Table of Contents INSTRUCTIONS FOR NAVIGATING IN ANNUAL BUDGET PDF FILES  Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section.  If a “+” sign is at the left of a bookmark, click on the “+” to bring up subheadings.  All pages are linked to the Table of Contents. To jump to a specific page or subsection from the Table of Contents, put the pointer finger on the title or page number within and click the mouse.  Click the “Table of Contents” text located in the top right hand corner of any page or click the Table of contents bookmark on the left. Table of Contents 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 Vision, Mission, Values.......................... 9 Strategic Initiatives .............................. 11 General Plan Vision ............................. 13 Continuous Quality Improvement ....... 15 Community with Character .................. 16 Gilbert Facts ......................................... 17 Fund Structure ..................................... 20 Budget Process .................................... 22 Budget Calendar .................................. 24 Financial Policies ................................. 25 FINANCIAL OVERVIEW Revenue and Expenditure Summary .. 31 Fund Balances...................................... 32 Budget Summary ................................. 36 Five Year Forecast General Information .......................................... 38 Revenue Summary by Fund ................ 39 Management and Policy .........................69 Mayor and Council................................71 Town Manager ......................................73 Human Resources ................................75 Economic Development .......................77 Information Technology .......................79 Office of Management and Budget ......81 Town Clerk ............................................83 General Counsel ...................................85 Management Services ............................87 Accounting Services ............................89 Purchasing ............................................91 Tax Compliance ....................................93 Facilities Management .........................95 Legal and Court ......................................97 Prosecutor ............................................99 Municipal Court ..................................101 Development Services .........................103 Administration and Customer Service...............................................105 Permit and Plan Review Services ......107 Inspection and Compliance Services.............................................109 Planning and Development ................111 Engineering Services .........................113 Revenue Summary by Fund by Type ................................................ 40 Police Department ................................115 Revenue Detail ..................................... 42 Professional Standards ......................117 Expense Summary ............................... 49 Patrol Services....................................119 Expense Detail...................................... 50 Support Services ................................121 Revenue Sources ................................. 60 Counseling Services ..........................123 Property Tax Rates .............................. 65 Investigations .....................................125 Personnel Summary ............................ 66 SWAT ...................................................127 GENERAL FUND General Fund Summary ....................... 67 Contracted Services ...........................129 Table of Contents Fire Department ................................... 131 Environmental Services-Commercial .193 Fire Operations................................... 133 Commercial Collections .....................195 Fire Prevention ................................... 135 Non-Departmental ..............................197 Parks and Recreation .......................... 137 Parks and Open Space ...................... 139 Aquatics .............................................. 141 Recreation Centers ............................ 143 Recreation Programs ......................... 145 Non Departmental .............................. 147 ENTERPRISE FUNDS Enterprise Funds Summary............... 149 Water .................................................... 151 Water Conservation ........................... 153 Water Production ............................... 155 Water Quality Assurance ................... 157 Water Distribution .............................. 159 Water Metering ................................... 161 Utility Customer Service .................... 163 STREETS FUND Streets Fund Summary ......................199 Streets Maintenance ...........................201 Traffic Control .....................................203 Right of Way Maintenance .................205 Hazard Response ...............................207 Non-Departmental ..............................209 INTERNAL SERVICE FUNDS Internal Service Funds Summary ......211 Fleet Maintenance ..............................213 Copy Services .....................................215 Health Self Insurance .........................217 Dental Self Insurance .........................219 REPLACEMENT FUNDS Public Works Administration ............ 165 Replacement Funds Summary ..........221 Utility Locates .................................... 167 Replacement Funds Detail .................223 Water Resources ................................ 169 Non-Departmental .............................. 171 Wastewater ........................................... 173 Wastewater Collection ....................... 175 Wastewater Plant Operations ............ 177 Wastewater Reclaimed ...................... 179 Wastewater Quality ............................ 181 Riparian Program ............................... 183 Non-Departmental .............................. 185 Environmental Services–Residential.. 187 Residential Collections ...................... 189 Non-Departmental .............................. 191 SPECIAL REVENUE Special Revenue Funds Summary ....225 CDBG/HOME .......................................227 System Development Fees ................229 Grants ..................................................231 Police Impound ...................................233 Special Districts..................................235 Other Special Revenue .......................237 CAPITAL IMPROVEMENTS Capital Projects Administration.........239 Capital Improvements Overview........241 Table of Contents Capital Improvement Maintenance Costs ................................................. 242 Capital Improvement Detail ............... 243 DEBT SERVICE Debt Service Summary ...................... 257 Debt Service Detail............................. 258 Debt Service Financial ....................... 262 APPENDIX Personnel Detail ................................. 263 Schedules A-F .................................... 286 Capital Outlay ..................................... 297 Transfer Schedules ............................ 300 Glossary/Acronyms ........................... 304 Acknowledgements ........................... 315 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 Table of Contents Table of Contents Table of Contents Table of Contents 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, Schedules A-F, Transfer Schedules, 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 budget organizational structure (not a reporting 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. 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. Schedules A-F: This section includes summaries of estimated revenues and expenditures (A), tax levy and tax rate information (B), fund types of revenue (C), fund types of other financing resources and interfund transfers (D), departments of expenditures within each fund type (E) and departments of expenditures (F). The State of Arizona Office of the Auditor General requires cities and towns to include this information in their annual budgets. Transfer Schedules: This part of the budget document illustrates interfund transfers (by fund) that are scheduled for this fiscal year. 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, 2011. 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 twelve department directors, one executive staff, and approximately 1,190 additional employees. MAYOR AND COUNCIL TOP ROW(L—R) Councilmembers Victor Petersen, Eddie Cook, Ben Cooper, Jordan Ray BOTTOM ROW(L—R) Vice Mayor Jenn Daniels, Mayor John W. Lewis, Councilmember John Sentz -5- Table of Contents Key Officials and Staff EXECUTIVE TEAM Town Manager --------------------------------------------------- Patrick Banger Deputy Town Manager ---------------------------------------- Marc Skocypec Finance and Management Services Director ---------- Cindi Mattheisen Interim Parks and Recreation Director ------------------- Melanie Dykstra Town Prosecutor ---------------------------------------------------- Lynn Arouh Police Chief -------------------------------------------------------------- Tim Dorn Fire Chief ------------------------------------------------------------ Collin DeWitt Public Works Director --------------------------------------------- Lonnie Frost Development Services Director ---------------------------------- Greg Tilque Presiding Judge --------------------------------------------------- John Hudson Town Clerk ------------------------------------------------Catherine Templeton Town Attorney-------------------------------------------------- Susan Goodwin Human Resources Director ------------------------------------ Carrie Bosley Economic Development Director -------------------------- Dan Henderson Interim Information Technology Director --------------------- Mark Kramer Management and Budget Manager -----------------------------Dawn Irvine Chief Digital Officer ------------------------------------------- Dana Berchman Intergovernmental Manager ---------------------------------- Leah Hubbard Intergovernmental Assistant -------------------------------- Cheri’ Valentino Assistant To Town Manager ------------------------------------ Nicole Dailey Assistant To Town Manager -------------------------------------- Andi Welsh Assistant To Town Manager ------------------------------ Gabriel Engeland -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 & Arts 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 Firemen’s Pension and Relief Fund Board Redevelopment Commission -7- Table of Contents Organizational Report Chart Town Manager Office of Communications Office of Intergovernmental Relations Office of Economic Development Office of Management and Budget Office of Human Resources Office of Water Resources Office of Information Technology Deputy Town Manager Prosecutor Fire Management Services Police Parks and Recreation Development Services Public Works -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 2013 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 Town of Gilbert General Plan was approved by voters on May 17, 2011. It 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 to twenty 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 was a citizen-driven public document that reflects the Vision and Goals of the community. This document will guide and direct 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 Civic Groups NonProfits Town Staff 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: http://www.gilbertaz.gov/econdev/profile - 17 - Cost-of-Living Index (2011): 94.0 Median age: 31.9 Number of Households (2010): 69,372 Transaction Privilege 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 Table of Contents Gilbert Facts Demographics: Median Household Income: Average Household Income: Average Household Size: Average Family Size: Gilbert Greater Phoenix  $ 79,989 $ 94,025 3.03 3.45 $ 51,125 $ 69,789 2.67 3.33 In August 2012, Money Magazine honored Gilbert as the nation’s 33rd 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  6.1% of residents are age 65 and above  Median age of Gilbert residents is 31.9 years while the median age for Greater Phoenix is 33.7 High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 18% 27% 11% 27% 12% 25% 24% 8% 17% 10% High School Graduate or Greater: Bachelor's Degree or Higher: 95% 39% 84% 27% Source: U.S. Census Bureau 2010; American Community Survey  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 50,000 212,032 59,338 1,971 5,717 29,188 0 1970 1980 1990 1995 Gilbert Ethnic Make-up 2005 2010 2011 Age Distribution American Indian/Alaska Native 0.80% White Other Native Hawaiian/Pacific Islander 0.20% African American 3.40% 2000 Asian Two or More Races White 81.80% African American Two or More Races 3.50% American Indian/Alaska Native Asian 5.80% Native Hawaiian/Pacific Islander Other 4.50% Source: U.S. Census Bureau 2010; American Community Survey - 18 - 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% Source: U.S. Census Bureau 2010; American Community Survey Table of Contents Gilbert Facts Economic Information: The median household income is $79,989 – the highest among Phoenix cities with a population above 100,000 and 54% above the national average of approximately $51,914   The Maricopa Association of Governments estimates there are more than 61,000 jobs in Gilbert  Gilbert’s three hospitals have all opened within the past six years: Gilbert Emergency Hospital, Catholic HealthCare West, and Banner Health  MD Anderson Banner Cancer Center opened in 2011 Housing Starts 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 $298,400  In FY 2009, an average of 85 building permits were issued per month; for FY 2010, 119 permits were issued per month; for FY 2011, 94 permits were issued per month; and for FY 2012, 194 permits were issued per month  Of total housing units, 92.6% are occupied and 7.4% are vacant 5,000 4,000 3,000 1,000 4,173 1,200 1,160 824 762 600 594 455 418 400  6,000 2,000 Employees Major Employers 20 00 20 01 20 02 20 03 20 04 20 05 20 06 20 07 20 08 20 09 20 10 20 11 20 12 0  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  2010 Gilbert Civilian Labor Force = 104,716 95.6% 4.4% 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 98,673 Unemployed 6,043 Source: U.S. Census Bureau 2010; American Community Survey For more on population figures and community resources, visit www.gilbertaz.gov/econdev/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, Parks and Recreation, Human Resources, and Information Technology 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 The budget process begins with revenue projections. At the direction of the Town Manager, in Fiscal Year 2013, Gilbert implemented a modified zero-based 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. Council set the following boundaries for budget preparation:  No change in local sales tax rate (1.5%)  No change in property tax for debt service repayment ($1.15 per $100)  No salary equity adjustments for market range or for merit pay pending completion of classification and compensation study  Maintain minimum fund balance policies  Base budgets prepared through the use of a modified zero-based model 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 major steps in preparation of the budget were:  Update FY 2012 projections and five-year projections for operating funds  Council input on initiatives, boundaries, and priorities  Perform base budget analysis: Determine Cost and Level of Services as currently provided  Justify all expenditures, tying each back to specific services to be funded deliberately  Prioritization of available resources to align with Council priorities  Present draft to Council  Council review and adoption The Budget Calendar page depicts the timing in more detail. 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 2013 is $330,696,720. 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. The Town budgets for contingencies in the following funds:       General Streets Water Wastewater Environmental Services - Residential Environmental Services - Commercial The contingency account is used for emergency or unforeseen actions. BUDGET CARRYFORWARD If completion of a project or acquisition is not expected during a fiscal year, the amount must be included in the budget for the following fiscal year and balanced along with other requests. STATE EXPENDITURE LIMIT The State of Arizona sets a limit on the expenditures of local jurisdictions. State statute sets the limits unless otherwise approved by the 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. - 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. For 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 issuance costs, 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 August 25, 2011 Budget Kick-off Meeting with Town Leadership September 14, 2011 Compensation Working Group begins November 17, 2011 First Capital Improvement Plan stakeholder meeting November 30, 2011 Meet and Confer process with labor groups begins December 5, 2011 Initial presentation of FY 2013 Budget Process to Executive Team January 18, 2012 Completion of mid-year projections February 6, 2012 February 21, 2012 Executive Team begins twice weekly review sessions for FY 2013 budget requests Council study session presentation: Current and Projected Trends in Local and State-shared Sales Tax February 29, 2012 Second Capital Improvement Plan stakeholder meeting March 6, 2012 Council study session presentation: Revenue Trends and Overview of FY 2013 Budget Process March 8, 2012 Executive Team presentation of budget recommendations to Town Manager and Assistant Town Manager March 20, 2012 Council study session presentation: Bonds 101 April 3, 2012 Council study session presentation: FY 2013 Budget Approach and Framework April 17, 2012 Council study session presentation: Discussion of Utility Rates May 1, 2012 Council study session presentation: FY 2013 Budget Recommendations May 2, 2012 Third Capital Improvement Plan stakeholder meeting May 17, 2012 Council adoption of Memorandums of Understanding with labor groups May 17, 2012 Public hearing and adoption of FY 2013 Preliminary Budget June 14, 2012 Adoption of final FY 2013 Budget June 14, 2012 Adoption of Capital Improvement Plan and Infrastructure Improvement Plan June 14, 2012 Public hearing and adoption of Secondary Property Tax levy - 24 - Table of Contents Financial Policies Introduction On November 5, 2011, the Town Council adopted the Policies of Responsible Financial Management. 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. Directors may authorize transfers within non-personnel budget lines at the same fund, department, and project level. The Town Manager or his/her designee is authorized to administer a budget adjustment process within a fund between departments or projects. The Budget Administrator or his/her designee is authorized to approve any adjustments between funds, departments, or projects and any contingency transactions up to $25,000. The Town Manager or his/her designee is authorized to approve any adjustments between funds, departments, or projects and any contingency transactions up to $50,000. Council action is required to approve any adjustments between funds, departments, or projects and any contingency transactions over $50,000, including any carryforward adjustments from the prior year. 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 by State constitution 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. - 25 - Table of Contents Financial Policies 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 identify changes in revenue and expenditures due to projected new development in the Town, program changes, labor 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. Repair and Replacement Funding The Town shall budget annually for the repair and replacement of fleet and capital infrastructure items. Appropriate funding levels for repair and replacement shall be established through the Capital Improvement Plan and annual operating budget processes. Funding will be prioritized each year to reflect the needs of the Town in accordance with plans established to manage the repair and replacement cycles of fleet and infrastructure. Contingency Gilbert appropriates dollars in the major operating funds—General, Water, Wastewater, Streets, and Environmental Services Funds for emergency and unforeseen events and opportunities. The Contingency is calculated excluding non-operating items such as capital project transfers and debt service payments. Sufficient funds shall be allocated each year in the budget process. Contingency funds shall be used to provide for unanticipated needs and opportunities that arise during the year. Budgeting for contingency funds at the department level will be based on most-likely occurrences and levels of service for the following fiscal year. 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, unsustainable spikes in revenue, 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.  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. Gilbert shall establish and maintain a minimum unrestricted fund balance for the General Fund. This fund balance shall be adjusted for nonspendable funds to ensure adequate balance is retained based on actual cash available. For purposes of initially establishing the balance and maintaining hereafter, Gilbert shall retain a minimum requirement of 90 days working capital of the current fiscal year, which is equal to approximately 25% of General Fund budgeted expenditures, plus one year’s worth of General Fund debt service payments. Current fiscal year expenditures shall be less capital outlay and transfers out budgeted for the General Fund. For purposes of this calculation, the expenditures shall be the budget as originally adopted by ordinance. 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. Economic Development Reserve Recognizing the importance of investment in local economic development activities, the Town shall annually budget an Economic Development Reserve of $5 million in the General Fund for the purpose of supporting economic development activities in Gilbert. Utilization of this funding shall occur within existing Town policies on expenditures and use of funding, requiring Council approval for expenditures exceeding $50,000. - 30 - Table of Contents Financial Overview _____________________________________ Revenue and Expenditure Summary Fund Balances Budget Summary Five Year Forecast General Information 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 Revenue and Expenditure Summary Capital Improvements 22.8% General Fund 24.4% Debt Service 12.1% Streets Fund 4.0% Enterprise Funds 17.3% Replacement Funds 12.4% Special Revenue 7.0% The total revenues for FY 2013 are approximately $741,987,000. 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 27.8% Capital Improvements 37.3% Streets Fund 2.9% Debt Service 12.0% Enterprise Funds 14.1% Replacement Funds 3.2% Special Revenue 2.7% The total expenditures for FY 2013 are approximately $447,826,000. 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 GENERAL FUND Transfer Revenue Revenue Total Sources 64,107,898 $ 110,089,700 ENTERPRISE OPERATIONS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 17,256,897 14,061,752 12,170,026 1,145,164 37,907,000 22,935,000 15,362,000 2,439,000 90,000 920,000 155,000 - $ $ $ $ 55,253,897 37,916,752 27,687,026 3,584,164 STREETS 10,401,225 18,430,000 50,000 $ 28,881,225 384,440 259,541 3,698,838 174,443 8,075,000 568,000 13,157,000 1,106,000 - $ $ $ $ 8,459,440 827,541 16,855,838 1,280,443 9,304,241 4,531,394 36,229,395 31,941,249 5,692,264 705,825 237,089 30,000 10,400 50,000 20,000 3,000 - 5,286,920 5,701,870 1,246,160 186,210 - $ $ $ $ $ $ $ 9,334,241 4,541,794 41,516,315 37,693,119 6,958,424 895,035 237,089 $ 212,301,681 $ 230,182,100 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance REPLACEMENT FUNDS General Streets Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Fleet Maintenance SUB TOTAL OPERATING FUNDS 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 CAPITAL IMPROVEMENT Capital Projects Administration Improvement Districts Streets and Transportation Traffic Control Municipal Facilities Storm Water Parks, Recreation & Open Space Redevelopment $ $ $ 6,677,000 20,313,160 20,454 10,152 2,215,594 (1,683,277) (16,733,750) (4,935,367) 12,002,017 23,281,650 11,645,359 (28,812,075) 2,972,282 272,299 221,275 175,574 1,789,732 1,784,530 156,200 1,000,000 680,000 2,000,000 1,250,000 8,750,000 11,000,000 3,000,000 9,000,000 5,000,000 275,000 1,508,560 847,760 1,440,780 - 13,772 1,837,029 63,212,383 25,587 2,116,301 248,213 888,684 3,904,897 1,108,400 51,065,000 19,690,000 624,000 807,000 349,000 5,129,000 541,000 2,370,000 373,000 3,132,000 7,037,000 - 32- $ 180,874,598 $ 462,796,941 $ 1,804,984 $ 166,352 3,215,594 $ $ (1,003,277) $ (14,733,750) $ (3,685,367) $ 20,752,017 $ 34,281,650 $ 14,645,359 $ (19,812,075) $ 7,972,282 $ 547,299 1,729,835 $ $ 1,023,334 $ 3,230,512 $ $ $ $ $ $ $ $ 1,122,172 52,902,029 88,031,383 1,190,587 4,486,301 621,213 4,827,684 11,290,897 Table of Contents Fund Balances Transfer Expense Expense GENERAL FUND $ 117,993,187 $ Total Uses 8,909,220 Ending Balance $ 126,902,407 $ 53,972,191 ENTERPRISE OPERATIONS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 28,883,628 16,425,735 12,685,724 1,914,500 11,547,910 7,371,850 1,832,280 268,590 $ $ $ $ 40,431,538 23,797,585 14,518,004 2,183,090 $ $ $ $ 14,822,359 14,119,167 13,169,022 1,401,074 STREETS 12,524,577 6,395,670 $ 18,920,247 $ 9,960,978 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance 7,567,360 670,000 13,341,700 1,106,150 - $ $ $ $ 7,567,360 670,000 13,341,700 1,106,150 $ $ $ $ 892,080 157,541 3,514,138 174,293 3,500,530 1,086,170 3,023,780 3,080,800 2,363,000 400,000 - 116,000 3,115,000 - $ $ $ $ $ $ $ 3,616,530 1,086,170 6,138,780 3,080,800 2,363,000 400,000 - $ $ $ $ $ $ $ 5,717,711 3,455,624 35,377,535 34,612,319 4,595,424 495,035 237,089 REPLACEMENT FUNDS General Streets Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Fleet Maintenance SUB TOTAL OPERATING FUNDS 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 CAPITAL IMPROVEMENT Capital Projects Administration Improvement Districts Streets and Transportation Traffic Control Municipal Facilities Storm Water Parks, Recreation & Open Space Redevelopment $ 226,566,841 $ 39,556,520 $ 266,123,361 $ 196,673,580 1,798,007 5,000,000 269,593 1,694,330 1,012,680 1,742,060 155,000 292,000 2,669,080 920,840 2,330,840 7,871,810 12,286,000 13,078,000 100,000 2,947,000 55,920 130,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,798,007 155,000 292,000 2,669,080 920,840 2,330,840 7,871,810 12,286,000 13,078,000 100,000 7,947,000 325,513 1,694,330 1,012,680 1,872,060 $ 6,977 $ 11,352 $ 2,923,594 $ (3,672,357) $ (15,654,590) $ (6,016,207) $ 12,880,207 $ 21,995,650 $ 1,567,359 $ (19,912,075) $ 25,282 $ 221,786 $ 35,505 $ 10,654 $ 1,358,452 1,105,512 51,165,000 65,653,000 1,201,000 2,071,910 373,000 3,939,000 7,745,000 1,357,000 - $ $ $ $ $ $ $ $ 1,105,512 52,522,000 65,653,000 1,201,000 2,071,910 373,000 3,939,000 7,745,000 $ $ $ $ $ $ $ $ - 33 - 16,660 380,029 22,378,383 (10,413) 2,414,391 248,213 888,684 3,545,897 Table of Contents Fund Balances Water Wastewater DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater Starting Balance 11,875,495 963,773 Revenue 3,784,000 - Transfer Revenue 21,595,000 143,000 28,247,207 610,437 23,788,334 11,504,917 2,045,992 19,350,000 1,208,750 - 3,331,060 16,842,790 11,000,000 - $ $ $ $ $ 50,928,267 1,819,187 40,631,124 22,504,917 2,045,992 - $ 99,551 TRUST ACCOUNTS 99,551 - TOTAL ALL FUNDS $ 366,126,172 $ 375,861,080 $ 91,807,010 Total Sources $ 37,254,495 1,106,773 $ $ 833,794,262 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. - 34- Table of Contents Fund Balances - $ $ Total Uses 25,379,000 143,000 25,292,780 988,260 13,683,640 11,000,000 - 205,000 6,787,000 1,065,000 - $ $ $ $ $ 25,292,780 1,193,260 20,470,640 12,065,000 - $ $ $ $ $ 25,635,487 625,927 20,160,484 10,439,917 2,045,992 TRUST ACCOUNTS 2,500 - $ 2,500 $ 97,051 TOTAL ALL FUNDS $ 447,826,113 Water Wastewater DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater Transfer Expense Expense 25,379,000 143,000 $ - 35 – 91,807,010 $ 539,633,123 $ $ Ending Balance 11,875,495 963,773 $ 294,161,139 Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2010 Actual FY 2011 Budget FY 2012 General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 897.77 199.70 49.30 26.00 0.00 14.28 0.00 0.00 0.00 856.71 237.93 49.30 26.00 0.00 10.10 4.75 0.00 0.00 858.02 240.43 49.30 26.00 0.00 10.10 4.75 0.00 0.00 859.52 239.43 49.30 26.00 0.00 9.60 3.75 0.00 0.00 869.32 238.93 51.30 26.00 0.00 9.60 5.75 0.00 0.00 1,187.05 1,184.79 1,188.60 1,187.60 1,200.90 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 99,159,066 43,836,178 11,234,024 17,076,200 1,787,739 7,485,841 73,304,425 70,332,863 2,500 91,773,211 47,049,949 10,841,308 18,620,195 2,648,868 6,297,486 53,110,719 72,098,427 2,500 96,650,410 3,006,200 53,377,570 12,011,470 22,371,810 12,042,180 10,974,820 216,178,450 67,687,000 2,500 97,302,266 53,946,895 11,268,570 21,748,068 1,850,295 6,123,168 39,081,637 74,976,960 2,500 117,993,187 59,909,587 12,524,577 22,685,210 13,454,280 11,516,670 158,775,422 50,964,680 2,500 $ 324,218,836 $ 302,442,663 $ 494,302,410 $ 306,300,359 $ 447,826,113 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Total Personnel EXPENSES BY ACTIVITY General Fund Public Works Admin 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 Total Expenses Projected FY 2012 Budget FY 2013 92,632,926 147,753,640 83,832,270 88,370,548 156,392,245 57,679,870 94,118,220 169,472,620 230,711,570 92,455,393 170,182,207 43,662,760 97,088,615 177,857,838 172,879,660 $ 324,218,836 $ 302,442,663 $ 494,302,410 $ 306,300,359 $ 447,826,113 - 36 - Table of Contents Budget Summary REVENUE BY ACTIVITY General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Revenue REVENUE BY CATEGORY Taxes and Fees License and Permits Intergovernmental Charges for Service Fine and Forfeits Investment Income Other Non-Operating Bond Proceeds Total Revenue Actual FY 2010 Actual FY 2011 99,400,369 73,741,188 16,641,751 19,101,605 842,853 39,091,108 17,659,405 30,648,467 100 96,634,626 77,226,856 18,034,912 18,662,996 667,939 31,422,021 4,389,521 26,486,731 114 96,809,140 75,503,110 16,714,710 21,016,060 268,190 31,671,410 118,671,400 22,642,660 100 105,348,740 77,549,770 17,407,990 19,931,550 420,860 49,727,560 8,726,700 45,585,240 - 110,089,700 78,643,000 18,430,000 22,906,000 113,400 47,692,830 77,427,400 20,558,750 - $ 297,126,846 $ 273,525,716 $ 383,296,780 $ 324,698,410 $ 375,861,080 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2012 Projected FY 2012 Budget FY 2013 113,861,155 2,741,731 75,279,845 96,859,523 4,448,147 1,290,284 2,208,668 437,493 104,466,385 2,421,734 56,826,281 99,280,593 4,351,839 2,643,834 2,976,418 558,632 96,621,100 2,194,530 75,619,640 100,899,370 4,356,990 686,490 1,751,000 101,167,660 122,555,660 3,664,000 62,574,570 101,267,480 4,216,410 520,130 5,794,420 24,105,740 116,180,530 3,183,500 88,660,360 106,966,060 4,136,390 3,880,600 1,644,890 51,208,750 $ 297,126,846 $ 273,525,716 $ 383,296,780 $ 324,698,410 $ 375,861,080 - 37 - 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 Environmental Services –Residential Fund Environmental Services - Commercial Fund The Town is currently undergoing major renovations to these five-year plans. Over the next several months, staff will complete major infrastructure inventories and assessments in water, wastewater, streets, parks, intersections, and facilities. Additionally, Fox Lawson and Associates are completing an assessment on the Town’s classification and compensation of personnel. The results of these efforts will likely dramatically change the assumptions of the five year plans. As always, Gilbert remains committed to responsible financial management, and will continue to commit to expenses only when reliable revenues will be available to support those expenses. A cross functional team has been established to incorporate these inputs into not only the five year plans, but much longer financial plans as well. - 38 - Table of Contents Revenue Summary By Fund Actual FY 2010 Actual FY 2011 Budget FY 2012 $ 86,897,495 36,236 350,085 103,089 3,808,863 4,180,255 1,241,847 2,751,371 31,128 99,400,369 $ 83,843,884 15,345 1,112,083 140,142 3,182,680 3,966,179 1,378,320 2,953,294 42,699 96,634,626 ENTERPRISE OPERATIONS: Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Irrigation TOTAL ENTERPRISE $ 36,139,626 21,034,360 14,143,735 2,398,822 24,645 73,741,188 STREETS $ INTERNAL SERVICES GENERAL FUND: Non-Allocated Management and Policy Management Services Legal and Court Development Services Police Fire Parks and Recreation Non Departmental TOTAL GENERAL FUND REPLACEMENT FUNDS: General Street Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Fleet TOTAL REPLACEMENT FUNDS Projected FY 2012 Budget FY 2013 $ 84,065,740 12,200 952,000 101,600 3,039,420 4,168,500 1,185,000 3,284,680 96,809,140 90,436,690 14,260 1,091,930 188,390 4,787,290 4,306,650 1,173,890 3,009,130 340,510 $ 105,348,740 96,271,690 12,200 1,128,000 136,750 4,186,300 3,805,500 1,203,150 3,346,110 $ 110,089,700 $ 38,267,349 21,704,150 14,754,956 2,488,108 12,293 77,226,856 $ 37,144,000 21,222,010 14,645,000 2,492,100 75,503,110 $ 37,582,100 22,437,340 15,161,080 2,369,250 77,549,770 $ 37,907,000 22,935,000 15,362,000 2,439,000 78,643,000 16,641,751 $ 18,034,912 $ 16,714,710 $ 17,407,990 $ 18,430,000 $ 19,101,605 $ 18,662,996 $ 21,016,060 $ 19,931,550 $ 22,906,000 $ 109,755 403,041 130,213 22,061 171,121 5,851 811 842,853 $ 81,268 33,745 280,568 62,578 204,203 3,706 1,871 667,939 $ 65,000 10,400 90,000 79,590 19,000 3,000 1,200 268,190 $ 83,700 169,920 94,170 37,650 31,690 3,000 730 420,860 $ 30,000 10,400 50,000 20,000 3,000 113,400 SUB TOTAL OPERATING FUNDS $ 209,727,766 $ 211,227,329 $ 210,311,210 $ 220,658,910 $ 31,671,410 $ 49,727,560 $ 47,692,830 $ 118,671,400 $ 8,726,700 $ 77,427,400 $ 230,182,100 SPECIAL REVENUE $ 39,091,108 $ 31,422,021 CAPITAL IMPROVEMENTS $ 17,659,405 $ 4,389,521 DEBT SERVICE $ 30,648,467 $ 26,486,731 $ 22,642,660 $ 45,585,240 $ 20,558,750 TRUST ACCOUNTS $ 100 $ 114 $ 100 $ - $ - TOTAL CURRENT REVENUE $ 297,126,846 $ 273,525,716 $ 383,296,780 $ 324,698,410 $ 375,861,080 CARRY OVER FUNDS $ TOTAL RESOURCES $ 447,826,113 - 39 - 71,965,033 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 TOTAL GENERAL FUND ENTERPRISE OPERATIONS License and Permit Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating TOTAL ENTERPRISE STREETS FUND Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating TOTAL STREETS FUND 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 TOTAL REPLACEMENT FUNDS Actual FY 2010 Actual FY 2011 Budget FY 2012 $ 49,321,253 2,614,273 38,857,007 4,211,260 3,961,355 158,239 276,982 99,400,369 $ 51,716,227 2,364,910 34,173,723 4,086,267 3,895,476 303,804 94,219 96,634,626 $ 127,458 1,203,092 72,242,153 3,626 75,702 89,157 73,741,188 $ 56,824 875,025 75,764,163 1,338 247,770 281,736 77,226,856 $ 16,566,014 4,888 1,728 15,087 54,034 16,641,751 $ 17,863,294 66,120 569 50,826 54,103 18,034,912 $ 394,880 18,511,112 14,039 181,574 19,101,605 $ 504,488 18,051,410 29,698 77,400 18,662,996 $ 360,492 148,134 1,059 229,974 103,194 842,853 $ 164,047 1,033 492,308 10,551 667,939 - 40 - Projected FY 2012 Budget FY 2013 $ 51,853,910 2,122,320 34,028,800 4,465,010 4,056,100 252,000 31,000 96,809,140 56,044,210 3,614,500 36,314,530 4,383,040 3,799,570 200,000 992,890 $ 105,348,740 57,844,210 3,131,500 40,509,830 4,603,660 3,740,500 250,000 10,000 $ 110,089,700 $ 72,210 900,000 74,434,900 60,000 36,000 75,503,110 $ 49,500 941,400 76,249,400 1,920 210,810 96,740 77,549,770 $ 52,000 900,000 77,609,000 50,000 32,000 78,643,000 $ 16,664,710 5,000 45,000 16,714,710 $ 17,221,600 5,090 4,380 27,690 149,230 17,407,990 $ 18,380,000 5,000 45,000 18,430,000 $ 350,000 20,576,060 25,000 65,000 21,016,060 $ 660,170 19,204,260 15,060 52,060 19,931,550 $ 575,000 22,270,000 16,000 45,000 22,906,000 $ 268,190 268,190 $ 19,510 1,300 203,720 196,330 420,860 $ 113,400 113,400 Table of Contents Revenue Summary By Fund By Type Actual FY 2010 Actual FY 2011 Budget FY 2012 $ 34,423,022 2,067,041 1,741,976 480,379 260,347 118,343 39,091,108 $ 26,954,159 2,219,062 1,147,614 453,423 466,855 180,908 31,422,021 23,367,190 6,357,130 1,420,000 300,890 1,200 225,000 31,671,410 CAPITAL IMPROVEMENTS Intergovernmental Charges for Service Investment Income Other Non-Operating Bond Proceeds TOTAL CAPITAL IMPROVEMENT $ 15,831,319 442,702 1,385,384 17,659,405 $ 1,190,689 320 921,011 2,277,501 4,389,521 17,319,000 3,400 1,349,000 100,000,000 $ 118,671,400 DEBT SERVICE Taxes and Fees Charges for Service Investment Income Bond Proceeds TOTAL DEBT SERVICE $ 30,116,880 94,094 437,493 30,648,467 $ 25,795,999 652 131,448 558,632 26,486,731 $ 21,400,000 75,000 1,167,660 22,642,660 TRUST ACCOUNTS Investment Income TOTAL TRUST ACCOUNTS $ 100 100 $ 114 114 $ 100 100 GRAND TOTAL REVENUE $ 297,126,846 SPECIAL REVENUE FUNDS Taxes and Fees Intergovernmental Charges for Service Fines and Forfeits Investment Income Other Non-Operating TOTAL SPECIAL REVENUE $ 273,525,716 - 41 - $ $ 383,296,780 Projected FY 2012 $ $ Budget FY 2013 $ 39,036,320 6,784,530 1,375,000 395,890 2,200 98,890 47,692,830 4,973,020 3,400 (318,850) 4,069,130 8,726,700 $ 21,511,000 1,108,400 3,394,000 1,414,000 50,000,000 77,427,400 45,111,450 2,463,850 1,402,780 409,240 102,200 238,040 49,727,560 $ 21,400,000 79,500 24,105,740 45,585,240 $ 19,300,000 50,000 1,208,750 20,558,750 $ - $ - $ 324,698,410 $ 375,861,080 Table of Contents Revenue Detail Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 46,762,352 1,565,882 367,789 514,843 13,029,141 22,922,794 1,327,755 158,209 248,730 86,897,495 48,442,990 1,546,461 362,141 492,410 13,787,266 17,280,849 1,351,480 303,678 276,609 83,843,884 48,682,000 1,579,140 370,170 494,900 13,554,200 17,595,000 1,351,480 252,000 186,850 84,065,740 Budget FY 2013 GENERAL FUND NON-ALLOCATED: Privilege License Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise State Shared Privilege License Tax Urban Revenue Sharing SRP in Lieu Investment Income Other Revenue TOTAL NON-ALLOCATED $ MANAGEMENT AND POLICY Mayor and Council 10,951 Manager: Town Manager $ $ $ 52,800,000 1,579,140 370,170 494,900 15,800,000 17,595,000 1,351,480 200,000 246,000 90,436,690 $ 54,500,000 1,579,140 370,170 494,900 16,250,000 21,291,000 1,351,480 250,000 185,000 96,271,690 11,347 10,000 12,060 10,000 (1,760) 166 - - - Human Resources: Personnel Risk Management Payroll Total Human Resources 307 107 602 1,016 160 160 200 200 200 200 200 200 Economic Development 25 8 - - - 18,177 500 18,677 251 600 851 - - - 875 - - - - Total Manager 29,784 12,532 10,200 12,260 10,200 Town Clerk 6,452 2,813 2,000 2,000 2,000 InformationTechnology: Application Operations GIS Application and Support Total InformationTechnology Office of Management and Budget TOTAL MANAGEMENT AND POLICY MANAGEMENT SERVICES Finance: Accounting Services Purchasing Tax Compliance Utility Customer Service Total Finance $ 36,236 $ 14,436 110,387 1,630 126,453 15,345 10,953 8,154 872,224 891,331 - 42 - $ 12,200 8,000 727,700 735,700 $ 14,260 10,930 56,000 800,000 866,930 $ 12,200 8,000 900,000 908,000 Table of Contents Revenue Detail Actual FY 2010 Facilities Management: Facilities Maintenance Public Safety Center Heritage Annex Total Facilities Management TOTAL MANAGEMENT SERVICES $ 201,348 22,284 223,632 $ 350,085 LEGAL AND COURT Town Prosecutor Municipal Court TOTAL LEGAL AND COURT $ FIRE DEPARTMENT Administration Training Operations Prevention $ 1,112,083 103,089 $ 3,808,863 $ 4,180,255 8,888 12,030 1,218,233 2,696 $ 200,000 16,300 216,300 $ 952,000 140,142 $ 3,182,680 $ 3,966,179 12,596 16,180 1,318,870 30,299 - 43 - 101,600 $ 3,039,420 $ $ 200,000 20,000 220,000 $ 1,091,930 $ 1,128,000 5,500 182,890 $ 4,168,500 10,000 12,000 1,069,000 94,000 188,390 4,500 132,250 $ 326,500 2,950,000 151,500 878,400 370 25,000 10,000 400 435,120 10,000 $ 1,300,000 425,500 1,704,000 187,250 35,000 138,000 378,750 $ Budget FY 2013 200,000 25,000 225,000 229,820 1,738,000 151,500 484,780 39,000 25,250 371,070 - 600 189 1,328,420 495,344 1,404,375 202,551 36,459 758 117,596 379,687 200 $ Projected FY 2012 4,500 97,100 277,347 1,938,619 153,961 444,120 3,188 17,275 24,473 1,802 321,895 - 252 1,225,872 493,141 1,704,973 187,604 33,370 44,077 138,137 352,829 $ Budget FY 2012 6,424 133,718 224,229 2,496,366 185,979 355,646 372 36,129 9,998 445 499,699 - POLICE DEPARTMENT OPS - Internal Affairs Animal Control Incarceration Patrol Traffic Court Support Records Property Alarm Management Counseling Property Crimes Persons Crimes VCU TOTAL POLICE DEPARTMENT $ 120 201,348 19,284 220,752 5,468 97,621 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 Planning & Development Engineering TOTAL DEVELOPMENT SERVICES Actual FY 2011 4,787,290 292,000 2,700,000 151,500 605,200 25,000 10,000 402,600 $ 420 1,782,380 429,790 1,313,540 250,000 35,000 3,040 110,000 378,750 3,710 20 $ 4,306,650 10,020 12,040 1,099,890 51,870 136,750 4,186,300 1,250,000 440,500 1,350,000 230,000 35,000 120,000 380,000 $ 3,805,500 10,000 12,000 1,151,150 30,000 Table of Contents Revenue Detail Actual FY 2010 Education Investigation TOTAL FIRE DEPARTMENT $ PARKS AND RECREATION Administration Parks and Open Space Freestone Park Crossroads Park McQueen Park Hetchler Park Discovery Park Cosmo Park Elliot District Park Western Canal Trail System Gilbert Pool 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 TOTAL PARKS AND RECREATION Actual FY 2011 1,241,847 375 $ 1,378,320 16,427 43,273 43,805 40,991 8,266 16,212 1,892 72 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 $ NON DEPARTMENTAL Transportation 2,751,371 Budget FY 2012 $ 23,071 44,407 104,740 99,563 9,482 46,593 482 17 69,631 118,615 93,027 101,946 111,194 228,721 17,747 881,740 85,522 411,099 52,406 293,034 119,078 13,536 27,643 $ 2,953,294 31,128 Projected FY 2012 1,185,000 42,699 3,284,680 $ $ 31,128 $ 42,699 $ - TOTAL GENERAL FUND $ 99,400,369 $ 96,634,626 $ 96,809,140 1,173,890 $ 80 18,820 50,050 96,000 71,250 9,400 46,900 700 50,000 380 70 99,250 128,300 99,850 108,350 97,850 203,500 16,000 831,780 475,000 107,200 55,000 270,000 141,800 14,500 17,100 $ - TOTAL NON DEPARTMENTAL - 44 - 70 - 18,080 59,580 40,290 41,120 8,690 15,840 1,440 131,910 122,650 137,060 127,000 121,950 107,250 234,000 75,770 992,210 461,510 100,120 51,610 286,000 106,000 15,840 28,760 $ Budget FY 2013 3,009,130 19,300 52,050 97,200 74,750 9,500 47,600 750 240,000 105,050 130,850 104,250 127,600 99,550 204,000 16,450 850,350 481,500 107,200 55,000 275,000 215,660 15,000 17,500 $ 340,510 $ 340,510 $ 105,348,740 1,203,150 3,346,110 $ - $ 110,089,700 Table of Contents Revenue Detail ENTERPRISE OPERATIONS WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency/Late Fee Investment Income Other Non-Allocated Total Non-Allocated Production: North Water Plant Santan Vista Water Plant Well Production Quality Assurance Total Production Distribution Metering Public Works Administration TOTAL WATER $ WASTEWATER Non-Allocated: Reuse/Recharge Water Use Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated Total Non-Allocated Administration Collection Reclaimed: Effluent Re-Use Effluent Recharge Total Reclaimed Quality Riparian TOTAL WASTEWATER $ Actual FY 2010 Actual FY 2011 Budget FY 2012 32,500,662 206,759 262,928 301,803 1,166,862 66,713 177,411 34,683,138 34,011,714 166,742 218,413 291,662 1,116,500 193,939 164,645 36,163,615 34,145,000 226,000 256,000 290,000 1,177,000 36,094,000 33,900,000 275,000 165,000 300,000 1,114,000 150,000 386,610 36,290,610 34,900,000 275,000 200,000 310,000 1,160,000 12,000 36,857,000 231,000 1,203,092 1,434,092 1,024,295 875,025 3,067 1,902,387 150,000 900,000 1,050,000 349,840 900,000 50 1,249,890 150,000 900,000 1,050,000 19,187 3,209 - 190,244 11,015 31 - 5,840 35,410 - - 36,139,626 $ 38,267,349 $ Projected FY 2012 37,144,000 $ 37,582,100 Budget FY 2013 $ 37,907,000 692,974 1,942,230 18,120,960 6,588 20,762,752 766,624 1,991,282 18,842,633 12,957 21,613,496 670,000 1,971,500 18,515,800 21,157,300 800,000 1,925,000 19,650,000 15,210 1,340 22,391,550 800,000 2,000,000 20,100,000 22,900,000 180,150 856 23,545 - 1,260 - - 700 700 1,400 - 390 390 - 91,458 - 14,824 42,987 37,210 27,500 7,500 34,250 10,000 25,000 21,034,360 $ 21,704,150 - 45 - $ 21,222,010 $ 22,437,340 $ 22,935,000 Table of Contents Revenue Detail Actual FY 2010 ENVIRONMENTAL SERVICES - RESIDENTIAL Non-Allocated: 13,353,150 Solid Waste Collection 13,955 Investment Income Other Non-Allocated 2,632 Total Non-Allocated 13,369,737 Administration Collections Uncontained Recycling Environmental Programs TOTAL ENVIRO SVC RESIDENTIAL Actual FY 2011 Budget FY 2012 13,880,868 65,829 2,921 13,949,618 13,825,000 60,000 13,885,000 14,275,000 45,000 18,660 14,338,660 14,500,000 50,000 14,550,000 557 36,328 762,639 5,814 25,000 735,000 - 19,030 30,000 767,000 6,390 30,000 782,000 - 4,726 33,449 732,046 3,777 $ 14,143,735 $ 14,754,956 ENVIRONMENTAL SERVICES - COMMERCIAL Non-Allocated: Other Non-Allocated 2,372 Total Non-Allocated 2,372 Administration Collections Rolloffs 36,000 1,739,574 620,876 $ Projected FY 2012 14,645,000 $ Budget FY 2013 15,161,080 $ 15,362,000 2,789 37,358 - 2,370 5,750 - 42,000 1,820,072 588,678 35,000 1,802,300 654,800 42,000 1,834,500 487,000 42,000 1,885,000 512,000 TOTAL ENVIRO SVC COMMERCIAL $ 2,398,822 $ 2,488,108 $ 2,492,100 $ 2,369,250 $ 2,439,000 IRRIGATION $ 24,645 $ 12,293 $ - $ - $ - TOTAL ENTERPRISE $ 73,741,188 $ 77,226,856 $ 75,503,110 $ 77,549,770 $ 78,643,000 STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated Administration Street Maintenance: Asphalt Patching Street Cleaning Total Street Maintenance 10,090,894 518,737 5,956,383 15,087 4,665 16,585,766 10,356,131 5,857,163 50,826 1,671,192 17,935,312 10,495,730 6,168,980 5,000 16,669,710 10,260,000 611,600 6,350,000 27,690 6,170 17,255,460 11,730,000 6,650,000 5,000 18,385,000 - - - 15,490 - 594 594 662 662 - - - - 46 - Table of Contents Revenue Detail Actual FY 2010 Traffic Control: Street Signs Street Lighting Traffic Signal Maintenance Total Traffic Control Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance TOTAL INTERNAL SERVICES Actual FY 2011 REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Streets Fleet Projected FY 2012 Budget FY 2013 1,266 46,209 4,695 52,170 2,981 29,032 54,671 86,684 45,000 45,000 4,960 46,200 81,860 133,020 45,000 45,000 2,593 628 3,221 1,981 10,273 12,254 - 1,900 2,120 4,020 - 16,641,751 $ 6,176,017 360,464 12,565,124 $ Budget FY 2012 19,101,605 18,034,912 6,291,955 321,749 10,935,661 1,113,631 $ 18,662,996 109,755 130,213 22,061 171,121 5,851 403,041 811 667,939 $ 7,931,060 368,600 11,645,000 1,071,400 $ 81,268 280,568 62,578 204,203 3,706 33,745 1,871 $ 16,714,710 21,016,060 268,190 $ 6,711,750 468,030 11,660,090 1,091,680 $ 65,000 90,000 79,590 19,000 3,000 10,400 1,200 $ 17,407,990 19,931,550 8,075,000 568,000 13,157,000 1,106,000 $ 83,700 94,170 37,650 31,690 3,000 169,920 730 $ 420,860 18,430,000 22,906,000 30,000 50,000 20,000 3,000 10,400 $ 113,400 TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $ 209,727,766 $ 211,227,329 $ 210,311,210 $ 220,658,910 $ 230,182,100 5,370 511,707 111,174 961,583 1,128,433 1,928,349 1,235,571 6,413,396 8,581,822 2,727,155 8,718,156 1,580,488 31,229 317,882 1,081,925 101,897 627,130 798,397 1,342,085 863,570 5,210,794 6,661,258 2,043,130 6,878,502 1,181,084 220,783 1,357,130 156,200 689,000 680,000 1,139,000 745,000 4,092,000 6,050,000 1,626,000 5,807,340 5,000,000 320,000 1,528,450 165,130 1,100,000 1,449,160 2,250,000 1,300,000 8,982,600 11,600,000 3,445,000 12,522,600 1,027,000 256,010 1,784,530 156,200 1,000,000 680,000 2,000,000 1,250,000 8,750,000 11,000,000 3,000,000 9,000,000 5,000,000 275,000 SPECIAL REVENUE FUNDS Redevelopment CDBG/HOME Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Grants Riparian Programs Police Impound 842,853 $ - 47 - Table of Contents Revenue Detail Actual FY 2010 Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS 1,652,450 1,303,953 1,882,390 $ 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 IMPROVEMENTS Actual FY 2011 39,091,108 1,688,211 1,247,498 1,475,757 $ 58,157 14,829,976 5,518 906,390 19,316 1,109,578 37,101 416,739 276,630 $ DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater Miscellaneous 17,659,405 Budget FY 2012 $ 24,424,942 437,619 5,777,248 5,757 2,601 300 31,422,021 Projected FY 2012 1,431,360 1,107,520 1,562,730 1,431,360 1,107,490 1,470,890 $ 31,671,410 320 7,509 3,700,741 361,633 96,746 130,571 85,267 2,031 4,703 3,400 100,000,000 12,895,000 529,000 349,000 3,018,000 390,000 1,487,000 4,389,521 $ 118,671,400 20,145,201 560,428 5,766,484 6,534 4,039 4,045 15,706,820 1,167,660 5,768,180 - Budget FY 2013 $ 49,727,560 1,508,560 847,760 1,440,780 $ 1,108,400 51,065,000 19,690,000 624,000 349,000 3,784,000 807,000 3,400 1,525,860 2,584,280 54,050 14,980 3,021,950 450 1,521,730 $ 8,726,700 47,692,830 $ 38,487,090 1,229,660 5,863,990 4,500 - 77,427,400 13,676,720 1,208,750 5,673,280 - TOTAL DEBT SERVICE $ 30,648,467 $ 26,486,731 $ 22,642,660 $ 45,585,240 $ 20,558,750 TRUST ACCOUNTS $ 100 $ 114 $ 100 $ - $ - GRAND TOTAL REVENUE $ 297,126,846 $ 273,525,716 - 48 - $ 383,296,780 $ 324,698,410 $ 375,861,080 Table of Contents Expense Summary Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 13,680,454 11,042,157 11,258,290 11,203,100 12,876,732 158,093 170,639 152,380 133,909 - GENERAL FUND: Management and Policy Support Services Management Services 5,214,149 3,670,214 4,037,310 3,881,565 4,196,285 Legal and Court 4,450,320 4,164,372 4,275,920 4,277,179 4,298,935 Development Services 6,173,458 5,510,009 5,839,510 6,003,852 6,097,537 Police 36,301,855 33,126,991 36,344,550 34,596,996 36,219,921 Fire 19,988,210 19,862,996 20,891,490 21,325,226 21,567,256 1,180,301 - - - - 10,356,602 10,711,304 11,122,460 11,557,037 11,607,051 1,655,624 3,514,529 801,500 4,323,402 4,329,470 Public Works Parks and Recreation Non-Departmental - 16,800,000 TOTAL GENERAL FUND Contingency/Reserves $ 99,159,066 $ 91,773,211 $ 96,650,410 1,927,000 $ 97,302,266 $ 117,993,187 UTILITY ADMINISTRATION $ - $ - $ 3,006,200 $ - $ - ENTERPRISE OPERATIONS: Water 20,142,002 21,945,675 24,895,480 26,850,416 28,883,628 Wastewater 12,233,357 13,219,758 15,194,320 14,230,473 16,425,735 Enviro Svcs - Residential 9,648,762 10,088,919 11,333,750 11,069,249 12,685,724 Enviro Svcs - Commercial 1,757,877 1,784,858 1,954,020 1,796,757 1,914,500 54,180 10,739 - - - Irrigation TOTAL ENTERPRISE $ 43,836,178 $ 47,049,949 $ 53,377,570 $ 53,946,895 $ 59,909,586 STREETS $ 11,234,024 $ 10,841,308 $ 12,011,470 $ 11,268,570 $ 12,524,577 INTERNAL SERVICES $ 17,076,200 $ 18,620,195 $ 22,371,810 $ 21,748,068 $ 22,685,210 REPLACEMENT FUNDS: General 28,760 423,769 Streets 430,590 - - - Wastewater 127,845 22,224 Enviro Svcs - Residential 969,433 Enviro Svcs - Commercial 231,111 Water TOTAL REPLACEMENT FUNDS $ 1,787,739 $ 1,002,295 3,500,530 948,000 200,000 1,086,170 2,927,000 119,000 3,023,780 3,006,000 29,000 3,080,800 1,945,056 1,571,000 500,000 2,363,000 257,819 160,000 - 400,000 2,648,868 3,430,180 $ 12,042,180 $ 1,850,295 $ 13,454,280 SUBTOTAL OPERATING FUNDS $ 173,093,207 $ 170,933,531 $ 199,459,640 $ 186,116,094 $ 226,566,841 SPECIAL REVENUE FUNDS $ 7,485,841 $ 6,297,486 $ 10,974,820 $ 6,123,168 $ CAPITAL IMPROVEMENTS $ 73,304,425 $ 53,110,719 $ 216,178,450 $ 39,081,637 $ 158,775,422 DEBT SERVICE $ 70,332,863 $ 72,098,427 $ 67,687,000 $ 74,976,960 $ 50,964,680 TRUST ACCOUNTS $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 TOTAL EXPENDITURES $ 324,218,836 $ 302,442,663 - 49 - $ 494,302,410 $ 306,300,359 11,516,670 $ 447,826,113 Table of Contents Expense Detail Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions 501,295 32,222 501,188 42,689 679,020 30,800 562,560 19,284 637,160 21,250 Manager: Town Manager Communication Neighborhood Services Capital Project Coordination Intergovernmental 743,074 641,105 183,982 1,012,220 348,301 859,987 388,847 101,875 251,821 846,860 537,070 108,550 231,140 875,780 426,399 125,004 233,850 1,084,280 528,955 106,659 234,375 Human Resources: Personnel Learning and Development Risk Management Payroll Total Human Resources 946,524 214,422 277,076 226,408 1,664,430 851,102 231,504 274,642 228,075 1,585,323 833,730 219,190 298,020 255,890 1,606,830 897,227 272,758 293,576 190,155 1,653,716 977,464 345,888 324,287 325,633 1,973,272 Economic Development: Economic Development Admin Shop Gilbert Total Economic Development 1,861,317 2,622 1,863,939 523,297 7,734 531,031 659,090 10,000 669,090 586,347 7,700 594,047 1,005,422 2,000 1,007,422 Information Technology: Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Information Technology 304,715 1,393,800 2,291,537 655,100 148,497 4,793,649 276,641 1,432,810 2,292,385 622,982 239,121 4,863,939 294,440 1,563,800 2,382,500 662,200 171,730 5,074,670 267,760 1,692,629 2,409,674 648,965 173,438 5,192,466 220,690 2,018,720 2,533,358 675,100 211,310 5,659,178 655,880 293,238 384,620 390,187 402,560 11,906,580 8,876,061 9,458,830 9,491,449 10,996,701 667,117 573,240 1,097,749 524,470 574,620 515,020 575,311 554,496 706,621 515,000 Office of Management and Budget Total Manager Town Clerk General Counsel TOTAL MANAGEMENT AND POLICY $ SUPPORT SERVICES Support Services Administration TOTAL SUPPORT SERVICES 13,680,454 $ 11,042,157 158,093 $ 158,093 $ 170,639 $ - 50 - 170,639 11,258,290 $ 152,380 $ 152,380 11,203,100 $ 133,909 $ 133,909 12,876,732 $ - Table of Contents Expense Detail Actual FY 2010 MANAGEMENT SERVICES Finance: Finance Administration Accounting Services Purchasing Tax Compliance Utilities Total Finance 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 TOTAL MANAGEMENT SERVICES $ LEGAL AND COURT Prosecutor Municipal Court TOTAL LEGAL AND COURT DEVELOPMENT SERVICES Administration and Customer Svc Actual FY 2011 Projected FY 2012 Budget FY 2013 779,722 304,236 1,633,502 2,717,460 100,758 719,788 75,206 213,235 1,108,987 146,340 730,010 238,380 321,710 1,436,440 149,550 750,068 106,205 319,412 1,325,235 154,765 782,560 256,185 409,980 1,603,490 744,560 361,480 156,547 156,666 838,792 184,153 33,010 21,481 2,496,689 721,186 566,187 123,806 140,564 778,407 181,794 30,924 18,359 2,561,227 782,520 366,360 152,970 158,080 869,260 199,470 38,610 33,600 2,600,870 761,040 393,578 149,090 151,091 823,003 203,076 50,052 25,400 2,556,330 813,770 415,750 147,400 145,830 824,955 181,630 40,580 22,880 2,592,795 5,214,149 $ 4,450,320 3,670,214 $ $ 4,164,372 4,037,310 $ $ 4,275,920 3,881,565 $ $ 4,277,179 4,196,285 1,602,000 2,696,935 1,612,085 2,665,094 1,602,660 2,673,260 1,491,729 2,672,643 1,581,965 2,868,355 $ Budget FY 2012 $ 4,298,935 665,810 626,030 753,290 772,643 824,550 Permitting and Plan Review Services: Building Fire Engineering Planning Total Permit and Plan Review Svc 414,852 152,017 1,168,814 266,247 2,001,930 408,600 144,942 594,093 248,939 1,396,574 432,200 151,360 451,770 261,360 1,296,690 410,859 150,246 547,007 258,967 1,367,079 395,291 151,472 445,217 259,900 1,251,880 Inspection and Compliance Services: Building Fire Engineering Planning Code Backflow Total Inspection and Compliance 854,928 105,410 561,914 63,686 569,723 218,751 2,374,412 761,820 97,788 539,211 58,839 556,118 2,013,776 816,220 105,120 562,800 60,720 585,800 2,130,660 897,684 110,927 565,896 61,070 583,930 2,219,507 1,060,770 109,510 560,780 60,940 575,137 2,367,137 Planning and Development 1,131,306 1,111,376 1,096,510 1,083,442 1,103,755 - 51 - Table of Contents Expense Detail Actual FY 2010 Engineering Services: Engineering Administration Engineering Development Engineering Traffic Total Engineering Services TOTAL DEVELOPMENT SERVICES $ POLICE DEPARTMENT Administration Animal Control Incarceration Office of Professional Standards: OPS - Internal Affairs OPS - Hiring/Accreditation Total Office Professional Standards Patrol Services: Uniform Patrol Canine Unit Traffic Unit Special Assignment Unit Court Support School Programs Total Patrol Services Support Services: Administration Records Communication Property Alarm Management Training & Program Coordination Planning and Research Crime Prevention Total Support Services Counseling Services Investigations: General Investigations Special Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Total Investigations SWAT TOTAL POLICE DEPARTMENT Actual FY 2011 $ 6,173,458 Budget FY 2012 92,722 58,522 211,009 362,253 $ 5,510,009 Projected FY 2012 189,990 97,120 275,250 562,360 $ 5,839,510 Budget FY 2013 212,593 109,432 239,156 561,181 $ 6,003,852 138,380 120,145 291,690 550,215 $ 6,097,537 825,854 133,117 2,320,547 766,876 139,773 2,063,890 804,090 139,780 2,400,000 815,125 143,966 1,400,000 638,880 148,325 1,750,000 481,315 298,350 779,665 428,759 286,442 715,201 449,550 308,930 758,480 469,527 291,090 760,617 480,320 293,255 773,575 16,705,576 386,921 1,971,136 860,179 358,998 1,263,708 21,546,518 15,595,099 368,202 1,625,259 677,694 332,815 968,225 19,567,294 16,560,980 403,430 2,112,470 814,780 354,710 1,088,950 21,335,320 16,480,160 387,790 1,827,940 768,125 370,179 1,084,595 20,918,789 15,783,057 538,840 2,037,615 825,105 402,545 1,116,240 20,703,402 923,138 2,878,559 543,000 71,725 241,868 157,680 248,719 5,064,689 122,641 856,434 2,391,773 505,645 71,764 129,462 151,230 229,736 4,458,685 164,470 920,640 2,738,100 550,760 76,150 161,190 158,350 301,550 5,071,210 164,650 873,691 2,460,472 556,660 74,402 126,980 145,295 240,140 4,642,290 598,004 903,020 2,893,660 526,770 66,410 162,040 153,705 240,070 5,543,679 754,513 658,172 756,710 756,630 714,205 291,830 881,630 2,070,071 1,500,350 4,743,881 432,250 603,551 991,973 931,293 1,033,148 630,958 4,623,173 456,460 652,670 1,041,610 1,002,790 1,151,770 642,450 4,947,750 617,970 677,760 1,012,523 925,320 1,104,550 675,186 5,013,309 1,145,385 669,965 1,033,905 888,770 1,200,840 813,465 5,752,330 133,071 133,927 131,210 146,270 195,525 36,301,855 $ 33,126,991 - 52 - $ 36,344,550 $ 34,596,996 $ 36,219,921 Table of Contents Expense Detail Actual FY 2010 FIRE DEPARTMENT Fire Administration Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 588,874 599,481 693,590 655,433 665,495 646,604 17,884,040 18,530,644 685,743 17,690,187 18,375,930 830,990 18,463,380 19,294,370 782,450 18,971,980 19,754,430 786,660 19,177,781 19,964,441 Fire Prevention: Fire Prevention Fire Public Education Investigations Total Fire Prevention 506,437 90,221 7,832 604,490 489,134 102,678 12,932 604,744 508,610 108,540 15,710 632,860 512,116 108,242 17,620 637,978 545,565 104,320 19,070 668,955 Emergency Operations Center 264,202 282,841 270,670 277,385 268,365 Operations: Fire Training Fire Operations Total Operations TOTAL FIRE DEPARTMENT $ PUBLIC WORKS Public Works Administration Utility Locates TOTAL PUBLIC WORKS PARKS AND RECREATION Parks and Recreation 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 19,988,210 $ 19,862,996 743,272 437,029 $ 1,180,301 $ $ - 20,891,490 $ $ - 21,325,226 $ $ - 21,567,256 $ - 664,026 626,220 665,260 705,845 668,165 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 1,822,368 322,725 255,137 212,726 87,100 60,775 10,586 228 12,464 9,621 44,253 23,828 30,429 23,343 8,003 26,503 9,057 15,757 216,645 101,003 64,813 19,241 24,367 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 1,964,050 314,450 231,064 202,963 90,549 53,957 24,983 225 10,970 6,825 42,700 26,550 33,025 32,270 6,970 29,400 9,880 16,500 217,814 98,664 53,950 52,939 25,275 1,999,280 326,200 245,300 221,150 97,426 49,080 17,505 225 9,450 7,370 44,250 25,750 26,250 14,990 7,400 26,220 9,920 16,820 182,179 105,925 78,850 57,735 26,120 - 53 - Table of Contents Expense Detail Zanjero Park Sonoqui Wash Trail System Other Parks Queen Creek Wash Heritage District Total Parks Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Aquatics Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Center SE Regional Library Perry Branch Library Total Recreation Centers Recreation Programs: Teen Programs Youth Sports Adult Sports Special Events Administration Special Events Special Needs Outdoor Programs Total Recreation Programs TOTAL PARKS AND RECREATION $ Actual FY 2010 51,123 22,194 89,090 75,412 3,512,883 Actual FY 2011 44,878 565 55,545 16,637 80,880 3,599,477 Budget FY 2012 43,480 5,600 54,280 40,900 10,000 112,700 3,607,930 Projected FY 2012 37,685 4,300 130,895 20,320 10,000 79,100 3,828,273 Budget FY 2013 15,555 8,225 58,700 19,100 80,890 3,777,865 23,098 220,455 188,038 152,189 164,297 748,077 14,888 204,869 177,025 146,424 160,187 703,393 18,570 234,860 206,310 191,240 194,770 845,750 16,010 243,538 215,180 199,166 204,475 878,369 15,175 263,699 201,948 186,523 213,748 881,093 346,164 459,188 45,132 1,032,312 1,928,111 909,142 4,720,049 335,364 506,660 17,187 1,052,747 2,259,097 896,281 5,067,336 353,500 556,870 28,520 1,025,400 2,277,820 957,600 5,199,710 326,310 491,190 33,780 1,077,950 2,455,170 964,600 5,349,000 308,404 456,126 29,781 1,040,642 2,614,700 989,210 5,438,863 2,249 90,244 223,331 327,392 33,158 35,193 711,567 92,600 233,397 316,405 32,920 39,556 714,878 115,920 229,460 374,040 42,280 42,110 803,810 93,886 246,830 377,854 47,550 29,430 795,550 67,780 233,867 264,610 225,660 49,148 841,065 10,356,602 $ 10,711,304 $ 11,122,460 $ 11,557,037 $ 11,607,051 NON-DEPARTMENTAL Transportation: Transit Phoenix Mesa Gateway Airport Total Transportation Outside Agencies: Social Services Museum Support Culture and Arts Total Outside Agencies 804,759 350,000 1,154,759 629,860 350,000 979,860 844,100 350,000 1,194,100 897,082 350,000 1,247,082 197,700 350,000 547,700 430,892 51,459 14,000 496,351 330,961 51,459 8,000 390,420 348,620 51,490 8,000 408,110 295,503 51,500 347,003 330,000 51,500 8,000 389,500 - 54 - Table of Contents Expense Detail Actual FY 2010 ED Reserve Contingency Budget Savings Other Actual FY 2011 4,514 Budget FY 2012 2,144,249 Projected FY 2012 1,927,000 (2,888,000) 2,087,290 Budget FY 2013 2,729,317 5,000,000 11,800,000 3,392,270 TOTAL NON-DEPARTMENTAL $ 1,655,624 $ 3,514,529 $ 2,728,500 $ 4,323,402 TOTAL GENERAL FUND $ 99,159,066 $ 91,773,211 $ 96,650,410 $ 97,302,266 $ 117,993,187 - - UTILITY ADMINISTRATION Utility Customer Service Public Works Administration Utility Locates TOTAL UTILITY ADMINISTRATION $ ENTERPRISE OPERATIONS WATER Administration Water Conservation - $ - 1,860,870 674,190 471,140 $ 3,006,200 $ - $ $ 21,129,470 - 560,608 270,229 485,763 278,961 749,910 311,270 992,327 257,735 346,167 267,627 6,396,646 2,492,930 2,215,314 521,204 11,626,094 4,321,426 4,668,928 2,384,372 506,475 198,898 12,080,099 5,334,680 5,002,140 3,526,330 539,760 204,750 14,607,660 7,386,260 4,892,531 3,275,436 518,403 204,280 16,276,910 4,883,854 2,102,420 3,371,343 603,139 202,383 11,163,139 Water Distribution Water Metering Utility Customer Service Public Works Administration Utility Locates Water Resources 1,224,890 3,015,331 - 1,572,689 2,680,726 569,528 407,141 238,879 - 1,693,430 3,148,740 - 1,656,053 3,046,167 597,593 239,622 182,279 - 1,671,986 3,796,397 624,130 237,845 202,045 5,181,322 Non-Departmental: Debt Service Contingency Budget Savings Other Total Non-Departmental 3,418,156 26,694 3,444,850 3,432,859 199,030 3,631,889 3,415,080 1,346,000 (538,000) 161,390 4,384,470 3,414,330 187,400 3,601,730 3,424,670 1,765,000 203,300 5,392,970 Production: North Water Plant Santan Vista Water Plant Water Well Production Water Quality Assurance Backflow Prevention Total Production TOTAL WATER FUND WASTEWATER Wastewater Administration Wastewater Collection $ 20,142,002 161,892 2,706,770 $ 21,945,675 149,623 2,838,788 - 55 - $ 24,895,480 413,210 3,393,820 $ 26,850,416 412,910 3,182,195 $ 28,883,628 151,872 3,112,613 Table of Contents Expense Detail Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Wastewater Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Wastewater Plant Operations 4,078,720 2,741,073 6,819,793 3,776,105 2,541,814 6,317,919 4,336,130 3,209,260 7,545,390 4,234,580 2,957,372 7,191,952 4,213,705 3,324,409 7,538,114 Wastewater Reclaimed: Effluent Reuse Effluent Recharge Total Wastewater Reclaimed 863,233 501,199 1,364,432 877,407 520,693 1,398,100 979,640 584,120 1,563,760 971,965 516,505 1,488,470 946,252 548,783 1,495,035 Wastewater Quality Riparian Utility Customer Service Public Works Administration Utility Locates 512,198 - 506,738 407,046 520,783 167,219 193,816 561,410 375,050 - 510,000 400,019 191,230 57,509 82,026 505,701 396,180 577,210 121,390 202,160 Non-Departmental: Debt Contingency Budget Savings Other Total Non-Departmental 668,272 668,272 655,518 64,208 719,726 659,760 1,036,000 (393,000) 38,920 1,341,680 659,260 54,902 714,162 664,970 1,600,000 60,490 2,325,460 TOTAL WASTEWATER $ 12,233,357 $ ENVIRONMENTAL SERVICES - RESIDENTIAL Residential Administration 304,789 Residential Collections 5,439,839 Uncontained Collections 1,864,077 Recycling 1,716,949 Environmental Programs 323,108 Utility Customer Service Public Works Administration Non-Departmental: Contingency Budget Savings Other Total Non-Departmental TOTAL ENVIRO SVCS - RESIDENTIAL $ 13,219,758 307,338 5,105,080 1,959,321 1,664,883 334,117 520,783 130,867 9,648,762 ENVIRONMENTAL SERVICES - COMMERCIAL Commercial Administration 25,792 Commercial Collections 1,265,198 Commercial Rolloffs 466,887 Utility Customer Service Public Works Administration - $ 10,088,919 24,561 1,321,477 391,014 16,275 21,811 - 56 - $ 682,010 5,708,910 2,151,920 2,017,460 352,220 - 66,530 66,530 $ 15,194,320 659,000 (264,000) 26,230 421,230 $ 11,333,750 36,240 1,340,570 513,990 - $ 14,230,473 $ 16,425,735 652,063 5,687,215 2,127,943 1,920,250 378,233 191,230 43,132 670,045 5,262,582 2,004,430 1,857,707 448,180 573,610 87,200 69,183 69,183 1,700,000 81,970 1,781,970 11,069,249 24,868 1,292,888 456,325 5,976 7,189 $ 12,685,724 35,190 1,278,132 418,568 6,180 15,230 Table of Contents Expense Detail Actual FY 2010 Non-Departmental: Contingency Budget Savings Other Total Non-Departmental Actual FY 2011 Budget FY 2012 Budget FY 2013 150,000 11,200 161,200 9,511 9,511 95,000 (37,000) 5,220 63,220 9,720 9,720 - Projected FY 2012 TOTAL ENVIRO SVCS - COMMERCIAL $ 1,757,877 $ 1,784,858 $ 1,954,020 $ 1,796,757 $ 1,914,500 IRRIGATION $ 54,180 $ 10,739 $ - $ - $ - TOTAL ENTERPRISE OPERATIONS $ 43,836,178 $ 47,049,949 $ 53,377,570 $ 53,946,895 $ 59,909,586 STREETS Administration 146,595 134,399 149,750 159,123 165,821 Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 325,997 942,928 2,872,281 403,303 587,426 5,131,935 373,453 928,289 2,903,992 333,597 496,853 5,036,184 371,650 877,200 2,955,380 424,060 626,510 5,254,800 301,686 866,950 2,956,903 356,710 580,853 5,063,102 313,967 871,823 2,941,587 338,629 601,575 5,067,581 Street Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Street Traffic Control 616,517 498,898 1,386,075 1,486,841 3,988,331 556,293 409,009 1,262,254 964,533 483,922 3,676,011 573,510 492,480 1,357,700 1,058,350 525,930 4,007,970 572,697 448,020 1,365,036 1,062,777 458,481 3,907,011 582,110 446,320 1,413,559 1,070,518 490,430 4,002,937 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 973,557 278,259 558,404 1,810,220 872,073 230,052 659,119 1,761,244 1,069,620 265,810 681,330 2,016,760 885,448 252,046 686,843 1,824,337 987,585 249,020 684,450 1,921,055 156,943 - 143,034 - 157,810 - 170,895 35,943 18,228 148,513 75,840 44,920 - 90,436 90,436 611,000 (244,000) 57,380 424,380 89,931 89,931 1,000,000 97,910 1,097,910 Hazard Response Public Works Administration Utility Locates Non-Departmental: Contingency Budget Savings Other Total Non-Departmental TOTAL STREETS FUND $ 11,234,024 $ 10,841,308 - 57 - $ 12,011,470 $ 11,268,570 $ 12,524,577 Table of Contents Expense Detail INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance TOTAL INTERNAL SERVICE $ REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Streets Fleet Actual FY 2010 Actual FY 2011 Budget FY 2012 5,986,020 260,110 10,830,070 - 6,203,448 277,150 11,188,520 951,077 7,558,960 579,130 13,248,920 984,800 17,076,200 $ 28,760 127,845 969,433 231,111 430,590 - $ 423,769 22,224 1,945,056 257,819 - $ 3,430,180 2,927,000 3,006,000 1,571,000 160,000 948,000 - 1,002,295 119,000 29,000 500,000 200,000 - $ 186,116,094 $ 226,566,841 67,902 - - - - 101,794 341,864 443,658 72,915 976,673 1,049,588 88,580 1,251,870 1,340,450 86,041 817,491 903,532 85,506 1,712,501 1,798,007 Grants Riparian Police Impound 1,264,481 401,046 241,950 994,427 231,327 5,000,000 287,280 1,026,080 299,290 5,000,000 269,593 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,447,121 1,328,871 2,775,992 1,458,036 1,400,609 2,858,645 1,636,240 1,191,270 2,827,510 1,536,240 986,500 2,522,740 1,694,330 1,012,680 2,707,010 Other Special Revenue 2,290,812 1,163,499 1,519,580 1,371,526 1,742,060 CAPITAL IMPROVEMENTS Capital Projects Administration Improvement Districts Streets and Transportation Traffic Control Redevelopment 47,032,220 453,467 1,582,761 6,297,486 1,062,582 723,184 34,666,827 675,704 265,447 - 58 - $ 10,974,820 869,420 95,745,430 76,271,820 1,195,540 7,379,350 $ 1,850,295 3,500,530 3,023,780 3,080,800 2,363,000 400,000 1,086,170 - $ 199,459,640 $ $ 22,685,210 $ 170,933,531 7,485,841 12,042,180 $ $ 173,093,207 $ $ 21,748,068 7,567,360 670,000 13,341,700 1,106,150 SUB-TOTAL OPERATING FUNDS TOTAL SPECIAL REVENUE FUNDS 2,648,868 7,044,878 579,130 13,044,270 1,079,790 $ CDBG/HOME: Administration Projects Total CDBG/HOME $ 22,371,810 Budget FY 2013 TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS Redevelopment 1,787,739 18,620,195 Projected FY 2012 6,123,168 869,430 26,436,435 150,473 3,301 $ $ 13,454,280 11,516,670 1,105,512 51,165,000 65,653,000 1,201,000 7,745,000 Table of Contents Expense Detail Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space TOTAL CAPITAL IMPROVEMENT $ DEBT SERVICE General Obligation Debt Improvement Districts Public Facilities MPC Water System MPC Wastewater System MPC TOTAL DEBT SERVICE Actual FY 2010 Actual FY 2011 Budget FY 2012 216,378 14,564,234 7,635,186 78,581 1,741,598 655,107 11,602,299 2,202,443 9,870 1,247,256 6,412,280 23,051,730 339,750 4,913,130 53,110,719 $ 216,178,450 29,580,189 677,595 17,428,594 14,989,384 9,422,665 26,306,860 975,410 16,724,850 14,967,190 8,712,690 73,304,425 $ 33,456,952 5,581,272 16,726,001 9,927,663 4,640,975 $ TRUST ACCOUNTS Fire Pension 70,332,863 $ 72,098,427 2,500 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 324,218,836 $ 2,500 $ 2,500 $ 302,442,663 - 59 - 67,687,000 Projected FY 2012 $ $ 2,500 $ 2,500 $ 494,302,410 Budget FY 2013 3,116,000 7,970,760 141,126 394,112 2,071,910 25,379,000 143,000 373,000 3,939,000 39,081,637 $ 158,775,422 26,306,860 975,410 16,724,850 14,967,190 16,002,650 25,292,780 988,260 13,683,640 11,000,000 - 74,976,960 $ 2,500 $ 2,500 $ 306,300,359 50,964,680 2,500 $ 2,500 $ 447,826,113 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 2013 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 2013 is $467,668,090. Of this amount, $375,861,080 is anticipated in new revenue collections, and $91,807,010 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 2013 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 2013 Revenue Sources All Funds By Type (Excludes Transfers) Actual FY 2010 Taxes and Fees License and Permits Intergovernmental Charges for Service Fine and Forfeits Investment Income Other Non-Operating Bond Proceeds Total Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 113,861,155 2,741,731 75,279,845 96,859,523 4,448,147 1,290,284 2,208,668 437,493 104,466,385 2,421,734 56,826,281 99,280,593 4,351,839 2,643,834 2,976,418 558,632 96,621,100 2,194,530 75,619,640 100,899,370 4,356,990 686,490 1,751,000 101,167,660 122,555,660 3,664,000 62,574,570 101,267,480 4,216,410 520,130 5,794,420 24,105,740 116,180,530 3,183,500 88,660,360 106,966,060 4,136,390 3,880,600 1,644,890 51,208,750 $ 297,126,846 $ 273,525,716 $ 383,296,780 $ 324,698,410 $ 375,861,080 Investment Income 1.0% Charges for Service 28.5% Bond Proceeds 13.6% Fines and Forfeits 1.1% Other NonOperating 0.4% Intergovernmental 23.6% Taxes and Fees 30.9% License and Permits 0.9% - 60 - 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 Sales Tax Millions    $35.0 $30.0 $25.0 $20.0 Retail $15.0 Construction $10.0 $5.0 $0.0 2006 2007 2008 2009 2010 2011 2012 2013 - 61 - 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 $51,065,000 is included in contingency 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: - 62 - 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 2011 is distributed to the Cities in FY 2013. 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 2013. 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 2013. 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. There are no projected rates increases in the estimates. - 63 - 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 2013. There is a reserve for capital improvements in the amount of $51,065,000 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 64 - Table of Contents Property Tax Rates The property tax rate for Gilbert is $1.15/$100 in secondary assessed valuation, there is no primary property tax. Town of Gilbert property tax is collected for debt repayment only, not for operations. Residents in Gilbert, based on address, are served primarily within three school districts. Each district has a unique primary and secondary tax rate. The distribution of property tax based on 2012/13 information is shown below for each district. These figures exclude certain special districts. 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 10.3% Gilbert 9.6% Community Education College 11.5% Equalization 3.9% Fire District 0.1% Flood Control 1.5% County Library 0.4% Gilbert Schools 60.0% East Valley Institute 0.4% Gilbert School District Special Health Care District 1.4% Chandler School District Central Arizona Project 0.8% Higley School District $0.00 1.24 1.16 0.47 0.00 0.00 4.09 $6.96 $0.00 1.24 1.16 0.47 0.00 0.00 4.12 $6.99 $0.00 1.24 1.16 0.47 0.00 0.00 4.71 $7.58 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 0.22 0.01 0.18 0.05 0.10 0.17 1.15 0.05 3.11 $5.04 $0.00 0.22 0.01 0.18 0.05 0.10 0.17 1.15 0.05 2.08 $4.01 $0.00 0.22 0.01 0.18 0.05 0.10 0.17 1.15 0.05 2.57 $4.50 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 1.38 0.47 0.01 0.18 0.05 0.10 0.17 1.15 0.05 7.20 $12.00 $0.00 1.24 1.38 0.47 0.01 0.18 0.05 0.10 0.17 1.15 0.05 6.20 $11.00 $0.00 1.24 1.38 0.47 0.01 0.18 0.05 0.10 0.17 1.15 0.05 7.28 $12.08 - 65 - Table of Contents Personnel Summary Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 GENERAL FUND Management and Policy Support Services Management Services Legal and Court Development Services Police Fire Public Works Parks and Recreation 85.41 1.00 36.25 50.42 64.00 342.00 197.00 17.50 104.19 80.41 1.00 25.00 50.42 61.75 342.00 197.00 0.00 99.13 81.41 1.00 26.00 49.42 61.75 342.00 197.00 0.00 99.44 81.41 0.00 27.00 49.92 62.75 342.00 197.00 0.00 99.44 88.49 0.00 28.00 48.92 63.75 342.00 197.00 0.00 101.16 TOTAL GENERAL FUND 897.77 856.71 858.02 859.52 869.32 83.00 37.00 72.22 6.78 118.25 40.68 72.22 6.78 120.25 41.68 71.22 7.28 119.25 41.68 71.22 7.28 118.25 41.68 71.72 7.28 199.70 237.93 240.43 239.43 238.93 STREETS FUND 49.30 49.30 49.30 49.30 51.30 INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 0.00 4.75 4.75 3.75 5.75 14.28 10.10 10.10 9.60 9.60 1,187.05 1,184.79 1,188.60 1,187.60 1,200.90 ENTERPRISE FUNDS Water Wastewater Enviro Svc - Residential Enviro Svc - Commercial ENTERPRISE FUNDS CAPITAL IMPROVEMENTS SPECIAL REVENUE TOTAL TOWN POSITIONS FY 2013 Personnel By Fund General Fund 72.4% Special Revenue Funds 0.8% Enterprise Funds 19.9% Capital Improvements 0.5% Internal Service Funds 2.2% Streets Fund 4.3% - 66 - Table of Contents General Fund _____________________________________ General Fund Summary Management and Policy Management Services Legal and Court Development Services Police Department Fire Department Parks and Recreation 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, Parks and Recreation, 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 2013 Appropriation FY 2013 Revenue Recovery FY 2013 Tax Supported $ Management and Policy Management Services Legal and Court Development Services Police Fire Parks and Recreation Non-Departmental $ 12,876,732 4,196,285 4,298,935 6,097,537 36,219,921 21,567,256 11,607,051 21,129,470 $ 12,200 1,128,000 136,750 4,186,300 3,805,500 1,203,150 3,346,110 - Total General Fund $ 117,993,187 $ 13,818,010 FY 2013 % Subsidized 12,864,532 3,068,285 4,162,185 1,911,237 32,414,421 20,364,106 8,260,941 21,129,470 100% 73% 97% 31% 89% 94% 71% 100% $ 104,175,177 88% The total General Fund Revenue budget including fees and taxes is $110,089,700. Fees charged to recover the cost of service total $13,818,010. The tax supported (non-allocated) revenue of $96,271,690 is detailed in the summary section of this document. In addition, transfers from other operating funds as a recovery of costs incurred to support the operations of Water, Wastewater, Environmental Services Residential, Environmental Services Commercial, and Streets total $6,677,000. 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 FY 2006 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. - 67 - Table of Contents General Fund Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 85.41 1.00 36.25 50.42 64.00 342.00 197.00 17.50 104.19 0.00 80.41 1.00 25.00 50.42 61.75 342.00 197.00 0.00 99.13 0.00 81.41 1.00 26.00 49.42 61.75 342.00 197.00 0.00 99.44 0.00 81.41 0.00 27.00 49.92 62.75 342.00 197.00 0.00 99.44 0.00 88.49 0.00 28.00 48.92 63.75 342.00 197.00 0.00 101.16 0.00 897.77 856.71 858.02 859.52 869.32 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 13,680,454 158,093 5,214,149 4,450,320 6,173,458 36,301,855 19,988,210 1,180,301 10,356,602 1,655,624 11,042,157 170,639 3,670,214 4,164,372 5,510,009 33,126,991 19,862,996 10,711,304 3,514,529 11,258,290 152,380 4,037,310 4,275,920 5,839,510 36,344,550 20,891,490 11,122,460 2,728,500 11,203,100 133,909 3,881,565 4,277,179 6,003,852 34,596,996 21,325,226 11,557,037 4,323,402 12,876,732 4,196,285 4,298,935 6,097,537 36,219,921 21,567,256 11,607,051 21,129,470 $ 99,159,066 $ 91,773,211 $ 96,650,410 $ 97,302,266 $117,993,187 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 72,500,552 26,466,539 191,975 66,793,184 24,980,027 - 71,420,830 25,229,580 - 71,411,650 25,837,616 53,000 74,059,895 43,607,182 326,110 $ 99,159,066 $ 91,773,211 $ 96,650,410 $ 97,302,266 $117,993,187 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 99,400,369 9,130,766 96,634,626 4,315,727 96,809,140 8,038,580 105,348,740 6,178,580 110,089,700 6,677,000 $108,531,135 $100,950,353 $104,847,720 $111,527,320 $116,766,700 99,159,066 8,257,051 91,773,211 6,980,314 96,650,410 8,124,060 97,302,266 6,007,870 117,993,187 8,909,220 Total Uses $107,416,117 $ 98,753,525 $104,774,470 $103,310,136 $126,902,407 Net Operating Result $ $ $ $ $ (10,135,707) PERSONNEL BY ACTIVITY Management and Policy Support Services Management Services Legal and Court Development Services Police Fire Public Works Parks and Recreation Non-Departmental Total Personnel EXPENSES BY ACTIVITY Management and Policy Support Services Management Services Legal and Court Development Services Police Fire Public Works Parks and Recreation Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 1,115,018 2,196,828 - 68 - 73,250 8,217,184 Table of Contents Management and Policy _________________________________ Management and Policy Summary Mayor and Council Town Manager Human Resources Economic Development Information Technology Office of Management and Budget 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 2013 ♦ ♦ ♦ ♦ 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 Town Manager Town Manager Mayor and Council Communication Boards and Commissions Intergovernmental Human Resources Town Clerk Information Technology Office of Mgmt and Budget Neighborhood Services Economic Development Water Resources - 69 - Table of Contents Management and Policy PERSONNEL BY DIVISION Mayor and Council Boards and Commissions Town Manager Economic Development Human Resources Information Technology Office of Mgmt and Budget Town Clerk General Counsel Total Personnel EXPENSES BY DIVISION Mayor and Council Boards and Commissions Town Manager Economic Development Human Resources Information Technology Office of Mgmt and Budget Town Clerk General Counsel Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2012 Budget FY 2013 Actual FY 2010 Actual FY 2011 Budget FY 2012 1.00 0.00 15.25 5.00 17.00 34.00 6.00 7.16 0.00 1.00 0.00 13.00 5.00 17.00 33.00 4.25 7.16 0.00 1.00 0.00 14.00 5.00 17.00 33.00 4.25 7.16 0.00 1.00 0.00 16.00 4.00 17.00 32.00 4.25 7.16 0.00 2.00 0.00 16.00 6.00 18.75 34.00 4.25 7.49 0.00 85.41 80.41 81.41 81.41 88.49 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 501,295 32,222 2,928,682 1,863,939 1,664,430 4,793,649 655,880 667,117 573,240 501,188 42,689 1,602,530 531,031 1,585,323 4,863,939 293,238 1,097,749 524,470 679,020 30,800 1,723,620 669,090 1,606,830 5,074,670 384,620 574,620 515,020 562,560 19,284 1,661,033 594,047 1,653,716 5,192,466 390,187 575,311 554,496 637,160 21,250 1,954,269 1,007,422 1,973,272 5,659,178 402,560 706,621 515,000 $ 13,680,454 $ 11,042,157 $ 11,258,290 $ 11,203,100 $ 12,876,732 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 7,864,395 5,816,059 - 6,947,631 4,094,526 - 7,580,220 3,678,070 - 7,071,420 4,131,680 - 8,311,340 4,565,392 - $ 13,680,454 $ 11,042,157 $ 11,258,290 $ 11,203,100 $ 12,876,732 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 36,236 13,680,454 15,345 11,042,157 12,200 11,258,290 14,260 11,203,100 12,200 12,876,732 $(13,644,218) $(11,026,812) $(11,246,090) $(11,188,840) $(12,864,532) - 70 - Table of Contents Mayor and Council PURPOSE STATEMENT ACCOMPLISHMENTS FY 2012 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. ♦ Consolidated election cycles to move municipal elections to Fall ♦ Established new processes for Town Manager, Judge, and Town Clerk performance reviews ♦ Adopted formal Policies of Responsible Financial Management ♦ Approved initiation of Classification and Compensation Study ♦ Collaborated with Town staff on zero-based budget process, revisions to sign code, and establishment of Economic Development Strategic Plan 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. OBJECTIVES FY 2013 ♦ Continue to implement Strategic Initiatives ♦ Continue review of Town operating practices for efficiency BUDGET NOTES Non-personnel budget decreased by $97,140 due to historical analysis of expenses and change in business practices of budgeting. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 % of Citizen satisfied or very satisfied with policy decisions 71.8% 77.7% N/A* 78.0% % of Citizens who are very satisfied living in Gilbert 68.8% 73.1% N/A* 74.0% % of Citizens who believe Gilbert officials encourage citizen participation 54.8% 53.2% N/A* 54.0% G.O. Bond Rating – Moody’s Aa1 Aa1 Aa1 Aa1 G.O. Bond Rating – Standard and Poor’s AA AA AA AA PERFORMANCE MEASURES * Based on annual Head-of-Household survey data - survey not completed in FY 2012; data not available - 71 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2010 Actual FY 2011 Budget FY 2012 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 501,295 Total Expenses $ 501,295 501,188 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Transfers Out $ 501,295 $ Total Revenues Total Expenses 10,951 501,295 Net Operating Result $ (490,344) $ 501,188 $ 562,560 Actual FY 2011 679,020 (489,841) $ $ 562,560 10,000 679,020 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2012 - 72 - $ (550,500) $ $5.00 FY 2011 434,120 203,040 - 12,060 562,560 (669,020) $ FY 2013 637,160 Budget FY 2013 Projected FY 2012 ANNUAL COST PER CAPITA FY 2010 $ 390,740 171,820 - Budget FY 2012 11,347 501,188 637,160 Projected FY 2012 378,840 300,180 $ Budget FY 2013 562,560 Budget FY 2012 314,199 186,989 - Actual FY 2010 OPERATING RESULTS 679,020 $ Budget FY 2013 Projected FY 2012 679,020 Actual FY 2011 346,926 154,369 - Total Expenses 501,188 Projected FY 2012 637,160 Budget FY 2013 10,000 637,160 (627,160) Table of Contents Town Manager PURPOSE STATEMENT OBJECTIVES FY 2013 The Town Manager implements the policy developed by the Town Council by providing leadership to departments while working with outside agencies, and by ensuring responsive, cost effective local government services to Gilbert residents. ♦ Garner organizational and public trust through fiscal responsibility ♦ Enhance Communications production quality and mobile capabilities ♦ Promote unified messaging and branding ♦ Redesign website ♦ 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 ♦ Implement Council Strategic Plan ♦ Develop plan for Department/Employee recognition ♦ Foster regional partnerships ♦ Develop a sustainable Talent Management Strategy and Plan The Town Manager’s Office directs and coordinates organizational activities; promotes community relations; reviews the annual operating and capital budgets; reviews financial forecasts and management analyses; performs budgetary control functions; submits recommendations to the Town Council; promotes Economic Development; coordinates special projects; and supervises and coordinates the daily activities of the Town government. ACCOMPLISHMENTS FY 2012 ♦ 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 ♦ Implemented administrative reorganization ♦ Successfully implemented zero-based budget process ♦ Instituted “Four Disciplines of Execution” management model organization-wide PERFORMANCE MEASURES % of survey respondents satisfied with treatment when calling Gilbert % of population satisfied with value received from tax dollar BUDGET NOTES Budget includes increased costs for potential Tourism Management contract and additional technology and training for staff efficiency. A one-year agreement with Arizona State University for a Marvin Andrews Fellowship intern is also included. The Town Manager’s office underwent a significant reorganization and consolidation with other departments in FY 2012 which will be fully implemented in FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 89.7% 88.8% N/A* 89.0% 89.3% 85.8% N/A* 86.0% * Based on annual Head-of-Household survey data - survey not completed in FY 2012; data not available - 73 - Table of Contents Town Manager PERSONNEL BY ACTIVITY Town Manager Capital Project Coordination Communication Neighborhood Services Intergovernmental Total Personnel EXPENSES BY ACTIVITY Town Manager Capital Project Coordination Communication Neighborhood Services Intergovernmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 4.50 0.00 5.25 2.25 3.25 5.00 0.00 5.00 1.00 2.00 5.00 0.00 6.00 1.00 2.00 7.00 0.00 6.00 1.00 2.00 7.00 0.00 6.00 1.00 2.00 15.25 13.00 14.00 16.00 16.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 743,074 1,012,220 641,105 183,982 348,301 859,987 388,847 101,875 251,821 846,860 537,070 108,550 231,140 875,780 426,399 125,004 233,850 1,084,280 528,955 106,659 234,375 $ 2,928,682 $ 1,602,530 $ 1,723,620 $ 1,661,033 $ 1,954,269 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,543,935 1,384,747 - 1,341,272 261,258 - 1,470,290 253,330 - 1,437,810 223,223 - 1,705,580 248,689 - $ 2,928,682 $ 1,602,530 $ 1,723,620 $ 1,661,033 $ 1,954,269 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 (1,760) 2,928,682 Net Operating Result Projected FY 2012 166 1,602,530 1,723,620 1,661,033 1,954,269 $ (2,930,442) $ (1,602,364) $ (1,723,620) $ (1,661,033) $ (1,954,269) ANNUAL COST PER CAPITA $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2010 FY 2011 FY 2012 - 74 - FY 2013 Table of Contents Human Resources PURPOSE STATEMENT OBJECTIVES FY 2013 The mission of Human Resources is 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Conducted a vulnerability assessment of the classification and compensation systems Developed and adopted a classification and compensation philosophy Recruited and hired top talent into key positions critical to the success of the Town Researched and developed talent management strategies to strengthen quality employees Launched Track I and Track II Four Disciplines of Execution (4Dx) manager certification program Developed technology solutions to use cutting-edge technology to keep employees and supervisors informed Developed a safety program initiative that resulted in establishing a organizational Safety Committee Investigated 210 property casualty claims Managed litigation for 26 lawsuits PERFORMANCE MEASURES Turnover rate for regular employees ♦ Implement a compensation program, as defined by the compensation philosophy, by July 2013 Develop and implement a performance achievement system Implement mission, vision and values initiative Implement components of the talent management strategy Reduce the cost of accidents, including insurance premiums, through effective safety programs and practices Implement Claims Management system that will enhance reporting capabilities, increase administrative efficiencies and integrate with the Town’s records management system Outsource Flexible Spending Continue to attract and hire top talent into key positions in support of the Town’s strategic initiatives and management goals Research Human Resources Information System (HRIS) replacement options BUDGET NOTES Funding includes the addition of a full-time Learning and Development Specialist position as well as a part-time Senior Accounting Technician for payroll. There is also a one-time funding request for completion of the Four Disciplines of Execution management model training as well as the purchase of eCourt software for Risk Management. The strategic decision of outsourcing management of Flexible Spending will also be implemented in FY 2013. Actual FY 2010 4.99% Actual FY 2011 6.60% Projected FY 2012 6.80% Anticipated FY 2013 10.00% Percentage of successful placements 86% 80% 77% 77% 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 $204 $245 $265 36% 36% 35% 35% 0.95 0.87 0.95 0.94 $1,334 $824 $898 $887 $2,096 $2,377 $2,340 $2,350 1:69.83 1:69.69 1:69.86 1:64.05 - 75 - Table of Contents Human Resources PERSONNEL BY ACTIVITY HR Administration Learning and Development Risk Management Payroll Total Personnel EXPENSES BY ACTIVITY HR Administration Learning and Development Risk Management Payroll Total Expenses Budget FY 2012 Projected FY 2012 10.00 2.00 3.00 2.00 9.00 2.00 3.00 3.00 9.00 2.00 3.00 3.00 9.00 2.00 3.00 3.00 9.00 3.00 3.00 3.75 17.00 17.00 17.00 17.00 18.75 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 851,102 231,504 274,642 228,075 833,730 219,190 298,020 255,890 897,227 272,758 293,576 190,155 977,464 345,888 324,287 325,633 $ 1,664,430 $ 1,585,323 $ 1,606,830 $ 1,653,716 $ 1,973,272 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Personnel Supplies & Contractual Capital Outlay 1,457,706 206,724 - 1,397,504 187,819 - 1,413,770 193,060 - 1,356,640 297,076 - 1,529,640 443,632 - $ 1,664,430 $ 1,585,323 $ 1,606,830 $ 1,653,716 $ 1,973,272 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2011 946,524 214,422 277,076 226,408 EXPENSES BY CATEGORY Total Expenses Actual FY 2010 1,016 1,664,430 160 1,585,323 200 1,606,830 200 1,653,716 200 1,973,272 $ (1,663,414) $ (1,585,163) $ (1,606,630) $ (1,653,516) $ (1,973,072) COST PER FTE $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2010 FY 2011 - 76 - FY 2012 FY 2013 Table of Contents Economic Development PURPOSE STATEMENT ♦ The purpose of the Gilbert Office of Economic Development is to attract, grow, and retain business and industry to the community. The Office of Economic Development works with other divisions and departments to ensure Gilbert’s business climate remains competitive and open to business. ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed a 5-year strategic plan focused on science and technology Created the Office of Economic Development under the Town Manager’s Office Implemented a web-based customer relationship management (CRM) system to track business development pipeline, conduct digital-marketing and utilize business intelligence activities Increased business development lead generation by 15% compared to FY 2011 Exceeded job creation and high wage job creation by 25% compared to FY 2011 Generated over $150 million in capital investment ♦ ♦ ♦ BUDGET NOTES Executive Management staff identified Economic Development as one of the key priority areas for FY 2013. Significant funding increases support implementation of a framework for attracting, retaining and growing businesses and highwage, high-growth Science, Technology, Engineering, and Math (STEM) industries over the next five years. Strategic communications tools and geographic intelligence marketing databases were also prioritized. Two new Economic Development Administrator positions were also funded. OBJECTIVES FY 2013 ♦ ♦ Benchmark against 9 high-performing metros that Gilbert nationally competes for talent, job creation and investment – Utilize a local strike team to develop performance metrics to track Gilbert’s key initiatives over the next 20 years Conduct in-market intelligence to understand jobs and skills vs. employer demand, and outof-market intelligence on science and technology programs in the states of CA, CO, MA, OR, TX and UT PERFORMANCE MEASURES # of leads generated by staff # of staff-assisted projects Capital investment Targeted jobs created Targeted industry sector square footage # of retention calls Develop a higher education strategy that allows Gilbert to become a center of learning for science and technology. Shift business retention and expansion efforts (BR&E) to a tech-based “Economic Gardening” platform Leverage the Gilbert Ambassador Network to create 1:1 lead connections in CA, CO, IL, TX and UT Nationally outpace GPEC and ACA in prospect generation Expand the Office of Economic Development Obtain the IEDC Accredited Economic Development Organization (AEDO) status – A Best in Class accreditation Invest in datasets and networks that build geographic market intelligence and shape the competiveness for Gilbert’s science and technology industries Develop and broaden national site selection networks Digitally engage customers utilizing web content management, web analytics and marketing campaigns integrated with Gilbert’s CRM system for automated history capture Actual FY 2010 149 15 $123,560,000 787 407,000 25 - 77 - Actual FY 2011 145 25 $133,182,920 1,115 305,959 35 Projected FY 2012 171 27 $150,751,267 1,471 704,993 30 Anticipated FY 2013 170 28 $150,000,000 800 500,000 50 Table of Contents Economic Development PERSONNEL BY ACTIVITY Economic Development Total Personnel EXPENSES BY ACTIVITY Economic Development Shop Gilbert Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 Actual FY 2011 Budget FY 2012 5.00 5.00 5.00 4.00 6.00 5.00 5.00 5.00 4.00 6.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 1,861,317 2,622 $ 1,863,939 $ Actual FY 2011 Actual FY 2010 425,875 1,438,064 $ 1,863,939 531,031 Actual FY 2010 531,031 $ 8 531,031 $ (1,863,914) $ (531,023) $ - 78 - $ 669,090 $ Budget FY 2012 669,090 (669,090) $ Budget FY 2013 Budget FY 2013 586,347 7,700 1,005,422 2,000 594,047 $ 1,007,422 Projected FY 2012 423,870 245,220 - Actual FY 2011 25 1,863,939 669,090 Budget FY 2012 389,467 141,564 $ Projected FY 2012 659,090 10,000 523,297 7,734 $ Projected FY 2012 Budget FY 2013 375,230 218,817 - 588,020 419,402 - 594,047 $ 1,007,422 Projected FY 2012 594,047 Budget FY 2013 1,007,422 (594,047) $ (1,007,422) Table of Contents Information Technology PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 BUDGET NOTES ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented Franklin Covey’s Four Disciplines of Execution Completed Phase I of Water and Wastewater infrastructure assessment Implemented zero based budget tool Implemented Mobile Device Management solution Enhanced Eden to allow for electronic distribution and renewal of business licenses Implemented Idea management system Consolidated and reduced copier, printer, and multifunction devices for Fire, Courts and Parks and Recreation Implemented standardized model of Mobile Data Computers for 75% of police patrol cars Upgraded Public Safety radio consoles Purchased and implemented disk storage in the Police Department Deployed public facing GIS Internet Mapping Services for CIP projects Upgrade town wide telephone systems Implement field mobilization of all Fire apparatus Overhaul municipal disk storage Implement electronic documents for Development Services Consolidate physical servers in the data center to virtual hosts in the Police Department There is an emphasis in FY 2013 of focusing on storage infrastructure, disaster mitigation, field mobilization of multiple departments, and townwide phone system needs. Personnel cost adjustments include funding for one PC Technician and one System Administrator for a total of two new FTE added. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 % of high priority work-orders resolved by Information Technology in 24 hours 90% 90% 70% 90% % of critical work-orders resolved in 2 hours 80% 80% 71% 80% Unplanned down time for phone system 0.10% 0.10% 0.10% 0.10% Unplanned down time for web systems 2% 2% 1% 2% 0.10% 0.10% 0.10% 0.10% N/A N/A N/A >99.99% N/A N/A N/A >99.99% N/A N/A N/A >99.99% PERFORMANCE MEASURES Unplanned down time for network systems In-service time Utility Bill payment* In-service time building inspection scheduling & results* In-service time parks reservations* *New measure; data not available - 79 - Table of Contents Information Technology PERSONNEL BY ACTIVITY Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Personnel EXPENSES BY ACTIVITY Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2.00 7.00 15.00 7.00 1.00 2.00 7.00 17.00 7.00 1.00 34.00 33.00 33.00 32.00 34.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 304,715 1,393,800 2,291,537 655,100 148,497 276,641 1,432,810 2,292,385 622,982 239,121 294,440 1,563,800 2,382,500 662,200 171,730 267,760 1,692,629 2,409,674 648,965 173,438 220,690 2,018,720 2,533,358 675,100 211,310 $ 4,793,649 $ 4,863,939 $ 5,074,670 $ 5,192,466 $ 5,659,178 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,935,678 1,857,971 - 2,721,906 2,142,033 - 3,003,390 2,071,280 - 2,610,900 2,581,566 - 3,123,460 2,535,718 - $ 4,793,649 $ 4,863,939 $ 5,074,670 $ 5,192,466 $ 5,659,178 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 18,677 4,793,649 Net Operating Result Projected FY 2012 851 4,863,939 5,074,670 5,192,466 5,659,178 $ (4,774,972) $ (4,863,088) $ (5,074,670) $ (5,192,466) $ (5,659,178) COST PER FTE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2010 FY 2011 - 80 - FY 2012 FY 2013 Table of Contents Office of Management and Budget PURPOSE STATEMENT ♦ The Office of Management 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. In addition, is responsible for developing, enacting, and implementing the Town’s budget. The Office of Management and Budget Division is committed to improving the effectiveness and efficiency of government programs and rules. ♦ OBJECTIVES FY 2013 ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received the Distinguished Budget Presentation Award for the 13th consecutive year from the Government Finance Officers Association (GFOA) Completed reorganization of the Office of Management and Budget under the Town Manager’s Office Executed Franklin Covey goal management program Implemented zero-based budget process using SharePoint software with assistance from Information Technology Department Changed the method for budgeting transfers and fund balance for contingency Improved bond ratings on four separate bond issues Constructed budget based on foundation of key initiatives in accordance with Council priorities PERFORMANCE MEASURES Maintain high quality bond rating (Moody’s G.O. Bond Rating) Internal and external satisfaction with the budget process Collaborated with Town staff to balance an accurate and prioritized budget Completed high level cost of service analyses with assistance from all Town departments ♦ ♦ ♦ ♦ Receive the Distinguished Budget Presentation Award for the 14th consecutive year from the GFOA Utilize long-term planning to determine more accurate revenues to achieve a Rolling FiveYear Balanced Financial Plan Emphasize Performance Management during the budget process beginning with an internal benchmark audit Integrate Assistant to the Town Manager and Arizona State University - Marvin Andrews scholar into the FY 2013 budget process Assist Human Resources with implementation of Classification and Compensation study recommendations through position budgeting and personnel financial projections Implement system controls at department levels to monitor expenditures Integrate a new collaborative process to combine capital and operating budgets Improve satisfaction with the budget process for both internal and external customers BUDGET NOTES The Budget Division was established as a division within Finance during FY 2011.The Office of Management and Budget was established within the Town Manager’s Office for FY 2013. Fluctuations in personnel and contractual costs are a result of departmental staffing changes and reallocating budgets among line items. