development Division is to attract and retain business and industry to the community. The Business Development staff works with other departments to ensure that Gilbert’s business climate remains competitive and open to business. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Exceeded annual forecast of company locates and expansions by 100% Exceeded annual forecast of new and incumbent jobs by 80% Generated over $130 million in capital investment Developed and designed new economic development web site Created an Arizona-based economic development corporation to lessen the burden of government in the Gilbert business development process Established a regional economic development campaign focused on the east valley Hosted three industry roundtables, the Mayor’s 2010 Economic Summit, and the Mayor’s Breakfast with the Arts Began drafting a 5-year economic development operational plan with a primary focus on biomedical, biotechnology, and life sciences Purchased a web-based customer relationship management (CRM) system for managing client interaction, sales pipeline, and quarterly reporting Developed a 3-year marketing plan for the Gilbert Industrial Development Authority PERFORMANCE MEASURES # of new and expansion related jobs Average salary Capital investment Combined # of locates and expansions New Certificates of Completions/Occupancy * New measure; data not available ♦ ♦ Develop and implement a 5-year economic development plan that includes strategies and tactics for public-private partnerships, business development, and policy/programs that encourage science and technology investment Develop a scorecard Gilbert will use to track and communicate business development and economic development outcomes to Council Implement the customer relationship management (CRM) tools into the Business Development divisional activities (i.e., business development pipeline, marketing, and business intelligence) Utilize the dedicated economic development web site to lower the ratio of cost to reach Gilbert’s target audience Utilize a regional economic development campaign to market Gilbert and the east valley as a science and technology destination BUDGET NOTES There were no personnel salary increases for FY 2012. Supplies and Contractual increased $100,820 in FY 2012 for increased membership dues, development of a new Business Development website, and increased business recruitment and retention activities. This increased business development activity is a major objective of Gilbert’s Strategic Initiatives. Actual FY 2009 812 Actual FY 2010 502 Projected FY 2011 1,115 Anticipated FY 2012 500 $47,616 $105,300,000 11 * $48,102 $123,560,000 14 * $57,481 $133,182,920 25 * $47,398 $120,000,000 15 15 - 119 - Table of Contents Business Development PERSONNEL BY ACTIVITY Business Development Admin Total Personnel EXPENSES BY ACTIVITY Business Development Admin Shop Gilbert Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2009 Actual FY 2010 Budget FY 2011 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 2,548,495 - 1,861,317 2,622 $ 2,548,495 $ 1,863,939 Actual FY 2009 Actual FY 2010 426,123 2,122,372 - 425,875 1,438,064 - $ 2,548,495 $ 1,863,939 Actual FY 2009 Actual FY 2010 16 2,548,495 Net Operating Result $ 563,950 25 1,863,939 $75.00 $50.00 $25.00 $0.00 FY 2011 - 120 - $ (563,950) $ $100.00 FY 2012 $ 551,290 669,090 Budget FY 2012 406,890 144,400 - 563,950 $125.00 551,290 659,090 10,000 Projected FY 2011 Budget FY 2011 ANNUAL RETAIL SALES TAX PER CAPITA FY 2010 $ 419,550 144,400 563,950 Budget FY 2012 541,290 10,000 Budget FY 2011 $ Budget FY 2012 Projected FY 2011 553,950 10,000 $ (2,548,479) $ (1,863,914) $ FY 2009 Projected FY 2011 423,870 245,220 $ Projected FY 2011 551,290 (551,290) $ 669,090 Budget FY 2012 669,090 (669,090) Table of Contents Engineering Services PURPOSE STATEMENT OBJECTIVES FY 2012 Engineering Services provides efficient and safe public infrastructure improvements including streets, water, sanitary sewer, reclaimed water, storm drainage, and traffic signals while balancing the impacts to the environment and adjacent land owners, residents, and businesses and to monitor and improve the operation of the Town’s traffic signals system. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed the engineering review on nine residential subdivision permits Completed the engineering review on 50 commercial permits Began to update of the Town’s Design Standards and Details Town-wide Signal Timing Optimization complete Began development of a traffic collision database and collision reduction program Complete the Design Standards and Details update Complete engineering review of private subdivision residential and commercial developments Complete development of a Traffic Collision Reduction Program Prepare Annual Traffic Collisions Report Complete the development of performance measures for the Traffic Operations Center Re-time the late-night signal timing plans Develop a fiber optic network plan BUDGET NOTES There were no personnel salary increases for FY 2012. FY 2012 is the first full year of operations for the Engineering Services Division. In FY 2011 the Permit and Plan Review Services Division transferred 5.0 FTE to form the Engineering Services Division. Detail on the Capital Project Administration division of Engineering Services can be located in the Capital Improvements section of this document. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Percentage of citizen contacts responded to within 24 hours * * * 95% Percentage of engineering review comments returned on schedule * * 60% 85% * 36% 36% 45% * 14% 21% 29% PERFORMANCE MEASURES Number of traffic signals connected via fiber to the traffic operations center Number of intersections with video count detection configured * New measure; data not available - 121 - Table of Contents Engineering Services Actual FY 2009 Actual FY 2010 Budget FY 2011 Administration Development Traffic 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 3.00 Total Personnel 0.00 0.00 0.00 5.00 5.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 - - - PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic 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 2009 Actual FY 2010 Budget FY 2011 - - - - $ - $ - Actual FY 2009 Actual FY 2010 Budget FY 2011 - - - - $ - - 122 - $ - Projected FY 2011 Budget FY 2012 Projected FY 2011 Budget FY 2012 133,590 54,930 201,590 $ 390,110 189,990 97,120 275,250 $ Projected FY 2011 Budget FY 2012 311,810 78,300 $ 390,110 444,920 117,440 $ Projected FY 2011 390,110 $ 562,360 (390,110) $ 562,360 Budget FY 2012 562,360 (562,360) Table of Contents Police Department _________________________________ Police Department Summary Professional Standards Patrol Services Support Services Counseling Services Investigations Tactical Operations Unit Contracted Services Table of Contents Police Department DEPARTMENT DESCRIPTION The members of the Gilbert Police Department are committed to serving the citizens of Gilbert, its business community and its visitors in a professional, proactive, and community-oriented manner. Our success is measured by the working relationships we maintain with our citizens, our businesses and our visitors, 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 and provides citizen assistance. We are dedicated to the advancement of the community policing philosophy in partnership with the community to serve its needs in a professional, efficient, and effective manner. GOALS FY 2012 ♦ Develop a data driven staffing study to determine current and future police staffing resources. ♦ 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 Uniform Crime Report (UCR) data comparisons of offenses per thousand residents ♦ Maintain rating of 90% or greater on overall satisfaction with police services based on annual citizen survey ♦ Maintain rating of 90% or greater on citizens feeling safe from violent crime based on annual citizen survey ♦ Maintain rating of 90% or greater on citizens feeling safe from property crime based on annual citizen survey ♦ Maintain and/or reduce Uniform Crime Report (UCR) part I crimes per thousand population 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 - 123 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Administration Professional Standards Patrol Services Support Services Counseling Services Investigations Total Sworn Total Civilian 5.50 8.00 206.00 72.00 9.50 41.00 227.00 115.00 5.50 8.00 206.00 72.00 9.50 41.00 227.00 115.00 4.50 8.00 204.00 73.00 9.50 43.00 226.00 116.00 4.50 8.00 204.00 73.00 9.50 43.00 226.00 116.00 4.50 8.00 204.00 73.00 9.50 43.00 226.00 116.00 342.00 342.00 342.00 342.00 342.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 871,543 806,083 21,874,987 5,010,090 769,586 4,793,855 169,407 2,167,262 825,854 779,665 21,546,518 5,064,689 754,513 4,743,881 133,071 2,453,664 821,790 800,370 21,605,280 5,149,620 741,090 4,874,870 144,070 2,539,780 782,560 746,440 20,204,710 4,731,740 696,720 4,668,330 131,390 2,539,780 804,090 758,480 21,335,320 5,071,210 756,710 4,947,750 131,210 2,539,780 $ 36,462,813 $ 36,301,855 $ 36,676,870 $ 34,501,670 $ 36,344,550 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 30,079,738 6,304,511 78,564 - 29,825,953 6,337,737 138,165 - 30,487,080 6,189,790 - 28,459,500 6,042,170 - 30,154,760 6,189,790 - $ 36,462,813 $ 36,301,855 $ 36,676,870 $ 34,501,670 $ 36,344,550 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 3,883,316 36,462,813 4,180,255 36,301,855 3,957,050 36,676,870 4,063,400 34,501,670 4,168,500 36,344,550 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 $(32,579,497) $(32,121,600) $(32,719,820) $(30,438,270) $(32,176,050) PERFORMANCE 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 2009 1.09 Actual FY 2010 1.08 Projected FY 2011 1.07 Anticipated FY 2012 1.05 92.2% 91.3% 93.0% 94.0% 96.3% 97.9% 98.5% 98.9% 94.3% 95.3% 96.4% 97.0% 25.42 20.44 19.57 21.25 - 124 - Table of Contents Professional Standards PURPOSE STATEMENT ♦ The Gilbert Police Department Office of Professional Standards oversees internal affairs, recruiting, hiring, accreditation, training, and crime prevention to assist in the goals of being a professional Police Department and a safe community. OBJECTIVES FY 2012 ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ 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 ♦ The Quarterly Risk Management Program continues to monitor 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 audits satisfy 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 2011 were conducted with 100% compliance ♦ Maintain all allotted officer and civilian positions approved by Town Council by June 30, 2012 Complete 60% of total internal investigations within 30 days Complete and route 80% of total internal investigations within 60 days BUDGET NOTES There were no personnel salary increases for FY 2012. Fluctuations in personnel and contractual costs are a result of departmental staffing changes and reallocating budgets among line items. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 % of total investigations completed within 30 days 56% 40% 44% 48% % of total investigations completed and routed within 60 days (including those completed within 30 days) 74% 72% 66% 75% 16 17 16 15 100% 95% 97% 97% PERFORMANCE MEASURES Actual number of officers and civilians hired including over-hires % of authorized positions filled - 125 - 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 2011 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 4.00 4.00 4.00 4.00 8.00 8.00 8.00 8.00 8.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 806,083 481,315 298,350 $ 779,665 Actual FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 806,083 $ 800,370 (806,083) $ $ (779,665) $ 746,440 $ 746,440 800,370 $1,500.00 $1,000.00 $500.00 $0.00 - 126 - $ (746,440) $ $2,000.00 FY 2011 693,610 64,870 - 746,440 (800,370) $ FY 2012 758,480 Budget FY 2012 Projected FY 2011 $2,500.00 FY 2010 $ 689,270 57,170 - COST PER POLICE FTE FY 2009 449,550 308,930 Projected FY 2011 Budget FY 2011 779,665 Budget FY 2012 450,440 296,000 737,640 62,730 - Actual FY 2010 806,083 $ 800,370 Budget FY 2012 Projected FY 2011 Budget FY 2011 779,665 Actual FY 2009 Total Revenues Total Expenses $ 716,491 63,174 $ Projected FY 2011 486,190 314,180 Actual FY 2010 727,328 78,755 - OPERATING RESULTS Net Operating Result Actual FY 2010 494,252 311,831 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 758,480 Budget FY 2012 758,480 (758,480) Table of Contents Patrol Services PURPOSE STATEMENT ♦ The Patrol Services Division provides the first response to both emergency and non-emergency calls for service including; in-progress crimes, traffic collisions, and reports of felony and misdemeanor crimes. Additional services include search and rescue, community policing, proactive intelligence-based patrolling, fielding public safety concerns, and traffic enforcement. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Met graveyard shift patrol officer time allocation standards Met day/swing shift patrol officer time allocation standards nd Town of Gilbert ranked 2 Safest City/Town with population greater than 100,000 Citizen Survey Results  Received 93% rating in “police services/overall satisfaction” category  Received 98.5% rating in “citizens feeling safe from violent crime victimization” category Developed a more effective patrol staffing schedule based upon workload allowing for improved resource deployment Reshaped patrol beats to balance workload ♦ ♦ ♦ BUDGET NOTES Based on minimal growth and budget constraints, no additional officers are included in the FY 2012 General Fund budget. There were no personnel salary increases for FY 2012. There was an unusually high staffing vacancy in FY 2011 which resulted in over $1,200,000 in salary savings. Police Department staff has been actively recruiting for these positions to ensure the service levels remain consistent. OBJECTIVES FY 2012 ♦ Maintain patrol beat staffing in addition to one Crime Suppression Officer on each patrol team Maintain graveyard shift patrol officer time allocation standards Maintain day/swing shift patrol officer time allocation standards Maintain School Resource Officer staffing for all Junior High and High Schools Maintain or reduce traffic collision rates based upon collisions per thousand Maintain or reduce alcohol/drug related traffic collision rates based upon alcohol/drug related collisions per thousand population Maintain or increase the total number of DUI related arrests Maintain or increase the total number of officer-initiated traffic contacts Evaluate staffing and schedules for more efficient/effective service delivery Implement new patrol staffing schedule for workload-based resource deployment Actual FY 2009 23.34 Actual FY 2010 20.44 Projected FY 2011 20.46 Anticipated FY 2012 21.25 Number of felony arrests 2,650 2,381 2,150 2,250 Number of Misdemeanor Arrests 9,837 9,030 8,495 9,000 Number of DUI Arrests Alcohol Related Collisions / Thousand Residents Traffic Contacts 2,219 2,213 2,035 2,350 .56 .62 .60 .59 55,490 55,559 59,000 61,000 10.9 10.6 10.9 10.7 Dispatched Calls for Service 65,541 64,607 62,300 63,790 Officer initiated Calls for Service 115,964 128,640 120,000 125,600 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 MEASURES Crimes committed per 1,000 population Collisions Per Thousand Resident - 127 - 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 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 21.00 159.00 3.00 18.00 7.00 5.00 12.00 183.00 21.00 159.00 3.00 18.00 7.00 5.00 12.00 183.00 21.00 206.00 206.00 204.00 204.00 204.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 16,830,041 396,618 2,080,887 922,735 370,336 1,274,370 16,705,576 386,921 1,971,136 860,179 358,998 1,263,708 16,559,580 405,900 2,156,740 835,870 373,630 1,273,560 15,825,460 397,280 1,885,100 736,240 347,220 1,013,410 16,560,980 403,430 2,112,470 814,780 354,710 1,088,950 $ 21,874,987 $ 21,546,518 $ 21,605,280 $ 20,204,710 $ 21,335,320 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 19,424,694 2,371,729 78,564 - 19,272,260 2,273,107 1,151 - 19,338,850 2,266,430 - 18,051,880 2,152,830 - 19,062,590 2,272,730 - $ 21,874,987 $ 21,546,518 $ 21,605,280 $ 20,204,710 $ 21,335,320 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,344,219 21,874,987 2,385,718 21,546,518 2,150,830 21,605,280 2,310,400 20,204,710 2,316,750 21,335,320 $(19,530,768) $(19,160,800) $(19,454,450) $(17,894,310) $(19,018,570) PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2009 FY 2010 FY 2011 - 128 - FY 2012 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 provide support through their roles in the 9-1-1 Communications Center, Central Records, Property and Evidence, Planning and Research, and Counseling Services. OBJECTIVES FY 2012 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully filled Support Services Manager position GPD Communications Center handled 252,665 calls, including 46,771 9-1-1 calls Reduced average time for emergency calls received to officer dispatched from 34 seconds to 32 seconds Cooperatively conducted field testing and evaluation of a ruggedized laptop mobile computing solution with Technology Services Dispatched all emergency and urgent calls within 90 seconds of receipt of call Purchased workload-based staffing software to assist with patrol staff deployment 4,545,248 public contacts by Crime Prevention Unit Central Records processed 22,168 information requests, 19,752 police incident reports, and 16,525 citations Property and Evidence impounded 24,131 items for secure storage and assigned final disposition of 25,025 items from storage Provided tours for more than 600 citizens and children Completed over 150 child ID kits which include CD of child, digital fingerprints, photographs, videos and audio file of child, as well as a laminated ID card Provided Christmas through “Blue Line of Love” Police Toy drive to more than 60 need Gilbert Families PERFORMANCE MEASURES Time between emergency call received to dispatching an officer % 9-1-1 calls answered within 10 seconds % Non-Emergency calls answered within 30 seconds Developed new community relations projects, such as the 5k walk/run to benefit the Special Olympics ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Fill all vacant Communications 9-1-1 operator positions Purchase and install ruggedized mobile computing system in patrol fleet Dispatch all emergency and urgent calls for service within 90 seconds of receipt of call 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, emergency, and information channels at all times Continue to streamline intake and disposal processes for efficient management of impounded property and evidence Finalize integration of Voice Print International (VPI) audio recording / data logger system Continue to develop and integrate Corona Systems staffing software Export all archived police reports (2005present) into the department’s current technology records management system Conduct CPTED (Crime Prevention Through Environmental Design) reviews on all applicable building permits, multi-housing developments, and residential 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 2012. Staff is leading the efforts to equip the patrol fleet with ruggedized mobile computing systems. More detail regarding this project can be found in the Capital Improvements section of this document. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 34 seconds 34 seconds 32 seconds 32 seconds 89.0% 82.7% 88.9% 90.0% 99.6% 99.5% 99.8% 99.0% - 129 - Table of Contents Police Support Services PERSONNEL BY ACTIVITY Actual FY 2009 Actual FY 2010 Budget FY 2011 0.00 16.00 38.00 7.00 1.00 4.00 2.00 4.00 1.00 71.00 0.00 16.00 38.00 7.00 1.00 4.00 2.00 4.00 1.00 71.00 2.00 16.00 38.00 7.00 1.00 3.00 2.00 4.00 0.00 73.00 2.00 16.00 38.00 7.00 1.00 3.00 2.00 4.00 0.00 73.00 2.00 16.00 38.00 7.00 1.00 3.00 2.00 4.00 0.00 73.00 72.00 72.00 73.00 73.00 73.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Administration Records Communication Property Alarm Management Training Coordination Planning and Research Crime Prevention Total Sworn Total Civilian 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 2012 923,138 2,878,559 543,000 71,725 241,868 157,680 248,719 159,620 955,070 2,760,730 551,580 68,700 193,440 158,970 301,510 128,020 888,520 2,578,590 541,120 74,030 136,870 151,910 232,680 164,470 920,640 2,738,100 550,760 76,150 161,190 158,350 301,550 $ 5,010,090 $ 5,064,689 $ 5,149,620 $ 4,731,740 $ 5,071,210 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 4,185,220 824,870 - 4,228,126 699,549 137,014 - 4,604,200 545,420 - 4,180,240 551,500 - 4,551,650 519,560 - $ 5,010,090 $ 5,064,689 $ 5,149,620 $ 4,731,740 $ 5,071,210 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Total Revenues Total Expenses 211,488 5,010,090 Net Operating Result Projected FY 2011 Budget FY 2012 920,156 2,671,595 543,403 70,965 319,954 157,886 326,131 Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Projected FY 2011 215,584 5,064,689 170,000 5,149,620 178,000 4,731,740 173,000 5,071,210 $ (4,798,602) $ (4,849,105) $ (4,979,620) $ (4,553,740) $ (4,898,210) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2009 FY 2010 - 130 - FY 2011 FY 2012 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2012 Provide 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 2011 ♦ ♦ ♦ ♦ ♦ Over 4,600 clients were provided with services 81 crisis calls were handled by staff Over 1,400 victims were offered services Provided 18 community youth diversion classes, 12 adolescent life fundamentals classes, and 11 adolescent drug and alcohol classes ♦ ♦ Provide a minimum of 22,000 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 4,800 citizens Offer services to a minimum of 1,400 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 2012. Staffing levels have not changed since FY 2007. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Counseling Units of Service – Individual and Group 23,858 24,799 20,726 22,000 Cost per counseling unit $32.26 $30.43 $33.62 $34.40 Victims Offered Services 1,492 1,460 1,406 1,400 Number of crisis calls handled 95 89 81 90 Average callout response time 26.0 minutes 26.5 minutes 21.0 minutes 25.0 minutes % of youth violence referrals completing the program successfully 95% 95% 95% 95% Total Clients Served 5,194 4,826 4,687 4,800 PERFORMANCE MEASURES - 131 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2009 Actual FY 2010 Budget FY 2011 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Actual FY 2009 Actual FY 2010 Budget FY 2011 769,586 Total Expenses $ $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 769,586 754,513 769,586 Total Revenues Total Expenses $ 311,839 769,586 Net Operating Result $ 741,090 (457,747) $ 754,513 $ 696,720 Actual FY 2010 741,090 (401,684) $ $ 696,720 317,000 741,090 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2011 - 132 - $ (321,720) $ $5.00 FY 2010 708,530 48,180 - 375,000 696,720 (424,090) $ FY 2012 756,710 Budget FY 2012 Projected FY 2011 COST PER CAPITA FY 2009 $ 649,190 47,530 - Budget FY 2011 352,829 754,513 756,710 Projected FY 2011 700,160 40,930 $ Budget FY 2012 696,720 Budget FY 2011 707,344 47,169 - Actual FY 2009 OPERATING RESULTS $ Budget FY 2012 Projected FY 2011 741,090 Actual FY 2010 716,775 52,811 $ 754,513 Projected FY 2011 756,710 Budget FY 2012 378,750 756,710 (377,960) 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 Intelligence 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 2012 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ Exceeded the national average composite clearance rate of 16.8% for index property crimes for cities within the same population range; the Gilbert PD average was 21.2% ♦ 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 kidnapping 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 Internet Crimes Against Children 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 same population range; the Gilbert PD average was 53.0% ♦ 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 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 2012. Fluctuations in personnel and contractual costs are a result of departmental staffing changes and reallocating budgets among line items. PERFORMANCE MEASURES Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Clearance rate – Violent Crimes 68.0% 59.0% 53.0% 56.0% Clearance rate – Property Crimes 21.0% 23.6% 21.2% 22.0% Total number of cases 1,193 924 1,000 1,080 Total number of arrests/complaints 270 376 375 405 Total number of cases inactivated 368 341 355 385 Percentage of cases inactivated 31.0% 36.5% 35.5% 36.0% Total number of search warrants 145 149 155 159 Total Special Investigations Team cases 149 140 150 154 - 133 - 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 2011 Projected FY 2011 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 3.00 6.00 10.00 10.00 6.00 8.00 36.00 7.00 3.00 6.00 10.00 10.00 6.00 8.00 36.00 7.00 41.00 41.00 43.00 43.00 43.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 291,830 881,630 2,070,071 1,500,350 - 423,730 684,510 1,146,300 1,202,940 585,730 831,660 432,740 602,380 1,040,810 1,089,540 621,680 881,180 456,460 652,670 1,041,610 1,151,770 642,450 1,002,790 $ 4,793,855 $ 4,743,881 $ 4,874,870 $ 4,668,330 $ 4,947,750 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 4,340,522 453,333 - 4,299,710 444,171 - 4,494,070 380,800 - 4,329,820 338,510 - 4,569,280 378,470 - $ 4,793,855 $ 4,743,881 $ 4,874,870 $ 4,668,330 $ 4,947,750 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 293,299 902,686 2,089,005 1,508,865 - EXPENSES BY CATEGORY Total Expenses Actual FY 2009 118 4,793,855 4,743,881 4,874,870 4,668,330 4,947,750 $ (4,793,737) $ (4,743,881) $ (4,874,870) $ (4,668,330) $ (4,947,750) COST PER CASE $6,000.00 $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2009 FY 2010 - 134 - FY 2011 FY 2012 Table of Contents Tactical Operations Unit PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ Using federal funds through an Urban Area Security Initiative grant, a vehicle was purchased to serve as a personnel carrier (non-armored) for Special Weapons Tactics (SWAT) operators. It has been used extensively in lieu of driving multiple other department vehicles. The purchase of this vehicle is accounted for in the Special Revenue section of this document 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 SWAT operators ♦ ♦ ♦ Provide one Unit Training Day per month for Entry Team, Precision Rifle Operators, Tactical Negotiations Team (TNT), and Tactical Equipment Officer’s (TEO) Provide one 4-hour block of firearms training/month for Entry and Precision Rifle Operators Provide one additional 4-hour block of firearms – sniper training to Precision Rifle Operators and Entry Breachers Provide Basic SWAT School to new unit members Improve SWAT training through the use of simulation weapons Create a more robust robot program BUDGET NOTES The Personnel costs associated with Tactical Operations are strictly Callout Pay. No police officers are assigned strictly to this cost center. Budget appropriations decreased slightly based on departmental reallocation of line item budgets. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 100% 100% 100% 100% Number of special operations members completing the course of instruction 27 31 32 32 Number of tactical operations 15 17 20 22 Training Hours 212 260 260 260 PERFORMANCE MEASURES % of special operations members trained in knowledge, skills and abilities - 135 - Table of Contents Tactical Operations Unit PERSONNEL BY ACTIVITY Emergency Response Unit Total Personnel EXPENSES BY ACTIVITY Emergency Response Unit Total Expenses $ 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 2009 Actual FY 2010 Budget FY 2011 169,407 133,071 $ Actual FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out 133,071 $ 169,407 Actual FY 2009 Total Revenues Total Expenses 144,070 Actual FY 2010 144,070 (169,407) $ $ 131,390 (133,071) $ $ 131,390 144,070 $6,000.00 $3,000.00 $0.00 - 136 - $ (131,390) $ $9,000.00 FY 2011 38,480 92,730 - 131,390 (144,070) $ FY 2012 131,210 Budget FY 2012 Projected FY 2011 $12,000.00 FY 2010 $ 40,380 91,010 - COST PER TACTICAL OPERATION FY 2009 131,210 Projected FY 2011 Budget FY 2011 133,071 Budget FY 2012 131,390 54,910 89,160 $ Budget FY 2012 Projected FY 2011 Budget FY 2011 133,071 169,407 $ $ 28,097 104,974 $ Projected FY 2011 144,070 Actual FY 2010 51,150 118,257 - OPERATING RESULTS Net Operating Result Actual FY 2010 169,407 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 131,210 Budget FY 2012 131,210 (131,210) Table of Contents Contracted Services PURPOSE STATEMENT OBJECTIVES FY 2012 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 and housing rates remained at the FY 2011 levels. In FY 2011, the Municipal Court implemented an in-home detention program. At the time of budget adoption, the impact this program would have on the FY 2012 budget for both expenditures and revenues was undetermined. Staff will continue to monitor the program to be able to determine the cost benefit of this program. Gilbert is continuing to pursue an IGA with Maricopa County for incarceration services. ACCOMPLISHMENTS FY 2011 ♦ Obtain IGA with Maricopa County for incarceration services Maintained positive working relationships with Maricopa County to assure best services for Gilbert residents PERFORMANCE MEASURES Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Calls for Animal Control service 1,668 1,712 1,833 2,000 Cost per Call – Animal Control $76.22 $77.76 $76.26 $69.89 Daily Inmate Housing Rates $73.46 $71.66 $73.54 $73.54 Cost Per Capita – Animal Control $0.61 $0.64 $0.67 $0.67 Cost Per Capita - Incarceration $9.82 $11.17 $11.55 $11.55 - 137 - Table of Contents Contracted Services Actual FY 2009 Actual FY 2010 Budget FY 2011 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 2009 Actual FY 2010 Budget FY 2011 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Animal Control Incarceration Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Projected FY 2011 Budget FY 2012 Budget FY 2012 127,133 2,040,129 133,117 2,320,547 139,780 2,400,000 139,780 2,400,000 139,780 2,400,000 $ 2,167,262 $ 2,453,664 $ 2,539,780 $ 2,539,780 $ 2,539,780 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,167,262 - 2,453,664 - 2,539,780 - 2,539,780 - 2,539,780 - $ 2,167,262 $ 2,453,664 $ 2,539,780 $ 2,539,780 $ 2,539,780 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,015,652 2,167,262 Net Operating Result Projected FY 2011 1,226,124 2,453,664 1,319,220 2,539,780 1,200,000 2,539,780 1,300,000 2,539,780 $ (1,151,610) $ (1,227,540) $ (1,220,560) $ (1,339,780) $ (1,239,780) COST PER CAPITA - CONTRACTED SERVICES $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2009 FY 2010 FY 2011 - 138 - FY 2012 Table of Contents Fire Department _________________________________ Fire Department Summary Fire Operations Fire Prevention Table of Contents Fire Department DEPARTMENT DESCRIPTION The Gilbert Fire Department provides unconditional protection against natural and man-made crises through community education, fire code compliance, emergency management, fire suppression, rescue and emergency medical services. GOALS FY 2012 ♦ Contribute to keeping Gilbert a safe and prepared community through effective and efficient emergency response, educating the community with key behaviors for life and property safety, and facilitating the training and credentialing of volunteers to directly provide disaster and daily operations support ♦ Continue the development of assets and response capability for catastrophic emergency management ♦ Maintain skill and competency of all Fire Department personnel ♦ Improve employee efficiency through the development and utilization of technology ♦ Support a balanced financial plan by optimizing the use of department resources ORGANIZATIONAL CHART FIRE DEPARTMENT Operations EOC Fire Prevention Operations Fire Prevention Training Fire Public Education Investigations - 139 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Administration Operations Prevention Emergency Operations 6.50 184.00 6.50 2.50 6.00 182.00 6.50 2.50 6.00 182.00 6.50 2.50 6.00 182.00 6.50 2.50 6.00 182.00 6.50 2.50 199.50 197.00 197.00 197.00 197.