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Aa2 Aa1 Aa1 Aa1 * 4.65 7.56 8.00 *New measure; no data available - 81 - Table of Contents Office of Management and Budget PERSONNEL BY ACTIVITY Office of Mgmt and Budget Total Personnel EXPENSES BY ACTIVITY Office of Mgmt and Budget Total Expenses $ Budget FY 2012 6.00 4.25 4.25 4.25 4.25 6.00 4.25 4.25 4.25 4.25 Actual FY 2010 Actual FY 2011 Budget FY 2012 655,880 293,238 $ Actual FY 2010 Personnel Supplies & Contractual Capital Outlay $ 655,880 $ 875 655,880 $ $ (655,005) $ 293,238 $ 293,238 (293,238) $ 384,620 Budget FY 2013 390,187 $ 390,187 402,560 $ Projected FY 2012 368,460 16,160 - Actual FY 2011 - 82 - 384,620 Budget FY 2013 Projected FY 2012 Budget FY 2012 279,156 14,082 - Actual FY 2010 Total Revenues Total Expenses 293,238 Projected FY 2012 384,620 Actual FY 2011 626,966 28,914 - OPERATING RESULTS Net Operating Result Actual FY 2011 655,880 EXPENSES BY CATEGORY Total Expenses Actual FY 2010 Budget FY 2013 373,620 16,567 $ Budget FY 2012 384,620 (384,620) $ 390,187 402,560 390,930 11,630 $ Projected FY 2012 390,187 (390,187) $ 402,560 Budget FY 2013 402,560 (402,560) 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; maintains, protects, and preserves official records of the Town; and conducts fair and impartial Town elections in accordance with federal, state, and local laws. ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Prepared for change for fall elections beginning in FY 2013 Responded to approximately 400 public records requests with 75% of responses in less than 24 hours Continued to work in partnership with Information Technology and OnBase Administrator on continued implementation of electronic document management Continued to deliver hands-on user training for OnBase search and retrieval and email retention ♦ ♦ BUDGET NOTES The FY 2013 budget includes minor increases for software fees, microfilm processing, and additional staff training. One-time request for Fall 2012 elections costs. OBJECTIVES FY 2013 ♦ Respond to 75% of all public records requests within one business day Post agendas and public notices at 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 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 69% 75% 65% 65% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% - 83 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Total Expenses $ Actual FY 2011 Budget FY 2012 7.16 7.16 7.16 7.16 7.49 7.16 7.16 7.16 7.16 7.49 Actual FY 2010 Actual FY 2011 Budget FY 2012 667,117 1,097,749 667,117 $ 1,097,749 Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 $ 504,127 593,622 - 667,117 $ 1,097,749 Actual FY 2010 OPERATING RESULTS Total Revenues Total Expenses 6,452 667,117 Net Operating Result $ $ 574,620 575,311 $ 2,813 1,097,749 (660,665) $ (1,094,936) $ 574,620 $ Budget FY 2012 575,311 2,000 574,620 (572,620) $ $4.00 $2.00 $0.00 FY 2012 - 84 - FY 2013 706,621 Budget FY 2013 539,590 167,031 - $ Projected FY 2012 $6.00 FY 2011 $ 526,480 48,831 - ANNUAL COST PER CAPITA FY 2010 706,621 Projected FY 2012 521,600 53,020 - Actual FY 2011 Budget FY 2013 575,311 Budget FY 2012 $ Budget FY 2013 Projected FY 2012 574,620 Actual FY 2011 526,742 140,375 - Projected FY 2012 2,000 575,311 (573,311) $ 706,621 Budget FY 2013 2,000 706,621 (704,621) Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Assisted with several complex water matters to increase Town water supply Assisted staff in the analysis and preparation of solar energy contracts Assisted staff with implementation of unified permitting process Assisted staff on Arizona medical marijuana issues Pursued collection of unpaid sales tax assessments and worked with staff to create standard procedures Negotiated several wireless telecommunications site leases for Town property Prepared and/or worked with staff to prepare numerous code amendments and rezoning ordinances Assisted CIP staff with resolving project problems, processed rights-of-way and wellsite acquisitions Advised staff regarding numerous trustee sales and bankruptcies affecting the Town Administered Public Defender procurement for Court Represented the Town in several personnel hearings Worked with staff to prepare Limited English Proficiency Plan Prepared numerous legal opinions for Council and staff Conducted open meeting law and conflict of interest training for boards and commissions PERFORMANCE MEASURES ♦ ♦ ♦ ♦ ♦ ♦ Work with staff to identify appropriate economic development incentives Assist staff with establishing standards for review and solicitation of alternative energy proposals for projects on Town property Complete major revisions to Chapters 15 and 46 of Municipal Code Assist with training regarding contract and procurement procedures Work with sales tax auditor and staff to increase appropriate sales tax collections Negotiate cable license agreement with Cox Cable and Century Link Work with staff on addressing personnel issues and necessary amendments to the Personnel Rules and Personnel Procedures Work with staff on implementing new system development fees Work with staff to implement SB1598 (Municipal Regulation) 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. Curtis, Goodwin, Sullivan, Udall & Schwab, P.L.C. have not increased their hourly rates for the past four years. The current contract ends on June 30, 2013. 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. Funds for the General Counsel can also be found in the Departmental line item budgets. Actual FY 2010 Actual FY 2011 No Performance Measures - 85 - Projected FY 2012 Anticipated FY 2013 Table of Contents General Counsel Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel 573,240 Total Expenses $ $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 573,240 524,470 573,240 $ Total Revenues Total Expenses 573,240 Net Operating Result $ (573,240) $ 524,470 554,496 $ 515,020 Actual FY 2011 (524,470) $ $ 554,496 515,020 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2012 - 86 - $ (554,496) $ $5.00 FY 2011 515,000 - 554,496 (515,020) $ FY 2013 515,000 Budget FY 2013 Projected FY 2012 ANNUAL COST PER CAPITA FY 2010 $ 554,496 - Budget FY 2012 524,470 515,000 Projected FY 2012 515,020 $ Budget FY 2013 554,496 Budget FY 2012 524,470 - Actual FY 2010 OPERATING RESULTS 515,020 $ Budget FY 2013 Projected FY 2012 515,020 Actual FY 2011 573,240 $ 524,470 Projected FY 2012 515,000 Budget FY 2013 515,000 (515,000) Table of Contents Management Services _________________________________ Management Services Summary Accounting Services Purchasing Tax Compliance Facilities Management Table of Contents Management Services BUSINESS UNIT DESCRIPTION This unit represents the financial and management services functions of the Town, including: Accounting Services, Purchasing, Tax Compliance, Facilities Management, Fleet, and Utility Customer Service. Management Services operations include the maintenance of accurate and complete financial records; payment of all vendors; management of Town-wide purchasing; responsibility for local tax education and compliance; management of billing and customer service operations for utilities; management of Town-wide facility maintenance and fleet; and the provision of meaningful and timely financial reports and information. GOALS FY 2013 ♦ ♦ ♦ ♦ ♦ 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 MANAGEMENT SERVICES Accounting Services Purchasing Tax Compliance Facilities Management Utility Customer Service Fleet - 87 - Table of Contents Management Services PERSONNEL BY DIVISION Administration Accounting Services Purchasing Tax Compliance Utilities Facilities Management Total Personnel EXPENSES BY DIVISION Administration Accounting Services Purchasing Tax Compliance Utilities Facilities Management Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 Actual FY 2011 Budget FY 2012 1.00 9.00 1.00 1.00 13.25 11.00 1.00 9.00 1.00 3.00 0.00 11.00 1.00 9.00 2.00 3.00 0.00 11.00 1.00 9.00 3.00 3.00 0.00 11.00 1.00 9.00 3.00 4.00 0.00 11.00 36.25 25.00 26.00 27.00 28.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 779,722 304,236 1,633,502 2,496,689 100,758 719,788 75,206 213,235 2,561,227 146,340 730,010 238,380 321,710 2,600,870 149,550 750,068 106,205 319,412 2,556,330 154,765 782,560 256,185 409,980 2,592,795 $ 5,214,149 $ 3,670,214 $ 4,037,310 $ 3,881,565 $ 4,196,285 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,220,527 2,993,622 - 1,576,814 2,093,400 - 1,925,020 2,112,290 - 1,827,160 2,054,405 - 2,134,980 2,061,305 - $ 5,214,149 $ 3,670,214 $ 4,037,310 $ 3,881,565 $ 4,196,285 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 350,085 5,214,149 1,112,083 3,670,214 952,000 4,037,310 1,091,930 3,881,565 1,128,000 4,196,285 $ (4,864,064) $ (2,558,131) $ (3,085,310) $ (2,789,635) $ (3,068,285) - 88 - Table of Contents Accounting Services PURPOSE STATEMENT OBJECTIVES FY 2013 The Accounting Services Division ensures accurate financial reporting on the results of operations, and processes financial transactions in a timely manner. The Accounting Services Division responsibilities include the general ledger, accounts payable, accounts receivable, special assessments, fixed assets, cash and debt management, and grant accounting. ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received Certificate of Achievement for Excellence in Financial Reporting for the 21st consecutive year from the Government Finance Officers Association (GFOA) Met all required processing and reporting deadlines for responsible areas Continued the process of scanning accounts payable documents into OnBase, resulting in approximately 90% of the departments now operating more efficiently without paper processing Adopted written financial policies that established guidelines for the Town’s overall fiscal planning and management Began process of developing a Financial Policy and Procedure Manual related to the ongoing financial management of the Town’s resources and the related internal controls over accounting and financial reporting Refinanced two outstanding bond issues for a total net savings of $2.9 million Received the CQI High Performing Distinction for the 2012 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 two remaining departments Convert appropriate paper records to electronic format for 50% of our accounting software modules Finalize Financial Policy and Procedure Manual and publish on SharePoint BUDGET NOTES There were no personnel salary increases for FY 2013. There were no staffing changes for FY 2013. The FY 2013 budget includes mandatory financial audit and bank fee increases. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 # 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 - 89 - Table of Contents Accounting Services PERSONNEL BY ACTIVITY Accounting Services Total Personnel EXPENSES BY ACTIVITY Accounting Services Total Expenses $ Budget FY 2012 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 779,722 719,788 $ Actual FY 2010 Personnel Supplies & Contractual Capital Outlay $ 779,722 $ 14,436 779,722 $ $ (765,286) $ 719,788 $ 10,953 719,788 (708,835) $ 730,010 Budget FY 2013 750,068 $ 750,068 782,560 $ Projected FY 2012 583,810 146,200 - Actual FY 2011 - 90 - 730,010 Budget FY 2013 Projected FY 2012 Budget FY 2012 578,287 141,501 - Actual FY 2010 Total Revenues Total Expenses 719,788 Projected FY 2012 730,010 Actual FY 2011 533,400 246,322 - OPERATING RESULTS Net Operating Result Actual FY 2011 779,722 EXPENSES BY CATEGORY Total Expenses Actual FY 2010 Budget FY 2013 619,140 130,928 $ Budget FY 2012 8,000 730,010 (722,010) $ 750,068 782,560 642,160 140,400 $ Projected FY 2012 10,930 750,068 (739,138) $ 782,560 Budget FY 2013 8,000 782,560 (774,560) Table of Contents Purchasing PURPOSE STATEMENT OBJECTIVES FY 2013 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 Purchasing Code and Federal and State statutes. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ The position of Purchasing Administrator was created and an individual was hired into the position Obtained a new fuel card contract which improves efficiency by eliminating the need to file for federal excise tax rebates Earned an estimated $76,000 in rebate through use of the purchasing card and the E-payable program ♦ ♦ Recruit for the Contract Specialist position that is included in the FY 2013 budget Complete review of current purchasing code and purchasing manual and implement revisions as identified Develop more detailed instructions for contract documents Develop and implement a formal training program for departments that covers the purchasing code, the bidding process, and contracts Develop and implement a purchasing liaison program that trains specific individuals in departments who are tasked with the primary purchasing function Solicit and establish a contract for Job Order Contracting (JOC) construction services that can be utilized primarily by the CIP staff but also by all Town departments BUDGET NOTES There were no personnel salary increases for FY 2013. A Contract Specialist position was added to the Purchasing Division during FY 2012. The centralization of the purchasing efforts of Gilbert is a part of the Strategic Initiatives set by Mayor and Council. PERFORMANCE MEASURES Internal satisfaction rating of satisfied or highly satisfied with Purchasing Code/Manual Revisions Internal satisfaction rating of satisfied or highly satisfied with instructions for contract documents Percentage of general Town staff trained through formal Purchasing training program Percentage of Town lead purchasing staff trained through Purchasing Liaison Program Internal satisfaction rating of satisfied or highly satisfied with Job Order Construction Contract Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 * * * 90% * * * 90% * * * 85% * * * 90% * * * 90% *New measure; data not available - 91 - Table of Contents Purchasing PERSONNEL BY ACTIVITY Purchasing Total Personnel EXPENSES BY ACTIVITY Purchasing Total Expenses $ Budget FY 2012 1.00 1.00 2.00 3.00 3.00 1.00 1.00 2.00 3.00 3.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 304,236 $ 304,236 $ Total Revenues Total Expenses 304,236 $ (304,236) $ 75,206 $ 8,154 75,206 (67,052) $ 238,380 Budget FY 2013 106,205 $ 106,205 256,185 $ Projected FY 2012 $ Budget FY 2012 238,380 (238,380) $ 106,205 256,185 Budget FY 2013 252,420 3,765 - 97,890 8,315 - 220,450 17,930 - Actual FY 2011 - 92 - 238,380 Budget FY 2013 Projected FY 2012 Budget FY 2012 73,847 1,359 - Actual FY 2010 OPERATING RESULTS $ Actual FY 2011 286,730 17,506 $ 75,206 Projected FY 2012 238,380 75,206 Actual FY 2010 Personnel Supplies & Contractual Capital Outlay Net Operating Result Actual FY 2011 304,236 EXPENSES BY CATEGORY Total Expenses Actual FY 2010 $ Projected FY 2012 56,000 106,205 (50,205) $ 256,185 Budget FY 2013 256,185 (256,185) Table of Contents Tax Compliance PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Achieved 86% compliance rate from taxpayers reviewed Expanded communications to better assist and educate our customers Increased transparency and accessibility of tax education materials through our redesigned Tax Compliance website Conducted external tax presentations for the Gilbert Chamber of Commerce and Gilbert Small Business Alliance Developed and initiated quality assurance customer feedback program designed to improve the quality of our services Designed and implemented online Residential Rental educational tools Implemented two new specific tax compliance education programs ♦ ♦ Increase overall tax compliance by achieving at least 90% compliance rate from taxpayers reviewed Achieve customer satisfaction rating of 85% or greater Develop electronic tax revenue tracking system Initiate new specific compliance program and continue existing specific compliance programs Team with the Arizona Department of Revenue to streamline residential rental tax license application to reduce customer burden Simplify customer input / feedback mechanisms through electronic customer satisfaction surveys Expand educational outreach to business community through additional tax seminars and presentations BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 budget includes one additional tax auditor and expenses related to that position. A one-time expense of approximately $54,000 has been added to the supplies and contractual expenses for contracted tax auditing services. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 % of reviewed taxpayers brought into compliance * 80% 86% 90% % of customer satisfaction * * 85% 85% PERFORMANCE MEASURES * New Measure; data not available - 93 - Table of Contents Tax Compliance Actual FY 2010 Actual FY 2011 Budget FY 2012 Tax Compliance 1.00 3.00 3.00 3.00 4.00 Total Personnel 1.00 3.00 3.00 3.00 4.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Tax Compliance Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ - $ 110,387 213,235 658,989 - 94 - $ $ 321,710 $ 319,412 330,580 79,400 $ 480,588 409,980 Budget FY 2013 800,000 319,412 $ 409,980 Budget FY 2013 Projected FY 2012 727,700 321,710 405,990 $ 245,240 74,172 - Budget FY 2012 $ 319,412 409,980 Projected FY 2012 238,290 83,420 - 872,224 213,235 $ 321,710 Budget FY 2013 319,412 Budget FY 2012 Actual FY 2011 110,387 $ $ 149,237 63,998 - Actual FY 2010 Total Revenues Total Expenses 213,235 Budget FY 2013 Projected FY 2012 321,710 Actual FY 2011 - OPERATING RESULTS Net Operating Result $ Actual FY 2010 EXPENSES BY CATEGORY Total Expenses - 213,235 Projected FY 2012 900,000 409,980 $ 490,020 Table of Contents Facilities Management PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ Coordinated with the Fire Department and Parks and Recreation Department on their facilities and installed systems and equipment Upgraded chiller software for Municipal Center, Municipal Center II, Library and South Area Service Center Installed new chiller at the Library 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 equipment, furnishings and supplies are available to support the Facilities Maintenance Division so we can effectively support our customers without costly or timely delays BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 budget includes $60,110 in one-time expenses for infrastructure improvements and facilities business initiatives. PERFORMANCE MEASURES Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Number of emergency call outs 80 35 34 36 1.80 hours 1.91 hours 1.96 hours 2.00 hours $7.08 $11.09 $7.71 $8.14 $4.74 $3.75 $4.52 $4.47 $3.04 $2.73 $2.93 $2.83 $4.71 $4.37 $4.62 $4.63 $2.14 $2.11 $2.36 $2.11 $2.83 $2.42 $3.35 $3.02 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) - 95 - Table of Contents Facilities Management 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 Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 744,560 361,480 156,547 156,666 838,792 184,153 33,010 21,481 721,186 566,187 123,806 140,564 778,407 181,794 30,924 18,359 782,520 366,360 152,970 158,080 869,260 199,470 38,610 33,600 761,040 393,578 149,090 151,091 823,003 203,076 50,052 25,400 813,770 415,750 147,400 145,830 824,955 181,630 40,580 22,880 $ 2,496,689 $ 2,561,227 $ 2,600,870 $ 2,556,330 $ 2,592,795 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 695,059 1,801,630 - 678,729 1,882,498 - 738,920 1,861,950 - 720,290 1,836,040 - 758,120 1,834,675 - $ 2,496,689 $ 2,561,227 $ 2,600,870 $ 2,556,330 $ 2,592,795 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 223,632 2,496,689 Net Operating Result Projected FY 2012 220,752 2,561,227 216,300 2,600,870 225,000 2,556,330 220,000 2,592,795 $ (2,273,057) $ (2,340,475) $ (2,384,570) $ (2,331,330) $ (2,372,795) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2010 FY 2011 FY 2012 - 96 - FY 2013 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 2013 ♦ 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 - 97 - Table of Contents Legal and Court Actual FY 2010 Actual FY 2011 Budget FY 2012 Town Prosecutor Municipal Court 19.00 31.42 19.00 31.42 19.00 30.42 19.00 30.92 18.00 30.92 Total Personnel 50.42 50.42 49.42 49.92 48.92 Actual FY 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 Town Prosecutor Municipal Court 1,581,965 2,868,355 1,491,729 2,672,643 1,602,660 2,673,260 1,612,085 2,665,094 1,602,000 2,696,935 Total Expenses $ 4,450,320 $ 4,164,372 $ 4,275,920 $ 4,277,179 $ 4,298,935 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 3,810,540 639,780 - 3,588,415 575,957 - 3,729,340 546,580 - 3,732,330 544,849 - 3,755,280 543,655 - $ 4,450,320 $ 4,164,372 $ 4,275,920 $ 4,277,179 $ 4,298,935 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 103,089 4,450,320 140,142 4,164,372 101,600 4,275,920 188,390 4,277,179 136,750 4,298,935 $ (4,347,231) $ (4,024,230) $ (4,174,320) $ (4,088,789) $ (4,162,185) - 98 - Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Fully implemented new software system and ceased creating paper files Streamlined operations with use of software resulting in efficient use of human resources Eliminated one full time position from the budget due to increased efficiencies in operational procedures Met the WIG (Wildly Important Goal) prior to deadline of providing required constitutional notifications within 10 days of incident Continued using volunteers in office for victim advocacy Utilized a legal intern from Phoenix School of Law to assist with attorney duties including drafting motion responses 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 while providing excellent service to both inside and outside customers BUDGET NOTES Completed full implementation of electronic case management system and achieved efficiency and increased productivity through technology. FY 2013 budget includes elimination of one FTE due to increased efficiencies. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Percentage of cases charged after review 64% 64% 76% 75% Number of criminal cases tracked 6,402 5,370 5,400 5,500 % of domestic violence offenders referred to counseling programs 100% 100% 100% 100% Volunteer hours served 289.75 369.25 415.00 400.00 PERFORMANCE MEASURES - 99 - Table of Contents Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 19.00 19.00 19.00 19.00 18.00 19.00 19.00 19.00 19.00 18.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 1,581,965 1,491,729 1,602,660 1,612,085 1,602,000 $ 1,581,965 $ 1,491,729 $ 1,602,660 $ 1,612,085 $ 1,602,000 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,492,904 89,061 - 1,404,451 87,278 - 1,534,530 68,130 - 1,513,200 98,885 - 1,503,480 98,520 - $ 1,581,965 $ 1,491,729 $ 1,602,660 $ 1,612,085 $ 1,602,000 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 5,468 1,581,965 Net Operating Result Projected FY 2012 6,424 1,491,729 4,500 1,602,660 5,500 1,612,085 4,500 1,602,000 $ (1,576,497) $ (1,485,305) $ (1,598,160) $ (1,606,585) $ (1,597,500) COST PER CASE $375.00 $300.00 $225.00 $150.00 $75.00 $0.00 FY 2010 FY 2011 - 100 - FY 2012 FY 2013 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2013 The purpose of the Gilbert Municipal Court is to provide just resolution to cases filed in the Court by local law enforcement agencies and citizens in a timely fashion as mandated under the Arizona and United States Constitution, the laws of the State of Arizona, and local ordinances. ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ Successfully promoted web-based court scheduling system with customers having public level access to the Court’s calendar using a web browser Provided unprecedented public access to the Court’s electronic case management system including access to court date information, offense history and disposition information Made significant progress towards becoming a regional judicial staff training center by sponsoring and hosting a live judicial staff ethics class and a live two-day judicial staff education seminar attended by staff from numerous courts in the Phoenix metropolitan area Implemented real time case disposition in the courtroom and smart documents resulting in expedited processing and fewer clerical errors 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 ♦ Implement a vertical calendaring system that will result in judges keeping their cases from beginning to end rather than re-assigning them at will Collaborate with Information Technology to implement a meaningful data exchange system compatible with the Prosecutor’s Office and any other agency or entity able to meet industry standard data exchange standards Collaborate with Information Technology to develop and implement an integrated electronic document management system compatible with our case management system and compliant with Arizona Supreme Court standards BUDGET NOTES Priority focus areas for FY 2013 include maintaining service levels while increasing use of technology to improve online access for case management. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 81,612 73,202 69,337 66,587 18.5% 17.0% 20.0% 14.0% 1,312 1,651 1,368 1,300 - 101 - Table of Contents Municipal Court Actual FY 2010 Actual FY 2011 Budget FY 2012 Municipal Court 31.42 31.42 30.42 30.92 30.92 Total Personnel 31.42 31.42 30.42 30.92 30.92 Actual FY 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Municipal Court Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Projected FY 2012 Budget FY 2013 Budget FY 2013 2,868,355 2,672,643 2,673,260 2,665,094 2,696,935 $ 2,868,355 $ 2,672,643 $ 2,673,260 $ 2,665,094 $ 2,696,935 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,317,636 550,719 - 2,183,964 488,679 - 2,194,810 478,450 - 2,219,130 445,964 - 2,251,800 445,135 - $ 2,868,355 $ 2,672,643 $ 2,673,260 $ 2,665,094 $ 2,696,935 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 97,621 2,868,355 Net Operating Result Projected FY 2012 133,718 2,672,643 97,100 2,673,260 182,890 2,665,094 132,250 2,696,935 $ (2,770,734) $ (2,538,925) $ (2,576,160) $ (2,482,204) $ (2,564,685) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2010 FY 2011 FY 2012 - 102 - FY 2013 Table of Contents Development Services _________________________________ Development Services Summary Administration and Customer Service Permit and Plan Review Services Inspection and Compliance Services Planning and 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 and Planning and Development. Administrative and Customer Service answers customer questions and processes permit applications and licenses. 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 2013 ♦ 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 Admin & Customer Service Permitting & Plan Review Building Fire Planning & Development Inspection & Compliance Engineering Services Building Fire Engineering Capital Projects Traffic Engineering Engineering Planning Traffic Operations Planning Code Development Backflow - 103 - Table of Contents Development Services PERSONNEL BY DIVISION Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Engineering Services Total Personnel EXPENSES BY DIVISION Admin and Customer Service Permit and Plan Review Inspection and Compliance Planning and Development Engineering Services Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 8.00 18.50 27.50 10.00 0.00 8.00 13.50 25.25 10.00 5.00 8.00 13.50 25.25 10.00 5.00 9.00 13.50 25.25 10.00 5.00 9.00 13.50 26.25 10.00 5.00 64.00 61.75 61.75 62.75 63.75 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 665,810 2,001,930 2,374,412 1,131,306 - 626,030 1,396,574 2,013,776 1,111,376 362,253 753,290 1,296,690 2,130,660 1,096,510 562,360 772,643 1,367,079 2,219,507 1,083,442 561,181 824,550 1,251,880 2,367,137 1,103,755 550,215 $ 6,173,458 $ 5,510,009 $ 5,839,510 $ 6,003,852 $ 6,097,537 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 5,597,082 576,376 - 5,057,613 452,396 - 5,198,820 640,690 - 5,284,430 704,422 15,000 5,408,350 661,077 28,110 $ 6,173,458 $ 5,510,009 $ 5,839,510 $ 6,003,852 $ 6,097,537 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 3,808,863 6,173,458 3,182,680 5,510,009 3,039,420 5,839,510 4,787,290 6,003,852 4,186,300 6,097,537 $ (2,364,595) $ (2,327,329) $ (2,800,090) $ (1,216,562) $ (1,911,237) - 104 - Table of Contents Administration and Customer Service PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ Implemented unified annual licensing to include yearly fire inspection and burglar alarm fees Upgraded Eden software to provide autoemail capabilities for business licenses and automated imaging and indexing into OnBase Implemented web licensing to include acceptance of credit card payments on-line Increase availability of electronic documents by 50% Implement auto-indexing of approved electronic building plans from BlueBeam to OnBase Provide credit card payment options for permit customers Continue coordination efforts within Development Services to simplify and streamline the certificate of occupancy permitting/inspection process for small business owners BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 Budget includes a $70,000 one-time increase for software upgrades as a major step in executing Gilbert’s Strategic Initiatives. The upgrades will provide electronic permitting and payment options to customers. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Percentage of business license applications processed same day as received 75% 90% 95% 90% Percentage of business licenses issued within 7 working days 80% 80% 95% 100% Customer satisfaction rating 95% 95% 95% 95% Percentage of counter customers served within 5 minutes of arrival 65% 90% 100% 100% Number of special events permits issued 40 17 13 0* PERFORMANCE MEASURES *Special Events moved to Parks and Recreation - 105 - Table of Contents Administration and Customer Service PERSONNEL BY ACTIVITY Actual FY 2010 Actual FY 2011 Budget FY 2012 Admin and Customer Svc 8.00 8.00 8.00 9.00 9.00 8.00 8.00 8.00 9.00 9.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Total Personnel EXPENSES BY ACTIVITY Admin and Customer Svc Total Expenses 665,810 $ 665,810 626,030 $ 626,030 Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ 665,810 Total Revenues Total Expenses $ $ Actual FY 2011 753,290 (348,683) $ 772,643 $ 772,643 229,820 753,290 $90.00 $60.00 $30.00 $0.00 - 106 - $ (446,143) $ $120.00 FY 2012 692,640 131,910 - 326,500 772,643 (523,470) $ FY 2013 824,550 Budget FY 2013 Projected FY 2012 $150.00 FY 2011 $ 678,870 78,773 15,000 COST PER PERMIT ISSUED FY 2010 824,550 Projected FY 2012 Budget FY 2012 277,347 626,030 (441,581) $ $ 610,830 142,460 $ Budget FY 2013 772,643 Budget FY 2012 626,030 224,229 665,810 Net Operating Result 753,290 591,350 34,680 - Actual FY 2010 OPERATING RESULTS $ Budget FY 2013 Projected FY 2012 753,290 Actual FY 2011 624,661 41,149 - Projected FY 2012 824,550 Budget FY 2013 292,000 824,550 (532,550) Table of Contents Permit and Plan Review Services PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Processed 6,255 applications Processed 372 commercial permits valuing $51,411,423 of which 26 were large commercial projects Processed 2,342 single family permits, 17 were custom homes Processed 106 standard homes Implemented electronic plan review 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 13 working days st Average # of working days to complete 1 review of custom and standard homes – goal is 12 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 Expand electronic plan review Reduce project review turn-around times for tenant improvements and residential submittals Review and propose for adoption to the Council the 2012 International Codes and the 2011 National Electrical Code BUDGET NOTES There were no personnel salary increases for FY 2013. Revenues have increased with building activity, while costs have remained steady. This is a reflection of the efficiencies from electronic plan review and allocating resources more efficiently. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 100% 100% 100% 100% 16.67 11.75 9.00 13.00 14.86 15.50 15.00 14.00 - 107 - Table of Contents Permit and Plan Review Services PERSONNEL BY ACTIVITY Building Fire Engineering Planning Total Personnel EXPENSES BY ACTIVITY Building Fire Engineering Planning Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 4.40 1.60 9.60 2.90 4.40 1.60 4.60 2.90 4.40 1.60 4.60 2.90 4.40 1.60 4.60 2.90 4.40 1.60 4.60 2.90 18.50 13.50 13.50 13.50 13.50 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 414,852 152,017 1,168,814 266,247 408,600 144,942 594,093 248,939 432,200 151,360 451,770 261,360 410,859 150,246 547,007 258,967 395,291 151,472 445,217 259,900 $ 2,001,930 $ 1,396,574 $ 1,296,690 $ 1,367,079 $ 1,251,880 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,758,661 243,269 - 1,328,748 67,826 - 1,237,400 59,290 - 1,232,280 134,799 - 1,241,830 10,050 - $ 2,001,930 $ 1,396,574 $ 1,296,690 $ 1,367,079 $ 1,251,880 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 3,037,991 2,001,930 2,536,700 1,396,574 2,374,280 1,296,690 3,979,900 1,367,079 3,456,700 1,251,880 $ 1,036,061 $ 1,140,126 $ 1,077,590 $ 2,612,821 $ 2,204,820 AVERAGE PERMIT AND PLAN REVIEW COST PER PERMIT $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2010 Budget FY 2013 FY 2011 - 108 - FY 2012 FY 2013 Table of Contents Inspection and Compliance Services PURPOSE STATEMENT OBJECTIVES FY 2013 To assure a safe and aesthetically desired environment within Gilbert by providing inspection services in the administration of the Town’s adopted construction codes, ordinances, standards, regulations, and guidelines. ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspections performed by all work groups were completed within established timelines Processed and reviewed 100% of business registration requests within established guidelines Responded to 98.5% of all complaints within 2 days of receipt The use of laptop computers in the field by the Code Compliance Inspectors reduced the number of return trips and calls into the office by 70% Resolved 98.8% of Code Compliance cases were without the need for legal action via citation or long form complaints Complete all requested inspections within established guidelines Respond to 98% of complaints within 2 days of receipt Review all business registration requests within applicable established guidelines Resolve 98% of total Code Compliance caseloads without having to issue citations or file long form complaints BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 budget includes the addition of one Inspector II position and other expenses related to that position. Building and permitting activity increased dramatically in the second half of FY 2012, the increase in Supplies and Contractual expenses reflects this change. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two working days 99% 99% 98.5% 98% % of fire inspections requests completed within 48 hours 100% 100% 100% 100% % of business registration reviews completed within established guidelines 100% 100% 100% 100% % of caseloads resolved without issuance of citation or filing of long form complaints * 98.8% 98.0% 98.0% PERFORMANCE MEASURES * New measure; data not available - 109 - 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 Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 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 9.65 1.30 6.65 0.80 7.85 0.00 27.50 25.25 25.25 25.25 26.25 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 854,928 105,410 561,914 63,686 569,723 218,751 761,820 97,788 539,211 58,839 556,118 - 816,220 105,120 562,800 60,720 585,800 - 897,684 110,927 565,896 61,070 583,930 - 1,060,770 109,510 560,780 60,940 575,137 - $ 2,374,412 $ 2,013,776 $ 2,130,660 $ 2,219,507 $ 2,367,137 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,252,749 121,663 - 1,915,114 98,662 - 1,973,210 157,450 - 2,005,530 213,977 - 2,093,860 245,167 28,110 $ 2,374,412 $ 2,013,776 $ 2,130,660 $ 2,219,507 $ 2,367,137 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 46,944 2,374,412 Net Operating Result Projected FY 2012 46,738 2,013,776 64,250 2,130,660 35,770 2,219,507 35,000 2,367,137 $ (2,327,468) $ (1,967,038) $ (2,066,410) $ (2,183,737) $ (2,332,137) COST PER PERMIT SUBMITTAL $500.00 $400.00 $300.00 $200.00 $100.00 $0.00 FY 2010 FY 2011 FY 2012 - 110 - FY 2013 Table of Contents Planning and Development PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Prioritized and began completion of implementation strategies in the General Plan including a Green Building Program Implemented Land Development Code (LDC)Text Amendments for: sign code, temporary sign code review, zoning reversions, columbariums, storage containers, medical marijuana, special events, temporary uses and Design Review Board changes to streamline the development process High customer satisfaction survey results Completed Heritage District web page Added task of issuing sign permits Coordinated Community Development Block Grant proposal for a Pedestrian Safety and Comfort project in the Heritage District Implemented electronic plan review Recognized as a High Performing Division by the CQI Steering Committee Facilitated large development projects including several large residential projects, the Epicenter and Agritopia, Postino’s, Banner MD Anderson Expansion and the Banner Health Care Campus Three Staff members now Certified Sustainable Building Advisors 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 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Complete Development Services Department’s Wildly Important Goal (WIG) Complete required yearly update of the voter adopted General Plan Complete rezoning of annexed properties Continue to work toward completion of the Pedestrian Safety and Comfort project Complete, adopt and implement Green Building Program Analyze Mixed-Use Ordinance and Design Guidelines Amend Gateway Area right-of-way standards and streetscape design 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 to ensure ease of information Continue to provide staff training to identify and implement best practices BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 budget contains $29,300 in one-time expenses related to property rezoning. There were no changes to FTE. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 1% 1% 1% 0% 100% 100% 100% 100% 100% 100% 100% 100% 98% 98% 98% 98% * 98% 100% 100% * New measure; data not available - 111 - Table of Contents Planning and Development PERSONNEL BY ACTIVITY Planning and Development Total Personnel EXPENSES BY ACTIVITY Planning and Development Total Expenses Budget FY 2012 Projected FY 2012 Budget FY 2013 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,111,376 1,096,510 1,083,442 1,103,755 $ 1,131,306 $ 1,111,376 $ 1,096,510 $ 1,083,442 $ 1,103,755 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Personnel Supplies & Contractual Capital Outlay 961,011 170,295 - 909,881 201,495 - 932,460 164,050 - 940,210 143,232 - 937,240 166,515 - $ 1,131,306 $ 1,111,376 $ 1,096,510 $ 1,083,442 $ 1,103,755 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2011 1,131,306 EXPENSES BY CATEGORY Total Expenses Actual FY 2010 499,699 1,131,306 $ 321,895 1,111,376 (631,607) $ 371,070 1,096,510 (789,481) $ 435,120 1,083,442 (725,440) $ (648,322) $ AVERAGE COST PER CASE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2010 FY 2011 - 112 - FY 2012 FY 2013 402,600 1,103,755 (701,155) Table of Contents Engineering Services PURPOSE STATEMENT OBJECTIVES FY 2013 Engineering Services provides efficient and safe public infrastructure improvements while balancing the impacts to the environment and adjacent land owners, residents, and businesses. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed the engineering review on 11 residential subdivision permits Completed the engineering review on 25 commercial permits Continued the update of the Town’s Design Standards and Details Continued the development of a traffic collision database and collision reduction program Completed development of performance measures for the Traffic Operations Center Retimed the late night signal timing plans Developed a fiber optic network plan 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 Develop performance measures for Engineering Services Division BUDGET NOTES There were no personnel salary increases for FY 2013. FY 2012 was 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 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Percentage of citizen contacts responded to within 24 hours * * 95% 100% Percentage of engineering review comments returned on schedule * 60% 85% 95% 36% 36% 38% 47% 14% 21% 29% 29% PERFORMANCE MEASURES Percentage of traffic signals connected via fiber to the traffic operations center Percentage of intersections with video count detection configured * New measure; data not available - 113 - Table of Contents Engineering Services Budget FY 2013 Projected FY 2012 Actual FY 2010 Actual FY 2011 Budget FY 2012 Administration Development Traffic 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 Total Personnel 0.00 5.00 5.00 5.00 5.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ - $ - 362,253 $ (362,253) $ - 114 - $ 562,360 138,380 120,145 291,690 561,181 $ Projected FY 2012 $ Budget FY 2012 562,360 (562,360) $ 561,181 550,215 Budget FY 2013 442,780 107,435 - 427,540 133,641 - 444,920 117,440 - 362,253 $ 562,360 Budget FY 2012 Actual FY 2011 $ $ 312,520 49,733 - Actual FY 2010 Total Revenues Total Expenses 362,253 Actual FY 2011 - OPERATING RESULTS Net Operating Result $ Actual FY 2010 EXPENSES BY CATEGORY Total Expenses - Budget FY 2013 212,593 109,432 239,156 189,990 97,120 275,250 92,722 58,522 211,009 - Administration Development Traffic Projected FY 2012 $ Projected FY 2012 10,000 561,181 (551,181) $ 550,215 Budget FY 2013 550,215 (550,215) Table of Contents Police Department _________________________________ Police Department Summary Professional Standards Patrol Services Support Services Counseling Services Investigations SWAT 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 2013 ♦ 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 SWAT 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 Crime Suppression Persons Crimes - CSCU Traffic Property Crimes Criminal Apprehension Intel and Analysis Unit Court Support Person Crimes - VCU School Programs - 115 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Administration Professional Standards Patrol Services Support Services Counseling Services Investigations SWAT Contracted Services Total Sworn Total Civilian 5.50 8.00 206.00 72.00 9.50 41.00 0.00 0.00 227.00 115.00 4.50 8.00 204.00 73.00 9.50 43.00 0.00 0.00 226.00 116.00 4.50 8.00 204.00 73.00 9.50 43.00 0.00 0.00 226.00 116.00 4.50 8.00 204.00 72.00 9.50 44.00 0.00 0.00 226.00 116.00 4.50 8.00 204.00 72.00 9.50 44.00 0.00 0.00 226.00 116.00 342.00 342.00 342.00 342.00 342.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 825,854 779,665 21,546,518 5,064,689 754,513 4,743,881 133,071 2,453,664 766,876 715,201 19,567,294 4,458,685 658,172 4,623,173 133,927 2,203,663 804,090 758,480 21,335,320 5,071,210 756,710 4,947,750 131,210 2,539,780 815,125 760,617 20,918,789 4,642,290 756,630 5,013,309 146,270 1,543,966 638,880 773,575 20,703,402 5,543,679 714,205 5,752,330 195,525 1,898,325 $ 36,301,855 $ 33,126,991 $ 36,344,550 $ 34,596,996 $ 36,219,921 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 29,825,953 6,337,737 138,165 27,844,749 5,282,242 - 30,154,760 6,189,790 - 29,395,200 5,163,796 38,000 30,547,045 5,374,876 298,000 $ 36,301,855 $ 33,126,991 $ 36,344,550 $ 34,596,996 $ 36,219,921 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 4,180,255 36,301,855 3,966,179 33,126,991 4,168,500 36,344,550 4,306,650 34,596,996 3,805,500 36,219,921 Total Personnel EXPENSES BY DIVISION Administration Professional Standards Patrol Services Support Services Counseling Services Investigations SWAT Contracted Services Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(32,121,600) $(29,160,812) $(32,176,050) $(30,290,346) $(32,414,421) - 116 - Table of Contents Professional Standards PURPOSE STATEMENT ♦ The Gilbert Police Department Office of Professional Standards oversees internal affairs, recruiting, hiring and accreditation, training, public information, crime prevention, and alarms; emphasizing the maintenance of professional police standards and open lines of communication in the furtherance of the department mission. ♦ ♦ OBJECTIVES FY 2013 ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ Continued new Child ID program and completed over 180 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 gifts through “Blue Line of Love” police toy drive to 75 needy Gilbert families Organized and maintained participation in fundraising events such as the 5k walk/run, to benefit the Special Olympics ♦ The Quarterly Risk Management Program continues to monitor measurements of accountability and statistics for the entire Police Department Property and Evidence Section inspections were conducted as part of the internal audit process to examine and verify accounts and records Quarterly property room inspection of accounts and records for all monies, drugs, and firearms were conducted to verify accuracy and completeness. Quarterly inspection results for 2012 reported 100% compliance Monthly claims audit was performed to ensure that collisions, property damage, property losses and police actions which give rise to a claim have been properly reported and documented Conducted 57 police department tours for citizens and children ♦ ♦ ♦ ♦ Maintain all allotted officer and civilian positions approved by Town Council by June 30, 2013 Complete 40% of total internal investigations within 30 days Complete and route 70% of total internal investigations within 60 days Continue involving the community in crime prevention through the development of new information distribution methods Maintain community relations projects that benefit charitable organizations BUDGET NOTES No major changes occurred in the Professional Standards budget for FY 2013. No additional staffing was authorized. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 % of total investigations completed within 30 days 40.0% 40.2% 34.0% 40.0% % of total internal investigations completed and routed within 60 days (including those completed within 30 days) 72.0% 60.8% 66.0% 70.0% Actual number of officers and civilians hired including over-hires 17 16 27 16 95% 95% 96% 100% PERFORMANCE MEASURES % of authorized positions filled - 117 - 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 2012 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 2010 Actual FY 2011 Budget FY 2012 779,665 428,759 286,442 $ 715,201 Actual FY 2010 Personnel Supplies & Contractual Capital Outlay $ 779,665 $ 758,480 (779,665) $ $ (714,601) $ 760,617 $ 760,617 758,480 $1,500.00 $1,000.00 $500.00 $0.00 - 118 - $ (760,197) $ $2,000.00 FY 2012 711,500 62,075 - 420 760,617 (758,480) $ FY 2013 773,575 Budget FY 2013 Projected FY 2012 $2,500.00 FY 2011 $ 711,630 48,987 - COST PER POLICE FTE FY 2010 480,320 293,255 Projected FY 2012 Budget FY 2012 600 715,201 Budget FY 2013 469,527 291,090 693,610 64,870 - Actual FY 2011 779,665 $ 758,480 Budget FY 2013 Projected FY 2012 Budget FY 2012 715,201 Actual FY 2010 Total Revenues Total Expenses $ 672,541 42,660 $ Projected FY 2012 449,550 308,930 Actual FY 2011 716,491 63,174 - OPERATING RESULTS Net Operating Result Actual FY 2011 481,315 298,350 EXPENSES BY CATEGORY Total Expenses Actual FY 2010 773,575 Budget FY 2013 773,575 (773,575) 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 2012 ♦ ♦ ♦ ♦ Ranked 2nd Safest City/Town with population > 100,000 [source: America’s Safest (and Most Dangerous) Cities report published by CQ Press, a division of Congressional Quarterly Inc.] Developed a more effective patrol staffing schedule based upon workload—allowing for better resource deployment Replaced patrol beat deployment scheme with patrol zone deployment scheme to balance call-for-service workload more efficiently and effectively ♦ ♦ ♦ ♦ ♦ ♦ OBJECTIVES FY 2013 ♦ ♦ Maintain graveyard shift patrol officer time allocation standards:  Patrol Time 25%  Office Initiated Enforcement > 22%  Dispatched CFS <20%  Paperwork/Admin <33% Maintain day/swing shift patrol officer time allocation standards:  Patrol Time 16%  Officer Initiated Enforcement >17%  Dispatched CFS < 33%  Paperwork/Admin <33% Participate in the roll-out of the DDACTS program in cooperation with the Special Operations Division 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 Maintain or increase the total number of DUI related arrests Maintain or increase the total number of officer-initiated traffic contacts Research the need for an enforcement support supervisor position BUDGET NOTES Implement new patrol staffing schedule for workload based resource deployment Maintain patrol zone staffing:  Central District : two zones/ six beats  San Tan District: two zones/ five beats No additional officers are included in the FY 2013 General Fund budget. Expenditure budget appropriations were reduced due to historical analysis of expenses and change in business practices of budgeting. Actual FY 2010 20.44 Actual FY 2011 19.30 Projected FY 2012 24.15 Anticipated FY 2013 22.31 Number of felony arrests 2,381 2,016 2,023 2,087 Number of misdemeanor arrests 9,030 6,314 6,247 7,371 Number of DUI Arrests Alcohol related collisions per thousand residents Traffic contacts 2,213 1,910 1,823 1,929 .62 .45 .45 .53 55,559 48,915 48,565 55,000 10.6 11.0 11.3 11.1 Dispatched calls for service 64,607 61,474 60,006 61,153 Officer initiated calls for Service 128,640 113,969 116,321 121,000 PERFORMANCE MEASURES Crimes committed per 1,000 population Collisions per thousand residents - 119 - 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 Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 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 21.00 158.00 3.00 18.00 7.00 6.00 12.00 183.00 21.00 158.00 3.00 18.00 7.00 6.00 12.00 183.00 21.00 206.00 204.00 204.00 204.00 204.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 16,705,576 386,921 1,971,136 860,179 358,998 1,263,708 15,595,099 368,202 1,625,259 677,694 332,815 968,225 16,560,980 403,430 2,112,470 814,780 354,710 1,088,950 16,480,160 387,790 1,827,940 768,125 370,179 1,084,595 15,783,057 538,840 2,037,615 825,105 402,545 1,116,240 $ 21,546,518 $ 19,567,294 $ 21,335,320 $ 20,918,789 $ 20,703,402 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 19,272,260 2,273,107 1,151 17,722,844 1,844,450 - 19,062,590 2,272,730 - 18,741,710 2,177,079 - 19,117,120 1,586,282 - $ 21,546,518 $ 19,567,294 $ 21,335,320 $ 20,918,789 $ 20,703,402 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,385,718 21,546,518 2,102,270 19,567,294 2,316,750 21,335,320 1,993,330 20,918,789 2,020,500 20,703,402 $(19,160,800) $(17,465,024) $(19,018,570) $(18,925,459) $(18,682,902) PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2010 FY 2011 FY 2012 - 120 - FY 2013 Table of Contents Police Support Services PURPOSE STATEMENT OBJECTIVES FY 2013 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Handled 252,665 calls, including 46,771 9-1-1 calls Introduced “auto-recommend” to assist with dispatching the closest available unit Dispatched all emergency and urgent calls within 90 seconds of receipt of call Gilbert Police Department staff and Information Technology staff cooperatively completed phase I installation of ruggedized mobile laptops in patrol fleet Completed police staffing study (five year plan) Obtained JAG grant to purchase license plate reader technology Completed zero-based budget for FY 2013 PERFORMANCE MEASURES Time between emergency call received to dispatching a police unit Success rate answering 911 emergency calls within 10 seconds Success rate answering non-emergency call within 30 seconds Number of public contacts by Crime Prevention Unit ♦ ♦ ♦ ♦ ♦ Purchase and install ruggedized mobile laptop computing system in the police fleet vehicles that were not included in phase I of project Fill all vacant Communications Center positions and complete entry-level training for same Dispatch all emergency and urgent calls-forservice (CFS) within 90 seconds of receipt of call Maintain 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 Continue to streamline intake and disposal processes for efficiency Continue participation in NIBIN firearms identification program Fill vacant records clerk positions and complete training Purge imaged police reports (paper), upon the final quality assurance inspection BUDGET NOTES Reduction in staffing from FY 2012 adopted is due to the reclassification of one Crime Prevention Specialist to a Crime Analysis Technician in the Investigations section. A onetime appropriation of $298,000 is included in the Communication budget for an upgrade to the dispatch radio console. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 34 seconds 32 seconds 32 seconds 32 seconds 82.7% 88.9% 90.0% 90.0% 99.5% 99.8% 99.0% 99.0% * 4,378,692 4,500,000 4,600,000 *New measure; no data available - 121 - Table of Contents Police Support Services PERSONNEL BY ACTIVITY Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 16.00 38.00 7.00 1.00 4.00 2.00 0.00 1.00 67.00 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 3.00 0.00 72.00 2.00 16.00 38.00 7.00 1.00 3.00 2.00 3.00 0.00 72.00 68.00 73.00 73.00 72.00 72.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2013 122,641 856,434 2,391,773 505,645 71,764 129,462 151,230 229,736 164,470 920,640 2,738,100 550,760 76,150 161,190 158,350 301,550 164,650 873,691 2,460,472 556,660 74,402 126,980 145,295 240,140 598,004 903,020 2,893,660 526,770 66,410 162,040 153,705 240,070 $ 5,064,689 $ 4,458,685 $ 5,071,210 $ 4,642,290 $ 5,543,679 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 4,228,126 699,549 137,014 4,001,355 457,330 - 4,551,650 519,560 - 4,087,260 517,030 38,000 4,537,800 707,879 298,000 $ 5,064,689 $ 4,458,685 $ 5,071,210 $ 4,642,290 $ 5,543,679 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Total Revenues Total Expenses 215,584 5,064,689 Net Operating Result Projected FY 2012 Budget FY 2013 923,138 2,878,559 543,000 71,725 241,868 157,680 248,719 Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2012 154,813 4,458,685 173,000 5,071,210 148,040 4,642,290 155,000 5,543,679 $ (4,849,105) $ (4,303,872) $ (4,898,210) $ (4,494,250) $ (5,388,679) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2010 FY 2011 - 122 - FY 2012 FY 2013 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2013 Gilbert Youth and Adult Resources provides a comprehensive counseling program to Gilbert residents referred by the Gilbert Police Department, Gilbert Municipal Court, or Gilbert Fire Department in order to improve quality of life, assist victims of crime, and reduce offender recidivism. Services include crisis intervention, victim assistance, domestic violence counseling, substance abuse assessment and referral, and youth and adult diversion programming. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ Over 4,700 clients were provided with services 90 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 12 adolescent drug and alcohol classes ♦ ♦ Provide a minimum of 21,000 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 Staffing levels for the Counseling section have not changed since FY 2007. Expenditure budget appropriations were reduced due to historical analysis of expenses and change in business practices of budgeting. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Counseling units of service – individual and group 24,799 20,967 21,296 22,000 Cost per counseling unit $30.43 $31.39 $35.53 $32.46 Victims offered services 1,460 1,395 1,400 1,400 Number of crisis calls handled 89 99 90 100 Average callout response time 26.5 minutes 21.0 minutes 25.0 minutes 25.0 minutes % of youth violence referrals completing the program successfully 95% 95% 95% 95% Total clients served 4,826 4,775 4,800 4,800 PERFORMANCE MEASURES - 123 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2010 Actual FY 2011 Budget FY 2012 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Actual FY 2010 Actual FY 2011 Budget FY 2012 754,513 Total Expenses $ $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 754,513 658,172 754,513 Total Revenues Total Expenses $ 352,829 754,513 Net Operating Result $ 756,710 (401,684) $ 658,172 $ 756,630 Actual FY 2011 756,710 (278,485) $ $ 756,630 378,750 756,710 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2012 - 124 - $ (377,880) $ $5.00 FY 2011 691,600 22,605 - 378,750 756,630 (377,960) $ FY 2013 714,205 Budget FY 2013 Projected FY 2012 COST PER CAPITA FY 2010 $ 698,700 57,930 - Budget FY 2012 379,687 658,172 714,205 Projected FY 2012 708,530 48,180 $ Budget FY 2013 756,630 Budget FY 2012 620,944 37,228 - Actual FY 2010 OPERATING RESULTS $ Budget FY 2013 Projected FY 2012 756,710 Actual FY 2011 707,344 47,169 $ 658,172 Projected FY 2012 714,205 Budget FY 2013 380,000 714,205 (334,205) 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 2013 ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ Exceeded the national average composite clearance rate of 16.8% for index property crimes for cities within the same population range. The Gilbert Police Department average was 22% ♦ 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 Comparative Statistics to enhance proactive enforcement and crime prevention With an average of 56%, Gilbert Police exceeded the national average composite clearance rate of 42.5% for index violent crimes for cities within the same population range ♦ ♦ Maintain or exceed a clearance rate which is higher than the national average for crimes of violence Maintain or exceed a clearance rate which is higher than the national average for property crimes Maintain or exceed a clearance rates on crimes of violence compared to previous year Maintain or exceed clearance rates on property offenses compared to prior 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 Increase in FTE reflects a reclassification of a Crime Prevention Specialist in Support Services to a Crime Analysis Technician in the Intel and Analysis Unit. Major increase in contractual expenditures in General Investigation is a result of an IGA with the City of Mesa for Crime Scene Analysis. Under the new agreement, Mesa will provide full drug screens, faster turnaround times, and DNA analysis. PERFORMANCE MEASURES Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Clearance rate – Violent Crimes 59% 56% 60% 60% 23.6% 22.0% 25.0% 33.0% Total number of cases 924 991 1,200 1,500 Total number of arrests/complaints 376 629 750 1,000 Total number of cases inactivated 341 350 400 276 Percentage of cases inactivated 36.50% 33.00% 33.00% 27.85% Total number of search warrants 149 122 150 175 Total Special Investigations Team cases 140 198 200 200 Clearance rate – Property Crimes - 125 - 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 2012 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 7.00 8.00 36.00 8.00 3.00 6.00 10.00 10.00 8.00 7.00 36.00 8.00 41.00 43.00 43.00 44.00 44.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 432,250 603,551 991,973 1,033,148 630,958 931,293 456,460 652,670 1,041,610 1,151,770 642,450 1,002,790 617,970 677,760 1,012,523 1,104,550 675,186 925,320 1,145,385 669,965 1,033,905 1,200,840 813,465 888,770 $ 4,743,881 $ 4,623,173 $ 4,947,750 $ 5,013,309 $ 5,752,330 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Personnel Supplies & Contractual Capital Outlay 4,299,710 444,171 - 4,262,335 360,838 - 4,569,280 378,470 - 4,552,100 461,209 - 4,802,275 950,055 - $ 4,743,881 $ 4,623,173 $ 4,947,750 $ 5,013,309 $ 5,752,330 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2011 291,830 881,630 2,070,071 1,500,350 - EXPENSES BY CATEGORY Total Expenses Actual FY 2010 4,743,881 200 4,623,173 4,947,750 3,730 5,013,309 5,752,330 $ (4,743,881) $ (4,622,973) $ (4,947,750) $ (5,009,579) $ (5,752,330) COST PER CASE $6,000.00 $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2010 FY 2011 - 126 - FY 2012 FY 2013 Table of Contents SWAT PURPOSE STATEMENT OBJECTIVES FY 2013 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 increased danger to the public. ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ Using federal funds through an Urban Areas Security Initiative grant, tactical training equipment was obtained for Special Weapons and Tactics (SWAT) operators to increase their proficiencies when dealing with high risk incidents. An upgrade to the SWAT team’s tactical robot was also completed 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 and Tactical Equipment Officers 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 Acquire equipment needed to respond to Chemical, Biological, Nuclear, or Radiological events Create a more robust robot program BUDGET NOTES The Personnel costs associated with SWAT are strictly Callout Pay. No police officers are assigned only to this cost center. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 100% 100% 100% 100% Number of special operations members completing the course of instruction 31 32 32 32 Number of tactical operations 17 14 6 10 Training hours 260 260 260 260 PERFORMANCE MEASURES % of special operations members trained in knowledge, skills, and abilities - 127 - Table of Contents SWAT PERSONNEL BY ACTIVITY SWAT Total Personnel EXPENSES BY ACTIVITY SWAT Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 133,071 Total Expenses $ Personnel Supplies & Contractual Capital Outlay 133,927 $ 133,071 $ Actual FY 2011 131,210 146,270 (133,927) $ $ 146,270 131,210 $15,000.00 $10,000.00 $5,000.00 $0.00 - 128 - $ (146,270) $ $20,000.00 FY 2012 101,370 94,155 - 146,270 (131,210) $ FY 2013 195,525 Budget FY 2013 Projected FY 2012 $25,000.00 FY 2011 $ 49,650 96,620 - COST PER TACTICAL OPERATION FY 2010 195,525 Projected FY 2012 Budget FY 2012 133,927 (133,071) $ $ 38,480 92,730 $ Budget FY 2013 146,270 Budget FY 2012 133,927 133,071 $ 131,210 45,256 88,671 - Actual FY 2010 Total Revenues Total Expenses $ Budget FY 2013 Projected FY 2012 131,210 Actual FY 2011 28,097 104,974 - OPERATING RESULTS Net Operating Result $ Actual FY 2010 EXPENSES BY CATEGORY Total Expenses 133,071 133,927 Projected FY 2012 195,525 Budget FY 2013 195,525 (195,525) Table of Contents Contracted Services PURPOSE STATEMENT OBJECTIVES FY 2013 The Town of Gilbert has entered into two separate intergovernmental agreements (IGA) with Maricopa County – 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 for future crime. ♦ ♦ BUDGET NOTES Incarceration booking fees and housing rates increased for FY 2013. During FY 2011, the Municipal Court implemented an in-home detention program. Expenditures for FY 2012 reflect the first complete year that that the inhome detention program was in place. Gilbert is continuing to pursue an IGA with Maricopa County for incarceration services. ACCOMPLISHMENTS FY 2012 ♦ ♦ Obtain IGA with Maricopa County for FY 2014 incarceration and animal control services Monitor and research cost effectiveness of Animal Control contractual services versus implementing in-house program Successfully renewed animal control IGA and maintained positive working relationship with Maricopa County to assure best services for Gilbert residents Lowered incarceration costs with the implementation of pilot programs by Gilbert Courts PERFORMANCE MEASURES Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Calls for Animal Control service 1,712 1,833 1,557 1,600 Cost per Call – Animal Control $77.76 $76.25 $92.46 $92.70 Cost Per Capita – Animal Control $0.64 $0.65 $0.66 $0.66 Daily Inmate Housing Rates $71.66 $71.66 $73.54 $85.91 Cost Per Capita - Incarceration $11.10 $9.67 $6.41 $7.84 - 129 - Table of Contents Contracted Services Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Animal Control Incarceration Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Projected FY 2012 Budget FY 2013 139,773 2,063,890 139,780 2,400,000 143,966 1,400,000 148,325 1,750,000 $ 2,453,664 $ 2,203,663 $ 2,539,780 $ 1,543,966 $ 1,898,325 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,453,664 - 2,203,663 - 2,539,780 - 1,543,966 - 1,898,325 - $ 2,453,664 $ 2,203,663 $ 2,539,780 $ 1,543,966 $ 1,898,325 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 $ (1,227,540) $ 1,328,609 2,203,663 1,300,000 2,539,780 1,782,380 1,543,966 (875,054) $ (1,239,780) $ COST PER CAPITA - CONTRACTED SERVICES $15.00 $12.00 $9.00 $6.00 $3.00 $0.00 FY 2010 Budget FY 2013 133,117 2,320,547 1,226,124 2,453,664 Net Operating Result Projected FY 2012 FY 2011 FY 2012 - 130 - FY 2013 238,414 1,250,000 1,898,325 $ (648,325) 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 2013 ♦ Contribute to keeping Gilbert a safe and prepared community through effective and efficient emergency response, by educating the community with key behaviors for life and property safety, and by 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 - 131 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Administration Operations Prevention Emergency Operations 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 6.00 182.00 6.50 2.50 197.00 197.00 197.00 197.00 197.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 588,874 18,530,644 604,490 264,202 599,481 18,375,930 604,744 282,841 693,590 19,294,370 632,860 270,670 655,433 19,754,430 637,978 277,385 665,495 19,964,441 668,955 268,365 $ 19,988,210 $ 19,862,996 $ 20,891,490 $ 21,325,226 $ 21,567,256 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 17,589,063 2,350,586 48,561 17,374,294 2,488,702 - 18,444,880 2,446,610 - 18,943,060 2,382,166 - 19,134,080 2,433,176 - $ 19,988,210 $ 19,862,996 $ 20,891,490 $ 21,325,226 $ 21,567,256 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,241,847 19,988,210 1,378,320 19,862,996 1,185,000 20,891,490 1,173,890 21,325,226 1,203,150 21,567,256 Total Personnel EXPENSES BY DIVISION Administration Operations Prevention Emergency Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(18,746,363) $(18,484,676) $(19,706,490) $(20,151,336) $(20,364,106) - 132 - Table of Contents Fire Operations PURPOSE STATEMENT ♦ The Fire Operations Division is dedicated to protecting the lives and property of our citizens and those who visit Gilbert. We will strive to provide emergency services that meet or exceed national and local standards while maximizing the use of available resources. OBJECTIVES FY 2013 ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Developed a Significant Event Notification procedure instituting a new emergency notification tool ♦ Maintained a sub four minute response travel time average to emergency incidents Began development of an electronic reporting system for collecting and storing patient care documentation and other field generated records Began construction of Fire Station #10 Transitioned all fire stations to G2 incident alerting systems Inspected all fire hydrants on the Town’s water system Implemented initiatives department-wide with the goal of reducing fire unit out of service time by 10% Completed improvements in the Emergency Operations Center Expanded utilization of volunteers in support roles in the Administration and Operations divisions Planned and executed a disaster exercise that included a fully functional Emergency Operations Center ♦ ♦ ♦ ♦ ♦ ♦ Maintain average response travel time of < 4 minutes to emergency incidents in Gilbert Maintain average response time of < 5 minutes to emergency incidents in Gilbert Provide training to all Operations personnel in order to maintain minimum requirement of 60 hours per quarter per employee Plan and execute a functional Emergency Operations Center exercise Facilitate Emergency Operations Center training to include National Incident Management System, data management and section specific training Implement an electronic system for collecting and storing patient care documentation and other field generated records Continue to look for opportunities to implement processes that maintain service levels while facing budget challenges Complete fire station and apparatus communications system upgrades Begin service from Fire Station #10 BUDGET NOTES Key increases include an increase in Overtime due to staffing changes and one-time implementation of Electronic Patient Care Reporting system. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Average response time from apparatus en route to on scene (travel time) 3 minutes 43 seconds 3 minutes 37 seconds 3 minutes 48 seconds 3 minutes 50 seconds Average time from dispatch to fire unit en route (turnout time) 58 seconds 1 minute 2 seconds 1 minute 2 seconds 60 seconds % of time second due fire unit arrives within 6 minutes (travel time) 80% 86% 82% 80% Training hours per operations employee 242 275 266 270 Structure fires per 1,000 population 0.80 0.63 0.55 0.60 Total volunteer participation hours * 20,434 20,873 21,291 Value, in dollars, of volunteer support * $445,916 $456,910 $468,189 PERFORMANCE MEASURES *New measure; no data available - 133 - 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 Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 6.00 176.00 6.00 176.00 6.00 176.00 6.00 176.00 6.00 176.00 182.00 182.00 182.00 182.00 182.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 646,604 17,884,040 685,743 17,690,187 830,990 18,463,380 782,450 18,971,980 786,660 19,177,781 $ 18,530,644 $ 18,375,930 $ 19,294,370 $ 19,754,430 $ 19,964,441 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 16,287,420 2,194,663 48,561 16,056,629 2,319,301 - 17,041,540 2,252,830 - 17,534,020 2,220,410 - 17,720,220 2,244,221 - $ 18,530,644 $ 18,375,930 $ 19,294,370 $ 19,754,430 $ 19,964,441 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,230,263 18,530,644 1,335,050 18,375,930 1,081,000 19,294,370 1,111,930 19,754,430 1,163,150 19,964,441 $(17,300,381) $(17,040,880) $(18,213,370) $(18,642,500) $(18,801,291) COST PER CAPITA $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2010 FY 2011 FY 2012 - 134 - FY 2013 Table of Contents Fire Prevention PURPOSE STATEMENT OBJECTIVES FY 2013 To make our community a safe place to live and work by embracing fire prevention principles 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Established a hazard rating for all nonresidential businesses in Gilbert and an annual fire inspection fee Facilitated businesses with hazardous materials to report material type and amounts electronically to the Arizona State Emergency Response Commission website which provides needed information to responding fire crews Assisted in the development of an electronic report to be utilized by engine companies while conducting safety surveys of low risk businesses Assigned an additional fire investigator to the Terrorism Liaison Officer Program Augmented the car seat program by adding one national certified car seat instructor and two car seat technicians - conducted 175 car seat installations Delivered community outreach and preventative education to over 15,000 citizens facilitated throughout the year in unintentional risk areas for children and adults which included drowning prevention, fall safety, basic first aid, fire safety in the homes and schools, car seat installations, and bike safety PERFORMANCE MEASURES % of total commercial occupancies inspected Arson fires per 1,000 population Public education contacts per 1,000 population ♦ ♦ ♦ Continue to provide an all-hazards approach to community public education Develop an online payment form for fire permits and fees Collect and make available all Arizona State Emergency Response Commission data in the department’s records management system and plot in GIS Record all alarm, sprinkler, and hood permits in GIS Inspect all high and low hazard non-residential occupancies Report all school fire inspections to the State Fire Marshal’s Office electronically Inspect all restaurant kitchen hood systems every 6 months Increase car seat installations by 10% BUDGET NOTES Budget increases include one-time expense for life-cycle replacement of computers as well as ongoing increases in software support to enhance volunteer management and improve emergency notification of volunteers. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 * 30% 51% 100% .02 .05 .06 .07 * 71 69 67 *New measure; no data available - 135 - 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 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 506,437 90,221 7,832 Total Expenses $ 604,490 489,134 102,678 12,932 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 604,490 Total Revenues Total Expenses $ 2,696 604,490 Net Operating Result $ 632,860 (601,794) $ 604,744 $ 637,978 Actual FY 2011 632,860 (574,070) $ $ 637,978 94,000 632,860 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2012 - 136 - $ (586,038) $ $5.00 FY 2011 569,540 99,415 - 51,940 637,978 (538,860) $ FY 2013 668,955 Budget FY 2013 Projected FY 2012 ANNUAL FIRE PREVENTION COST PER CAPITA FY 2010 $ 567,490 70,488 - Budget FY 2012 30,674 604,744 545,565 104,320 19,070 Projected FY 2012 553,350 79,510 $ Budget FY 2013 512,116 108,242 17,620 Budget FY 2012 547,527 57,217 - Actual FY 2010 OPERATING RESULTS $ Budget FY 2013 Projected FY 2012 508,610 108,540 15,710 Actual FY 2011 553,067 51,423 - Total Expenses 604,744 Projected FY 2012 668,955 Budget FY 2013 30,000 668,955 (638,955) Table of Contents Parks and Recreation _________________________________ Parks and Recreation Summary Parks and Open Space Aquatics Recreation Centers Recreation Programs Table of Contents Parks and Recreation DEPARTMENT DESCRIPTION The Parks and Recreation 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. The department works closely with the Parks, Recreation and Library Services Advisory Board, and the Human Relations and Cultural Arts Promotion Commission, with members being appointed by the Council. 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, Water Tower Park, 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 2013 ♦ ♦ ♦ ♦ ♦ Increase volunteerism and citizen involvement in the upkeep of park facilities and trails Complete the 10-Year Parks and Recreation Master Plan Update the Capital Improvement Plan to reflect high priority infrastructure upgrades and repair projects Work with Gilbert Public Schools to create a marketing partnership for youth programming Complete the first series of “Wildly Important Goals” (WIGs) as part of the Town’s commitment to the Four Disciplines of Execution ORGANIZATIONAL CHART PARKS AND RECREATION Riparian Programs Parks and Open Space Parks Maintenance PKID Maintenance CDBG/HOME 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 Southeast Regional Library Perry Branch Library - 137 - Table of Contents Parks and Recreation PERSONNEL BY DIVISION Administration Parks and Open Space Aquatics Recreation Centers Recreation Programs Total Personnel EXPENSES BY DIVISION Administration Parks and Open Space Aquatics Recreation Centers Recreation Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2012 Budget FY 2013 Actual FY 2010 Actual FY 2011 Budget FY 2012 9.55 29.36 23.44 35.27 6.57 7.55 29.36 20.38 35.27 6.57 7.55 29.36 20.38 35.65 6.50 8.05 29.36 20.42 35.54 6.07 8.05 30.33 20.42 35.54 6.82 104.19 99.13 99.44 99.44 101.16 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 664,026 3,512,883 748,077 4,720,049 711,567 626,220 3,599,477 703,393 5,067,336 714,878 665,260 3,607,930 845,750 5,199,710 803,810 705,845 3,828,273 878,369 5,349,000 795,550 668,165 3,777,865 881,093 5,438,863 841,065 $ 10,356,602 $ 10,711,304 $ 11,122,460 $ 11,557,037 $ 11,607,051 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 4,373,558 5,983,044 - 4,235,443 6,475,861 - 4,557,500 6,564,960 - 4,717,240 6,839,797 - 4,768,820 6,838,231 - $ 10,356,602 $ 10,711,304 $ 11,122,460 $ 11,557,037 $ 11,607,051 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,751,371 10,356,602 2,953,294 10,711,304 3,284,680 11,122,460 3,009,130 11,557,037 3,346,110 11,607,051 $ (7,605,231) $ (7,758,010) $ (7,837,780) $ (8,547,907) $ (8,260,941) - 138 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2013 Provide safe, well-maintained, and desirable park, open space, and municipal area resources for the residents of Gilbert and visiting patrons. ♦ Establish a formal “Adopt-A-Park” program ♦ Increase computer-based inventory of park assets ♦ Establish a “Memorial Tree” program ♦ Research the potential savings of leasing parks equipment ♦ Coordinate a new “Memorial Brick” program for Cosmo Park ♦ Increase ramada rentals ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ Installed web-based controller systems in district parks for ball field lights Dog waste digester installed at Cosmo Park Repairs made to Water Tower Park to enable all water features to fully operate Park landscape contracts were revised to increase efficiency of services and save money Increased use of soil testing to better manage turf conditions on sports fields Increased utilization of volunteer groups for maintenance projects in parks and trails BUDGET NOTES Personnel costs increased due to an increase in the Arizona State Retirement contribution and an increase in seasonal hours approved for the Grounds Maintenance Worker classification. There were no personnel salary increases for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Cost per acre to maintain trails, parks, open space, and support facilities $5,388 $5,521 $5,872 $5,794 Percentage of citizens generally or very satisfied with parks 93.8% 95.7% N/A* 96.0% 60% 60% N/A* 60% PERFORMANCE MEASURES Percentage of citizens utilizing Freestone Park facilities * Based on annual Head-of-Household survey data - survey not completed in FY 2012; data not available - 139 - Table of Contents Parks and Open Space PERSONNEL BY ACTIVITY Parks and Open Space Total Personnel EXPENSES BY ACTIVITY Projected FY 2012 29.36 29.36 29.36 29.36 30.33 29.36 29.36 29.36 29.36 30.33 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 3,607,930 3,828,273 3,777,865 $ 3,512,883 $ 3,599,477 $ 3,607,930 $ 3,828,273 $ 3,777,865 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,585,459 1,927,424 - 1,516,410 2,083,067 - 1,558,920 2,049,010 - 1,650,490 2,177,783 - 1,702,160 2,075,705 - $ 3,512,883 $ 3,599,477 $ 3,607,930 $ 3,828,273 $ 3,777,865 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Personnel Supplies & Contractual Capital Outlay OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2012 3,599,477 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 3,512,883 Parks and Open Space Total Expenses Actual FY 2010 170,866 3,512,883 328,338 3,599,477 316,950 3,607,930 343,570 3,828,273 541,150 3,777,865 $ (3,342,017) $ (3,271,139) $ (3,290,980) $ (3,484,703) $ (3,236,715) ANNUAL COST PER ACRE MAINTAINED $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2010 FY 2011 - 140 - FY 2012 FY 2013 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2013 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. ♦ Complete ADA modifications to pools ♦ Repair decking, plaster, and lighting repairs at Mesquite Aquatic Center ♦ Expand pool rental program ♦ Provide swim lessons to an estimated 7,500 children ♦ Complete staffing assessment to determine needs of the aquatics section ACCOMPLISHMENTS FY 2012 BUDGET NOTES ♦ Completed repairs to Williams Field Pool decking, tumble buckets, and pool return system ♦ Expanded Saturday swim lesson program to a six-week session, in addition to Monday through Thursday lesson program ♦ Repaired Greenfield Pool and Perry Pool decking and expansion joints ♦ Continued successful partnerships with Gilbert, Higley, and Chandler school districts in operating pools ♦ Enrolled a record number (1,332) of children in the swim team program There were no personnel salary increases for FY 2013. Staffing levels remain at the same level as FY 2012. An increase in the Arizona State Retirement contribution rate resulted in an increase in the Personnel costs for FY 2013. Supplies and contractual expenses increased largely in the area of building repairs and maintenance. Due to the age of the pools, repair and maintenance costs have been increasing in order to keep the pools safe and operational. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Cost recovery for aquatics (direct costs) 54% 54% 50% 53% Number of swim lesson participants 7,453 7,277 7,500 7,500 Number of swim and dive team participants 1,532 1,496 1,550 1,550 Annual total participation for aquatics 45,065 44,674 45,000 45,000 PERFORMANCE MEASURES - 141 - 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 2010 Actual FY 2011 Budget FY 2012 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 5.96 4.93 4.61 4.87 0.05 5.96 4.93 4.61 4.87 23.44 20.38 20.38 20.42 20.42 Actual FY 2010 Actual FY 2011 Budget FY 2012 14,888 204,869 177,025 146,424 160,187 23,098 220,455 188,038 152,189 164,297 Total Expenses $ 748,077 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 748,077 Total Revenues Total Expenses $ 405,898 748,077 Net Operating Result $ 845,750 (342,179) $ 703,393 $ 878,369 Actual FY 2011 845,750 (320,157) $ $ 878,369 508,660 845,750 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2012 - 142 - $ (442,619) $ $25.00 FY 2011 669,810 211,283 - 435,750 878,369 (337,090) $ FY 2013 881,093 Budget FY 2013 Projected FY 2012 COST PER PARTICIPANT FY 2010 $ 655,300 223,069 - Budget FY 2012 383,236 703,393 15,175 263,699 201,948 186,523 213,748 Projected FY 2012 651,970 193,780 $ Budget FY 2013 16,010 243,538 215,180 199,166 204,475 Budget FY 2012 482,216 221,177 - Actual FY 2010 OPERATING RESULTS $ Budget FY 2013 Projected FY 2012 18,570 234,860 206,310 191,240 194,770 Actual FY 2011 555,507 192,570 - Total Expenses 703,393 Projected FY 2012 881,093 Budget FY 2013 467,750 881,093 (413,343) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2013 ♦ Address the flooring issues at McQueen Park Activity Center to include repair and replacement of damaged areas ♦ Complete study to determine the need for exterior signage for the Freestone Recreation Center along Guadalupe Road ♦ Revise and implement new indoor rental fee structures for the facilities ♦ Work with Gilbert Police, Gilbert Fire and Gilbert Public Schools to establish safety protocols, Code of Conduct(s), staff training for emergency/incident management, and participation in Red Cross Mass Care Sheltering training course 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 2012 ♦ Completed Freestone Recreation Center facility improvements to include steam room renovation, reupholstering of furniture and fitness equipment and new front desk countertops and cabinets ♦ Restructured of the Freestone Kiddy Korner to include dedicated staffing for this particular amenity within the facility. This change has increased participation and provided better service for our parents and young facility patrons ♦ Relocated a Recreation Coordinator from the Administrative office to the Southeast Regional Library to increase programming at that location as well as communication and collaboration with library staff ♦ Reintroduced a five session program schedule for classes (winter, spring, summer, fall, holiday) to include an annual timeline for planning and scheduling efficiency 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 (not including libraries) BUDGET NOTES Authorized one time expenditures for FY 2013 include $18,000 for slurry sealing the parking lot at Freestone Recreation Center, $25,000 for slurry sealing the parking lot at the Southeast Regional Library, and $32,000 to replace the carpeting in the children’s area of the Southeast Regional Library. In addition, the IGA for library services was increased by approximately $71,000 to allow for a security guard at the Southeast Regional Library. There were no personnel salary increases for FY 2013. Personnel cost increases are a result of a change in the Arizona State Retirement contribution rate. Southwest Regional and Perry Branch Library are staffed by Maricopa County according to an IGA with the County. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 11% 11% N/A* 11% 207,189 212,030 220,000 222,000 2,967 2,968 2,500 2,500 $18.69 $18.98 $19.15 $18.22 * Based on annual Head-of-Household survey data - survey not completed in FY 2012; data not available - 143 - 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 Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 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 5.19 8.86 0.41 17.30 3.78 0.00 5.19 8.86 0.41 17.30 3.78 0.00 35.27 35.27 35.65 35.54 35.54 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 346,164 459,188 45,132 1,032,312 1,928,111 909,142 335,364 506,660 17,187 1,052,747 2,259,097 896,281 353,500 556,870 28,520 1,025,400 2,277,820 957,600 326,310 491,190 33,780 1,077,950 2,455,170 964,600 308,404 456,126 29,781 1,040,642 2,614,700 989,210 $ 4,720,049 $ 5,067,336 $ 5,199,710 $ 5,349,000 $ 5,438,863 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,315,428 3,404,621 - 1,318,015 3,749,321 - 1,361,930 3,837,780 - 1,403,300 3,945,700 - 1,402,250 4,036,613 - $ 4,720,049 $ 5,067,336 $ 5,199,710 $ 5,349,000 $ 5,438,863 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,665,402 4,720,049 Net Operating Result Projected FY 2012 1,736,023 5,067,336 1,970,860 5,199,710 1,731,330 5,349,000 1,759,050 5,438,863 $ (3,054,647) $ (3,331,313) $ (3,228,850) $ (3,617,670) $ (3,679,813) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2010 FY 2011 FY 2012 - 144 - FY 2013 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2013 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. ♦ Identify and develop relationship with 5 new local businesses/corporations for potential development in supporting Town special events financially or through work group volunteering ♦ Create two new advertising opportunities to help event promoters and local businesses promote their event or business, in turn continuing to encourage people to shop in Gilbert ♦ Introduce the new special event approval process to all event promoters interested in holding events in Gilbert. The process will be implemented to help support the promoters and help produce safe events with efficient communication between all departments and the promoter ♦ Oversee the planning and implementation of the annual Gilbert Days Parade ♦ Increase collaboration programming with Higley School District ACCOMPLISHMENTS FY 2012 ♦ 750 children participated in the Spring ball Program ♦ Successfully produced the KA-POW! Superhero Adventure Run, providing families with a healthy recreation based obstacle run ♦ Successfully negotiated a presenting level sponsorship agreement with Gilbert Promotional Corporation for the 2012 Gilbert Days Parade ♦ Implemented changes to the Halloween Carnival event, (now named the Fall Music and Halloween Festival), to help improve traffic/parking and safety concerns that had been expressed by Public Safety. Event time was extended to 10 hours, and new elements were added to the event to market towards a larger demographic of patrons BUDGET NOTES There were no personnel salary increases for FY 2013. During the FY 2013 budget process, it was determined to reallocate the budget appropriation from Outdoor Programs to the actual center where the event planning is taking place. In addition, in order to better reconcile Special Events, a separate cost center was created to separate administrative costs from the actual costs of the events. Each event now has a project number in order to quickly determine the revenue and expenditures of any given event. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Percentage of citizens attending the Concert in the Park series 8% 8% N/A* 8% Percentage of citizens participating in recreation programs 20% 20% N/A* 20% Adult Sports cost recovery percentage 127% 126% 109% 118% Recreation Programs cost recovery percentage 72% 71% 63% 69% PERFORMANCE MEASURES * Based on annual Head-of-Household survey data - survey not completed in FY 2012; data not available - 145 - Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Teen Programs Youth Sports Adult Sports Special Events Admin Special Events Special Needs Outdoor Programs Total Personnel EXPENSES BY ACTIVITY Teen Programs Youth Sports Adult Sports Special Events Admin Special Events Special Needs Outdoor Programs Total Expenses $ Budget FY 2012 0.00 1.38 1.71 2.59 0.00 0.70 0.19 0.00 1.38 1.71 2.59 0.00 0.70 0.19 0.00 1.20 1.71 2.82 0.00 0.58 0.19 0.00 0.86 1.71 2.82 0.00 0.68 0.00 0.00 0.86 1.71 3.57 0.00 0.68 0.00 6.57 6.57 6.50 6.07 6.82 Actual FY 2010 Actual FY 2011 Budget FY 2012 711,567 92,600 233,397 316,405 32,920 39,556 $ Actual FY 2010 Personnel Supplies & Contractual Capital Outlay $ 711,567 $ 509,205 711,567 $ $ (202,362) $ 714,878 $ 505,697 714,878 (209,181) $ 803,810 Budget FY 2013 93,886 246,830 377,854 47,550 29,430 $ 795,550 67,780 233,867 264,610 225,660 49,148 $ Projected FY 2012 428,000 375,810 - Actual FY 2011 - 146 - 803,810 Budget FY 2013 Projected FY 2012 Budget FY 2012 378,537 336,341 - Actual FY 2010 Total Revenues Total Expenses 714,878 Projected FY 2012 115,920 229,460 374,040 42,280 42,110 Actual FY 2011 386,807 324,760 - OPERATING RESULTS Net Operating Result Actual FY 2011 2,249 90,244 223,331 327,392 33,158 35,193 EXPENSES BY CATEGORY Total Expenses Actual FY 2010 Budget FY 2013 401,290 394,260 $ Budget FY 2012 488,210 803,810 (315,600) $ 795,550 841,065 425,140 415,925 $ Projected FY 2012 498,400 795,550 (297,150) $ 841,065 Budget FY 2013 578,160 841,065 (262,905) Table of Contents Non-Departmental _________________________________ Non-Departmental Summary Table of Contents Non-Departmental Miscellaneous 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. Insurance This is the General Fund portion of the Public Entity Insurance package. Policies include Police Liability, Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. 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. Tuition Reimbursement Based on historical usage, $150,000 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. Copy Services For FY 2013, all appropriations related to Copy Services were moved from departmental cost centers to Non-Departmental. New software is being implemented to allow for accurate accounting by cost center. It is the intention that once this software is in place, these appropriations will once again be recorded at the cost center level. Outside Agencies The purpose of Outside Agencies is to augment funding for various social service agencies that provide service in Gilbert. Using the funding process established in FY 2008, staff reviewed and ranked the eligible applications and then used a multi-step process to develop funding recommendations to Council. The funding allocations for FY 2013 are as follows: Boys/Girls Club Gilbert Branch Gilbert CAP Program Senior Nutrition Salvation Army Central AZ Shelter Services Save The Family East Valley Men's Center La Mesita Family Shelter A New Leaf, EMPOWER Program My Sister's Place Next Step Program United Food Bank Mayfield Alternative Youth Center Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency for FY 2013 was calculated to equal the unassigned fund balance after all reserves were identified. $ 125,000 123,170 23,720 17,800 5,000 5,000 5,000 5,000 5,000 5,000 4,860 3,000 3,000 Beginning in FY 2012, contingency transactions up to $25,000 can be authorized by the Budget Manager and transactions up to $50,000 can be authorized by the Town Manager. Contingency transactions over $50,000 must be authorized by Council. Council will be provided with a quarterly update of all approved contingency transactions. Economic Development Reserve Council has given staff direction that the amount allocated for Outside Agencies is to decrease by one-third beginning in FY 2014. No allocation will be appropriated to Outside Agencies beginning in FY 2016. The adopted budget includes an Economic Development Reserve. This reserve recognizes the importance of investment in local economic development activities. Per Policy Statement 2011-005, Gilbert shall annually budget an Economic Development Reserve of $5 million in the General Fund for the purpose of supporting economic development activities in Gilbert. Utilization of this funding will occur within existing Town policies on expenditures and use of funding, requiring Council approval for expenditures exceeding $50,000. In addition to the Outside Agencies listed above, Council authorized funding to the Gilbert Historical Museum in the amount of $51,500 and an allowance in the amount of $8,000 for culture and the arts. - 147 - Table of Contents Non-Departmental PERSONNEL No Personnel Allocations Total Personnel EXPENSES Transportation Outside Agencies Budget Savings Miscellaneous ED Reserve Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 1,154,759 496,351 4,514 - 979,860 390,420 2,144,249 - $ 1,655,624 $ 3,514,529 Actual FY 2010 Actual FY 2011 1,655,624 - 3,514,529 - $ 1,655,624 $ 3,514,529 Actual FY 2010 Actual FY 2011 31,128 1,655,624 42,699 3,514,529 1,194,100 408,110 (2,888,000) 2,087,290 1,927,000 Projected FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 1,247,082 347,003 2,729,317 - 547,700 389,500 3,392,270 5,000,000 11,800,000 $ 2,728,500 $ 4,323,402 $ 21,129,470 Budget FY 2012 Projected FY 2012 Budget FY 2013 (320,000) 3,048,500 - 308,090 4,015,312 - 21,129,470 - $ 2,728,500 $ 4,323,402 $ 21,129,470 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,728,500 340,510 4,323,402 21,129,470 $ (1,624,496) $ (3,471,830) $ (2,728,500) $ (3,982,892) $(21,129,470) - 148 - Table of Contents Enterprise Funds __________________________________________ Enterprise Funds Summary Water Wastewater Environmental Services - Residential Environmental Services - Commercial 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. 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 Environmental Services: Residential Manage the integrated solid waste operation to provide environmentally sound collection and disposal of solid waste for residential customers Commercial Manage the integrated solid waste operation to provide environmentally sound collection and disposal of solid waste for commercial customers FUND ACTIVITY The following is a statement of revenue, expenses and transfers for the Enterprise Funds based on the adopted budget for FY 2013. Total Operating Revenues Water Wastewater $ 37,907,000 $ 22,935,000 Total Operating Expenses (28,883,628) Operating Income (Loss) $ (16,425,735) $ 2,676,276 - - - $ 9,023,373 $ 6,509,265 $ 2,676,276 90,000 920,000 155,000 (11,547,910) Net Income $ (2,434,538) (7,371,850) $ 57,415 (1,914,500) $ $ PUBLIC WORKS Enterprise Funds Water Environmental Services - Residential Wastewater Environmental Services - Commercial 998,996 524,500 - $ 524,500 - (1,832,280) ORGANIZATIONAL CHART - 149 - $ 2,439,000 (12,685,724) $ 6,509,265 Operating Transfers In Operating Transfers Out $ 15,362,000 9,023,373 Non-Operating Revenues (Expenses) Income (Loss) Before Transfers Environmental Services Residential Commercial (268,590) $ 255,910 Table of Contents Enterprise Funds Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 83.00 37.00 72.22 6.78 0.70 118.25 40.68 72.22 6.78 0.00 120.25 41.68 71.22 7.28 0.00 119.25 41.68 71.22 7.28 0.00 118.25 41.68 71.72 7.28 0.00 199.70 237.93 240.43 239.43 238.93 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 20,142,002 12,233,357 9,648,762 1,757,877 54,180 21,945,675 13,219,758 10,088,919 1,784,858 10,739 24,895,480 15,194,320 11,333,750 1,954,020 - 26,850,416 14,230,473 11,069,249 1,796,757 - 28,883,628 16,425,735 12,685,724 1,914,500 - $ 43,836,178 $ 47,049,949 $ 53,377,570 $ 53,946,895 $ 59,909,587 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 13,132,841 30,389,914 313,423 15,372,080 31,643,405 34,464 13,860,640 38,848,930 668,000 14,560,853 38,736,043 650,000 15,908,094 43,425,493 576,000 $ 43,836,178 $ 47,049,949 $ 53,377,570 $ 53,946,895 $ 59,909,587 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 73,741,188 4,354,147 77,226,856 1,181,695 75,503,110 1,165,000 77,549,770 1,191,710 78,643,000 1,165,000 $ 78,095,335 $ 78,408,551 $ 76,668,110 $ 78,741,480 $ 79,808,000 43,836,178 22,018,948 47,049,949 17,574,846 53,377,570 24,229,610 53,946,895 22,882,510 59,909,586 21,020,630 Total Uses $ 65,855,126 $ 64,624,795 $ 77,607,180 $ 76,829,405 $ 80,930,216 Net Operating Result $ 12,240,209 $ 13,783,756 $ PERSONNEL BY DIVISION Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Irrigation Total Personnel EXPENSES BY DIVISION Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Irrigation Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 150 - (939,070) $ 1,912,075 $ (1,122,216) Table of Contents Water _________________________________ Water Summary Water Conservation Water Production Water Quality Assurance Water Distribution Water Metering Utility Customer Service Public Works Administration Utility Locates Water Resources 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 2013 ♦ 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 Environmental Services Production Water Wastewater Distribution Quality Assurance Plant Production Well Production Water Resources Backflow - 151 - Conservation Metering Table of Contents Water Actual FY 2010 Actual FY 2011 Budget FY 2012 2.00 3.00 33.00 6.00 13.00 26.00 0.00 0.00 0.00 0.00 2.00 3.00 37.25 6.00 13.00 26.00 13.50 12.50 5.00 0.00 2.00 3.00 38.25 6.00 13.00 26.00 18.00 9.00 5.00 0.00 2.00 3.00 38.25 6.00 13.00 26.00 18.00 8.00 5.00 0.00 1.00 3.00 38.25 6.00 13.00 26.00 18.00 7.00 5.00 1.00 83.00 118.25 120.25 119.25 118.25 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 560,608 270,229 11,104,890 521,204 1,224,890 3,015,331 3,444,850 485,763 278,961 11,573,624 506,475 1,572,689 2,680,726 569,528 407,141 238,879 3,631,889 749,910 311,270 14,067,900 539,760 1,693,430 3,148,740 4,384,470 992,327 257,735 15,758,507 518,403 1,656,053 3,046,167 597,593 239,622 182,279 3,601,730 346,167 267,627 10,560,000 603,139 1,706,986 3,796,397 624,130 237,845 202,045 5,181,322 5,357,970 $ 20,142,002 $ 21,945,675 $ 24,895,480 $ 26,850,416 $ 28,883,628 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 5,425,594 14,716,408 - 6,514,501 15,431,174 - 5,912,140 18,783,340 200,000 6,609,353 20,056,064 185,000 6,746,247 21,907,381 230,000 $ 20,142,002 $ 21,945,675 $ 24,895,480 $ 26,850,416 $ 28,883,628 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 36,139,626 108,525 38,267,349 159,396 37,144,000 90,000 37,582,100 116,710 37,907,000 90,000 $ 36,248,151 $ 38,426,745 $ 37,234,000 $ 37,698,810 $ 37,997,000 20,142,002 9,474,138 21,945,675 8,691,161 24,895,480 13,081,270 26,850,416 12,283,340 28,883,628 11,547,910 Total Uses $ 29,616,140 $ 30,636,836 $ 37,976,750 $ 39,133,756 $ 40,431,538 Net Operating Result $ 6,632,011 $ 7,789,909 $ PERSONNEL BY DIVISION Administration Conservation Production Quality Assurance Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Total Personnel EXPENSES BY DIVISION Administration Conservation Production Quality Assurance Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 152 - Projected FY 2012 Budget FY 2013 (742,750) $ (1,434,946) $ (2,434,538) Table of Contents Water Conservation PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Expanded HOA water budget program participation Hosted the Town’s first 4th grade water education festival for Gilbert Public Schools students Partnered with The Alliance for Water Efficiency to recommend water efficiency standards for a nationwide new home labeling program Gained national attention for our AMWUA partnership for the Fix A Leak race, and received an award for the 2011 event from the International Association of Business Communicators Worked closely with the Town Parks Department on the PKID (Parkway Maintenance Improvement District) areas, resulting in millions of gallons of water saved Implemented new conservation measures with the Town Streets and Parks Departments Increase HOA water budget participation through marketing of program Broaden the educational programs to include more grade levels Maintain compliance with the Arizona Department of Water Resources Non Per Capita Conservation Program Partner with neighboring cities to achieve cost savings on regional water conservation projects and messaging campaigns BUDGET NOTES There were no personnel salary increases for FY 2013. $7,000 in one-time expenses was requested for participation in a regional Water Education for Teachers program. No rate increase for Water services was required for FY 2013. Actual FY 2010 Projected FY 2011 Anticipated FY 2012 Projected FY 2013 2,425 2,598 2,910 3,500 Residential audits 410 323 261 275 Commercial audits 20 16 13 15 PERFORMANCE MEASURES # of students participating in educational programs - 153 - Table of Contents Water Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2010 Actual FY 2011 Budget FY 2012 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 270,229 Total Expenses $ $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 270,229 278,961 270,229 $ 311,270 $ 278,961 $ 257,735 311,270 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2011 FY 2012 - 154 - $ FY 2013 257,735 267,627 Budget FY 2013 247,600 10,135 - COST PER CAPITA FY 2010 267,627 Projected FY 2012 247,070 64,200 $ Budget FY 2013 257,735 Budget FY 2012 244,924 34,037 - Budget FY 2013 Projected FY 2012 311,270 Actual FY 2011 248,451 21,778 $ 278,961 Projected FY 2012 225,470 42,157 $ 267,627 Table of Contents Water Production PURPOSE STATEMENT OBJECTIVES FY 2013 To facilitate the production of a safe and dependable water supply to meet all seasonal & daily demands for water. To meet all Federal, State and Local water quality requirements. Maintain sufficient water pressure throughout the Town’s water service area to meet all residential, commercial, fire and emergency needs. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained water pressure in 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 Real-time trending and installation of backfill chlorinators have more efficiently maintained system chlorine residuals Ran pilot tests with Scan Analyzer at Neely Water Treatment Plant to assess installation Arsenic treatment sites are being used to maximize water production at sites 14, 15, 21 and 25 New well site 29 is complete and pumping into system ♦ ♦ Participate in development of Gilbert’s Integrated Water Master Plan, Emergency Response Plan and Vulnerability Assessment Treat surface and groundwater to meet all water quality regulations for federal, state and county Participate in design of water production facilities to ensure they meet the daily water demands Schedule and monitor sampling program for all designated EPA parameters and contamination Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage, while reducing possibility of system contamination Distribute educational brochures and information to customers relating to water resources, distribution and quality; “Our Town” periodical, Customer Confidence Report, school and vocational training sessions BUDGET NOTES There were no personnel salary increases for FY 2013. One-time FY 2013 expenses of $632,000 are included to address filter media replacement needs, safety improvements, and technology upgrades. Total decrease in Water Production expenses reflects a budgetary shift of purchased water moving to Water Resources. No rate increase for Water services was required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 66 64 65 66 42 42 44 44 0 0 0 0 Average % of ground water production * 24% 25% 22% Average % of surface water production * 76% 75% 78% # of Incidents/Down-time considered a water outage * 0 0 0 PERFORMANCE MEASURES Peak day demand (million gallons) Daily average water production (million gallons) # of exceeded Maximum Contaminant Levels for water quality parameters *New measure; data not available - 155 - Table of Contents Water Production PERSONNEL BY ACTIVITY North Plant Production Santan Vista WTP Well Production Backflow Total Personnel EXPENSES BY ACTIVITY North Plant Production Santan Vista WTP Well Production Backflow Total Expenses Actual FY 2011 Budget FY 2012 Projected FY 2012 15.00 11.00 7.00 0.00 17.00 11.00 7.00 2.25 17.33 11.33 7.34 2.25 17.33 11.33 7.34 2.25 17.33 11.33 7.34 2.25 33.00 37.25 38.25 38.25 38.25 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 6,396,646 2,492,930 2,215,314 - 4,321,426 4,668,928 2,384,372 198,898 5,334,680 5,002,140 3,526,330 204,750 7,386,260 4,892,531 3,275,436 204,280 4,883,854 2,102,420 3,371,343 202,383 $ 11,104,890 $ 11,573,624 $ 14,067,900 $ 15,758,507 $ 10,560,000 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 2,100,394 9,004,496 - 2,492,629 9,080,995 - 2,732,450 11,235,450 100,000 2,725,640 12,947,867 85,000 2,812,290 7,622,710 125,000 $ 11,104,890 $ 11,573,624 $ 14,067,900 $ 15,758,507 $ 10,560,000 COST PER MILLION GALLONS PRODUCED $1,000.00 $800.00 $600.00 $400.00 $200.00 $0.00 FY 2010 FY 2011 - 156 - FY 2012 FY 2013 Table of Contents Quality Assurance PURPOSE STATEMENT OBJECTIVES FY 2013 To ensure Gilbert’s drinking water supply is safe and dependable for all customers, and water quality meets or exceeds all local, state and federal regulations. Maintain Town’s analytical laboratory operation in compliance with all applicable rules and regulations. Provide timely customer services to minimize drinking water quality discrepancy/issues. ♦ Maintain compliance with all drinking water regulations ♦ Provide timely response and resolution to all customer complaints and inquiries ♦ Maintain analytical lab compliance and certification ♦ Assure publication of Consumer Confidence Report (CCR) with accuracy and in a timely manner ♦ Assure proper installation of SCAN monitor on the Eastern Canal with Salt River Project ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained 100% compliance with all drinking water regulations No Notices of Violation or Public Notifications issued due to failure to meet Drinking Water Standards Provided timely response to all customer complaints and inquiries Scheduled and sampled two water treatment plants and 22 wells meeting all sampling requirements Timely and accurate reporting of data to the appropriate agencies Publication of Consumer Confidence Report (CCR) Acquired and installed our first SCAN at Well Site #24 to monitor and trend distribution water quality Maintained analytical lab compliance and certification with high productivity and accountability Requested and received SCAN monitor from Salt River Project (SRP) to monitor Eastern Canal water quality to better assist production with treatment Record keeping and data entry into Laboratory Information Management System (LIMS) and Excel BUDGET NOTES There were no personnel salary increases for FY 2013. Additional expenses included in the FY 2013 budget include an increase in required lab and chemical costs. No rate increase for Water services was required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Number of violations per year 0 0 0 66 Number of missed deadlines for compliance reports 0 0 0 0 25,335 22,451 26,472 29,733 90 123 80 140 100% 100% 100% 100% 5.05% 4.49% 5.00% 5.00% PERFORMANCE MEASURES Number of analyses performed in-house Number of customer complaints Percent of customer complaints resolved to their satisfaction Percent deviated from annual department budget - 157 - Table of Contents Quality Assurance PERSONNEL BY ACTIVITY Quality Assurance Total Personnel EXPENSES BY ACTIVITY Quality Assurance Total Expenses Actual FY 2011 Budget FY 2012 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 521,204 $ 521,204 506,475 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 521,204 $ 506,475 - 158 - $ 539,760 518,403 603,139 $ Projected FY 2012 369,100 170,660 $ Budget FY 2013 518,403 Budget FY 2012 345,975 160,500 $ 539,760 Budget FY 2013 Projected FY 2012 539,760 Actual FY 2011 378,446 142,758 $ 506,475 Projected FY 2012 Budget FY 2013 370,330 148,073 $ 518,403 603,139 391,120 212,019 $ 603,139 Table of Contents Water Distribution PURPOSE STATEMENT OBJECTIVES FY 2013 Water Distribution ensures the integrity of the Town’s water infrastructure by maintaining the Water Distribution system infrastructure and associated assets. ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continue cooperative Fire hydrant exercising with the Gilbert Fire Department Maintained approximately $300,000 worth of repair inventory, counting each piece on a quarterly basis and reporting out gains/losses to the Finance Division Combined the Distribution and Locates Branch of the Water Department and successfully managed the section with one Supervisor Acquired a GPS unit to capture inaccuracies in the GIS database and send corrections to the Information Technology Division Recently hired a second Supervisor and split the work group into to function groups assigned specific tasks, Maintenance/ Repairs group and GPS/Valving/Locates group PERFORMANCE MEASURES # of valves exercised % of fire hydrants exercised/inspected # of LUCITY work orders completed Upgrade LUCITY Mapping feature after the conference this year, allowing for wireless work orders to be used Work with Contractor awarded the J.O.C (Job Order Contract) on fire hydrant replacement and new valve installation Implement asset management plan Start a fire hydrant painting program Continue to maintain a parts inventory and accurate accounting of inventory BUDGET NOTES There were no personnel salary increases for FY 2013. A strategic valve replacement program continues in FY 2013 with $500,000 added to the base budget. No rate increase for Water services was required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 2,085 2,183 2,645 3,000 100 100 100 100 2,122 2,264 1,648 2,000 - 159 - Table of Contents Water Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses Actual FY 2011 Budget FY 2012 Projected FY 2012 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 1,224,890 1,572,689 1,693,430 1,656,053 1,671,986 $ 1,224,890 $ 1,572,689 $ 1,693,430 $ 1,656,053 $ 1,671,986 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 828,841 396,049 - 813,449 759,240 - 814,280 779,150 100,000 821,250 734,803 100,000 806,610 760,376 105,000 $ 1,224,890 $ 1,572,689 $ 1,693,430 $ 1,656,053 $ 1,671,986 ANNUAL OPERATING COST PER MILE OF WATER MAIN $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2010 FY 2011 - 160 - FY 2012 FY 2013 Table of Contents Water Metering PURPOSE STATEMENT OBJECTIVES FY 2013 To provide accurate and timely readings for accounting of all domestic water produced by Gilbert that is used for residential, commercial or industrial purposes, through installation of new meters and the monthly reading of existing meters. Complete all field operations of the Billing Department within required timelines. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ Continued the small meter maintenance program with a target of 10 percent of the systems meters being changed out. This program increases revenue and brings the Town into compliance with Arizona Department of Water Resources guidelines for unaccounted for water Continued the large meter field testing program to ensure large meter accuracy 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 not meter age Assess data from the large meter testing program to ensure large meters are registering accurately 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 increase data for water conservation and customer service purposes BUDGET NOTES There were no personnel salary increases for FY 2013. An additional $517,000 was requested for meter replacement and maintenance. No rate increase for Water services was required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 # of lock-offs for delinquent payment 7,628 6,604 8,000 8,000 # of work orders per year 25,690 23,795 25,000 25,000 348 349 353 360 861,769 862,923 864,500 866,500 # of new meters installed 1,137 1,154 2,400 1,200 # of meters changed out 7,885 6,748 8,000 PERFORMANCE MEASURES Average meters read per cycle per reader # of meter reads for the year - 161 - 8,000 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 Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 3,015,331 2,680,726 3,148,740 3,046,167 3,796,397 $ 3,015,331 $ 2,680,726 $ 3,148,740 $ 3,046,167 $ 3,796,397 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,582,560 1,432,771 - 1,539,000 1,141,726 - 1,567,980 1,580,760 - 1,515,540 1,530,627 - 1,522,110 2,274,287 - $ 3,015,331 $ 2,680,726 $ 3,148,740 $ 3,046,167 $ 3,796,397 ANNUAL COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2010 Budget FY 2013 FY 2011 FY 2012 - 162 - FY 2013 Table of Contents Utility Customer Service PURPOSE STATEMENT OBJECTIVES FY 2013 The mission of the Utility Customer Service Division 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 2012 ♦ ♦ ♦ ♦ ♦ Implemented monthly review of staff performance, including quality monitoring, to ensure a high level of customer service is provided to customers and the general public One full-time position was replaced by two part-time staff to enable better scheduling of the staff during high call-volume times Implemented billing residential alarm fees on utility bills, resulting in process efficiencies and cost savings Initiated the tracking of lease information for owners and tenants on utility accounts to assist tax compliance efforts Implemented the 4/10 schedule in conjunction with meter services with minimum disruption to customers Implement a new call monitoring system to allow for more efficiency in scheduling and performance analysis Develop an outbound calling program to proactively contact customers to reduce disconnect of services for nonpayment Continue to market automated payment and billing services (autopay and ebills) to customers to enhance efficiencies and reduce administrative costs BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 budget includes $15,000 for increased postage costs and a $3,000 onetime expense for delinquent account recovery efforts. While the Water Fund is the home fund for Utility Customer Service, a portion of the division’s budget appropriation and expenditures are split among Water, Wastewater, Environmental Services Residential, and Environmental Services Commercial. This allocation is determined based on the number of utility customers that use the specific service. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 % of utility customers participating in Autopay 12% 12% 17% 20% % of utility customers signed up to view their utility billing statements online 8% 13% 17% 20% 2:43 1:25 2:00 1:25 15% 11% 13% 10% PERFORMANCE MEASURES 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% - 163 - Table of Contents Utility Customer Service Budget FY 2013 Projected FY 2012 Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 13.50 18.00 18.00 18.00 0.00 13.50 18.00 18.00 18.00 EXPENSES BY ACTIVITY Actual FY 2010 Actual FY 2011 Budget FY 2012 Utility Customer Service - PERSONNEL BY ACTIVITY Utility Customer Service Total Personnel Total Expenses $ $ Actual FY 2010 EXPENSES BY CATEGORY $ - 569,528 $ Actual FY 2011 - Personnel Supplies & Contractual Capital Outlay Total Expenses - 569,528 - 164 - $ Budget FY 2012 246,740 322,788 $ - - 597,593 $ 344,365 279,765 - 310,314 287,279 $ 597,593 624,130 Budget FY 2013 Projected FY 2012 $ 624,130 597,593 - 569,528 Budget FY 2013 Projected FY 2012 $ 624,130 Table of Contents Public Works Administration PURPOSE STATEMENT ♦ 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 Administration works to provide a long term (100-year) supply of water to meet demands while complying with State-mandated 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. ♦ ♦ ♦ OBJECTIVES FY 2013 ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully administered over 80 contracts Handled an average of 1,000 Solid Waste customer service calls per month Began the infrastructure management process with the Water system being phase one, Wastewater as phase two and Streets as phase three. The Water system (pipes, valves, hydrants, reservoirs, pump stations, treatment plants) has been inventoried, lifecycles assigned, replacement costs determined and long-term replacement costs analyzed. The Wastewater and Streets infrastructure management plan will be finished in FY 2013 Participated in the Master Plan Update for Water, Wastewater, and Reclaimed Water The procurement/design process for the filter belt-press for the Santan Vista Plant is underway in partnership with the City of Chandler Options for Neely sludge handling were identified A two mega-watt solar facility, located in the Neely Recharge Site, came on line in October 2011 to provide power to the Neely Wastewater Reclamation Plant Rodeo Park administration/maintenance was transitioned over to Maricopa County Solid Waste PERFORMANCE MEASURES Ratio of administration staff to total department Water and Wastewater system vulnerability assessments were completed No increase is required in Water, Wastewater, or Reclaimed Water rates, and Residential Solid Waste rates will be reduced by 7.5% for FY 2013 Established multi-tier Water Treatment Plant Operator classifications to facilitate staffing Analyzed and re-organized Water Distribution and Utility Locates ♦ ♦ ♦ Complete infrastructure replacement plans for Water, Wastewater, Reclaimed Water, and Streets Complete the Water/Wastewater/Reclaimed Water Master Plan Update Complete the installation of the Filter BeltPress at the Santan Vista WTP Formulate plan for long-term sludge handling from the Neely Wastewater Reclamation Plant Transition contract management duties over to the new Contract Administrator (Management Services Department) BUDGET NOTES There were no personnel salary increases for FY 2013. In FY 2012, the 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. One-time expenses of $5,000 were requested for computer hardware. While the Water fund is the home fund for Public Works Administration, a portion of the budget appropriation and expenditures for Public Works Administration are split among Water, Wastewater, Environmental Services Residential, Environmental Services Commercial, and Streets. This allocation is determined based on the total budget for each fund that is the responsibility of Public Works Administration. Actual FY 2010 Actual FY 2011 Actual FY 2012 Anticipated FY 2013 1:20.3 1:20.9 1:32.8 1:37.9 - 165 - Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Public Works Admin Total Personnel EXPENSES BY ACTIVITY Public Works Admin Total Expenses Budget FY 2012 0.00 12.50 9.00 8.00 7.00 0.00 12.50 9.00 8.00 7.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 - $ Personnel Supplies & Contractual Capital Outlay - $ 407,141 - 166 - $ $ - 239,622 237,845 $ 230,556 9,066 $ 239,622 237,845 Budget FY 2013 Projected FY 2012 - 389,336 17,805 $ - Budget FY 2013 239,622 Budget FY 2012 Actual FY 2011 $ 407,141 Projected FY 2012 - 407,141 Actual FY 2010 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 $ Budget FY 2013 Projected FY 2012 Actual FY 2010 229,282 8,563 $ 237,845 Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2013 To protect Gilbert owned underground utilities from damage and disruption to customers’ service and facilitate the locating of the utilities within parameters delineated by State law. ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully responded to nearly 75,000 (15,000 x 5 utilities) utility locate requests received from Arizona Blue Stake in parameters defined by state law with no additional staff Received no fines from the Arizona Corporation Commission Standardized field marks placed in the field by staff (not required by law) Acquired a new line tracer to replace 10 year old unit Tracked utility locator production by incorporating daily LUCITY software for accurate daily field work loads Staff worked with internal departments to assist with special projects ( Building Maintenance, Information Technology, Wastewater) Obtained laptops for wireless networking ♦ ♦ Accurately mark Gilbert utilities within parameters set forth by ARS, responding to all emergencies and unknowns within specific timelines as required Receive no fines from Arizona Corporation Commission for inaccurate marks Communicate on a daily basis with contractors and document unknowns and inaccuracies found in field Accurately trace all conduits and electrical lines associated with Gilbert traffic signals and design PowerPoint drawings to be incorporated into GIS data layer Locate and trace all fiber optic, conduit, and pull boxes associated with the Gilbert fiber optic network and create as build drawings in Power Point BUDGET NOTES There were no personnel salary increases for FY 2013. Budget requests for FY 2013 include minor increases to transportation costs and callout costs due to an increase in permitting activity. While the Water fund is the home fund for Utility Locates, a portion of the budget appropriation and expenditures for Utility Locates are split among Water, Wastewater, and Streets. This allocation is determined based on the percentage of time the Utility Locates services are needed. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 12,373 10,576 15,000 16,000 % of field tickets located by Gilbert staff 82% 90% 91% 93% % of emergency tickets requiring one hour response 3.0% 3.0% 3.0% 3.0% PERFORMANCE MEASURES # of utility locates/dig requests from Arizona Blue Stake, Inc. - 167 - Table of Contents Utility Locates Actual FY 2010 Actual FY 2011 Budget FY 2012 Utility Locates 0.00 5.00 5.00 5.00 5.00 Total Personnel 0.00 5.00 5.00 5.00 5.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates Total Expenses $ $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses - 238,879 - $ 238,879 - 168 - $ - 182,279 202,045 $ Projected FY 2012 $ Budget FY 2013 182,279 Budget FY 2012 201,514 37,365 $ - Budget FY 2013 Projected FY 2012 - Actual FY 2011 $ 238,879 Projected FY 2012 Budget FY 2013 143,343 38,936 $ 182,279 202,045 169,970 32,075 $ 202,045 Table of Contents Water Resources PURPOSE STATEMENT OBJECTIVES FY 2013 To ensure the availability of potable water to meet current and future demands for all water demand sectors in Gilbert, and to make certain the water supply is used in the most efficient and sustainable method. ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed Queen Creek GSF Agreement Completed Roosevelt Water Conservation District (RWCD) GSF Agreement Renewed one year lease with Fort McDowell Yavapai Nation for 13,000 af (acre feet) of Central Arizona Project (CAP) water Renewed one year lease with San Carlos Apache Nation/Tribe for 20,000 af of CAP water ♦ ♦ ♦ ♦ ♦ Complete the Integrated Water Resources Master Plan, and begin implementing recommendations Gain Bureau of Reclamation approval of the San Carlos 100-year lease which contributes 5,925 af of CAP water to Gilbert’s Assured Water Supply portfolio Complete the purchase of the RWCD well located at Recker/Ray Gain Federal enforcement of the White Mountain Apache Tribe settlement which contributes 4,000 af of water to Gilbert’s Assured Water Supply portfolio Enter into agreement with Salt River Project to partner in their Queen Creek recharge facility Continue to work on the Domestic Water Service Agreement with RWCD Continue to work with CAWCD as a stakeholder on the development of the CAGRD Plan of Operation Continue to work with AMWUA as a stakeholder in the ADD water program to obtain additional water supplies Continue to talk to the GRIC/SRP regarding purchase of additional Long Term Storage Credits BUDGET NOTES There were no personnel salary increases for FY 2013. In previous years Water Resources has been contained within the Water Administration budget. In FY 2012, a reorganization moved the supervisory aspect of Water Resources to the Town Manager’s Office. That resulted in a new cost center to better identify and track the cost associated with this strategic program. No rate increase for Water services was required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 N/A 221 214 215 Increase in ground water supply (mgd) 0 0 0 2 mgd % increase in surface water supply (additional supply acquisition) 0 0 0 5,925 af PERFORMANCE MEASURES Gallons per capita per day water consumption (goal 220) - 169 - Table of Contents Water Resources PERSONNEL BY ACTIVITY Water Resources Total Personnel EXPENSES BY ACTIVITY Water Resources Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 - - - - $ - $ - Actual FY 2010 Actual FY 2011 Budget FY 2012 - - - - $ - - 170 - $ - Projected FY 2012 Projected FY 2012 $ Budget FY 2013 - 5,181,322 - $ 5,181,322 Projected FY 2012 $ Budget FY 2013 Budget FY 2013 - 117,410 5,063,912 - - $ 5,181,322 Table of Contents Non-Departmental Other 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. Insurance $182,770 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. 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. Tuition Reimbursement $10,000 Copy Services $10,530 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. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency is calculated to equal the unassigned fund balance after all reserves were identified. In FY 2013, $1,765,000 is budgeted for contingency. For FY 2013, all appropriations related to Copy Services were moved from departmental cost centers to Non-Departmental. New software is being implemented to allow for accurate accounting by cost center. It is the intention that once this software is in place, these appropriations will once again be recorded at the cost center level. - 171 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Debt Contingency Budget Savings Other Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2012 Budget FY 2013 Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 3,418,156 26,694 3,432,859 199,030 $ 3,444,850 $ 3,631,889 Actual FY 2010 Actual FY 2011 3,444,850 - 3,631,889 - $ 3,444,850 $ 3,631,889 - 172 - 3,415,080 1,346,000 (538,000) 161,390 Projected FY 2012 Budget FY 2013 3,414,330 187,400 3,424,670 1,765,000 203,300 $ 4,384,470 $ 3,601,730 $ 5,392,970 Budget FY 2012 Projected FY 2012 Budget FY 2013 (61,900) 4,446,370 $ 4,384,470 3,601,730 - 5,392,970 - $ 3,601,730 $ 5,392,970 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 2013 ♦ 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 ♦ Educate customers regarding services and programs provided ♦ Ensure workers have the proper training and resources to perform work safely ♦ Complete Wastewater System Emergency Response Plan and Assessment ♦ Complete Wastewater and Reclaimed Water System Master Plan Update ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Plant Operations Environmental Services Wastewater Collection Quality Reclaimed Neely Facility Effluent Re-Use Greenfield Facility Effluent Recharge - 173 - Table of Contents Wastewater PERSONNEL BY DIVISION Administration Collection Plant Operations Reclaimed Quality Riparian Programs Non-Departmental Total Personnel EXPENSES BY DIVISION Actual FY 2011 Budget FY 2012 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 18.60 0.00 12.40 6.00 3.68 0.00 1.00 18.60 0.00 12.40 6.00 3.68 0.00 1.00 18.60 0.00 12.40 6.00 3.68 0.00 37.00 40.68 41.68 41.68 41.68 Actual FY 2010 Actual FY 2011 Budget FY 2012 Budget FY 2013 Projected FY 2012 161,892 2,706,770 6,819,793 1,364,432 512,198 668,272 1,031,441 2,838,788 6,317,919 1,398,100 506,738 407,046 719,726 413,210 3,393,820 7,545,390 1,563,760 561,410 375,050 1,341,680 743,675 3,182,195 7,191,952 1,488,470 510,000 400,019 714,162 1,052,632 3,112,613 7,538,114 1,495,035 505,701 396,180 2,325,460 $ 12,233,357 $ 13,219,758 $ 15,194,320 $ 14,230,473 $ 16,425,735 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Administration Collection Plant Operations Reclaimed Quality Riparian Programs Non-Departmental Total Expenses Budget FY 2013 Projected FY 2012 Actual FY 2010 EXPENSES BY CATEGORY 2,689,246 9,493,338 50,773 3,484,048 9,735,710 - 3,032,430 12,039,890 122,000 2,980,840 11,130,633 119,000 3,632,144 12,793,591 - $ 12,233,357 $ 13,219,758 $ 15,194,320 $ 14,230,473 $ 16,425,735 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 21,034,360 1,010,179 21,704,150 920,412 21,222,010 920,000 22,437,340 920,000 22,935,000 920,000 $ 22,044,539 $ 22,624,562 $ 22,142,010 $ 23,357,340 $ 23,855,000 12,233,357 9,354,110 13,219,758 6,982,915 15,194,320 8,363,330 14,230,473 8,570,040 16,425,735 7,371,850 Total Uses $ 21,587,467 $ 20,202,673 $ 23,557,650 $ 22,800,513 $ 23,797,585 Net Operating Result $ $ 2,421,889 $ (1,415,640) $ Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 457,072 - 174 - 556,827 $ 57,415 Table of Contents Wastewater Collection PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided safety training to all Wastewater Collection Personnel Performed daily inspections and routine maintenance at all lift station sites Pulled a total of 83 wastewater lift station pumps for servicing and cleaning Responded and made repairs to 14 sanitary sewer service pipelines Made repairs to 61 sanitary sewer manholes Inspected a total of 6,862 sewer manholes Treated approximately 5,447 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 17% of the sewer system to prevent sewer line blockages, overflows, and odors Inspected approximately 10% of the sewer system using television inspection equipment to identify problem areas that can lead to sewer line blockages, overflows, and deterioration of the infrastructure ♦ ♦ ♦ Clean 20% of the sanitary sewer system to prevent sewer line blockages, overflows, and odors Inspect 15% of the sanitary sewer system using television inspection equipment to identify problem areas that can lead to sewer line blockages, overflows, and long term deterioration of the infrastructure Respond to emergency customer contact events within a one hour to minimize public health, safety, and environmental hazards Inspect all lift station sites daily to verify proper operational performance and perform scheduled preventive maintenance on related equipment Continue to routinely add odd control chemicals to the sewer system to minimize system odors and customer complaints 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 2013. In FY 2013 Supplies and Contractual expenses include one-time costs of approximately $175,000 for sewer manhole rehabilitations and computer hardware. No rate increase for Wastewater services was required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Percent of sewer system cleaned 25% 15% 17% 20% Percent of sewer system inspected 25% 10% 10% 15% Number of sewer odor complaints 200 177 130 180 Number of sewer line blockage complaints 79 64 104 110 100% 100% 100% 100% 1,800 1,815 1,940 1,998 100% 100% 100% 100% PERFORMANCE MEASURES Percent of lift station pumps pulled for preventive maintenance/service Total annual gallons pumped by lift stations (Million Gallons) Percent of employees receiving required safety training - 175 - 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 Total Expenses Projected FY 2012 Actual FY 2011 Budget FY 2012 17.60 17.60 18.60 18.60 18.60 17.60 17.60 18.60 18.60 18.60 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,706,770 2,838,788 3,393,820 3,182,195 3,112,613 $ 2,706,770 $ 2,838,788 $ 3,393,820 $ 3,182,195 $ 3,112,613 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,177,777 1,528,993 - 1,159,421 1,679,367 - 1,268,290 2,003,530 122,000 1,217,830 1,845,365 119,000 1,255,630 1,856,983 - $ 2,706,770 $ 2,838,788 $ 3,393,820 $ 3,182,195 $ 3,112,613 COST PER MILLION GALLONS INFLUENT $750 $500 $250 $0 FY 2010 Budget FY 2013 Actual FY 2010 FY 2011 FY 2012 - 176 - FY 2013 Table of Contents Wastewater Plant Operations PURPOSE STATEMENT Wastewater Reclamation Plant (WRP) operations are dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater treatment facility operations, sludge wasting operations, and reclaimed water production. ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Preventative maintenance work was performed on all wastewater treatment plant equipment at both the Greenfield and Neely WRPs Participated in an electrical power shedding program at the Neely WRP producing a cost and energy savings Completed a new pipeline project to allow flows from the Gilbert Commons Lift Station to be diverted from the Greenfield WRP to the Neely WRP Completed a local limits verification sampling study associated with the Greenfield Water Reclamation Plant Constructed 2 mega-watt solar generating project through a public and private partnership to help off-set electrical power needs and provide future savings at the Neely WRP ♦ ♦ BUDGET NOTES There were no personnel salary increases for FY 2013. One-time repair and maintenance items for $944,000 have been included in the FY 2013 budget for scheduled repair and replacement projects. Gilbert’s two plants also have $165,000 in ongoing expense increases for additional O&M, and sludge disposal costs. No rate increase for Wastewater services was required for FY 2013. OBJECTIVES FY 2013 ♦ Conduct routine meetings with the Greenfield WRP operations staff (City of 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) Mesa) to evaluate plant operations and maintenance projects Conduct routine meetings with the Neely Wastewater Reclamation Plant operations 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 Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 $1,470.50 $1,287.02 $1,358.54 $1,350.11 $1,413.80 $1,504.03 $2,248.93 $2,276.99 2,773.7 2,934.0 3,117.0 3,121.0 1,938.8 1,690.0 1,315.0 1,460.0 69% 73% 78% 78% 66% 58% 45% 50% 7.60 8.04 8.54 8.55 5.30 4.64 3.60 4.00 - 177 - 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 Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 0.00 0.00 0.00 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 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 4,078,720 2,741,073 3,776,105 2,541,814 4,336,130 3,209,260 4,234,580 2,957,372 4,213,705 3,324,409 $ 6,819,793 $ 6,317,919 $ 7,545,390 $ 7,191,952 $ 7,538,114 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 6,769,020 50,773 6,317,919 - 7,545,390 - 7,191,952 - 7,538,114 - $ 6,819,793 $ 6,317,919 $ 7,545,390 $ 7,191,952 $ 7,538,114 COST PER MILLION GALLONS TREATED $2,000 $1,600 $1,200 $800 $400 $0 FY 2010 Budget FY 2013 FY 2011 FY 2012 - 178 - FY 2013 Table of Contents Wastewater Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2013 The Effluent Reuse and Recharge Section is dedicated to providing safe, reliable, and cost effective operation and maintenance of the effluent reuse infrastructure and facilities which includes reclaimed water lines, valves, meters, recovered water wells, pumps, reservoirs, ground water recharge facilities, injection wells, and monitoring wells. Effluent Reuse and Recharge Section operations help provide a reduction and reliance of potable water sources for parks, high water use landscaping areas, and lake developments. It also provides wildlife habitat and aquifer replenishment through groundwater recharge facility operations. ♦ Perform water quality sampling and monitoring of reclaimed water and recovered water to ensure compliance with regulations ♦ Respond to emergency customer contact events within a one hour to minimize hazards and interruptions in service ♦ Exercise all reclaimed water system valves once annually to verify operability ♦ Monitor reclaimed water meter accuracy ♦ Inspect all well sites, reservoirs, and pump stations daily to verify proper performance ♦ Perform scheduled preventive maintenance on related pumping equipment and controls ♦ Monitor and distribute reclaimed water and recovered water to customer sites daily to meet irrigation demands, thus reducing the use of potable water ♦ Install an automated reclaimed water filling system at Freestone Park as a pilot project to test remote monitoring/control of user sites ♦ Monitor and track reclaimed water delivered to groundwater recharge operations ♦ Distribute educational brochures and information to customers relating to effluent reuse and recharge operations ♦ Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely ACCOMPLISHMENTS FY 2012 ♦ Performed daily reclaimed water monitoring and delivery operations for all user sites and met customer water demands ♦ Operated and maintained the reclaimed water pipeline distribution system ♦ Operated and maintained all reclaimed water reservoir and pump station sites ♦ Operated and maintained all recovered water well sites and met customer water demands ♦ Provided safety training to all Effluent Reuse and Recharge Personnel ♦ Conducted reclaimed water system pressure monitoring to track system performance ♦ Disked/ripped all recharge basins as needed ♦ Exercised all reclaimed water system valves ♦ Inspected, maintained, and took readings at all reclaimed and recovered water system meters ♦ Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule PERFORMANCE 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 2013. The FY 2013 budget shows a decrease in expenses as efficiencies are achieved even while many costs have risen such as chemical and electrical costs, valve replacements, and permits fees. No rate increase for Reclaimed Water services was required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 0 0 0 0 1 0 1 0 4,420 4,840 4,452 4,840 38% 39% 36% 38% 62% 61% 64% 62% 100% 100% 100% 100% - 179 - 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 Total Expenses Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 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 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 863,233 501,199 877,407 520,693 979,640 584,120 971,965 516,505 946,252 548,783 $ 1,364,432 $ 1,398,100 $ 1,563,760 $ 1,488,470 $ 1,495,035 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 918,610 445,822 - 915,055 483,045 - 927,330 636,430 - 925,750 562,720 - 937,570 557,465 - $ 1,364,432 $ 1,398,100 $ 1,563,760 $ 1,488,470 $ 1,495,035 COST PER MILLION GALLONS PRODUCED/REUSED $500 $400 $300 $200 $100 $0 FY 2010 Budget FY 2013 FY 2011 FY 2012 - 180 - FY 2013 Table of Contents Wastewater Quality PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspected commercial businesses of concern for compliance with Wastewater and Storm Water code requirements and to ensure that proper pretreatment device operation and maintenance is being performed Continued to participate in 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 16 sewer flow monitoring studies in specific areas to track pipeline capacities Processed all business licenses and wastewater questionnaires Participated in a local limits verification sampling study associated with the Greenfield Water Reclamation Plant Provided the necessary safety training to all Wastewater Quality Personnel 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 new wastewater questionnaires to obtain familiarity with business operations relating to 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 2013. Approximately $55,000 was reduced from the FY 2013 Budget. No rate increase for Wastewater services is required for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 1,245 1,176 1,150 1,280 100% 92% 90% 100% 19 19 19 100% 100% 100% 100% 23 23 65 60 17 32 54 36 961 863 950 950 - 181 - 22 Table of Contents Wastewater Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2010 Actual FY 2011 Budget FY 2012 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 512,198 Total Expenses $ $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 512,198 506,738 512,198 $ 506,738 $ 510,000 561,410 $ $150 $120 $90 $60 $30 $0 FY 2011 FY 2012 - 182 - $ FY 2013 510,000 505,701 Budget FY 2013 444,120 65,880 - COST PER MILLION GALLONS TREATED FY 2010 505,701 Projected FY 2012 470,400 91,010 $ Budget FY 2013 510,000 Budget FY 2012 463,577 43,161 $ 561,410 Budget FY 2013 Projected FY 2012 561,410 Actual FY 2011 465,229 46,969 $ 506,738 Projected FY 2012 448,230 57,471 $ 505,701 Table of Contents Riparian Program PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ Tourism visits increased by an additional 25% Observatory upgrades have increased the number of visits by 12% Feral cat population at Water Ranch was maintained at less than five Volunteer program included approximately 1,300 volunteers working 4,200 hours ♦ Develop a safe harbor agreement with Game and Fish for at least one species Continue feral cat control at or less than 3 cats for the year Redesign membership program to better define benefits for various levels and increase revenue Develop new sponsor program(s) utilizing adoption, naming and advertising benefits Maintain owl colony at Zanjero and develop an interpretation plan Demonstrate cost recovery levels for all public programs Develop one new visitor experience in the preserves that will increase revenue production BUDGET NOTES 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 2013. Actual FY 2010* Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Amount of operating donations received $0 $75 $0 $0 Number of outreach students participating yearly 260 300 350 350 21,185 31,576 40,000 45,000 Number of native reptiles on site end of first quarter 5 5 5 6 Number of research hours completed yearly 165 200 200 250 Number of programs developed with Queen Creek Parks 0 0 0 1 $31,229 $42,987 $34,250 $25,000 85 5 3 0 PERFORMANCE MEASURES Number of tourism visits Total Revenue generated Feral cat population *Revenue and Expenditures for FY 2010 are located in the Special Revenue section - 183 - Table of Contents Riparian Program PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Total Expenses Actual FY 2011 Budget FY 2012 0.00 3.68 3.68 3.68 3.68 0.00 3.68 3.68 3.68 3.68 Actual FY 2010 Actual FY 2011 Budget FY 2012 $ - 407,046 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 - $ 407,046 - 184 - $ 375,050 400,019 396,180 $ Projected FY 2012 268,200 106,850 $ Budget FY 2013 400,019 Budget FY 2012 268,396 138,650 $ 375,050 Budget FY 2013 Projected FY 2012 375,050 Actual FY 2011 $ 407,046 Projected FY 2012 Budget FY 2013 264,940 135,079 $ 400,019 396,180 271,580 124,600 $ 396,180 Table of Contents Non-Departmental Other 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. Insurance $55,020 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. Debt Debt is issued to finance construction of wastewater facilities, and is repaid through user fees. More information on this can be found in the Debt Section of this budget document. Tuition Reimbursement $2,000 Copy Services $3,470 Based on historical usage, $2,000 is budgeted to reimburse employees of the Wastewater Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency is calculated to equal the unassigned fund balance after all reserves were identified. In FY 2013, $1,600,000 is budgeted for contingency. For FY 2013, all appropriations related to Copy Services were moved from departmental cost centers to Non-Departmental. New software is being implemented to allow for accurate accounting by cost center. It is the intention that once this software is in place, these appropriations will once again be recorded at the cost center level. - 185 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Debt Contingency Budget Savings Other Total Expenses Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 668,272 $ 668,272 655,518 64,208 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 Actual FY 2011 668,272 $ 668,272 719,726 719,726 $ 719,726 - 186 - Projected FY 2012 Projected FY 2012 659,760 1,036,000 (393,000) 38,920 $ 1,341,680 $ Budget FY 2012 $ 1,341,680 $ Budget FY 2013 659,260 54,902 664,970 1,600,000 60,490 714,162 $ 2,325,460 Projected FY 2012 (30,200) 1,371,880 - Budget FY 2013 Budget FY 2013 714,162 - 2,325,460 - 714,162 $ 2,325,460 Table of Contents Environmental Services Residential _________________________________ Environmental Services - Residential Summary Residential Collections Non-Departmental Table of Contents Environmental Services - Residential FUND DESCRIPTION The Environmental Services Residential 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 covered by 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. Environmental Services Residential 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ 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 Environmental Water Residential Commercial - 187 - Wastewater Table of Contents Environmental Services - Residential PERSONNEL BY DIVISION Administration Residential Collections Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Residential Collections Non-Departmental Total Expenses EXPENSES BY CATEGORY Budget FY 2013 Projected FY 2012 Actual FY 2010 Actual FY 2011 Budget FY 2012 3.52 68.70 0.00 3.52 68.70 0.00 3.52 67.70 0.00 3.52 67.70 0.00 3.52 68.20 0.00 72.22 72.22 71.22 71.22 71.72 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 304,789 9,343,973 - 958,988 9,063,401 66,530 682,010 10,230,510 421,230 886,425 10,113,641 69,183 1,330,855 9,572,899 1,781,970 $ 9,648,762 $ 10,088,919 $ 11,333,750 $ 11,069,249 $ 12,685,724 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 4,526,082 4,880,878 241,802 4,910,563 5,178,356 - 4,453,170 6,534,580 346,000 4,488,510 6,234,739 346,000 5,021,049 7,318,675 346,000 $ 9,648,762 $ 10,088,919 $ 11,333,750 $ 11,069,249 $ 12,685,724 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 14,143,735 2,306,908 14,754,956 101,887 14,645,000 155,000 15,161,080 155,000 15,362,000 155,000 $ 16,450,643 $ 14,856,843 $ 14,800,000 $ 15,316,080 $ 15,517,000 9,648,762 2,900,130 10,088,919 1,688,970 11,333,750 2,495,130 11,069,249 1,767,110 12,685,724 1,832,280 Total Uses $ 12,548,892 $ 11,777,889 $ 13,828,880 $ 12,836,359 $ 14,518,004 Net Operating Result $ 3,901,751 $ 3,078,954 $ $ 2,479,721 $ Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 188 - 971,120 998,996 Table of Contents Residential Collections PURPOSE STATEMENT OBJECTIVES FY 2013 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. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Fleet converted to 100% compliance with federal emissions requirements Team won state competition with two 1st place, two 2nd place and two 3rd place finishes at annual State Solid Waste Association of North America Road-eo Profit margin increased to 30% return on investment Updated solid waste management plan HHW increased diversion rate to 80% Collection rate decreased 7.5% Created and hired Recycling Administrator position ♦ Promote accident-free driving to 100% Continue to reduce truck maintenance through equipment standardization and advanced air quality protection Evaluate opportunities to convert transportation fuel to Compressed Natural Gas (CNG) 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 waste zero Improve Bulk Green Pilot program to divert green waste and construction debris BUDGET NOTES There were no personnel salary increases in FY 2013. Total Personnel was by 1.0 FTE in FY 2013, a Household Hazardous Waste Facility Technician. Included in the FY 2013 budget are additional funds for increased landfill fees, technology upgrades, and increased container purchase and replacement costs. Residential rate was reduced by 7.5%. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Total recycling tonnage 18,632 18,283 18,350 19,000 Total residential solid waste tonnage (not including recycling) 79,364 78,960 78,700 80,000 Number of residential customers 64,800 65,887 67,485 69,382 Households served by HHW Facility 4,759 5,134 5,504 5,900 361,034 381,912 376,486 371,137 Percentage of household hazardous waste diverted 61.0% 78.8% 80.0% 85.0% Gallons of paint recycled 5,765 5,725 5,115 4,570 PERFORMANCE MEASURES Pounds of HHW collected - 189 - 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 2011 Budget FY 2012 Projected FY 2012 32.00 20.00 13.70 3.00 32.00 20.00 13.70 3.00 29.00 20.00 14.70 4.00 29.00 20.00 14.70 4.00 29.00 20.00 14.70 4.50 68.70 68.70 67.70 67.70 68.20 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 5,439,839 1,864,077 1,716,949 323,108 5,105,080 1,959,321 1,664,883 334,117 5,708,910 2,151,920 2,017,460 352,220 5,687,215 2,127,943 1,920,250 378,233 5,262,582 2,004,430 1,857,707 448,180 $ 9,343,973 $ 9,063,401 $ 10,230,510 $ 10,113,641 $ 9,572,899 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 4,284,170 4,818,001 241,802 4,317,636 4,745,765 - 4,225,000 5,984,510 21,000 4,232,850 5,859,791 21,000 4,344,210 5,207,689 21,000 $ 9,343,973 $ 9,063,401 $ 10,230,510 $ 10,113,641 $ 9,572,899 ANNUAL COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2010 FY 2011 - 190 - FY 2012 FY 2013 Table of Contents Non-Departmental Contingency 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. Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency is calculated to equal the unassigned fund balance after all reserves were identified. In FY 2013, $1,700,000 is budgeted for contingency. Miscellaneous Insurance $70,160 This is the Environmental Services Residential 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 $5,000 Copy Services $6,810 Based on historical usage, $5,000 is budgeted to reimburse employees of the Environmental Services Residential Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. For FY 2013, all appropriations related to Copy Services were moved from departmental cost centers to Non-Departmental. New software is being implemented to allow for accurate accounting by cost center. It is the intention that once this software is in place, these appropriations will once again be recorded at the cost center level. - 191 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Budget Savings Other Total Expenses $ Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 - 66,530 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 - - $ 66,530 - 192 - 421,230 $ (55,300) 476,530 $ 421,230 $ Budget FY 2013 69,183 1,700,000 81,970 69,183 $ 1,781,970 Projected FY 2012 Budget FY 2012 66,530 $ Projected FY 2012 659,000 (264,000) 26,230 Actual FY 2011 $ 66,530 Projected FY 2012 Budget FY 2013 Actual FY 2010 Budget FY 2013 69,183 - 1,781,970 - 69,183 $ 1,781,970 Table of Contents Environmental Services Commercial _________________________________ Environmental Services - Commercial Summary Commercial Collections Non-Departmental Table of Contents Environmental Services - Commercial FUND DESCRIPTION The Environmental Services 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 collaborate with our customers to engage in innovative opportunities for recycling. We operate as an enterprise fund that must be self-supporting. 