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 658,690 18,964,227 628,197 270,064 588,874 18,530,644 604,490 264,202 702,440 19,338,510 640,680 245,020 609,780 18,383,960 605,630 282,780 693,590 19,294,370 632,860 270,670 $ 20,521,178 $ 19,988,210 $ 20,926,650 $ 19,882,150 $ 20,891,490 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 18,012,481 2,508,697 - 17,589,063 2,350,586 48,561 - 18,530,040 2,396,610 - 17,509,700 2,372,450 - 18,444,880 2,446,610 - $ 20,521,178 $ 19,988,210 $ 20,926,650 $ 19,882,150 $ 20,891,490 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,937,432 20,521,178 1,241,853 19,988,210 1,350,000 20,926,650 1,196,000 19,882,150 1,185,000 20,891,490 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 $(18,583,746) $(18,746,357) $(19,576,650) $(18,686,150) $(19,706,490) PERFORMANCE MEASURES Total incidents per 1,000 population served % of time first due fire unit arrives within 4 minutes (travel time) Response time average from dispatch to on scene Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 * 63.4 67.8 69.3 * 61% 66% 65% * 4 minutes 42 seconds 4 minutes 35 seconds 4 minutes 35 seconds *New measure; no data available - 140 - Table of Contents Fire Operations PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained a sub four minute response travel time average to emergencies Agreed to a long term ambulance transportation contract with Southwest Ambulance Piloted a peak-time schedule fire company to analyze effect on overtime budget Opened a training skills center to improve training opportunities and increase availability of in-service fire companies Implemented an electronic vehicle inspection program to ensure required and accurate recordkeeping Transitioned to a compressed workweek schedule in order to offer expanded daily service to customers/citizens and reduce operating expenditures Completed improvements in Emergency Operations Center Completed revisions of the Emergency Support Functions section of the Emergency Operations Plan Expanded utilization of volunteers in support roles in the Administration and Operations divisions ♦ ♦ ♦ ♦ Maintain average response travel time of < 4 minutes for first arriving fire company to emergency incidents in Gilbert Maintain minimum requirement of 60 hours of training per quarter per employee Conduct Emergency Operations Center drill incorporating operational level activities Implement electronic reporting system for collection/storage of patient documentation Continue to look for opportunities to implement processes that maintain service levels while facing budget challenges Increase the availability of online forms and services for citizens and employees Pursue Homeland Security grant funding for sustainment of fire and police chemical, biological, radiological, nuclear and explosive device response; terrorism liaison program; and citizen corps training Complete fire station and apparatus communications and dispatch system upgrades Complete construction of Fire Station #10 BUDGET NOTES There were no personnel salary increases for FY 2012. Budget includes Council Strategic Investment in technology for the station alerting system. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Average response time from apparatus en route to on scene (travel time) * 3 minutes 43 seconds 3 minutes 37 seconds 3 minutes 40 seconds Average time from dispatch to fire unit en route (turnout time) * 58 seconds 58 seconds 55 seconds % of time second due fire unit arrives within 6 minutes (travel time) * 80% 86% 85% Training hours per operations employee * 242 254 250 Structure fires per 1,000 population * .8 .7 .8 Value, in dollars, of volunteer support * * * * PERFORMANCE MEASURES *New measure; no data available - 141 - 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 6.00 178.00 6.00 176.00 6.00 176.00 6.00 176.00 6.00 176.00 184.00 182.00 182.00 182.00 182.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 632,080 18,332,147 646,604 17,884,040 728,490 18,610,020 720,110 17,663,850 830,990 18,463,380 $ 18,964,227 $ 18,530,644 $ 19,338,510 $ 18,383,960 $ 19,294,370 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 16,652,187 2,312,040 - 16,287,420 2,194,663 48,561 - 17,125,210 2,213,300 - 16,190,030 2,193,930 - 17,041,540 2,252,830 - $ 18,964,227 $ 18,530,644 $ 19,338,510 $ 18,383,960 $ 19,294,370 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,926,251 18,964,227 1,230,263 18,530,644 1,140,000 19,338,510 1,165,000 18,383,960 1,081,000 19,294,370 $(17,037,976) $(17,300,381) $(18,198,510) $(17,218,960) $(18,213,370) COST PER SINGLE FAMILY RESIDENCE $400.00 $300.00 $200.00 $100.00 $0.00 FY 2009 FY 2010 FY 2011 - 142 - FY 2012 Table of Contents Fire Prevention PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ Public Education utilized an all hazards approach to educate the community, making direct contact with over 15,000 citizens for the fiscal year Expanded the use of Firehouse records management system to capture more commercial occupancy data Transitioned the Terrorism Liaison Program into Fire Prevention Addressed local issues related to the legalization of fireworks in Arizona Utilized an alternative workweek schedule to improve efficiency and service to local businesses Update the Firehouse records management system to identify commercial occupancies by risk level Implement fire crew inspections into the annual commercial occupancy inspection program Continue to provide an all hazards approach to community public education Increase availability of online forms and services to citizens Continue to provide child car seat inspections and installations to Gilbert citizens BUDGET NOTES There were no personnel salary increases for FY 2012. Operational and personnel expenses remained consistent from previous year. Departmental operations will be reviewed annually for cost and service efficiencies and needs. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 % of total commercial occupancies inspected * * 30% 75% Arson fires per 1,000 population * .02 .05 .07 Public education contacts per 1,000 population * * 71 70 PERFORMANCE MEASURES *New measure; no data available - 143 - 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 2009 Actual FY 2010 Budget FY 2011 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 2009 Actual FY 2010 Budget FY 2011 526,610 96,325 5,262 Total Expenses $ 628,197 506,437 90,221 7,832 $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 628,197 Total Revenues Total Expenses $ 105 628,197 Net Operating Result $ 640,680 (628,092) $ 604,490 $ 605,630 Actual FY 2010 640,680 (601,788) $ $ 605,630 200,000 640,680 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2011 - 144 - $ (584,630) $ $5.00 FY 2010 553,350 79,510 - 21,000 605,630 (440,680) $ FY 2012 632,860 Budget FY 2012 Projected FY 2011 ANNUAL FIRE PREVENTION COST PER CAPITA FY 2009 $ 540,690 64,940 - Budget FY 2011 2,702 604,490 508,610 108,540 15,710 Projected FY 2011 562,090 78,590 $ Budget FY 2012 485,370 101,070 19,190 Budget FY 2011 553,067 51,423 - Actual FY 2009 OPERATING RESULTS $ Budget FY 2012 Projected FY 2011 517,080 107,910 15,690 Actual FY 2010 542,414 85,783 - Total Expenses 604,490 Projected FY 2011 632,860 Budget FY 2012 94,000 632,860 (538,860) 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 develop skills, learn, exercise, grow, compete, and to accomplish and enjoy a wide-range of leisure pursuits. The Department activities include park and recreation services, programs, activities, and facilities for the community. Department programs include Aquatics, Adult Sports, Special Events, Outdoor Programs, Concerts in the Parks, Youth Sports, and Special Needs Programming. Contracted concession services are offered at various park and facility sites, including Freestone Railroad and Rip City Batting Cages at Freestone Park. 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, Nichols Park, Discovery Park, Cosmo Park, Zanjero Park, Riparian Preserve, Gilbert Soccer Complex, 11 Neighborhood Parks, and five swimming pools. Additional recreation and municipal areas maintained by the department include 11 Parkway Improvement Districts, the Trail System, Civic Center Complex and the South Area Service Center grounds. The department also oversees social service contracts, administers the Community Development Block Grant program, and oversees library contracts. GOALS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ Increase volunteerism and citizen involvement in the upkeep of facilities Identify opportunities to leverage technology to increase departmental efficiency and optimize resources Complete a 10-Year Parks and Recreation Master Plan Identify funding sources for infrastructure upgrades and repairs Continue to nurture existing partnerships and foster new ones to maximize resources within the community Provide superior leadership and direction for all programs and activities within the Community Services Department ORGANIZATIONAL CHART COMMUNITY SERVICES Riparian Programs Parks and Open Space Parks Maintenance CDBG/HOME PKID Maintenance Library Services Aquatics 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 - 145 - 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 8.55 36.96 26.79 36.40 8.31 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 7.55 29.36 20.38 35.27 6.57 0.00 7.55 29.36 20.38 35.65 6.50 0.00 117.01 104.19 99.13 99.13 99.44 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 785,267 3,890,403 936,025 4,570,569 820,838 - 664,026 3,512,883 748,077 4,720,049 711,567 - 663,750 3,636,740 860,980 5,135,880 747,920 31,060 632,330 3,678,830 1,014,650 5,153,810 737,060 26,360 665,260 3,607,930 845,750 5,199,710 775,320 28,490 $ 11,003,102 $ 10,356,602 $ 11,076,330 $ 11,243,040 $ 11,122,460 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 4,880,771 6,122,331 - 4,373,558 5,983,044 - 4,582,520 6,493,810 - 4,517,110 6,725,930 - 4,557,500 6,564,960 - $ 11,003,102 $ 10,356,602 $ 11,076,330 $ 11,243,040 $ 11,122,460 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,830,582 11,003,102 2,751,371 10,356,602 3,415,530 11,076,330 3,215,130 11,243,040 3,284,680 11,122,460 $ (8,172,520) $ (7,605,231) $ (7,660,800) $ (8,027,910) $ (7,837,780) PERFORMANCE MEASURES Percentage of citizens utilizing parks and recreation facilities on a weekly basis Percentage of citizens “generally or very satisfied” with Recreation Percentage of citizens “generally or very satisfied” with Libraries Total annual facility reservation requests Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 * 31% 31% 31% * 86.5% 86.2% 87.0% * 80.2% 82.7% 83.0% * 12,626 13,599 14,000 * New measure; data not available - 146 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2012 Provide safe, well-maintained, and desirable park, open space, and municipal area resources for the residents of Gilbert and visiting patrons. ♦ Explore the use of organic measures to enhance turf and plant growth and improve horticultural health ♦ Create an “Adopt-A-Park” Program ♦ Increase the utilization of volunteers to assist in park upkeep ♦ Complete a Parks Maintenance Management System ♦ Increase soil testing of sports fields to better determine amendments and supplements needed for optimum growth and turf health ♦ Add computer-based control systems for sports field lights ♦ Revise park maintenance landscape contracts to enhance resource efficiency ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ Installed and implemented various measures to reduce the risk of copper wire thefts in parks Maintained sports fields for approximately 12,000 participants playing in Gilbert Sports Coalition organization Completed upgrades to the McQueen Park lake Renovated the beach area at Cosmo Dog Park Upgraded the lake and waterfall pumping system at Freestone Park Utilized the services of large volunteer groups and entered into agreements with community organizations to assist with park and trail upkeep BUDGET NOTES There were no personnel salary increases for FY 2012. Council approved $18,000 in one time expenditures for laptops for the Park Rangers. This will allow the Park Rangers to file reports from the field as incidents occur in addition to having the ability to issue traffic citations. Staffing levels remain at the same level as FY2011. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 $5,755 $5,091 $5,332 $5,229 Percentage of citizens generally or very satisfied with Parks * 93.8% 95.7% 96.0% Percentage of citizens utilizing Freestone Park facilities * 60% 60% 60% PERFORMANCE MEASURES Cost per acre to maintain trails, parks, open space, and support facilities * New measure; data not available - 147 - 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 2011 Projected FY 2011 33.96 3.00 29.36 0.00 29.36 0.00 29.36 0.00 29.36 0.00 36.96 29.36 29.36 29.36 29.36 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 3,512,883 - 3,636,740 - 3,678,830 - 3,607,930 - $ 3,890,403 $ 3,512,883 $ 3,636,740 $ 3,678,830 $ 3,607,930 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 1,840,849 2,049,554 - 1,585,459 1,927,424 - 1,607,380 2,029,360 - 1,554,610 2,124,220 - 1,558,920 2,049,010 - $ 3,890,403 $ 3,512,883 $ 3,636,740 $ 3,678,830 $ 3,607,930 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 3,722,374 168,029 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 206,114 3,890,403 170,866 3,512,883 502,500 3,636,740 302,100 3,678,830 316,950 3,607,930 $ (3,684,289) $ (3,342,017) $ (3,134,240) $ (3,376,730) $ (3,290,980) ANNUAL COST PER ACRE MAINTAINED $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2009 FY 2010 - 148 - FY 2011 FY 2012 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2012 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% ♦ Complete renovation work at Mesquite Aquatic Center for pool plaster, decking, fencing, painting, and shower room upgrades ♦ Increase business sponsorships for aquatics programs ♦ Increase the use of web-based programming information ♦ Assist in educating citizens about water safety ♦ Eliminate child drownings by teaching swimming skills ♦ Enhance the Saturday swimming lesson program ACCOMPLISHMENTS FY 2011 ♦ Added Saturday swimming lessons ♦ Obtained a business sponsorship for the swim and dive team program ♦ Completed repairs to Mesquite Aquatic Center water slide ♦ Continued successful partnerships with three school districts in operating the pools ♦ Utilized contracted services to assist with pool maintenance and the upkeep of pool chemical systems ♦ Created an online summer aquatics guide BUDGET NOTES There were no personnel salary increases for FY 2011. Staffing levels remain at the same level as FY 2011. As part of the Strategic Investments, Council approved pool repairs to all five pools. These repairs, totaling $205,000, are budgeted in the Capital Improvement Plan with funding provided by GO Bonds and an IGA with Higley Unified School District and Gilbert Public Schools. Repairs include drain cover modifications or replacements, sump work, concrete decking repair, pool plaster replacement, shower room repairs, and slide tower repairs. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Cost recovery for aquatics (direct costs) 42% 54% 50% 60% Number of swim lesson participants 8,106 7,453 7,800 7,800 Number of swim and dive team participants 1,561 1,532 1,550 1,550 Annual total participation for aquatics 64,346 45,065 45,000 45,000 PERFORMANCE MEASURES - 149 - 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 2009 Actual FY 2010 Budget FY 2011 2.20 7.10 5.61 5.76 6.12 0.05 7.05 5.56 5.21 5.57 0.05 5.95 4.92 4.60 4.86 0.05 5.95 4.92 4.60 4.86 0.05 5.95 4.92 4.60 4.86 26.79 23.44 20.38 20.38 20.38 Actual FY 2009 Actual FY 2010 Budget FY 2011 68,169 294,063 205,083 190,109 178,601 Total Expenses $ 936,025 23,098 220,455 188,038 152,189 164,297 $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 936,025 $ Total Revenues Total Expenses 392,764 936,025 Net Operating Result $ (543,261) $ 748,077 $ Actual FY 2010 28,970 238,210 206,810 190,720 196,270 17,020 420,120 216,560 178,900 182,050 860,980 $ 1,014,650 (342,179) $ 654,070 206,910 - 662,660 351,990 - 860,980 $ 1,014,650 508,660 860,980 (352,320) $ $15.00 $10.00 $5.00 $0.00 - 150 - FY 2012 845,750 Budget FY 2012 651,970 193,780 - $ (505,990) $ $20.00 FY 2011 $ 508,660 1,014,650 $25.00 FY 2010 18,570 234,860 206,310 191,240 194,770 Projected FY 2011 COST PER PARTICIPANT FY 2009 Budget FY 2012 Projected FY 2011 Budget FY 2011 405,898 748,077 Budget FY 2012 Projected FY 2011 Budget FY 2011 555,507 192,570 - Actual FY 2009 OPERATING RESULTS $ Actual FY 2010 674,377 261,648 - Total Expenses 748,077 Projected FY 2011 845,750 Budget FY 2012 508,660 845,750 (337,090) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ Production of a successful online recreation program guide ♦ Introduced a Gilbert “Passport System” that encourages residents to use all of the recreation centers ♦ Enabled businesses to rent out the lobby/concession area at the Freestone Recreation Center to promote their business or event ♦ Conversion of the computer room to a youth classroom at the Southeast Regional Library classroom wing enabled the department to meet the demand for more children’s programming PERFORMANCE MEASURES Percentage of citizens utilizing recreation centers and libraries Annual participation at Freestone Recreation Center Total annual number of recreation center reservation bookings Cost per square foot to operate recreation centers ♦ Expand the Southeast Regional Library class offerings Develop a stronger relationship with Southeast Regional Library staff for programming and building needs Introduce the use of the On-Base software as a documentation storage tool to communicate refunds, rental notes, and account holder issues connecting CLASS software, the center staff, and department front office staff Increase pass-holder participation at Freestone Recreation Center BUDGET NOTES There were no personnel salary increases for FY 2011. Staffing levels increased as a result of an approved Strategic Investment to offer additional classes at the recreation centers. This expense is offset by the revenue that is generated by the additional classes. Southwest Regional and Perry Branch Library are staffed by Maricopa County according to an IGA with the County. Council has directed staff to research other options to ensure the libraries are operating as efficiently and effectively as possible. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 * 11% 11% 11% 243,410 207,189 211,000 215,000 3,371 2,967 3,000 3,000 $18.97 $18.69 $18.86 $19.50 *New measure; data not available - 151 - 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 2009 Actual FY 2010 Budget FY 2011 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 5.55 9.92 0.40 18.25 1.53 0.00 36.40 35.27 35.27 35.27 35.65 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 378,124 467,814 47,635 1,017,607 1,691,286 968,103 346,164 459,188 45,132 1,032,312 1,928,111 909,142 348,940 508,400 28,570 975,170 2,317,200 957,600 346,310 494,230 29,740 1,029,950 2,295,110 958,470 353,500 556,870 28,520 1,025,400 2,277,820 957,600 $ 4,570,569 $ 4,720,049 $ 5,135,880 $ 5,153,810 $ 5,199,710 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,303,021 3,267,548 - 1,315,428 3,404,621 - 1,342,580 3,793,300 - 1,335,700 3,818,110 - 1,361,930 3,837,780 - $ 4,570,569 $ 4,720,049 $ 5,135,880 $ 5,153,810 $ 5,199,710 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,744,924 4,570,569 Net Operating Result Projected FY 2011 1,665,402 4,720,049 1,912,160 5,135,880 1,912,160 5,153,810 1,970,860 5,199,710 $ (2,825,645) $ (3,054,647) $ (3,223,720) $ (3,241,650) $ (3,228,850) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $8.00 $6.00 $4.00 $2.00 $0.00 FY 2009 FY 2010 FY 2011 - 152 - FY 2012 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2012 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, Town website exposure, and additional outlets ♦ Increase partnership opportunities with new vendors and sponsors for Community Services produced events ♦ Continue to partner with Gilbert Public Schools to offer collaborative wrestling programs for the community ♦ Offer additional event opportunities for Special Olympics participants ACCOMPLISHMENTS FY 2011 ♦ Successfully introduced and implemented a new 5K Run and Walk at the San Tan Village shopping center ♦ Obtained a “Presenting Sponsor” for all major department produced special events ♦ The popular “Nights of Lights” skating rink was operated with a full sponsorship ♦ Sponsorships and business partnerships were increased, with 15 new vendors, 14 new sponsors, and 4 new business partners signing on to be part of community special events ♦ Continued the partnership with Gilbert Public Schools to offer collaborative youth wrestling programs for the community BUDGET NOTES There were no personnel salary increases for FY 2012. Increase in contractual budget for FY 2012 is a result of budget transfers from other cost centers in Community Services. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Percentage of citizens attending the Concert in the Park series * 8% 8% 8% Percentage of citizens participating in recreation programs * 20% 20% 20% Percentage of citizens participating in the holiday “Nights of Lights” event * 5% 5% 5% Adult Sports cost recovery percentage 112% 127% 134% 125% Recreation Programs cost recovery percentage 59% 72% 63% 60% PERFORMANCE MEASURES *New measure; no data available - 153 - 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 Total Expenses $ Budget FY 2011 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 0.00 1.20 1.71 2.82 0.58 0.19 8.31 6.57 6.57 6.57 6.50 Actual FY 2009 Actual FY 2010 Budget FY 2011 820,838 2,249 90,244 223,331 327,392 33,158 35,193 $ Actual FY 2009 Personnel Supplies & Contractual Capital Outlay Transfers Out $ 820,838 $ 486,780 820,838 $ $ (334,058) $ 711,567 $ 509,205 711,567 (202,362) $ 747,920 Budget FY 2012 115,480 213,950 324,650 42,220 40,760 $ 737,060 115,920 229,460 345,550 42,280 42,110 $ Projected FY 2011 407,510 340,410 - Actual FY 2010 - 154 - 747,920 Budget FY 2012 Projected FY 2011 Budget FY 2011 386,807 324,760 - Actual FY 2009 Total Revenues Total Expenses 711,567 Projected FY 2011 122,100 208,740 339,650 41,350 36,080 Actual FY 2010 443,663 377,175 - OPERATING RESULTS Net Operating Result Actual FY 2010 41,249 171,480 230,332 314,970 31,067 31,740 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 Budget FY 2012 398,090 338,970 $ Budget FY 2011 461,210 747,920 (286,710) $ 737,060 775,320 407,010 368,310 $ Projected FY 2011 461,210 737,060 (275,850) $ 775,320 Budget FY 2012 467,210 775,320 (308,110) Table of Contents Non-Departmental _________________________________ Non-Departmental Summary Table of Contents Non-Departmental Contingency The General Fund 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. Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. The amount of the contingency is equal to 2% of the budgeted operating expenditures in the General Fund. 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. Budget Savings 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. Miscellaneous Outside Agencies Insurance 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 2012 are as follows: Boys/Girls Club Gilbert Branch Gilbert Senior Center Support Museum Support Central AZ Shelter Services Save The Family AZ Adopt and Foster Family Resource Center Gilbert CAP East Valley RSVP United Food Bank East Valley Men's Center La Mesita Family Shelter Alzheimer's Association EMPOWER Big Brothers Big Sisters Junior Achievement of Arizona Arts Contributions Community Information and Referral Salvation Army Shoebox Ministry About Care, Inc. Mayfield Alternative Youth Center Gilbert Community Action Network 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. $ 125,000 37,820 51,490 1,800 7,300 1,000 4,700 123,170 1,000 4,310 4,500 1,900 2,400 1,800 1,000 1,000 5,000 1,000 5,300 1,000 3,000 1,000 1,000 Benefit Savings The FY2011-12 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 a payment holiday from medical contributions for employees for July, August, and the first pay period of September 2011. Strategic Investment An appropriation of $350,000 is allocated in the FY 2012 budget to allow Council the ability to implement agreed upon Strategic Investments during the fiscal year. - 155 - Table of Contents Non-Departmental Transfers Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2012, $8,124,060 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below: 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. Capital Projects The budget for Capital Projects is determined by the 2011-2016 Capital Improvement Program that was adopted by Council on June 9, 2011. The following projects require General Fund funding for the 2011-12 fiscal year. Imaging Technology Police Mobile Data Terminals Prosecutor Software Fire Hydrants Fire Station 7 Land Topaz Radios $ 150,000 15,000 143,000 341,000 600,000 963,000 Other Transfers Other transfers include transfers to Special Revenue for Court related functions. - 156 - Table of Contents Non-Departmental PERSONNEL No Personnel Allocations 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 2009 Actual 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 2009 Actual FY 2010 Budget FY 2011 1,294,400 410,500 9,600,420 (3,143,000) (619,710) 1,106,000 Projected FY 2011 Projected FY 2011 Budget FY 2012 1,640,278 516,106 10,440,295 - 1,154,759 496,351 8,257,051 4,514 - $ 12,596,679 $ 9,912,675 $ 8,648,610 $ 9,778,790 $ 10,852,560 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,655,624 8,257,051 $ 12,596,679 $ 9,912,675 $ 8,648,610 $ 9,778,790 $ 10,852,560 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 $ (4,283,455) $ 8,943,137 9,912,675 (969,538) $ - 157 - 9,058,140 8,648,610 409,530 2,757,200 7,021,590 1,194,100 408,110 8,124,060 (2,888,000) 2,087,290 1,927,000 2,647 2,153,737 10,440,295 8,313,224 12,596,679 (1,799,200) 1,599,390 8,848,420 1,282,400 405,500 7,021,590 1,069,300 - Budget FY 2012 3,544,140 9,778,790 (320,000) 3,048,500 8,124,060 8,038,580 10,852,560 $ (6,234,650) $ (2,813,980) Table of Contents − 158 − Table of Contents Utility Administration Fund __________________________________________ Utility Administration Fund Summary Utility Customer Service Public Works Administration Utility Locates Table of Contents Utility Administration Fund FUND DESCRIPTION The Utility Administration Fund was created to isolate the costs associated with the administration of the 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 administrative support to the Enterprise and Streets Funds. GOALS FY 2012 ♦ Successfully handle an average of 1,000 Solid Waste customer contacts per month ♦ Successfully administer a total of fifty plus contracts (services, purchases) ♦ Complete the repair/replacement planning assessment for water, wastewater, and streets infrastructure ♦ Continue to provide great service to meet the reasonable expectations of customers ♦ Complete the Water/Wastewater/Reclaimed Water Master Plan update ♦ Recharge 13,000+ acre-feet of Central Arizona Project water toward long-term storage credits ORGANIZATIONAL CHART UTILITY ADMINISTRATION FUND Public Works Administration Utility Customer Service - 159 - Utility Locates Table of Contents Utility Administration Fund PERSONNEL BY DIVISION Utility Customer Service Public Works Admin Utility Locates Total Personnel EXPENSES BY DIVISION Utility Customer Service Public Works Admin Utility Locates 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 2009 Actual FY 2010 Budget FY 2011 0.00 0.00 0.00 0.00 0.00 0.00 13.50 12.50 5.00 13.25 12.50 5.00 17.75 9.00 5.00 0.00 0.00 31.00 30.75 31.75 Actual FY 2009 Actual FY 2010 Budget FY 2011 - - 1,676,490 817,390 477,950 1,739,510 770,090 460,150 1,878,700 683,360 471,140 - $ 2,971,830 $ 2,969,750 $ 3,033,200 Budget FY 2011 Projected FY 2011 Budget FY 2012 - $ Projected FY 2011 Budget FY 2012 Projected FY 2011 Budget FY 2012 Actual FY 2009 Actual FY 2010 - - 1,909,580 1,035,630 26,620 1,819,580 1,123,550 26,620 1,932,410 1,073,790 27,000 - $ 2,971,830 $ 2,969,750 $ 3,033,200 Budget FY 2011 Projected FY 2011 Budget FY 2012 - $ Actual FY 2009 Actual FY 2010 - - - $ - - 160 - 2,971,830 2,971,830 $ - 2,971,830 2,969,750 $ 2,080 3,033,170 3,033,200 $ (30) Table of Contents Utility Customer Service PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of Utility Billing and Customer Service is to ensure accurate and timely billing of utility customers. This division provides accurate and quality customer service to residents and the general public that contact the customer service center. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ BUDGET NOTES Integrated Public Works and Utility Billing contact centers, increasing the efficiency of the customer service center Amended utility billing code to minimize revenue losses Transferred billing and management of irrigation accounts to SRP effective January 2011 Updated Utility Billing reference materials and made them available online for easy access by all staff PERFORMANCE MEASURES % of utility customers participating in autopay % of utility customers signed up to view their utility billing statements online Answer incoming calls within the American Water Works Association industry standard of 58 seconds Maintain the abandoned call rate below the American Water Works Association industry standard of 5.8% Implement a quality monitoring program to ensure a high level of customer service is provided to customers and the general public Continue to market autopay and ebills (electronic statement viewing) using the Internet, billing statements, and staff to increase use among customers which in turn reduces administrative costs There were no personnel salary increases for FY 2012. Utility Customer Service FTE increased by 4.5 as a result of transferring 3.5 FTE from existing Public Works Administration for greater centralization. A Utility Billing Supervisor was added as part of Gilbert’s Strategic Initiatives. As a result, FY 2012 Budgeted personnel expenses increased $152,880. Budgeted supplies and contractual expenses for FY 2012 are $61,520 lower than FY 2011 projected expenses. This budgeted reduction comes from a combination of reduced copy and banking costs against increases in postage and credit card fees. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 12% 12% 12% 12% 8% 8% 13% 15% * 2:43 1:25 0:58 * 15% 11% 8% * New measures; data not available - 161 - Table of Contents Utility Customer Service Actual FY 2009 Actual FY 2010 Budget FY 2011 0.00 0.00 13.50 13.25 17.75 0.00 0.00 13.50 13.25 17.75 EXPENSES BY ACTIVITY Actual FY 2009 Actual FY 2010 Budget FY 2011 Utility Customer Service - - 1,676,490 1,739,510 1,878,700 - $ 1,676,490 $ 1,739,510 $ 1,878,700 Budget FY 2011 Projected FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY Utility Customer Service Total Personnel 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 2011 Projected FY 2011 Budget FY 2012 Actual FY 2009 Actual FY 2010 - - 761,380 915,110 - 731,380 1,008,130 - 932,090 946,610 - - $ 1,676,490 $ 1,739,510 $ 1,878,700 Budget FY 2011 Projected FY 2011 Budget FY 2012 - $ Actual FY 2009 Actual FY 2010 - - - $ - 1,672,450 1,676,490 $ (4,040) $ 1,672,450 1,739,510 (67,060) $ COST PER UTILITY ACCOUNT $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2009 Budget FY 2012 FY 2010 - 162 - FY 2011 FY 2012 1,860,860 1,878,700 (17,840) Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of Public Works Administration is to provide direction and oversight on all areas of Public Works operations and planning including water, wastewater, solid waste collection, and street maintenance. Public Works Admin works to provide a long term (100-year) supply of water to meet demands while complying with Statemandated water supply regulations. It works to ensure appropriate use of reclaimed water, and to provide prompt, courteous, and informed service to our external and internal customers. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Successfully Administered over 50 contracts Integrated and consolidated customer service staff into one unit Achieved Arizona Department of Water Resources 100-Year Assured Supply Designation Improved and reduced cell phone / push-totalk radio service costs for all Public Works Staff Secured additional water supplies working with Arizona Native American Tribal Communities Entered into a mutual aid agreement with the Arizona Water and Wastewater Agency Response Network Successfully resolved sanitary sewer structural problem (Val Vista/Ocotillo) Water, Wastewater, and Reclaimed Water Master Plan consultant selected and on task to complete the work by February 2012 PERFORMANCE MEASURES Ratio of administration staff to total department Complete a draft Infrastructure Maintenance/Replacement plan by January 2012 Complete the Water, Wastewater, and Reclaimed Water Master Plan update Continue monitoring and adjustment of cell phone use to further reduce costs Install a filter belt-press at the Santan Vista Water Treatment Plant to process sludge by June 2012 Complete planning for the long-term handling of sludge produced at the Neely Water Reclamation Plant There were no personnel salary increases for FY 2012. Public Works Administration experienced a minor restructuring as part of Gilbert’s Strategic Initiatives, resulting in transferring 3.5 FTE to the Utility Customer Service division. FY 2012 Budgeted Supplies and Contractual expenses are $3,960 higher than the FY 2011 Projected expenses. The net increase reflects a number of adjustments including lower copy/printing costs as well as an increase in memberships and tuition reimbursement. Actual FY 2009 Actual FY 2010 Actual FY 2011 Anticipated FY 2012 1:20.1 1:20.0 1:21.1 1:29.6 - 163 - Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Public Works Admin Total Personnel EXPENSES BY ACTIVITY Public Works Admin 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 2009 Actual FY 2010 Budget FY 2011 0.00 0.00 12.50 12.50 9.00 0.00 0.00 12.50 12.50 9.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 - - - $ - Actual FY 2009 Actual FY 2010 - - - $ - Actual FY 2009 Actual FY 2010 - - - $ - Projected FY 2011 Projected FY 2011 817,390 $ 817,390 $ 770,090 $ 770,090 COST PER PUBLIC WORKS EMPLOYEE $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2009 FY 2010 - 164 - FY 2011 621,200 35,160 27,000 $ FY 2012 51,330 683,360 Budget FY 2012 821,420 770,090 $ 683,360 Budget FY 2012 Projected FY 2011 821,420 817,390 4,030 $ 712,270 31,200 26,620 Budget FY 2011 $ 683,360 Projected FY 2011 762,270 28,500 26,620 817,390 Budget FY 2012 770,090 Budget FY 2011 $ Budget FY 2012 701,180 683,360 $ 17,820 Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2012 Utility Locates protects Gilbert-owned underground utilities from damage and disruption of customer services, and facilitates the location of any Town underground utility upon request from Arizona Blue Stake. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 Microsoft software for accurate daily workloads Worked with internal departments to assist with special projects (Building Maintenance, Technology Services, Wastewater) ♦ ♦ 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 the field 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 Obtain laptops and go paperless BUDGET NOTES There were no personnel salary increases for FY 2012. There were no new budget requests for FY 2012. The FY 2012 Personnel Budget was reduced by $6,810, and the Supplies and Contractual Budget remained unchanged. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 12,000 12,373 10,000 11,000 % of field tickets located by Town staff 55% 82% 85% 88% % of emergency tickets requiring one hour response 1.9% 3.0% 3.0% 3.0% PERFORMANCE MEASURES # of utility locates/dig requests from Arizona Blue Stake, Inc. - 165 - Table of Contents Utility Locates Actual FY 2009 Actual FY 2010 Budget FY 2011 Utility Locates 0.00 0.00 5.00 5.00 5.00 Total Personnel 0.00 0.00 5.00 5.00 5.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 - - PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates 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 2010 - - - $ Actual FY 2010 - $ 477,950 $ 460,150 477,950 $ 460,150 10 COST PER LOCATE $50.00 $40.00 $30.00 $20.00 $10.00 $0.00 FY 2009 FY 2010 FY 2011 - 166 - 379,120 92,020 $ FY 2012 17,810 471,140 Budget FY 2012 477,960 460,150 $ 471,140 Budget FY 2012 Projected FY 2011 477,960 477,950 $ $ 375,930 84,220 - Budget FY 2011 - 471,140 Projected FY 2011 385,930 92,020 $ Budget FY 2012 460,150 Budget FY 2011 - Actual FY 2009 - $ Budget FY 2012 Projected FY 2011 477,950 - Actual FY 2009 Projected FY 2011 471,130 471,140 $ (10) Table of Contents Enterprise Funds __________________________________________ Enterprise Funds Summary Water Wastewater Residential Solid Waste Commercial Solid Waste 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: Wastewater: Ensure a safe, dependable water supply Provide a safe, dependable wastewater collection and treatment system, and a reclaimed water reuse 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 that was served with flood irrigation water for landscape use prior to FY 2012 FUND ACTIVITY The following is a statement of revenue, expenses and transfers for the Enterprise Funds based on the adopted budget for FY 2012. Total Operating Revenues Water Wastewater Residential Solid Waste Commercial Solid Waste $ 37,144,000 $ 21,222,010 $ 14,585,000 $ 2,492,100 Total Operating Expenses (24,895,480) Operating Income (Loss) $ 6,027,690 $ 3,251,250 - - 60,000 $ 12,248,520 $ 6,027,690 $ 3,311,250 90,000 920,000 155,000 Operating Transfers In Operating Transfers Out Net Income (11,333,750) $ 12,248,520 Non-Operating Revenues (Expenses) Income (Loss) Before Transfers (15,194,320) (13,081,270) (8,363,330) (742,750) $ (1,415,640) $ $ $ PUBLIC WORKS Enterprise Funds Water Residential Solid Waste Wastewater Commercial Solid Waste 971,120 538,080 - $ 538,080 - (2,495,130) ORGANIZATIONAL CHART - 167 - (1,954,020) (289,880) $ 248,200 Table of Contents Enterprise Funds PERSONNEL BY DIVISION Actual FY 2009 Actual FY 2010 Budget FY 2011 Water Wastewater Residential Solid Waste Commercial Solid Waste Irrigation 79.00 37.00 71.94 7.06 0.70 83.00 37.00 72.22 6.78 0.70 87.25 40.68 72.22 6.78 0.00 87.25 40.68 72.22 6.78 0.00 88.25 41.68 71.22 7.28 0.00 195.70 199.70 206.93 206.93 208.43 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 28,696,144 22,034,033 13,248,731 2,288,189 157,764 29,616,140 21,587,467 12,548,892 2,048,447 54,180 35,866,580 22,828,050 13,360,940 2,182,990 32,230 33,242,560 21,689,630 12,464,820 1,939,180 9,020 37,976,750 23,557,650 13,828,880 2,243,900 - $ 66,424,861 $ 65,855,126 $ 74,270,790 $ 69,345,210 $ 77,607,180 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 12,871,939 31,353,439 908,243 21,291,240 13,132,841 30,389,914 313,423 22,018,948 14,067,490 38,113,130 22,090,170 13,743,340 35,204,840 21,000 20,376,030 13,860,640 38,848,930 668,000 24,229,610 $ 66,424,861 $ 65,855,126 $ 74,270,790 $ 69,345,210 $ 77,607,180 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 72,042,812 66,424,861 78,095,335 65,855,126 76,238,840 74,270,790 77,420,300 69,345,210 76,668,110 77,607,180 $ 5,617,951 $ 12,240,209 $ 1,968,050 $ 8,075,090 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 - 168 - Projected FY 2011 Budget FY 2012 $ (939,070) Table of Contents Water _________________________________ Water Summary Water Conservation Water Production Water Distribution Water Metering Non-Departmental Table of Contents Water FUND DESCRIPTION The Town of Gilbert’s Water Fund is financed and operated in a manner similar to private business enterprises. The mission of the Water Division is to ensure a safe and dependable water supply for all residents, businesses, and visitors of Gilbert. The division oversees and directs all branches of the Water Division in compliance with the Department’s Goals, Gilbert Strategic Plan, Gilbert Code, and local, state, and federal regulations. The Water 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 2012 ♦ 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 ensure 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 future water production and infrastructure needs are met ♦ 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 ♦ Seek Green methods to lower operating costs and postpone the need for rate increases ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Solid Waste Conservation Production Wastewater Distribution Plant Production Well Production Quality Assurance - 169 - 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 2009 Actual FY 2010 Budget FY 2011 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 43.25 13.00 26.00 0.00 2.00 3.00 43.25 13.00 26.00 0.00 2.00 3.00 44.25 13.00 26.00 0.00 79.00 83.00 87.25 87.25 88.25 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 526,309 293,391 12,609,573 1,219,554 2,751,620 11,295,697 560,608 270,229 11,626,094 1,224,890 3,015,331 12,918,988 839,570 313,200 13,735,080 2,116,460 3,186,830 15,675,440 837,650 302,550 13,573,180 2,110,730 2,822,730 13,595,720 749,910 311,270 14,607,660 1,693,430 3,148,740 17,465,740 $ 28,696,144 $ 29,616,140 $ 35,866,580 $ 33,242,560 $ 37,976,750 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 5,190,117 15,199,303 175,976 8,130,748 5,425,594 14,716,408 9,474,138 5,938,190 18,705,220 11,223,170 5,776,600 17,501,390 9,964,570 5,912,140 18,783,340 200,000 13,081,270 $ 28,696,144 $ 29,616,140 $ 35,866,580 $ 33,242,560 $ 37,976,750 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 34,194,008 28,696,144 36,248,151 29,616,140 37,234,000 35,866,580 37,740,000 33,242,560 37,234,000 37,976,750 $ 5,497,864 $ 6,632,011 $ 1,367,420 $ 4,497,440 $ Actual FY 2009 64 44 88.9% 0.0% 26.7% 952 Actual FY 2010 66 42 90.0% 0.0% 0.0% 971 Projected FY 2011 66 42 90.0% 3.5% 0.0% 980 Anticipated FY 2012 62 42 90.0% 0.0% 0.0% 990 PERFORMANCE 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 - 170 - Projected FY 2011 Budget FY 2012 (742,750) Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Participated in Town events to promote water conservation Participated in regional events to promote water conservation Partnered with Project Wet to develop an educational program for junior high students Developed a turf inventory on all HOAs to assist in water management Partnered with key HOAs to monitor and analyze water demand on a monthly basis Partnered with the Town of Gilbert Parks staff working closing on the PKID water budgets and landscape needs ♦ ♦ ♦ Continue to comply with the Department of Water Resources Non Per Capita Program to ensure water use efficiency Continue to work with Arizona Municipal Water Users Association in regional conservation efforts including the Smartscape Program and developing or enhancing water conservation literature Continue to partner with the EPA Watersense program Continue to find effective ways to reduce the water demand for residential, commercial, and institutional use Continue to monitor monthly data for consumption of each segment identifying trends and analyzing data for demand projections Work closely with consultants on the TOG Water Master Plan BUDGET NOTES There were no personnel salary increases for FY 2012. No items were requested for the FY 2012 budget. No rate increase for Water services was required for FY 2012. Actual FY 2009 Projected FY 2010 Anticipated FY 2011 Projected FY 2012 Water Consumption of Gallons per capita per day 199.0 199.0 198.0 198.0 % of elementary school participation 50% 55% 60% 60% Residential audits 391 410 425 435 Commercial audits 14 20 25 25 PERFORMANCE MEASURES - 171 - Table of Contents Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2009 Actual FY 2010 Budget FY 2011 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 293,391 Total Expenses $ $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 293,391 270,229 293,391 $ 313,200 $ 270,229 $ 302,550 313,200 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2010 FY 2011 - 172 - $ FY 2012 302,550 311,270 Budget FY 2012 244,920 57,630 - COST PER CAPITA FY 2009 311,270 Projected FY 2011 249,000 64,200 $ Budget FY 2012 302,550 Budget FY 2011 248,451 21,778 - Budget FY 2012 Projected FY 2011 313,200 Actual FY 2010 248,745 44,646 $ 270,229 Projected FY 2011 247,070 64,200 $ 311,270 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2012 To facilitate the production of a safe and dependable water supply to meet all seasonal daily demands for water. Meet all Federal, State and Local water quality requirements and maintain sufficient water pressure throughout the Town’s water service area to meet all residential, commercial, fire, and emergency needs. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 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 Through use of online chlorine analyzers and installation of backfill chlorinators more sufficiently and efficiently maintained system chlorine residuals Wells has installed our first S-can analyzer in the field at Well site #24 which allows better monitoring of water quality in the field Media for Arsenic Treatment sites Well #14 and Well #15 have been replaced and IonExchange system at Well #25 for arsenic has been restored to assure use for summer water demands ♦ ♦ ♦ ♦ Participate in the development of Gilbert’s Water Master Plan 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 Participate in design of water production facilities to ensure they meet daily demands Schedule and monitor sampling program for all designated EPA parameters and contamination Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage, while reducing possibility of system contamination Distribute educational brochures and information to customers relating to water resources, distribution, and quality BUDGET NOTES There were no personnel salary increases for FY 2012. One-time FY 2012 expenses of $710,000 are included in the FY 2012 budget to address corrosion issues, for filter media replacement, and for a sludge belt press. The Water Production division added 0.33 FTE. No rate increase for Water services was required for FY 2012. Actual FY 2009 62 Actual FY 2010 66 Projected FY 2011 66 Anticipated FY 2012 66 44 42 42 42 90.0% 88.9% 90.0% 90.0% % increase in ground water capacity 7.8% 0.0% 0.0% 3.5% % increase in surface water capacity 0.0% 26.7% 0.0% 0.0% 931 952 971 980 0 0 0 0 PERFORMANCE MEASURES Peak day demand (million gallons) Daily average water production (million gallons) % of citizens generally/very satisfied with water Total miles of water main # of exceeded Maximum Contaminant Levels of water quality parameters - 173 - 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 2010 Budget FY 2011 Projected FY 2011 15.00 7.00 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 17.00 11.00 7.00 6.00 2.25 17.33 11.33 7.34 6.00 2.25 35.00 39.00 43.25 43.25 44.25 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 9,020,692 616,833 2,279,641 692,407 - 6,396,646 2,492,930 2,215,314 521,204 - 4,899,400 4,814,320 3,260,140 555,540 205,680 4,804,970 4,805,790 3,232,600 527,850 201,970 5,334,680 5,002,140 3,526,330 539,760 204,750 $ 12,609,573 $ 11,626,094 $ 13,735,080 $ 13,573,180 $ 14,607,660 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 2,248,774 10,184,823 175,976 - 2,478,840 9,147,254 - 3,048,970 10,686,110 - 2,887,070 10,686,110 - 3,101,550 11,406,110 100,000 - $ 12,609,573 $ 11,626,094 $ 13,735,080 $ 13,573,180 $ 14,607,660 COST PER MILLION GALLONS PRODUCED $1,000.00 $800.00 $600.00 $400.00 $200.00 $0.00 FY 2009 FY 2010 - 174 - FY 2011 FY 2012 Table of Contents Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2012 Water Distribution ensures the integrity of the Town’s water infrastructure by maintaining the Water Distribution system infrastructure and associated assets. ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continued fire hydrant exercising program in cooperation with Gilbert Fire Department allowing each fire hydrant to be exercised twice a year; there are presently 11,438 fire hydrants in the Town’s water services area Maintained inventory of infrastructure repair parts, accounting for stock from acquisition to installation Responded to all emergency situations within one hour Acquired replacement laptop for data loading and Geographic Information Systems (GIS) Upgraded field phones to Verizon ♦ ♦ ♦ Maintain and enter data on work orders for accurate reporting Maintain parts inventory Keep GIS current by providing information related to field changes Enable contractors to make timely additions and improvements to the water system with minimum system disruption Implement an Asset Management Plan by installing valves and replacing hydrants through Capital Improvement Plan projects, job order contracting, and acquisition of a second valve truck, laptops, and a GPS unit Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage while reducing the possibility of system contamination Paint fire hydrants with help from Eagle Scouts BUDGET NOTES There were no personnel salary increases for FY 2012. A budget carry-forward from FY 2011 of $500,000 was included in FY 2012 for a strategic aging value replacement program. It will replace approximately 40 hydrants, 35 valves, and 20 insertion valves. No rate increase for Water services was required for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 1,254 2,085 2,500 4,000 100 100 100 100 # of work orders completed (data not available for 2009) * 2,122 1,900 2,000 # of safety related injuries 0 0 0 0 PERFORMANCE MEASURES # of valves exercised % of fire hydrants exercised/inspected * New measure; data not available - 175 - Table of Contents Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2010 Budget FY 2011 Projected FY 2011 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 1,219,554 1,224,890 2,116,460 2,110,730 1,693,430 $ 1,219,554 $ 1,224,890 $ 2,116,460 $ 2,110,730 $ 1,693,430 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 863,054 356,500 - 828,841 396,049 - 837,310 1,279,150 - 831,580 1,279,150 - 814,280 779,150 100,000 - $ 1,219,554 $ 1,224,890 $ 2,116,460 $ 2,110,730 $ 1,693,430 ANNUAL OPERATING COST PER MILE OF WATER MAIN $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2009 FY 2010 - 176 - FY 2011 FY 2012 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2012 To provide accurate and timely accounting for all potable water delivered by Gilbert to residential, commercial and industrial customers through proper meter reading, maintenance, replacement, and new meter installations. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ Continued the small meter maintenance program with a target of changing out ten percent of the system meters; this program increases revenue and brings the Town into compliance with Arizona Department of Water Resources guidelines for unaccounted water Meter Services implemented a large meter field testing program to benchmark large meter accuracy Meter Services continued the zero consumption process to remove meters that have stopped registering in a timely manner ♦ ♦ ♦ Continue the small meter life cycle maintenance program based on consumption instead of meter age Assess data from the 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 accountability for 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 AMR/AMI radio reading water meters to increase efficiency and data for water conservation purposes BUDGET NOTES There were no personnel salary increases for FY 2012. No substantial changes were requested for the Water Metering Division. No rate increase for Water services was required for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 # of lock-offs for delinquent payment 8,061 7,628 8,000 8,000 # of work orders per year 24,607 25,690 26,000 26,000 343 348 353 360 847,555 861,769 863,000 865,000 # of new meters installed 1,529 1,137 1,200 1,200 # of meters changed out * 7,885 8,000 8,000 PERFORMANCE MEASURES Average meters read per cycle per reader # of meter reads for the year * New measure; data not available - 177 - 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,751,620 3,015,331 3,186,830 2,822,730 3,148,740 $ 2,751,620 $ 3,015,331 $ 3,186,830 $ 2,822,730 $ 3,148,740 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,592,318 1,159,302 - 1,582,560 1,432,771 - 1,591,970 1,594,860 - 1,572,130 1,250,600 - 1,567,980 1,580,760 - $ 2,751,620 $ 3,015,331 $ 3,186,830 $ 2,822,730 $ 3,148,740 ANNUAL COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2009 Budget FY 2012 FY 2010 FY 2011 - 178 - FY 2012 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly attributed to a business unit. An overview of each section is below. Repair/Replacement $5,286,920 Capital Projects $4,500,000 Water transfers funds to finance future replacement of rolling stock and infrastructure. More information can be found in the Repair and Replacement Funds section of this budget document Debt 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. The FY 2011-2016 Capital Improvement Plan includes the following projects to be funded with transfers from the Water Fund: Street Improvements Reservoir #7 Tank Replacement Reservoir #3 Tank Replacement North WTP Filter Media Replace Water Distribution System North WTP Corrosion Rehab Santan Vista WTP Belt Filter 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 2012 $1,346,000 is budgeted for contingency. Wastewater Fund $820,000 Water transfers funds to wastewater to offset the costs of recharging wastewater for the benefit of the water system. 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. Streets Fund $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. Transfers Other Miscellaneous Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2012, $13,081,270 is budgeted to be transferred to other funds to support various activities. The following details transfers by category: Insurance Overhead $1,386,000 $1,862,000 $ 15,000 $ 25,000 $ 500,000 $ 322,000 $ 390,000 $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. Tuition Reimbursement $2,309,430 $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. 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. Benefit Savings ($61,900) Benefit savings are due to a payment holiday from medical premiums for July 2011. - 179 - 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 2009 Actual 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 3,418,156 26,694 9,474,138 $ 11,295,697 $ 12,918,988 $ 15,675,440 $ 13,595,720 $ 17,465,740 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 3,444,850 9,474,138 $ 11,295,697 $ 12,918,988 - 180 - (31,880) 4,484,150 11,223,170 $ 15,675,440 3,433,860 197,290 9,964,570 Budget FY 2012 3,153,852 11,097 8,130,748 3,164,949 8,130,748 3,433,860 1,378,000 (551,000) 191,410 11,223,170 Projected FY 2011 3,631,150 9,964,570 $ 13,595,720 3,415,080 1,346,000 (538,000) 161,390 13,081,270 (61,900) 4,446,370 13,081,270 $ 17,465,740 Table of Contents Wastewater _________________________________ Wastewater Summary Wastewater Collection Wastewater Plant Operations Wastewater Reclaimed Wastewater Quality Riparian Program 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, reclaimed water 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 2012 ♦ 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, thereby 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 ♦ Complete the 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 Water Plant Operations Solid Waste Wastewater Collection Quality Reclaimed Neely Facility Effluent Re-Use Greenfield Facility Effluent Recharge - 181 - Table of Contents Wastewater PERSONNEL BY DIVISION Administration Collection Plant Operations Reclaimed Quality Riparian Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Collection Plant Operations Reclaimed Quality Riparian 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 1.00 17.60 0.00 12.40 6.00 0.00 0.00 1.00 17.60 0.00 12.40 6.00 0.00 0.00 1.00 17.60 0.00 12.40 6.00 3.68 0.00 1.00 17.60 0.00 12.40 6.00 3.68 0.00 1.00 18.60 0.00 12.40 6.00 3.68 0.00 37.00 37.00 40.68 40.68 41.68 Actual FY 2009 Actual FY 2010 Budget FY 2011 163,753 2,778,097 6,753,572 1,433,638 536,343 10,368,630 161,892 2,706,770 6,819,793 1,364,432 512,198 10,022,382 505,350 3,021,630 7,362,390 1,454,460 557,920 376,750 9,549,550 501,400 3,203,180 7,076,880 1,500,130 541,160 399,110 8,467,770 413,210 3,393,820 7,545,390 1,563,760 561,410 375,050 9,705,010 $ 22,034,033 $ 21,587,467 $ 22,828,050 $ 21,689,630 $ 23,557,650 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Projected FY 2011 Budget FY 2012 Budget FY 2012 2,645,495 9,420,546 259,172 9,708,820 2,689,246 9,493,338 50,773 9,354,110 3,007,830 11,592,780 8,227,440 2,970,420 10,947,310 7,771,900 3,032,430 12,039,890 122,000 8,363,330 $ 22,034,033 $ 21,587,467 $ 22,828,050 $ 21,689,630 $ 23,557,650 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 20,722,158 22,034,033 22,044,539 21,587,467 22,142,010 22,828,050 22,313,800 21,689,630 22,142,010 23,557,650 $ (1,311,875) $ PERFORMANCE MEASURES Total annual wastewater influent (MG) Average daily influent (MG) Total annual reclaimed water 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 457,072 $ (686,040) $ 624,170 $ (1,415,640) Actual FY 2009 4,515 12.37 Actual FY 2010 4,712 12.91 Projected FY 2011 4,636 12.70 Anticipated FY 2012 4,726 12.95 4,160 4,420 4,840 5,200 1,798 100% 42 100% 1,800 100% 79 100% 1,803 93% 64 100% 1,820 100% 60 100% - 182 - Table of Contents Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2012 The Wastewater Collection Section 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided safety training to all Wastewater Collection Personnel Identified and rehabilitated sanitary sewer manholes that were impacted by corrosion Responded and made repairs to 19 sanitary sewer service pipelines Performed daily inspections and routine maintenance at all lift station sites Pulled a total of 82 wastewater lift station pumps for servicing and cleaning Inspected a total of 4,425 sewer manholes Treated approximately 5,250 sanitary sewer manholes for roach control Performed odor control monitoring activities throughout the sewer system and routinely added odor control chemicals to the system Cleaned approximately 15% of the sewer system to prevent sewer line blockages, overflows, and odors Inspected approximately 10% of the sewer system using television inspection (CCTV) equipment to identify problem areas that can lead to sewer line blockages, overflows, and deterioration of the infrastructure ♦ ♦ ♦ ♦ 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 2012. The Wastewater Collection Section added 1.0 FTE, a Wastewater Lift Station Tech. In FY 2012 Supplies and Contractual expenses increased by approximately $200,000 due to added utility costs, increased chemical costs, and manhole rehabilitations. No rate increase for Wastewater services was required for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Percent of sewer system cleaned 25% 25% 15% 25% Percent of sewer system inspected 20% 25% 10% 20% Number of sewer odor complaints 199 200 182 200 Number of sewer line blockage complaints 42 79 64 60 31 31 31 31 1,798 1,800 1,803 1,820 100% 100% 100% 100% PERFORMANCE 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 - 183 - 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 17.60 17.60 17.60 17.60 18.60 17.60 17.60 17.60 17.60 18.60 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 2,778,097 2,706,770 3,021,630 3,203,180 3,393,820 $ 2,778,097 $ 2,706,770 $ 3,021,630 $ 3,203,180 $ 3,393,820 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,170,212 1,471,532 136,353 - 1,177,777 1,528,993 - 1,219,850 1,801,780 - 1,189,260 2,013,920 - 1,268,290 2,003,530 122,000 - $ 2,778,097 $ 2,706,770 $ 3,021,630 $ 3,203,180 $ 3,393,820 COST PER MILLION GALLONS INFLUENT $750 $500 $250 $0 FY 2009 Budget FY 2012 FY 2010 FY 2011 - 184 - FY 2012 Table of Contents Wastewater Plant Operations PURPOSE STATEMENT The mission of the 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 2011 ♦ ♦ ♦ ♦ Preventative maintenance work was performed on all wastewater treatment plant equipment at the Greenfield WRP Preventative maintenance work was performed on all wastewater treatment plant equipment at the Neely WRP Participated in an electrical power shedding program at the Neely WRP, resulting in a cost and energy savings Completed negotiations on a land license and a power purchase agreement with “SPG Solar” to construct a two mega-watt solar generating project that will help offset electrical power needs at the Neely WRP ♦ ♦ BUDGET NOTES There were no personnel salary increases for FY 2012. One-time repair and maintenance items for $130,000 have been included in the FY 2012 budget including UV Lamp replacements Odor Control, etc. Gilbert’s two plants also have $138,000 in ongoing expense increases for additional O&M, and sludge disposal costs. The Greenfield Water Reclamation Plant will be diverting 800,000 GPD to the Neely Plant. No rate increase for Wastewater services was required for FY 2012. OBJECTIVES FY 2012 ♦ ♦ Conduct routine meetings with the Greenfield WRP operations staff (City of Mesa) to evaluate plant operations and maintenance projects Conduct routine meetings with the Neely Wastewater Reclamation Plant operations PERFORMANCE 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 Average daily influent - Neely Treatment Facility (Million Gallons Per Day) Average daily influent - Greenfield Treatment Facility (Million Gallons Per Day) contractor (Severn Trent) to evaluate plant operations and maintenance projects 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) Evaluate reclaimed water quality by tracking test results from the Neely WRP and Greenfield WRP 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 Initiate the commissioning of the two megawatt solar generating project at the Neely WRP Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 $1,467.56 $1,428.05 $1,341.00 $1,350.00 $1,484.12 $1,430.15 $1,675.00 $1,500.00 2,775.1 2,773.7 2,944.0 2,950.0 1,740.1 1,938.8 1,691.5 1,776.0 67% 67% 72% 73% 61% 63% 58% 61% 7.60 7.60 8.07 8.08 4.77 5.31 4.63 4.87 - 185 - 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 2009 Actual FY 2010 Budget FY 2011 Projected 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 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 4,171,059 2,582,513 4,078,720 2,741,073 4,248,130 3,114,260 3,984,300 3,092,580 4,336,130 3,209,260 $ 6,753,572 $ 6,819,793 $ 7,362,390 $ 7,076,880 $ 7,545,390 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 6,655,131 98,441 - 6,769,020 50,773 - 7,362,390 - 7,076,880 - 7,545,390 - $ 6,753,572 $ 6,819,793 $ 7,362,390 $ 7,076,880 $ 7,545,390 COST PER MILLION GALLONS TREATED $2,000 $1,600 $1,200 $800 $400 $0 FY 2009 Budget FY 2012 FY 2010 FY 2011 - 186 - FY 2012 Table of Contents Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2012 The Reclaimed water Reuse and Recharge Section is dedicated to providing safe, reliable, and cost effective operation and maintenance of the reclaimed water reuse infrastructure and facilities which includes reclaimed water lines, valves, meters, recovered water wells, reservoirs, ground water recharge facilities, injection wells, and monitoring wells. Reclaimed water 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. ♦ Perform water quality sampling and monitoring of reclaimed water and recovered water to ensure compliance with regulations ♦ Respond to emergency customer contact events within 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 reclaimed water reuse and recharge operations ♦ Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely ACCOMPLISHMENTS FY 2011 ♦ 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 demands ♦ Provided safety training to all Reclaimed water 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 reclaimed water system valves ♦ Inspected, maintained, and took readings at all reclaimed and recovered water system meters ♦ Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule PERFORMANCE 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 2012. The Wastewater Reclaimed Section FY 2012 budget was increased by approximately $110,000 for rising costs such as chemical and electrical costs, valve replacements, and permits fees. No rate increase for Reclaimed Water services was required for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 0 0 0 0 0 1 0 0 4,160 4,420 4,840 5,200 32% 38% 40% 42% 68% 62% 60% 58% 100% 100% 100% 100% - 187 - 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 7.40 5.00 7.40 5.00 7.40 5.00 7.40 5.00 7.40 5.00 12.40 12.40 12.40 12.40 12.40 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 922,161 511,477 863,233 501,199 917,020 537,440 931,000 569,130 979,640 584,120 $ 1,433,638 $ 1,364,432 $ 1,454,460 $ 1,500,130 $ 1,563,760 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 877,702 531,558 24,378 - 918,610 445,822 - 931,330 523,130 - 919,530 580,600 - 927,330 636,430 - $ 1,433,638 $ 1,364,432 $ 1,454,460 $ 1,500,130 $ 1,563,760 COST PER MILLION GALLONS PRODUCED/REUSED $500 $400 $300 $200 $100 $0 FY 2009 Budget FY 2012 FY 2010 FY 2011 - 188 - FY 2012 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2012 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspected all commercial businesses of concern for compliance with Wastewater and Storm Water code requirements to ensure proper pretreatment device operation and maintenance is performed Performed required inspections and sampling at permitted industrial user sites 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 Provided the necessary safety training to all Wastewater Quality Personnel Processed all business registrations and wastewater questionnaires Received official approval of the Town’s Pretreatment Program Updated the Town’s Sewer Code PERFORMANCE 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 2012. Approximately $5,700 was added to the FY 2012 Budget for laboratory and testing cost increases. No rate increase for Wastewater services is required for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 1,307 1,245 1,200 1,400 100% 100% 93% 100% 17 19 19 21 100% 100% 100% 100% 54 23 21 30 38 17 32 25 1,004 961 900 1,100 - 189 - Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2009 Actual FY 2010 Budget FY 2011 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 536,343 Total Expenses $ $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 536,343 512,198 536,343 $ 512,198 $ 541,160 557,920 $ $150 $120 $90 $60 $30 $0 FY 2010 FY 2011 - 190 - $ FY 2012 541,160 561,410 Budget FY 2012 464,520 76,640 - COST PER MILLION GALLONS TREATED FY 2009 561,410 Projected FY 2011 472,610 85,310 $ Budget FY 2012 541,160 Budget FY 2011 465,229 46,969 $ 557,920 Budget FY 2012 Projected FY 2011 557,920 Actual FY 2010 469,317 67,026 $ 512,198 Projected FY 2011 470,400 91,010 $ 561,410 Table of Contents Riparian Program PURPOSE STATEMENT OBJECTIVES FY 2012 The Riparian 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Upgrade telescope to 20 inch for increased stargazing capabilities to increase tourist and student visits Develop one program each at Sonoqui and Neely Ranch preserves Develop safe harbor agreement for one species with Game and Fish Maintain feral cat population at or near zero in Water Ranch Increase volunteer program to 750 volunteers working 5,000 hours Establish a Preserve mitigation bank BUDGET NOTES Tourism visits have increased by 58% Increased student visits by 23% Astronomy program upgrades have facilitated a more citizen-oriented science program for residents Completed research on mitigation banking for wetlands and/or conservation Updated Strategic Plan Completed “Operation Cat Removal”, removing approximately 85 cats from the preserve Approximately 500 volunteers worked over 3,000 hours Due to new Government Accounting Standards Board (GASB) criteria defining Special Revenue Funds, the Riparian Program financial activity had to be moved to the Wastewater Fund beginning in FY 2011. Expenditure and Revenue activity prior to FY 2011 can be found in the Special Revenue section of this budget document. There were no personnel salary increases for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Amount of operating donations received $681 $500 $8,500 $3,000 Number of outreach students participating yearly 200 260 350 400 15,515 21,185 31,576 35,000 Number of native reptiles on site end of first quarter 4 5 5 6 Number of research hours completed yearly 165 165 170 175 0 0 0 2 1/$20,909 1/$29,646 1/$37,100 2/$40,000 Number of viable habitat zones 3 3 3 5 Feral cat population * 85 5 5 PERFORMANCE MEASURES Number of tourism visits Number of programs developed with Queen Creek Parks Number of educational facilities and revenue generated * New measure; data not available - 191 - Table of Contents Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian 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 2009 Actual FY 2010 Budget FY 2011 0.00 0.00 3.68 3.68 3.68 0.00 0.00 3.68 3.68 3.68 Actual FY 2009 Actual FY 2010 Budget FY 2011 - - - $ - Actual FY 2009 Actual FY 2010 - - - $ - Actual FY 2009 Actual FY 2010 - - - $ - - 192 - Projected FY 2011 Projected FY 2011 376,750 $ 376,750 $ $ $ 27,500 376,750 (349,250) $ 399,110 375,050 Budget FY 2012 269,900 104,210 25,000 Budget FY 2011 $ 399,110 375,050 Projected FY 2011 269,900 106,850 376,750 Budget FY 2012 399,110 Budget FY 2011 $ Budget FY 2012 268,200 106,850 $ Projected FY 2011 27,500 399,110 (371,610) $ 375,050 Budget FY 2012 27,500 375,050 (347,550) Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly attributed to a business unit. An overview of each section is below. 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 Contingency $5,701,870 Capital Projects $1,012,000 The FY 2011-2016 Capital Improvement Plan includes the following projects to be funded with transfers from the Wastewater Fund: 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 2012, $1,036,000 is budgeted for contingency. EMF Manhole Replacement Streets Improvements $ 252,000 $ 760,000 Other Miscellaneous Budget Savings 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. 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. 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 Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2012, $8,363,330 is budgeted to be transferred to other funds to support various activities. The following details transfers by category: Overhead Repair/Replacement 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 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. Benefit Savings ($30,200) Benefit savings due to payment holiday from health insurance premiums for July 2011. $1,649,460 Wastewater transfers funds to the General Fund and Public Works Admin Fund in support of the - 193 - 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 2009 Actual 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 668,272 9,354,110 $ 10,368,630 $ 10,022,382 $ 9,549,550 $ 8,467,770 $ 9,705,010 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 668,272 9,354,110 $ 10,368,630 $ 10,022,382 - 194 - (14,560) 1,336,670 8,227,440 $ 9,549,550 656,550 64,320 7,746,900 Budget FY 2012 659,810 9,708,820 659,810 9,708,820 656,550 1,018,000 (407,000) 54,560 8,227,440 Projected FY 2011 720,870 7,746,900 $ 8,467,770 659,760 1,036,000 (393,000) 38,920 8,363,330 (30,200) 1,371,880 8,363,330 $ 9,705,010 Table of Contents Residential Solid Waste _________________________________ Residential Solid Waste Summary Residential 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 and commercial, industrial, and institutional establishments. Gilbert’s solid waste activities are financed and operated in a manner similar to private business enterprises, where costs of providing the services to the residential and commercial 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 and commercial/industrial sources, educating members of the general public and business community regarding the proper disposal of wastes, and encouraging the diversion of waste from landfills through the recycling, reuse, and recovery of selected materials. We set objectives for the activity areas to responsibly and efficiently accomplish our mission, and to better track our effectiveness. Solid waste maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet our customer’s expectations and resolve problems at the appropriate level of responsibility. GOALS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ 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 recyclable materials Ensure customers are satisfied with service and create partnerships and loyalty with the residential and business sector Ensure that solid waste programs are cost effective and efficient Ensure safe and sanitary disposal options are implemented Evaluate introducing a buy back center, or partner with local reuse centers ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Residential Commercial - 195 - Wastewater 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 2011 Projected FY 2011 Budget FY 2012 3.24 68.70 0.00 3.52 68.70 0.00 3.52 68.70 0.00 3.52 68.70 0.00 3.52 67.70 0.00 71.94 72.22 72.22 72.22 71.22 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 304,789 9,343,973 2,900,130 336,750 10,194,200 2,829,990 324,550 9,679,190 2,461,080 682,010 10,230,510 2,916,360 $ 13,248,731 $ 12,548,892 $ 13,360,940 $ 12,464,820 $ 13,828,880 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 4,430,857 5,322,650 432,582 3,062,642 4,526,082 4,880,878 241,802 2,900,130 4,649,800 6,316,590 2,394,550 4,561,960 5,508,310 2,394,550 4,453,170 6,534,580 346,000 2,495,130 $ 13,248,731 $ 12,548,892 $ 13,360,940 $ 12,464,820 $ 13,828,880 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 14,490,554 13,248,731 16,450,643 12,548,892 14,442,500 13,360,940 14,892,500 12,464,820 14,800,000 13,828,880 $ 1,241,823 $ 3,901,751 $ 1,081,560 $ 2,427,680 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 333,309 9,852,780 3,062,642 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 $ 971,120 Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 110,145 110,403 111,943 114,000 18,810 19,191 18,900 20,000 Residential cost per ton $122 $133 $125 $122 Average tons per customer (black can) 1.07 1.03 1.02 1.02 Recycling diversion rate - residential 19.1% 19.0% 18.8% 20.0% Recycling diversion rate – commercial 2.6% 2.7% 2.2% 3.0% PERFORMANCE MEASURES Total solid waste tonnage (not including recycling) Total recycle tonnage - 196 - 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, and recyclable materials, and the 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. ♦ OBJECTIVES FY 2012 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ 52 out of 54 residential drivers remained accident free Profit margin increased to 18% return on investment ♦ ♦ Department #1 in customer satisfaction for second year running Solid Waste went from a 6 day collection to a 5 day collection Reduced miles driven by 100,000 Reduced in operational cost by cutting two Heavy Equipment Operator positions and one Field Supervisor position Fleet converted to 100% compliance with federal emissions requirements nd rd One 2 place and two 3 place State Solid Waste Association of North America Road-eo Three honorable mentions for Environmental Industry Associations Driver of the year in the public sector ♦ Promote accident-free driving to 100% Continue to reduce truck maintenance through equipment standardization and advanced air quality protection Maintain customer satisfaction by prompt and timely service and remain number one in the Town-wide customer service survey Promote and increase recycling participation Continue path to new markets and items that can be sold as recyclable materials with a goal of zero waste Divert green waste and construction debris BUDGET NOTES There were no personnel salary increases in FY 2012. Total Personnel was reduced by 1.0 FTE in FY 2012. Included in the FY 2012 budget is $325,000 in one-time expenses for Solid Waste management software and hardware. No rate increase was necessary for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Total recycling tonnage 18,810 18,632 18,600 19,500 Total residential solid waste tonnage (not including recycling) 77,250 79,364 81,600 83,000 Number of residential customers 64,251 64,800 65,865 66,875 Households served by HHW Facility 3,744 4,759 5,033 5,550 287,028 361,034 375,000 410,000 Percentage of household hazardous waste diverted * 61% 74% 79% Gallons of paint recycled * 5,765 5,515 5,955 54% 56% 56% 58% PERFORMANCE MEASURES Pounds of HHW collected Average weekly recycling participation rate by single family homes * New measure; data not available - 197 - Table of Contents Residential Collections PERSONNEL BY ACTIVITY Residential Collections Uncontained Collections Recycling Environmental Programs Total Personnel EXPENSES BY ACTIVITY Residential Collections Uncontained Collections Recycling Environmental Programs Total Expenses Actual FY 2010 Budget FY 2011 Projected FY 2011 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 29.00 20.00 14.70 4.00 68.70 68.70 68.70 68.70 67.70 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 5,509,884 2,283,104 1,750,476 309,316 5,439,839 1,864,077 1,716,949 323,108 5,829,750 2,212,840 1,813,710 337,900 5,530,240 2,107,970 1,701,810 339,170 5,708,910 2,151,920 2,017,460 352,220 $ 9,852,780 $ 9,343,973 $ 10,194,200 $ 9,679,190 $ 10,230,510 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 4,190,062 5,230,136 432,582 - 4,284,170 4,818,001 241,802 - 4,373,890 5,820,310 - 4,304,620 5,374,570 - 4,225,000 5,984,510 21,000 - $ 9,852,780 $ 9,343,973 $ 10,194,200 $ 9,679,190 $ 10,230,510 ANNUAL COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2009 FY 2010 - 198 - FY 2011 FY 2012 Table of Contents Non-Departmental Miscellaneous 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. Insurance $66,530 Tuition Reimbursement $15,000 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. 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 FY 2012 $2,495,130 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below: Overhead $1,248,970 Equipment Replacement $1,246,160 ($55,300) Benefit savings due to payment holiday from medical premiums for July 2011. 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 2012 $659,000 is budgeted for contingency. 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. Solid Waste transfers funds to finance future replacement of rolling stock. More information can be found in the Replacement Funds section of this budget document. - 199 - 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 2009 Actual 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 2009 Actual FY 2010 Budget FY 2011 645,000 (258,000) 48,440 2,394,550 Projected FY 2011 Projected FY 2011 66,530 2,394,550 Budget FY 2012 Budget FY 2012 6,000 3,056,642 2,900,130 $ 3,062,642 $ 2,900,130 $ 2,829,990 $ 2,461,080 $ 2,916,360 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 3,062,642 2,900,130 435,440 2,394,550 66,530 2,394,550 $ 3,062,642 $ 2,900,130 $ 2,829,990 $ 2,461,080 - 200 - 659,000 (264,000) 26,230 2,495,130 (55,300) 476,530 2,495,130 $ 2,916,360 Table of Contents Commercial Solid Waste _________________________________ Commercial Solid Waste Summary Commercial Collections Non-Departmental Table of Contents Commercial Solid Waste FUND DESCRIPTION The Solid Waste Commercial Collections section is a viable option for commercial businesses for their trash and recycling collection needs. We offer 3, 4, 6, and 8 cubic yard front end load containers as well as 10, 20, and 40 cubic yard roll-off boxes. We offer all of our customers the opportunity to recycle. We operate as an enterprise fund that must be self-supporting. We must compete against the private sector for accounts. Our goal is to always charge a price that is fair to our customers and to provide excellent customer service. We offer service seven days a week. Our operations and services are directed toward ensuring the public health and welfare through the disposal of commercial solid waste from commercial/industrial sources. We promote the diversion of these wastes with our comprehensive recycling programs. We provide commercial services to all of the Town of Gilbert facilities, and we are capable of responding to any emergency situation. GOALS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Increase the diversion rate of commercial collections by promoting and providing commingled and cardboard recycling to our front end load commercial customers as well as recycling tires and green waste with our roll-off services Obtain a competitive edge by providing excellent customer service Work closely with Development Services to ensure all haulers in Town of Gilbert are licensed Grow our customer base Reduce maintenance costs through fleet standardization Reduce accident claims through continued promotion of Safety First Review plans and conduct inspections to ensure new commercial properties meet standards Enhance cost tracking methods and cost vs. profit margin of existing service ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Solid Waste Water Residential Commercial - 201 - Wastewater 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 Commercial cost per ton Budget FY 2012 0.76 6.30 0.00 0.48 6.30 0.00 0.48 6.30 0.00 0.48 6.30 0.00 0.48 6.80 0.00 7.06 6.78 6.78 6.78 7.28 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 30,140 1,654,310 254,730 36,240 1,854,560 353,100 $ 2,288,189 $ 2,048,447 $ 2,182,990 $ 1,939,180 $ 2,243,900 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 550,265 1,308,381 40,513 389,030 462,799 1,274,230 20,848 290,570 471,670 1,466,310 245,010 434,360 1,238,810 21,000 245,010 462,900 1,491,120 289,880 $ 2,288,189 $ 2,048,447 $ 2,182,990 $ 1,939,180 $ 2,243,900 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Total Revenues Total Expenses Total Commercial tonnage Projected FY 2011 36,250 1,830,530 316,210 OPERATING RESULTS PERFORMANCE MEASURES Budget FY 2011 25,792 1,732,085 290,570 Personnel Supplies & Contractual Capital Outlay Transfers Out Net Operating Result Actual FY 2010 107,960 1,791,199 389,030 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 $ 2,478,328 2,288,189 3,297,822 2,048,447 190,139 $ 1,249,375 2,388,100 2,182,990 $ 205,110 2,462,000 1,939,180 $ 522,820 2,492,100 2,243,900 $ 248,200 Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 31,283 31,599 29,960 31,000 $68 $60 $59 $62 - 202 - Table of Contents Commercial Collections PURPOSE STATEMENT OBJECTIVES FY 2012 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. Solid Waste Commercial Collections provides solid waste collection and disposal services for commercial/industrial, retail, and institutional establishments and multifamily residences within Gilbert. These services include the collection and disposal of trash and recyclable materials. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Commercial rates remained stable Promoted recycling to existing commercial accounts and potential customers Increased profit margin to 25% return on investment Provided businesses in Gilbert a viable option for waste disposal Received the Higley Schools Contract which increased profits by $60,000 Added drop-off locations for recycle boxes Purchased used boxes which saved thousands of dollars PERFORMANCE 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 Grow customer base Provide excellent customer service with quick responses Continue to reduce truck maintenance costs through equipment standardization Pilot a manure diversion program Add additional overflow roll-off boxes in strategic locations for Diversion Program Continue to add commingled recycling cans for Higley and Gilbert School Districts BUDGET NOTES There were no personnel salary increases for FY 2012. Solid Waste Commercial Collections added 0.5 FTE resulting in an FY 2012 Budget increase of $24,000. The FTE increase was a response to additional Commercial Collections customers. No rate increase was necessary for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 619 640 772 800 9,745 10,687 9,200 10,000 - 203 - 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 2010 Budget FY 2011 Projected FY 2011 4.55 1.75 5.30 1.00 5.30 1.00 5.30 1.00 5.80 1.00 6.30 6.30 6.30 6.30 6.80 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 1,298,635 492,564 1,265,198 466,887 1,298,660 531,870 1,208,780 445,530 1,340,570 513,990 $ 1,791,199 $ 1,732,085 $ 1,830,530 $ 1,654,310 $ 1,854,560 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 446,170 1,304,516 40,513 - 438,060 1,273,177 20,848 - 439,670 1,390,860 - 404,620 1,228,690 21,000 - 432,890 1,421,670 - $ 1,791,199 $ 1,732,085 $ 1,830,530 $ 1,654,310 $ 1,854,560 COST PER COMMERCIAL CUSTOMER $3,000.00 $2,250.00 $1,500.00 $750.00 $0.00 FY 2009 FY 2010 - 204 - FY 2011 FY 2012 Table of Contents Non-Departmental Miscellaneous The non-departmental section of the budget captures all expenditures that are not directly attributed to a business unit. An overview of each section is below. 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. Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2012 $289,880 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below: Equipment Replacement $186,210 Tuition Reimbursement $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 $103,670 $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. Budget Savings Overhead Insurance Benefit Savings ($5,500) Benefit savings are due to a payment holiday from medical premiums for July 2011. 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 2012 $95,000 is budgeted for contingency. 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. Commercial Solid Waste transfers funds to finance future replacement of rolling stock. More information can be found in the Replacement Funds section of this budget document. - 205 - 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 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 2009 Actual FY 2010 Budget FY 2011 389,030 $ 389,030 290,570 $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 389,030 $ 290,570 - 206 - $ 316,210 254,730 95,000 (37,000) 5,220 289,880 $ Projected FY 2011 (3,520) 74,720 245,010 $ Budget FY 2012 9,720 245,010 Budget FY 2011 290,570 $ 316,210 Budget FY 2012 Projected FY 2011 107,000 (43,000) 7,200 245,010 Actual FY 2010 389,030 $ 290,570 Projected FY 2011 Budget FY 2012 9,720 245,010 $ 254,730 353,100 (5,500) 68,720 289,880 $ 353,100 Table of Contents Streets Fund _____________________________________ Streets Fund Summary Streets 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 maintenance, traffic control systems, rightsof-way, and storm drain systems. 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 Division maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet our customers’ expectations and resolve problems at the most appropriate level of responsibility. State-shared gasoline tax and revenues fund Gilbert’s Street Division. GOALS FY 2012 ♦ Maintain a safe and efficient roadway system at a pavement condition index of at least 85 ♦ 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 Asphalt Patching Traffic Signal Maintenance Landscape Maintenance Street Cleaning Street Signs Shoulder Maintenance Preventive Maintenance Street Lighting Concrete Repair Crack Sealing Street Marking Fog Sealing Debt Hazard Response - 207 - 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 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 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 49.30 49.30 49.30 49.30 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 164,364 5,049,974 4,431,797 1,826,373 157,799 8,442,201 146,595 5,131,935 3,988,331 1,810,220 156,943 4,179,305 142,100 5,172,890 4,052,170 2,194,570 171,070 4,567,900 133,980 5,137,340 3,987,990 2,091,730 160,820 4,104,180 149,750 5,254,800 4,007,970 2,016,760 157,810 4,507,820 $ 20,072,508 $ 15,413,329 $ 16,300,700 $ 15,616,040 $ 16,094,910 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 3,619,590 5,314,476 2,696,241 8,442,201 3,347,648 5,302,182 2,584,194 4,179,305 3,414,800 6,139,040 2,602,360 4,144,500 3,217,720 5,782,460 2,602,360 4,013,500 3,355,420 5,996,690 2,659,360 4,083,440 $ 20,072,508 $ 15,413,329 $ 16,300,700 $ 15,616,040 $ 16,094,910 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 18,193,579 20,072,508 16,691,751 15,413,329 16,717,300 16,300,700 15,750,000 15,616,040 16,764,710 16,094,910 $ (1,878,929) $ 1,278,422 PERFORMANCE/ACTIVITY MEASURES Total Centerline 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 *New measure; data not available $ 416,600 $ 133,960 $ 669,800 Actual FY 2009 * Actual FY 2010 * Projected FY 2011 845 Anticipated FY 2012 850 24.2% 40.0% 14.3% 22.0% 86% 86% 86% 88% 80.5% 82.0% 83.1% 85.0% 95.5% 96.0% 96.0% 97.0% - 208 - Table of Contents Streets Maintenance PURPOSE STATEMENT ♦ The mission of Streets Maintenance is 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 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Achieved a Pavement Condition index (PCI) of 91 by following our Pavement Life Cycle to the best of our ability Updated Centerline miles captured in Pavement Management System versus actual miles in field Cleaned 100% of all arterial roadways – maintained no less than twice per month Cleaned 100% of all residential roadways – maintained no less than once per month Crack Sealed 100% of the subdivisions scheduled for maintenance ♦ ♦ ♦ BUDGET NOTES OBJECTIVES FY 2012 ♦ ♦ There were no personnel salary increases for FY 2012. An additional $57,000 was added to the Capital Outlay budget for preventative maintenance as well as crack and fog sealing on newly completed streets projects. 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 roadways are being visually rated each year PERFORMANCE MEASURES Total Centerline miles in system Percentage of arterial roadways swept twice per month Percentage of residential roadways swept once per month Average Pavement Condition Index (PCI) 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 crack sealed prior to scheduled maintenance *New measure; no data available Sweep all residential subdivisions no less than once per month Sweep all arterial streets no less than twice per month Sweep a minimum of five broom hours daily per driver Resolve all sidewalk trip hazards the same day reported Complete all utility adjustments within four days after street maintenance is complete Patch 100% of pot holes and sink holes that are called in within three business 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 Actual FY 2009 * Actual FY 2010 835 Projected FY 2011 845 Anticipated FY 2012 850 100% 100% 100% 100% 100% 100% 100% 100% 91 91 91 90 5.25 5.21 5.25 5.25 11% 0% 17% 33% 80% 80% 100% 100% 4 5 4 4 100% 100% 100% 100% - 209 - 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 2010 Budget FY 2011 Projected FY 2011 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 3.25 7.34 2.33 4.25 5.25 22.42 22.42 22.42 22.42 22.42 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 271,670 892,496 2,972,468 386,629 526,711 325,997 942,928 2,872,281 403,303 587,426 375,000 883,600 2,902,100 394,090 618,100 369,070 879,700 2,925,390 381,300 581,880 371,650 877,200 2,955,380 424,060 626,510 $ 5,049,974 $ 5,131,935 $ 5,172,890 $ 5,137,340 $ 5,254,800 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 1,304,681 1,050,617 2,694,676 - 1,288,931 1,272,221 2,570,783 - 1,434,000 1,136,530 2,602,360 - 1,325,720 1,209,260 2,602,360 - 1,426,880 1,168,560 2,659,360 - $ 5,049,974 $ 5,131,935 $ 5,172,890 $ 5,137,340 $ 5,254,800 ANNUAL MAINTENANCE COST PER LANE MILE $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2009 FY 2010 - 210 - FY 2011 FY 2012 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of Traffic Control is to operate and maintain the traffic control systems to improve safety by regulating the flow of traffic, increasing visibility, ensuring a high degree of reliability, meeting or exceeding all applicable regulations. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed all long line striping at night Completed all main arterials long line striping Completed Zone #2 (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 preemption detection calls within 10 days Managed all work orders generated for signs within three business days Completed 93% of the street lighting work orders within five business days Initiated a 4-10 schedule reducing overtime for illuminated street name sign inspections Initiated the replacement of the pedestrian countdown heads at signalized intersections ♦ ♦ ♦ ♦ ♦ Manage all work orders generated for signs within three business days Replace damaged stop signs within three hours of notification Complete Zone #3 (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 one traffic signal intersection each year Replace 24 of the fire safety pre-emption heads on signal mast arms for safety vehicles advancement BUDGET NOTES There were no personnel salary increases for FY 2012. Total expenses for division budget in FY 2012 were reduced by approximately $45,000. The reductions were mainly from reduced costs for street signs and traffic signal maintenance. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 172 172 173 174 Total miles of long line striping painted 541.31 541.31 600.00 600.00 % of long lines striped 100% 100% 100% 100% % of short lines striped 33% 33% 33% 33% Total number of high pressure sodium lamps replaced 2,537 2,370 2,370 2,370 Total number of traffic signals energized 172 173 173 174 % of signs replaced this year 20% 20% 20% 20% % of street lighting work orders completed within five business days 90% 93% 93% 93% % of traffic signal intersections painted 1% 1% 1% 1% PERFORMANCE MEASURES Total annual MMU monitor testing - 211 - 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 2010 Budget FY 2011 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 0.50 4.50 3.50 6.50 4.00 0.50 4.50 3.50 6.50 4.00 25.00 19.00 19.00 19.00 19.