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 Environmental Services Water Residential Commercial - 193 - Wastewater Table of Contents Environmental Services - Commercial PERSONNEL BY DIVISION Administration Commercial Collections Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Commercial Collections Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 0.48 6.30 0.00 0.48 6.30 0.00 0.48 6.80 0.00 0.48 6.80 0.00 0.48 6.80 0.00 6.78 6.78 7.28 7.28 7.28 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 25,792 1,732,085 - 62,647 1,712,491 9,720 36,240 1,854,560 63,220 38,033 1,749,213 9,511 56,600 1,696,700 161,200 $ 1,757,877 $ 1,784,858 $ 1,954,020 $ 1,796,757 $ 1,914,500 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 462,799 1,274,230 20,848 462,968 1,287,426 34,464 462,900 1,491,120 - 482,150 1,314,607 - 508,654 1,405,846 - $ 1,757,877 $ 1,784,858 $ 1,954,020 $ 1,796,757 $ 1,914,500 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 2,398,822 899,000 2,488,108 - 2,492,100 - 2,369,250 - 2,439,000 - $ 3,297,822 $ 2,488,108 $ 2,492,100 $ 2,369,250 $ 2,439,000 1,757,877 290,570 1,784,858 211,800 1,954,020 289,880 1,796,757 262,020 1,914,500 268,590 Total Uses $ 2,048,447 $ 1,996,658 $ 2,243,900 $ 2,058,777 $ 2,183,090 Net Operating Result $ 1,249,375 $ $ $ $ Total Sources Total Expenses Transfers Out 491,450 - 194 - 248,200 310,473 255,910 Table of Contents Commercial Collections PURPOSE STATEMENT OBJECTIVES FY 2013 Environmental Services 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. Environmental Services Commercial Collections provides solid waste collection and disposal services for commercial/industrial, retail, and institutional establishments and multi-family residences within Gilbert. These services include the collection and disposal of trash and recyclable materials. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 Increased commercial recycle volume by 50% Converted from roll-off for recycle boxes to front-end-loader drop-off locations Continued cost benefit analysis to evaluate refurbished reuse containers for operational savings Added Green boxes, recycling containers and cardboard compactors at parks Remain profitable and maintain customer base while keeping rates stable Promote commercial recycling Continue to promote 100% accident-free driving Grow customer base by 2.5% Provide excellent customer service with quick responses for internal and external customers Continue to reduce truck maintenance costs through equipment standardization and repair and replacement Pilot a manure diversion program Continue to add commingled recycling cans for Higley and Gilbert School Districts BUDGET NOTES There were no personnel salary increases for FY 2013. Overall reduction in expenses for Commercial operations reflects efficiencies which counteract increased landfill. No rate increase was necessary for FY 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 640 758 765 785 * 21,122 21,350 21,600 10,687 8,839 8,300 8,750 Commercial cost per ton * $27.86 $27.90 $27.50 Total FEL Cardboard Tonnage * 369 440 550 PERFORMANCE MEASURES Number of commercial customers Total FEL Commercial Tonnage (Not Cardboard) Total roll-off tonnage disposed *New measure; data not available - 195 - Table of Contents Commercial Collections PERSONNEL BY ACTIVITY Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Budget FY 2012 Projected FY 2012 5.30 1.00 5.30 1.00 5.80 1.00 5.80 1.00 5.80 1.00 6.30 6.30 6.80 6.80 6.80 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 1,321,477 391,014 1,340,570 513,990 1,292,888 456,325 1,278,132 418,568 $ 1,732,085 $ 1,712,491 $ 1,854,560 $ 1,749,213 $ 1,696,700 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY 438,060 1,273,177 20,848 410,681 1,267,346 34,464 432,890 1,421,670 - 457,400 1,291,813 - 455,880 1,240,820 - $ 1,732,085 $ 1,712,491 $ 1,854,560 $ 1,749,213 $ 1,696,700 Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 1,265,198 466,887 Commercial Collections Commercial Rolloffs Total Expenses Actual FY 2010 COST PER COMMERCIAL CUSTOMER $3,000.00 $2,250.00 $1,500.00 $750.00 $0.00 FY 2010 FY 2011 - 196 - FY 2012 FY 2013 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. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency is calculated to equal the unassigned fund balance after all reserves were identified. In FY 2013, $150,000 is budgeted for contingency. Miscellaneous Insurance $10,080 This is the Environmental Services Commercial 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 $1,000 Based on historical usage, $1,000 is budgeted to reimburse employees of the Environmental Services Commercial Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Copy Services $120 For FY 2013, all appropriations related to Copy Services were moved from departmental cost centers to Non-Departmental. New software is being implemented to allow for accurate accounting by cost center. It is the intention that once this software is in place, these appropriations will once again be recorded at the cost center level. - 197 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Budget Savings Other Total Expenses Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 - 9,720 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 $ - 9,720 $ 9,720 - 198 - Projected FY 2012 63,220 $ 63,220 150,000 11,200 9,511 $ Projected FY 2012 (5,500) 68,720 $ Budget FY 2013 9,511 Budget FY 2012 9,720 $ Projected FY 2012 95,000 (37,000) 5,220 Actual FY 2011 $ Budget FY 2013 Actual FY 2010 Budget FY 2013 161,200 - 9,511 $ 9,511 161,200 $ 161,200 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 vehicle license tax revenues fund Gilbert’s Street Division. GOALS FY 2013 ♦ 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 Hazard Response - 199 - Storm Drainage Table of Contents Streets Fund PERSONNEL BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Utility Administration Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Utility Administration Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 1.00 22.42 19.00 4.63 2.25 0.00 0.00 1.00 22.42 19.00 4.63 2.25 0.00 0.00 1.00 22.42 19.00 4.63 2.25 0.00 0.00 1.00 22.42 19.00 4.63 2.25 0.00 0.00 1.00 22.42 20.00 5.63 2.25 0.00 0.00 49.30 49.30 49.30 49.30 51.30 Actual FY 2010 Actual FY 2011 Budget FY 2012 Budget FY 2013 Projected FY 2012 Budget FY 2013 146,595 5,131,935 3,988,331 1,810,220 156,943 - 134,399 5,036,184 3,676,011 1,761,244 143,034 90,436 149,750 5,254,800 4,007,970 2,016,760 157,810 424,380 159,123 5,063,102 3,907,011 1,824,337 170,895 54,171 89,931 165,821 5,067,581 4,002,937 1,921,055 148,513 120,760 1,097,910 $ 11,234,024 $ 10,841,308 $ 12,011,470 $ 11,268,570 $ 12,524,577 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 3,347,648 5,302,182 2,584,194 3,067,630 5,182,063 2,591,615 3,355,420 5,996,690 2,659,360 3,098,080 5,511,130 2,659,360 3,445,856 6,353,361 2,725,360 $ 11,234,024 $ 10,841,308 $ 12,011,470 $ 11,268,570 $ 12,524,577 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 16,641,751 50,000 18,034,912 50,000 16,714,710 50,000 17,407,990 50,000 18,430,000 50,000 $ 16,691,751 $ 18,084,912 $ 16,764,710 $ 17,457,990 $ 18,480,000 11,234,024 4,179,305 10,841,308 3,912,497 12,011,470 4,083,440 11,268,570 3,744,480 12,524,577 6,395,670 Total Uses $ 15,413,329 $ 14,753,805 $ 16,094,910 $ 15,013,050 $ 18,920,247 Net Operating Result $ 1,278,422 $ 3,331,107 $ $ 2,444,940 $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 200 - 669,800 (440,247) 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 2013 ♦ ♦ There were no personnel salary increases for FY 2013. The FY 2013 budget process reallocated resources to the most needed areas. This resulted in a slight increase over FY 2011 actuals but a sizeable decrease from budget FY 2012. Preserve the condition of paved streets with a minimum desired level of 85 PCI and a minimum acceptable level of 80 PCI Complete transfer of pavement management system from CHEC to Lucity 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 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 2010 835 Actual FY 2011 845 Projected FY 2012 850 Anticipated FY 2013 1,021 100% 100% 100% 100% 100% 100% 100% 100% 91 91 88 85 5.21 5.25 5.25 5.25 0% 17% 0% 10% 80% 100% 100% 100% 5 4 4 4 100% 100% 100% 100% - 201 - 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 2011 Budget FY 2012 Projected FY 2012 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 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 325,997 942,928 2,872,281 403,303 587,426 373,453 928,289 2,903,992 333,597 496,853 371,650 877,200 2,955,380 424,060 626,510 301,686 866,950 2,956,903 356,710 580,853 313,967 871,823 2,941,587 338,629 601,575 $ 5,131,935 $ 5,036,184 $ 5,254,800 $ 5,063,102 $ 5,067,581 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 1,288,931 1,272,221 2,570,783 1,213,561 1,231,008 2,591,615 1,426,880 1,168,560 2,659,360 1,221,570 1,182,172 2,659,360 1,309,040 1,099,181 2,659,360 $ 5,131,935 $ 5,036,184 $ 5,254,800 $ 5,063,102 $ 5,067,581 ANNUAL MAINTENANCE COST PER LANE MILE $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2010 FY 2011 - 202 - FY 2012 FY 2013 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided initial street light knockdown response within one hour of notification and replaced within fifteen business days Repaired signals in flash or dark in all directions within five hours Repaired emergency vehicle preemption detection calls within 10 business days Completed 93% of street lighting work orders within five business days Initiated replacement of pedestrian countdown heads at signalized intersections Completed all long and short line maintenance striping at night in four months Completed Zone #3 (1/3 of all short line markings Managed all work orders generated for signs within three business days Completed government mandate of high reflectivity sign materials for street name signs in Zone #2 ♦ ♦ ♦ ♦ ♦ ♦ Complete all street lighting work orders within two business days Prioritize knockdowns or damaged signal infrastructure with damage matrix and make needed repairs within 24 hours Perform night arterial inspections of street lighting on the first Tuesday of each month Perform bi-annual night subdivision inspections of street lighting Test all traffic signal conflict monitors once per year Paint 1% of traffic signal intersections annually Replace 24 fire safety preemption heads on signal mast arms for safety vehicle advancement Complete Zone #1 (1/3 of all short line markings) Re-stripe all main arterial roadways Complete government mandate of high reflectivity sign materials for street name signs in Zone #3 BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 budget includes the addition of a Streetlight Technician, and the costs required to fully utilize that position. The FY 2013 budget also includes a one-time expense of $70,000 for traffic signal and street light pole testing. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Total MMU monitor testing 172 172 174 175 Total miles of arterial long line markings painted 480 480 480 480 % of arterial long lines striped 100% 100% 100% 100% % of short lines inspected 100% 100% 100% 100% Total number of high pressure sodium lamps replaced 2,537 2,370 2,866 2,900 Total number of traffic signals energized 172 173 173 174 % of signs replaced this year 30% 30% 30% 30% % of street lighting work orders completed within two business days 90% 93% 93% 95% % of traffic signal intersections painted 1% 1% 1% 1% PERFORMANCE MEASURES - 203 - 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 2011 Budget FY 2012 Projected FY 2012 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 0.50 4.50 4.50 6.50 4.00 19.00 19.00 19.00 19.00 20.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 616,517 498,898 1,386,075 1,486,841 - 556,293 409,009 1,262,254 964,533 483,922 573,510 492,480 1,357,700 1,058,350 525,930 572,697 448,020 1,365,036 1,062,777 458,481 582,110 446,320 1,413,559 1,070,518 490,430 $ 3,988,331 $ 3,676,011 $ 4,007,970 $ 3,907,011 $ 4,002,937 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 1,532,877 2,455,454 - 1,363,229 2,312,782 - 1,462,940 2,545,030 - 1,362,960 2,544,051 - 1,464,320 2,503,617 35,000 $ 3,988,331 $ 3,676,011 $ 4,007,970 $ 3,907,011 $ 4,002,937 TRAFFIC CONTROL COST PER ARTERIAL LANE MILE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2010 FY 2011 - 204 - FY 2012 FY 2013 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2013 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. ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ Maintained all shoulders and dirt roads for safety, storm water drainage, and dust abatement in compliance with all PM-10 dust regulations Tested new dust abatement products and changed to a locally produced, environmentally friendly, and more cost effective product Reconstructed 100% of our shoulders and dirt roads to maintain safety after storm events Inspected 100% of dry wells for Streets, Parks, and PKID (Parkway Maintenance Improvement District) divisions Contracted for upper tree trimming and canopy thinning ♦ ♦ 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 events Inspect 100% of dry wells for Streets, Parks, and PKID divisions and perform routine maintenance as needed Inspect, clean, and maintain 25% of all storm water inlets including scuppers and catch basins Complete tree inventory for all trees maintained by Streets division BUDGET NOTES There were no personnel salary increases for FY 2013. The FY 2013 budget includes the addition of one seasonal Senior. Grounds Maintenance Worker, and the required equipment to fully utilize that position. The costs of the additional position is more than offset by additional reductions in supplies and contractual costs. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 ROW miles maintained by contractor 63 65 65 67 % of landscape firms’ irrigation control logs reviewed weekly 25 50 50 80 Total storm drain inlets cleaned 800 2,510 2,510 4,000 100 100 100 100 100 100 100 100 PERFORMANCE MEASURES % of shoulders inspected three times per year % of shoulder reconstructions completed within five working days - 205 - 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 2011 Budget FY 2012 Projected FY 2012 1.80 2.50 0.33 1.80 2.50 0.33 1.80 2.50 0.33 1.80 2.50 0.33 2.80 2.50 0.33 4.63 4.63 4.63 4.63 5.63 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 973,557 278,259 558,404 872,073 230,052 659,119 1,069,620 265,810 681,330 885,448 252,046 686,843 987,585 249,020 684,450 $ 1,810,220 $ 1,761,244 $ 2,016,760 $ 1,824,337 $ 1,921,055 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 297,971 1,512,249 - 281,172 1,480,072 - 290,530 1,726,230 - 295,530 1,528,807 - 347,940 1,542,115 31,000 $ 1,810,220 $ 1,761,244 $ 2,016,760 $ 1,824,337 $ 1,921,055 ANNUAL R.O.W. MAINTENANCE COST PER LANE MILE $1,200.00 $900.00 $600.00 $300.00 $0.00 FY 2010 FY 2011 - 206 - FY 2012 FY 2013 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2013 The mission of Hazard Response is to keep right of way clear of driving hazards and unsightly graffiti within expected times. ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ 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 2013. The Hazard Response FY 2013 supplies and contractual budget was reduced by approximately $11,000. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 % 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 - 207 - Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Actual FY 2011 Budget FY 2012 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 Actual FY 2010 Actual FY 2011 Budget FY 2012 156,943 Total Expenses $ 156,943 143,034 $ 143,034 Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 $ 156,943 157,810 $ $ 143,034 $ 157,810 170,895 $ 170,895 $100.00 $90.00 $80.00 $70.00 $60.00 $50.00 FY 2011 - 208 - FY 2012 $ FY 2013 148,513 Budget FY 2013 117,620 53,275 - COST PER LANE MILE FY 2010 148,513 Projected FY 2012 113,510 44,300 $ Budget FY 2013 170,895 Budget FY 2012 110,704 32,330 - Budget FY 2013 Projected FY 2012 157,810 Actual FY 2011 128,100 28,843 - Projected FY 2012 115,170 33,343 $ 148,513 Table of Contents Non-Departmental Contingency 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. Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency is calculated to equal the unassigned fund balance after all reserves were identified. In FY 2013, $1,000,000 is budgeted for contingency. Miscellaneous Insurance $82,610 Tuition Reimbursement $12,000 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, $12,000 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. Copy Services $3,300 For FY 2013, all appropriations related to Copy Services were moved from departmental cost centers to Non-Departmental. New software is being implemented to allow for accurate accounting by cost center. It is the intention that once this software is in place, these appropriations will once again be recorded at the cost center level. - 209 - Table of Contents Non-Departmental PERSONNEL No Personnel Allocation Total Personnel EXPENSES Contingency Budget Savings Miscellaneous Total Expenses Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 $ - 90,436 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 - $ 90,436 - 210 - 424,380 $ Budget FY 2012 90,436 $ Projected FY 2012 611,000 (244,000) 57,380 Actual FY 2011 $ 90,436 Projected FY 2012 $ 424,380 $ Budget FY 2013 89,931 1,000,000 97,910 89,931 $ 1,097,910 Projected FY 2012 (38,300) 462,680 - Budget FY 2013 Budget FY 2013 89,931 - 1,097,910 - 89,931 $ 1,097,910 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 Management Services Fleet Maintenance Town Manager Copy Services Town Council Health Self Insurance Dental Self Insurance - 211 - Table of Contents Internal Service Funds Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 5,986,020 260,110 10,830,070 - 6,203,448 277,150 11,188,520 951,077 7,558,960 579,130 13,248,920 984,800 7,044,878 579,130 13,044,270 1,079,790 7,567,360 670,000 13,341,700 1,106,150 $ 17,076,200 $ 18,620,195 $ 22,371,810 $ 21,748,068 $ 22,685,210 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,570,365 15,505,835 - 1,316,623 17,303,572 - 1,703,260 20,668,550 - 1,371,370 20,376,698 - 1,685,730 20,749,480 250,000 $ 17,076,200 $ 18,620,195 $ 22,371,810 $ 21,748,068 $ 22,685,210 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 19,101,605 - 18,662,996 - 21,016,060 - 19,931,550 - 22,906,000 - $ 19,101,605 $ 18,662,996 $ 21,016,060 $ 19,931,550 $ 22,906,000 17,076,200 15,850 18,620,195 215,850 22,371,810 - 21,748,068 - 22,685,210 - Total Uses $ 17,092,050 $ 18,836,045 $ 22,371,810 $ 21,748,068 $ 22,685,210 Net Operating Result $ 2,009,555 $ 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 Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out Projected FY 2012 Budget FY 2013 (173,049) $ (1,355,750) $ (1,816,518) $ - 212 - 220,790 Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2013 To provide superior vehicle and equipment maintenance, repair, acquisition, disposition and get ready in a cost effective manner while ensuring maximum availability for duty and extending vehicle life through proactive, predictive, preventive maintenance. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ ♦ ♦ ♦ ♦ Entered into IGA with The Town of Queen Creek for entire vehicle/equipment fleet for vehicle repair and maintenance Monitored fleet inventory, continued to reduce and stock parts on consignment Maintained industry standard ratio of 75% scheduled/25% unscheduled Kept preventive maintenance schedules at 98% completed or better on monthly basis Hired 3 technicians at the South Area Service Center to support shop operations ♦ ♦ Conduct utilization and fleet reduction analysis for vehicles/equipment over 1-Ton Conduct utilization and fleet reduction analysis for vehicles/equipment up to 1-Ton All technicians to become ASE Certified in at least one (1) module with at least six (6) Master Technicians Attain Blue Seal Certified shop at South Area Service Center (SASC) SASC technicians to become ADEQ Certified Emissions Inspectors Implement shop tool inventory and controls Develop performance standards for heavy fleet vehicles BUDGET NOTES Contractual costs were increased to reflect the increased cost in fuel, auto parts, and tires. No additional FTE were included in the FY 2013 adopted budget. PERFORMANCE MEASURES Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Mechanic productivity ratio 81.86% 73.55% 73.00% 74.00% Number of outsourced work orders 1,155 1,206 1,200 1,200 Total number of work orders 8,908 9,067 9,000 9,500 Total preventive maintenance work orders 6,096 6,161 6,250 6,500 Total unscheduled work orders 2,812 2,906 2,750 3,000 Total number of vehicles/equipment in Gilbert fleet 709 724 745 745 Total number of vehicles/equipment in Queen Creek fleet * * 134 5** *New measure beginning with implementation of IGA in FY 2012 **New FY 2013 one-year agreement includes fire apparatus only - 213 - Table of Contents Fleet Maintenance PERSONNEL BY ACTIVITY Administration Fleet Maintenance Shop Parts Fuel Commercial Non-Departmental Total Personnel EXPENSES BY ACTIVITY Budget FY 2012 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 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 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 1,446,441 1,460,396 2,662,474 634,137 - 1,592,020 1,788,270 3,501,330 672,340 5,000 1,388,360 1,679,512 3,304,686 672,320 - 1,596,300 1,906,300 3,370,110 689,440 5,210 $ 5,986,020 $ 6,203,448 $ 7,558,960 $ 7,044,878 $ 7,567,360 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY 1,570,307 4,415,713 - 1,316,623 4,886,825 - 1,703,260 5,855,700 - 1,371,370 5,673,508 - 1,685,730 5,881,630 - $ 5,986,020 $ 6,203,448 $ 7,558,960 $ 7,044,878 $ 7,567,360 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 235,945 5,750,075 - Administration Fleet Maintenance Shop Parts Fuel Commercial Non-Departmental Total Expenses Budget FY 2013 Projected FY 2012 Actual FY 2010 OPERATING RESULTS 6,176,017 - 6,291,955 - 7,931,060 - 6,711,750 - 8,075,000 - $ 6,176,017 $ 6,291,955 $ 7,931,060 $ 6,711,750 $ 8,075,000 5,986,020 15,850 6,203,448 15,850 7,558,960 - 7,044,878 - 7,567,360 - Total Uses $ 6,001,870 $ 6,219,298 $ 7,558,960 $ 7,044,878 $ 7,567,360 Net Operating Result $ $ $ $ Total Revenues Transfers In Total Sources Total Expenses Transfers Out 174,147 72,657 - 214 - 372,100 (333,128) $ 507,640 Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2013 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ Consolidated all copies and prints into one “bucket” to leverage volume pricing to reduce costs Started to reduce the number of high cost copy and print devices through consolidation and replacement of older models with more efficient models Provided competitive pricing to internal staff to bring in more copy and print jobs to the Copy Center Reduced the processing time Finance requires to reconcile monthly invoices and allocations Reduced the cost of Mail Services by reducing the number of mail runs to Town buildings PERFORMANCE MEASURES Average cost per impression* Number of impressions* ♦ ♦ Continue working with departments to reduce the number of print and copy devices in the town Implement a software solution to help the Town track the amount of printing and copying that is done and provide to management reports of consumption Work with the Gilbert Go Green initiative team to reduce the amount of paper printed Continue to provide a competitive cost option for internal staff to copy at the copy center Conduct analysis of equipment to determine amount of fund balance needed in order to replace aged equipment based on useful life BUDGET NOTES Included in the FY 2013 budget is a one-time appropriation of $250,000 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 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 $0.076 $0.099 $0.080 $0.118 3,438,264 2,786,889 7,200,000 5,700,000 *For FY 2010 and FY 2011, measures included copies only. Beginning FY 2012, measures included all impressions for copiers and printers. - 215 - Table of Contents Copy Services Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services Total Expenses 260,110 $ $ 260,110 $ $ Total Expenses Transfers Out 360,464 277,150 260,110 - 321,749 $ $ 260,110 $ Net Operating Result $ 100,354 $ 477,150 $ 368,600 $ 579,130 579,130 420,000 250,000 $ 468,030 568,000 $ 579,130 $ (210,530) $ 579,130 670,000 Budget FY 2013 468,030 $ 670,000 Budget FY 2013 Projected FY 2012 579,130 $ $ 579,130 - 368,600 - (155,401) $ - 216 - 579,130 579,130 670,000 Projected FY 2012 Budget FY 2012 277,150 200,000 Total Uses $ 579,130 - 321,749 $ 579,130 Budget FY 2013 579,130 Budget FY 2012 Actual FY 2011 360,464 - Total Revenues Transfers In $ 277,150 - Actual FY 2010 OPERATING RESULTS 277,150 Actual FY 2011 260,110 - Personnel Supplies & Contractual Capital Outlay Total Sources $ Budget FY 2013 Projected FY 2012 579,130 277,150 Actual FY 2010 EXPENSES BY CATEGORY Total Expenses 260,110 Projected FY 2012 568,000 670,000 - $ (111,100) $ 670,000 (102,000) Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2013 This fund provides financing for health benefits provided through an Exclusive Provider Organization (EPO) network. ♦ ACCOMPLISHMENTS FY 2012 BUDGET NOTES ♦ ♦ Plan is fully funded and the reserve at the end of plan year 2012 meets targeted reserve goals set by the Board of Trustees The Board of Trustees recommended and the Town Council approved a reduction of approximately $1,000,000 to the reserve in 2012 through premium holidays on Town of Gilbert and employee contributions to premiums. This provided a reduced cost to the Town and employees due to plan performance in prior years and corresponding reserve strength Maintain a reserve equivalent to a minimum of 3 months of medical and dental claims in excess of claims incurred but not reported Medical premiums are 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 FY 2013, there is no increase in premium for employees. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 $868 $914 $1,041 $1,075 Average actual total premium per employee per month** $1,014 *$899 *$951 $1,031 Average actual Town premium contribution per employee per month $811 *$719 *$850 $825 Health Plan Participants 3,088 3,060 3,070 3,130 $5,335,888 $5,245,571 $4,000,000 $3,600,000 PERFORMANCE MEASURES Average total plan cost (expense) per participating 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 **Though base premiums have not changed since FY 2009, total premium per employee has increased because of election changes resulting in a higher percentage of family coverage participants ***Reserve reflects total reserve for medical and dental funds - 217 - Table of Contents Health Self Insurance Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 10,830,070 11,188,520 13,248,920 13,044,270 13,341,700 $ 10,830,070 $ 11,188,520 $ 13,248,920 $ 13,044,270 $ 13,341,700 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 58 10,830,012 - 11,188,520 - 13,248,920 - 13,044,270 - 13,341,700 - $ 10,830,070 $ 11,188,520 $ 13,248,920 $ 13,044,270 $ 13,341,700 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 12,565,124 - 10,935,661 - 11,645,000 - 11,660,090 - 13,157,000 - $ 12,565,124 $ 10,935,661 $ 11,645,000 $ 11,660,090 $ 13,157,000 10,830,070 - 11,188,520 - 13,248,920 - 13,044,270 - 13,341,700 - Total Uses $ 10,830,070 $ 11,188,520 $ 13,248,920 $ 13,044,270 $ 13,341,700 Net Operating Result $ 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 Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out Projected FY 2012 (252,859) $ (1,603,920) $ (1,384,180) $ YEARLY BASE TOTAL PREMIUM FAMILY COVERAGE $20,000.00 $15,000.00 $10,000.00 $5,000.00 $0.00 FY 2010 Budget FY 2013 FY 2011 - 218 - FY 2012 FY 2013 (184,700) Table of Contents Dental Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2013 This fund provides financing for dental insurance coverage. ♦ ♦ ACCOMPLISHMENTS FY 2012 ♦ ♦ Sufficient premiums to pay plan expenses Premium savings compared to fully insured alternative BUDGET NOTES Premiums were reduced by over 3% for FY 2012 after the first year of operation. Performance in FY 2012 allowed for premiums to remain unchanged for FY 2013. A reserve has been established under the Town of Gilbert, Arizona Self Insured Trust Fund for Health Insurance Benefits. The dental and medical funds create a combined reserve for claims costs under the plans Sufficient premiums to pay plan expenses 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 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Average total plan cost (expense) per participating employee per month * $82 $87 $87 Average actual premium per employee per month * $90 $88 $88 Average actual Town premium contribution per employee per month * $72 $70 $70 Dental plan participants * 3,110 3,140 3,200 PERFORMANCE MEASURES *New measure; no data available - 219 - Table of Contents Dental Self Insurance PERSONNEL BY ACTIVITY Dental Self Insurance Total Personnel EXPENSES BY ACTIVITY Dental Self Insurance Total Expenses $ Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 - 951,077 $ Actual FY 2010 Personnel Supplies & Contractual Capital Outlay $ - $ Total Expenses Transfers Out $ $ 951,077 Projected FY 2012 $ Actual FY 2011 Budget FY 2013 Projected FY 2012 Budget FY 2013 984,800 1,079,790 1,106,150 984,800 $ 1,079,790 $ 1,106,150 Projected FY 2012 Budget FY 2013 Budget FY 2012 951,077 - Actual FY 2010 Total Revenues Transfers In 951,077 Actual FY 2011 - OPERATING RESULTS Total Sources Actual FY 2011 - EXPENSES BY CATEGORY Total Expenses Actual FY 2010 984,800 - 1,079,790 - 1,106,150 - 984,800 $ 1,079,790 $ 1,106,150 Projected FY 2012 Budget FY 2013 Budget FY 2012 - 1,113,631 - 1,071,400 - 1,091,680 - 1,106,000 - - $ 1,113,631 $ 1,071,400 $ 1,091,680 $ 1,106,000 - 951,077 - 984,800 - 1,079,790 - 1,106,150 - $ 1,079,790 $ 1,106,150 $ $ Total Uses $ - $ 951,077 $ 984,800 Net Operating Result $ - $ 162,554 $ 86,600 - 220 - 11,890 (150) 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. 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. The Wastewater Repair and Replacement Fund includes a fleet replacement component. Environmental Services Residential Equipment Replacement – The Residential Fund makes contributions to the Environmental Services Residential 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. Environmental Services Commercial Equipment Replacement – The Commercial Fund makes contributions to the Environmental Services Commercial 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. - 221 - Table of Contents Replacement Funds 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, 2013 for each replacement fund is listed below. Fund Fund Balance General Water Wastewater Environmental Services - Residential Environmental Services - Commercial Streets Fleet $ 5,717,711 35,377,535 34,612,319 4,595,424 495,035 3,455,624 237,089 Total Fund Balance $ 84,490,737 - 222 - Table of Contents Replacement Funds Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out $ $ Net Operating Result $ 895,427 $ $ 403,041 $ $ 430,590 Net Operating Result $ (27,549) $ $ 5,032,653 $ Net Operating Result $ 5,032,653 $ Total Revenues Transfers In 5,620,061 $ 33,745 $ 5,567,488 5,285,000 $ 282,488 $ 1,456,295 30,000 3,500,530 116,000 $ 3,616,530 5,764,448 $ $ 157,845 $ 5,722,224 Net Operating Result $ 5,462,216 $ 42,224 - 223 - $ 948,000 $ (937,600) $ 5,376,920 $ 8,212,000 $ 200,000 $ $ Budget FY 2013 5,286,920 5,381,090 $ 5,404,000 $ (22,910) $ 3,006,000 5,700,000 5,739,520 6,138,780 (851,860) Budget FY 2013 37,650 5,701,870 $ 5,286,920 3,023,780 3,115,000 Projected FY 2012 79,590 5,701,870 1,086,170 (30,080) $ (1,075,770) 119,000 5,285,000 $ 10,400 1,086,170 - 94,170 5,286,920 Budget FY 2012 5,781,460 169,920 Projected FY 2012 $ (2,835,080) $ $ 10,400 - 200,000 - 2,927,000 5,285,000 22,224 5,700,000 Total Uses 10,400 Budget FY 2013 169,920 - 90,000 5,286,920 62,578 5,701,870 $ Projected FY 2012 Budget FY 2012 Actual FY 2011 127,845 30,000 Total Expenses Transfers Out - $ 22,061 5,598,000 $ $ 948,000 - 5,285,000 Actual FY 2010 WASTEWATER REPLACEMENT FUND $ 280,568 5,286,920 - Total Uses 5,945,180 83,700 1,002,295 454,000 10,400 - Actual FY 2011 130,213 4,902,440 Total Expenses Transfers Out Total Sources 33,745 $ Actual FY 2010 Total Revenues Transfers In $ Budget FY 2012 - Total Uses WATER REPLACEMENT FUND $ 33,745 - 430,590 - Total Expenses Transfers Out Total Sources 423,769 65,000 3,430,180 2,515,000 Actual FY 2011 403,041 - Total Revenues Transfers In $ 30,000 - (342,501) $ (5,880,180) $ (1,372,595) $ (3,586,530) (785,672) $ Actual FY 2010 STREETS REPLACEMENT FUND 81,268 423,769 - 28,760 866,667 Total Uses Total Sources 109,755 Budget FY 2013 83,700 - 65,000 - 81,268 - 109,755 - Projected FY 2012 Budget FY 2012 Actual FY 2011 Actual FY 2010 GENERAL REPLACEMENT FUND 50,000 5,701,870 $ 5,751,870 3,080,800 - 29,000 5,700,000 $ 5,729,000 $ 3,080,800 $ (2,924,540) $ 10,520 $ 2,671,070 $ 8,706,000 Table of Contents Replacement Funds Actual FY 2010 ENVIRO SVCS RESIDENTIAL REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2011 171,121 1,735,070 $ Total Expenses Transfers Out 1,906,191 204,203 1,195,380 $ 969,433 2,164,000 $ Net Operating Result $ (1,227,242) $ Total Revenues Transfers In Total Sources $ 186,391 $ Net Operating Result $ 1,130,111 Total Revenues Transfers In $ $ (943,720) $ Total Expenses Transfers Out 16,661 146,006 257,819 1,571,000 $ (305,840) $ 777,850 $ (1,096,840) Projected FY 2012 189,210 $ 29,210 $ Budget FY 2012 $ 189,210 $ 400,000 $ (210,790) Budget FY 2013 730 $ - 730 189,210 400,000 - Projected FY 2012 1,200 15,850 - 3,000 186,210 - (111,813) $ 17,050 189,210 2,363,000 Budget FY 2013 3,000 186,210 $ - 2,363,000 $ 160,000 $ 1,266,160 500,000 $ 17,721 $ $ 160,000 - 1,871 15,850 1,277,850 20,000 1,246,160 500,000 - 3,000 186,210 Actual FY 2011 $ $ Budget FY 2012 257,819 - 811 15,850 $ $ 3,706 142,300 Actual FY 2010 FLEET REPLACEMENT FUND 1,945,056 1,265,160 Budget FY 2013 31,690 1,246,160 1,571,000 - Actual FY 2011 231,111 899,000 Total Uses $ (545,473) $ 5,851 180,540 Total Expenses Transfers Out Total Sources $ Actual FY 2010 ENVIRO SVCS COMMERCIAL REPLACEMENT FUND 1,399,583 Projected FY 2012 19,000 1,246,160 1,945,056 - Total Uses 3,133,433 Budget FY 2012 $ - - Total Uses $ - $ - $ - $ - $ - Net Operating Result $ 16,661 $ 17,721 $ 17,050 $ 730 $ - - 224 - Table of Contents Special Revenue __________________________________________ Special Revenue Summary CDBG/HOME System Development Fees Grants Police Impound Special Districts 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 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. - 225 - 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 Actual FY 2011 Budget FY 2012 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 2.00 0.00 1.00 0.00 0.00 0.00 4.00 2.60 2.00 14.28 10.10 10.10 9.60 9.60 Actual FY 2010 Actual FY 2011 Budget FY 2012 67,902 443,658 1,264,481 401,046 241,950 2,775,992 2,290,812 $ 7,485,841 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 7,485,841 1,340,450 5,000,000 287,280 2,827,510 1,519,580 6,297,486 $ 10,974,820 Actual FY 2011 2,081,520 4,639,791 764,530 $ 1,049,588 994,427 231,327 2,858,645 1,163,499 $ Projected FY 2012 Projected FY 2012 $ Budget FY 2012 1,430,935 4,208,350 658,201 1,421,510 9,520,310 33,000 6,297,486 $ 10,974,820 Budget FY 2013 903,532 1,026,080 299,290 2,522,740 1,371,526 1,798,007 5,000,000 269,593 2,707,010 1,742,060 6,123,168 $ 11,516,670 Projected FY 2012 $ Budget FY 2013 Budget FY 2013 1,589,280 4,295,990 237,898 1,434,000 10,082,670 - 6,123,168 $ 11,516,670 Actual FY 2010 Actual FY 2011 Budget FY 2012 39,091,108 875,901 31,422,021 11,069,581 31,671,410 11,005,890 49,727,560 11,005,890 47,692,830 - $ 39,967,009 $ 42,491,602 $ 42,677,300 $ 60,733,450 $ 47,692,830 7,485,841 49,708,928 6,297,486 47,992,335 10,974,820 57,037,660 6,123,168 42,508,646 11,516,670 42,836,490 Total Uses $ 57,194,769 $ 54,289,821 $ 68,012,480 $ 48,631,814 $ 54,353,160 Net Operating Result $ (17,227,760) $ (11,798,219) $ (25,335,180) $ 12,101,636 OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 226 - Projected FY 2012 Budget FY 2013 $ (6,660,330) Table of Contents CDBG/HOME PURPOSE STATEMENT ♦ 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 2012 ♦ ♦ ♦ ♦ ♦ ♦ 72 households received emergency and minor home repair assistance 375 elderly and disabled residents received congregate and home delivered meals 70 jobs were created for low and moderate income individuals through training and technical assistance provided to Gilbert small businesses 4 new affordable housing units were purchased and rehabilitated, providing 14 residents with safe, affordable rental housing Completed infrastructure improvements in the Sonora Town neighborhood which included new water and sewer lines, street paving, and streetlights ♦ ♦ ♦ 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. OBJECTIVES FY 2013 ♦ Provide information and referral for social services, affordable housing, and foreclosure prevention Provide funding for emergency home repair or housing rehab assistance for 100 Gilbert homeowners Support regional efforts for homelessness prevention by utilizing CDBG funds for facility improvements to three homeless shelter providers Increase energy efficiency and reduce utility costs for low-income and disabled seniors residing at Page Commons senior apartment complex Increase pedestrian safety and disability access in the Heritage District of downtown Gilbert through lighted crosswalks, parking lot lighting, sidewalk improvements, and other pedestrian amenities Reduce the presence of slum and blight in downtown Gilbert neighborhoods by offering voluntary demolition assistance of vacant, blighted, and unsafe structures Create 2-3 new affordable rental housing units Improve lives for lower income Gilbert residents through funding for social services Actual FY 2010 375 Actual FY 2011 368 Projected FY 2012 375 Anticipated FY 2013 380 # of households receiving repair and rehab # of households receiving homebuyer counseling or gap financing 28 40 75 100 6 0 0 0 # of new affordable rental housing units 0 0 6 3 0 18 70 0 0 0 1 4 0 0 95 558 PERFORMANCE MEASURES # of persons receiving social services # of new low and moderate income jobs created # of facility improvement projects benefiting Gilbert vulnerable populations # of residents benefiting from revitalization and infrastructure improvements - 227 - Table of Contents CDBG/HOME Actual FY 2010 Actual FY 2011 Budget FY 2012 CDBG/HOME 1.50 1.00 1.00 1.00 1.00 Total Personnel 1.50 1.00 1.00 1.00 1.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ 1,340,450 443,658 $ 1,049,588 $ 1,340,450 Actual FY 2011 Budget FY 2012 98,891 344,767 - 71,251 978,337 - 80,110 1,260,340 - 443,658 $ 1,049,588 $ 1,340,450 Actual FY 2011 Budget FY 2012 Actual FY 2010 OPERATING RESULTS Total Revenues Transfers In Total Sources 1,049,588 Actual FY 2010 EXPENSES BY CATEGORY Total Expenses 443,658 $ Total Expenses Transfers Out Projected FY 2012 Budget FY 2013 Projected FY 2012 $ Budget FY 2013 903,532 1,798,007 903,532 $ 1,798,007 Projected FY 2012 $ Budget FY 2013 83,420 820,112 - 82,010 1,715,997 - 903,532 $ 1,798,007 Projected FY 2012 Budget FY 2013 511,707 - 1,081,925 - 1,357,130 - 1,528,450 - 1,784,530 - 511,707 $ 1,081,925 $ 1,357,130 $ 1,528,450 $ 1,784,530 443,658 63,320 1,049,588 32,340 1,340,450 438,000 903,532 621,000 1,798,007 - $ 1,081,928 $ 1,778,450 $ 1,524,532 $ 1,798,007 Total Uses $ 506,978 Net Operating Result $ 4,729 $ (3) $ - 228 - (421,320) $ 3,918 $ (13,477) Table of Contents System Development Fees PURPOSE STATEMENT Following are descriptions and fees for a typical single-family residential permit: $4,030 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. $5,042 General Government $383 The General Government SDF is a charge to new development to cover new development’s share of debt service incurred by expanding Gilbert’s administrative infrastructure, including Public Works, Courts, Prosecutor, Community Development, and Libraries as required to serve new growth. $1,355 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. 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 the System Development Fee study in FY 2013. $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 $423 Parks and Recreation 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. Wastewater System Traffic Signals 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 Resources $821 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. 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. Water System Fire Department $612 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. - 229 - Table of Contents System Development Fees PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Solid Waste Container Fee Traffic Signals Police Fire General Government Parks and Recreation Water System Water Resources Wastewater System Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ Actual FY 2010 Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 - - - - $ - $ - Actual FY 2010 Actual FY 2011 Budget FY 2012 - - - - $ - $ - Projected FY 2012 Budget FY 2013 Projected FY 2012 Budget FY 2013 $ - $ Projected FY 2012 Budget FY 2013 $ - $ - Actual FY 2010 Actual FY 2011 Budget FY 2012 31,805,639 123,329 24,526,763 10,985,000 20,984,540 10,985,000 42,814,490 10,985,000 36,836,200 - $ 31,928,968 $ 35,511,763 $ 31,969,540 $ 53,799,490 $ 36,836,200 49,032,424 47,481,576 53,716,740 39,004,726 39,703,570 Total Uses $ 49,032,424 $ 47,481,576 $ 53,716,740 $ 39,004,726 $ 39,703,570 Net Operating Result $(17,103,456) $(11,969,813) $ (21,747,200) $ 14,794,764 OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out Projected FY 2012 - SDF PER SINGLE FAMILY RESIDENTIAL UNIT $25,000 $20,000 $15,000 $10,000 $5,000 $0 FY 2010 FY 2011 FY 2012 - 230 - FY 2013 Budget FY 2013 $ (2,867,370) Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2013 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 2013 budget is an ADOT approved transfer of $2,697,000 to reimburse the GF for prior eligible expenditures. 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 2012 ♦ ♦ Completion of Single Audit Report with no findings Received $5,955,014 in grant funds Completed single audit report for FY2011 with no material weaknesses - 231 - Table of Contents Grants PERSONNEL BY ACTIVITY Grants Total Personnel EXPENSES BY ACTIVITY Grants Total Expenses Actual FY 2011 Budget FY 2012 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 1,264,481 $ 1,264,481 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2010 $ 1,264,481 $ Actual FY 2010 OPERATING RESULTS Projected FY 2012 Budget FY 2013 Budget FY 2013 994,427 5,000,000 1,026,080 5,000,000 994,427 $ 5,000,000 $ 1,026,080 $ 5,000,000 Budget FY 2012 Projected FY 2012 Budget FY 2013 Actual FY 2011 257,570 242,381 764,530 Projected FY 2012 174,239 249,114 571,074 5,000,000 - 100,504 720,678 204,898 5,000,000 - 994,427 $ 5,000,000 $ 1,026,080 $ 5,000,000 Budget FY 2012 Projected FY 2012 Budget FY 2013 Actual FY 2011 1,580,488 311,773 1,181,084 1,573 5,000,000 - 1,027,000 - 5,000,000 - $ 1,892,261 $ 1,182,657 $ 5,000,000 $ 1,027,000 $ 5,000,000 1,264,481 409,537 994,427 24,045 5,000,000 2,697,000 1,026,080 2,697,000 5,000,000 2,947,000 Total Uses $ 1,674,018 $ 1,018,472 $ 7,697,000 $ 3,723,080 $ 7,947,000 Net Operating Result $ $ $ (2,697,000) $ (2,696,080) $ (2,947,000) Total Revenues Transfers In Total Sources Total Expenses Transfers Out 218,243 164,185 - 232 - Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2013 Arizona Law, A.R.S. 28-3511 requires the mandatory tow and 30 day impound of vehicles when the driver commits specific civil traffic and criminal traffic offenses. Under the law anyone of interest in the vehicle may request a hearing for the release of it. ♦ ♦ Conduct fair and proper hearings Assist in training departmental employees and provide updates on law changes BUDGET NOTES There are no changes in FTE for FY 2013. Tow rates are reviewed annually to determine proper fee based on expenditure history. During the hearings it will be up to the hearing coordinator to determine if the vehicle was towed properly and if not, facilitate the release immediately without cost to the owner. In some situations, vehicles are eligible for early release. If the vehicle is not eligible, a hearing is still required to get the vehicle back after the 30 day impound. A $100 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 2012 ♦ ♦ Conducted over 2,650 tow hearings Issued citations for violators of ARS283212J. All of which have been found guilty in court Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 Number of tow hearings conducted 2,317 2,829 2,650 2,920 Number of proper tows 2,645 3,614 2,640 2,920 Number of vehicles eligible for early release 1,730 2,185 2,640 2,920 PERFORMANCE MEASURES - 233 - Table of Contents Police Impound Actual FY 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound 241,950 Total Expenses $ 241,950 231,327 $ Actual FY 2010 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 241,950 Total Revenues Transfers In $ $ Total Expenses Transfers Out 317,882 231,327 287,280 241,950 56,696 220,783 299,290 231,327 47,358 320,000 $ 299,290 $ 298,646 $ 278,685 Net Operating Result $ 19,236 $ (57,902) $ $ 343,200 $ (23,200) $ $120.00 $90.00 $60.00 $30.00 $0.00 FY 2011 FY 2012 - 234 - $ 256,010 FY 2013 355,210 269,593 Budget FY 2013 275,000 - $ 299,290 55,920 COST PER TOW HEARING FY 2010 232,860 36,733 - 256,010 $ 269,593 Budget FY 2013 Projected FY 2012 287,280 55,920 Total Uses $ 234,350 31,940 33,000 320,000 $ 269,593 Projected FY 2012 Budget FY 2012 220,783 $ $ 222,340 31,940 33,000 $ Budget FY 2013 299,290 Budget FY 2012 Actual FY 2011 317,882 - Total Sources 287,280 206,500 24,827 - Actual FY 2010 OPERATING RESULTS $ Budget FY 2013 Projected FY 2012 287,280 Actual FY 2011 207,408 34,542 - Total Expenses 231,327 Projected FY 2012 275,000 269,593 55,920 $ (99,200) $ 325,513 (50,513) 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 2013 is $847,760. The anticipated expenditures are $1,012,680. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted an FY 2013 budget of $1,694,330 and a levy of $1,508,560. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. - 235 - Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2010 Actual FY 2011 Budget FY 2012 Street Light Improvement Parkway Improvement 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 2.60 2.60 Actual FY 2010 Actual FY 2011 Budget FY 2012 Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Budget FY 2013 Projected FY 2012 Budget FY 2013 1,447,121 1,328,871 1,458,036 1,400,609 1,636,240 1,191,270 1,536,240 986,500 1,694,330 1,012,680 $ 2,775,992 $ 2,858,645 $ 2,827,510 $ 2,522,740 $ 2,707,010 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2012 154,064 2,621,928 - 153,768 2,704,877 - 162,540 2,664,970 - 162,540 2,360,200 - 161,820 2,545,190 - $ 2,775,992 $ 2,858,645 $ 2,827,510 $ 2,522,740 $ 2,707,010 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 OPERATING RESULTS Total Revenues Transfers In 2,956,403 - 2,935,709 83,000 2,538,850 - 2,538,880 - 2,356,320 - $ 2,956,403 $ 3,018,709 $ 2,538,850 $ 2,538,880 $ 2,356,320 2,775,992 - 2,858,645 - 2,827,510 - 2,522,740 - 2,707,010 - Total Uses $ 2,775,992 $ 2,858,645 $ 2,827,510 $ 2,522,740 $ 2,707,010 Net Operating Result $ $ $ Total Sources Total Expenses Transfers Out 180,411 160,064 - 236 - (288,660) $ 16,140 $ (350,690) 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. Cable TV Contribution for purchase of cable equipment. FUND DETAIL Santan Mitigation Public Safety Funds Contribution from SRP to offset homeowners associations’ landscaping costs on subdivisions that are located next to the Santan Generating Plant. Contributions to support awards and expenses for special activities such as victim assistance. Confiscated Funds Dollars provided through confiscation of property by the Police Department. Public Safety Security Companies contract for security and pay a flat hourly rate. Security is provided during construction and at special events. 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. - 237 - Table of Contents Other Special Revenue PERSONNEL BY ACTIVITY Court Enhancement Court JCEF Fill the Gap Total Personnel EXPENSES BY ACTIVITY Actual FY 2010 Actual FY 2011 Budget FY 2012 1.00 1.00 0.50 1.00 1.00 0.50 1.00 1.00 0.50 1.00 1.00 0.00 1.00 1.00 0.00 2.50 2.50 2.50 2.00 2.00 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 Projected FY 2012 Budget FY 2013 Special Revenue 2,290,812 1,163,499 1,519,580 1,371,526 1,742,060 Total Expenses $ 2,290,812 $ 1,163,499 $ 1,519,580 $ 1,371,526 $ 1,742,060 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 1,082,807 1,208,005 - 825,177 251,195 87,127 956,520 563,060 - 1,008,466 363,060 - 957,310 784,750 - $ 2,290,812 $ 1,163,499 $ 1,519,580 $ 1,371,526 $ 1,742,060 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 OPERATING RESULTS Total Revenues Transfers In 1,882,390 70,880 1,475,757 8 1,470,890 20,890 1,562,730 20,890 1,440,780 - $ 1,953,270 $ 1,475,765 $ 1,491,780 $ 1,583,620 $ 1,440,780 2,290,812 146,951 1,163,499 407,016 1,519,580 130,000 1,371,526 130,000 1,742,060 130,000 Total Uses $ 2,437,763 $ 1,570,515 $ 1,649,580 $ 1,501,526 $ 1,872,060 Net Operating Result $ Total Sources Total Expenses Transfers Out (484,493) $ (94,750) $ - 238 - (157,800) $ 82,094 $ (431,280) 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 2013 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 2012 BUDGET NOTES ♦ ♦ ♦ ♦ ♦ ♦ Completed design of 10 Capital Projects Completed construction of 14 Capital Projects with total project costs of $73 million Started construction of 7 Capital Projects with an estimated total project costs of $72 million Completed the 2012-2017 Capital Improvement Plan Update Oversaw construction projects in six 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 27 Capital Projects Complete construction of 5 Capital Projects Start construction of 12 Capital Projects with an estimated total project costs of $38 million Oversee construction projects in six 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 2013. 