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 966,941 588,140 1,285,255 1,591,461 - 616,517 498,898 1,386,075 1,486,841 - 578,280 564,460 1,379,280 1,012,760 517,390 578,640 427,310 1,392,130 1,095,380 494,530 573,510 492,480 1,357,700 1,058,350 525,930 $ 4,431,797 $ 3,988,331 $ 4,052,170 $ 3,987,990 $ 4,007,970 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 1,753,736 2,678,061 - 1,532,877 2,455,454 - 1,477,870 2,574,300 - 1,388,330 2,599,660 - 1,462,940 2,545,030 - $ 4,431,797 $ 3,988,331 $ 4,052,170 $ 3,987,990 $ 4,007,970 TRAFFIC CONTROL COST PER ARTERIAL LANE MILE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2009 FY 2010 - 212 - FY 2011 FY 2012 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of Right of Way (ROW) Maintenance is to maintain aesthetics and drainage within right of way, control dust, and prevent spread of noxious weeds. Maintain all shoulders and dirt roads for safety, storm water drainage, and dust abatement in compliance with all PM-10 dust regulations ♦ Reconstruct 100% of our shoulders and dirt roads to maintain safety after storm/driving events ♦ Upgrade the landscaped areas in the GIS to identify all newly added areas ♦ Complete a tree inventory of all trees maintained by the Streets Division ♦ Continue our tree trimming program ♦ Inspect, clean, and repair dry wells for the streets and the parks divisions ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained all shoulders and dirt roads for safety, storm water drainage, and dust abatement in compliance with all PM10 dust regulations Continued to test new dust abatement products and upgrade Gilbert’s program Completed a water audit on all of Gilbert’s landscaped areas and upgraded the irrigation systems to continue to be a water wise user Upgraded the landscaped areas in the Geographic Information System (GIS) to identify all newly added areas Reconstructed 100% of our shoulders and dirt roads to maintain safety after storm/driving events Inspected and cleaned, as needed, dry wells annually Continued to develop a tree trimming program consistent with the current program and upgraded the program as needed Identified and established a program to upgrade Gilbert’s landscaped areas and irrigation systems on a continual basis PERFORMANCE MEASURES ROW miles maintained by contractor % of landscape firms’ irrigation control logs reviewed weekly Total storm drains cleaned % of shoulders inspected three times per year % of shoulder reconstructions completed within five working days BUDGET NOTES There were no personnel salary increases for FY 2012. The Right of Way FY 2012 budget was reduced by approximately $175,000 with a vast majority coming from reduced landscape maintenance costs. Actual FY 2009 61 Actual FY 2010 63 Projected FY 2011 65 Anticipated FY 2012 65 25 25 25 50 699 800 766 800 100 100 100 100 100 100 100 100 - 213 - 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 2010 Budget FY 2011 Projected FY 2011 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 1,102,675 257,612 466,086 973,557 278,259 558,404 1,234,150 279,510 680,910 1,122,230 282,930 686,570 1,069,620 265,810 681,330 $ 1,826,373 $ 1,810,220 $ 2,194,570 $ 2,091,730 $ 2,016,760 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 332,412 1,493,341 620 - 297,971 1,512,249 - 312,890 1,881,680 - 292,360 1,799,370 - 290,530 1,726,230 - $ 1,826,373 $ 1,810,220 $ 2,194,570 $ 2,091,730 $ 2,016,760 ANNUAL R.O.W. MAINTENANCE COST PER LANE MILE $1,500.00 $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2009 FY 2010 - 214 - FY 2011 FY 2012 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2012 The mission of Hazard Response is to keep right of way clear of driving hazards and unsightly graffiti within expected times. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ Removed 100% of the dead animals from the right of way with one hour of the call Removed 90% of the graffiti within 48 hours of notification from the Police Department Delivered 100% of the barricades on the scheduled date Respond to 100% of calls with dead animal in 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 2012. The Hazard Response FY 2012 budget was reduced by approximately $12,000. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 % 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% PERFORMANCE MEASURES - 215 - Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Actual FY 2010 Budget FY 2011 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 Actual FY 2009 Actual FY 2010 Budget FY 2011 157,799 Total Expenses $ 157,799 156,943 $ 156,943 Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses Actual FY 2009 $ $ 157,799 171,070 $ 156,943 $ 171,070 160,820 $ 160,820 $100.00 $90.00 $80.00 $70.00 $60.00 $50.00 FY 2010 - 216 - FY 2011 $ FY 2012 157,810 Budget FY 2012 112,340 48,480 - COST PER LANE MILE FY 2009 157,810 Projected FY 2011 127,850 43,220 $ Budget FY 2012 160,820 Budget FY 2011 128,100 28,843 - Budget FY 2012 Projected FY 2011 171,070 Actual FY 2010 128,979 28,820 - Projected FY 2011 113,510 44,300 $ 157,810 Table of Contents Non-Departmental Overhead 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. $572,380 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. 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 Insurance $80,680 Transfers Tuition Reimbursement $15,000 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. Based on historical usage, $15,000 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. Transfers are used to move cash from one fund to another to reimburse costs or provide financial support. In FY 2012, $4,083,440 is budgeted to be transferred to other funds to support various activities. The transfers are detailed by category below: Debt Service Benefit Savings $3,326,060 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 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 2012, $611,000 is budgeted for contingency. $185,000 The FY 2011-2016 Capital Improvement Program includes the following projects to be funded with transfers from the Streets Fund: Traffic Communications Upgrades PM-10 Paving Mesquite Sidewalk Improvements ($38,300) Benefit savings due to payment holiday from medical premiums for July 2011. $ 42,000 $122,000 $ 21,000 - 217 - 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 2009 Actual 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 2009 Actual FY 2010 Budget FY 2011 4,144,500 (254,000) 43,400 634,000 Projected FY 2011 Projected FY 2011 Budget FY 2012 8,442,201 - 4,179,305 - $ 8,442,201 $ 4,179,305 $ 4,567,900 $ 4,104,180 $ 4,507,820 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 90,680 4,013,500 4,083,440 (244,000) 57,380 611,000 8,442,201 4,179,305 $ 8,442,201 $ 4,179,305 $ 4,567,900 $ 4,104,180 $ 4,507,820 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 18,193,579 8,442,201 16,691,751 4,179,305 16,717,300 4,567,900 15,750,000 4,104,180 16,764,710 4,507,820 $ 9,751,378 $ 12,512,446 $ 12,149,400 $ 11,645,820 $ 12,256,890 - 218 - (37,530) 460,930 4,144,500 4,013,500 90,680 - Budget FY 2012 (38,300) 462,680 4,083,440 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. The goal of these funds is to charge internal users for 100% of the cost of the service. 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 FUND NARRATIVE Fleet Maintenance undergoes a rate review annually. This year the hourly rate is proposed to increase to $77.00 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, while charging the cost to the user. Gilbert contracts with an outside vendor to administer copy services. Health Self Insurance accounts for costs of health insurance. All contributions are deposited into 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). Participating providers are coordinated through the Blue Cross Blue Shield of Arizona network. 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 - 219 - Table of Contents Internal Service Funds 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 Actual FY 2009 Actual FY 2010 Budget FY 2011 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 6,429,235 299,317 11,699,054 - 6,001,870 260,110 10,830,070 - 6,479,320 553,130 11,688,120 1,127,600 6,315,060 480,000 11,394,470 1,004,200 7,558,960 579,130 13,248,920 984,800 $ 18,427,606 $ 17,092,050 $ 19,848,170 $ 19,193,730 $ 22,371,810 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,618,777 16,707,690 32,427 68,712 1,570,365 15,505,835 15,850 1,728,990 17,873,330 30,000 215,850 1,467,730 17,476,150 34,000 215,850 1,703,260 20,668,550 - $ 18,427,606 $ 17,092,050 $ 19,848,170 $ 19,193,730 $ 22,371,810 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 19,791,225 18,427,606 19,101,605 17,092,050 19,588,980 19,848,170 19,790,990 19,193,730 21,016,060 22,371,810 $ 1,363,619 $ 2,009,555 - 220 - $ Projected FY 2011 (259,190) $ 597,260 Budget FY 2012 $ (1,355,750) Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2012 Fleet Maintenance provides superior vehicle and equipment maintenance, repair, acquisition, and disposition in a cost effective manner while ensuring maximum availability of fleet for duty while extending vehicle life through proactive predictive, preventive maintenance. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Qualified ASE Certified Blue Seal shop Wireless capability and laptops were purchased to provide technicians mobility Achieved 100% compliance with ADEQ emissions testing Cost savings of $6,000 per year in switching to different uniform service Disposition of surplus vehicles/equipment now begins with on line auctioning which provides greater competition and higher returns Completed building improvements to training/conference rooms Implemented Fleet Advisory Committee Implemented the Town-wide purchase of Bio Diesel Implemented scanning of all invoices 80 ASE Certifications 7 Master ASE Technicians ♦ ♦ Enter into IGA with The Town of Queen Creek for entire vehicle/equipment fleet maintenance Conduct utilization analysis and fleet reduction for vehicles/equipment over 1-Ton Monitor fleet inventory, continue to reduce and stock parts on consignment All Technicians to become ASE Certified in at least one module with at least six Master Technicians Attain additional Blue Seal Certified shop Maintain industry standard ratio of 75% scheduled/25% unscheduled maintenance Keep preventive maintenance schedules at 98% completed or better on monthly basis Certify additional technicians as ADEQ Certified Emissions Inspectors BUDGET NOTES There were no personnel salary increases for FY 2012. Contractual costs were increased to reflect the increased cost in fuel, auto parts, and tires. Fleet staff has implemented an informal Fleet Advisory Committee. This committee consists of a representative from each department that has vehicles to manage. The committee makes recommendations regarding purchasing new vehicles, replacing vehicles, and removing vehicles from the fleet. PERFORMANCE MEASURES Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Mechanic productivity ratio 73.60% 81.86% 77.00% 75.00% Number of outsourced work orders 1,625 1,155 1,000 925 Total number of work orders 9,755 8,908 10,000 11,000 Total preventive maintenance work orders 3,049 6,096 7,500 7,350 Total unscheduled work orders 3,748 2,812 2,500 3,650 Total number of vehicles/equipment in Gilbert fleet 700 709 724 709 Total number of vehicles/equipment in Queen Creek fleet serviced by Gilbert * * * 95 *New measure FY 2012; data not available - 221 - 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 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 0.00 0.00 21.60 3.90 0.25 0.25 0.00 0.00 0.00 21.60 3.90 0.25 0.25 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 2009 Actual FY 2010 Budget FY 2011 235,945 5,765,925 - $ 6,429,235 $ 6,001,870 Actual FY 2009 Actual FY 2010 Personnel Supplies & Contractual Capital Outlay Transfers Out Projected FY 2011 Budget FY 2012 Projected FY 2011 1,739,920 1,500,040 2,631,920 608,220 (780) Budget FY 2012 1,571,040 1,501,400 2,631,940 610,680 - 1,592,020 1,788,270 3,501,330 672,340 5,000 $ 6,479,320 $ 6,315,060 $ 7,558,960 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,618,777 4,709,319 32,427 68,712 1,570,307 4,415,713 15,850 1,728,990 4,734,480 15,850 1,467,730 4,811,480 20,000 15,850 1,703,260 5,855,700 - $ 6,429,235 $ 6,001,870 $ 6,479,320 $ 6,315,060 $ 7,558,960 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 155,544 6,273,691 - EXPENSES BY CATEGORY Total Expenses Actual FY 2009 6,795,223 6,429,235 $ 365,988 6,176,017 6,001,870 $ 174,147 7,110,880 6,479,320 $ 631,560 7,110,880 6,315,060 $ 795,820 COST PER VEHICLE/EQUIPMENT IN FLEET $12,000.00 $9,000.00 $6,000.00 $3,000.00 $0.00 FY 2009 FY 2010 - 222 - FY 2011 FY 2012 7,931,060 7,558,960 $ 372,100 Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2012 Copy Services provides support for mail services and document imaging and reproduction, encompassing any printing, copying, scanning, and retention of images regardless of medium. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Reviewed all equipment and made recommendations for replacements or upgrades Explored equipment needs to complement new document imaging system Implemented software to gather data on document reproduction volumes Mapped printing, copying, faxing and scanning devices in all Gilbert facilities Continued monthly meetings between Support Services Management staff and Copy Services representatives Issued request for proposals for consolidation of copy, print, and mail room services to single vendor PERFORMANCE MEASURES Cost per Copy Number of Copies ♦ ♦ Consolidate all copies and prints and into one cost to leverage volume pricing to reduce costs Reduce the number of high cost copy and print devices through consolidation and replacement of older models with more efficient models Provide competitive pricing to internal staff to bring in more copy and print jobs to the Copy Center Reduce the processing time Finance has to reconcile monthly invoices and allocations Reduce cost of Mail Services by reducing the number of mail runs to Town buildings BUDGET NOTES Included in the FY 2012 budget is a one-time appropriation of $256,000 for the replacement of copy machines. This appropriation uses the fund balance that has been accumulating specifically for the replacement of the aging equipment. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 $0.063 $0.076 $0.095 $0.180 4,730,120 3,438,264 2,786,889 1,800,000 - 223 - Table of Contents Copy Services Actual FY 2009 Actual FY 2010 Budget FY 2011 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 2009 Actual FY 2010 Budget FY 2011 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services 299,317 Total Expenses $ 299,317 260,110 $ Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 299,317 Total Revenues Total Expenses $ $ 107,344 260,110 553,130 100,354 480,000 $ 480,000 $0.20 $0.15 $0.10 $0.05 $0.00 FY 2011 - 224 - $ (111,400) $ $0.25 FY 2010 579,130 - 368,600 480,000 (184,530) $ FY 2012* 579,130 Budget FY 2012 Projected FY 2011 COST PER COPY *Excluding One-time Costs FY 2009 $ 266,000 14,000 200,000 368,600 553,130 $ 579,130 Projected FY 2011 Budget FY 2011 360,464 260,110 $ $ 323,130 30,000 200,000 $ Budget FY 2012 480,000 Budget FY 2011 Actual FY 2010 406,661 299,317 Net Operating Result 553,130 260,110 - Actual FY 2009 OPERATING RESULTS $ Budget FY 2012 Projected FY 2011 553,130 Actual FY 2010 299,317 - Total Expenses 260,110 Projected FY 2011 579,130 Budget FY 2012 368,600 579,130 (210,530) Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2012 This fund provides financing for health insurance coverage provided through an Exclusive Provider Organization (EPO) network. ♦ ACCOMPLISHMENTS FY 2011 BUDGET NOTES ♦ ♦ ♦ Plan is fully funded and the reserve at the end of Plan year 2011 met targeted reserve goals set by the Board of Trustees Plan performance and corresponding increase to the reserve led the Board of Trustees to recommend and the Town Council to approve a reduction of $1,500,000 to the reserve in 2011 through reduced General Fund contributions, with no base premium increase and no employee contribution increase for 2011 Plan performance in 2011 was better than projected and the reserve is projected to be reduced by less than $300,000; as a result, the Board of Trustees recommended and the Town Council approved a reduction of $1,000,000 to the reserve in 2012 through premium holidays for Town of Gilbert and employee contributions to premiums Maintain a reserve equivalent to a minimum of 3 months of medical claims in excess of claims incurred but not reported The contribution rate for medical premiums is shared between Gilbert and employees. Gilbert contributes 80% of the total premium rate for both single and family coverage. Employees pay 20% of the premium contribution. For Fiscal Year 2012, a premium holiday equivalent to 1 month of premium contributions was implemented in order to effect a planned reserve reduction, as recommended by the Board of Trustees and approved by the Town Council. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 $923 $869 $917 $1,009 Average actual premium per employee per month $1,001 $1,014 *$899 *$940 Health Plan Participants 3,094 3,088 3,047 3,070 $3,600,834 $5,335,888 $5,100,000 $4,250,000 PERFORMANCE MEASURES Average total plan cost per full-time employee, per month 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 benefit trust contributions; FY 2012 includes a premium payment holiday for July 2011 - 225 - Table of Contents Health Self Insurance Actual FY 2009 Actual 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 11,699,054 10,830,070 11,688,120 11,394,470 13,248,920 $ 11,699,054 $ 10,830,070 $ 11,688,120 $ 11,394,470 $ 13,248,920 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 11,699,054 - 58 10,830,012 - 11,688,120 - 11,394,470 - 13,248,920 - $ 11,699,054 $ 10,830,070 $ 11,688,120 $ 11,394,470 $ 13,248,920 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 12,589,341 11,699,054 12,565,124 10,830,070 10,977,000 11,688,120 11,185,310 11,394,470 11,645,000 13,248,920 890,287 $ 1,735,054 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 $ $ Projected FY 2011 (711,120) $ (209,160) $ (1,603,920) YEARLY BASE TOTAL PREMIUM FAMILY COVERAGE $20,000.00 $15,000.00 $10,000.00 $5,000.00 $0.00 FY 2009 FY 2010 - 226 - FY 2011 Budget FY 2012 FY 2012 Table of Contents Dental Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2012 This fund provides financing for dental insurance coverage. ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ Maintain sufficient premiums to pay Plan expenses Premium savings compared to fully insured alternative BUDGET NOTES The dental self insurance fund was established effective July 1, 2010 Built a $100,000 reserve in FY 2011 and the Plan performed better than projected, enabling the premiums to be reduced by over 3% for FY 2012 The Dental Self Insurance Fund was implemented in FY 2011. Prior to this time, an outside agency administered the dental plan for Gilbert employees. The contribution rate for dental premiums is shared between the Town of Gilbert and employees. The Town of Gilbert contribution rate for dental premiums is 80% of the total premium (both single and family coverage). Employees pay 20% of the premium. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Average total plan cost per full-time employee, per month * * $82 $87 Average actual premium per employee per month * * $90 $87 Dental Plan Participants * * 3,110 3,140 Reserve in excess of estimated Incurred But Not Reported (IBNR) claims * * $100,000 $100,000 PERFORMANCE MEASURES *New measure; no data available - 227 - 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 2009 Actual 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 2009 Actual FY 2010 Budget FY 2011 - - 1,127,600 1,004,200 - $ 1,127,600 $ 1,004,200 Budget FY 2011 Projected FY 2011 - $ Projected FY 2011 Projected FY 2011 Actual FY 2009 Actual FY 2010 - - 1,127,600 - 1,004,200 - - $ 1,127,600 $ 1,004,200 Budget FY 2011 Projected FY 2011 - $ Actual FY 2009 Actual FY 2010 - - - $ - - 228 - 1,132,500 1,127,600 $ 4,900 Budget FY 2012 Budget FY 2012 984,800 $ Budget FY 2012 984,800 $ 122,000 984,800 Budget FY 2012 1,126,200 1,004,200 $ 984,800 1,071,400 984,800 $ 86,600 Table of Contents Replacement Funds _________________________________ Replacement Funds Summary Replacement Funds Detail Table of Contents Replacement Funds FUNDS DESCRIPTION Replacement Funds are savings accounts for replacement of rolling stock, equipment, or infrastructure. Gilbert established replacement funds to account for the use of the assets over time,to provide for the interim period between high growth and build out, 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 to ensure that the amount deposited in the replacement fund in addition to the residual value of the vehicle sold would be sufficient to purchase a replacement vehicle. FUND INFORMATION General Equipment Replacement – The General Fund makes contributions to the General Fund Equipment Replacement fund based on the useful life of the rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. Gilbert established the General Fund Equipment Replacement fund in FY 2002. Due to budget constraints, additional revenue has not been deposited in this account since FY 2007. For FY 2012, Council has authorized a reallocation of funds in the amount of $2,065,000 that was previously deposited to the General 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. Water Repair and Replacement – Gilbert established a Water Repair and Replacement Fund in FY 2004 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replace infrastructure that benefits the community as a whole such as wells, larger diameters water mains, reservoirs, and treatment facilities. The Water Repair and Replacement Fund includes a fleet replacement component. Wastewater Repair and Replacement – Gilbert established a Wastewater Repair and Replacement Fund in FY 2004 to annually set aside the cost of using assets over the life of the assets. It is the intention to use this funding in the future to replacement infrastructure that benefits the community as a whole such as lift stations, larger diameters wastewater mains, reclaimed water reservoirs, and wastewater treatment facilities. Residential Solid Waste Equipment Replacement – The Residential Solid Waste Fund makes contributions to the Residential Solid Waste Equipment Replacement fund, based on the useful life of the rolling stock, to finance for future replacement. This structure evens out the cash flow in the operating fund and provides better cost information upon which to base user fees. Commercial Solid Waste Equipment Replacement – The Commercial Solid Waste Fund makes contributions to the Commercial Solid Waste Equipment Replacement fund, based on the useful life of the rolling stock, to finance for future replacement. This - 229 - Table of Contents Replacement Funds structure evens out the cash flow in the operating fund and provides better cost information upon which to base user fees. Streets Equipment Replacement – Gilbert established the Street Equipment Replacement fund in FY 2002. The Street Fund cost centers make contributions to the Street Fund Replacement fund based on the useful life of the rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. Due to budget constraints, additional revenue has not been deposited in this account since FY 2008. Fleet Equipment Replacement – Fleet Maintenance charges internal customers for service rendered. A portion of this internal charge includes funding for replacement of the fuel and oil system. The funding is then transferred to the Fleet Equipment Replacement for future replacement of the fuel and oil systems. The anticipated fund balance as of July 1, 2012 for each replacement fund is listed below. Fund Fund Balance General Water Wastewater Residential Solid Waste Commercial Solid Waste Streets Fleet $ 4,609,158 33,173,280 28,985,703 4,434,426 313,430 3,600,530 252,738 Total Fund Balance $ 75,369,265 - 230 - Table of Contents Replacement Funds Actual FY 2009 GENERAL REPLACEMENT FUND Total Revenue Total Expenses Net Operating Result 207,994 1,770,593 Actual FY 2009 Total Revenue Total Expenses Net Operating Result $ 4,359,601 $ 5,032,653 Actual FY 2009 Actual FY 2010 5,667,221 - 5,620,061 157,845 $ 5,667,221 $ 5,462,216 Actual FY 2009 Actual FY 2010 RESIDENTIAL SOLID WASTE REPLACEMENT FUND Total Revenues Total Expenses Net Operating Result 1,930,785 194,912 $ 1,735,873 Total Revenues Total Expenses Total Revenues Total Expenses $ Total Revenues Total Expenses 46,018 $ (2,897,540) $ Budget FY 2011 1,214,380 2,896,000 Budget FY 2011 145,300 438,000 (943,720) $ $ 10,400 716,000 (27,549) $ Actual FY 2010 16,661 - 231 - (705,600) $ Budget FY 2011 16,661 $ (292,700) $ Budget FY 2011 403,041 430,590 71,452 25,434 $ 5,781,460 8,679,000 Actual FY 2010 Actual FY 2009 FLEET REPLACEMENT FUND Net Operating Result 77,628 Budget FY 2011 186,391 1,130,111 77,628 $ $ (2,731,080) $ Actual FY 2010 Actual FY 2009 STREETS REPLACEMENT FUND Net Operating Result 169,206 5,376,920 8,108,000 $ (1,227,242) $ (1,681,620) $ 389,925 220,719 $ Budget FY 2011 1,906,191 3,133,433 Actual FY 2009 COMMERCIAL SOLID WASTE REPLACEMENT FUND Net Operating Result Actual FY 2010 5,032,653 - Total Revenue Total Expenses 5,337,780 (785,672) $ (5,337,780) $ 4,401,932 42,331 WASTEWATER REPLACEMENT FUND Budget FY 2011 109,755 895,427 $ (1,562,599) $ WATER REPLACEMENT FUND Net Operating Result Actual FY 2010 $ Projected FY 2011 Budget FY 2012 65,000 595,000 65,000 5,945,180 (530,000) $ (5,880,180) Projected FY 2011 Budget FY 2012 5,376,920 5,285,000 91,920 5,376,920 8,212,000 $ (2,835,080) Projected FY 2011 Budget FY 2012 5,781,460 5,722,790 58,670 5,781,460 8,706,000 $ (2,924,540) Projected FY 2011 Budget FY 2012 1,214,380 1,934,000 1,265,160 1,571,000 (719,620) $ Projected FY 2011 Budget FY 2012 145,300 272,000 189,210 160,000 (126,700) $ Projected FY 2011 10,400 948,000 $ Projected FY 2011 17,050 19,000 17,050 - (1,950) $ 17,050 29,210 Budget FY 2012 10,400 10,400 (305,840) (937,600) Budget FY 2012 17,050 - $ 17,050 Table of Contents − 232 − Table of Contents Special Revenue __________________________________________ Special Revenue Summary CDBG/HOME System Development Fees Grants Special Districts Police Impound Other Special Revenue Table of Contents Special Revenue Funds FUNDS DESCRIPTION Special Revenue Funds are distinct types of funds 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 stating 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 beginning FY 2011. Expenditures for FY 2009 – 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 – Activities for federally funded programs that provide affordable housing, fair housing, limited redevelopment, and limited social service activities are recorded in this fund. System Development Fees – Council has established a policy that growth will pay for itself. The system development fee funds provide the accounting for the revenue collected from building permits to pay for various infrastructure in the community that is required due to growth. Grants – The Grant fund provides information on all federal and state grant activity in Gilbert except those related to a specific capital project or the CDBG or HOME programs. All expenses related to a grant are found here. The portion of these expenses not funded with Grant revenue is financed with transfers from other Funds. Riparian – The Riparian provides education and recreation experiences at the three Riparian sites. The program enhances public appreciation for nature which assists us to attain a sustainable future. Based on funding sources and GASB requirements, these expenses were moved to the Wastewater Fund (Enterprise Funds) beginning FY 2011. Expenditures for FY 2009 – FY 2010 are still included in this section. Police Impound – The Police Impound Fund was established as a result of Arizona Law A.R.S. 283511. This law requires a mandatory tow and 30 day impound of vehicles when the driver commits specific civil traffic and criminal traffic offenses. Special Districts – These districts are established under Arizona Statute to pay for street lights and parkway improvements in various areas of Gilbert. Other Special Revenue – This category of funds includes a wide array of unique activities each required to be accounted for separately. - 233 - Table of Contents Special Revenue Funds PERSONNEL BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Police Impound Special Districts Other Special Revenue Total Personnel EXPENSES BY DIVISION Redevelopment CDBG/HOME System Development Fees Grants Riparian Police Impound Special Districts Other Special Revenue 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 0.00 1.50 0.00 1.00 3.68 4.00 0.00 2.00 0.00 1.50 0.00 0.00 3.68 4.00 2.60 2.50 0.00 1.00 0.00 0.00 0.00 4.00 2.60 2.50 0.00 1.00 0.00 0.00 0.00 4.00 2.60 2.50 0.00 1.00 0.00 0.00 0.00 4.00 2.60 2.50 12.18 14.28 10.10 10.10 10.10 Actual FY 2009 Actual FY 2010 Budget FY 2011 79,103 530,024 33,657,124 1,586,999 371,014 195,981 2,550,113 2,578,892 67,902 506,978 49,032,424 1,674,018 401,046 298,646 2,775,992 2,437,763 1,847,130 60,588,890 7,697,000 353,320 3,235,310 1,529,930 944,500 48,325,890 5,000,000 353,320 2,800,230 1,529,930 1,778,450 53,716,740 7,697,000 343,200 2,827,510 1,649,580 $ 41,549,250 $ 57,194,769 $ 75,251,580 $ 58,953,870 $ 68,012,480 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1,741,012 5,190,665 720,113 33,897,460 2,081,520 4,639,791 764,530 49,708,928 1,447,340 9,719,430 33,000 64,051,810 1,422,550 8,896,510 33,000 48,601,810 1,421,510 9,520,310 33,000 57,037,660 $ 41,549,250 $ 57,194,769 $ 75,251,580 $ 58,953,870 $ 68,012,480 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 28,210,499 41,549,250 39,967,009 57,194,769 42,881,530 75,251,580 Projected FY 2011 42,876,530 58,953,870 Budget FY 2012 Budget FY 2012 42,677,300 68,012,480 $ (13,338,751) $ (17,227,760) $ (32,370,050) $ (16,077,340) $ (25,335,180) - 234 - Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2012 Community Development administers federal funds such as Community Development Block Grant (CDBG) and HOME Investment Partnership funds to provide affordable housing, fair housing, social services, and redevelopment activities for low and moderate income individuals and households. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Expended $488,925 in CDBG funds to assist individuals and families with affordable housing, basic needs assistance, and job creation 28 households received emergency and minor home repair assistance 629 elderly and disabled residents received congregate and home-delivered meals 28 small businesses were assisted, creating three jobs and retaining one job for low and moderate income individuals Six new affordable housing units were purchased and rehabilitated, providing 22 residents with safe, affordable rental housing Construction began to improve infrastructure in the Sonora Town neighborhood ♦ ♦ Improve lives for lower income Gilbert residents through funding for social services Provide information and referrals for social services, affordable housing, and foreclosure prevention Provide funding for emergency home repair or housing rehabilitation assistance for 30 Gilbert homeowners Complete the Sonora Town Wastewater, Water, and Street Project, which will bring new sewer lines, replacement water lines, and street improvements to the Sonora Town neighborhood Provide technical assistance to help small businesses expand and create new job opportunities Create 2-3 new affordable rental housing units 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 2012 include the following: Agency Town of Gilbert Community Services of Arizona Community Services of Arizona A New Leaf Town of Gilbert Town of Gilbert Save the Family Program Amount CDBG Entrepreneur Programs Emergency Repair Gilbert Senior Center Homeless Shelter Plumbing Improvements Sonora Town Infrastructure Replacement Program Administration HOME Affordable Rental Unit Creation Total FY 2012 Activities PERFORMANCE MEASURES # of persons receiving social services # of households receiving repair and rehab # of households receiving homebuyer counseling or gap financing $ 100,000 250,000 98,220 15,000 438,000 125,000 300,000 $ 1,326,220 Actual FY 2009 571 Actual FY 2010 375 Projected FY 2011 368 Anticipated FY 2012 339 26 28 40 24 13 6 0 0 - 235 - Table of Contents CDBG/HOME Actual FY 2009 Actual FY 2010 Budget FY 2011 CDBG/HOME 1.50 1.50 1.00 1.00 1.00 Total Personnel 1.50 1.50 1.00 1.00 1.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 530,024 $ Personnel Supplies & Contractual Capital Outlay Transfers Out $ 530,024 $ Actual FY 2009 Total Revenues Total Expenses 479,030 530,024 $ 1,847,130 506,978 $ 1,847,130 Actual FY 2010 104,742 373,891 51,391 OPERATING RESULTS Net Operating Result $ Actual FY 2009 EXPENSES BY CATEGORY Total Expenses 530,024 506,978 (50,994) $ 96,790 1,260,340 490,000 506,978 $ 1,847,130 Actual FY 2010 - 236 - $ $ 1,357,130 1,847,130 $ Budget FY 2012 944,500 1,778,450 944,500 $ 1,778,450 Projected FY 2011 Budget FY 2011 511,707 506,978 Budget FY 2012 Projected FY 2011 Budget FY 2011 98,891 344,767 63,320 4,729 Projected FY 2011 (490,000) $ Budget FY 2012 72,000 872,500 - 80,110 1,260,340 438,000 944,500 $ 1,778,450 Projected FY 2011 Budget FY 2012 1,357,130 944,500 412,630 1,357,130 1,778,450 $ (421,320) 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 for a typical single-family residential permit: Parks and Recreation $5,042 General Government $1,355 BUDGET NOTES In the spring of 2011, the Arizona State Legislature adopted Senate Bill 1525 which changes many of the statutes governing the imposition and use of local development fees. In response to this new legislation, Gilbert will be updating their System Development Fee study in FY 2012. Funding for this project has been budgeted in the Capital Improvement Program. For more information on this project, please refer to the Capital Improvements Section. $5,866 The Wastewater SDF is a charge to 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 to new development to cover the cost of expanding Gilbert’s administrative infrastructure, including Public Works, Courts, Prosecutor, Community Development, and Libraries as required to serve new growth. The Water Resource SDF is a charge to new development to cover the costs of acquiring additional water resources 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 to new development to recover the costs of expanding parks and recreation facilities, equipment, and infrastructure to serve new growth. The Water SDF is a charge to 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 to 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 to 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 to new development to recover the Town’s cost of providing facilities and equipment for police services required to serve new growth. - 237 - 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 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 268,233 1,829,588 2,718,626 639,318 2,565,203 3,841,051 11,743,747 5,114,234 4,937,124 142,180 110,502 2,747,592 769,675 2,372,062 5,632,940 9,452,218 10,520,891 17,284,364 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 60,000 499,000 2,748,710 1,074,610 2,363,580 6,564,990 15,133,140 7,853,000 12,028,860 155,000 574,000 2,756,430 1,629,580 2,377,140 8,676,400 18,419,190 10,702,000 8,427,000 $ 33,657,124 $ 49,032,424 $ 60,588,890 $ 48,325,890 $ 53,716,740 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 33,657,124 49,032,424 60,588,890 48,325,890 53,716,740 $ 33,657,124 $ 49,032,424 $ 60,588,890 $ 48,325,890 $ 53,716,740 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 20,544,193 33,657,124 31,928,968 49,032,424 31,874,540 60,588,890 Projected FY 2011 31,874,540 48,325,890 Budget FY 2012 Budget FY 2012 31,969,540 53,716,740 $(13,112,931) $(17,103,456) $ (28,714,350) $ (16,451,350) $ (21,747,200) SDF PER SINGLE FAMILY RESIDENTIAL UNIT $25,000 $20,000 $15,000 $10,000 $5,000 $0 FY 2009 FY 2010 FY 2011 - 238 - FY 2012 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2012 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 2012 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 2011 ♦ Completion of Single Audit Report with no findings Received $2,623,883 in grant funds Budgeted Expenditures by Grant Expense Amount Grant Description LTAF II Match to General Fund Contingency $ Total Grant Expenditures $ 7,697,000 - 239 - 2,697,000 5,000,000 Table of Contents Grants PERSONNEL BY ACTIVITY Grants Total Personnel EXPENSES BY ACTIVITY Grants Total Expenses Budget FY 2011 Projected FY 2011 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 1,674,018 7,697,000 5,000,000 7,697,000 $ 1,586,999 $ 1,674,018 $ 7,697,000 $ 5,000,000 $ 7,697,000 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 109,308 714,040 720,113 43,538 257,570 242,381 764,530 409,537 5,000,000 2,697,000 5,000,000 - 5,000,000 2,697,000 $ 1,586,999 $ 1,674,018 $ 7,697,000 $ 5,000,000 $ 7,697,000 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 1,586,999 EXPENSES BY CATEGORY Total Expenses Actual FY 2009 2,239,576 1,586,999 $ 652,577 1,892,261 1,674,018 $ 218,243 - 240 - 5,000,000 7,697,000 $ (2,697,000) $ 5,000,000 5,000,000 - 5,000,000 7,697,000 $ (2,697,000) Table of Contents Special Districts PURPOSE STATEMENT Parkway Improvement Districts 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 in FY 2012 is $1,107,490. The anticipated expenditures are $1,191,270. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted an FY 2012 budget of $1,636,240 and a levy of $1,431,360. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. - 241 - Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2009 Actual FY 2010 Budget FY 2011 Street Light Improvement Parkway Improvement 0.00 0.00 0.00 2.60 0.00 2.60 0.00 2.60 0.00 2.60 0.00 2.60 2.60 2.60 2.60 Actual FY 2009 Actual FY 2010 Budget FY 2011 Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Projected FY 2011 Budget FY 2012 1,447,121 1,328,871 1,755,860 1,479,450 1,478,830 1,321,400 1,636,240 1,191,270 $ 2,550,113 $ 2,775,992 $ 3,235,310 $ 2,800,230 $ 2,827,510 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Personnel Supplies & Contractual Capital Outlay Transfers Out 2,550,113 - 154,064 2,621,928 - 163,220 3,072,090 - 163,220 2,637,010 - 162,540 2,664,970 - $ 2,550,113 $ 2,775,992 $ 3,235,310 $ 2,800,230 $ 2,827,510 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2012 1,443,604 1,106,509 EXPENSES BY CATEGORY Total Expenses Projected FY 2011 2,294,362 2,550,113 $ (255,751) $ 2,956,403 2,775,992 180,411 - 242 - 3,033,080 3,235,310 $ (202,230) $ 3,033,080 2,800,230 232,850 2,538,850 2,827,510 $ (288,660) Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2012 ARIZONA REVISED STATUTES (ARS) 28-3511 requires the mandatory tow and 30-day impound of vehicles when the driver commits certain 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 2012 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 one-time expenditure of $33,000 was budgeted for a vehicle. There were no personnel salary increases or additional staffing budgeted for FY 2012. During the hearings, the hearing coordinator will 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 2011 ♦ ♦ ♦ Conducted over 2,300 tow hearings Hired and trained a new Office Assistant Issued citations for violators of ARS-3512J Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Number of Tow Hearings Conducted 2,571 2,317 2,829 3,112 Number of Proper Tows 2,986 2,645 3,614 3,975 Number of Vehicles Eligible for Early Release 1,805 1,730 2,185 2,404 PERFORMANCE MEASURES - 243 - Table of Contents Police Impound Actual FY 2009 Actual FY 2010 Budget FY 2011 Police Impound 4.00 4.00 4.00 4.00 4.00 Total Personnel 4.00 4.00 4.00 4.00 4.00 Actual FY 2009 Actual FY 2010 Budget FY 2011 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound 195,981 Total Expenses $ 195,981 298,646 $ 298,646 Actual FY 2009 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses $ 195,981 Total Revenues Total Expenses $ $ 211,456 Actual FY 2010 353,320 19,236 353,320 $ $ 353,320 $ 343,200 Budget FY 2012 320,000 353,320 320,000 343,200 (33,320) $ (33,320) $ (23,200) $60.00 $30.00 $0.00 - 244 - 222,340 31,940 33,000 55,920 320,000 353,320 $90.00 FY 2011 343,200 Budget FY 2012 Projected FY 2011 $120.00 FY 2010 $ 232,460 31,940 33,000 55,920 COST PER TOW HEARING FY 2009 343,200 Projected FY 2011 Budget FY 2011 317,882 298,646 $ $ 232,460 31,940 33,000 55,920 $ Budget FY 2012 353,320 Budget FY 2011 298,646 407,437 195,981 Net Operating Result 353,320 207,408 34,542 56,696 Actual FY 2009 OPERATING RESULTS $ Budget FY 2012 Projected FY 2011 353,320 Actual FY 2010 166,736 29,245 - Projected FY 2011 FY 2012 Table of Contents Other Special Revenue PURPOSE STATEMENT Court Enhancement Fund This fee was established to further court operations. It is assessed on a per charge basis when a fine is imposed. This is a non-restricted fund that is authorized by municipal code and statute. 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. Community Support FUND DETAIL Community donations to support events such as the Global Village Festival. Public Safety Funds Cable TV Contributions to support awards and expenses for special activities such as victim assistance. Contribution for purchase of cable equipment. Santan Mitigation Confiscated Funds Contribution from SRP to offset homeowners associations’ landscaping costs on subdivisions that are located next to the Santan Generating Plant. 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. JCEF Funds Judicial Collection Enforcement Fund is a mandatory fee established by the State of Arizona. When a defendant is placed on a payment plan or fails to appear in Civil Traffic Court, the fee is imposed. This is a restricted fund which requires prior authorization from the State through a grant process to expend funds. Fill the Gap This fee is mandated by the State of Arizona. The purpose is to set aside funds to assist the Municipal Court in times when there is insufficient funding for projects. This is a restricted fund which requires prior authorization from the State through a grant process to expend funds. Court Automation Fund When a defendant attends traffic school, 25% of the fee received is deposited into the Court Automation Fund. This is a non-restricted fund that is authorized by municipal code and statute. - 245 - Table of Contents Other Special Revenue PERSONNEL BY ACTIVITY Court Enhancement Court JCEF Fill the Gap Total Personnel EXPENSES BY ACTIVITY Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 1.00 1.00 0.00 1.00 1.00 0.50 1.00 1.00 0.50 1.00 1.00 0.50 1.00 1.00 0.50 2.00 2.50 2.50 2.50 2.50 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 Special Revenue 2,578,892 2,437,763 1,529,930 1,529,930 1,649,580 Total Expenses $ 2,578,892 $ 2,437,763 $ 1,529,930 $ 1,529,930 $ 1,649,580 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses 1,074,672 1,358,469 145,751 1,082,807 1,208,005 146,951 954,870 355,060 220,000 954,870 355,060 220,000 956,520 563,060 130,000 $ 2,578,892 $ 2,437,763 $ 1,529,930 $ 1,529,930 $ 1,649,580 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,847,493 2,578,892 $ (731,399) $ 1,953,270 2,437,763 (484,493) $ - 246 - 1,296,780 1,529,930 (233,150) $ 1,291,780 1,529,930 (238,150) $ 1,491,780 1,649,580 (157,800) Table of Contents Capital Improvements __________________________________________ Capital Projects Administration Capital Improvements Overview Capital Improvement Maintenance Costs Capital Improvement Detail Table of Contents Capital Projects Administration PURPOSE STATEMENT OBJECTIVES FY 2012 Provide efficient and safe public infrastructure improvements including streets, water, sanitary sewer, reclaimed water, storm drainage, and traffic signals while balancing the impacts to the environment and adjacent land owners, residents, and businesses. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2011 ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Completed design of 11 CIP projects Completed construction of ten CIP projects with total projects costs of $60 million Started construction on ten CIP projects with an estimated total project costs of $46 million Completed the 2011-2016 CIP Update Oversaw construction projects in 11 Parkway Maintenance Improvement Districts PERFORMANCE MEASURES Total project costs of CIP projects with construction complete in fiscal year *New measure; data not available Complete design of 15 CIP projects Complete construction of 16 CIP projects with an estimated total projects costs of $80 million Start construction on 14 CIP projects with an estimated total project costs of $56 million Oversee construction projects in five Parkway Maintenance Improvement Districts Capital Projects Administration works in conjunction with the Engineering Services Division of Development Services. There are two components of the Administration budget, internal construction management and external construction management. The external component is contracted through Arcadis. This contract expires in June 2012. All expenditures in the Administration cost center are 100% allocated to the various capital projects based on time spent managing the projects. There were no personnel salary increases for FY 2012. Actual FY 2009 Actual FY 2010 Projected FY 2011 Anticipated FY 2012 * * $99,000,000 $80,000,000 - 247 - Table of Contents Capital Projects Administration Actual FY 2009 Actual FY 2010 Budget FY 2011 Capital Projects Administration 0.00 0.00 4.40 4.75 4.75 Total Personnel 0.00 0.00 4.40 4.75 4.75 Actual FY 2009 Actual FY 2010 Budget FY 2011 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 48,046,985 458,239 1,590,493 219,223 14,650,184 7,799,946 80,277 1,779,180 808,800 50,059,590 92,244,080 1,570,000 8,236,000 5,312,140 25,973,000 1,242,000 7,016,000 931,600 36,967,000 623,000 342,000 907,000 10,565,000 2,083,000 1,328,000 869,420 95,745,430 76,950,000 1,207,000 7,411,000 6,434,000 23,154,000 343,000 4,934,000 $185,034,017 $ 74,624,527 $ 192,461,610 $ 53,746,600 $ 217,047,850 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Capital Projects Administration 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 828,349 187,874,709 (3,669,041) Projected FY 2011 Projected FY 2011 Budget FY 2012 Budget FY 2012 73,304,425 1,320,102 381,330 761,150 190,513,730 805,400 381,330 550,270 51,883,230 931,770 424,150 445,270 215,309,030 869,400 $185,034,017 $ 74,624,527 $ 192,461,610 $ 53,746,600 $ 217,047,850 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 338,724,122 185,034,017 $153,690,105 48,862,292 74,624,527 109,226,690 192,461,610 47,776,170 53,746,600 158,635,820 217,047,850 $ (25,762,235) $ (83,234,920) $ (5,970,430) $ (58,412,030) Note: Revenues, such as those from bond proceeds, are not always spent in the year in which they are received. The negative net operating result is shown because of utilization of bond proceeds from prior years. - 248 - Table of Contents Capital Improvements Overview Capital Improvement projects are reviewed on an annual basis. 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 June 2011. The first year of the fiveyear program is included in the FY2012 budget. The remaining years are found in a separate document, and are incorporated into the Town’s long-range financial forecasts. 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 $ 869,420 95,745,430 76,950,000 1,207,000 7,411,000 6,434,000 23,154,000 343,000 4,934,000 Total Capital Projects $ 217,047,850 The following graph shows the project breakdown by category and percentage of total capital improvements scheduled for FY 2012: Municipal Facilities 3.0% Improvement Districts 44.1% Traffic Control 0.6% Water 10.7% Wastewater 0.2% Redevelopment 3.4% CIP Administration 0.4% Streets 35.5% Parks and Recreation 2.3% - 249 - 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. Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Total Operating Costs 49,000 8,000 11,000 2,000 3,000 3,000 47,000 $ 123,000 606,000 19,000 19,000 72,000 51,000 3,000 54,000 $ 824,000 $ 2015-16 2014-15 2013-14 2012-13 2011-12 Category Cumulative Total 620,000 27,000 32,000 78,000 121,000 3,000 57,000 893,000 51,000 32,000 141,000 517,000 3,000 1,000 94,000 921,000 60,000 32,000 1,847,000 523,000 5,000 1,000 489,000 $ $ 3,089,000 $ 165,000 $ 126,000 $ 2,140,000 $ 1,215,000 $ 17,000 $ 2,000 $ 741,000 938,000 $ 1,732,000 $ 3,878,000 $ 7,495,000 For FY 2012, there is $123,000 in maintenance costs added to the budget for projects which are currently under construction or were completed last fiscal year. These maintenance costs have been included in the operating budget for their respective departments. The following table details the makeup of these costs: Category Personnel Contractual - 46,000 8,000 3,000 2,000 47,000 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Operating Costs $ - $ 106,000 Supplies Utilities 4,000 3,000 1,000 1,000 $ 9,000 3,000 4,000 1,000 $ 8,000 Total Insurance $ - $ $ $ $ $ $ $ $ $ 49,000 8,000 11,000 2,000 3,000 3,000 47,000 - $ 123,000 The Town of Gilbert’s Capital Improvement Plan has long been a model of growth and expansion. Projects to date have not resulted in decrease to maintenance costs. As the Town approaches buildout, certain projects included in reconstruction would likely result in some decreases to maintenance costs. Maintenance projects will reflect those decreases at that time. - 250 - Table of Contents Capital Improvement Detail Improvement Districts Improvement Districts For FY2012, the Town established an allowance of $95,745,430 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. Funding for any such expenditures would be provided by the district. 2011-12 Expenditures 2011-12 Funding Special Assessment Bonds Total Project Cost $95,745,430 $95,745,430 $95,745,430 Annual Maintenance No maintenance costs associated with this project. Streets ST049 - Williams Field – Gilbert to Eastern Canal Complete Williams Field Road 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. 2011-12 Expenditures 2011-12 Funding Sources 2006 GO Bonds 08 Total Project Cost $1,941,000 $1,941,000 $2,294,000 Annual Maintenance Contractual Services Utilities Streets Fund $50,000 $5,000 ST057 - Greenfield Road – Pecos to Germann Widen Greenfield Road from Pecos Road to Germann Road 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 th th in Germann from 156 Street to 164 Street. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Water Fund Total Project Cost $6,459,000 $6,020,000 $393,000 $9,909,000 Annual Maintenance Contractual Services Utilities Streets Fund $50,000 $5,000 ST062 - Higley and Williams Field Improvements Improvements on Higley Road from Williams Field Road 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. 2011-12 Expenditures 2011-12 Funding Sources 2006 GO Bonds 08 Wastewater Fund Total Project Cost $21,723,000 $21,623,000 $100,000 $25,847,000 Annual Maintenance Contractual Services Utilities - 251 - Streets Fund $45,000 $5,000 Table of Contents Capital Improvement Detail ST076 - Chandler Heights Road – Val Vista to Greenfield Complete roadway to full width improvements for a minor arterial from Val Vista Drive to Rockwell Street. Improvements include a four lane section with paved two way left turn lane median, 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. 2011-12 Expenditures 2011-12 Funding Sources 2006 GO Bonds 08 2007 GO Bonds 08 Water Fund Wastewater Fund Total Project Cost $6,060,000 $216,000 $4,894,000 $450,000 $500,000 $21,440,000 Annual Maintenance Contractual Services Utilities Streets Fund $75,000 $8,000 ST081 - Queen Creek Road – Val Vista to East Maricopa Floodway Design and construction of Queen Creek Road from Val Vista Drive to the RWCD Canal and 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. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Total Project Cost $3,500,000 $3,500,000 $15,300,000 Annual Maintenance Contractual Services Utilities Streets Fund $59,000 $6,000 ST085 - 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 and upgrades to the railroad crossing constructed by UPRR. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Total Project Cost $50,000 $50,000 $7,515,000 Annual Maintenance Contractual Services Streets Fund $3,000 ST091 - Cooper and Warner 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. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Total Project Cost $88,000 $88,000 $7,235,000 Annual Maintenance Contractual Services Utilities Streets Fund $13,000 $1,000 ST094 - 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. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Total Project Cost $2,293,000 $2,052,000 $7,198,000 Annual Maintenance Contractual Services Utilities - 252 - Streets Fund $13,000 $1,000 Table of Contents Capital Improvement Detail ST095 - Williams Field Road – UPRR to Power Complete Williams Field Road improvements from Union Pacific Railroad (UPRR) to Power Road, 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. Project also includes 16” water main in Recker from UPRR to Vest; 16” water main in Williams Field from UPRR to Power; and 15”, 12”, and 8” sanitary sewers. 2011-12 Expenditures 2011-12 Funding Sources 2006 GO Bonds 08 Total Project Cost $4,439,000 $4,439,000 $41,700,000 Annual Maintenance Contractual Services Utilities Streets Fund $81,000 $8,000 ST098 - 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 and streetlights, transitioning to the existing two lane roadway on Hunt Highway. Project includes approximately 1,100 linear feet of 8” sewer line at the southern end. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Total Project Cost $90,000 $90,000 $8,360,000 Annual Maintenance No maintenance costs associated with this project. ST100 - Riggs Road – Val Vista to Recker Complete Riggs Road improvements from Val Vista Drive to Recker Road to major arterial standards consisting of six lanes, raised landscaped median, bike lanes, sidewalks, and streetlights. 2011-12 Expenditures 2011-12 Funding Sources 2006 GO Bonds 08 2007 GO Bonds 08 Developer Contribution Water Fund Wastewater Fund Total Project Cost $13,728,000 $9,154,000 $2,930,000 $1,000,000 $412,000 $25,000 $19,328,000 Annual Maintenance Contractual Services Utilities Streets Fund $100,000 $10,000 ST101 - Greenfield Road – Queen Creek to Chandler Heights Complete Greenfield Road improvements from Queen Creek Road to Chandler Heights Road to minor arterial standards with four traffic lanes and a striped two way left turn median lane, bike lanes, sidewalk and street lights. From Lonesome Lane to Chandler Heights, the improvements are on a new alignment slightly west of the existing road. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Total Project Cost $3,787,000 $4,636,000 $11,737,000 Annual Maintenance Contractual Services Utilities - 253 - Streets Fund $60,000 $6,000 Table of Contents Capital Improvement Detail ST103 - Power Road – Santan Freeway to Pecos Complete Power Road improvements from the Santan Freeway to Pecos Road to major arterial standards with six lanes with a raised landscaped median, bike lanes, sidewalks, streetlights. Also includes bridge widening over the EMF and RWCD Canal as well as a 12” water line from Williams Field Road to Pecos Road, and 16” reclaimed water line extension to the east side of Power Road. 2011-12 Expenditures 2011-12 Funding Sources Maricopa County City of Mesa Water Fund Total Project Cost $7,271,000 $4,447,000 $5,155,000 $50,000 $26,587,000 Annual Maintenance Contractual Services Utilities Streets Fund $175,000 $15,000 ST111 - Bus Stop Passenger Improvements Improvements to existing bus stops and construction of new bus stops at various locations throughout Gilbert. 2011-12 Expenditures 2011-12 Funding Sources MAG RTP Transit Fund Total Project Cost $1,037,000 $884,000 $1,400,000 Annual Maintenance Contractual Services General Fund $5,000 ST119 - PM-10 Paving This project consists of paving various unpaved streets within Gilbert for compliance with air quality requirements. 2011-12 Expenditures 2011-12 Funding: Federal Grant Street Fund Total Project Cost $384,000 $253,000 $122,000 $1,434,000 Annual Maintenance Maintenance costs included in Streets operating budget. ST140 - Mesquite Sidewalk Improvements Install missing sidewalk segments along Mesquite Street leading to Mesquite Junior High School. 2011-12 Expenditures 2011-12 Funding Sources State Grant Street Fund Total Project Cost $265,000 $244,000 $21,000 $265,000 Annual Maintenance Contractual Services Streets Fund $1,000 ST146 - 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. 2011-12 Expenditures 2011-12 Funding: 2007 GO Bonds 08 City of Mesa Water Fund Wastewater Fund Total Project Cost $3,735,000 $670,000 $912,000 $81,000 $135,000 $4,240,000 Annual Maintenance Contractual Services Utilities - 254 - Streets Fund $60,000 $6,000 Table of Contents Capital Improvement Detail ST147 - Intersection & Circulation Improvement Master Plan The Intersection & Circulation Improvement Master Plan will evaluate the existing intersections and transportation system by identifying key assets and improvement needs. These findings will then be incorporated into a needs assessment and prioritization. This Master Plan will also provide guidance on how intersections and the transportation system should develop and function in the long-term future in the context of other elements of the Town’s General Plan. 2011-12 Expenditures 2011-12 Funding Sources 2007 GO Bonds 08 Total Project Cost $100,000 $100,000 $100,000 Annual Maintenance No maintenance costs associated with this project. Traffic Control TS149 - Riggs and Adora Trails Design and installation of a minor arterial traffic signal at the intersection of Riggs Road and Adora Trails Boulevard, and connection to the signal system. 2011-12 Expenditures 2011-12 Funding Sources Signal SDF Total Project Cost $248,000 $248,000 $248,000 Annual Maintenance Supplies Utilities Streets Fund $2,000 $2,000 TS151 - Gilbert – Mesa Center to Center Communication Design and installation of 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. 2011-12 Expenditures 2011-12 Funding Sources Federal Grant Street Fund Total Project Cost $536,000 $401,000 $42,000 $546,000 Annual Maintenance Contractual Services Streets Fund $3,000 TS153 - Greenfield and Germann Design and installation of a major arterial traffic signal at the intersection of Greenfield Road and Germann Road, and connection to the signal system. 2011-12 Expenditures 2011-12 Funding Sources Signal SDF Total Project Cost $295,000 $295,000 $295,000 Annual Maintenance Supplies Utilities Streets Fund $2,000 $2,000 TS161 - Town-Wide Traffic Signal Timing Study This project provides the collection of field data, development and implementation of a Synchro model, and development and implementation of signalized intersection timing plans. 2011-12 Expenditures 2011-12 Funding Sources Federal Grant Total Project Cost $128,000 $128,000 $531,000 Annual Maintenance No maintenance costs associated with this project - 255 - Table of Contents Capital Improvement Detail Redevelopment RD110 - 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. The garage is planned for 350 spaces in a 3-story structure with restroom facilities and surrounding surface parking. 2011-12 Expenditures 2011-12 Funding Sources PFMPC-2009 Bonds Developer Contribution Total Project Cost $7,410,000 $7,061,000 $349,000 $7,940,000 Annual Maintenance Contractual Services General Fund $50,000 RD111 - Park and Ride Restroom Addition of restroom facilities to the Park and Ride located in downtown Gilbert. 2011-12 Expenditures 2011-12 Funding Sources State Grant Total Project Cost $1,000 $1,000 $469,000 Annual Maintenance Contractual Services Utilities General Fund $6,000 $2,500 Municipal Facilities MF017 - 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. 2011-12 Expenditures 2011-12 Funding Sources Fire SDF Total Project Cost $195,000 $195,000 $195,000 Annual Maintenance Supplies Utilities General Fund $1,000 $1,000 MF022 - 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. 2011-12 Expenditures 2011-12 Funding Sources Federal Grant Fire SDF Total Project Cost $3,690,000 $2,958,000 $732,000 $5,904,000 Annual Maintenance Personnel Contractual Services Supplies Utilities Insurance General Fund $1,078,000 $15,000 $140,000 $22,000 $8,000 MF049 - Imaging Technology – Phase II This project continues implementation of imaging technology throughout the organization for electronic records retention. 2011-12 Expenditures 2011-12 Funding Sources General Fund Total Project Cost $150,000 $150,000 $150,000 Annual Maintenance Contractual Services Supplies - 256 - General Fund $50,000 $12,500 Table of Contents Capital Improvement Detail MF054 - 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. 2011-12 Expenditures 2011-12 Funding Sources General Fund Total Project Cost $143,000 $143,000 $190,000 Annual Maintenance General Fund Maintenance costs included in Prosecutor’s operating budget beginning FY2012. MF210 - Fire Stations 5 and 6 Improvements nd Installation of fuel management systems at Fire Stations 5 and 6, as well as Warner Road and 172 Street roadway improvements at Fire Station 6. 2011-12 Expenditures 2011-12 Funding Sources Fire SDF Total Project Cost $22,000 $22,000 $212,000 Annual Maintenance No maintenance costs associated with this project. MF212 - 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. 2011-12 Expenditures 2011-12 Funding Sources General Fund Total Project Cost $341,000 $341,000 $3,253,000 Annual Maintenance No material maintenance costs associated with this project. MF217 - 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 FY2011-12 allows for the purchase of land for the new station. 2011-12 Expenditures 2011-12 Funding Sources General Fund Total Project Cost $600,000 $600,000 $5,729,000 Annual Maintenance Contractual Services Utilities Insurance General Fund $1,000 $14,000 $2,000 MF222 - Police Application and Network Support Upgrade the two factor authentication systems for the Police Department network, replace 105 mobile data computers mounted in Police patrol cars, and upgrade the Police Department’s Computer Aided Dispatch (CAD), Mobile, and Records Management System (RMS). 2011-12 Expenditures 2011-12 Funding Sources State Grant General Replacement Fund General Fund Total Project Cost $525,000 $60,000 $450,000 $15,000 $970,000 Annual Maintenance No maintenance costs associated with this project. - 257 - Table of Contents Capital Improvement Detail MF223 - Topaz Radios The cities of Mesa, Gilbert, and Apache Junction have formed an East Valley Cooperative to provide radio support and communications infrastructure for the public safety entities of these cities. This covers our police, fire, and public works radio systems. Linking the radio systems of multiple jurisdictions maximizes public safety, promotes interoperability, and fosters regional efficiencies which ultimately better serves our citizens. 2011-12 Expenditures 2011-12 Funding Sources General Fund Public Works Fund Total Project Cost $518,000 $963,000 $27,000 $6,383,000 Annual Maintenance Maintenance costs are included in the respective departmental budgets. MF225 - System Development Fee Study This study will evaluate and determine system development fees for future development and necessary infrastructure that will occur Town-wide. 2011-12 Expenditures 2011-12 Funding Sources General Government SDF Police SDF Fire SDF Park SDF Signal SDF Water SDF Wastewater SDF Water Resources SDF Total Project Cost $250,000 $14,000 $8,000 $7,000 $136,000 $31,000 $24,000 $6,000 $24,000 $250,000 Annual Maintenance No maintenance costs associated with this project. Water WA020 - Direct System Well Drilling of three 2.0 MGD direct system wells. Wells were located in the system where required by demand. th Includes equipping of one well at Willis and 156 Street including site improvements, well equipment, and 2,800 feet of 24” water line to connect the well to the distribution system constructed by Improvement District 20. 2011-12 Expenditures 2011-12 Funding Sources WRMPC-2007 Bonds Total Project Cost $600,000 $600,000 $4,650,000 Annual Maintenance Contractual Services Supplies Utilities Insurance Water Fund $3,250 $12,250 $52,500 $1,000 WA052 - Water Rights Acquisition of water rights (lease) for 11,640 acre-feet of water. 2011-12 Expenditures 2011-12 Funding Sources Water Resource SDF Total Project Cost $10,678,000 $10,678,000 $40,748,000 Annual Maintenance No maintenance costs associated with this project. - 258 - Table of Contents Capital Improvement Detail WA059 - 2MG Reservoir and Pump Station—Ray and Recker Design and construction of a 2 million gallon in ground reservoir and pump station to be fed directly from the th water system at Ray Road and 174 Street. Includes approximately 1,000 feet of 16” waterline. 2011-12 Expenditures 2011-12 Funding Sources WRMPC-2007 Bonds Water SDF Investment Income Total Project Cost $5,570,000 $1,622,000 $2,903,000 $3,394,000 $8,700,000 Annual Maintenance Contractual Services Supplies Utilities Water Fund $12,000 $10,000 $23,000 WA071 - 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. FY12 funding is for land only. 2011-12 Expenditures 2011-12 Funding Sources Water SDF Total Project Cost $265,000 $265,000 $5,551,000 Annual Maintenance No maintenance costs associated with this phase of the project. WA074 - Reservoir #7 Tank Replacement and Site Improvements Replacement of an above ground steel tank, installed in 1985, with a new above ground steel tank. In addition, the discharge manifold will be replaced at this site, including valves, pressure gauge, and flow meter. Will also add a chlorinator and Variable Frequency Drives or Soft Start, replace Programmable Logic Controller with Allen Bradley, and replace surge tang with surge anticipation valve. 