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 2013. Actual FY 2010 Actual FY 2011 Projected FY 2012 Anticipated FY 2013 * $100,000,000 $95,000,000 $106,803,000 - 239 - Table of Contents Capital Projects Administration Actual FY 2010 Actual FY 2011 Budget FY 2012 Capital Projects Administration 0.00 4.75 4.75 3.75 5.75 Total Personnel 0.00 4.75 4.75 3.75 5.75 Actual FY 2010 Actual FY 2011 Budget FY 2012 47,032,220 453,467 1,582,761 216,378 14,564,234 7,635,186 78,581 1,741,598 1,062,582 723,184 34,666,827 675,704 265,447 655,107 11,602,299 2,202,443 9,870 1,247,256 869,420 95,745,430 76,271,820 1,195,540 7,379,350 6,412,280 23,051,730 339,750 4,913,130 869,430 26,436,435 150,473 3,301 3,116,000 7,970,760 141,126 394,112 1,105,512 51,165,000 65,653,000 1,201,000 7,745,000 2,071,910 25,379,000 143,000 373,000 3,939,000 $ 73,304,425 $ 53,110,719 $216,178,450 $ 39,081,637 $158,775,422 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 73,304,425 390,096 973,901 51,746,722 424,150 445,270 215,309,030 424,160 445,270 38,212,207 555,040 2,672,472 155,547,910 $ 73,304,425 $ 53,110,719 $216,178,450 $ 39,081,637 $158,775,422 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 17,659,405 31,202,891 4,389,521 19,347,280 118,671,400 39,964,420 8,726,700 16,748,604 77,427,400 40,320,000 $ 48,862,296 $ 23,736,801 $158,635,820 $ 25,475,304 $117,747,400 73,304,425 1,320,102 53,110,719 2,045,867 216,178,450 869,400 39,081,637 897,998 158,775,422 1,357,000 Total Uses $ 74,624,527 $ 55,156,586 $217,047,850 $ 39,979,635 $160,132,422 Net Operating Result $ (25,762,231) $ (31,419,785) $ (58,412,030) $ (14,504,331) $ (42,385,022) PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Capital Projects Administration Improvement District 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 Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 240 - Projected FY 2012 Projected FY 2012 Budget FY 2013 Budget FY 2013 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 on June 14, 2012. The first year of the five-year program is included in the FY 2013 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 for FY 2013: CIP Administration Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Stormwater Parks and Recreation $ Total Capital Projects $ 158,775,422 1,105,512 51,165,000 65,653,000 1,201,000 7,745,000 2,071,910 25,379,000 143,000 373,000 3,939,000 The following graph shows the project breakdown by category and percentage of total capital improvements scheduled for FY 2013: Municipal Facilities 1.3% Improvement Districts 32.2% Traffic Control 0.8% Stormwater 0.2% Water 16.0% Redevelopment 4.9% Wastewater 0.1% CIP Administration 0.7% Parks and Recreation 2.5% Streets 41.4% - 241 - Table of Contents Maintenance Costs Future operating costs for capital projects are included in the planning phase and must be included in the operating departments once the project is completed. Below is a summary table that provides the future operating impacts for projects which are currently under construction. Category 2012-13 Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Total Operating Costs $ 2013-14 2014-15 2015-16 2016-17 Cumulative Total 368,000 - 365,000 11,000 50,000 1,621,000 113,000 - 585,000 29,000 63,000 428,000 114,000 1,000 20,000 585,000 58,000 63,000 518,000 120,000 1,000 45,000 585,000 70,000 63,000 1,743,000 121,000 1,000 45,000 $ $ 2,120,000 $ 168,000 $ 239,000 $ 4,678,000 $ 468,000 $ $ 3,000 $ 110,000 368,000 $ 2,160,000 $ 1,240,000 $ 1,390,000 $ 2,628,000 $ 7,786,000 For FY 2013, there is $368,000 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 - 338,000 - Improvement Districts Streets Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Recreation Operating Costs $ - $ 338,000 Supplies Utilities - $ - Insurance 22,000 $ 22,000 $ Total 8,000 - $ $ $ $ $ $ $ $ $ 368,000 - 8,000 $ 368,000 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. - 242 - Table of Contents Capital Improvement Detail Improvement Districts Improvement Districts For FY 2013, the Town established an allowance of $51,165,000 for potential expenditures for new improvement districts. Since Arizona Statues do not permit increasing the budget once adopted, Gilbert adopts an amount for potential improvement districts so the process is not slowed by budget constraints. Funding for any such expenditure would be provided by the district. 2012-13 Expenditures 2012-13 Funding Special Assessment Bonds Total Project Cost $51,165,000 $51,165,000 $51,165,000 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. 2012-13 Expenditures 2012-13 Funding Sources 2006 GO Bonds 08 Total Project Cost $53,000 $53,000 $2,634,000 Annual Maintenance Contractual Services Utilities First Year Streets Fund $50,000 $5,000 2014 ST058 – Germann Road – Val Vista to Higley Improvements are to major arterial roadway standards, including six lanes, a raised median, sidewalks, bike lanes, street lights, and improvements to the bridge over the Eastern Canal. This project will complete gaps in Germann Road left between areas previously completed by development between Val Vista Drive and Higley Road. 2012-13 Expenditures 2012-13 Funding Sources 2006 GO Bonds 08 Total Project Cost $1,270,000 $1,270,000 $14,914,000 Annual Maintenance No maintenance costs associated with this project. 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. Includes improvements to at-grade railroad crossing on Higley, 8” sanitary sewer in Williams Field from Higley to UPRR, and traffic signal modifications at Higley and Williams Field. 2012-13 Expenditures 2012-13 Funding Sources 2006 GO Bonds 08 Wastewater Fund Total Project Cost $11,695,000 $11,538,000 $157,000 $18,455,000 Annual Maintenance Contractual Services Utilities First Year - 243 - Streets Fund $45,000 $5,000 2014 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 a paved two way left turn lane median, bike lanes, sidewalks and street lights. Includes widening the bridge over the East Maricopa Floodway 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. 2012-13 Expenditures 2012-13 Funding Sources 2007 GO Bonds 08 Water Fund Wastewater Fund Total Project Cost $4,805,000 $3,793,000 $555,000 $457,000 $22,542,000 Annual Maintenance Contractual Services Utilities First Year Streets Fund $75,000 $8,000 2014 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 as justified by traffic studies, and related drainage improvements. 2012-13 Expenditures 2012-13 Funding Sources 2007 GO Bonds 08 Total Project Cost $5,251,000 $2,052,000 $7,198,000 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. 2012-13 Expenditures 2012-13 Funding Sources 2006 GO Bonds 08 Total Project Cost $7,853,000 $7,853,000 $17,103,000 Annual Maintenance Contractual Services Utilities First Year Streets Fund $100,000 $10,000 2014 ST103 - Power Road – San Tan Freeway to Pecos Improvements include widening to six lanes with a raised landscaped median, bike lanes, sidewalks and streetlights. Also includes bridge widening over the East Maricopa Floodway 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. 2012-13 Expenditures 2012-13 Funding Sources Maricopa County City of Mesa 2007 GO Bonds 08 Water Fund Total Project Cost $22,786,000 $8,506,000 $9,851,000 $5,420,000 $50,000 $31,695,000 Annual Maintenance Contractual Services Utilities First Year Streets Fund $175,000 $15,000 2015 ST111 - Bus Stop Passenger Improvements Improvements to existing bus stops and construction of new bus stops at various locations throughout Gilbert. 2012-13 Expenditures 2012-13 Funding Sources MAG RTP Transit Fund Total Project Cost $1,040,000 $884,000 $1,400,000 Annual Maintenance No maintenance costs associated with this project. - 244 - Table of Contents Capital Improvement Detail ST112 – Val Vista Drive – Appleby to Riggs Complete Val Vista Drive to full width improvements for a major arterial from Appleby Riggs Road. Improvements include a six lane section with raised landscaped median, bike lanes, sidewalks and street lights from Ocotillo Road to Merlot Street, reducing in the southbound direction from three lanes to two lanes across the Basha High School frontage to Riggs Road. Also includes a 16-inch waterline in Val Vista from Ocotillo Road to Brooks Farm Road. 2012-13 Expenditures 2012-13 Funding Sources 2006 GO Bonds 08 Water Fund Total Project Cost $2,400,000 $2,380,000 $20,000 $21,527,000 Annual Maintenance No maintenance costs associated with this phase of the project. ST119 - PM10 Paving Project consists of paving various unpaved streets within the Town for compliance with air quality requirements. Streets included in this project are: Recker Rd, Stacey Rd to Watford Ct (west side, 1/8 mi); 164th St, Riggs Rd to Seville subdivision(1/2 mi); 164th St, Coldwater to Stacey (1/4 mi); 156th St, Riggs Rd to 1/4 mile south; Coldwater, Val Vista Rd to EMF(1/2 mi); Ryan Rd, Greenfield to 1/2 mile east; Lexington/Bonanza Rd, 156th to 157th (1/8 mi); Walnut Rd, 162nd to 164th alignment (1/4 mi); Pecos Rd, EMF to Power Rd(1/4 mi). 2012-13 Expenditures 2012-13 Funding: Streets Fund Total Project Cost $39,000 $39,000 $1,490,000 Annual Maintenance Maintenance costs are already included in the current operating budget. ST126 – Gilbert Road Median Landscaping Complete median landscaping and irrigation system from south of Civic Center Drive to Frye Road, including adjacent intersecting arterial streets where un-landscaped raised medians exist. Design theme to be determined, but should carry and transition themes north and south of section to be completed. 2012-13 Expenditures 2012-13 Funding Sources 2003 GO Bonds 05B Total Project Cost $219,000 $219,000 $219,000 Annual Maintenance No maintenance costs associated with this project. ST129 – Guadalupe and Gilbert Intersection Intersection improvements at Guadalupe and Gilbert Roads in accordance with the MAG Regional Transportation Plan approved by voters as Proposition 400 in 2004. Improvements being made to reduce congestion include widening to accommodate dual left turn lanes in all four directions, additional through and right turn lanes as justified by traffic studies, and related drainage improvements. 2012-13 Expenditures 2012-13 Funding: 2006 GO Bonds 08 Total Project Cost $945,000 $945,000 $7,615,000 Annual Maintenance No maintenance costs associated with this phase of the project. ST140 – Mesquite Street Sidewalk Improvements Install sidewalk at locations where it is missing along Mesquite Street leading to Mesquite Junior High School. 2012-13 Expenditures 2012-13 Funding Sources State Grant Streets Fund Total Project Cost $265,000 $244,000 $21,000 $265,000 Annual Maintenance Contractual Services First Year - 245 - Streets Fund $1,000 2014 Table of Contents Capital Improvement Detail ST146 – Higley and Baseline Intersection Complete Higley and Baseline Roads at this intersection on the south and east legs to full improvements for major arterial roadways. Improvements include six lane sections with raised, landscaped median, bike lanes, sidewalks and street lights. Will maintain single left turn lanes in all directions and right turn lanes to be determined by start of design. 2012-13 Expenditures 2012-13 Funding Sources City of Mesa CIP Outside Sources Wastewater Fund Water Fund Total Project Cost $3,045,000 $912,000 $1,007,000 $135,000 $81,000 $4,620,000 Annual Maintenance Utilities Contractual Services First Year Streets Fund $6,000 $60,000 2014 ST147 – Integrated Multi-modal Transportation Master Plan The Integrated Multi-modal Transportation 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, and how other transportation modes (transit, bicycle, pedestrian, etc.) are integrated into the system improvement. 2012-13 Expenditures 2012-13 Funding Sources CIP Outside Sources 2007 GO Bonds 08 Total Project Cost $370,000 $350,000 $20,000 $450,000 Annual Maintenance No maintenance costs associated with this project. ST148 – Neighborhood Streetlight Rehabilitation—The Island Remove and replace direct bury street light poles with new foundation mounted poles, and switch out luminaires to new energy efficient models. Existing ground rods shall be removed or incorporated into the new foundation, and each pole shall have a junction box in the base and have its GPS coordinates identified. 2012-13 Expenditures 2012-13 Funding Sources Streets Fund Total Project Cost $2,232,000 $2,232,000 $2,232,000 Annual Maintenance Maintenance costs are already included in the current operating budget. ST150 – Higley Groves West Pavement Reconstruction Rehabilitate the pavement within the Higley Groves West community, which is experiencing significant cracking and failure issues. Also includes upgrading all non-compliant sidewalk ramps to meet ADA standards. 2012-13 Expenditures 2012-13 Funding Sources Streets Fund Total Project Cost $25,000 $25,000 $2,465,000 Annual Maintenance Maintenance costs are already included in the current operating budget. ST151 – McQueen Road Median Landscaping Reconstruct and replace the landscape irrigation and vegetation materials in the median from Baseline Road to the South Town Limit at Mesquite H.S. South Drive, including interesecting arterial streets where unlandscaped raised medians exist. Includes approximately 96,000 square feet of area. 2012-13 Expenditures 2012-13 Funding Sources 2003 GO Bonds 05A 2003 GO Bonds 05B Total Project Cost $360,000 $172,000 $188,000 $360,000 Annual Maintenance Maintenance costs are already included in the current operating budget. - 246 - Table of Contents Capital Improvement Detail ST152 – Higley and Warner Improvements Complete the intersection of Higley and Warner Roads to the full major arterial intersection configuration, including three through lanes and a bicycle lane in each direction, dual left-turn lanes and right turn lanes where justified by traffic studies, and all related improvements. Project also includes interim widening of Higley Road from Warner Road to the Santan Freeway to consist of two through lanes in each direction, a raised, nonlandscaped median, and street lighting. 2012-13 Expenditures 2012-13 Funding Sources 2003 GO Bonds 05B Total Project Cost $1,000,000 $1,000,000 $6,056,000 Annual Maintenance Utilities Contractual Services Streets Fund $5,000 $25,000 First Year 2015 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. 2012-13 Expenditures 2012-13 Funding Sources Signal SDF Total Project Cost $230,000 $230,000 $248,000 Annual Maintenance Supplies Utilities First Year Streets Fund $2,000 $2,000 2014 TS151 - Gilbert – Mesa Center to Center Communication Design and install conduit and fiber optic cable between the Town of Gilbert Traffic Operations Center and the City of Mesa Traffic Management Center to provide inter-city communication and signal coordination. 2012-13 Expenditures 2012-13 Funding Sources Federal Grant Streets Fund Total Project Cost $474,000 $401,000 $73,000 $581,000 Annual Maintenance Contractual Services First Year Streets Fund $3,000 2014 TS152 – Gilbert – Queen Creek Interconnect Design and install approximately 5 miles of 48-strand fiber optic cable and associated electronics to provide signal system interconnect between the Town of Gilbert and Town of Queen Creek signals on Power Road. Also includes shared CCTV capabilities along Power at the Pecos, Germann and Queen Creek Intersections. 2012-13 Expenditures 2012-13 Funding Sources Federal Grant Streets Fund Total Project Cost $195,000 $138,000 $57,000 $195,000 Annual Maintenance Contractual Services First Year Streets Fund $4,000 2014 TS154 – Val Vista and Ocotillo Design and installation of a major arterial traffic signal at the intersection of Val Vista Drive and Ocotillo Road, and connection to the signal system. 2012-13 Expenditures 2012-13 Funding Sources Signal SDF Total Project Cost $31,000 $31,000 $361,000 Annual Maintenance Supplies Utilities First Year - 247 - Streets Fund $2,000 $2,000 2016 Table of Contents Capital Improvement Detail TS155 – Val Vista and Chandler Heights Design and installation of a major arterial traffic signal at the intersection of Val Vista Drive and Chandler Heights Road, and connection to the signal system. 2012-13 Expenditures 2012-13 Funding Sources Signal SDF Total Project Cost $31,000 $31,000 $361,000 Annual Maintenance Supplies Utilities Streets Fund $2,000 $2,000 First Year 2016 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. 2012-13 Expenditures 2012-13 Funding Sources Federal Grant Total Project Cost $121,000 $85,000 $531,000 Annual Maintenance No maintenance costs associated with this project. TS169 – Pecos Road Conduit Installation—EMF & RWCD Crossing Installation of a single four-inch PVC conduit with collapsible inner ducts along the Pecos Road alignment across the East Maricopa Floodway and Roosevelt Water Conversation District canal. Connects to existing conduit on both ends. 2012-13 Expenditures 2012-13 Funding Sources Streets Fund Total Project Cost $119,000 $119,000 $129,000 Annual Maintenance No maintenance costs associated with this project. 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. Includes additional roadway improvements for circulation and access. 2012-13 Expenditures 2012-13 Funding Sources PFMPC-2009 Bonds Developer Contribution Total Project Cost $7,495,000 $6,787,000 $349,000 $7,940,000 Annual Maintenance Contractual Services Revenue General Fund $50,000 $42,250 First Year 2014 RD114 – Downtown Transit Stops Upgrade/replace three transit stops in the downtown area with new artistic transit stops. Locations to be determined. 2012-13 Expenditures 2012-13 Funding Sources State Grant Total Project Cost $250,000 $250,000 $250,000 Annual Maintenance No maintenance costs associated with this project. - 248 - Table of Contents Capital Improvement Detail Municipal Facilities MF017 - Fire Station Emergency Signals Construction of traffic control signals at each fire station. A station merits installation of a signal when traffic volume or speed increases and prohibits safe entry by emergency vehicles onto the arterial roadway. Signals are designed to be activated with the dispatch system so when vehicles leave on a call, traffic is stopped at the driveway. 2012-13 Expenditures 2012-13 Funding Sources Fire SDF Total Project Cost $135,000 $135,000 $1,716,000 Annual Maintenance Supplies Utilities First Year General Fund $1,000 $1,000 2016 MF049 - Imaging Technology – Phase II This project continues implementation of imaging technology throughout the organization for electronic records retention. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $146,000 $146,000 $734,000 Annual Maintenance Contractual Services Supplies First Year General Fund $50,000 $12,500 2016 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. Software will implement a public web portal to be utilized by defense attorneys. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $37,000 $37,000 $190,000 Annual Maintenance General Fund Maintenance costs are already included in the current operating budget. MF055 - Fire Station Connectivity Infrastructure Support Replace and upgrade obsolete microwave infrastructure at the public safety complex and at various fire stations around Gilbert. The fire stations receive and transmit alerts and data over the microwave system, and the primary facilities are now outdated and no longer supported with parts or service by the manufacturer. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $116,000 $116,000 $365,000 Annual Maintenance General Fund Maintenance costs are already included in the current operating budget of the respective Departments. MF057 – Telecommunications Upgrade Implement upgrades to telecommunications software and equipment, including: Voice Mail (Vmerge to Aura), Basic Call Management (BCMS to CMS), PBX Call Manager (CM version update), and cabinet replacements at Muni I and Public Safety (MCC to G650). 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $130,000 $130,000 $330,000 Annual Maintenance General Fund Maintenance costs are already included in the current operating budget. - 249 - Table of Contents Capital Improvement Detail MF210 - Fire Station Improvements—Fire Stations 5 and 6 Installation of fuel management systems at Fire Stations 5 and 6, as well as Warner Road and 172nd Street roadway improvements at Fire Station 6. 2012-13 Expenditures 2012-13 Funding Sources Fire SDF Total Project Cost $21,910 $21,910 $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. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $257,000 $257,000 $3,192,000 Annual Maintenance No material maintenance costs associated with this project. MF217 - Fire Station 7 The present location of Fire Station 7 at Cooper and the Western Canal has been found to be inadequate to provide four minute response time to southwest portion of the Fire Station’s current response area. A new twostory, three-bay Fire Station at a new location near Cooper and Warner Roads will provide better coverage and assure a more timely response to this area. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $589,000 $589,000 $5,729,000 Annual Maintenance Contractual Services Utilities Insurance General Fund $1,000 $14,000 $2,000 First Year 2016 MF222 - Police Application and Network Support Upgrade the two factor authentication systems for the Police Department network, replace 25 mobile data computers mounted in Police patrol cars, and upgrade the Police Department’s Computer Aided Dispatch (CAD), Mobile, Records Management System (RMS) and Mobile for Public Safety (MPS). 2012-13 Expenditures 2012-13 Funding Sources General Replacement Fund General Fund Total Project Cost $626,000 $116,000 $510,000 $1,440,000 Annual Maintenance Contractual Services First Year General Fund $12,000 2015 MF223 - Topaz Radio The cities of Mesa, Gilbert, 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. The Topaz website http//www.topazrwc.org/AboutTRWC.aspx provides comprehensive details on the location and scope of this project. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $14,000 $14,000 $5,047,000 Annual Maintenance Contractual Services First Year - 250 - General Fund $323,000 2013 Table of Contents Capital Improvement Detail MF224 – PD Dispatch Radio Console Upgrade Replace the six Police Department's dispatch radio consoles to be compliant with the system requirements of the east valley public safety radio network (TOPAZ). Add two additional consoles to accommodate increased demand and future growth. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $298,000 $298,000 $298,000 Annual Maintenance No maintenance costs associated with this project. Storm Water SW006 – Commerce Avenue Drainage Improvements Design and construction of storm water improvements recommended in the drainage study completed for the areas along Commerce Avenue east of Cooper Road, and along Cooper Road, to prevent flooding of Commerce Avenue and Cooper Road. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $373,000 $373,000 $1,199,000 Annual Maintenance Contractual Services First Year Water Fund $1,000 2015 Water WA052 - Water Rights Acquisition of water rights (lease) for 11,640 acre-feet of water. 2012-13 Expenditures 2012-13 Funding Sources Water Resource SDF Total Project Cost $12,988,000 $12,988,000 $40,748,000 Annual Maintenance No maintenance costs associated with this project. WA059 - 2MG Reservoir and Pump Station Design and construct a 2 million gallon in ground reservoir and pump station to be fed directly from the water system at Ray Road and 174th Street. Includes approximately 1,000 feet of 16” waterline. 2012-13 Expenditures 2012-13 Funding Sources WRMPC-2007 Bonds Water SDF Investment Income Total Project Cost $4,982,000 $1,065,000 $523,000 $3,394,000 $7,430,000 Annual Maintenance Contractual Services Supplies Utilities First Year Water Fund $12,000 $10,000 $23,000 2014 WA071 - Direct System Well Design and construction of one 2.0 MGD direct system well. Well will be located in the Zone 2 water system at the northeast corner of Ray and Recker Roads. 2012-13 Expenditures 2012-13 Funding Sources Water SDF Total Project Cost $500,000 $500,000 $5,970,000 Annual Maintenance No maintenance costs associated with this phase of the project. - 251 - Table of Contents Capital Improvement Detail WA074 - Reservoir #7 Tank Replacement and Site Improvements Reservoir #7 is an above ground steel tank installed in 1985. An inspection of the tank in FY09 considered possible rehabilitation measures, with a final recommendation for complete replacement of the tank 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 tank with surge anticipation valve. 2012-13 Expenditures 2012-13 Funding Sources Water Replacement Fund Total Project Cost $3,115,000 $3,115,000 $4,121,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. WA081 - Direct System Well Design and construction of a 2.0 MGD direct system well. Well will be located in the system where required by demand. Site area minimum size is 125’ X 125’. 2012-13 Expenditures 2012-13 Funding Sources Water SDF Total Project Cost $263,000 $263,000 $5,715,000 Annual Maintenance No maintenance costs associated with this phase of the project. WA087 – Well Blending Pipeline Well 22 and the new well on Recker near Ocotillo experience high nitrate levels on a recurring basis requiring flushing. To prevent potential wasted water, a pipeline to carry the well water to a reservoir for blending with water from other sources is desired. Project will disconnect Well 22 from the system, and install approximately 3500’ of 16” pipe to connect to the existing 20” fill line to the Well 20 reservoir site in Queen Creek Road to both wells. Will also install a discharge into Queen Creek Wash for flushing Well 22 when necessary. 2012-13 Expenditures 2012-13 Funding Sources Water Fund Total Project Cost $386,000 $386,000 $831,000 Annual Maintenance Contractual Services First Year Water Fund $1,000 2015 WA089 - Reservoir #3 Tank Replacement and Site Improvements Reservoir #3 is an above ground 1MG steel tank. The initial assessment is for replacement of the tank 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 Starts, replace Programmable Logic Controller with Allen Bradley, replace surge tank with surge anticipation valve, and replace chain link perimeter fence with block wall. 2012-13 Expenditures 2012-13 Funding Sources Water Fund Total Project Cost $1,655,000 $1,655,000 $4,171,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. 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. 2012-13 Expenditures 2012-13 Funding Sources Water Fund Total Project Cost $313,000 $313,000 $338,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. - 252 - Table of Contents Capital Improvement Detail WA091 - Water Distribution System, Infrastructure & Water Loss Assessment Completion of an in-depth comprehensive infrastructure and water loss assessment of the Gilbert water distribution system, which includes over 1000 miles of pipeline, over 30,000 valves, over 10,000 hydrants, other related infrastructure. Results of the study should provide a strategic plan for maintenance, including prioritized locations, schedules and funding, and should accommodate a transition to paperless asset management technology. 2012-13 Expenditures 2012-13 Funding Sources Water Fund Total Project Cost $380,000 $380,000 $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. 2012-13 Expenditures 2012-13 Funding Sources Water Fund Total Project Cost $292,000 $292,000 $322,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. 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. The belt filter press will assist in reducing periodic odors experienced from the residual process. 2012-13 Expenditures 2012-13 Funding Sources City of Chandler Water Fund Total Project Cost $505,000 $390,000 $115,000 $780,000 Annual Maintenance Maintenance costs included in Water Fund operating budget. Wastewater WW080 - Santan Lift Station Odor Control Conversion Design and construction of the abandonment of the Santan lift station and its conversion to an odor control injection facility. This project includes approximately one-quarter mile of 8-inch gravity sewer line from the site to Higley Road and north to Pecos Road. 2012-13 Expenditures 2012-13 Funding Sources Wastewater Fund Total Project Cost $143,000 $143,000 $612,000 Annual Maintenance No maintenance costs associated with this phase of the project. - 253 - Table of Contents Capital Improvement Detail Parks and Recreation PR032 - Rittenhouse District Park Project will be the second largest public park in Gilbert (165 acres). The basin will be designed to serve two purposes: Flood control/storm water retention as well as park and recreation amenities. The basin is bordered by the East Maricopa Floodway (EMF), Power Road and the Union Pacific Rail Road/Rittenhouse alignment. Park and Recreation amenity development to occur at completion of FCDMC construction includes 18 acres for high intensity, 115 acres for medium intensity, and 32 acres for low intensity uses. Includes approximately 1500’ of 16” reclaimed water line along the EMF from Pecos Rd for irrigation, and 350 GPM reclaimed water recovery for peak irrigation demands. 2012-13 Expenditures 2012-13 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. PR054 - Freestone Ball Field Lighting Renovation The existing light poles and fixtures were installed at Freestone District Park in 1988. Renovate and/or replace aging ball field lighting system for all four fields of the ball field complex with new lighting fixtures, light poles and related equipment as needed. Install a lighting "package" that is in compliance with local ordinances, is more efficient and emits less light spillage and glare to nearby residential neighborhoods. 2012-13 Expenditures 2012-13 Funding Sources General Fund Total Project Cost $592,000 $592,000 $592,000 Annual Maintenance Maintenance costs are included in the current parks operating budget. PR087 - Southwest Activity Center/Field Complex Design and construction of an activity center similar to the McQueen Park facility with ball fields, sport courts, multi-use fields, lake, ramadas, lighting, parking, landscaping, etc. on approximately 80 acres. 2012-13 Expenditures 2012-13 Funding Sources Park SDF Total Project Cost $185,000 $185,000 $50,748,000 Annual Maintenance No maintenance costs associated with this phase of the project. PR089 - Playground/Park Equipment Replacements/Upgrades Remove and replace play structures, and replace or upgrade miscelleneous park equipment at Freestone Park. 2012-13 Expenditures 2012-13 Funding Sources 2001 GO Bonds 02-03 Total Project Cost $160,000 $160,000 $160,000 Annual Maintenance Maintenance costs are included in the current parks operating budget. PR091 - Freestone Park Basketball Courts Replacement of four existing basketball courts at Freestone Park with new courts on post-tensioned slabs. 2012-13 Expenditures 2012-13 Funding Sources 2001 GO Bonds 02-03 Total Project Cost $150,000 $150,000 $150,000 Annual Maintenance Maintenance costs are included in the current parks operating budget. - 254 - Table of Contents Capital Improvement Detail 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, paint steps and slide tower repairs 2012-13 Expenditures 2012-13 Funding Sources 2001 GO Bonds 02-03 Higley USD Gilbert Public Schools Total Project Cost $297,000 $197,000 $7,000 $93,000 $297,000 Annual Maintenance No maintenance costs associated with this project. 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. 2012-13 Expenditures 2012-13 Funding Sources 2001 GO Bonds 02-03 Total Project Cost $200,000 $200,000 $200,000 Annual Maintenance No maintenance costs associated with this project. - 255 - Table of Contents − 256 − 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, 2012. 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 $ 163,335,000 19,470,000 15,410,000 141,990,000 115,195,000 11,015,000 Total Bonds Outstanding $ 466,415,000 Improvement District 2% Water Resources Municipal Property Corporation 25% General Obligation 35% Street and Highway User Revenue 4% Public Facility Municipal Property Corporation 31% Water and Wastewater Revenue 3% - 257 - 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 $1.20 to $1.15/$100 in 2002/2003 2002/2003 749,581,043 11.8% 8,620,180 2003/2004 906,389,287 20.9% 10,423,000 2004/2005 1,052,321,817 16.1% 12,101,700 2005/2006 1,251,766,000 19.0% 14,395,300 2006/2007 1,466,841,566 17.2% 16,868,678 2007/2008 2,370,221,717 61.6% 27,257,550 2008/2009 2,768,391,194 16.8% 31,836,500 2009/2010 2,672,949,852 -3.4% 30,739,000 2010/2011 2,297,228,317 -14.1% 26,418,130 2011/2012 1,861,193,961 -19.0% 21,403,731 2012/2013 1,675,360,422 -9.98% 19,266,645 The average annual valuation growth of 11.72% (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 9.98% decrease in FY 2013 is reflective of property value declines due to economic conditions relative to the real estate market. Assessed value for Property Tax purposes lags market by nearly 2 years. 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 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 - 258 - 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: Authorized Election Date November 2001 May 2003 March 2006 November 2007 $ $ $ $ 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, 2012. Debt Capacity with Bond Premiums Included 6% Limitation FY 2012 Secondary Assessed Valuation $1,675,360,422 Allowable 6% Debt 100,521,625 Less: 6% Debt Outstanding 0 Unused 6% Debt Capacity $100,521,625 20% Limitation FY 2012 Secondary Assessed Valuation $1,675,360,422 Allowable 20% Debt 335,072,084 Less: 20% Debt Outstanding (163,335,000) Unused 20% Debt Capacity $171,737,084 The following table provides the detail for the FY 2013 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 - 259 - Debt Outstanding $0 0 3,870,000 0 11,715,000 147,750,000 $163,335,000 Tax Supported Debt Payments $0 0 0 0 1,575,750 17,501,250 $19,077,000 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. Gilbert received a ratings upgrade from S&P from a ‘AA-‘ to a ‘AA’. Gilbert’s HURF bond rating from Moody’s was also affirmed at Aa3 when other Arizona municipalities are receiving downgrades. 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 HURF Revenue 10,260,000 11,700,000 11,900,000 12,100,000 12,300,000 Debt Service 2,507,344 3,332,401 2,723,450 3,382,550 3,395,050 Coverage 4.1x 3.5x 4.4x 3.6x 3.6x 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 $11,015,000. - 260 - Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt: YR 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 27-32 General Obligation 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 2,525,000 2,030,000 2,750,000 2,845,000 2,975,000 3,095,000 3,250,000 Water and Wastewater 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 $163,335,000 $19,470,000 $15,410,000 MPC Public Facilities 9,695,000 10,080,000 7,515,000 7,950,000 8,950,000 10,485,000 12,100,000 12,725,000 11,775,000 5,000,000 2,850,000 5,075,000 9,025,000 6,575,000 22,190,000 $141,990,000 MPC Water Resources 3,875,000 4,075,000 4,275,000 4,500,000 4,750,000 4,975,000 5,225,000 5,500,000 5,775,000 6,075,000 6,350,000 6,650,000 7,000,000 7,350,000 38,820,000 $115,195,000 Improvement District 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 $11,015,000 The following table indicates the total interest payments per year by type of debt: YR 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 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 807,401 693,450 632,550 550,050 436,250 317,250 162,500 Water and Wastewater 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 Securities - 261 - MPC Public Facilities 6,873,353 6,458,288 6,028,787 5,700,138 5,330,087 4,905,888 4,405,362 3,834,638 3,211,612 2,679,576 2,429,575 2,287,075 2,033,325 1,582,075 1,836,450 $67,752,650 MPC Water Resources 5,726,888 5,551,387 5,352,638 5,143,887 4,924,513 4,693,262 4,450,137 4,195,138 3,927,012 3,645,138 3,364,075 3,076,575 2,767,825 2,434,888 6,573,131 $82,958,230 Improvement District 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 2010 Actual FY 2011 Budget FY 2012 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 2010 Actual FY 2011 Budget FY 2012 33,456,952 5,581,272 16,726,001 9,927,663 4,640,975 29,580,189 677,595 17,428,594 14,989,384 9,422,665 26,306,860 975,410 16,724,850 14,967,190 8,712,690 26,306,860 975,410 16,724,850 14,967,190 16,002,650 25,292,780 988,260 13,683,640 11,000,000 - $ 70,332,863 $ 72,098,427 $ 67,687,000 $ 74,976,960 $ 50,964,680 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 65,446,879 4,885,984 72,098,427 - 67,687,000 - 74,976,960 - 50,964,680 - $ 70,332,863 $ 72,098,427 $ 67,687,000 $ 74,976,960 $ 50,964,680 Actual FY 2010 Actual FY 2011 Budget FY 2012 Projected FY 2012 Budget FY 2013 30,648,467 34,004,837 26,486,731 44,335,104 22,642,660 43,626,970 45,585,240 43,699,000 20,558,750 31,173,850 $ 64,653,304 $ 70,821,835 $ 66,269,630 $ 89,284,240 $ 51,732,600 70,332,863 2,590,589 72,098,427 2,950,423 67,687,000 11,118,000 74,976,960 4,518,830 50,964,680 8,057,000 Total Uses $ 72,923,452 $ 75,048,850 $ 78,805,000 $ 79,495,790 $ 59,021,680 Net Operating Result $ (8,270,148) $ (4,227,015) $ (12,535,370) $ PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Obligation Improvement Districts Public Facilities MPC Water System MPC Wastewater System MPC Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 262 - Projected FY 2012 Projected FY 2012 9,788,450 Budget FY 2013 Budget FY 2013 $ (7,289,080) Table of Contents Appendix __________________________________________ Personnel Detail Schedules A-F Capital Outlay Transfer Schedule Glossary/Acronyms Acknowledgements Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Chief of Staff Total Mayor and Council 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 Town Manager: Manager Town Manager Assistant Manager Deputy Town Manager Chief Technology Officer Management Assistant Assistant to Town Manager Executive Assistant to Town Manager Administrative Assistant Total Manager 1.00 1.50 0.00 1.00 0.00 0.00 0.00 1.00 4.50 1.00 2.00 0.00 0.00 1.00 0.00 0.00 1.00 5.00 1.00 2.00 0.00 0.00 1.00 0.00 0.00 1.00 5.00 1.00 0.00 1.00 0.00 0.00 3.00 1.00 1.00 7.00 1.00 0.00 1.00 0.00 0.00 3.00 1.00 1.00 7.00 Neighborhood Services Assistant Manager Neighborhood Services Specialist Administrative Assistant Total Neighborhood Services 0.25 1.00 1.00 2.25 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 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 0.00 0.00 1.00 3.00 1.00 5.00 0.00 1.00 1.00 3.00 1.00 6.00 0.00 1.00 1.00 3.00 1.00 6.00 0.00 1.00 1.00 3.00 1.00 6.00 Intergovernmental Assistant Manager Intergovernmental Assistant Intergovernmental Relations Manager Intergovernmental Coordinator Management Assistant Total Intergovernmental 0.25 0.00 0.00 1.00 2.00 3.25 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 0.00 2.00 0.00 1.00 1.00 0.00 0.00 2.00 Economic Development Economic Development Director Economic Development Manager Economic Development Administrator Economic Development Analyst Business Development Manager Business Development Specialist Administrative Assistant Research Analyst Total Economic Development 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 5.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 5.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 6.00 - 263 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Office of Management and Budget Budget Administrator Office of Management and Budget Manager Budget Planning Analyst Capital Project Administrator Inspector II Administrative Assistant Total Office of Management and Budget 0.00 0.00 2.00 1.00 1.00 2.00 6.00 1.00 0.00 3.00 0.00 0.00 0.25 4.25 1.00 0.00 3.00 0.00 0.00 0.25 4.25 0.00 1.00 3.00 0.00 0.00 0.25 4.25 0.00 1.00 3.00 0.00 0.00 0.25 4.25 Information Technology: Information Technology Administration Chief Information Officer Technology Services Manager Information Technology Director Administrative Supervisor Administrative Assistant Total InformationTechnology Administration 0.00 1.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 1.00 1.00 0.00 2.00 0.00 0.00 1.00 1.00 0.00 2.00 Communication Services Data Network Administrator Telecom Administrator Infrastructure Administrator Telecom Technician Systems Analyst Radio Communications Administrator Communication Specialist Total Communication Services 2.00 2.00 0.00 1.00 0.00 1.00 1.00 7.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 7.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 7.00 0.00 0.00 5.00 1.00 1.00 0.00 0.00 7.00 0.00 0.00 5.00 0.00 2.00 0.00 0.00 7.00 1.00 0.00 1.00 0.00 3.00 4.00 6.00 1.00 16.00 1.00 0.00 1.00 0.00 3.00 5.00 5.00 0.00 15.00 1.00 0.00 1.00 0.00 3.00 5.00 5.00 0.00 15.00 0.00 1.00 1.00 1.00 3.00 5.00 4.00 0.00 15.00 0.00 1.00 1.00 1.00 4.00 6.00 4.00 0.00 17.00 GIS Operations and Support GIS Administrator GIS Database Analyst GIS Technician II GIS Technician I Addressing Coordinator Total GIS Operations and Support 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 1.00 1.00 2.00 2.00 1.00 7.00 Imaging Support Systems Analyst Total Imaging Support 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 34.00 33.00 33.00 32.00 34.00 Application Operations and Support Assistant Technology Services Manager Assistant Information Technology Manager Desktop Support Administrator Audio/Visual Coordinator Systems Administrator Systems Analyst PC Technician Help Desk Technician Total Application Operations and Support Total Information Technology - 264 - Table of Contents Personnel Detail Actual FY 2010 Human Resources: Personnel Administration Personnel and Training Manager Human Resources Manager Human Resources Director 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 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 1.00 0.00 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 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 0.00 3.00 0.00 0.00 1.00 0.00 1.00 1.00 2.00 0.00 9.00 0.00 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 0.00 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 Learning and Development Employee and OD Administrator Learning and Development Specialist Administrative Assistant Total Learning and Development 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 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 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 1.75 3.75 Total Human Resources 17.00 17.00 17.00 17.00 18.75 Total Town Manager 77.25 72.25 73.25 73.25 79.00 1.00 2.00 3.00 1.00 0.16 7.16 1.00 2.00 3.00 1.00 0.16 7.16 1.00 2.00 3.00 1.00 0.16 7.16 1.00 2.00 3.00 1.00 0.16 7.16 1.00 2.00 3.00 1.00 0.49 7.49 85.41 80.41 81.41 81.41 88.49 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Office Assistant Early Elections Voting Clerk Total Town Clerk TOTAL MANAGEMENT AND POLICY SUPPORT SERVICES Support Services Administration Support Services Director Total Support Services Administration - 265 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 TOTAL SUPPORT SERVICES 1.00 1.00 1.00 0.00 0.00 MANAGEMENT SERVICES Administration Finance Director Management Services/Finance Director Financial Services Manager Total Management Services Administration 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 Accounting Accounting Administrator Accounting System Analyst Accountant II Accountant I Accounting Technician Administrative Assistant Senior Accounting Technician Total Accounting 1.00 1.00 1.00 1.00 3.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 9.00 Purchasing Purchasing Specialist Contract Specialist Purchasing Manager Total Purchasing 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Tax Compliance Tax Specialist Tax Auditor Senior Tax Auditor Total Tax Compliance 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 1.00 2.00 1.00 4.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Facilities Management Facilities Maintenance Superintendent Facilities Maintenance Manager Security Systems Technician Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Facilities Management 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 0.00 1.00 1.00 3.00 2.00 4.00 11.00 TOTAL MANAGEMENT SERVICES 36.25 25.00 26.00 27.00 28.00 - 266 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 2.00 1.00 3.00 18.00 Municipal Court Presiding Judge Municipal Judge Civil Hearing Officer Court Administrator Deputy Court Administrator Senior Court Services Clerk Court Services Clerk Sanctions Coordinator Security Officer Office Assistant Court Interpreter Pro Tem Judge Total Municipal Court 1.00 3.00 1.00 1.00 1.00 5.00 12.00 1.00 4.00 1.50 0.75 0.17 31.42 1.00 3.00 1.00 1.00 1.00 5.00 12.00 1.00 4.00 1.50 0.75 0.17 31.42 1.00 3.00 1.00 1.00 1.00 5.00 11.00 1.00 4.00 1.50 0.75 0.17 30.42 1.00 3.00 1.00 1.00 1.00 5.00 11.00 1.00 4.00 2.00 0.75 0.17 30.92 1.00 3.00 1.00 1.00 1.00 5.00 11.00 1.00 4.00 2.00 0.75 0.17 30.92 TOTAL LEGAL AND COURT 50.42 50.42 49.42 49.92 48.92 DEVELOPMENT SERVICES Administration and Customer Service Community Development Director Administration and Customer Services Manager Development Services Representative Development Services Records Coordinator Administrative Assistant Total Administration and Customer Service 1.00 1.00 5.00 1.00 0.00 8.00 1.00 1.00 5.00 1.00 0.00 8.00 1.00 1.00 5.00 1.00 0.00 8.00 1.00 1.00 5.00 1.00 1.00 9.00 1.00 1.00 5.00 1.00 1.00 9.00 Permitting and Plan Review Services: Permitting and Plan Review - Building Permit and Plan Review Services Manager Plans Review 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 Plans Review 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 - 267 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Permitting and Plan Review - Engineering Permit and Plan Review Services Manager Town Engineer Associate Engineer Plans Review Administrator 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 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 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 Plans Examiner Senior Plans Examiner Total Permitting and Plan Review - Planning 0.20 0.20 0.50 1.00 1.00 2.90 0.20 0.20 0.50 1.00 1.00 2.90 0.20 0.20 0.50 1.00 1.00 2.90 0.20 0.20 0.50 1.00 1.00 2.90 0.20 0.20 0.50 1.00 1.00 2.90 18.50 13.50 13.50 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 4.00 2.00 9.65 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 Total Permitting and Plan Review Services - 268 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 0.00 0.00 0.00 0.00 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 Inspection and Compliance Services 27.50 25.25 25.25 25.25 26.25 Planning and Development Planning and Development Manager Principal Planner Senior Planner Planner II Planning Technician Administrative Supervisor Total Planning and Development 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 Engineering Services: Engineering Administration Town Engineer Total Engineering Administration 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Development Development Engineer Total Engineering Development 0.00 0.00 1.00 1.00 1.00 1.00 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 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Total Engineering Services 0.00 5.00 5.00 5.00 5.00 64.00 61.75 61.75 62.75 63.75 TOTAL DEVELOPMENT SERVICES - 269 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 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 1.00 0.00 1.00 1.00 0.00 1.00 0.50 4.50 Office of Professional Standards: Office of Professional Standards - Internal Affairs Police Sergeant Police Officer Total OPS - Internal Affairs 1.00 3.00 4.00 1.00 3.00 4.00 1.00 3.00 4.00 1.00 3.00 4.00 1.00 3.00 4.00 Office of Professional Standards - Hiring/Accreditation Policy and Procedure Specialist Polygraph Examiner Background Investigator Total OPS - Hiring/Accreditation 1.00 1.00 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 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 8.00 2.00 1.00 2.00 2.00 158.00 2.00 4.00 15.00 122.00 8.00 2.00 1.00 2.00 2.00 158.00 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 1.00 2.00 15.00 18.00 1.00 2.00 15.00 18.00 1.00 2.00 15.00 18.00 1.00 2.00 15.00 18.00 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 1.00 0.00 6.00 7.00 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 Special Assignment Unit Police Sergeant Police Lieutenant Police Officer Total Special Assignment Unit - 270 - Table of Contents Personnel Detail Actual FY 2010 Court Support Warrants Detention Transport Officer Total Court Support Warrants Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 5.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00 6.00 6.00 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 12.00 206.00 204.00 204.00 204.00 204.00 Police Support Services: Records Police Records Manager Records Shift Supervisor Police Records Clerk Total Records 1.00 3.00 12.00 16.00 1.00 3.00 12.00 16.00 1.00 3.00 12.00 16.00 1.00 3.00 12.00 16.00 1.00 3.00 12.00 16.00 Communication Communications Manager 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 0.00 3.00 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 Administrator Administrative Assistant Total Support Administration 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 School Programs Police Sergeant Police Officer Total School Programs Total Patrol Services - 271 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Crime Prevention Crime Prevention Specialist Total Crime Prevention 4.00 4.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 Total Police Support Services 72.00 73.00 73.00 72.00 72.00 Counseling Services Counseling Manager 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 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 Special Investigations Police Sergeant Police Officer Total Special Investigations 1.00 7.00 8.00 1.00 5.00 6.00 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 1.00 6.00 3.00 10.00 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 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 1.00 9.00 0.00 0.00 10.00 Intel and Analysis Unit Police Sergeant Police Officer Crime Analyst Crime Analysis Technician Civilian Investigator Total Intel and Analysis Unit 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 2.00 0.00 1.00 6.00 1.00 2.00 2.00 0.00 1.00 6.00 1.00 2.00 2.00 1.00 1.00 7.00 1.00 3.00 2.00 1.00 1.00 8.00 Persons Crimes - VCU Police Sergeant Police Officer Total Persons Crimes - VCU 0.00 0.00 0.