2011-12 Expenditures 2011-12 Funding Sources Water Fund Total Project Cost $1,862,000 $1,862,000 $4,001,000 Annual Maintenance Maintenance costs included in Water Fund operating budget beginning FY2012. WA075 - 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. 2011-12 Expenditures 2011-12 Funding Sources WRMPC-2007 Bonds Total Project Cost $605,000 $605,000 $1,560,000 Annual Maintenance Contractual Services Water Fund $1,000 WA076 - 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. 2011-12 Expenditures 2011-12 Funding Sources WRMPC-2007 Bonds Total Project Cost $1,230,000 $1,230,000 $1,633,000 Annual Maintenance Contractual Services - 259 - Water Fund $1,000 Table of Contents Capital Improvement Detail WA081 - 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 FY12 is for land purchase only. 2011-12 Expenditures 2011-12 Funding Sources Water SDF Total Project Cost $264,000 $264,000 $5,551,000 Annual Maintenance No maintenance costs associated with this phase of the project. WA082 - 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. 2011-12 Expenditures 2011-12 Funding Sources CDBG Total Project Cost $438,000 $438,000 $585,000 Annual Maintenance Contractual Services Water Fund $1,000 WA089 - Reservoir #3 Tank Replacement and Site Improvements Reservoir #3 is an above ground 1MG steel tank. Funds in FY12 are for a condition assessment of the tank. The initial assessment is for replacement of the tank with a new above ground steel tank. 2011-12 Expenditures 2011-12 Funding Sources Water Fund Total Project Cost $15,000 $15,000 $4,001,000 Annual Maintenance No maintenance costs associated with this phase of the project. WA090 - North WTP Filter Media Replacement Replace Anthracite filter media with Granulated Activated Carbon (GAC) in filters #1 through #6, #17 and #18. Establish a REGEN program for existing GAC filters #7 through #16. Funds for FY12 are for an assessment study to determine full scope of services required. 2011-12 Expenditures 2011-12 Funding Sources Water Fund Total Project Cost $25,000 $25,000 $338,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. WA091 - Water Distribution System Assessment Completion of an in-depth comprehensive assessment of the Gilbert water distribution system, which includes over 1,000 miles of pipeline, over 30,000 valves, and over 10,000 hydrants in addition to other related infrastructure. 2011-12 Expenditures 2011-12 Funding Sources Water Fund Total Project Cost $500,000 $500,000 $500,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. WA092 - North WTP Corrosion Rehabilitation Gilbert’s North Water Treatment Plant has multiple areas where exposed metal surfaces are experiencing varying degrees of corrosion. Areas needing re-coating include clarifiers, filters, bulk storage areas, drying beds, raw water influent trash racks, finish water pump station, and other exposed metal areas to be identified in the scoping stage. 2011-12 Expenditures 2011-12 Funding Sources Water Fund Total Project Cost $322,000 $322,000 $322,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. - 260 - Table of Contents Capital Improvement Detail WA095 - Santan Vista WTP Belt Filter Press Install a belt filter press at the SVWTP to provide a mechanical sludge dewatering process that will increase the decanting and evaporative drying effectiveness. 2011-12 Expenditures 2011-12 Funding Sources City of Chandler Water Fund Total Project Cost $780,000 $390,000 $390,000 $780,000 Annual Maintenance Maintenance costs included in Water Fund operating budget beginning FY2012. Wastewater WW070 - Candlewood Lift Station and Force Main Replacement of the Candlewood Lift Station to accommodate future flows per the Water Resources Master Plan. Funds in FY2012 are for pre-design study, site acquisition, and replacement pumps at the existing lift station. 2011-12 Expenditures 2011-12 Funding Sources Wastewater SDF Total Project Cost $91,000 $91,000 $6,414,000 Annual Maintenance No maintenance costs associated with this phase of the project. WW081 - 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. 2011-12 Expenditures 2011-12 Funding Sources Wastewater Fund Total Project Cost $252,000 $252,000 $298,000 Annual Maintenance Maintenance costs included in Wastewater Fund operating budget. Parks and Recreation PR020 - Elliot District Park – Big League Funds in FY12 are for outstanding reimbursement for consultant services not yet finalized. 2011-12 Expenditures 2011-12 Funding Sources Park SDF Total Project Cost $40,000 $40,000 $42,720,000 Annual Maintenance No maintenance costs associated with this project. PR029 - Santan Vista Trail Phase I – Guadalupe to Warner Multi-modal Canal trail improvements along the Eastern Canal from Baseline south to Germann. Phase I includes improvements from Guadalupe to Warner to include landscaping, irrigation, concrete pathway, rest areas, lighting, interpretive kiosks, and signage. 2011-12 Expenditures 2011-12 Funding Sources Federal Grant Parks SDF Total Project Cost $1,554,000 $1,387,000 $184,000 $2,450,000 Annual Maintenance Contractual Services Utilities Insurance - 261 - General Fund $4,000 $1,000 $2,000 Table of Contents Capital Improvement Detail PR032 - Rittenhouse District Park The second largest public park in Gilbert (165 acres). Park SDFs shown in FY12 fund the improvements to Power Road. Improvements of arterial street frontage is required of all new development in the community. 2011-12 Expenditures 2011-12 Funding Sources Parks SDF Total Project Cost $2,355,000 $2,355,000 $47,483,000 Annual Maintenance No maintenance costs associated with this phase of the project. PR062 - Powerline Trail Phase IV -- Val Vista to Greenfield Multi-use trail improvements between Val Vista and Greenfield along the alignment of the powerline easement, which is located midway between Guadalupe and Elliot. 2011-12 Expenditures 2011-12 Funding Sources Parks SDF Total Project Cost $420,000 $420,000 $1,886,000 Annual Maintenance Contractual Services Utilities Insurance General Fund $1,000 $1,000 $1,000 PR069 - Hetchler Park Development of the 55 acres surrounding the Greenfield Water Reclamation Plant and South Area Service Center. Completion of improvements to Queen Creek Road are budgeted in FY12. 2011-12 Expenditures 2011-12 Funding Sources Park SDF Total Project Cost $95,000 $95,000 $19,549,000 Annual Maintenance No maintenance costs associated with this phase of the project. PR087 - 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 FY12. 2011-12 Expenditures 2011-12 Funding Sources Park SDF Total Project Cost $115,000 $115,000 $49,971,000 Annual Maintenance No maintenance costs associated with this phase of the project. PR098 - Pool Repairs – Various Locations Pool repairs at Mesquite Aquatic Center, Gilbert, Greenfield, Perry, and Williams Field Pools. All five pool sites require Virginia Graeme Baker Act (VGBA) drain cover modification/replacement and sump work. Mesquite Aquatic Center repairs include concrete decking repair, pool plaster replacement, shower room repairs, cool decking replacement, step painting, and slide tower repairs. 2011-12 Expenditures 2011-12 Funding Sources 2001 GO Bonds 02-03 Higley USD Gilbert Public Schools Total Project Cost $205,000 $105,000 $7,000 $93,000 $205,000 Annual Maintenance No maintenance costs associated with this project. - 262 - Table of Contents Capital Improvement Detail PR099 - Parks and Recreation Master Plan The Parks and Recreation Master Plan is a planning document that will give direction and a framework for decision-making over a 10-year period. The Master Plan work will include a review of background information, related plans, and public involvement to determine the need for parks and recreation facilities, and develop implementation and funding strategies to accomplish goals and objectives. 2011-12 Expenditures 2011-12 Funding Sources 2001 GO Bonds 02-03 Total Project Cost $150,000 $150,000 $150,000 Annual Maintenance No maintenance costs associated with this project. - 263 - Table of Contents − 264 − 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, 2011. PRINCIPAL AMOUNT OUTSTANDING TYPE OF BOND General Obligation Street and Highway User Revenue Water and Wastewater Revenue Public Facility Municipal Property Corporation Water Resources Municipal Property Corporation Improvement District $ 180,160,000 22,875,000 16,795,000 143,270,000 152,015,000 11,415,000 Total Bonds Outstanding $ 526,530,000 Improvement District 2% Water Resources Municipal Property Corporation 29% General Obligation 34% Street and Highway User Revenue 5% Public Facility Municipal Property Corporation 27% Water and Wastewater Revenue 3% - 265 - 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 capacity based on the Town’s secondary assessed valuation as determined by the Maricopa County Assessor. The following table illustrates the changes in secondary assessed valuation over the past ten years and the amount of property tax received to repay debt. Secondary Assessed Valuation Year Percent Change Property Tax * 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 2011/2012 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 1,861,193,961 11.8% 20.9% 16.1% 19.0% 17.2% 61.6% 16.8% -3.4% -14.1% -19.0% 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 21,403,731 The average annual valuation growth of 13.52% (since 2001) in the Town combined with strategic 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 19.0% decrease in FY 2012 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 2012 - 266 - 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 million to pay for street construction and in March 2006, voters approved $75 million for street improvements and $10 million for parks and recreation facilities. In November 2007, voters approved $174 million 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, 2011. Debt Capacity with Bond Premiums Included 6% Limitation FY 2012 Secondary Assessed Valuation $1,861,193,961 Allowable 6% Debt 111,671,638 Less: 6% Debt Outstanding 0 Unused 6% Debt Capacity $111,671,638 20% Limitation FY 2012 Secondary Assessed Valuation $1,861,193,961 Allowable 20% Debt 372,238,792 Less: 20% Debt Outstanding (180,160,000) Unused 20% Debt Capacity $192,078,792 The following table provides the detail for the FY 2011 general obligation debt budget. Revenue is provided from the 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 - 267 - Debt Outstanding $4,245,000 0 6,450,000 0 12,715,000 156,750,000 $180,160,000 Tax Supported Debt Payments $4,245,000 0 2,950,875 0 1,615,750 16,028,750 $24,840,375 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 repay 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 owners’ 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 $11,415,000. - 268 - Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt. YR 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 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 2,400,000 2,525,000 2,650,000 2,775,000 2,900,000 3,050,000 3,200,000 3,375,000 Water and Wastewater 1,385,000 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 $180,160,000 $22,875,000 $16,795,000 MPC Public Facilities 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 $143,270,000 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 $152,015,000 Improvement District 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 $11,415,000 The following table indicates the total interest payments per year by type of debt. YR 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 8,195,790 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 926,060 806,060 711,380 612,000 501,000 385,000 263,000 135,000 Water and Wastewater 723,210 681,660 610,160 535,160 455,910 372,910 307,480 252,280 194,880 133,000 69,060 $50,630,475 $4,339,500 $4,335,710 Information obtained from Wedbush Morgan Securities - 269 - MPC Public Facilities 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 $67,752,650 MPC Water Resources 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 $82,958,230 Improvement District 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 $5,881,670 Table of Contents Debt Service Actual FY 2009 Actual FY 2010 Budget FY 2011 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 2009 Actual FY 2010 Budget FY 2011 34,798,440 400,281 84,983,942 40,738,876 10,940,800 33,456,952 5,797,036 17,116,927 11,897,864 4,654,673 29,577,380 678,450 26,374,800 18,458,140 9,405,860 29,577,380 678,450 18,067,390 16,522,140 9,405,860 26,306,860 975,410 23,785,850 19,024,190 8,712,690 $171,862,339 $ 72,923,452 $ 84,494,630 $ 74,251,220 $ 78,805,000 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 70,377,204 101,485,135 65,446,879 4,885,984 2,590,589 72,189,630 12,305,000 72,189,630 2,061,590 67,687,000 11,118,000 $171,862,339 $ 72,923,452 $ 84,494,630 $ 74,251,220 $ 78,805,000 Actual FY 2009 Actual FY 2010 Budget FY 2011 Projected FY 2011 Budget FY 2012 64,653,303 72,923,452 72,615,980 84,494,630 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Obligation Improvement Districts Public Facilities MPC Water Division MPC Wastewater Division MPC Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 147,825,715 171,862,339 Projected FY 2011 Projected FY 2011 72,915,980 74,251,220 Budget FY 2012 Budget FY 2012 66,269,630 78,805,000 $ (24,036,624) $ (8,270,149) $ (11,878,650) $ (1,335,240) $ (12,535,370) - 270 - Table of Contents Appendix __________________________________________ Capital Outlay Personnel Detail Glossary/Acronyms Acknowledgements Table of Contents Capital Outlay Department Description Amount GENERAL FUND Total General Fund Capital $ - $ - $ 47,740 47,740 47,740 47,740 47,740 47,740 47,740 30,000 35,000 30,000 27,000 30,000 22,000 22,000 2,900,000 $ 3,430,180 $ 2,659,360 $ 2,659,360 $ 112,000 30,000 45,000 45,000 716,000 $ 948,000 $ 55,000 20,000 25,000 50,000 30,000 20,000 $ 200,000 GENERAL REPLACEMENT FUND 1209 1243 1245 1261 1266 1270 1274 0633 0460 0413 0415 0489 0541 0611 Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Fire Operations Fire Prevention Parks and Open Space Parks and Open Space Parks and Open Space Utility Locates Utility Locates Non-Departmental Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Fire Van Fire Vehicle Pick-up Pick-up Pick-up Pick-up Pick-up Capital Allowance Total General Replacement Fund STREET FUND Preventative Maintenance Streets Maintenance Total Street Fund Capital STREET REPLACEMENT FUND 0342 0624 0473 0561 Traffic Signal Maintenance Traffic Signal Maintenance Street Signs Street Signs Non-Departmental Bucket Truck Pick-up Box Truck Box Truck Capital Allowance Total Street Replacement Fund WATER FUND Water North Plant Production Water North Plant Production Well Production Water Distribution Water Distribution Water Distribution 1-ton truck w/utility bed Autocrane Upgrade 1/2-ton truck Valve exercise machine 3/4-ton truck Arm for valve machine Total Water Fund Capital - 271 - Table of Contents Capital Outlay Department Description Amount WATER REPLACEMENT FUND 0465 0508 0424 0491 Well Production Well Production Water Metering Water Metering Non-Departmental Pick-up Pick-up Pick-up Pick-up Capital Allowance Total Water Replacement Fund Capital $ 30,000 22,000 30,000 22,000 2,823,000 $ 2,927,000 $ 43,000 79,000 $ 122,000 $ 27,000 2,979,000 $ 3,006,000 $ 325,000 21,000 $ 346,000 $ 180,000 250,000 60,000 52,500 52,500 976,000 $ 1,571,000 $ - $ - $ 160,000 $ 160,000 WASTEWATER FUND Wastewater Collection Wastewater Collection 1-ton truck Lift Station Pump Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND 0757 Effluent Re-use Non-Departmental Pick-up Capital Allowance Total Wastewater Replacement Fund Capital SOLID WASTE - RESIDENTIAL Residential Administration Recycling Software System Pick-up Total Solid Waste Residential Capital SOLID WASTE - RESIDENTIAL REPLACEMENT 0767 0748 0485 0627 0593 Heavy Duty Truck Refuse Truck Loader Loader Loader Capital Allowance Residential Collections Residential Collections Residential Collections Uncontained Collections Uncontained Collections Non-Departmental Total Solid Waste Residential Replacement Capital SOLID WASTE - COMMERCIAL Total Solid Waste Commercial Capital SOLID WASTE - COMMERCIAL REPLACEMENT Non-Departmental Capital Allowance Total Solid Waste Commercial Replacement Capital - 272 - Table of Contents Capital Outlay Department Description Amount FLEET Total Fleet Capital $ - $ - $ - $ - $ 33,000 $ 33,000 $ - $ - $ - $ - FLEET REPLACEMENT Non-Departmental Capital Allowance Total Fleet Capital SPECIAL REVENUE Police Impound Sedan Total Special Revenue Capital COPY SERVICES Non-Departmental Capital Allowance Total Copy Services GRANT FUND Total Grant Fund Capital CAPITAL PROJECT CAPITAL OUTLAY $ 215,309,030 TOTAL CAPITAL OUTLAY $ 230,711,570 - 273 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Total Mayor and Council 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Town Manager: Manager Town Manager Assistant Manager Chief Technology Officer Management Assistant Administrative Assistant Total Manager 1.00 1.25 1.00 0.00 1.00 4.25 1.00 1.25 1.00 0.00 1.00 4.25 1.00 0.85 0.00 0.00 2.00 3.85 1.00 2.00 0.00 1.00 1.00 5.00 1.00 2.00 0.00 1.00 1.00 5.00 Communication Assistant Manager Communications Manager Public Information Officer AV Specialist Web Specialist Total Communication 0.25 0.00 1.00 3.00 1.00 5.25 0.25 0.00 1.00 3.00 1.00 5.25 0.25 0.00 1.00 3.00 1.00 5.25 0.00 0.00 1.00 3.00 1.00 5.00 0.00 1.00 1.00 3.00 1.00 6.00 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 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 12.75 12.75 12.35 12.00 13.00 Town Clerk: Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Office Assistant Records Clerk Early Elections Voting Clerk Total Town Clerk 1.00 2.00 3.00 1.00 1.00 0.16 8.16 1.00 2.00 3.00 1.00 0.00 0.16 7.16 1.00 2.00 3.00 1.00 0.00 0.16 7.16 1.00 2.00 3.00 1.00 0.00 0.16 7.16 1.00 2.00 3.00 1.00 0.00 0.16 7.16 Neighborhood Services Assistant Manager Neighborhood Services Specialist Administrative Assistant Total Neighborhood Services 0.25 2.00 1.00 3.25 0.25 1.00 1.00 2.25 0.25 1.00 0.00 1.25 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 Total Town Clerk 11.41 9.41 8.41 8.16 8.16 TOTAL MANAGEMENT AND POLICY 25.16 23.16 21.76 21.16 22.16 Total Town Manager - 274 - Table of Contents Personnel Detail Actual FY 2009 SUPPORT SERVICES Support Services Administration Support Services Director Total Support Services Administration Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 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 0.00 1.00 1.00 3.00 2.00 4.00 11.00 0.00 1.00 1.00 3.00 2.00 4.00 11.00 0.00 1.00 1.00 3.00 2.00 4.00 11.00 Technology Services: Technology Services Administration Chief Information Officer Technology Services Manager Administrative Supervisor Administrative Assistant Total Technology Services Admin 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 1.00 0.00 1.00 1.00 3.00 1.00 0.00 1.00 1.00 3.00 Communication Services Assistant Technology Services Manager Data Network Administrator Telecom Administrator Infrastructure Administrator Telecom Technician Systems Analyst Radio Communications Administrator Communication Specialist Total Communication Services 1.00 2.00 2.00 0.00 1.00 0.00 1.00 1.00 8.00 0.00 2.00 2.00 0.00 1.00 0.00 1.00 1.00 7.00 0.00 0.00 0.00 4.00 1.00 0.00 1.00 1.00 7.00 0.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 7.00 0.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 7.00 Application Operations and Support Assistant Technology Services Manager Desktop Support Administrator Systems Administrator Systems Analyst PC Technician Help Desk Technician Total Application Operations and Support 1.00 1.00 3.00 5.00 7.00 1.00 18.00 1.00 1.00 3.00 4.00 6.00 1.00 16.00 1.00 1.00 3.00 4.00 6.00 1.00 16.00 1.00 1.00 3.00 5.00 5.00 0.00 15.00 1.00 1.00 3.00 5.00 5.00 0.00 15.00 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 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 1.00 1.00 2.00 2.00 1.00 7.00 Imaging Support Systems Analyst Total Imaging Support 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Management Facilities Maintenance Superintendent Facilities Maintenance Manager Security Systems Technician Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Facilities Management - 275 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Total Technology Services 37.00 34.00 34.00 33.00 33.00 Human Resources: Personnel Administration Personnel and Training Manager Human Resourses Manager Personnel Analyst Human Resources Analyst Compensation Administrator Personnel Services Coordinator Human Resources Coordinator Personnel Specialist Human Resources Specialist Employee Relations Administrator Administrative Assistant Office Assistant Total Personnel Administration 1.00 0.00 4.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 10.00 1.00 0.00 4.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 10.00 0.00 1.00 0.00 3.00 0.75 0.00 1.00 0.00 1.00 1.00 1.00 1.00 9.75 0.00 1.00 0.00 3.00 0.00 0.00 1.00 0.00 1.00 1.00 2.00 0.00 9.00 0.00 1.00 0.00 3.00 0.00 0.00 1.00 0.00 1.00 1.00 2.00 0.00 9.00 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 Compensation Administrator Accountant I Senior Accounting Technician Total Payroll 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 0.25 1.00 1.00 2.25 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Total Human Resources 17.00 17.00 17.00 17.00 17.00 TOTAL SUPPORT SERVICES 66.00 63.00 63.00 62.00 62.00 FINANCIAL SERVICES Administration Finance Director Total Financial Services Administration 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Accounting Accounting Administrator Accounting System Analyst Accountant II Accountant I Accounting Technician Administrative Assistant Senior Accounting Technician 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 - 276 - Table of Contents Personnel Detail Actual FY 2009 Financial Services Manager Total Accounting Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 1.00 10.00 1.00 10.00 0.75 9.75 0.00 9.00 0.00 9.00 Purchasing Purchasing Specialist Purchasing Administrator Total Purchasing 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 Tax Compliance Tax Specialist Tax Auditor Senior Tax Auditor Total Tax Compliance 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Budget Budget Administrator Budget Planning Analyst Administrative Assistant Capital Project Administrator Inspector II Financial Management Coordinator Total Budget 0.00 2.00 2.00 1.00 1.00 1.00 7.00 0.00 2.00 2.00 1.00 1.00 0.00 6.00 0.00 2.00 0.00 0.00 0.00 0.00 2.00 1.00 3.00 0.25 0.00 0.00 0.00 4.25 1.00 3.00 0.25 0.00 0.00 0.00 4.25 Utility Customer Service Utilities Billing Administrator Accountant I Utility Service Representative Computer Operations Technician Senior Utility Service Representative Customer Services Representative Total Utility Customer Service 1.00 1.00 8.00 1.00 1.00 1.25 13.25 1.00 1.00 8.00 1.00 1.00 1.25 13.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL FINANCIAL SERVICES 32.25 31.25 15.75 18.25 19.25 LEGAL AND COURT Prosecutor Town Prosecutor Assistant Town Prosecutor II Legal Secretary Administrative Supervisor Administrative Assistant Victim Advocate Office Assistant Total Prosecutor 1.00 7.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 7.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 7.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 7.00 3.00 1.00 3.00 1.00 3.00 19.00 1.00 7.00 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 1.00 3.00 1.00 1.00 1.00 5.00 1.00 3.00 1.00 1.00 1.00 5.00 1.00 3.00 1.00 1.00 1.00 5.00 1.00 3.00 1.00 1.00 1.00 5.00 1.00 3.00 1.00 1.00 1.00 5.00 - 277 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Court Services Clerk Sanctions Coordinator Security Officer Office Assistant Office Assistant Court Interpreter Pro Tem Judge Total Municipal Court 12.00 1.00 4.00 1.00 0.50 0.75 0.00 31.25 12.00 1.00 4.00 1.50 0.00 0.75 0.17 31.42 12.00 1.00 4.00 1.50 0.00 0.75 0.17 31.42 12.00 1.00 4.00 1.50 0.00 0.75 0.17 31.42 11.00 1.00 4.00 1.50 0.00 0.75 0.17 30.42 TOTAL LEGAL AND COURT 50.25 50.42 50.42 50.42 49.42 DEVELOPMENT SERVICES Administration and Customer Service Development Services Director Administration and Customer Services Manager Development Services Representative Development Services Records Coordinator Total Administration and Customer Service 1.00 1.00 5.00 1.00 8.00 1.00 1.00 5.00 1.00 8.00 1.00 1.00 5.00 1.00 8.00 1.00 1.00 5.00 1.00 8.00 1.00 1.00 5.00 1.00 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 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 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 Senior Plans Examiner Total Permitting and Plan Review - Fire 0.20 0.20 0.20 1.00 1.60 0.20 0.20 0.20 1.00 1.60 0.20 0.20 0.20 1.00 1.60 0.20 0.20 0.20 1.00 1.60 0.20 0.20 0.20 1.00 1.60 Permitting and Plan Review - Engineering Permit and Plan Review Services Manager Town Engineer Associate Engineer Plan Review Supervisor Senior Plans Examiner Plans Examiner Traffic Engineer Senior Traffic Engineering Technician Traffic Safety Assistant Administrative Assistant Total Permitting and Plan Review - Engineering 0.30 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 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.30 4.60 0.30 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.30 4.60 Permitting and Plan Review - Planning Permit and Plan Review Services Manager Administrative Assistant Landscape Technician 0.20 0.20 0.50 0.20 0.20 0.50 0.20 0.20 0.50 0.20 0.20 0.50 0.20 0.20 0.50 - 278 - Table of Contents Personnel Detail Actual FY 2009 Plans Examiner Senior Plans Examiner Total Permitting and Plan Review - Planning Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 1.00 1.00 2.90 1.00 1.00 2.90 1.00 1.00 2.90 1.00 1.00 2.90 1.00 1.00 2.90 18.50 18.50 18.50 13.50 13.50 Inspection and Compliance Services: Inspection and Compliance - Building Inspection and Compliance Services Manager Building Inspection Administrator Administrative Assistant Senior Inspector Inspector II Inspector I Total Inspection and Compliance - Building 0.50 0.75 0.40 2.00 3.00 2.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 8.65 0.50 0.75 0.40 2.00 3.00 2.00 8.65 Inspection and Compliance - Fire Inspection and Compliance Services Manager Building Inspection Administrator Inspector II Total Inspection and Compliance - Fire 0.05 0.25 1.00 1.30 0.05 0.25 1.00 1.30 0.05 0.25 1.00 1.30 0.05 0.25 1.00 1.30 0.05 0.25 1.00 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 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 0.30 0.95 5.00 0.40 6.65 Inspection and Compliance - Planning Inspection and Compliance Services Manager Administrative Assistant Landscape Technician Engineering & Planning Inspection Administrator Total Inspection and Compliance - Planning 0.05 0.20 0.50 0.05 0.80 0.05 0.20 0.50 0.05 0.80 0.05 0.20 0.50 0.05 0.80 0.05 0.20 0.50 0.05 0.80 0.05 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 Inspection and Compliance - Backflow Code Compliance Administrator Inspection and Compliance Services Manager Inspector II Total Inspection and Compliance - Backflow 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 27.50 27.50 25.25 25.25 25.25 Total Permitting and Plan Review Services Total Inspection and Compliance Services - 279 - Table of Contents Personnel Detail Actual FY 2009 Planning and Development Planning and Development Manager Principal Planner Senior Planner Planner II Planning Technician Administrative Supervisor Total Planning and Development Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 1.00 1.00 3.00 2.00 2.00 1.00 10.00 1.00 1.00 3.00 2.00 2.00 1.00 10.00 1.00 1.00 3.00 2.00 2.00 1.00 10.00 1.00 1.00 3.00 2.00 2.00 1.00 10.00 1.00 1.00 3.00 2.00 2.00 1.00 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 Engineering Services: Engineering Administration Town Engineer Total Engineering Administration 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Engineering Development Development Engineer Total Engineering Development 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Engineering Traffic Town Traffic Engineer Senior Traffic Engineering Technician Traffic Safety Assistant Total Engineering Traffic 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 1.00 1.00 1.00 3.00 Total Engineering Services 0.00 0.00 0.00 5.00 5.00 69.00 69.00 66.75 66.75 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 0.00 1.00 1.00 0.00 1.00 0.50 4.50 1.00 0.00 1.00 1.00 0.00 1.00 0.50 4.50 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 TOTAL DEVELOPMENT SERVICES - 280 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Office of Professional Standards - Hiring/Accreditation Policy and Procedure Specialist Polygraph Examiner Background Investigator Total OPS - Hiring/Accreditation 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 1.00 1.00 2.00 4.00 Total Office of Professional Standards 8.00 8.00 8.00 8.00 8.00 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 2.00 4.00 15.00 122.00 9.00 2.00 1.00 2.00 2.00 159.00 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 1.00 2.00 15.00 18.00 1.00 2.00 15.00 18.00 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 0.00 6.00 7.00 1.00 0.00 6.00 7.00 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 12.00 206.00 206.00 204.00 204.00 204.00 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 1.00 3.00 12.00 16.00 Patrol Services: Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Armorer/Rangemaster Civilian Patrol Assistant Service Aide Total Uniform Patrol Canine Unit Police Officer Total Canine Unit Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit School Programs Police Sergeant Police Officer Total School Programs Total Patrol Services Police Support Services: Records Police Records Administrator Records Shift Supervisor Police Records Clerk Total Records - 281 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Communication Communications Administrator Police Communication Shift Supervisor Police Telecommunicator 911 Operators Total Communication 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 1.00 5.00 18.50 13.50 38.00 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 0.00 3.00 1.00 1.00 1.00 0.00 3.00 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 1.00 1.00 2.00 1.00 1.00 2.00 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 72.00 72.00 73.00 73.00 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 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 - 282 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Special Investigations Police Sergeant Police Officer Total Special Investigations 1.00 7.00 8.00 1.00 7.00 8.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 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 1.00 6.00 3.00 10.00 1.00 6.00 3.00 10.00 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 9.00 0.00 0.00 10.00 1.00 9.00 0.00 0.00 10.00 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 1.00 2.00 2.00 1.00 6.00 1.00 2.00 2.00 1.00 6.00 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 1.00 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 41.00 41.00 43.00 43.00 43.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 342.00 342.00 342.00 342.00 342.00 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 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 Total Investigations Emergency Response Unit Police Officer (Overtime only) Total Emergency Response Unit TOTAL POLICE DEPARTMENT FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Administrative Supervisor Administrative Assistant Office Assistant Cooperative Education Student Total Fire Administration - 283 - Table of Contents Personnel Detail Actual FY 2009 Fire Training Battalion Chief EMS Specialist Fire Captain Administrative Assistant Total Fire Training Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 7.00 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 1.00 1.00 176.00 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 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 2.50 199.50 197.00 197.00 197.00 197.00 1.00 5.00 1.00 1.00 4.50 0.00 12.50 1.00 5.00 1.00 1.00 0.00 4.50 12.50 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 4.00 1.00 5.00 4.00 1.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Fire Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Equipment Technician Administrative Assistant Service Aide Total Fire Operations TOTAL FIRE DEPARTMENT PUBLIC WORKS Public Works Administration Public Works Director Administrative Assistant Office Administrator Inventory Services Specialist Customer Service Representative Utility Serives Representative Total Public Works Administration Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates - 284 - Table of Contents Personnel Detail Actual FY 2009 TOTAL PUBLIC WORKS Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 17.50 17.50 0.00 0.00 0.00 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 0.00 0.00 1.00 1.00 2.00 2.55 7.55 1.00 0.00 0.00 1.00 1.00 2.00 2.55 7.55 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 4.00 3.00 33.96 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 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 36.96 29.36 29.36 29.36 29.36 Aquatics: Gilbert Pool Aquatic Facility Technician Assistant Pool Manager Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Gilbert Pool 0.00 0.12 0.16 0.25 0.37 1.11 0.19 2.20 0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.05 0.05 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 0.20 0.30 0.05 0.38 0.67 0.20 0.30 0.00 0.38 0.67 0.20 0.30 0.00 0.38 0.67 0.20 0.30 0.00 0.38 0.67 0.20 0.30 0.00 0.38 0.67 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 Total Parks and Open Space - 285 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Senior Recreation Aide Total Mesquite Pool 0.19 0.53 2.45 2.09 0.24 7.10 0.19 0.53 2.45 2.09 0.24 7.05 0.19 0.53 1.35 2.09 0.24 5.95 0.19 0.53 1.35 2.09 0.24 5.95 0.19 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 0.20 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 1.96 0.43 4.92 0.20 0.22 0.00 0.38 0.29 0.38 1.06 1.96 0.43 4.92 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 0.20 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 1.70 0.38 4.60 0.20 0.21 0.00 0.38 0.29 0.48 0.96 1.70 0.38 4.60 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 0.20 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 1.89 0.43 4.86 0.20 0.22 0.00 0.39 0.29 0.48 0.96 1.89 0.43 4.86 0.20 0.22 0.00 0.39 0.29 0.48 0.96 1.89 0.43 4.86 26.79 23.44 20.38 20.38 20.38 0.20 1.00 0.75 1.30 0.05 1.31 0.20 0.30 0.95 1.00 0.00 1.31 0.20 0.30 0.95 1.00 0.00 1.31 0.20 0.30 0.95 1.00 0.00 1.31 0.20 0.30 0.95 1.00 0.00 1.31 Total Aquatics Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Administrative Assistant Recreation Leader - 286 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Senior Recreation Leader Recreation Instructor Total Community Center 0.50 1.04 6.15 0.50 1.04 5.30 0.50 1.04 5.30 0.50 1.04 5.30 0.50 1.29 5.55 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 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 0.20 1.00 2.00 0.30 0.00 3.04 2.88 0.50 9.92 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 0.00 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 0.03 0.00 0.05 0.09 0.23 0.40 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 1.00 1.00 0.40 2.00 1.34 9.62 2.70 18.25 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 0.19 0.35 0.42 0.57 1.53 36.40 35.27 35.27 35.27 35.65 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 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 - 287 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Youth Sports Recreation Coordinator Recreation Supervisor Administrative Assistant Senior Recreation Leader Total Youth Sports 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 0.50 0.30 0.00 0.40 1.20 Adult Sports Recreation Coordinator Recreation Supervisor Senior Recreation Leader Total Adult Sports 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 0.50 0.20 1.01 1.71 Special Events Recreation Coordinator Recreation Supervisor Administrative Assistant Recreation Leader Total Special Events 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 1.80 0.70 0.00 0.32 2.82 Special Needs Program Recreation Coordinator Administrative Assistant Recreation Instructors Total Special Needs Program 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 0.20 0.00 0.38 0.58 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 8.31 6.57 6.57 6.57 6.50 TOTAL COMMUNITY SERVICES 117.01 104.19 99.13 99.13 99.44 TOTAL GENERAL FUND 918.67 897.52 855.81 856.71 858.02 0.00 0.00 0.00 0.00 0.00 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 9.25 1.00 1.00 0.00 13.50 0.00 1.00 1.00 9.25 1.00 1.00 0.00 13.25 0.00 1.00 1.00 12.75 1.00 0.00 2.00 17.75 UTILITY ADMINISTRATION FUND Utility Customer Service Financial Services Manager Utilities Billing Administrator Accountant I Utility Service Representative Computer Operations Technician Senior Utility Service Representative Utility Billing Supervisor Total Utility Customer Service - 288 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Public Works Administration Public Works Director Administrative Assistant Office Administrator Inventory Services Specialist Customer Service Representative Utility Serives 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 1.00 5.00 1.00 1.00 0.00 4.50 12.50 1.00 5.00 1.00 1.00 0.00 4.50 12.50 1.00 5.00 1.00 1.00 1.00 0.00 9.00 Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates 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 TOTAL UTILITY ADMINISTRATION FUND 0.00 0.00 31.00 30.75 31.75 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 0.00 1.00 1.00 2.00 0.00 1.00 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 10.00 1.00 17.00 1.00 1.00 2.00 2.00 10.00 1.00 17.00 1.00 1.33 2.00 2.00 10.00 1.00 17.33 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 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 1.33 1.00 1.00 6.00 1.00 1.00 11.33 ENTERPRISE OPERATIONS - 289 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Water Well Production Well Technician Instrumentation Technician Utility Field Supervisor Senior Utility Worker Total Water Well Production 5.00 0.00 1.00 1.00 7.00 5.00 0.00 1.00 1.00 7.00 5.00 0.00 1.00 1.00 7.00 4.00 1.00 1.00 1.00 7.00 4.00 1.00 1.34 1.00 7.34 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 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 Total Water Production 35.00 39.00 43.25 43.25 44.25 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 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 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 79.00 83.00 87.25 87.25 88.25 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 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 2.00 6.00 0.60 4.00 6.00 18.60 Wastewater Wastewater Administration Wastewater Superintendent Wastewater Manager Total Wastewater Administration Wastewater Collection Utility Field Supervisor Senior Utility Worker Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection - 290 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 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 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 2.00 2.00 0.40 2.00 1.00 7.40 Effluent Recharge Utility Worker Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge 1.00 1.00 2.00 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 1.00 1.00 2.00 1.00 5.00 12.40 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 Total Riparian Program 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.68 0.00 1.00 1.00 3.68 1.00 0.68 0.00 1.00 1.00 3.68 1.00 0.68 0.00 1.00 1.00 3.68 37.00 37.00 40.68 40.68 41.68 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 1.00 0.88 0.78 3.52 0.00 0.86 1.00 0.88 0.78 3.52 0.00 0.86 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 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 1.00 0.50 24.00 1.00 2.50 29.00 Total Wastewater Reclaimed Total Wastewater - 291 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Uncontained Collections Field Supervisor Solid Waste Crew Leader Solid Waste Inspector Heavy Equipment Operator Total Uncontained Collections 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 1.00 1.00 1.00 17.00 20.00 Recycling Field Supervisor Recycling Outreach Specialist Solid Waste Inspector Solid Waste Crew Leader Heavy Equipment Operator Total Recycling 0.70 0.00 5.00 1.00 7.00 13.70 0.70 0.00 5.00 1.00 7.00 13.70 0.70 0.00 5.00 1.00 7.00 13.70 0.70 0.00 5.00 1.00 7.00 13.70 0.70 1.00 5.00 1.00 7.00 14.70 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 2.50 0.50 4.00 Total Solid Waste Residential 71.94 72.22 72.22 72.22 71.22 Solid Waste Commercial Commercial Administration Solid Waste Superintendent Solid Waste Manager Solid Waste Specialist Service Specialist Customer Service Representative Total Commercial Administration 0.14 0.00 0.10 0.30 0.22 0.76 0.14 0.00 0.00 0.12 0.22 0.48 0.00 0.14 0.00 0.12 0.22 0.48 0.00 0.14 0.00 0.12 0.22 0.48 0.00 0.14 0.00 0.12 0.22 0.48 Commercial Collections Field Supervisor Heavy Equipment Operator Total Commercial Collections 0.30 4.25 4.55 0.30 5.00 5.30 0.30 5.00 5.30 0.30 5.00 5.30 0.30 5.50 5.80 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 1.75 1.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Solid Waste Commercial 7.06 6.78 6.78 6.78 7.28 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.70 0.70 0.70 0.70 0.00 0.00 0.00 0.00 0.00 0.00 195.70 199.70 206.93 206.93 208.43 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 TOTAL ENTERPRISE OPERATIONS STREETS Streets Administration Streets Superintendent Streets Manager Total Streets Administration - 292 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Streets Maintenance: Asphalt Patching Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 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 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 Heavy Equipment Operator Streets Maintenance Worker Total Fog Sealing 0.25 2.00 0.00 3.00 5.25 0.25 2.00 0.00 3.00 5.25 0.25 2.00 0.00 3.00 5.25 0.25 1.00 1.00 3.00 5.25 0.25 1.00 1.00 3.00 5.25 22.42 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 0.00 0.00 0.00 0.50 0.50 0.00 0.00 0.00 0.50 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 Total Streets Maintenance - 293 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Traffic Signal Maintenance Field Supervisor Associate Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Traffic Signal Technician Total Traffic Signal Maintenance 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 0.50 0.00 0.00 0.00 6.00 6.50 0.50 0.00 0.00 0.00 6.00 6.50 Traffic Operations Center Associate Engineer Assistant Town Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Total Traffic Operations Center 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 4.00 0.00 1.00 2.00 1.00 4.00 0.00 1.00 2.00 1.00 4.00 25.00 19.00 19.00 19.00 19.00 Right of Way Maintenance: Landscape Maintenance Field Supervisor Senior Grounds Maintenance Worker Senior Streets Maintenance Worker Total Landscape Maintenance 0.50 1.00 0.30 1.80 0.50 1.00 0.30 1.80 0.50 1.00 0.30 1.80 0.50 1.00 0.30 1.80 0.50 1.00 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 49.30 49.30 49.30 49.30 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 Street Traffic Control TOTAL STREETS INTERNAL SERVICE FUND Fleet Maintenance: Fleet Maintenance Administration Fleet Services Superintendent Administrative Assistant Total Fleet Maintenance Administration - 294 - Table of Contents Personnel Detail Actual FY 2009 Fleet Maintenance Fleet Services Supervisor Senior Mechanic Parts Acquisition Technician Welder/Mechanic Mechanic Service Aide Total Fleet Maintenance Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 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 0.00 0.00 0.00 0.00 0.00 0.00 Shop Operations Fleet Services Manager Administrative Assistant Fleet Services Supervisor Senior Fleet Technician Welder/Mechanic Fleet Technician 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 0.85 0.75 2.00 2.00 1.00 14.00 1.00 21.60 0.85 0.75 2.00 2.00 1.00 14.00 1.00 21.60 0.85 0.75 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 0.15 0.75 3.00 3.90 0.15 0.75 3.00 3.90 0.15 1.75 2.00 3.90 Administrative Assistant Total Fuel 0.00 0.00 0.00 0.00 0.25 0.25 0.25 0.25 0.25 0.25 Commercial Operations Administrative Assistant Total Commercial Operations 0.00 0.00 0.00 0.00 0.25 0.25 0.25 0.25 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 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 Riparian Programs Riparian Program Administrator Recreation Instructors Community Education Coordinator Naturalist Park Ranger Total Riparian Program 1.00 0.68 1.00 0.00 1.00 3.68 1.00 0.68 1.00 1.00 0.00 3.68 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Police Impound Fund Towing/Hearing Specialist Tow Program Supervisor Office Assistant Total Police Impound Fund 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 2.00 1.00 1.00 4.00 Fuel TOTAL INTERNAL SERVICE - 295 - Table of Contents Personnel Detail Actual FY 2009 Actual FY 2010 Budget FY 2011 Revised FY 2011 Budget FY 2012 Parkway Maintenance Improvement District Senior Grounds Maintenance Worker Grounds Maintenance Worker Field Supervisor Total PKID 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 1.00 1.00 0.60 2.60 Grants: Police Grant Police Officer Total Police Grant 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Grants 1.00 0.00 0.00 0.00 0.00 Court Enhancement Fund Court Services Clerk Total Court Enhancement Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 12.18 14.28 14.50 14.85 14.85 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 1.00 0.00 2.00 4.40 0.00 0.00 1.00 1.00 0.00 1.00 1.75 4.75 0.00 0.00 1.00 1.00 0.00 1.00 1.75 4.75 1,207.85 1,186.80 1,183.54 1,184.54 1,188.35 TOTAL SPECIAL REVENUE CAPITAL PROJECTS Capital Project Administration Assistant Manager Capital Project Administrator Assistant Town Engineer Project Manager Inspector II Management Assistant Administrative Assistant Total Capital Project Administration TOTAL POSITIONS - 296 - Table of Contents Glossary/Acronyms Account Financial reporting unit for budget, management, or accounting purposes. 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. ADEQ Arizona Department of Environmental Quality was 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. Adoption A formal action taken by the Town Council that sets the spending limits for the fiscal year. Allocation A component of an appropriation that is earmarked for expenditure by specific organization units and/or for special purposes, activities, or objects. 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. Arsenic Mitigation Construction of systems to reduce naturally occurring arsenic from the ground water to below the EPA threshold 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. ASE Automotive Service Excellence. A professional certification group that certifies professionals in the automotive repair and service industry. The organization aims to improve the quality of vehicle repair and service through the testing and certification of repair and service professionals. Asset Valuable resource that an entity owns or controls. They represent probable future economic benefits and arise as a result of past transactions or events. ASU Arizona State University, a State-funded University. Audit A formal examination, correction, and official endorsing of financial accounts undertaken annually by an accountant. Available Fund Balance Funds remaining from the prior year which are available for appropriation and expenditure in the current year. Balanced Budget Each fund in the budget must be in balance; total anticipated revenues plus beginning undesignated fund balance must equal or exceed total expenditure appropriations for the upcoming fiscal year. - 297 - Table of Contents Glossary/Acronyms Blue Stake Location of underground utilities before excavation of right of way. Bond A written instrument to pay a specified sum of money (the face value or principal amount) on a specified date (the maturity date) at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond resolution or ordinance. Bond – General Obligation (G.O.) Bonds Bonds that finance a variety of public projects and require voter approval. These bonds are backed by the full faith and credit of the Town. Limitations for bonding capacity are set by State statute. The Town may issue general obligation bonds up to 20% of its secondary assessed valuation for water, wastewater, artificial lighting, parks, open space, public safety and emergency services, streets, transportation, and recreational facility improvements. The Town may issue general obligation bonds up to 6% of its secondary assessed valuation for any other general-purpose improvement. Bond – Highway Users Revenue (HURF) Bonds This type of revenue bond is used solely for street and highway improvements and requires voter approval. State law imposes the maximum limitation of highway user revenue that shall be used for debt servicing of revenue bonds. The amount shall not exceed 50% of the total from highway user revenue for the previous twelve-month period. Bond – Municipal Property Corporation (MPC) Bonds This is a source of funding used to build current municipal facilities as well as major water and wastewater infrastructure facilities. Pledged against these bonds are the excise taxes of the community which include Town sales tax, franchise tax revenue, State shared sales tax, revenue sharing, and system development fee collections for growth-related projects. Bond – Revenue Bonds Revenue Bonds are bonds payable from a specific source of revenue, do not pledge the full faith and credit of the issuer, and do not affect the property tax rate. Pledged revenues may be derived from the operation of the financed project, grants, and excise or other specified non-property tax. These bonds require voter approval. Bond Refinancing The payoff and reissuance of bonds to obtain better interest rates and/or bond conditions. 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. - 298 - Table of Contents Glossary/Acronyms Capital Improvement Program The Capital Improvement Program (CIP) is a comprehensive plan of capital investment projects which identifies priorities as to need, method of financing, project costs, and revenues that will result during a five-year period. The first year of the program represents the capital budget for the ensuing fiscal year and must be formally adopted during the budget process. Capital Outlay Purchase of an asset with a value greater than $10,000 that is intended to continue to be held or used for a period greater than two years. Capital Outlay can be land, buildings, machinery, vehicles, furniture, and other equipment. Carryforward Year-end savings that can be carried forward to cover expenses of the next fiscal year. These funds can also be appropriations for encumbered amounts made in one fiscal year that are re-appropriated in a subsequent fiscal year. CDBG Community Development Block. Grants provide Federal Grant Program funds on an annual basis to support specific low to moderate income community development opportunities. CERT Community Emergency Response Team is a committee established to offer disaster preparedness training to the community. Command The Tactical Operations Commander and his support staff. Consumer Price Index A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). 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. Contractual Services Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. CPTED Crime prevention through environmental design is a multi-disciplinary approach to deterring criminal behavior through environmental design. CQI Continuous Quality Improvement is an integral part of the Town’s 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. - 299 - Table of Contents Glossary/Acronyms Department A major administrative division of the Town that indicates overall management responsibility for an operation or a group of related operations within a functional area. Depreciation Expiration in the service life of capital assets attributed to wear and tear, deterioration, inadequacy, or obsolescence. Division A group of homogeneous cost centers within a department. Effluent Wastewater that has been treated to required standards and is released from the treatment plant. Encumbrance The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. 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. Entry Team The officers positioned nearest the targets that are prepared to take immediate action. Executive Committee Committee made up of the Town Manager, Assistant Town Managers, and Department Directors. Expenditure Actual outlay of funds for obtaining assets or goods and services regardless of when the expense is actual paid. FTE Full-Time Equivalent converts positions to the decimal equivalent of a full-time position primarily 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. Fiscal Year (FY) Fiscal Year is the period designated for the beginning and ending of financial transactions. The Town fiscal year is July 1 to June 30. GAAP Generally Accepted Accounting Principles are 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. - 300 - Table of Contents Glossary/Acronyms GBA Master Series Commercial off-the-shelf software application that focuses exclusively on the design, development, and implementation of Public Works and Utilities Infrastructure systems. General Fund Primary fund used to provide resources for day-to-day activities and services that provide support to direct service areas; the fund to be used for all financial resources except those required to be accounted for in another fund. Examples include Personnel, Technology Services Administration, Prosecution, and Planning and Development. General Plan A planning and legal document that outlines the community vision in terms of land use. GIS Geographic Information System is 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. GPD Gilbert Police Department Grants State and Federal subsidies received in response to a specific need. Heritage District Historic Downtown Gilbert. HOA Homeowners Association is 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. HURF Highway User Revenue Fund is a separate funding source dedicated to provide support for street improvements and maintenance. IGA Intergovernmental Agreement is a contract between governmental entities as authorized by State law. IKON IKON is the contracted company that provides copier, printer, scanner support, print shop services, and mailroom services for the Town of Gilbert. Improvement District Formed to address major capital needs that benefit specific property owners. Bonds are issued to finance these improvements, and are repaid by assessments on affected property owners. Indirect Cost Allocation Funding transferred to the General Fund for central administrative services which benefit those funds. - 301 - Table of Contents Glossary/Acronyms Infrastructure The physical assets of the Town. Assets include streets, water, wastewater, public buildings, and parks. Interfund Loans Loans between Town funds, such as from operating funds to system development funds budgeted to complete projects that will be repaid to the operating funds in future years. Internal Service Fund A sub-set of the Proprietary Fund Type that accounts for the activity of internal functions providing service to other functional areas. An Internal Service Fund receives revenue by charging other areas in the Town based on services provided. JCEF The Judicial Collection Enhancement Fund was established to improve the administration of justice by enhancing the enforcement of court orders. Liability An obligation of the entity to convey something of value in the future. Liabilities are probable future sacrifices of economic benefit that arise as a result of past transactions or events. MAG Maricopa County Association of Governments 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 31 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. MPC Municipal Property Corporation is a non-profit corporation created by Gilbert as a funding mechanism for Capital Improvement projects. The board is governed by citizens appointed by Council. NASC North Area Service Center Objectives Targets for accomplishing goals that are specific, measurable, attainable, results-oriented, and time bound. OnBase Gilbert’s digital records management system. Operating Budget The portion of the budget associated with providing ongoing services to citizens, includes general expenditures such as personnel services, professional services, maintenance costs, and supplies. PCI Pavement Condition Index is an index that communicates the condition of driving surfaces on a 100 point scale. - 302 - Table of Contents Glossary/Acronyms Performance Measures Indication of levels of activity or outcomes of operations. 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. PM-10 Regulations PM-10 (particulate matter less than 10 microns) regulations are also known as the “dust control regulations”. PM-10 emissions, including dust generating activities, are regulated by Maricopa County. It is a major component of the “brown cloud” in the metropolitan Phoenix area. Property Tax Levy The total amount to be raised by general property taxes for purposes specified in the Tax levy Ordinance. In Arizona, the property tax system is divided into primary and secondary rates. Property Tax – Primary Gilbert does not have a primary property tax. A Primary Property tax is a limited tax levy used for general government operations based on the Primary Assessed Valuation and Primary tax rate. The total levy for primary taxes is restricted to a 2% annual increase, plus allowances for annexations, new construction, and population increases. Property Tax – Secondary An unlimited tax levy restricted to general bonded debt obligations and for voter approved budget overrides. These taxes are based on the Secondary Assessed Valuation and Secondary Tax rate. 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. ROW Right of Way is a publicly-owned area of land adjacent to a roadway. SDF System Development Fees are collected at the time a building permit is issued to pay for the cost of capital improvements required due to growth. Self Insurance A calculated amount of money set aside to pay claims and compensate for future loss. SLID Street Light Improvement Districts are 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. Snipers Riflemen positioned at a distance providing intelligence and protection to the Entry Team. - 303 - Table of Contents Glossary/Acronyms Special Revenue Special Revenue Funds are a type of fund required to be established to account for a specific activity. SRP Salt River Project is an agricultural improvement district formed in the early 1900’s that now provides water and electricity. State Shared Revenue Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. SWAT Special Weapons and Tactics team is a group of specially chosen police officers that have advanced training handling high risk situations and that use highly specialized equipment to resolve those situations. TEO Technical Equipment Officers have the responsibility of maintaining and operating the SWAT team’s technical equipment. That equipment includes all of our electronic cameras, audio equipment and most importantly, they manage/operate our robot program. TNT Tactical Negotiations Team is a subset of the SWAT team. Transfers Movement of cash from one fund to another to reimburse costs or provide financial support. TS Technology Services UASI Urban Area Security Initiative is a program that provides federal funds to local jurisdictions for the purpose of homeland security. Specifically for preventing, responding to and recovering from potential or real terrorist events. ULDC Unified Land Development Code is a compilation of Town Codes that govern subdivision and development of lands. 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. - 304 - Table of Contents Acknowledgements Tremendous credit and appreciation should be extended to those involved in the development of the FY 2012 budget. This past year has truly been one of remarkable change, both economically and organizationally. Financially, plummeting revenues reached a plateau and then slowly began to recover. In the meantime the Town underwent a change in leadership in both the Council and the Manager, as well as a vast organizational realignment including the establishment of a new budget division in the Finance Department. The preparation of the budget is now a year-long process, with initial forecast projections, countless problem-solving meetings, and formal adoption requirements. Overlay this intricate balance with a recession, organizational realignment, and a new budget administrator, and the success with which we emerged is nothing short of remarkable. To reach these milestones requires sound commitment and effective communication throughout the organization. I would like to personally thank those who were instrumental in developing the FY 2012 budget. Special recognition goes out to Assistant Town Manager Marc Skocypec for his leadership and guidance as we transitioned responsibilities during the reorganization, and for his continued stewardship over our budget efforts. Finance Director Cindi Mattheisen embraced the new division with grace and professionalism, providing a knowledge bridge from accounting to budget. While many have had a hand, the brunt of this day-to-day work falls on the Budget staff. Throughout this ever-changing dynamic, the Budget Office staff showed incredible commitment and support to the entire organization. Laura Lorenzen called upon her 20 years of exceptional service to guide us through the Town’s systems and processes. Her incredible attention to detail, keen eye, and tireless devotion has singularly ensured the success of not only this document, but of each of us within the budget division. Håkon Johanson brought his background in economic development analysis to the table in full force, providing insightful analysis into the Town’s debt structure and rate models, and transforming the effectiveness of the Municipal Property Corporations. Our newest member, Nicole Dailey, hit the ground running, establishing financial policies, enhancing performance measures, and developing innovative and effective ways to communicate throughout the Town. Her tremendous experience and insight, dogged determination, and professionalism have been the perfect complement to her new team. Finally, thanks to Jocelyn Smith for her high quality work in developing our first rate CIP document, and for her invaluable local expertise in the Capital Improvement Program. Special thanks to Todd Hamilton for his work in designing the beautiful covers for this document, Edgar Medina and Jeff Kramer for providing photos as well as input on capital projects, and Florence Schultz, Tanya Wright, and the rest of the Accounting staff for their key partnership in the development of this budget. Special recognition goes to Julie Landspurg for her skillful facilitation of Strategic Initiative and budget discussions, and Michelle Gramley for her outstanding representation of the Town at the state legislature. Moreover, I would like to personally thank the Town Manager, Collin DeWitt, for his superb leadership, as well as the Assistant Town Managers, department directors, division managers, and department budget experts who have played key roles in developing a balanced spending plan for the upcoming year. Finally, I would like to express my gratitude to the Gilbert Town Council for their leadership and guidance in the development of an effective guide for delivering services to Gilbert citizens. Dawn Irvine Budget Manager - 305 - Table of Contents − 306 −