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 6.00 7.00 - 272 - Table of Contents Personnel Detail Actual FY 2010 Total Investigations Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 41.00 43.00 43.00 44.00 44.00 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 FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Administrative Supervisor Administrative Assistant Office Assistant Total Fire Administration 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 Fire Training Battalion Chief EMS Specialist Fire Captain Administrative Assistant Total Fire Training 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 1.00 1.00 3.00 1.00 6.00 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 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 SWAT Police Officer (Overtime only) Total SWAT TOTAL POLICE DEPARTMENT Fire Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Equipment Technician Administrative Assistant Service Aide Total Fire Operations - 273 - Table of Contents Personnel Detail Actual FY 2010 Emergency Operations Center Emergency Management Coordinator Volunteer Coordinator Administrative Assistant Total Emergency Operations Center TOTAL FIRE DEPARTMENT PUBLIC WORKS Public Works Administration Public Works Director Administrative Assistant Office Administrator Inventory Services Specialist Utility Serives Representative Total Public Works Administration Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates TOTAL PUBLIC WORKS PARKS AND RECREATION Parks and Recreation Administration Parks and Recreation Director Parks Superintendent Recreation Superintendent Recreation Manager Office Administrator Administrative Assistant Customer Service Representative Recreation Coordinator Total Parks and Recreation Administration 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 Aquatics: Gilbert Pool Aquatic Facility Technician Total Gilbert Pool Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 2.50 197.00 197.00 197.00 197.00 197.00 1.00 5.00 1.00 1.00 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 0.00 0.00 0.00 4.00 1.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 17.50 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 3.00 2.55 0.00 9.55 1.00 0.00 0.00 1.00 1.00 2.00 2.55 0.00 7.55 1.00 0.00 0.00 1.00 1.00 2.00 2.55 0.00 7.55 1.00 0.00 0.00 1.00 1.00 2.00 2.55 0.50 8.05 1.00 0.00 0.00 1.00 1.00 2.00 2.55 0.50 8.05 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 1.00 2.40 1.00 5.00 1.00 1.00 2.00 11.93 1.00 2.00 2.00 30.33 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 - 274 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Senior Recreation Aide Total Mesquite Pool 0.20 0.30 0.00 0.38 0.67 0.19 0.53 2.45 2.09 0.24 7.05 0.20 0.30 0.00 0.38 0.67 0.19 0.53 1.35 2.09 0.24 5.95 0.20 0.30 0.00 0.38 0.67 0.19 0.53 1.35 2.09 0.24 5.95 0.16 0.30 0.05 0.38 0.67 0.19 0.53 1.35 2.09 0.24 5.96 0.16 0.30 0.05 0.38 0.67 0.19 0.53 1.35 2.09 0.24 5.96 Greenfield Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Greenfield Pool 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 0.16 0.22 0.05 0.38 0.29 0.38 1.06 1.96 0.43 4.93 0.16 0.22 0.05 0.38 0.29 0.38 1.06 1.96 0.43 4.93 Perry Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Perry Pool 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 0.16 0.21 0.05 0.38 0.29 0.48 0.96 1.70 0.38 4.61 0.16 0.21 0.05 0.38 0.29 0.48 0.96 1.70 0.38 4.61 Williams Field Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Williams Field Pool 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 0.16 0.22 0.05 0.39 0.29 0.48 0.96 1.89 0.43 4.87 0.16 0.22 0.05 0.39 0.29 0.48 0.96 1.89 0.43 4.87 23.44 20.38 20.38 20.42 20.42 Total Aquatics - 275 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Recreation Leader Senior Recreation Leader Recreation Instructor Total Community Center 0.20 0.30 0.95 1.00 1.31 0.50 1.04 5.30 0.20 0.30 0.95 1.00 1.31 0.50 1.04 5.30 0.20 0.30 0.95 1.00 1.31 0.50 1.29 5.55 0.24 0.15 1.00 0.70 1.31 0.50 1.29 5.19 0.24 0.15 1.00 0.70 1.31 0.50 1.29 5.19 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 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 0.24 1.00 1.00 0.20 0.00 3.04 2.88 0.50 8.86 0.24 1.00 1.00 0.20 0.00 3.04 2.88 0.50 8.86 Page Park Center Recreation Supervisor Custodian Custodial Supervisor Recreation Leader Recreation Instructor Total Page Park Center 0.03 0.05 0.00 0.09 1.21 1.38 0.03 0.05 0.00 0.09 1.21 1.38 0.03 0.05 0.00 0.09 0.23 0.40 0.04 0.00 0.05 0.09 0.23 0.41 0.04 0.00 0.05 0.09 0.23 0.41 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 0.24 0.00 2.00 0.40 1.00 1.34 9.62 2.70 17.30 0.24 0.00 2.00 0.40 1.00 1.34 9.62 2.70 17.30 0.19 0.00 0.00 0.00 0.35 0.42 0.57 1.53 0.19 0.00 0.00 0.00 0.35 0.42 0.57 1.53 0.19 0.00 0.00 0.00 0.35 0.42 0.57 1.53 0.24 0.20 1.00 1.00 0.35 0.42 0.57 3.78 0.24 0.20 1.00 1.00 0.35 0.42 0.57 3.78 35.27 35.27 35.65 35.54 35.54 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 Custodial Supervisor Custodian Recreation Coordinator Senior Recreation Leader Recreation Instructor Recreation Leader Total Southeast Regional Library Total Recreation Centers - 276 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Recreation Programs: Youth Sports Recreation Coordinator Recreation Supervisor Senior Recreation Leader Total Youth Sports 0.50 0.30 0.58 1.38 0.50 0.30 0.58 1.38 0.50 0.30 0.40 1.20 0.30 0.16 0.40 0.86 0.30 0.16 0.40 0.86 Adult Sports Recreation Coordinator Recreation Supervisor Senior Recreation Leader Total Adult Sports 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 0.50 0.20 1.01 1.71 Special Events Recreation Coordinator Recreation Supervisor Senior Recreation Coordinator Senior Recreation Leader Recreation Leader Total Special Events 1.80 0.70 0.00 0.00 0.09 2.59 1.80 0.70 0.00 0.00 0.09 2.59 1.80 0.70 0.00 0.00 0.32 2.82 0.50 1.00 1.00 0.00 0.32 2.82 0.50 1.00 1.00 0.75 0.32 3.57 Special Needs Program Recreation Coordinator Recreation Instructors Total Special Needs Program 0.20 0.50 0.70 0.20 0.50 0.70 0.20 0.38 0.58 0.30 0.38 0.68 0.30 0.38 0.68 Outdoor Programs Recreation Supervisor Total Outdoor Programs 0.19 0.19 0.19 0.19 0.19 0.19 0.00 0.00 0.00 0.00 Total Recreation Programs 6.57 6.57 6.50 6.07 6.82 TOTAL PARKS AND RECREATION 104.19 99.13 99.44 99.44 101.16 TOTAL GENERAL FUND 897.77 856.71 858.02 859.52 869.32 ENTERPRISE OPERATIONS Water Water Administration Water Superintendent Water Manager Water Resources Administrator Total Water Administration 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 0.00 1.00 0.00 1.00 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 - 277 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 10.00 1.00 17.00 1.00 1.33 2.00 2.00 10.00 1.00 17.33 1.00 1.33 2.00 2.00 10.00 1.00 17.33 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 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 1.33 1.00 1.00 6.00 1.00 1.00 11.33 1.33 1.00 1.00 6.00 1.00 1.00 11.33 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 4.00 1.00 1.00 1.00 7.00 4.00 1.00 1.34 1.00 7.34 4.00 1.00 1.34 1.00 7.34 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 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 0.20 0.05 2.00 2.25 Total Water Production 39.00 43.25 44.25 44.25 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 Field Supervisor Senior Utility Worker Computer Operations Technician Meter Technician Total Water Metering 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 - 278 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Water Resources Water Resources Administrator Total Water Resources 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 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 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 0.25 1.00 1.00 12.75 1.00 0.00 2.00 18.00 0.25 1.00 1.00 12.75 1.00 0.00 2.00 18.00 0.25 1.00 1.00 12.75 1.00 0.00 2.00 18.00 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 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 1.00 5.00 0.00 1.00 1.00 0.00 8.00 1.00 4.00 0.00 1.00 1.00 0.00 7.00 Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates 0.00 0.00 0.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 83.00 118.25 120.25 119.25 118.25 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 Wastewater Collection Utility Field Supervisor Senior Utility Worker Instrumentation Technician Lift Station Technician Utility Worker Total Wastewater Collection 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 2.00 6.00 0.60 4.00 6.00 18.60 2.00 6.00 0.60 4.00 6.00 18.60 Wastewater Reclaimed: Effluent Re-use Utility Worker Senior Utility Worker Instrumentation Technician Effluent Well Technician Utility Field Supervisor Total Effluent Re-use 2.00 2.00 0.40 2.00 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 Total Water Wastewater Wastewater Administration Wastewater Superintendent Wastewater Manager Total Wastewater Administration - 279 - Table of Contents Personnel Detail Actual FY 2010 Effluent Recharge Utility Worker Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 Community Education Coordinator Naturalist Total Riparian Program 0.00 0.00 0.00 0.00 0.00 1.00 0.68 1.00 1.00 3.68 1.00 0.68 1.00 1.00 3.68 1.00 0.68 1.00 1.00 3.68 1.00 0.68 1.00 1.00 3.68 37.00 40.68 41.68 41.68 41.68 Environmental Services - Residential Residential Administration Solid Waste Superintendent Solid Waste Manager Solid Waste Specialist Service Specialist Customer Service Representative Total Residential Administration 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 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 1.00 0.50 24.00 1.00 2.50 29.00 1.00 0.50 24.00 1.00 2.50 29.00 1.00 0.50 24.00 1.00 2.50 29.00 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 Total Wastewater Reclaimed Total Wastewater - 280 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 Recycling Field Supervisor Recycling Administrator 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 1.00 5.00 1.00 7.00 14.70 0.70 1.00 5.00 1.00 7.00 14.70 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 2.50 0.50 4.00 1.00 2.50 0.50 4.00 1.00 3.00 0.50 4.50 72.22 72.22 71.22 71.22 71.72 Environmental Services - Commercial Commercial Administration Solid Waste Superintendent Solid Waste Manager Service Specialist Customer Service Representative Total Commercial Administration 0.14 0.00 0.12 0.22 0.48 0.00 0.14 0.12 0.22 0.48 0.00 0.14 0.12 0.22 0.48 0.00 0.14 0.12 0.22 0.48 0.00 0.14 0.12 0.22 0.48 Commercial Collections Field Supervisor Heavy Equipment Operator Total Commercial Collections 0.30 5.00 5.30 0.30 5.00 5.30 0.30 5.50 5.80 0.30 5.50 5.80 0.30 5.50 5.80 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Environmental Services - Commercial 6.78 6.78 7.28 7.28 7.28 Irrigation Operations Senior Streets Maintenance Worker Total Irrigation Operations 0.70 0.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 199.70 237.93 240.43 239.43 238.93 STREETS Streets Administration Streets Superintendent Streets Manager Total Streets Administration 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 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 Total Environmental Services - Residential TOTAL ENTERPRISE OPERATIONS - 281 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 1.00 1.00 3.00 5.25 0.25 1.00 1.00 3.00 5.25 0.25 1.00 1.00 3.00 5.25 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 Total Street Marking 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 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 4.00 4.50 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 0.50 0.00 0.00 0.00 6.00 6.50 Total Streets Maintenance Traffic Signal Maintenance Field Supervisor Associate Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Traffic Signal Technician Total Traffic Signal Maintenance - 282 - Table of Contents Personnel Detail Actual FY 2010 Traffic Operations Center Assistant Town Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Total Traffic Operations Center Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 0.00 0.00 0.00 0.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 19.00 19.00 19.00 19.00 20.00 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 2.00 0.30 2.80 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 5.63 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 49.30 49.30 49.30 49.30 51.30 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 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 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 Fleet Maintenance Fleet Services Supervisor Senior Mechanic Parts Acquisition Technician Welder/Mechanic Mechanic Service Aide Total Fleet Maintenance - 283 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 0.85 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 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 0.15 0.75 3.00 3.90 0.15 1.75 2.00 3.90 0.15 1.75 2.00 3.90 0.15 1.75 2.00 3.90 Administrative Assistant Total Fuel 0.00 0.00 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Commercial Operations Administrative Assistant Total Commercial Operations 0.00 0.00 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 26.00 26.00 26.00 26.00 26.00 CAPITAL IMPROVEMENTS Capital Project Administration Assistant Town Engineer Project Manager Senior Project Coordinator Project Coordinator Management Assistant Administrative Assistant Total Capital Project Administration 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.75 4.75 1.00 1.00 0.00 0.00 1.00 1.75 4.75 1.00 1.00 0.00 0.00 0.00 1.75 3.75 1.00 1.00 1.00 1.00 0.00 1.75 5.75 TOTAL CAPITAL IMPROVEMENTS 0.00 4.75 4.75 3.75 5.75 SPECIAL REVENUE CDBG/HOME Administration Community Development Specialist Community Development Assistant Total CDBG Administration 1.00 0.50 1.50 1.00 0.00 1.00 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 Total Riparian Program 1.00 0.68 1.00 1.00 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 0.00 0.00 Fuel TOTAL INTERNAL SERVICE - 284 - Table of Contents Personnel Detail Actual FY 2010 Actual FY 2011 Adopted FY 2012 Projected FY 2012 Adopted FY 2013 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 Parkway Maintenance Improvement District Senior Grounds Maintenance Worker Grounds Maintenance Worker Field Supervisor Total PKID 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 1.00 1.00 0.60 2.60 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 0.50 0.50 0.50 0.50 0.50 0.50 0.00 0.00 0.00 0.00 TOTAL SPECIAL REVENUE 14.28 10.10 10.10 9.60 9.60 GRAND TOTAL POSITIONS 1,187.05 1,184.79 1,188.60 1,187.60 1,200.90 - 285 - Table of Contents Schedules A-F (Schedule A) TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal year 2013 Page One FUND 1. General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2012 $100,080,590.00 ACTUAL EXPENDITURES/ FUND BALANCE/ PROPERTY TAX EXPENSES ** NET ASSETS*** REVENUES 2012 July 1, 2012** 2013 Primary: $98,304,561.00 $73,412,139.00 ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2013 $0.00 $110,119,700.00 19,300,000 42,977,030 Secondary: 2. Special Revenue Funds 23,936,790 17,594,238 14,501,807 3. Debt Service Funds Available 4. Less: Designation for Future Debt Retirement 67,687,000 74,976,960 66,196,887 5. Total Debt Service Funds 67,687,000 74,976,960 66,196,887 1,208,750 216,178,450 39,081,637 85,086,134 73,643,400 64,047,770 54,594,895 107,205,791 105,656,200 10. Total Enterprise Funds 64,047,770 54,594,895 107,205,791 105,656,200 11. Internal Service Funds 22,371,810 21,748,068 4,754,351 22,906,000 $494,302,410 $306,300,359 $351,157,109 6. Capital Projects Funds 1,208,750 0 7. Permanent Funds 8. Enterprise Funds Available 9. Less: Designation for Future Debt Retirement 12. TOTAL ALL FUNDS $19,300,000 The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. * ** Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts invested in capital assets, net of related debt, and reserved/restricted amounts established as offsets to assets presented for informational purposes (i.e., prepaids, inventory, etc.). - 286 - $356,511,080 Table of Contents Schedules A-F TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal year 2013 Page Two OTHER FINANCING 2013 SOURCES $0.00 TOTAL FINANCIAL RESOURCES AVAILABLE 2013 INTERFUND TRANSFERS 2013 IN $0.00 $6,677,000.00 $9,025,220.00 $181,183,619.00 $121,493,717.00 70,890 49,232,160 27,617,567 25,129,917 31,173,850 8,057,000 90,522,487 50,964,680 31,173,850 8,057,000 90,522,487 50,964,680 200,406,534 158,775,422 41,677,000 $0 $0 BUDGETED EXPENDITURES/ EXPENSES 2013 13,586,160 24,135,630 202,312,521 68,777,167 13,586,160 24,135,630 202,312,521 68,777,167 27,660,351 22,685,210 $729,703,079 $447,826,113 $93,184,900 $90,450,010 EXPENDITURE LIMITATION COMPARISON 2012 2013 494,302,410 $ 447,826,113 3. Budgeted expenditures/expenses adjusted for reconciling items 494,302,410 447,826,113 4. Less: estimated exclusions 178,215,443 117,129,393 1. Budgeted expenditures/expenses $ 2. Add/subtract: estimated net reconciling items 5. Amount subject to the expenditure limitation $ 316,086,967 $ 330,696,720 6. EEC or voter-approved alternative expenditure limitation $ 316,086,967 $ 330,696,720 - 287 - Table of Contents Schedules A-F (Schedule B) TOWN OF GILBERT Summary of Tax Levy and Tax Rate Information Fiscal Year 2013 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) 2013 2012 $ $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes $ 21,400,000 C. Total property tax levy amounts $ 21,400,000 19,300,000 $ 19,300,000 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes $ $ B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes $ $ C. Total property taxes collected $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 1.1500 1.1500 1.1500 1.1500 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. - 288 - Table of Contents Schedules A-F (Schedule C) TOWN OF GILBERT Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 GENERAL FUND Local taxes Local taxes, audit, & franchise fees $ Licenses and permits Intergovernmental Charges for services Fines and forfeits 53,205,390 $ 57,395,690 $ 59,195,690 3,039,420 4,787,290 4,186,300 31,149,200 33,395,000 37,541,000 4,706,180 4,489,210 4,789,460 4,270,100 4,495,040 3,942,250 252,000 65,000 200,000 83,700 250,000 30,000 186,850 586,510 185,000 Interest on investments General Fund GF - Capital Replacement In-lieu property taxes Contributions Voluntary contributions Miscellaneous Non-Operating Revenue (excluding Interest) Total General Fund $ 96,874,140 $ 105,432,440 $ 110,119,700 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. - 289 - Table of Contents Schedules A-F SPECIAL REVENUE FUNDS Streets Fund HURF $ Auto Lieu Other Streets Revenue Streets - Capital Replacement Total Streets Fund $ Grants Other Special Revenue 10,495,730 6,168,980 50,000 10,400 16,725,110 $ $ 10,260,000 6,350,000 797,990 169,920 17,577,910 $ 11,730,000 6,650,000 50,000 10,400 18,440,400 5,000,000 $ 1,027,000 $ 5,000,000 $ 5,000,000 $ 1,027,000 $ 5,000,000 $ 1,790,990 $ 1,818,740 $ 1,715,780 System Development Fees 7,345,000 $ CDBG/HOME SLID PKID $ 9,135,990 $ 15,081,760 $ 16,900,500 13,680,000 $ $ $ $ $ $ $ 15,395,780 $ 1,357,130 $ 1,528,450 $ 1,784,530 $ 1,357,130 $ 1,528,450 $ 1,784,530 $ 1,431,360 1,107,490 $ 1,431,360 1,107,520 $ 1,508,560 847,760 $ 2,538,850 $ 2,538,880 $ 2,356,320 $ $ $ $ $ $ Total Special Revenue Funds $ 34,757,080 $ 39,572,740 $ 42,977,030 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. - 290 - Table of Contents Schedules A-F DEBT SERVICE FUNDS General Obligation Secondary Property Tax - Schedule B $ Special Assessments Municipal Property Corporation Operating Transfers - Schedule D $ $ $ $ $ 1,167,660 $ 1,229,660 $ 1,208,750 $ 1,167,660 $ 1,229,660 $ 1,208,750 $ $ $ $ $ $ $ $ $ $ $ $ Total Debt Service Funds $ 1,167,660 $ 1,229,660 $ 1,208,750 12,895,000 $ 2,584,280 450 54,050 $ 19,690,000 CAPITAL PROJECTS FUNDS Streets - Intergovernmental Stormwater Traffic Controls - Intergovernmental $ 529,000 624,000 $ 13,424,000 $ 2,638,780 $ $ 3,018,000 349,000 1,487,000 $ 3,021,950 14,980 1,521,730 $ $ 4,854,000 $ 4,558,660 $ 1,156,000 $ 100,000,000 $ $ 51,065,000 $ 100,000,000 $ $ 51,065,000 $ 3,400 $ 3,400 $ 1,108,400 $ 3,400 $ 3,400 $ 1,108,400 Total Capital Projects Funds $ 118,281,400 $ 7,200,840 $ 73,643,400 Municipal Facilities - Intergovernmental Redevelopment - Outside Source Parks and Open Space - Intergovernmental Improvement Districts CIP Administration - Charges for Service 20,314,000 349,000 807,000 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. - 291 - Table of Contents Schedules A-F PERMANENT FUNDS $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Permanent Funds $ $ $ $ $ ENTERPRISE FUNDS Utility Administration - Schedule D $ $ Water Water Water Water Operating Replacement and Water Resource SDF Capital 37,582,100 94,170 4,605,000 $ 37,907,000 $ 42,281,270 $ 14,000,000 3,784,000 55,691,000 21,222,010 79,590 5,807,340 $ 22,437,340 37,650 12,522,600 $ 22,935,000 50,000 9,000,000 $ 27,108,940 $ 34,997,590 $ 31,985,000 $ 14,645,000 19,000 156,200 $ 15,161,080 31,690 165,130 $ 15,362,000 20,000 156,200 $ 14,820,200 $ 15,357,900 $ 15,538,200 $ 2,492,100 3,000 $ 2,369,250 3,000 $ 2,439,000 3,000 $ 2,495,100 $ 2,372,250 $ 2,442,000 Total Enterprise Funds $ 89,724,240 $ 95,009,010 $ 105,656,200 Wastewater Operating Wastewater Replacement Wastewater SDF Environmental Services/Residential Replacement Fund Solid Waste Container Fee Environmental Services/Commercial Replacement Fund $ 37,144,000 90,000 7,676,000 390,000 45,300,000 $ $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. - 292 - Table of Contents Schedules A-F INTERNAL SERVICE FUNDS $ 7,931,060 1,200 $ 6,711,750 730 $ 8,075,000 $ 7,932,260 $ 6,712,480 $ 8,075,000 $ 368,600 $ 468,030 $ 568,000 $ 368,600 $ 468,030 $ 568,000 $ 11,645,000 $ 11,660,090 $ 13,157,000 $ 11,645,000 $ 11,660,090 $ 13,157,000 $ 1,071,400 $ 1,091,680 $ 1,106,000 $ 1,071,400 $ 1,091,680 $ 1,106,000 Total Internal Service Funds $ 21,017,260 $ 19,932,280 $ 22,906,000 TOTAL ALL FUNDS $ 361,821,780 $ 268,376,970 $ 356,511,080 Fleet Maintenance Replacement Copy Services Health Self Insurance Dental Self Insurance * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. - 293 - Table of Contents Schedules A-F (Schedule D) TOWN OF GILBERT Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2013 FUND GENERAL FUND General Fund Operating General Fund Repair & Replacement INTERFUND TRANSFERS 2013 IN OTHER FINANCING 2013 SOURCES $ $ $ 6,677,000 $ 8,909,220 116,000 Total General Fund $ $ $ 6,677,000 $ 9,025,220 $ $ 50,000 $ 6,395,670 2,947,000 185,920 39,703,570 SPECIAL REVENUE FUNDS Streets Grants Other Special Revenue System Development Fees $ 20,890 Total Special Revenue Funds $ $ $ 70,890 $ 49,232,160 $ $ $ 31,173,850 $ 8,057,000 Total Debt Service Funds $ $ $ 31,173,850 $ 8,057,000 $ $ $ Total Capital Projects Funds $ $ $ $ $ $ $ Total Permanent Funds $ $ $ $ $ $ $ 5,376,920 6,621,870 1,587,370 $ 14,662,910 7,371,850 2,100,870 Total Enterprise Funds $ $ $ 13,586,160 $ 24,135,630 $ $ $ $ Total Internal Service Funds $ $ $ $ TOTAL ALL FUNDS $ $ $ DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS Capital Projects Rev Transfers PERMANENT FUNDS ENTERPRISE FUNDS Water Wastewater Environmental Services INTERNAL SERVICE FUNDS - 294 - 41,677,000 41,677,000 93,184,900 $ $ $ 90,450,010 Table of Contents Schedules A-F (Schedule E) TOWN OF GILBERT Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 GENERAL FUND Management and Policy $ Support Services Management Services Legal and Court Development Services Police Fire Parks and Recreation GF Repair and Replacement Non-Departmental Contingency & ED Reserve Total General Fund $ 11,258,290 152,380 4,037,310 4,275,920 5,839,510 36,344,550 20,891,490 11,122,460 3,430,180 2,728,500 $ 100,080,590 $ SPECIAL REVENUE FUNDS Streets $ Grants CDBG/HOME Police Impound Special Districts Trust Accounts Other Special Revenue Total Special Revenue Funds $ 12,959,470 5,000,000 1,340,450 287,280 2,827,510 2,500 1,519,580 23,936,790 ACTUAL EXPENDITURES/ EXPENSES* 2012 11,203,100 133,909 3,881,565 4,277,179 6,003,852 34,596,996 21,325,226 11,557,037 1,002,295 4,323,402 $ 12,876,732 $ 98,304,561 $ 4,196,285 4,298,935 6,097,537 36,219,921 21,567,256 11,607,051 3,500,530 4,329,470 16,800,000 121,493,717 $ $ $ $ $ 11,468,570 1,026,080 903,532 299,290 2,522,740 2,500 1,371,526 17,594,238 $ 13,610,747 5,000,000 1,798,007 269,593 2,707,010 2,500 1,742,060 25,129,917 67,687,000 67,687,000 $ $ $ $ 74,976,960 74,976,960 $ $ 50,964,680 50,964,680 216,178,450 216,178,450 $ $ 39,081,637 39,081,637 $ 158,775,422 158,775,422 $ $ $ $ Total Permanent Funds $ $ $ $ 3,006,200 27,822,480 18,200,320 15,018,770 64,047,770 $ $ $ $ 26,969,416 14,259,473 13,366,006 54,594,895 22,371,810 22,371,810 494,302,410 $ $ $ $ $ $ 21,748,068 21,748,068 306,300,359 DEBT SERVICE FUNDS $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS Total Capital Projects Funds $ PERMANENT FUNDS ENTERPRISE FUNDS Utility Administration $ Water Wastewater Environmental Services Total Enterprise Funds $ INTERNAL SERVICE FUNDS $ Total Internal Service Funds $ TOTAL ALL FUNDS $ $ BUDGETED EXPENDITURES/ EXPENSES 2013 $ $ 31,907,408 19,506,535 17,363,224 68,777,167 $ $ $ 22,685,210 22,685,210 447,826,113 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. - 295 - Table of Contents Schedules A-F (Schedule F) TOWN OF GILBERT Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND List Department: Management and Policy General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 $ Department Total $ Support Services General Fund $ 11,258,290 11,258,290 152,380 Department Total $ 152,380 List Department: Finance/Management Services $ General Fund 4,037,310 Department Total $ 4,037,310 List Department: Legal and Court General Fund $ Department Total $ List Department: Development Services General Fund $ Department Total $ List Department: Public Works Utility Administration Streets Fund Water Fund Wastewater Fund Environ. Svcs - Residential Environ. Svcs - Commercial $ Department Total $ List Department: Police General Fund Police Impound $ Department Total $ List Department: Fire General Fund $ Department Total $ List Department: Parks and Recreation General Fund $ Department Total $ 4,275,920 4,275,920 5,839,510 5,839,510 3,006,200 12,011,470 24,895,480 15,194,320 11,333,750 1,954,020 68,395,240 36,344,550 287,280 36,631,830 20,891,490 20,891,490 11,122,460 11,122,460 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ACTUAL EXPENDITURES/ EXPENSES * 2012 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 11,203,100 11,203,100 133,909 133,909 3,881,565 3,881,565 4,277,179 4,277,179 6,003,852 6,003,852 BUDGETED EXPENDITURES/ EXPENSES 2013 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - 296 - 12,876,732 $ $ $ $ $ $ $ $ 4,196,285 4,196,285 4,298,935 4,298,935 6,097,537 6,097,537 $ 11,268,570 26,850,416 14,230,473 11,069,249 1,796,757 $ 12,876,732 65,215,465 34,596,996 299,290 34,896,286 21,325,226 21,325,226 11,557,037 11,557,037 12,524,577 28,883,628 16,425,735 12,685,724 1,914,500 $ $ $ $ $ $ $ 72,434,164 36,219,921 269,593 36,489,514 21,567,256 21,567,256 11,607,051 11,607,051 Table of Contents Capital Outlay Department Description Amount GENERAL FUND Inspection & Compliance Police Communication Utility Vehicle Radio console upgrade Total General Fund Capital $ 28,110 298,000 $ 326,110 $ 22,000 34,900 34,900 34,900 34,900 34,900 34,900 34,900 34,900 34,900 24,960 21,490 26,470 20,470 26,470 21,660 22,910 3,000,000 $ 3,500,530 $ 35,000 31,000 2,659,360 $ 2,725,360 $ 26,000 120,000 123,700 26,470 45,000 45,000 700,000 $ 1,086,170 GENERAL REPLACEMENT FUND 1276 1308 1310 1313 1314 1316 1317 1319 1272 1301 0633 0460 0413 0415 0489 1115 1277 Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Canine Police Traffic Unit Fire Operations Fire Prevention Parks and Open Space Parks and Open Space Parks and Open Space Police Patrol Police Patrol Non-Departmental Police mid-sized Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Police Sedan Fire Van Fire Vehicle 3/4-ton Truck w/ Svc Body 3/4-ton Truck 3/4-ton Truck w/ Svc Body Crew Cab Truck Police mid-sized Sedan Capital Allowance Total General Replacement Fund STREET FUND 3/4-ton truck w/message brd. 3/4-ton truck w/ utility bed Streets Maintenance Street - Traffic Street - ROW Maintenance Preventative Maintenance Total Street Fund Capital STREET REPLACEMENT FUND 0544 0574 0342 0624 0473 0561 Preventative Maintenance Traffic Signal Maintenance Traffic Signal Maintenance Traffic Signal Maintenance Street Signs Street Signs Non-Departmental 1/2-ton Truck 1 1/2-ton Truck 1 1/2-ton Bucket Truck 3/4-ton Truck w/ Svc Body 1 1/2-ton Box Truck 1 1/2-ton Box Truck Capital Allowance Total Street Replacement Fund - 297 - Table of Contents Capital Outlay Department Description Amount WATER FUND Water North Plant Production Well Production Water Distribution 1-ton Truck w/ Autocrane Upgrade 1/2-ton Truck 3/4-ton Truck w/ Vlv Ex Mach. Total Water Fund Capital $ 100,000 25,000 105,000 $ 230,000 $ 27,000 26,000 27,000 26,000 21,100 21,100 26,700 16,280 16,300 16,300 2,800,000 $ 3,023,780 $ 26,000 27,000 27,800 3,000,000 $ 3,080,800 $ 325,000 21,000 $ 346,000 WATER REPLACEMENT FUND 0752 0530 0607 0650 0465 0508 0424 0491 0541 0611 Water Distribution Water Metering Water Metering Utility Locates Well Production Well Production Water Metering Water Metering Utility Locates Utility Locates Non-Departmental 3/4-ton Truck 1/2-ton Truck 1/2-ton Truck 1/2-ton Truck 3/4-ton Truck 3/4-ton Truck 3/4-ton Truck 1/2-ton Truck 1/2-ton Truck 1/2-ton Truck Capital Allowance Total Water Replacement Fund Capital WASTEWATER REPLACEMENT FUND 0710 0750 0757 Wastewater Collections Wastewater Collections Effluent Re-use Non-Departmental 1/2-ton Truck 3/4-ton Truck 3/4-ton Truck w/ Dsl fuel Capital Allowance Total Wastewater Replacement Fund Capital ENVIRONMENTAL SERVICES - RESIDENTIAL Residential Administration Recycling Software System 1/4-ton Truck Total Environmental Services - Residential Capital - 298 - Table of Contents Capital Outlay Department Description Amount ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT 1 1/2-ton Truck 1/2-ton Truck 1 1/2-ton Truck Auto Side Loader Bulk Loader Bulk Loader Auto Side Loader Heavy Duty Truck Auto Side Loader Capital Allowance $ 30,000 26,000 30,000 250,000 200,000 200,000 250,000 120,000 257,000 1,000,000 Total Environmental Services - Residential Replacement Capital $ 2,363,000 ENVIRONMENTAL SEERVICES - COMMERCIAL REPLACEMENT 0734 Commercial Collections Loader Non-Departmental Capital Allowance $ 200,000 200,000 $ 400,000 $ 30,000 $ 30,000 $ 250,000 $ 250,000 0478 0671 0662 0831 0553 0639 0829 0767 0748 Uncontained Collections Recycling Residential Collections Residential Collections Uncontained Collections Uncontained Collections Recycling Residential collections Residential collections Non-Departmental Total Environmental Services - Commercial Replacement Capital CAPITAL COORDINATION CIP Project Coordinator 1/2-ton truck Total Capital Coordination COPY SERVICES Non-Departmental Capital Allowance Total Copy Services CAPITAL PROJECT CAPITAL OUTLAY $ 155,517,910 TOTAL CAPITAL OUTLAY $ 172,879,660 - 299 - Table of Contents Transfer Detail Development Fees Interfund transfers are scheduled for FY 2013, but not appropriated. The following details the revenue transfers that are anticipated for FY 2013 by fund: General Fund Overhead Debt $3,429,080 Grants Water $35,000 Funds are transferred from the Water Fund to the General Fund to share in the cost for exercising the fire hydrants. If this was not completed by the Fire Department, the Water Department would need to perform these duties. Wastewater $25,000 The Riparian Programs are expensed out of the Wastewater Fund but report to Parks and Recreation Administration in the General Fund. This transfer covers the administrative and supervisory expenditures associated with operating the Riparian Programs. $ 1,508,990 752,980 586,120 82,380 498,610 $2,697,000 Water Fund This transfer of revenue into the General Fund from the Grant Fund is a reimbursement of funds originally transferred by the General Fund for Transit related purposes. Special Revenue $205,000 Funds are transferred from the Debt Service Fund to General Fund to reimburse costs associated with issuance of debt for Improvement District #11. Revenue from Water, Wastewater, Environmental Services, and Streets are transferred into the General Fund. These funds compensate for a portion of the expenditures for functions that occur in the General Fund but are utilized by funds other than the General Fund. Examples of these functions include Human Resources, Information Technology, Town Managers Office, Mayor and Council, Office of Management and Budget, and Management Services. The overhead transfers are broken down by fund as follows: Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets $100,000 Funds are transferred from Fire SDF Fund to the General Fund to cover costs associated with the internal borrowing of General Funds in advance of collecting Fire SDF fees. Development Fees $90,000 At the time a building permit is issued, a fee for Water Resources is collected. This fee is then transferred to the Water Fund to reimburse the fund for expenses associated with Water Resources. $185,920 This transfer is from three sources: Wastewater Fund Court Security - $100,000 – A portion of the fines collected by the Court are reserved to reimburse for security related expenditures. Since the salaries for the security personnel are paid from the General Fund, this transfer is initiated to cover a portion of these costs. Development Fees $100,000 Funds are transferred from Wastewater SDF Fund to the Wastewater Fund to cover costs associated with the internal borrowing of Wastewater Funds in advance of collecting Wastewater SDF fees. Police Impound - $55,920 – Funds are transferred into the General Fund to cover the costs associated with the initial traffic infraction once it is determined the vehicle must be towed. Additional information about the PD Impound Fund can be found in the Special Revenue section of the budget document. Water Fund $820,000 This transfer from the Water Fund into the Wastewater Fund is based on the anticipated amount of reclaimed water that will be consumed by the Water Fund for daily operations. Police Security - $30,000 – This transfer covers the administrative costs associated with reconciling timecards to invoicing for private security. - 300 - Table of Contents Transfer Detail Environmental Services - Residential Capital Improvement Program (CIP) Development Fees Consists of transfers from operating funds, development fees, replacement funds, and bonds to finance Capital Projects. Revenue transfers by fund are as follows: $155,000 At the time a building permit is issued, a fee for a residential refuse container is collected. This fee is then transferred to the Environmental Services Residential Fund to reimburse the fund for expenses associated with purchasing of the containers. General Water Wastewater Streets General Replacement Water Replacement Traffic Signal SDF Fire SDF Parks & Recreation SDF Water SDF Water Resource Fee Grants Public Facilities MPC Water MPC Developer Deposits Streets Fund Water Fund $50,000 Transfer of funds from the Water Fund to the Streets Fund to reimburse for expenses incurred by the Streets Department when pavement maintenance is needed as a result of a water related project or incident. Replacement Funds Transfers from various funds into the respective replacement funds ensures adequate funding when rolling stock and/or infrastructure needs replacement. Transfers by fund are as follows: Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial $ 3,062,000 3,847,000 892,000 2,566,000 116,000 3,115,000 292,000 157,000 2,540,000 1,286,000 12,988,000 250,000 6,787,000 1,065,000 1,357,000 Detail by project and funding source can be located in the Capital Improvement section of the budget document. $ 5,286,920 5,701,870 1,246,160 186,210 Debt Service Gilbert issues debt to finance capital project construction. Transfers of funds from the General Fund, Streets Fund, and Development Funds to the Debt Service Fund are scheduled to finance the debt service payments. Each fund transfers funds to the Debt Service Fund to cover the portion of the debt that is related to activities originating in the respective fund. Detail by fund is as follows: Additional information regarding replacement funds is located in the Replacement Fund section of the budget document. General Streets Police SDF Fire SDF General SDF Parks & Recreation SDF Water SDF $ 5,847,220 3,331,060 2,669,080 663,840 2,330,840 5,331,810 11,000,000 Additional detail on Debt Service is located in the Debt Service section of the budget document. - 301 - Table of Contents Transfer Detail Revenue Expenditure Transfers Out General Fund General Fund $ 8,909,220 Water $ 11,547,910 1,543,990 Wastewater $ 7,371,850 777,980 Environmental Svc - Residential $ 1,832,280 586,120 Environmental Svc - Commercial $ 268,590 82,380 Streets $ 6,395,670 498,610 Replacement Fund $ 3,231,000 Solid Waste Container $ 155,000 Traffic Signal SDF $ 292,000 Police SDF $ 2,669,080 Fire SDF $ General SDF $ 2,330,840 Park & Rec SDF $ 7,871,810 Water SDF $ 12,286,000 Water Resource Fee $ 13,078,000 Wastewater SDF $ Grants $ 2,947,000 Special Revenue $ Public Facilities MPC $ 6,787,000 Water MPC $ 1,065,000 Developer Deposits $ 1,357,000 Debt Service $ Transfer In Amount $ 91,807,010 920,840 Water Wastewater 820,000 100,000 90,000 100,000 100,000 2,697,000 185,920 185,920 205,000 205,000 $ 6,677,000 - 302 - $ 90,000 $ 920,000 Table of Contents Transfer Summary Transfers In Enviro Svcs Residential Streets Replacement Funds 50,000 CIP Debt 3,062,000 5,847,220 5,286,920 3,847,000 5,701,870 892,000 1,246,160 186,210 2,566,000 3,331,060 3,231,000 155,000 292,000 2,669,080 157,000 663,840 2,330,840 2,540,000 5,331,810 1,286,000 11,000,000 12,988,000 250,000 6,787,000 1,065,000 1,357,000 $ 155,000 $ 50,000 $ 12,421,160 $ - 303 - 40,320,000 $ 31,173,850 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. ADA Americans with Disabilities Act is the Federal Law regarding issues and facilities for those with disabilities. ADD Water Acquisition, Development and Delivery of Water Supplies. This project was a public stakeholder process that resulted in a consensus regarding how new water supplies should be shared and paid for by water users in CAP’s three-county service area, assuming CAP is the entity that acquires, develops and delivers those supplies. ADEQ Arizona Department of Environmental 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. Af Acre feet/foot is a unit of volume commonly used in the United States in reference to large-scale water resources, such as reservoirs, aqueducts, canals, sewer flow capacity, and river flows. One acre-foot is equal to 325,851 3/7th gallons of water. Allocation A component of an appropriation that is earmarked for expenditure by specific organization units and/or for special purposes, activities, or objects. AMWUA Arizona Municipal Water Users Association is a voluntary, non-profit corporation established by municipalities in Maricopa County for the development of urban water resources policy. 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. A.R.S. 28-3512 Arizona Law – Arizona Revised Status, Title 28 Section 3512J 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. - 304 - Table of Contents Glossary/Acronyms 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. BlueBeam Software that allows staff to provide electronic plan review services. 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. - 305 - Table of Contents Glossary/Acronyms 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 nonproperty 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. CFS Calls for Service generally refers to assignments that are typically distributed to public safety professionals that require their presence to resolve, correct or assist a particular situation. Capital Improvement Includes any expenditure over $100,000 for repair and replacement of existing infrastructure as well as development of new facilities to accommodate future growth. Capital 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. - 306 - Table of Contents Glossary/Acronyms CAWCD Central Arizona Water Conservation District is a multi-county water conservation district that acts as the operating agent of the Central Arizona Project. CAGRD Central Arizona Groundwater Replenishment District provides a mechanism for landowners and water providers to demonstrate an assured water supply under the new Assured Water Supply Rule. 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. Compstat Is a multi-layered dynamic approach to crime reduction, quality of life improvement, and personnel and resource management. Modern management principles called for centralization of command and control to improve police accountability, and technological innovations promised a more scientific and effective approach to crime reduction. 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. DDACTS Data Driven Approaches to Crime and Traffic Safety integrates locationbased crime and traffic data to establish effective and efficient methods for deploying law enforcement and other resources. Debt Limit A State-imposed limit on the amount of debt that can be issued. Debt Service Principal and interest payments on outstanding bonds. - 307 - 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. East Valley Gang & Criminal Is designed to be an effective mechanism to exchange information, Information Fusion Center streamline operations and enhance crime-fighting efforts within the East Valley law enforcement community by analyzing data from multiple sources. EDEN The Town’s Enterprise Resource Planning (ERP) software that consists of the following software module: General Ledger, Accounts Payable, Accounts Receivable, Fixed Assets, Budget, Human Resources, Payroll, Business Licensing, Permits & Inspections, and Utility Billing. 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, Deputy Town Manager, Department Directors, and designated Management staff. 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. - 308 - Table of Contents Glossary/Acronyms 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. 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. G2 Generation 2 is the second generation of station alerting which gives the fire stations an audible and visual notification of an emergency call. GFOA Government Finance Officers Association is the professional association of state/provincial and local finance officers in the United States and Canada, and has served the public finance profession since 1906. Members are dedicated to the sound management of government financial resources. Gilbert Go Green Team Initiative team set up to establish current Town baseline conditions related to recycling, green waste diversion, energy, water and other resource usage to advance the Town toward green goals. 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. GRIC Gila River Indian Community - 309 - Table of Contents Glossary/Acronyms GSF Groundwater Storage Facility is a water exchange authorized under State law where the operator of the GSF (typically an irrigation district) will substitute renewable surface water (CAP water) for groundwater that it has a legal right to pump. This substitution of surface water for groundwater essentially “saves” groundwater that would have been pumped and is legally considered analogous to direct recharge. The customer storing at a GSF receives long-term storage credits that can later be recovered and not counted as groundwater pumping. 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, 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. 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. JAG Justice Assistance Grant. The JAG Program, administered by the Bureau of Justice Assistance (BJA) and authorized under Public Law 109-162, is the leading source of federal justice funding to state and local jurisdictions. - 310 - Table of Contents Glossary/Acronyms 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. Mgd Million Gallons per Day 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, 900 East Juniper Avenue. Location includes a Public Works Yard and an Equipment Repair Shop. NIBIN National Integrated Ballistic Information Network. In 1999, the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) established and began administration of the National Integrated Ballistic Information Network (NIBIN). In this program, ATF administers automated ballistic imaging technology for NIBIN Partners in the United States that have entered into a formal agreement with ATF to enter ballistic information into NIBIN. 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. - 311 - 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. SASC South Area Service Center, 4760 South Greenfield Road. Location includes Police, Public Works, Hazardous Waste Collection, and Equipment Repair Shop. 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. - 312 - Table of Contents Glossary/Acronyms SharePoint Microsoft software for the Town’s Intranet. The Intranet is a communication and project collaboration tool for employees of all departments. The intranet also provides for live document management and process automation. 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. 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 two entities: the Salt River Project Agricultural Improvement and Power District, a political subdivision of the State of Arizona; and the Salt River Valley Water Users’ Association, a private corporation. 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. - 313 - Table of Contents Glossary/Acronyms WIGS Wildly Important Goals, a process developed by Franklin Covey that will help employees accomplish their goals while also managing the demands of day-to-day responsibilities. Zero-Based The base for the budget built from zero. Zoning A specific legal classification of property for purpose of development. - 314 - Table of Contents Acknowledgements It may be customary to recognize the elected body last, but I would like to thank the Gilbert Town Council first and foremost for their tremendous leadership, clear expectations, patience, and trust in the Town staff. This year was a first for many of us, myself included. Indeed, while we looked to the exemplary practices of many communities for reference, the budget process was tailor-made for the needs of the Town of Gilbert today. Ironically, it was the arrival of a new Town Manager in August of 2011 that precipitated the development of a zero-based, priority-based budget that provided the ideal customized tool for the Town that Patrick Banger had just begun to call home. No leader can single handedly drive success, though. I know Mr. Banger would agree that this budget is a reflection of the cumulative efforts of the Council and Town staff throughout the organization. This year departments identified budget liaisons to coordinate the submission, analysis, and prioritization of budget requests. The budget liaisons were the first to learn each new process and system, and ensured the departments’ submissions were accurate, thorough, and timely. We all greatly appreciate their efforts. Tremendous credit and appreciation should be extended to those involved in the development of the FY 2013 budget. 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 recovering economy, organizational realignment, and a new Office of Management and Budget, 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 2013 budget. Special recognition goes out to Deputy 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 and Management Services Director Cindi Mattheisen, Accounting Manager Florence Shultz, Accountant II Tanya Wright, and all of the members of the Town’s fabulous Finance Department, 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, and continues to amaze and inspire us every day. Håkon Johanson provided insightful analysis into the Town’s debt structure and rate models, and transformed the effectiveness of the Municipal Property Corporations, even while on special assignment as the acting fleet manager for three months. Nicole Dailey transformed the face of government budgeting, building relationships, developing new business processes, and overseeing such major undertakings as the modification of the Town’s system development fees. Kurt Sharp brought his years of adult sports, project management, and intergovernmental relations into play, bringing new perspective to all involved in the process. Finally, thanks to Jocelyn Smith for her high quality work in assisting in the operating budget and in developing our first rate CIP document, and for her invaluable local expertise in the Capital Improvement Program. She developed an automated system for capital project management, saving staff time and ensuring a better, more accurate end product. Special thanks to Chad Hurlburt, Kirsten Larson, and Mark Kramer for their work in automated budget system, and to Edgar Medina and Jeff Kramer for their endless work on the CIP. - 315 - Table of Contents Acknowledgements Special recognition goes to Julie Landspurg for her skillful facilitation of the FranklinCovey Four Disciplines of Execution and budget discussions, and Leah Hubbard for her outstanding representation of the Town at the state legislature. Moreover, I would like to personally thank the Town Manager, Patrick Banger, for his superb leadership, as well as the Deputy Town Manager, department directors, division managers, and department budget experts who have played key roles in developing a balanced spending plan for the upcoming year. Thank you for yet another phenomenal year! Dawn Irvine Budget Manager - 316 -